Kansai Electric Power Group ESG Report 2022

Sustainability for the Kansai Electric Power Group

Environment

SocialGovernance

Message from our executive officer in charge of ESG reports

Nobuhiro Nishizawa
Representative Executive Officer,
Vice President

In March 2021, we formulated the Kansai Electric Power Group Management Philosophy
Purpose & Values and we declared to the world how we would implement business activities
that foster the Values of Fairness, Integrity, Inclusion, and Innovation to achieve our Purposeof Serving and Shaping the Vital Platform for a Sustainable Society—which we consider to be
the overarching tenet that governs everything we do.
We also developed the Kansai Electric Power Group Medium-term Management Plan
(2021–2025)—an action plan for the next five years—that will act as a springboard to makeus a corporate group that can provide various social infrastructure services. In addition, as a“leading company in achieving a zero-carbon energy,” we set up the Zero Carbon Vision 2050
so we can better tackle global warming issues, on a voluntary and proactive basis.
Based on these policies, the focus will be on delivering safe, stable, environmentally friendly
energy; providing new value to resolve societal issues; and establishing a solid foundation to
support those goals. As well as achieving sustainable growth for the Group and helping toresolve global societal issues such as those addressed by the SDGs, we will help bring about asustainable society.
Going forward, we will push ahead with initiatives that respond to changes in the businessenvironment and in stakeholder expectations and requests, and to help make society moresustainable. Equally, we will work proactively to provide information on those initiatives.

Editorial policies
Positioning of ESG Report
This report brings together all ESG-related information disclosed in our Integrated Report, on websites, etc., as well as including content withadditional details. With reference to the GRI standards and other ESG reporting guidelines, we have organized the content byitem—Environment, Social and Governance—to make it easier to browse through the information.
Please also refer to our Integrated Report for details on the Group’s growth strategy and important initiatives related to sustainability.

Reference guidelines

Report publication date

The 2016 GRI Sustainability Reporting Standards,
Environmental Report Guidelines (2018 Edition),
ISO 26000, SASB, etc.

Published October 2022
Next issue: To be published in fall of 2023

Scope of report

Place of publication

Period covered: April 1, 2021 to March 31, 2022
(We also report on important information that may fall outsideof the time frame above.)
Companies covered: The Kansai Electric Power Co., Inc., andKansai Electric Power Group companies.
(“The Company” refers to The Kansai Electric Power Co., Inc.)
Unless otherwise specified, figures given are a combined total for
The Kansai Electric Power Co., Inc. and Kansai Transmission andDistribution, Inc.

Sustainability and Quality Promotion Group,
Office of Corporate Planning,
The Kansai Electric Power Co., Inc.
3-6-16 Nakanoshima, Kita-ku, Osaka 530-8270, Japan1S U S TA I N A B I L I T YSustainability for the Kansai Electric Power Group

Environment

SocialGovernanceContents◆ Message from our executive officer in charge of ESG reports /Editorial policies
1◆ Sustainability Management

3

Environment◆ Environmental Management10◆ Environmentally Friendly Business24◆ Climate Change

26◆ Resource Circulation

31◆ Pollution Prevention

33◆ Efforts Toward Conserving Biodiversity

36◆ Water Resources

39

Social◆ Human Rights

41◆ Labor Practices

43◆ Occupational Health and Safety

52◆ Human Capital Development55◆ Responsibilities Toward Customers

60◆ Disaster Mitigation Efforts

82◆ Communities

85◆ Supply Chain Management

94

Governance◆ Corporate Governance97◆ Risk Management106◆ Compliance109

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S U S TA I N A B I L I T YSustainability for the Kansai Electric Power Group

Environment

SocialGovernance

Sustainability Management
Under the ultimate overarching concept of the Kansai Electric Power Group Management Philosophy Purpose & Values, the Group hasannounced that it will carry out business activities that promote the Values of Fairness, Integrity, Inclusion, and Innovation to achieve its
Purpose of Serving and Shaping the Vital Platform for a Sustainable Society for the benefit of its customers and society. We have set out
specifically how we should act in accordance with this management philosophy in the Kansai Electric Power Group Code of Conduct. By
having all Group employees base their actions on this code, the aim is to achieve both sustainable growth for the Group and to make society
more sustainable.

Kansai Electric Power Group Management Philosophy

経営理念

Purpose & Values

存在意義

Purpose

大切にする価値観
Values「あたりまえ」を守り、創る
Serving and Shaping the Vital Platform for a Sustainable Society

公正Fairness

誠実

Integrity

共感

Inclusion

挑戦

Innovation

私たちは、安全を守り抜くことを前提に、
「公正」
「 誠実」
「 共感」
「 挑戦」を大切にして行動しますWith dedication to safety and security, we will act upon the values of Fairness, Integrity, Inclusion and Innovation

Kansai Electric Power Group Code of Conduct
Basic view
The Kansai Electric Power Group Code of Conduct details specifically how our executives and employees should act, providing a foundation
for decision-making in our business activities. This code is based on the Kansai Electric Power Group Management Philosophy and takes all
in-house company rules as prerequisites.
The business activities of the Kansai Electric Power Group are supported by a variety of stakeholders, including customers, shareholders andinvestors, business partners, employees and other members of society. The trust we receive from these stakeholders is itself the foundationthat allows us to continue fulfilling our duties and pursuing sustainable growth as the Kansai Electric Power Group.
We fulfill our duties as a member of society by acting in accordance with our Management Philosophy and always thinking about what itmeans to thoroughly implement compliance not only for laws and regulations, but also for the standards expected by modern society.
We want to make our various stakeholders have unshakable trust in us by responding sincerely to their expectations for our group businessactivities.
Based on this mindset, our employees all work together and combine their individual capacities, enabling the Kansai Electric Power Group tocontribute to the sustainable development of society.

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S U S TA I N A B I L I T YSustainability for the Kansai Electric Power Group

Environment

SocialGovernance

1. Thorough compliance implementation
At the Kansai Electric Power Group, we practice thorough legal and ethical compliance as the foundation to all our businessactivities. Business results and activities are absolutely never prioritized above compliance.
Moreover, anyone who raises questions or reports about issues related to compliance will not be treated unfairly in any way
as a result.
Conduct standards for individuals• Act sincerely with good sense and dignity as one member of the Kansai Electric Power Group.
• In the execution of business, abide by domestic and foreign laws and ordinances that restrict business along withother relevant legal restrictions as well as regulations established by the company and other in-house rules. Neverundertake any behavior that is contrary to corporate ethics and accepted social norms.
• Ask yourself the following questions about your conduct.
• Would the conduct go against your own conscience?
• Could you speak proudly about the conduct to your family and other people important to you?
• Could you confidently explain the conduct to customers and other people outside the company?
• Do you think continuing conduct as you have in the past is fine? Are you assuming that conduct is correct?
• Are you continuing conduct as before even though you have doubts or feelings of discomfort about it?
When you have doubts about something or feel it is strange, have courage and report to and consult with work superiors or
a Compliance Hotline.
Note: In 2019, incidents were revealed in which executives and employees from our company received gifts and cash of significant value from a former deputy
mayor of the town of Takahama in Fukui Prefecture and in which executives received problematic payments after retirement. These incidents caused great
trouble and seriously betrayed the trust we received from our customers, members of society and our various stakeholders. This article takes this into
consideration.

2. Fair business activities
At the Kansai Electric Power Group, we practice fair and free competition and conduct reasonable business transactions. We
do not participate in bribery or other corrupt conduct with the goal of obtaining profits unfairly. Moreover, we promoteresponsible procurement with high levels of sustainability and transparency.
Conduct standards for individuals• Do not provide or accept inappropriate gifts or entertainments.
• Do not do anything that presents advantages only to specific individuals or businesses.
• Maintain healthy relationships with politicians and government administrators.
• Resolutely refuse inappropriate demands from antisocial (criminal) forces and organizations. Respond to suchdemands with the fortitude of the organization rather than as an individual. Maintain no relations with such forces andorganizations.

3. Appropriate information disclosure, management and discussion
At the Kansai Electric Power Group, we reflect the feedback of society in our business activities appropriately. In addition, we
conduct open business activities with high transparency by further advancing suitable and timely information disclosureand transmission along with communication with members of society as we fulfill our explanatory duties to society withsincerity. Furthermore, we manage personal data along with other types of information appropriately.
Conduct standards for individuals• Proactively communicate with members of society.
• Undertake efforts fairly when providing information to members of society and conducting activities to promote
understanding of our business activities.
• Gather a wide range of opinions, desires and other feedback about our business activities from customers andmembers of society, share this data within the company and apply it to business improvement.
• Manage personal data, customer data, business secrets and similar information appropriately.
• Strictly handle records related to business.
• When problems arise in business operations, report on the facts quickly and accurately.

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S U S TA I N A B I L I T YSustainability for the Kansai Electric Power Group

Environment

SocialGovernance

4. Respect for human rights and promotion of diversity
At the Kansai Electric Power Group, we recognize human rights as a universal value shared by global society. We support
international standards related to human rights and respects them in all our business activities. In addition, as we advancediversity, we will continue seeking to realize ways of working and cultivating workplace environments that enable every
person to work with peace of mind and exercise their abilities to their maximum potentials.
Conduct standards for individuals• Respect the human rights of every individual involved in business activities and promote diversity.
• Never say or do anything that is discriminatory, harassing, defamatory or taunting or that could otherwise cause
another person to feel uncomfortable based on race, nationality, religion, gender, sexual orientation, sexual identity,social position, family background, occupation, disability or other personal trait. Moreover, do not sympathize withsuch words or behavior or allow them to pass.
• Never be involved in any kind of forced labor or child labor.
• Endeavor to create workplaces that make the most of diverse senses of value and that enable people to work withvigor and vitality.

5. Assurance of safety
Based on the Kansai Electric Power Group Code of Conduct for Safety, we will continue building an unwavering culture ofsafety.
Conduct standards for individuals• Protect the safety of every person involved by making the assurance of safety the top priority in all activities.
Note: Taking to heart that safety is the foundation for all our business activities and the source of the trust that we earn, we established the Kansai Electric PowerGroup Code of Conduct for Safety based on numerous lessons learned from accidents and disasters, including the accident that occurred at Mihama
Nuclear Power Station Unit 3 in August 2004. This article takes this into consideration.

6. Provision of products and services that customers choose
At the Kansai Electric Power Group, we strive to develop and improve products and services that customers choose throughinnovation and other efforts, and we contribute to resolving the issues of society.
Conduct standards for individuals• With self-awareness and pride as a professional, always strive to improve service and respond to customer desires andfeedback sincerely, rapidly and accurately, contributing to their satisfaction.
• In the execution of business activities, continuously improve work contents and rules to maintain and improve quality.
• In order to deliver new value to customers and society, advance innovation and seek cooperative creation withstakeholders.
• Endeavor to create and protect intellectual property, and utilize it effectively to develop and provide products andservices that are useful to society.

7. Efforts toward the creation of an even better environment
At the Kansai Electric Power Group, we recognize the importance of working to respond to environmental issues ranging
from climate change to the advancement of resource circulation and local environmental preservation. As a business withdeep connections to the environment, we are striving to reduce the environmental impacts and risks that result from ourbusiness activities. Furthermore, we seek the creation of a better environment and actively contribute to the formation of asustainable society by providing products and services with low environmental impacts.
Conduct standards for individuals• Recognize the significance of environmental conservation, and thoroughly consider the impacts that our own work
has on the environment.
• Practice conduct in our own work that considers the environment, including resource and energy conservation.

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S U S TA I N A B I L I T YSustainability for the Kansai Electric Power Group

Environment

SocialGovernance

8. Problem-solving and development efforts for local communities
As a business that is very close to communities and daily life, we recognize that the advancement of the Kansai ElectricPower Group is not possible without the sustainable development of local communities. With this understanding, as we
cooperate with various stakeholders, we contribute positively to problem-solving and development in local communities
through efforts to invigorate them and their economies. Furthermore, in our business activities overseas, we also contributeto the development of local communities as we consider their cultures and customs.
Conduct standards for individuals• Cooperate with local communities that have stakes in our business activities, and contribute to solving their problems
and invigorating them.
• In addition to listening for feedback from local communities, think about what you can put into practice yourself andparticipate actively in efforts that contribute to society.

9. Thorough risk management
The Kansai Electric Power Group is a business responsible for lifelines that are indispensable to society. We thoroughly
implement systematic risk management in preparation for the occurrence of incidents, disasters and other events thatthreaten citizen lifestyles and corporate activities, and we make certain that products and services are provided safely andstably every day.
Conduct standards for individuals• Through daily inspections and other efforts, identify factors that could lead to accidents, disasters and defects, andstrive to prevent them.
• Prepare for natural disasters, military attacks, contagious disease spread, cyber attacks and other emergencies by
anticipating them and conducting training, drills and other readiness practices.
• In the event that an accident, natural disaster or other emergency occurs, work diligently in cooperation with all
employees to realize rapid recovery and otherwise respond. This includes conveying appropriate information tocustomers in society, coordinating inside and outside the company, and arranging aid supplies.

10. Executive responsibility and thorough implementation of this code
The President and all executives of the Kansai Electric Power Group, recognizing their responsibility to implement this code,
seek to build effective governance and make it understood well throughout the Group. Moreover, should any incident
occur that violates this code and causes a loss of trust from society, all executives will bear responsibility for responding. This
includes taking the lead in resolving resulting problems, investigating the causes and preventing recurrence.

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S U S TA I N A B I L I T YSustainability for the Kansai Electric Power Group

Environment

SocialGovernance

Activities to implement the management philosophy and code of conduct
We have established an activity plan to spread awareness of the management philosophy that was formulated in March 2021, as well as thecode of conduct among all employees and to promote putting them into practice in daily tasks. Based on this plan, we are actively working
on activities that include opinion exchanges between management and employees, varied types of training, workplace-specific discussions,and support activities for group companies. One aspect of the activities is the Conduct Cards, which list the Management Philosophy,
Compliance Checklist, and Safe Action Declaration, that we distribute to all employees to carry. The backs of the cards display each
employee’s personal conduct vows, and employees use these cards to check their conduct and goals in their own work.

Sustainability promotion system
As a corporate group that aims to be of benefit to our customers and communities, we promote sustainability-focused initiatives to achieve
growth and development for ourselves, but also to resolve global societal issues and so contribute to making society more sustainable. To
further advance these initiatives, we have established the Sustainability Promotion Council, which is chaired by the President. In addition toformulating a series of comprehensive measures for the entire Group, the Sustainability Promotion Council establishes extensive initiatives
that allow the Group to contribute to the sustainable development of society and deploys a range of concrete activities. Issues of a specialized
nature are sent to committees such as the Sustainability Promotion Board for deliberation. The policies formulated by the Sustainability
Promotion Council are communicated to each operating division and business location, which then develop their own activities accordingly.
Each group company also develops its own sustainability promotion activities independently, while staying in communication with the Kansai
Electric Power Company.

Board of Directors

Executive Meeting

Sustainability Promotion Council
Chair: President

Divisions, offices, andbusiness sections

Sustainability
Promotion Board

Kansai Transmission andDistribution, Inc.

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Group companies

S U S TA I N A B I L I T YSustainability for the Kansai Electric Power Group

Environment

SocialGovernanceMateriality for the Kansai Electric Power Group (Important issues)
To contribute to the achievement of a sustainable society through the pursuit of SDGs and the resolution of other global issues, we haveidentified the following 10 themes for the Group’s ESG materiality (important issues) in line with our Medium-term Management Plan.

E• Committed to realizing the Zero Carbon Vision 2050, the Kansai Electric Power Group is shifting to “zero-carbon power sources,”
which include nuclear, renewable energy and zero-carbon thermal power generation, to contribute to decarbonization.

S• We will speed up digitalization, innovation, and workstyle innovation; introduce reforms to make our corporate constitution
more robust; and continue to provide new value to customers and society.

G• We have positioned recovering trust as the basic premise of our business operations, and by establishing appropriate
governance and furthering compliance, we are building a solid management foundation.

E S G Increase profitability by providing new value

Promote diversity and build a safe
and comfortable working
environment

E

Promote zero-carbon
effortsS

S

Appropriate risk managementin supply chain

Strengthen resilient business
infrastructure on thecondition of ensuring safety

Step up efforts to develop
and secure human resources

Achieve business innovation andenhance information security utilizing
digital technologies

Deepen bilateral communication
with stakeholders

G

Earn trust in our business areasand contribute to regional revitalization

Firmly establish governanceand observe strict compliance

Materiality identification process
STEP❶
Exhaustively identify risks that mayhinder opportunities to encourageachieving the goals of theMedium-term Management Plan
(2021-2025), evaluate these risks interms of probability of occurrence,chronology of occurrence and degreeof impact, then extract about 500
items of material risks andopportunities.

STEP❷
Organize “important
issues” to respond to
identified risks andopportunities.

STEP❸

STEP❹

Evaluate the significance andappropriateness of important issues
for stakeholders, based on theopinions of shareholders andinvestors as well as the issues seen as
important in the ESG external
evaluation.

The Executive Meetingand the Board of
Directors holddiscussions to identify
10 material issues.

We refer to the GRI standards (including aspects specific to power) as fundamental requirements that should be considered in reviews.

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S U S TA I N A B I L I T Y

EENVIRONMENT◆ Environmental Management◆ Environmentally Friendly Business◆ Climate Change◆ Resource Circulation◆ Pollution Prevention◆ Efforts Toward Conserving Biodiversity◆ Water ResourcesSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Environmental Management

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

ENVIRONMENT

Policy and Concept
Environmental policy
As a responsible energy business deeply involved with the environment, we recognize the importance of addressing various environmental
issues, such as climate change, resource recycling promotion and local environmental conservation. We are also committed to reducing theenvironmental burden and risks related to our business activities in line with the Kansai Electric Power Group Code of Conduct, which aims toproactively contribute to building a better environment and a sustainable society by providing environmentally friendly products and services.
Moreover, in line with our conduct standards for individuals, we fully recognize the significance of environmental conservation, pay due
consideration to the environmental impact of our business operations and support environmentally friendly practices with an emphasis on
resource and energy conservation.
The Kansai Electric Power Group Environmental Policy sets the direction of our medium- to long-term environmental management plans,featuring seven approaches to address climate change, each of which is being promoted. The Environmental Policy is subject to review andexamination by the Sustainability Promotion Board as necessary, and the results of which are communicated to our employees as well as toemployees of group companies.

Environmental management system of the Kansai
Electric Power Group (PDCA cycle)

Environmental management system
Our Group has an environmental management system in place,
incorporating the ISO 14001 guidelines, in order to promotemeasures for building a better environment and manage
environmental risks. Our environmental management system,
supervised by top management, is being upgraded through acontinuous PDCA cycle—i.e., development of environmental
policies; development, implementation, check and review of ourGroup’s Eco Action (an action plan for environmental
management); and management review by the Sustainability
Promotion Board. Eco Action covers both our business activities
and office activities while the latter concerns group-wide efforts
to conserve resources and save energy.

Kansai Electric Power Group Code of Conduct
Environmental management system of the Group
Kansai Electric Power Group Environmental Policy
Kansai Electric Power Group Eco Action (Specific Action Plans)P

Formulation of Eco Action

Review of Eco Action

Plan

A
Act

Continuous
improvement

C

Check

D
Do

Implementation of
Eco Action
Check of Eco Action

Kansai Electric Power Group Environmental Policy
1. Adhering to environmental laws, regulations and related rules
At the Kansai Electric Power Group, we adhere to laws,
regulations and other rules related to the environment.

4. Protecting local community environments
At the Kansai Electric Power Group, we seek to prevent
environmental pollution while working to strictly manage andreduce toxic chemicals in our business activities in order topromote the environmental protection of local communities.

2. Responding to climate change
At the Kansai Electric Power Group, recognizing climate change
as a key business challenge, we actively work to reducegreenhouse gas emissions. We pursue the goal of carbon
neutrality throughout the entirety of our business activities andsupport our customers and society in achieving decarbonization
by 2050.
In addition, we also work to adapt in preparation for the harmful
impacts of climate change.

5. Conserving biodiversity
At the Kansai Electric Power Group, we recognize the importanceof biodiversity. We properly assess, analyze and evaluate theimpacts of our business activities and work to preserve biodiversity.
6. Promoting environmental communication
At the Kansai Electric Power Group, we work proactively to raise
environmental awareness and disclose information related tothe environment.

3. Promoting resource circulation
At the Kansai Electric Power Group, recognizing that natural
resources are limited, we advance efforts toward resource
circulation in society as a whole. Our efforts include reducing
natural resource consumption in our business activities, proactively
promoting 3R (reduce, reuse, recycle) practices, and providing
products and services that contribute to resource circulation.

7. Continuously improving our environmental management systems
At the Kansai Electric Power Group, we seek to continuously
improve our environmental management systems in order toincrease our environmental performance.
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Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

System◆ Environmental management promotion system ofEnvironmental management efforts are ongoing, with the
President (as Chief Environmental Management Officer) leading
the environmental officers of each division and organization.
Meanwhile, the Office of Corporate Planning and the Office ofEnergy and Environmental Planning are promoting corporate
environmental management, utilizing their expertise inenvironmental issues while providing assistance and guidance toeach division (support for independent environmental
management).
The Sustainability Promotion Board, which is in principle held
twice a year, reviews our environmental management system,
the results of which are reflected in the system itself. At the sametime, the Kansai Electric Power Group Environmental
Management Committee, comprised of representatives fromconsolidated subsidiaries and equity-method affiliates, usuallyholds an annual meeting to exchange information on issues
concerning our Group’s environmental management activities
while cooperating as needed with the Sustainability Promotion
Board.

the Kansai Electric Power Group
Sustainability Promotion Council
Chairperson: President

Chairperson
Executive Vice President

Vice chair
General Manager of Office of Corporate
Planning

Cooperation

Sustainability Promotion Board

Members

Kansai Electric Power Group
Environmental Management
Committee
Committee chairperson
General Manager of Sustainability andQuality Promotion Group, Office ofCorporate Planning

Members
Members who represent consolidated
subsidiaries and equity-method
affiliates of the group companies.

The Chairperson shall appoint an assistantdivision manager, an assistant generalmanager, and an office general manager
for each head office division and office, in
addition to executive officers of Kansai
Transmission and Distribution, Inc. (or theirequivalents), as members.

Every division of the
Kansai Electric Power Co., Inc.
Kansai Transmission andDistribution, Inc.

Group companies(51* as of March 31, 2022)* 51 companies, which are selected from 86 consolidated subsidiaries and 4 equity-method affiliates,
excluding those that have low environmental impacts and Kansai Transmission and Distribution, Inc.

Goals
Environmental Management System (list of Eco Action)
Kansai Electric Power Group Eco Action (results in fiscal 2021 and targets for fiscal 2022)◆ Responding to climate change
Item

FY 2021

FY 2022

Targets

Results

Targets

Advancing efforts to control
CO2 emissions• Keep the top spot for the amount ofzero-carbon power generation in Japan• Halve CO emissions associated withpower generation in Japan in FY 2025
(compared to FY 2013)• We kept the top spot for the amount ofzero-carbon power generation in Japan(based on surveys and comparisons
made in the electric power statistics)• Reduction of about 48% from fiscal 2013
levels of CO emissions associated withpower generation in Japan(Emissions: About 25.4 million t-CO)

Continued

Continuing safe and stable
operation of nuclear power
plants*

• Continue safe and stable operation of
nuclear power plants (zero unplanned
shutdowns)• We continued the safe and stable
operations at running plants

Continued

Further development andutilization of renewable energy• Achieve 6 GW of installed capacity by
2030s (2 GW or more new development
in Japan and abroad)• Accumulated installed capacity with a
total of 4.95 GW(Capacity of facilities that have begun
operation (completed construction):
about 4.24 GW; Project underway: about
0.70 GW)

Achieve 5 GW scale of new development
and 9 GW scale of cumulative capacity inJapan by 2040

Maintaining and improving thethermal efficiency of thermal
power plants*

• Achieve benchmark indicators*
(A: 1.00, B: 44.3%)• We achieved benchmark indicators

Continued

Reducing transmission anddistribution loss*

• Maintain or reduce transmission anddistribution loss

• 5.3%

Continued

Promoting use of innovative
forms of energy amongcustomers and communities• Contribute to making energy use bycustomers and communities moresophisticated• We worked to expand use of devices andservices that contribute to moresophisticated utilization of energy bycustomers and communities• Smart meters deployed: 0.48 million/year(Cumulative total: 12.74 million),progress rate: about 97%

Continued

Controlling SF emissions(calendar year basis)(gas recovery rate uponinspection/removal ofequipment)• 97% (upon inspection)• 99% (upon removal)• 98.3% (upon inspection)• 99.4% (upon removal)

Continued*1 Targets and results apply only to the Kansai Electric Power Co., Inc. *2 Targets apply only to Kansai Transmission and Distribution, Inc.
*3 Indicators based on the benchmark system of the Law Concerning the Rational Use of Energy

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Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Promoting resource circulation
FY 2021Item

Targets

Maintaining industrial waste
recycling rate*

FY 2022
Results• 99.5%

Targets• 99.8%Continued* Waste plastic reduction program
Results in fiscal 2021 of waste plastic volume: About 290 tonnes by the Kansai Electric Company
About 1,017 tonnes by Kansai Transmission and Distribution
Targets for fiscal 2022: Reduce and recycle waste plastics to as great a degree as possible.

◆ Protecting local community environments
FY 2021Item

Targets
SOx

Maintaining sulfur oxide (SOx)and nitrogen oxide (NOx)emission factors

NOx

Emission factors: maintain thelowest levels in the world
Emissions: strictly adhere toagreed values at each power
plant• Proceed with certainty to achieve
processing before the legal deadline

Proper processing of PCB
wastes

FY 2022
Results

Targets

Overall: 0.027 g/kWh
Thermal: 0.054 g/kWh
All agreed values were met
Continued

Overall: 0.042 g/kWh
Thermal: 0.084 g/kWh
All agreed values were met• Amount of high-level PCB processed(Cumulative total): 5,419*

Continued* Number of high-voltage transformers, capacitors and other electrical equipment that were subcontracted to the Japan Environmental Storage & Safety Corporation (JESCO).

◆ Conserving biodiversity
FY 2021

Item

Conservation of biodiversity

FY 2022

Targets

Results• Consideration of biodiversity throughbusiness activities• In fiscal 2021, field studies were conducted
at four hydropower plants along the Kizu
River system in Nara Prefecture to gather
data on the habitats of plants and animals.
Experts were consulted for guidance andadvice where flora with conservation value
contributing to biodiversity was identified.

Targets

Continued◆ Office energy and resource conservation activities (group-wide items)
Item

Reducing office electricity
consumption

Reducing office water
consumption

Improving fuel efficiency ofcompany vehicles

Reducing copy paper
consumption

Targets

Reduce by 1% or more fromprevious year

Reduce as much as possible

Improve as much as possible

Reduce as much as possible(km/L)

(t)

(GWh)

80

Nonconsolidated(1,000 m)

75

74

72

60

400

40

Record of results

20

413

2019

2020

2021 (FY)

0

388

392

2020

2021 (FY)

700

11.0
10.0

2019

800

12.0

200

9.0

80

600

(1,000 m)(km/L)

60

400

11.0

40

200

10.0

(GWh)

Group
companies*

600

10.95

10.9

10.81

747
662

600
521

500

2019

2020

2021 (FY)

400

2019

2020

2021 (FY)

(t)

800

12.0

700
600

20

28.1

29.6

2019

2020

108.02 109.06 109.07

29.3
2021 (FY)

0

2019

2020

2021 (FY)

9.0

9.62

2019

9.83

2020

9.54

2021 (FY)

500
400

525.5

2019

480.2

2020

427.3
2021 (FY)* Calculated for 38 consolidated subsidiaries (excluding Kansai Transmission and Distribution, Inc.) for which three-year data (FY 2019–2021) is available.

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Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts
Environmental compliance
Recognizing “strict enforcement of compliance” as part of materiality (important issues), our Group is committed to eliminating any major
violations of environmental compliance.
Major violations of environmental compliance reported in fiscal 2019 to 2021 are summarized below.

◆ Major environmental compliance violations
Results
Item

Major environmental complianceviolations

Targets0

FY 2019

FY 2020

FY 202141

4• Major violations of environmental compliance occurred or reported in each fiscal year are included.
• “Major violations of environmental compliance” are defined as “violations that have impacted (or could impact) the surrounding environment and/or human health.”

Major violations of environmental compliance occurred or reported in fiscal 2021 are summarized below.

◆ Summary of major violations of environmental compliance• Inappropriate processing of transformer parts contaminated with low concentration of PCB during replacement work.
• Inappropriate processing of facilities containing asbestos during replacement work (3 cases identified)

We are implementing efforts to identify root causes, review in-house rules (observance of relevant laws and regulations), and educate
employees to prevent any recurrence of these violations.
In addition, details of these incidents are communicated company-wide and preventive measures are shared between all those concerned toprevent similar violations from taking place at other offices.

13

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Performance data
Eco Action-related

Unit

FY 2019SF gas emissions• Upon inspectiont• Upon removal

FY 2020

FY 2021

0.1

0.1

0.1

0.1

0.0

0.0

0.0

0.1

0.1

99.0

99.6

98.3

99.4

99.3

99.4

SF gas recovery rate
• Upon inspection• Upon removal%

Transmission and distribution loss rate**
million％Number (cumulative total) and rate of smart meters installed*

4.8

5.1

5.3

About 11.53
About 88

About 12.25
About 93

About 12.74
About 97

*1 Transmission and distribution loss rates = (area transmission-end power – area consumption power (end use) – substation power) / area transmission-end power × 100 [%]“Area” in this case refers to the entire supply area of Kansai Transmission and Distribution, Inc.

*2 Data of Kansai Transmission and Distribution, Inc. only

Office-related

Unit

Office electricity consumption*

1

GWh

FY 2021

75

74

72

1,000 m

413

388

392

Fuel efficiency of company vehicles

km/L

10.95

10.9

10.81

1.9

1.6

1.6

0.8

0.8

0.8

747

662

521

2.4

2.6

2.2

0.01

0.01

0.01

0.6

0.6

0.6

Vehicle fuel consumption (gasoline)

1,000 kL

Vehicle fuel consumption (diesel oil)
Copy paper consumptiont

Office electricity
CO emissions resulting from officeactivities*2

FY 2020

Office water consumption*

3

1

Energy and resource conservation(Office division)

FY 2019

Office water

10,000 t-CO2

Vehicle fuels*1 The scope of this calculation was reviewed for the actual consumption amounts of office electricity and water.
*2 CO emissions from office activities = amount of electricity consumption × adjusted emission factorCO emissions from office water consumption = amount of office water consumption × emission factorCO emissions from vehicle use = amount of vehicle fuel consumption × emission factor by type of fuelMaterial-related, revegetation rate

Unit

Amount of limestone used*1

FY 2019

1,000 tAmount of ammonia used*1
Thermal power plants*3
Revegetation rate*2(end of fiscal year)

Nuclear power plants%

Electric power offices (substations)

FY 2020

FY 2021

61

56

71

8

8

7

42

42

41

67

67

66

28

28

28

*1 Data of the Kansai Electric Power Co., Inc. only
*2 Revegetation rate = (business site revegetation area ÷ business site total area) × 100*3 The method of calculating the area of forests was revised.

Rates of conversion to underground transmission and distribution lines*
Rate of conversion to underground transmission lines (end of fiscal year)

Unit%

Rate of conversion to underground distribution lines (end of fiscal year)

FY 2019

FY 2020

FY 2021

17.5

17.6

17.6

10.3

10.4

10.4

* Data of Kansai Transmission and Distribution, Inc. only

14

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Environmental conservation cost
We practice and announce the results of environmental accounting for the Company and Kansai Transmission and Distribution, Inc. as well as
those for our group companies, where the costs and effects of environmental conservation in our business activities are determined.

◆ FY 2021 assessment
We invested a total of about 7.5 billion yen in environmental conservation, a year-on-year decrease of about 0.4 billion yen, while thetotal cost amounted to about 16.17 billion yen, a year-on-year decrease of about 0.29 billion yen, due to a lower radioactive waste
processing cost, etc.

◆ Environmental conservation costs (100 million yen)
Investment
Category

Expenses

FY 2020

FY 2021

FY 2020

FY 2021

1. Global environmental conservation costs(CO reductions, etc.)

0.0

0.0

2.0

2.0

2. Local environmental conservation costs

76

70

38.5

38.3

Major items

SF gas collection

Radiation control and measurement(1) Measuring/monitoring environmental
impact

5.3

2.3

14.7

13.7

Air quality concentration measurement

Marine area surveys

70.2

68.2

17.1

18.2

Air pollution control measures, water contamination
prevention measures

0

0

6.8

6.3

Revegetation

3.5

4.5

119.6

118.3

(1) Industrial waste processing, recycling

3.4

4.5

48.4

52.1

Industrial waste processing, PCB processing(2) General waste processing, recycling

0

0

0.1

0.0

Paper recycling(3) Radioactive waste processing

0

0

71.2

66.0

Low-level radioactive waste processing

0.0

0.0

0.0

0.0

Research-related work

0

0

0.7

0.6

Environmental reports

5. R&D costs

0.2

0

3.5

2.4

Load leveling, environmental conservation, energy savings
and recycling, natural energy

6. Other costs

0

0

0.2

0.2

Research Center repairs

Total

79.2

75.0

164.6

161.7

Total capital investment during the period

6,558

5,229
29,467

27,526(2) Pollution control (air pollution,water contamination, oil leakage, etc.)(3) Nature conservation

3. Costs to build a circular economy(4) Green purchasing

4. Environmental management costs

Operating expenses during the period

Note: Based on the Environmental Reporting Guidelines (FY 2005 version) issued by the Ministry of the Environment. Depreciation is not calculated into expenses. Composite costs
are tallied proportionally by one of three methods: (1) calculation of differences; (2) proportional division based on rational criteria; and (3) proportional division based on
criteria of expediency. Costs involved in generating nuclear power are calculated with the sum of individual measures to protect the environment taken as environmental
conservation costs (radiation control and measurement, low-level radioactive waste processing, etc.). Figures may not add up due to rounding off.

15

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Effects of environmental conservation◆ FY 2021 assessment

The CO emission intensity in fiscal 2021 is estimated to be much lower than that in fiscal 2020. As a leading company in zero-carbon
energy, we are committed to operating its nuclear power stations in a safe and stable manner while developing and promoting
renewable energy.
These efforts have resulted in a significant reduction in CO emissions, down 48% from fiscal 2013 levels.
SOx and NOx emission intensities also decreased year on year through the optimized use of sulfur and nitrogen scrubbers.

◆ Effects of environmental conservation
Category

Item (unit)

1. Global environmental
conservation

FY 2020

FY 2021Year-on-yearchangeCO emissions(basic)(10,000 t-CO)

3,702

3,006

-696

CO emission intensity(basic)(kg-CO/kWh)

0.362

0.299

-0.063CO emissions(after adjustment)(10,000 t-CO)

3,583

3,099

-484

CO emission intensity(after adjustment)(kg-CO/kWh)

0.350

0.308

-0.042

(t)

2,098

2,645

547

(g/kWh)

0.033

0.054

0.021

(t)

4,551

4,125

-426

(g/kWh)

0.072

0.084

0.012

Revegetation area

(1,000 m)

3,102

3,168

66

Industrial and other waste generated(1,000 t)

567

681

114

Recycling rate for industrial waste, etc.

(%)

99.8

99.8

0.0

Low-level radioactive waste(Rods)

2,034-1,577-426

Air pollution control
SOx emissions
SOx emission intensity
2. Local environmental
conservation

NOx emissions
NOx emission intensity
Landscape integration

3. Building a circular
economyNote: CO emissions: including from power supplied by other companies; CO emissions and CO emission intensity: the results for FY 2021 are provisional and the actual CO emission
factor will be officially announced by the government in accordance with the Law Concerning the Promotion of the Measures to Cope with Global Warming, etc.; CO emission
factor: by the amount of power sold (adjusted CO emissions include environmental value adjustments under the surplus solar power purchasing system and the renewableenergy feed-in tariff system in addition to deduction reflecting carbon credits); SOx and NOx emissions: only the Company’s self-generated power; SOx and NOx emission factor:
by the amount of power generated by thermal power plants of the Company; Low-level radioactive waste: Net generation (generated amount – reduced amount)

Economic benefits from environmental conservation measures◆ FY 2021 assessment

Economic benefits increased approximately 2.8 billion yen from the previous year due to an increase of gain on sale of disused articles,etc.

◆ Economic benefits from environmental conservation measures (100 million yen)
Category

FY 2020

FY 2021

Major items

Revenue

Operating revenues fromrecycling, etc.

43.7

71.5

Gain on sale of disused articles (recycling)

Cost savings

Cost savings from reuse,recycling, etc.

0.1

0.1

Cost savings from the purchase of recycled items

43.8

71.6

Total

16

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Environmental accounting (group companies)◆ Environmental accounting of group companies
The environmental accounting applies to 18 group companies that participate in the Kansai Electric Power Group Environmental
Management Committee (as of FY 2021).

◆ Environmental conservation costs (thousand yen)
Investment
Category

ExpensesMajor items
FY 2020

FY 2021

FY 2020

FY 2021

Costs for pollution control

Air, water and soil pollution prevention

0

7,690

51,59354,634

Costs for resource recycling

General and industrial waste processing and recycling

001,325,428

1,461,799

Costs for management
activities

Environmental protection efforts, environmental education andrelated activities at business places and in their neighborhoods

9,198

1,662

32,17829,666

Costs for community activities

Contributions to and support of environmental protection activities
and environmental protection organizations outside the company

0

0

0

0

Research and development of products, for example, that
contribute to environmental protection

0

0

1,800

1,800

Natural restoration, damage compensation, etc.

0

0

264

255

−

−

0

0

9,198

9,352

1,411,263

1,548,154

Costs for research anddevelopment
Costs related to environmental
damages
Other costs
Total◆ Environmental conservation effects (physical effects)
Item (unit)

Category

Global and local environmental
conservation

FY 2020

FY 2021CO emissions (10,000 t-CO)

12.1

16.9

SOx emissions (t)

0.6

0.4

NOx emissions (t)

55.7

59.1

4

5

63.3

84.0

Environmental management

ISO or other external certifications (locations)*

Building a circular economy

Industrial waste generated (1,000 t)* Cumulative to end of fiscal year

◆ Economic benefits from environmental conservation measures (million yen)
Category

Major items

FY 2020

FY 2021

Revenue

Operating revenues from recycling, etc.

25.9

194.9

Cost savings

Cost savings from reuse, recycling, etc.

0.4

0.4

26.3

195.3

Total

17

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Management of chemical substances (PRTR)
Releases (t/year)

Name of targeted chemical substance
FY 2019

FY 2020

FY 2021

0.0

0.0

0.0

(0.0)

(0.0)

(0.0)

8.6

5.9

3.2

(8.6)

(5.9)

(3.2)

0.0

0.0

0.0

(0.0)

(0.0)

(0.0)

12

9.1

3.7

(12)

(9.1)

(3.7)

0.24 (mg-TEQ/year)

0.11 (mg-TEQ/year)

0.061 (mg-TEQ/year)(0.24 (mg-TEQ/year))(0.11 (mg-TEQ/year))(0.061 (mg-TEQ/year))

−

<0.1

−

(−)

(<0.1)

(−)

8.7

5.0

3.6

(8.7)

(5.0)

(3.6)

<0.1

0.0

<0.1

(<0.1)(0.0)(<0.1)

<0.1

<0.1

0.1

(<0.1)(<0.1)

(0.1)

0.0

0.0

−

(0.0)

(0.0)

(−)

0.0

−

−

(0.0)

(−)

(−)

1.2

2.3

1.1

(1.2)

(2.3)

(1.1)

−

−

−

(−)

(−)

(−)

−

−

−

(−)

(−)

(−)

0.0

0.0

−

(0.0)

(0.0)

(−)

−

−

0.0

(−)

(−)

(−)

2,6-di-tert-butyl-p-cresol

(0.0)

(0.0)

(0.0)

n-Hexane

(0.0)

(0.0)

(0.0)

Asbestos (specified)

Ethylbenzene

Ferric chloride

XyleneDioxins (specified)

1,2,4-trimethylbenzene

TolueneHydrazine

Benzenes (specified)

Boron compound

PCB

Methylnaphthalene

Bromotrifluoromethane

Nonylphenoxypolyoxyethanol

Ethylenediaminetetraacetic acid

Manganese and its compounds

18

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Transfers (t/year)

Name of targeted chemical substance
FY 2019

FY 2020

FY 2021

1.6

14

4.2

(1.6)

(14)

(4.2)

<0.1

0.0

0.0

(<0.1)

(0.0)

(0.0)

0.9

0.0

0.0

(0.9)

(0.0)

(0.0)

0.4

0.0

0.0

(0.4)

(0.0)

(0.0)

0.0043 (mg-TEQ/year)

0.079 (mg-TEQ/year)

0.0019 (mg-TEQ/year)(0.0043 (mg-TEQ/year))(0.079 (mg-TEQ/year))(0.0019 (mg-TEQ/year))

−

0.0

−

(−)

(0.0)

(−)

0.8

0.0

0.0

(0.8)

(0.0)

(0.0)

0.0

0.0

6.3

(0.0)

(0.0)

(6.3)

0.0

0.0

0.0

(0.0)

(0.0)

(0.0)

0.0

6.9

−

(0.0)

(6.9)

(−)

2.3

−

−

(2.3)

(−)

(−)

0.0

0.0

0.0

(0.0)

(0.0)

(0.0)

−

−

−

(−)

(−)

(−)

−

−

−

(−)

(−)

(−)

0.0

0.0

−

(0.0)

(0.0)

(−)

−

−

0.3

(−)

(−)

(0.3)

2,6-di-tert-butyl-p-cresol(<0.1)(<0.1)(<0.1)

n-Hexane

(2.0)

(2.1)

(1.4)

Asbestos (specified)

Ethylbenzene

Ferric chloride

XyleneDioxins (specified)

1,2,4-trimethylbenzene

TolueneHydrazine

Benzenes (specified)

Boron compound

PCB

Methylnaphthalene

Bromotrifluoromethane

Nonylphenoxypolyoxyethanol

Ethylenediaminetetraacetic acid

Manganese and its compounds

Notes:• The chart shows total values reported in compliance with the PRTR Law.
• “0” indicates no releases or transfers at targeted business sites.
• “<0.1” indicates less than 0.1 t/year releases, etc.
• “−” indicates no business sites targeted for totaling.
• Significant figures are displayed in two digits.
• The figures in parentheses includes the results of group companies (excluding those of some group companies)

19

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Radioactive substances, radioactive waste (non-consolidated)
2019

Fiscal year

Gaseouswaste

Liquidwaste

Evaluated dosevalues for the
public in the vicinityof power plants(inert gases)
Evaluated dosevalues for the
public in the vicinityof power plants(iodine)

2020

2021

Unit

Mihama Nuclear Power Station

N.D.

N.D.

<0.001

Takahama Nuclear Power Station

N.D.

N.D.

<0.001

Ohi Nuclear Power Station

N.D.

N.D.

N.D.

Mihama Nuclear Power Station

N.D.

N.D.

N.D.

Takahama Nuclear Power Station

N.D.

N.D.

N.D.

Ohi Nuclear Power Station

N.D.

N.D.

N.D.

<0.001<0.001<0.001<0.001<0.001<0.001<0.001<0.001<0.001

Mihama Nuclear Power Station

N.D.

N.D.

500000000

Takahama Nuclear Power Station

N.D.

N.D.

74000000

Ohi Nuclear Power Station

N.D.

N.D.

N.D.

Mihama Nuclear Power Station

N.D.

N.D.

N.D.

Takahama Nuclear Power Station

N.D.

N.D.

N.D.

Ohi Nuclear Power Station

N.D.

N.D.

N.D.

Mihama Nuclear Power Station

N.D.

N.D.

N.D.

Takahama Nuclear Power Station

N.D.

N.D.

N.D.

Ohi Nuclear Power Station

N.D.

N.D.

N.D.

Mihama Nuclear Power Station

860000000000

1100000000000

1400000000000

Takahama Nuclear Power Station

13000000000000

23000000000000

20000000000000

Ohi Nuclear Power Station

56000000000000

66000000000000

34000000000000

12,312

13,223

10,089• Mihama Nuclear Power Station

3,918

3,202

2,469

• Takahama Nuclear Power Station

4,624

6,516

4,905

• Ohi Nuclear Power Station

3,770

3,505

2,715

11,805

11,18911,666• Mihama Nuclear Power Station

2,946

2,409

2,196

• Takahama Nuclear Power Station

3,959

5,715

5,451

• Ohi Nuclear Power Station

4,900

3,065

4,019

507

2,034

-1,577

972

793

273

Mihama Nuclear Power Station
Evaluated dosevalues for the
Takahama Nuclear Power Station
public in the vicinityof power plants
Ohi Nuclear Power Station

Radioactive gaseous waste
discharged (inert gas)Radioactive gaseous waste
discharged (iodine)

Radioactive liquid waste
discharged (excluding tritium)

Radioactive liquid waste(tritium) discharged

Radioactive solid waste generated (200-L drum equivalent)*

4

Radioactive solid waste reduced (200-L drum equivalent)*5

Amount of solid radioactive waste generated – Amount ofsolid radioactive waste reduced (200-L drum equivalent)*6• Mihama Nuclear Power Station

665

801

-546

-1,130440-1,304

100,818

102,853

101,276• Mihama Nuclear Power Station

27,14427,93828,211• Takahama Nuclear Power Station

44,88845,68945,143• Ohi Nuclear Power Station

28,78629,22627,922• Takahama Nuclear Power Station• Ohi Nuclear Power Station
Cumulative amount of solid radioactive waste stored (200-L
drum equivalent)*7*8

millisievert*1

millisievert*1

millisievert*1

becquerel*2

becquerel*2

becquerel*2

becquerel*2

Equivalent
in drums

Equivalent
in drums

Equivalent
in drums

Equivalent
in drums

N.D.: Not Detectable*1 Millisievert (effective dose): unit indicating the degree of radiation’s effect on the human body
*2 Becquerel: unit of radioactivity (one becquerel is defined as one nucleus decaying per second, representing the rate at which radioactive material emits radiation.)*3 Notes 4-7 are for the storage status at power plants.
*4 The amount of solid low-level radioactive waste produced in the fiscal year.
*5 The total of amount of solid waste with low-level radioactivity reduced through incineration, etc. and transported out of facilities in the fiscal year.
*6 The net increase of solid waste with low-level radioactivity calculated by deducting the amount reduced from the amount generated in the fiscal year.
*7 Cumulative amount of low-level solid radioactive waste*8 Totals might not match due to rounding after conversion to drum equivalent.

20

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Environmental protection records at thermal power plants
Item
Main fuelAmountemittedhourly(mN/h)SulfuroxidesAmountemitted daily(t/d)
Amountemittedannually(t/y)

Air
qualityrelatedAmountemittedhourly(mN/h)NitrogenoxidesAmountemitted daily(t/d)
Amountemittedannually
(t/y)

Soot
particles

Emissionconcentration(g/mN)

Hydrogen ion
concentration index

Water
qualityrelatedChemical
oxygendemandAmount ofsuspended
solidsAmount ofinclusion ofn-hexaneextractable
substances

Highestconcentration(mg/L)

Pollution loadamount(kg/d)

Highestconcentration(mg/L)Air Pollution
Control Law(total amountregulation)
Agreed value

KansaiMiyazuMaizuru
Energy International
Power
AirportResearch
StationEnergyCenterCenterGobo
Power
Station

Himeji No.1
Power
Station5, 6 U &GT 1, 2 U

HimejiNo. 2
Power
StationAioi
Power
StationAko
Power
StationHeavy/crude Kerosene

Coal

Heavy/crude

L

L

L

Heavy/crude

13

515*1

6,510*

129

195

2,757*

2,158*

−

255

184

−

−

165

180

SakaikoPower
Station

Nanko
Power
Station

L

L

84

98

306*

−

−

112

Actual value−−

Stopped

−

186

90

−

−

0

62

Agreed value

10.1

−

−

−

−

−

−

−

−

−

Actual value

−

−

−

−

−

−

−

−

−

−

−

1,523 ×10mN

970 ×
10mN−−

885 ×
10mN

650 ×
10mN

Agreed value

940

−

492 ×
10mN

Actual value−−

Stopped−815 ×
10mN46.650 ×
10mN

−−

0.263 ×10mN64.7 ×10mNAir Pollution
Control Law(total amountregulation)

625

255

−

−

−

−

−

−

−

−

Agreed value

−

−

58

−

244

110

123.5

70.8

85

94

Actual value

41.9

31

Stopped

−

216

47

45

63

41

69

Agreed value

7.7

1.8

−

−

−

−

−

−

−

−

Actual value

1.8

0.8

−

−

−

−

−

−

−

−

Agreed value

1,420

400

244 ×
10mN

−

1,457 ×10mN560 ×
10mN

701 ×
10mN

497 ×
10mN390 ×
10mN

340 ×
10mN

Actual value

404

75

Stopped

−1,285 ×10mN

43.981 ×
10mN

93.64 ×10mN

262 ×
10mN

23.0 ×10mN

102.6 ×10mNAir Pollution
Control Law

0.04

0.03

0.05

0.05

0.1

0.07

0.05

0.05

0.07

0.05

Agreed value

0.02

Not
emitted

0.014

−

0.009

0.01

−

−

0.015

0.015

Actual value<0.002<0.002

Stopped

−

0.005

0.002

−

<0.0020

0.004

Water Pollution
Control Law
and ordinances

5.8–8.6

5.0–9.0*

5.0–9.0−

5.0–9.0−

5.0–9.0

5.0–9.0

5.0–9.0

5.0–9.0

Agreed value−−

5.8–8.6−

5.8–8.6

5.8–8.6

5.8–8.6

5.8–8.6

5.8–8.6

5.8–8.6

Actual value

7.7

8.2

5.8–8.0−

6.5–7.5

6.2–8.1

7.0–7.7

6.9–7.7

6.7–7.5

6.2–7.5

Water Pollution
Control Law
and ordinances

12

−

160

−

160

−

70

70

70

70

Agreed value

−

−

15

−

15

10

15

15

15

15

Actual value

3.2

−

7.8

−

5.2

6.7

1.8

6.6

3

2.9

Water Pollution
Control Law
and ordinances

209.2

−

−

−

−

−

38.8

54.6

67.8

85.5

Agreed value

−

−

20.8

−

22

36.8

15.2

35

18

22.4

Actual value

21.45

−

0.2

−

5.80

19.6

2.4

22.2

3.1

2.4

Water Pollution
Control Law
and ordinances

50

600*

200

−

200

−

90

90

90

90

Agreed value

−

−

20

−

15

20

20

20

20

20

Actual value

<5

8

3

−

3

1.1

1

<5

1

<1

4*

5

−

5

−

5

5

5

5

Highestand ordinances
concentration
Agreed value(mg/L)

Water Pollution
Control Law

2
−

−

1

−

1

1

1

1

1

1

Actual value

<1

<1.0

0.7

−

<1.0

0.4

0.1

<1

0.1

<0.5

*1 Regulated value of Kyoto Prefecture ordinance execution rules to protect and nurture the environment*2 Regulated value of Osaka City sewer ordinance execution rules*3 Regulated K value

21

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Reporting Coverage
Reporting coverage of the Kansai Electric Power Co., Inc. and its 90 consolidated
subsidiaries (as of the end of March 2022)
Specific data of environmental impact including electricity consumption
in an office is grasped and reported in this report ⇒ 98.9%<Explanation>
It represents the ratio of companies that are performing Eco Action among the Kansai ElectricPower Co., Inc. and its 90 consolidated subsidiaries (ratio of sales).

◆ Calculation method
Sales of the Kansai
Electric Power Co.,
Inc. in FY 2021＋

Sales of 39 consolidated subsidiaries in FY 2021
that are performing Eco Action as of the end of
March 2022

Sales of the Kansai
Electric Power Co.,
Inc. in FY 2021＋

Sales of 90 consolidated
subsidiaries in FY 2021

22

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Input

Business activities

OutputFuels for power generation

Power generation

Released into atmosphere

3,597,000 t

Coal

CO2 (carbon dioxide)*1*2 30,060,000 t-CO*22**3

2(dry coal weight)

Heavy oil

683,000 kL

Crude oil

176,000 kL

LNG (liquefied natural gas)

4,319,000 t

Wood pellets
Other

3,000 kL

(30,990,000 t-CO2)

Nuclear power
generation*

33.6 TWh

Thermal power
generation*

47.0 TWh(heavy oil equivalent)

181,000 kL(heavy oil equivalent)

Fuels for nuclear power
30 tU
generation(weight of pre-irradiation uranium)

Hydropower
generation*

0.07 TWh fromsmall-scale hydropower
generation

0.03 TWh

Water for power generation
Industrial water

2.51 million m

Clean water

1.28 million m

River water,
groundwater, etc.

0.44 million m

Seawater(desalinated)

2.79 million m

Purchased fromother companies
13.3 TWh

Pumped-storagehydropower–1.9 TWh

71,000 t

Ammonia

7,000 t98.3%

(upon inspection)

72 GWhOffice water

0.39 million mCopy paper

521 t

Gasoline

1,400 kL

Diesel oil

400 kL

Losses intransmission anddistribution
including electricity
consumed withintransformer
substations–4.5 TWh

Low-level radioactive
waste generated*-1,577 drums* Net generation (generated amount –reduced amount)

Industrial waste, etc.
Total amount

681,000 t

Recycling

680,000 t

Reduction inintermediate treatment

0t

Final disposal

1,200 tRecycling rate

99.8%

CO2 emissions resulting from office activities
Total emissions
Office electricity(0.308 kg-CO/kWh)27,879 t-CO
22,152 t-CO

Office water

90 t-CO(0.23 kg-CO/m)

Vehicle fuels(Gasoline: 2.322 kg-CO/L)(Diesel oil: 2.585 kg-CO/L)5,637 t-CO

• The figures in parentheses refer to CO emission
factors, while the figure for office electricity is theemission factor after reflecting carbon credits, etc.

Customers
Electric power
soldNote 1: Totals may not sum due to rounding.
Note 2: Thermal power generation figures do not include
biomass power generation.

23 t
4.12 million m

Radioactive waste

Power transmission and distribution
SF6 gasrecovery rate

Office

COD emissions
Total effluents

Processingclassification

Limestone

Vehicle fuels* Excluding power plants’ captive power consumptionof which solar, wind,biomass, andwaste-derived power
5.4 TWh

Resources

23,000 t-CO2
38,500 t-CO2
2,645 t4,125 tReleased into water areas

13.5 TWh

Renewableenergies*

Office electricity

N2O (nitrous oxide)*4
SF6 (sulfur hexafluoride)*4
SOx (sulfur oxides)
NOx (nitrogen oxides)

Emissions breakdown

Fuels for thermal power generation◆ Status overview of our business activities and environmental load (FY 2021 results)

100.7 TWh

*1 Includes CO originating from electricity purchased from other companies*2 The results for FY 2021 are provisional; the actual CO emission factor will be officially announced by thegovernment in accordance with the Law Concerning the Promotion of the Measures to Cope with Global
Warming, etc.
*3 Emissions reflecting carbon credits, etc.
*4 CO conversion

23

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Environmentally Friendly Business E N V I R O N M E N T
Policy and Concept
Further developing and leveraging renewable energy
Our Group, as a leading company in zero-carbon energy, is committed to proactively developing renewable energy based on its improved
development promotion system, focusing on offshore wind power generation, which has great development potential.
Through investment of a total 1 trillion yen in domestic projects, we aim to develop 5 GW scale of new development and to achieve 9 GW
scale of cumulative capacity by 2040.
On the domestic front, for example, we focus on increasing output of existing hydropower stations and promoting solar power, onshore wind
power, offshore wind power, biomass power and geothermal power generation, the total capacity of which stands at about 3.56 GW as of theend of March 2022. We also focus on commercializing projects in the development stage. In addition, we are committed to helping customers
and society achieve zero carbon by contributing to local communities and supplying power sources that are either developed or acquired
while reducing power generation costs to become independent from the FIT system.

Goals
Advancing efforts to control CO2 emissions

Further development and utilization ofrenewable energy• Keep the top spot for the amount of zero-carbon power
generation in Japan• Achieve 5 GW scale of new development and 9 GW scale ofcumulative capacity in Japan by 2040

• Halve CO emissions associated with power generation in
Japan in FY 2025 (compared to FY 2013)

Efforts
Status of domestic development in fiscal 2021
• Work to improve Unit 2 and Unit 1 at the Maruyama Power Station started in December 2016 in the above order, followed bycommencement of commercial operation in April 2021. This improvement work was designed to reinforce and elevate conduit structuresand replace turbines and generators in preparation for a water surface elevation of 6.5 meters caused by the Shin Maruyama Dam (to beconstructed by the Ministry of Land, Infrastructure, Transport and Tourism). As a result, the permitted output increased by 3,000 kW to141,000 kW*.
* The permitted output will increase further to 153,000 kW, following completion of the Shin Maruyama Dam in 2029.

• In May 2021, the Company signed a comprehensive partnership agreement with Eco Style Co., Ltd. (headed by Masataka Kinoshita,
president and executive officer) to offer renewable energy solutions, with a commitment to creating a zero-carbon society andpromoting renewable energy.
• The Company, Osaka Gas Co., Ltd. and Development Bank of Japan jointly acquired Shizukuishi Solar Power Plant, Haru Mito Solar Power
Plant, and Komatsu Solar Power Plant in June 2021, and Misawa Solar Power Plant in July 2021. These solar power plants in Japan werepreviously owned by the Canadian renewable energy power generation company Etrion Corporation.
• In June 2021, a consortium including the Company was selected as an operator by public offering for an offshore wind power project
located off the coast of Goto City, Nagasaki Prefecture.
• In August 2021, the Company signed a partnership agreement with RWE Renewables Japan to study the feasibility of a large-scale floating
offshore wind project.
• In September 2021, the Company took a stake in the CEF Tsuyama Wind Farm, an onshore wind farm project in Tsuyama City, Okayama
Prefecture.
• In February 2022, the Kansai Electric Power Group started commercial operation of the Kanda Biomass Power Plant.
• In March 2022, the Company submitted documents on planning-stage primary environmental impact considerations, etc. to the Ministryof Economy, Trade and Industry in compliance with the Environmental Impact Assessment Act, followed by consultation with prefectural
governors from Saga, Nagasaki, and Fukuoka. The objective was to study the development of an offshore wind farm project located off
the coast of Karatsu City, Saga Prefecture.

24

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Expansion of renewable energy projects overseas
Our Group is participating in 11 overseas renewable energy projects with total 1.09 GW* share equivalent installed capacity. Of these projects,
two offshore wind projects in the UK commenced commercial operation in April 2022, and an onshore wind project in Finland commenced
commercial operation in June 2022.
* As of the end of June 2022, projects under development included.

Triton Knoll Offshore Wind Power Project in the UK

Piiparinmäki Onshore Wind Farm Project in Finland◆ Our Group have 4.246 GW of share equivalent renewable energy capacity in operation inside and outside Japan(as of the end of FY 2021)

Performance data
Development and promotion of renewable energy

Unit

FY 2019

FY 2020

FY 2021

Capacity of facilities that have begun
operation (completed construction)

388.58(43.00)414.17(68.50)424.63(68.50)

Projects underway

54.02(23.20)61.30(26.40)70.40(40.40)Aggregate capacity

442.60(66.20)475.47(94.90)495.03(109.00)

8.17(0.00)

11.31(0.00)

13.06(0.00)• Wind power generation

30.95(28.60)59.65(57.30)77.36(71.50)• Hydropower generation

377.80(37.60)378.84(37.60)378.95(37.50)• Biomass power generation

25.67(0.00)

25.66(0.00)

25.66(0.00)• Geothermal power generation

0.01(0.00)

0.01(0.00)

0.01(0.00)Development
and promotion ofrenewable energy• Solar power generation
10,000 kW

The figures in parentheses represent those for overseas projects.

Note: Components may not add to the total due to rounding of figures.

25

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Climate Change

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

ENVIRONMENT

Policy and Concept
Social background
Countries are carrying out actions against climate change aiming to achieve their greenhouse gas reduction targets under the Paris Agreement,
which sets the framework for climate change mitigation. The Japanese government reviewed the Strategic Energy Plan, the Long-term Strategy
under the Paris Agreement (as a growth strategy) and the Plan for Global Warming Countermeasures. Accordingly, targets were set to achievecarbon neutrality by 2050 and reduce greenhouse gas emissions in fiscal 2030 by 46% below fiscal 2013 levels.
<Addressing TCFD Recommendations>
In May 2019, our Company declared our support for the recommendations of the Task Force on Climate-related Financial Disclosures or TCFD*.
Recognizing the size of the impacts that our Group business activities have on the global environment, we declare our support for the TCFD
Recommendations to “analyze and disclose business risks and opportunities originating in climate change over the medium and long terms in orderto reduce risks of financial market destabilization.”
Refer to page 29 of the Integrated Report for details about scenario analysis, etc.
* TCFD was established by the Financial Stability Board, which is an international agency that has central banks, financial regulatory authorities and other organizations from major countries as
members. In total, 3741 organizations around the world, including financial institutions, businesses and governments, declared their support for the TCFD Recommendations as of August 31, 2022.

Targets and efforts to achieve them
The Kansai Electric Power Group is committed to carbon neutrality by 2050 throughout the entirety of our business activities, including the power
generation business, as declared in the Zero Carbon Vision 2050 and the Zero Carbon Roadmap, which provides a pathway to zero carbon.
Specific measures to reduce CO emissions include transforming renewable energy into the main power source, leveraging nuclear power to thefullest, achieving zero carbon in thermal power generation, using zero-carbon hydrogen, and optimizing power grids to support these measures. At
the same time, we will provide various solutions (electrification, storage batteries, etc.) to help customers and society reduce their CO emissions.
The Zero Carbon Roadmap, meanwhile, includes an interim target for fiscal 2030 toward the FY 2050 goal. Specifically, our voluntary measures aim
to halve CO emissions associated with power generation in fiscal 2025 compared to fiscal 2013 to maintain our status as front runners in reduction
rates thereafter and to completely electrify over 5,000 vehicles owned by the Group. To better serve customers and society, moreover, we arecommitted to decreasing the CO emission factor of electricity supplied to customers to industry-leading levels and providing customers andsociety with various services to help reduce CO emissions by over 7 million tonnes.
We also aim to invest a total of as much as 1 trillion yen in renewable energy development in Japan by 2040, which translates into a newly installedcapacity of 5 GW and a cumulative installed capacity of approximately 9 GW. Furthermore, as a member of the Electric Power Council for a Low
Carbon Society (ELCS), which was established by a consortium of electric companies including the Company, we are contributing to the ELCS
initiatives as well by working on these Group endeavors.

Goals
Advancing efforts to control CO2 emissions

Reducing transmission and distribution loss

• Keep the top spot for the amount of zero-carbon power
generation in Japan• Halve CO emissions associated with power generation in
Japan in FY 2025 (compared to FY 2013)• To be maintained and reduced

Promoting use of innovative forms ofenergy among customers and communities• Contribute to making energy use by customers and society
more sophisticatedContinuing safe and stable operation of
nuclear power plants*1

Limiting SF6 emissions (calendar year basis)(gas recovery rate upon inspection/removalof equipment)• Operation of nuclear power plants with top priority placed on safety

Further development and utilization ofrenewable energy• 97% (upon inspection)• 99% (upon removal)• Achieve 5 GW scale of new development and 9 GW scale ofcumulative capacity in Japan by 2040

Maintaining and improving the thermal
efficiency of thermal power plants*1• Achieve benchmark indicators* (A: 1.00, B: 44.3%)*1 Targets and results apply only to the Kansai Electric Power Co., Inc.
*2 Indicators based on the benchmark system of the Law Concerning the Rational Useof Energy

26

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts
Our Group’s CO2 emissions associated with power generation in JapanThe Group’s CO emissions originating from its domestic power generation amounted to around 25.4 million tonnes in fiscal 2021; emissions
have been on the decline since the benchmark year of 2013. As a leading company in zero-carbon energy, we are committed to safe, stable
operation of nuclear power plants and development and promotion of renewable energy. These efforts have resulted in a 48% reduction inCO emissions from the levels in 2013.
1,200◆ The Group’s CO2 emissions andCO2 emission factors associatedwith power generation in Japan

1,079
1,138
0.427

0.438

1,016

0.422

1,060
954

CO2 emission factor of the Group’s power
generation business in Japan (kg-CO2/kWh)

0.357

485

404

About 12％Power generated by the Group’s power generation
business in Japan (100 million kWh)
CO2 emission reduction ratesof theGroup’s power
100
100
generation business in Japan (%)

429
472

0％
2013

About 3%

2014

907

About 37％

About 30％

About 41％

About 37％

0.334

0.287

0.287

342

304

285

304

2017

2018

2019

2020

About 17％

2015

2016

956
About 48％0.424

CO2 emissions by the Group’s power generation in
Japan (100 thousand-tonne CO2)

994

958

0.266

254
2021

Continuing safe and stable operation of nuclear power plants
As a power source that emits no CO, nuclear power generation is key to tackling global warming. With the understanding of residents fromrelevant local communities, we ensure safe and stable operation of restarted plants, gearing up to resume operations of suspended plants thathave been confirmed to be safe. Dealing appropriately with investigations conducted by the Nuclear Regulation Authority, we willcontinuously promote voluntary safety measures that go beyond regulatory requirements.

Maintaining and improving the thermal efficiency of thermal power plants
We continuously undertake measures related to facilities and operation, working to reduce the amount of fuel used and suppress CO emissions by
maintaining and improving thermal efficiency.
Our Himeji No. 2 Power Station, one of our largest natural gas-fired thermal power plants, employs a combined-cycle power generation withadvanced 1,600°C class gas turbines. We are working to suppress CO emissions by increasing thermal efficiency to about 60%, which is the highest
global standard, and reducing the amount of fuel used. Moreover, at Units 1 and 3 of the Aioi Power Station, in addition to the heavy oil and crude
oil we had been using, we began using natural gas, which is less expensive and better for the environment, in 2016.

Biomass power generation project at Aioi Power Station Unit 2
Maximizing the use of its Aioi Power Station Unit 2, Aioi Bioenergy Corporation* is converting the power station into one of the largest biomass
power generation plants in Japan. Construction is on schedule for commercial operation in January 2023, with the plant expected to contribute toachieving low-carbon energy.

* Aioi Bioenergy Corporation is jointly established by the Kansai Electric Power Co., Inc. and Mitsubishi Corporation Clean Energy Ltd.

Support projects at the Maizuru Power Station for the R&D of CO2 Capture System and for
the CO2 Marine Transport Technology Development and Demonstration
We support an entity* involved in a NEDO* project where the feasibility of treating coal-fired emissions with solid sorbent system CO capture
technology* is studied, providing a site for testing facilities at our Maizuru Power Station for future demonstrations. The solid sorbent system to be
demonstrated is potentially a great deal more energy efficient than its conventional counterparts in capturing CO and hence is considered promisingnext-generation capture technology. The construction of demonstration facilities started on July 1, 2021, with the commissioning run starting in fiscal
2022, followed by demonstrations in fiscal 2023.
We also support an entity* involved in an additional NEDO project* at our Maizuru Power Station to develop bulk CO marine transport technology
where R&D/demonstration sites are provided. The project, which involves CO liquefaction at the shipping base, includes 1) R&D of liquefied CO marinetransport technology, 2) demonstrations of annual 10,000 tonne scale of CO marine transport and 3) marine transport feasibility studies for CCUS
purposes. Demonstrations of CO marine transport are scheduled to start in fiscal 2024.
Through these initiatives, we are committed to reducing CO emissions toward the realization of a decarbonized society.
*1 Kawasaki Heavy Industries, Ltd. Research Institute of Innovative Technology for the Earth (RITE)*2 New Energy and Industrial Technology Development Organization*3 CCUS R&D and demonstration project / R&D of CO capture technology / Feasibility study of treating coal-fired emissions with advanced solid sorbents*4 Japan CCS Co., Ltd., Engineering Advancement Association of Japan, Itochu Corporation, Nippon Steel Corporation*5 CCUS R&D and demonstration project / Large-scale CCUS demonstration in Tomakomai / Technological development and demonstration of CO shipping

27

E N V I R O N M E N T

0.1

10

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Encouraging efficient energy use
With the goals of realizing energy conservation, cost cutting and CO reduction for our customers and society, we are offering high-efficiency
systems that utilize renewable energy sources and heat pump technologies, as well as proposing effective operation procedures. We are also
providing total support for energy management to customers and other members of society and undertaking activities that serve these purposes,
including the services for visualizing energy use.
The solution offered to residential customers is “total electric conversion,” which, through efficient use of energy, can make our lives more
comfortable and convenient. Specific products and services include an energy-efficient hot water supply system (EcoCute), safe, comfortable andconvenient electric appliances (IH cooking heaters, etc.), and power consumption visualization (Hapi e-Miruden). The internet-based service Hapi
e-Miruden monitors the amount and rate of electricity and gas consumed. By entering data on utility costs the system can automatically indicate
the total household CO emissions while providing useful information, such as tips on energy conservation according to registered equipment or
power consumption patterns.
We are providing total support for the energy management of our business customers. We offer proposals for energy systems that are optimized totheir various needs, including making energy use more efficient, and explain how to operate these systems. We also work with other groupcompanies to provide a range of services such as energy conservation diagnoses and energy management support appropriate to the customer’sfacility usage patterns. We remain committed to helping our customers minimize their energy consumption, achieve cost savings, and reduce theirCO emissions.

Adoption of smart meters
Kansai Transmission and Distribution, Inc. is systematically introducing smart meters. In addition to making amounts of electricity use visible tocustomers, installing smart meters contributes to the energy conservation of society as a whole, and enables formation of facilities efficiently
according to the conditions of electricity use, among other benefits. We have completed installation of smart meters for customers that receivehigh-voltage and extra-high-voltage electricity, and we plan to install them for every customer that receives low-voltage power by fiscal 2022.

Group companies’ renewable energy programs
Kanden Energy Solution Co., Inc. leverages its solar, wind and biomass power plants to decarbonize energy systems. Moreover, as acomprehensive energy business operator, we are promoting distributed renewable energy sources, storage batteries, and energy
conservation, particularly by upgrading and standardizing energy management systems, thereby helping customers and society achievezero-carbon emissions.

◆ Major achievements

Solar power generation

Wind power generation

Arida Solar Power Station (Arida City, Wakayama Prefecture)

Awaji Wind Power Station (Awaji City, Hyogo Prefecture)

The Arida Solar Power Station is the Group’s largest solar power station with about
150,000 solar panels installed across a large area.

While harmonizing with the community, this station operates by utilizing the windblowing through the hills in northern Awaji City.

Power output
Generated energy
CO2 emission reduction

29,700 kW

Power output

Approx. 31 GWh/annum(Equivalent to the annual consumption by 10,000 standard households)

Generated energy

12,000 kW (6 turbines @2,000 kW)
Approx. 20 GWh/annum(Equivalent to the annual consumption by 6,500 standard households)

Approx. 16,000 tonnes/annum*

Total site area

Approx. 45 ha

Commencement

October 2015

CO2 emission reduction
Commencement

Approx. 7,000 tonnes/annum*
December 2012

* The reduction in CO emissions was a figure calculated upon commencement of operations.

28

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Performance data
GHG emissions
Direct greenhouse gas emissions (Scope 1)**
Indirect greenhouse gas emissions (Scope 2)**

Unit

Other indirect greenhouse gas emissions (Scope 3)**
Category 1*
Category 2*
Category 3*
Category 4*
Category 5*
Category 6*Category 7*Category 8*Category 9*Category 10*
Category 11*
Category 12*
Category 13*
Category 14*
Category 15*

10,000 t-CO2

FY 2019
2,663.2
0.5

FY 2020
2,857.2
0.6

FY 20212,377.1
0.5

2,063.4

1,882.2

1,738.7

142.7
129.3
1,789.6(2,900.0)
0.0
1.0
0.3
0.6

159.9
158.8
1,561.6(2,890.9)
0.0
1.0
0.2
0.6

143.4
99.9

─
─
─
─
─
─
─
─

─
─
─
─
─
─
─
─

1,146.0

─
─
─

0.0
1.1
0.2
0.6

347.5
─
─
─
─

*1 The amount of greenhouse gases emitted in our entire supply chain is calculated in accordance with the Basic Guidelines on Accounting for Greenhouse Gas Emissions Throughout
the Supply Chain (ver. 2.4) issued by the Ministry of the Environment and the Ministry of Economy, Trade and Industry.
*2 Direct GHG emissions (Scope 1) refer to emissions (energy-derived CO, SF and NO emissions) reported by electric companies in line with the Law Concerning the Promotion of the
Measures to Cope with Global Warming along with CO emissions from transportation fuel use, which are excluded from the reporting obligations. SF emissions, which are factoredin, are based on calendar year.
*3 Indirect GHG emissions (Scope 2) include CO emissions originating from electricity and heat purchased from external corporations, which should be reported by electric operators
in line with the Law Concerning the Promotion of the Measures to Cope with Global Warming.
*4 Indirect emissions not covered by Scope 1 or Scope 2 (emissions from other corporations related to the business activities of the company concerned)*5 Product/service price (purchased or obtained) × emission intensity*6 Capital goods price × emission intensity*7 Fuel consumption × emission intensity + electricity purchased externally × emission factor
With the revision of the interpretation of the Basic Guidelines on Accounting for Greenhouse Gas Emissions Throughout the Supply Chain (Ministry of the Environment/Ministry of
Economy, Trade and Industry), we reviewed our performance in fiscal 2019 and 2020. The figures in parentheses represent values calculated before the revision.
*8 Fuel consumption × emission intensity*9 Waste disposal volume × emission intensity + fuel consumption × emission intensity*10 Number of employees × emission factor*11 (City classification-based) Σ (number of employees × operating days × emission intensity)*12 Not applicable because of specific to our business*13 Total gas sales × Emission intensity
Included in calculation from fiscal 2021

The Groupʼs CO2 emissions and their factors associated withpower generation in JapanUnit

FY 2019

FY 2020

FY 2021CO2 emissions*

10,000 t-CO2

2,850

3,040

2,540

CO2 emission factor (at the generation end)
(per power generation output)*

kg-CO2/kWh

0.287

0.334

0.266

*1 CO emissions refer to those produced by fuel combustion at the Group’s thermal power plants in Japan.
*2 CO emission factor (at the generation end) corresponds CO emissions per kWh of the Group’s domestic power generation business• CO emission factor (at the generation end) = CO emissions of the Group’s domestic power generation business ÷ amount of power generated

CO2 emissions and retail emission factors of our Company

Unit

CO2 emissions (before adjustment)*

10,000 t-CO2

CO2 emissions (after adjustment)*
CO2 emission factor (energy used) (before adjustment)(per amount of electric power sold)*

FY 2019

FY 2020

FY 2021

3,844

3,702

3,006

3,594

3,581

3,099

0.340

0.362

0.299

0.318

0.350

0.308

kg-CO2/kWh
CO2 emission factor (energy used) (after adjustment)(per amount of electric power sold)*

*1 CO emissions refer to those produced by fuel combustion at the thermal power plants and include those for power purchased from other corporations.
*2 Adjusted CO emissions include the environmental value adjustments under the surplus solar power purchasing system and the renewable energy feed-in tariff system.
• CO emissions = CO emissions (before adjustment) + CO emissions (after feed-in tariff adjustment, etc.)*3 CO emission factor (energy used) corresponds CO emissions per kWh of the Kansai Electric Power Co., Inc. electricity used.
• CO emission factor (energy used) (before adjustment) = CO emissions (before adjustment) ÷ amount of electric power sold• CO emission factor (energy used) (after adjustment) = CO emissions (after adjustment) ÷ amount of electric power sold
*1,2,3 The results for FY 2021 are provisional; the actual CO emission factor will be officially announced by the government in accordance with the Law Concerning the Promotion of the
Measures to Cope with Global Warming, etc.

29

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Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Greenhouse gases other than CO2Unit

N2O (dinitrogen oxide)*GovernanceKansai Electric Power Co., Inc.

FY 2019

10,000 t-CO2

SF6 (sulfur hexafluoride)**

Kansai Transmission and Distribution, Inc.

FY 2020

FY 2021

2.3

2.3

2.3

3.8

4.0

3.9

*1 The results were first made public in fiscal 2010. CO equivalent*2 SF emissions are based on the calendar year.

Utilization rate of nuclear power facilities and net thermal effciencyof thermal power facilities

Unit

Utilization rate of nuclear power facilities*

%Net thermal efficiency of thermal power facilities*

FY 2019

FY 2020

FY 2021

48.4

28.0

61.0

48.6

47.8

48.2

*1 Utilization rate of nuclear power facilities = amount of power generated ÷ (permitted output × calendar hours) × 100*2 Net thermal efficiency of thermal power facilities = (amount of power transmitted × quantity of heat per kWh) ÷ total amount of input heat (lowest heat value standard) × 100

Energy consumption

Unit

Total energy consumption*
Coal

LNG
Wood pellets
Other

Fuels for nuclear power generation (weight of pre-irradiation uranium)

FY 2021460,063494,045

380,8421,000 t

3,305

3,254

3,597

48

210

683

30

218

176

1,000 kL

Crude oil

FY 2020

1,000 GJ

Heavy oil
Thermal fuel consumption

FY 2019

1,000 t

6,502

6,814

4,319

1,000 kL
(heavy oil
equivalent)

0.2

4

3

202

298

181

tU

52

77

30

* These figures are reported to the government in accordance with the Act on the Rational Use of Energy. (Fossil fuel consumption, purchased electricity, and purchased heat)

30

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Resource Circulation

Kansai Transmission and Distribution, Inc.

ENVIRONMENT

Policy and Concept
In accordance with the aims stated in the Kansai Electric Power Group Environmental Policy, we are working actively to reduce emissions andrecover resources. For industrial waste generated from our business activities, our Group is undertaking proactive 3R (Reduce, Reuse, Recycle)
efforts with the goal of achieving zero emissions. For general waste such as copy paper and other office waste, we are also conducting 3R
efforts with sorting as the foundation in each business place.

◆ <Kansai Electric Power Group Environmental Policy 3. Promoting resource circulation>
3. Promoting resource circulation
At the Kansai Electric Power Group, recognizing that natural resources are limited, we advance efforts toward resource circulation insociety as a whole. Our efforts include reducing natural resource consumption in our business activities, proactively promoting 3R(reduce, reuse, recycle) practices, and providing products and services that contribute to resource circulation.

Goals
99.5%

Maintaining industrial waste recycling rate

Efforts
Efforts to achieve zero emissions
The principal types of industrial waste generated by our Group include coal ash from coal-fired thermal power plants and concrete polefragments remaining from power grid construction. In order to achieve zero emissions, we set a target for our Group of “a 99.5% or higher
recycling rate” for industrial waste, and we are advancing efforts that include recycling all coal ash as raw material for cement and paving
material for roads, for example. We achieved a 99.8% recycling rate in fiscal 2021, which marks the 12th consecutive year that we have reached
our target since fiscal 2010. We are also working to reduce and recycle general waste (copy paper, etc.) from our offices.

Efforts to reduce plastic
Our Group’s all-out efforts to reduce plastic include recycling of waste plastics originating from facility operations and construction work,
reduction of plastic bags used in in-house shops, and promotion of reusable drink bottles. In compliance with the Plastic Resource Circulation
Act, which took effect on April 1, 2022, we monitor the amount of industrial waste (including plastic-containing products) and set targets to
reduce their amount for reduction purposes and for resource recycling.
Results in fiscal 2021 of waste plastic volume: About 290 tonnes by the Kansai Electric Company
About 1,017 tonnes by Kansai Transmission and Distribution
Targets for fiscal 2022: Reduce and recycle waste plastics to as great a degree as possible.

◆ Changes in the amount of industrial waste generated and the recycling rates(thousands of tonnes) 1,000

99.8

800
Amount of waste generated(thousands of tonnes)
Landfill disposal(thousands of tonnes)

99.9
791

714

99.8
747

99.8

99.9

699

670

600

99.7

99.9

708

100（％）

99.8

654

99.8

99.8

95

681

621

580

99.8

90

567

400

85

Recycling rate (%)

200
0

80

1

1
2011

1
2012

1
2013

1
2014

2
2015

1
2016

1
2017

1
2018

1
2019

1
2020

2021

(FY)

75

Industrial waste recycling rate (%) = [(amount of industrial and other waste – amount of landfill disposal) ÷ (amount of industrial and other waste)] × 100

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E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

SystemPromoting green procurement
Our Group is working on green procurement to promote resource circulation in society.

◆ Green procurement concept(1) Given that all procured goods or all machines and methods used for construction have an environmental impact, wherever possible
we will opt for environmentally friendly office supplies, materials, equipment and construction machines/methods.
(2) The concept is to “rethink” whether goods to be purchased are necessary at all, “reduce” the amount of purchase as much as possible,“reuse” unnecessary goods at other locations (including extended use of purchased goods), “recycle” resources and “repair” things
wherever possible.

Performance data
Waste-related*1*2

Unit

Amount of industrial and other waste• Soot particles (heavy/crude oil ash, coal ash, etc.)• Sludge(desulfogypsum, wastewater processing sludge, etc.)• Cinders• Demolition debris(waste concrete utility poles, etc.)• Metal scraps
1,000 t• Glass/ceramic scraps(thermal insulation scraps, insulator scraps, etc.)• Waste oil• Waste plastic• (Repeated) Ash and gypsum• Other(Repeated)
Special controlled industrial waste
Amount of industrial waste for landfill disposal• Glass/ceramic scraps(thermal insulation scraps, insulator scraps, etc.)• Sludge (wastewater processing sludge, etc.)• Demolition debris• Cinders

1,000 t• Waste plastic• Metal scraps• Other(Repeated)
Special controlled industrial waste
Industrial waste recycling rate*
%Ash and gypsum waste recycling rate*

FY 2019621.3(662.5)384.7(384.8)129.7(135.5)45.8(46.1)
18.1(36.9)
25.5(27.4)
2.4
(4.7)
4.1
(5.9)
1.4
(3.1)
553.2
(553.6)
9.6(18.1)
7.1
(7.5)
1.1
(12.0)
0.19
(0.8)
0.41
(5.3)
0.00
(1.2)
0.00
(0.3)
0.27
(0.6)
0.03
(0.2)
0.24
(3.61)
0.19(0.35)
99.8(98.1)
100(99.9)FY 2020566.7(608.8)381.2(381.4)
91.3(97.5)
30.8(31.0)
17.1(38.0)
26.6(28.7)
2.1
(4.0)
4.5
(4.9)
1.1
(2.5)
498.6
(499.0)12.0(20.5)
11.2(11.5)
0.9(14.0)
0.15
(1.5)
0.03
(6.2)
0.00
(0.4)
0.00
(0.2)
0.08
(0.4)
0.02
(1.3)
0.61
(3.99)
0.57(0.66)
99.8(97.7)
100(99.9)FY 2021680.8(762.7)447.3(447.4)129.5(163.7)35.6(35.8)
16.4(53.8)
24.5(25.5)
2.9
(5.6)
3.4
(3.8)
1.3
(2.5)
608.7
(643.0)19.9(24.6)
19.5(19.6)
1.2(15.7)
0.66
(0.9)
0.02
(4.3)
0.02
(6.4)
0.00
(0.2)
0.35
(1.5)
0.01
(1.0)
0.16
(3.12)
0.11(0.16)
99.8(97.9)
100(99.9)*1 The totals may not match up due to rounding.
*2 The figures in parentheses include the results of group companies (excluding those of some group companies)*3 Industrial waste recycling rate = [(amount of industrial and other waste – amount of landfill disposal) ÷ (amount of industrial and other waste)] × 100

32

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Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Pollution Prevention

Kansai Transmission and Distribution, Inc.

ENVIRONMENT

Policy and Concept
Steadily implementing local environmental protection measures, including preventing air and water pollution, dealing with asbestos issues
and preserving biodiversity, we are also strictly managing chemical substances.
At our power plants, for instance, we undertake measures based on laws, local regulations, environmental protection agreements and otherrules to reduce air pollution, water pollution, noise, vibrations, and other problems. In addition, we monitor and measure the air and ocean
around our power plants and carefully evaluate the environmental effects of our operations on the regional environment to ensure that noproblems occur.

◆ <Kansai Electric Power Group Environmental Policy 4. Protecting local community environments>
4. Protecting local community environments
At the Kansai Electric Power Group, we seek to prevent environmental pollution while working to strictly manage and reduce toxic
chemicals in our business activities in order to promote the environmental protection of local communities.

Goals
Measures to prevent air pollution◆ Maintaining current sulfur oxide (SOx) emissions per power output
Emission factor: Maintaining the world’s lowest levels, Emissions: Complying with the standards as agreed for each power plant
Results: 0.027 g/kWh (consolidated), 0.054 g/kWh (thermal power generation), with all agreed standards met◆ Maintaining current nitrogen oxide (NOx) emissions per power output
Emission factor: Maintaining the world’s lowest levels, Emissions: Complying with the standards as agreed for each power plant
Results: 0.042 g/kWh (consolidated), 0.084 g/kWh (thermal power generation), with all agreed standards met

Measures to process PCB waste◆ Proper processing of PCB waste

Proceed with certainty to achieve processing before the legal deadline.

Efforts
Air pollution prevention measures (SOx, NOx, soot)Our Company has implemented measures aimed at reducing the volume of SOx (sulfur oxides) emitted by our thermal power plants by using
low-sulfur fuels, installing sulfur scrubbers, and other measures. To address the issue of NOx (nitrogen oxides), we are taking steps to lower
emission levels, such as improving combustion methods and installing nitrogen scrubbers. As a result, our SOx and NOx emissions per unit ofelectric power generated are significantly lower than those of the major countries of Europe and North America, remaining among the lowest
in the world. In addition, we have installed high-performance electrostatic precipitators that dramatically cut soot emissions.

◆ Environmental measures adopted at thermal◆ SOx and NOx emission factors for thermal power generation

power stations

A
Loading
arm

B

C

D

Centralized
high smoke
stacksSulfurscrubberE

F

SOx emissions

Generator

BoilerNitrogenscrubberof major countries and our Company

G

Steam turbine

2

Electrostatic
precipitator

1.71

Heavy
oil
tank
Green
space

Condenser
Oil
fence

General wastewater
treatment equipment
Underwater release

H

Maintransformer

IJ

J Low-sulfur fuel

1.07

1

0.75

Deep water intake

Switchingdevice0.54

0.33 0.31

K

0.08

0

A Oil leakage prevention
B Ground-level density reduction measures
C Removal of sulfur oxides
D Removal of sootE Removal of nitrogen oxides
F Noise prevention G Afforestation H Heated water discharge measures
I Drainage treatment

NOx emissions(g/kWh)USA
19

Canada
19

UK
19

0.47
0.08
France
19

0.36

0.084

0.04
Germany19

0.24
0.15 0.16
0.054

Italy
19

Japan
19

Our Company (FY)21

Sources: OECD StatExtracts for emissions; IEA Energy Balances 2021
for power generation output

K Heated water discharge measures

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Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Handling chemicals
We regularly monitor the status of buildings and equipment that contain asbestos and systematically advance the removal of asbestos andreplacement with non-asbestos products. In these ways, we are managing asbestos suitably as we strictly abide by related laws, regulations
and other rules.
Moreover, in addition to abiding by the PRTR (Pollutant Release and Transfer Register) System, we are working actively to manage toxic
chemicals strictly and to reduce them.

◆ Use of asbestos in buildings and facilities
Items targetedType of use

Blown-in materials
containing asbestos

Acoustic insulation, thermal
insulation, and fireproofing
materials in company
buildings; acoustic insulation
for transformers• Company buildings
262 buildings (about 4% of total)• Acoustic insulation for transformers
20 units (about 1% of total)

Building
materials

Fireproofing panels, roofing
materials, flooring forbuildings, etc.

• Company buildings
May include building materials used before August 2006

Asbestoscement
pipes

Duct wiring for undergroundwires (transmission,
distribution, andcommunications facilities)

Thermalinsulation

Power generation facilities(thermal power facility,
nuclear power facility)• Remaining products containing asbestos
Thermal power: Approx. 58,543 m (about 18% of total)
Nuclear power: Approx. 1,910 m (about 20% of total)

Sealing
materials,
gaskets

Power generation facilities(thermal power facility,
nuclear power facility)• Sealing materials (remaining products containing asbestos)
Thermal power: Approx. 28,000 (about 29% of total)
Nuclear power: Approx. 5,000 (about 3% of total)• Gaskets (remaining products containing asbestos)
Thermal power: Approx. 3,800 (about 10% of total)
Nuclear power: Approx. 10,000 (about 5% of total)

Buffers

Suspension insulators fortransmission facilities, etc.

• Transmission facilities
Approx. 570,000 (about 12% of total)• Distribution facilities
2,064 (about 3% of total)

Thickeners

Electric wire for overheadtransmission lines,
hydroelectric dams

• Transmission facilities
Approx. 229 km (route length) (about 2% of total length)• Part of asphalt-surface impervious wall for dam structure
1 facility (Tataragi Dam)

Insulationmaterials

Main motors and main circuit
fuses of electric locomotives• Main motor: 4 locomotives (4 units/locomotive)• Main circuit fuse: 4 locomotives (1 unit/locomotive)

Asbestoscontaining
products

Present conditions (usage)• Transmission ducts
Approx. 659 km (route length) (about 42% of total length)• Distribution ducts
Approx. 575.9 km (route length) (about 11.7% of total length)• Communications ducts
Transmission and distribution: Approx. 5.2 km (route length)(about 26% of total length)
Renewable energy: Approx. 0.2 km (route length)(about 5% of total length)

Note: The figures in the table reflect the use of asbestos in buildings and facilities as of the end of March 2022.

Safe, proper disposal of PCB
In line with relevant laws and regulations such as Law Concerning Special Measures Against PCB* Waste, we have a program in place todispose of all equipment containing PCB (transformers, capacitors, fluorescent ballasts, etc.) safely and properly according to theircharacteristics.

◆ Disposal of high-level PCB
Equipment containing PCB (transformers, capacitors, fluorescent ballasts, etc.) is investigated retrospectively, referring to information on
high-level PCB provided by the government and electric manufacturers; high-level PCB, if identified, is disposed of by the Japan
Environmental Storage & Safety Corporation (JESCO) in accordance with the national PCB Waste Treatment Basic Plan.
As the deadline is approaching for the disposal of high-level PCB at the Group’s business locations, we are currently working to complete
proper disposal of all high-level PCB waste located and stored through an on-going search before expiration of the deadline.
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E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Disposal of low-level PCB
We established the Recycling Center for Utility Pole Transformers in 2003 while soliciting consent from local residents and municipalities
on disposal of low-level PCB; insulating oil and transformer cases contaminated with PCB were detoxified for recycling purposes, withtreatment of these materials in storage completed by July 2015.
Meanwhile, equipment containing insulating oil (transformers in operation at power plants and substations, pole transformers in
distribution facilities, etc.) is routinely inspected for maintenance purposes (regardless of the presence or absence of PCB) to ensure
proper operation. Additionally, measures are in place in the event of the unplanned release of insulating oil due to natural disasters(typhoons, lightning strikes, etc.), where spillages are prevented and contamination is contained to minimize impacts on theenvironment.
Moreover, all equipment in operation is inspected for possible PCB contamination and properly treated according to its type, size and
PCB levels, leveraging certified detoxifying business contractors authorized by the Minister of the Environment (Kanden Engineering
Corporation’s Solvent Cleansing Method, etc.), treatment facilities operating under license from prefectural governors, and the energized
natural circulation washing technology in compliance with government procedures.
* Poly Chlorinated Biphenyl. PCB was widely used for transformer insulating oil, etc. because of its excellent properties as an electrical insulator. However, due to PCB being a hazard to
ecosystems, production and use have since been largely banned. More often than not, high-level PCB was intentionally used while low-level PCB was accidentally mixed in.

Performance data
Atmospheric emissions and drainage*1

Unit

SOx emissions*

t

SOx emission intensity (at the generation end)*
g/kWhSOx emission intensity (per thermal power output)(at the generation end)*
NOx emissions*

t

NOx emission intensity (at the generation end)*
NOx emission intensity (per thermal power output)(at the generation end)*

g/kWh

Ozone depletion emissions
HCFC
Other

t-CO2

COD emissions*

t1,000 tAmount of PCB waste

FY 20192,138(2,138)0.021

FY 2020
2,098(2,099)0.023

FY 20212,645(2,646)
0.027

0.036

0.033

0.054

4,414
(4,474)
0.043

4,551
(4,607)
0.049

4,125
(4,184)
0.042

0.074

0.072

0.084

1,153
690
463
22
(23)
6.6
(6.7)

314
263
577
23
(23)
10.7
(10.7)

394
72
466
23
(23)
18.9
(18.9)*1 The figures in parentheses include the results of group companies (excluding those of some group companies)*2 This is calculated from amounts of sulfur in fuel as well as SOx concentrations in gas emissions (measured values) and gas emission volumes. (Some previous fiscal year amounts were
calculated from the amount removed by desulfurization equipment.)*3 SOx emission intensity (at the generation end) = SOx emissions ÷ power output (at the generation end)
*4 SOx emission intensity (per thermal power output (at the generation end)) = SOx emissions ÷ thermal power output (at the generation end)
*5 This is calculated from SOx concentrations in gas emissions (measured values) and gas emission volumes.
*6 NOx emission intensity (at the generation end) = NOx emissions ÷ power output (at the generation end)
*7 NOx emission intensity (per thermal power output (at the generation end)) = NOx emissions ÷ thermal power output (at the generation end)
*8 This is calculated from analyzed wastewater concentration values.

35

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Efforts Toward Conserving Biodiversity E N V I R O N M E N T
Policy and Concept
In line with the Kansai Electric Power Group Environmental Policy, our Group recognizes the importance of biodiversity, working onconservation by properly understanding, analyzing and assessing the impact that our operations may have on biodiversity. Moreover, in linewith the Biodiversity Action Guidelines of the Japanese Electric Utility Industry, which were set by the Federation of Electric Power Companies
of Japan, we are expanding operations while recognizing the importance of biodiversity. For instance, when building or renovating power
plants in areas of sensitive biodiversity, as much as possible we strive to prevent or reduce any impact on the environment and biodiversity inaccordance with the Environmental Impact Assessment Law and where necessary we also consider biodiversity offsets.

Biodiversity Action Guidelines by the Japanese Electric Utility Industry (revised on June 2020)
In the electric power business, we are committed to using the blessings of nature in a sustainable manner while minimizing the impact on
biodiversity.
In view of the “integration of business activities and environmental measures” encompassing a wide range of environmental activities, or
so-called “environmentally integrated management” that has been required recently, we have revised the Biodiversity Action Guidelines by
the Japanese Electric Utility Industry. Based on these Action Guidelines, we will continue to strive for sustainable business activities while
appreciating the blessings of nature.

◆ Code of Conduct
As a member of the international and local communities, not just as an electric power company, we keep in mind thatbiodiversity is an important foundation of a sustainable society and realizing such a society is our responsibility. We will
actively promote the following business activities that bring benefits to biodiversity, thereby realizing a sustainable society.
I. Promoting environmentally integrated management that contributes to biodiversity① When supplying electricity, carry out corporate management while recognizing the effects of business activities onachieving various goals related to SDGs with due consideration to biodiversity.
② In order to reduce greenhouse gas emissions in the electric power industry as a whole, make utmost efforts to use
nuclear power generation with the basic premise of ensuring safety, increase the use of renewable energies, further
improve efficiency and perform appropriate maintenance of thermal power generation, and provide energy-saving andCO-saving services that contribute to a low-carbon society.
③ Continue to engage in 3R (Reduce, Reuse, Recycle) activities, such as effective use of resources and reduction of final
waste disposal, to create a recycling-based society and reduce environmental load.
④ Regarding biodiversity efforts, deliver easy-to-understand information and dialogue appropriately to a broad base of
stakeholders.
II. Steadily engaging in actions that contribute to biodiversity⑤ When conducting business activities, properly assess, analyze and evaluate the impact on biodiversity, and strive forconservation and sustainable use.
⑥ Promote technologies and R&D that contribute to the conservation and sustainable use of biodiversity, and seek todisseminate them.
⑦ Work to conserve biodiversity by voluntarily and proactively engaging in activities that lead to the creation of social
value, such as forest conservation and environmental education, while cooperating and collaborating with relevant
local organizations and customers. At the same time, contribute to achieving SDGs.
⑧ Encourage employees to enhance their awareness of biodiversity by participating in environmental education andenvironmental conservation activities inside and outside the company.
⑨ Provide environmental education activities to customers and the next generation, and participate in and cooperatewith educational activities performed in the community to widely spread awareness of biodiversity.

36

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Goals
Conservation of biodiversity

Consideration of biodiversity throughbusiness activities

Efforts
Examples of specific efforts related to Biodiversity Action Guidelines by the Japanese Electric Utility Industry Ⅱ−⑤◆ Monitoring of the habitats and lives of flora and fauna at locations around the power plant
Conservation efforts are underway for plants and animals inhabiting the area near the Okutataragi Pumped Storage Power Station,
where the habitats of species such as forest green treefrogs were studied in fiscal 2020 through literature and field surveys. The results
will serve as the basis for further biodiversity conservation efforts.
Additionally, in fiscal 2021, the area surrounding a hydropower plant located along the Kizu River system in Kyoto Prefecture wassurveyed to gather information required for biodiversity conservation, the results of which show that the area remains intact andprotected from invasive alien species, with highly biodiverse communities thriving.
The areas around other hydropower plants will also be surveyed to conserve biodiversity in each area.

◆ Protecting native species around Kurobe Dam
Our Company runs electric buses along the Tateyama Kurobe
Alpine Route that connects Nagano Prefecture and Toyama
Prefecture. Along with not emitting exhaust gases, these vehicles
rarely startle animals with their sound because they run extremely
quietly.
Kurobe Dam, which is situated in a national park, receives one million
visitors annually. At Ogizawa Station, which is the entrance to the
Nagano Prefecture side, the seeds of plants that do not naturally
grow in Kurobe sometimes get brought over on the soles of theshoes of tourists. Thus, we have placed seed removal mats at thestation ticket gates to prevent the influx of non-native species. The
removed seeds are collected with a vacuum cleaner and incinerated.

Seed-removal floor mat◆ Execution of environmental impact assessment
An environmental impact assessment system estimates and evaluates impacts on the environment of business activities andinvestigates necessary countermeasures before the execution of large-scale development projects.
In Japan, the system based on the Environmental Impact Assessment Law stipulates subject business survey items, procedure protocols,and other requirements. In suitably implementing environmental impact assessment for power plant construction (including new,expansion, or replacement) in the electric power business, along with utilizing the extensive knowledge that we had accumulated
before the establishment of this law, we are, for example, listening to the opinions and recommendations of local residents, regionalorganizations and the national government. Furthermore, through environmental protection measures based on the opinions of experts
and others, we are making efforts to minimize impacts on the natural environment and biodiversity as well as restore naturalenvironments.

37

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Environmental assessment procedures
National government

Document on Primary
Environmental Impact
Consideration

Opinions by
the Ministerof theEnvironment

Submission
Review

Preparation of Document on Primary
Environmental Impact Consideration

Opinions

Public inspection

Resident opinions
Prefectural governor opinions

Planning of the project

Notification

Class-2 project

Decision

Screening

Prefectural governor opinions
Assessment necessary

Assessment
unnecessary

Notification

Scoping Document

Review

Recommendation

Class-1 projectPreparation of Scoping Document

Public inspection
Resident opinions
Prefectural governor opinions

Determination of the assessment method
Execution of assessment

Assessment

Draft Environmental
Impact Statement

Residents and local governments

Project proponent(Ministry of Economy, Trade and Industry)(Survey, forecast, evaluation, and consideration of environmental protection measures)

Opinions by
the Ministerof theEnvironment

Environmental
Impact Statement

Notification
Review

Review

Preparation of Draft Environmental Impact Statement

Publicinspection
Resident opinions

Recommendation

Notification

Prefectural governor opinions

Preparation of Environmental
Impact Statement

Submission/
public inspection

Prefectural governor/residents

Decision notification/change orders
Application/notification
Construction Plan

Review

Authorization

Approval/change orders

Start of construction

Examples of specific efforts related to Biodiversity Action Guidelines by the Japanese Electric Utility Industry Ⅱ−⑦◆ Natural forest creation
In order to make forests that are similar to nature at power plants in a short period of time, we are trying to create environments that
protect the original biodiversity of the region by selecting cultivated tree saplings that are suited to the region, and planting different
species densely in close proximity.
Moreover, in order to maintain natural forests, as we look to the guidance of experts, we are undertaking continuous efforts to preserve
biodiversity, including measures to further diversify species and eliminate invasive alien species.

Forest green treefrog
egg mass

Japanese primrose growing in
the habitat of forest green
treefrogs

Forest green treefrog
tadpoleBiotope◆ Protecting oriental white storks
In Toyooka City, Hyogo Prefecture, released oriental white storks, which are designated a Special Natural Treasure in Japan, sometimes
make their nests on utility poles and steel towers. Not only are there concerns about accidents, but there are also fears that storks could
be electrocuted. For these reasons, Kansai Transmission and Distribution, Inc. patrols carefully, removing nests as quickly possible andconducting measures to discourage them from coming near utility poles in cooperation with the local governments. In these ways, weare both protecting the storks and maintaining the safety and stability of the power supply.

38

E N V I R O N M E N T

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Water Resources

Kansai Transmission and Distribution, Inc.

ENVIRONMENT

Policy and Concept
A physical shortage of water has an impact on our business. Specifically, restrictions on the supply of drinking and industrial water could havean impact on the operations of water-dependent thermal and nuclear power plants.
Thermal and nuclear power plants use massive amounts of water; seawater is used for cooling purposes while about half of a power plant’s
water (excluding cooling water) is supplied by seawater desalination facilities.
In addition, the results of water risk assessments conducted in fiscal 2020 at our power plants showed that there was no significant risk
associated with drought.
While drought poses little risk to our power plants in Japan, we will continue to work on the proper use of water resources and risk
management.
At the same time, group-wide efforts will be made to minimize office water use (as part of the Kansai Electric Power Group Eco Action).

Goals
Reduce as much as possible

Reducing office water consumption

Efforts
Water risk assessments
The results of water risk assessments conducted in fiscal 2020 at our power plants showed that they were not at significant risk of a water
shortage; resources include tools provided by the World Resources Institute (WRI)* and information obtained from external experts.
* An independent organization that researches policies on issues related to the global environment and development, as well as providing technical support.

Performance data
Water consumption*1

Unit

Total net fresh water consumption*

River water

Groundwater

Total municipal water supplies

million m

Amount of industrial water used(for power generation)
Amount of service water used(for power generation)
Seawater (desalinated)*

FY 2019

FY 2020

FY 2021

3.97

4.23

4.23

(4.86)(5.05)(5.21)

0.41

0.37

0.44

(0.41)(0.37)(0.44)

0.00

0.00

0.00

(0.36)(0.48)(0.56)

3.56

3.86

3.79

(4.09)(4.20)(4.21)

2.64

2.73

2.51

(2.82)(2.91)(2.66)

0.92

1.13

1.28

(1.27)(1.29)(1.55)

2.92

2.80

2.79

(2.92)(2.80)(2.79)*1 The figures in parentheses include the results of group companies (excluding those of some group companies)*2 Excluding desalinated seawater*3 Desalinated seawater

39

E N V I R O N M E N T

SSOCIAL◆ Human Rights◆ Labor Practices◆ Occupational Health and Safety◆ Human Capital Development◆ Responsibilities Toward Customers◆ Disaster Mitigation Efforts◆ Communities◆ Supply Chain Management

Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Human Rights

Kansai Transmission and Distribution, Inc.

SOCIAL

Respect for human rights
Policy and Concept
As stated in the Kansai Electric Power Group Code of Conduct that our Group regards human rights as a universal value shared by theinternational community, supports international norms on human rights, and respects human rights in all its business activities, we have beenpromoting initiatives to encourage the respect of human rights.
Today, in light of the heightened awareness of respect for human rights in society, including the issuance of the National Action Plan on
Business and Human Rights (NAP), in fiscal 2021 we established the Kansai Electric Power Group Human Rights Policy in compliance with the
Guiding Principles on Business and Human Rights. This policy serves as a top-level human rights policy based on the Kansai Electric PowerGroup Management Philosophy Purpose & Values and the Kansai Electric Power Group Code of Conduct.
In accordance with the International Bill of Human Rights, the Declaration on Fundamental Principles and Rights at Work of the International
Labour Organization (ILO), and international human rights norms, the Group is committed to preventing and reducing negative impacts onhuman rights in various forms of human rights violations such as human trafficking, forced labor, and child labor related to business activities.
We will fulfill our corporate responsibility for respecting human rights and support the realization of a society where the dignity and rights ofall human beings are respected.

◆ Kansai Electric Power Group Human Rights Policy Preamble
Under the Kansai Electric Power Group Management Philosophy Purpose & Values, the Group will contribute to the sustainable
development of society and support the realization of a society where the dignity and human rights of all human beings arerespected through the collective wisdom and collaboration of all its executives and employees.
The Group hereby establishes the Kansai Electric Power Group Human Rights Policy (hereinafter referred to as the “Policy”) to
express our respect for the human rights of all people involved in the Groupʼs business activities and promote human rights
initiatives.
The Policy lays the foundation for all business activities of the Group as a top-level human rights policy based on the Kansai
Electric Power Group Management Philosophy Purpose & Values and the Kansai Electric Power Group Code of Conduct.

SystemSystem for the promotion of human rights education
With the Promotion Committee for Human Rights Education established at the respective head offices and business activity bases in each region, ourCompany and Kansai Transmission and Distribution, Inc. formulate basic plans for human rights education for the year to come, as well as confirming
how human rights awareness raising efforts and training programs are being implemented. In addition, we share information on various human rights
issues and promote initiatives for respecting human rights across the Group.

Kansai Transmission
and Distribution

Kansai Electric Power
Kansai Electric Power Head OfficeCommittee Organization
Chair

General Manager of Officeof Human Resources andSafety Management

Held
periodically(twice a year)

Acting chair
General Manager of Human
Resources Department

Management Office
Human Resources
Cultivation Group

MemberRespective heads of divisions/headquarters
and offices

Head Office
Promotion Committee for
Human Rights Education
Promotion Committee
by area, workplace, etc.

Coordination

Head Office
Promotion Committee for
Human Rights Education
Promotion Committee
by area, etc.

■ Customer Solution Division(1 location)■ Nuclear Power Division(4 locations)■ Thermal Power Division(8 locations)■ Renewable Energy Division(1 location)■ Branch Office, etc.
(8 locations)■ Power Division, etc.
(3 locations)

Promotion Committee ofGroup Companies

Promotion Committee ofGroup Companies

41

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Goals
Kansai Electric Power 2022 Basic Plan for Human Rights Education
Kansai Transmission and Distribution 2022 Basic Plan for Human Rights Education
FY 2021 results:
Frequency of training attendance per person

Promote human rights training
with the goal of having all
employees receive training at least
once a year.

2.38 times (-0.38 times comparedto FY 2020
A total of 45,712
employees attended

FY 2020 results: 2.76 times)

Efforts
Efforts to raise human rights awareness
The Kansai Electric Power Co., Inc. and Kansai Transmission and Distribution, Inc. provide human rights training to management and all
employees on a continuous basis to deepen their understanding and recognition of our corporate responsibility to respect human rights,
and to enable each and every employee to take responsible action in all business activities.
Particularly with regard to harassment prevention, to create a workplace climate that does not tolerate any kind of harassment, in 2021 weestablished anti-harassment regulations, including a handbook, and also set up internal and external consultation desks* to facilitate
consultations on harassment. We are also engaged in activities throughout the entire corporation to raise awareness of harassment
prevention by, for example, holding workplace discussions based on case examples.
In addition, the Company and Kansai Transmission and Distribution, Inc. are conducting various awareness raising activities, including
e-learning, to ensure that all employees understand the Human Rights Policy of the two companies, which was newly established in 2021,
and to promote respect for human rights in business activities.
* The Compliance Consultation Desk and the Human Rights and Harassment Consultation Desk have been established. In fiscal 2021, 38 consultations were received through these desks
on human rights and discrimination, including harassment. Disciplinary actions were taken for four of these cases.

◆ Characteristic training and actual attendance in fiscal 2021
Training details

Target person

Attendance

Remarks

Human Rights Lectures
For Harassment Prevention in
the Workplace

Promotion members,
officers and others

193

FY 2020 results
170 (+23)

Harassment Counselor Training

Consultation deskmanagers

52

FY 2020 results
23 (+29)

Note: Training was carried out online to prevent the spread of COVID-19.

Harassment Prevention Handbook

Initiatives linking our Group, municipalities and other entities
Twice a year, the Kansai Electric Power Group holds Human Rights Information Exchange Meetings for Group Companies to promote
initiatives for respecting human rights. In addition, we actively participate in the activities of the Osaka City Council on Human Rights
Promotion for Corporations and other liaison group organizations, as well as those at the national and local government level.

Relevant data
PolicyPolicy pertaining to the respect for human rights

Established

42

Kansai Electric Power Group Human Rights Policy

https://www.kepco.co.jp/sustainability/society/humanrights/index.html

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Labor Practices

Kansai Transmission and Distribution, Inc.

SOCIAL

Promotion of diversity and inclusion
Policy and Concept
In April 2022, we formulated the Kansai Electric Power Group Diversity and Inclusion Promotion Policy. Toward the realization of thispolicy, we will work on human capital development to empower each employee to be dynamic in their work by willingly taking onchallenges, thereby leading to the realization of the “Kanden Transformation.” We will also develop an internal environment allowing
our employees to adopt diverse career paths and “workstyles” to maximize their abilities with increased motivation. Our dedicatedorganizations will continue to take the lead in advancing various initiatives, including the development of systems, periodical
information dissemination, and training, expanding these initiatives groupwide.
In 2021, in order to heighten the momentum for diversity promotion, we held roundtable meetings between outside directors andemployees, held presentations by outside lecturers, and solicited opinions and ideas from employees regarding promotion ofdiversity. The collected opinions and ideas will be reflected in the Kansai Electric Power Group Diversity and Inclusion Promotion Policy
and will be implemented as concrete measures, such as diversity-focused recruiting and an expanded work system that suits different
lifestyles.

Kansai Electric Power Group Diversity and Inclusion Promotion Policy
1. By respecting, accepting, and utilizing the “differences” of each individual and making diverse senses of value and ways ofthinking into sources of strength for the organization, we will realize a competitive and innovative corporate group.
2. We seek to realize workstyles and to cultivate workplace environments that enable everyone to exercise their abilities to theirfullest extents, regardless of personal attributes, including gender, age, nationality, and disabilities or experienced life events andcareers.

SystemDirector responsible: Nobuyuki Miyamoto (Executive Vice President) of the Kansai Electric Power Co., Inc.
Management office: Diversity Promotion Group, Office of Human Resources and Safety Management of the Kansai Electric Power Co., Inc.
(Exclusive organization established in 2011)43

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts
Promotion of employment of persons with disabilities
In 1993 we established Kanden L-Heart Co., Inc. as a special affiliate company, and together with
Kansai Transmission and Distribution, Inc.* (which was split off in April 2020), these organizations
encourage employment of people with disabilities. Kanden L-Heart is actively recruiting people
with disabilities by accepting them as workplace trainees and by other means, in collaboration
with the government, related organizations, special-needs high schools, etc.
As a result, our employment ratio of workers with disabilities reached 2.6% (as of June 1, 2022),
having continuously achieved the legally required ratio (2.3%). In addition, we are opening up adiverse range of job positions where people with disabilities can play an active role, such as officeassistant, while bolstering support for those with mental disabilities.
* Kansai Transmission and Distribution, Inc. has been certified as a special affiliate (as our Group) and therefore is included in thecalculation of our employment ratio of persons with disabilities.
Pick-up and delivery work

Promotion of employment of elderly persons
We are rehiring all applicants after they retire at the age of 60, and are also continuously working to improve the environment so that veteranemployees can further utilize the knowledge and experience they have cultivated so far. Currently, many highly qualified and skilled retirees
with abundant experience are active in a wide range of operations at our Company and group companies.
Note: Number of rehired employees (retired employees) at the end of March 2022: Approximately 900

Initiatives to encourage the further success of female employees
Various training programs and initiatives are implemented for female employees so they can maximize their potential without
underestimating it, be motivated for continuous self-growth through work, and actively balance work and family, etc. even at life-stagetransitions.

◆ Male-female wage gap* Ratio of women’s wages to men’s
All workers

64.6%

Full-time employees

69.0%Part-time employees and employees on fixed-term contracts

55.7%* Non-consolidated figures for the Kansai Electric Power Company * FY 2021
* Includes base salary, overtime pay, bonuses, etc., but excludes retirement
allowance, commuting allowance, etc.
* Excludes loaned employees and employees on leave.
* The difference in average years of service, which is the basis for the male-female
wage gap (full-time employees), is 8.9 years.
* Includes medical staff working at the Kansai Electric Power Hospital.

◆ Targets for promotion of female employees
Appointment tomanagerial positions

By the end of FY 2030, increase the ratios of female managers and female senior managers to more than threefold those of FY 2018.
(FY 2021 results: The ratio of female managers was 2.9% and that of female senior managers was 2.4%.)

Recruitment

Achieve ratios of 40% or more for women employed in office jobs and 10% or more for women employed in technical jobs.
(FY 2022 results: 51% for office jobs and 11% for technical jobs)◆ Number and ratio of female senior managers◆ Number and ratio of female hires

and managers*

Number of female managers*
Ratio of female managers(People)
300
250
200
150
100
50
0

39
19/3

151

1.5

20

20/3

52

21/3

59

22/3

10

0.5
0

0

（％）

49
51

47

39

35

34

30

1.0
47

42

40

2.0

136

130

112

2.5

Number of female hires (technical)
Female ratio (technical)

53(People)
50

3.0

2.4

2.1

1.9

1.6

（％）

2.9

2.6

2.4

2.1

Number of female hires (office)Female ratio (office)Number of female senior managers
Ratio of female senior managers

23

18

28

23

9

8

19/4

20/4

50
40
30
20

10

11

21/4

22/4

10
0

(Based on fixed term employment for each fiscal year)(Figures from fiscal year ends) Excludes medical staff and transportation staff.

* Managers refer to those equivalent to unit chief or higher.

44

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Initiatives related of promoting women’s empowerment
Support and measures according to career stages

Mid-level employee

Young employee

Manager

2nd to 3rd year
“Career Workshop”

8th year“Next Career Design Seminar”

Panel discussions withexecutive officers

Early career training for all womenin the second/third year working
to think about how to “keepworking” and “how to deal with
future life events”

Training for women in the 8th year or so toraise their career awareness of being promoted
to managerial positions by listening to rolemodels inside and outside the Company andto create a network of participants

Panel discussions for opinion
exchange where executive officers
give advice to female senior
managers on problems andworries they have

5th year “Young Women Career Design Forum”
Opportunities to interact with women of the same generation
outside the Company and to encourage network creation,
which will provide impetus for self-growth“Training to improve abilities to develop subordinates” for superiors with female subordinates
Outside lecturers give practical lectures on “differences between men and women” and “how to guide womenconsidering these differences” for superiors who directly coach female subordinates

Measures and support according to life events

Expectant mother seminar

Returnee seminar

Pregnant women (and their spouses in the case of intra-officemarriage) learn about our systems, tips for finding a nurseryschool, women-specific health issues, timing when returning towork, and receive advice for balancing work and childcare.

Women who have returned to work after childcare leave (and theirspouse in the case of intra-office marriage) receive advice for balancing
work and childrearing by listening to information from outside lecturers
and senior role models, and are encouraged to think positively about
striking a balance between work and childrearing in the future.

Seminar for managers (superiors) in
departments with expectant mothers

Participation in training, etc. during childcare leave

The session provides superiors with pregnant female
subordinates explanation on expected roles and key points
when communicating with their subordinate.

Employees can participate in training and take promotion
exams, if they are conducted during childcare leave, uponrequest.

Early reinstatement support menu

PC rental service during childcare leave

Financial support is provided for childcare to employees
returning to work early, before their child celebrates his/her
first birthday.

A computer is lent to each employee to keep them informed
regarding the moves and changes in business situations evenduring childcare leave, and to support their return to workthrough communication with their workplace.

Release of informationon the in-house website

Scenes from training

Our in-house diversity and inclusion promotion website “Chiga Chika Net”(“Difference (Chigai) is Strength (Chikara)” Net) introduces our seminars andsystems supporting each life stage in an easy-to-understand manner.

Scenes from training

Chiga Chika Net

45

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Third-party evaluation on women’s empowerment
As a result of these various efforts, we received the “Kurumin” certification in accordance with the Act on Advancement of Measures to Support Raising Next-Generation
Children and the highest “Eruboshi” certification (third level) in accordance with the Act on Promotion of Women’s Participation and Advancement in the Workplace.
We were also recognized as a “Leading company for female activity in Osaka City.” In the selection of “Nadeshiko Brands” instituted jointly by the Ministry of Economy,
Trade and Industry and the Tokyo Stock Exchange, we were selected as a “Semi-Nadeshiko Brand.” Furthermore, we acquired the Osaka Prefecture “Danjo Ikiiki Plus”
certification as a business operator putting forth its best effort to be a vibrant company or organization where both men and women can work with enthusiasm.

Semi-Nadeshiko Brand“Kurumin” certification“Eruboshi”(the highest level)

Leading company for female
activity in Osaka City

Approved as a “Danjo IkiikiPlus” certified company by
Osaka Prefecture

Promoting the participation of male employees in childrearing
We are encouraging male employees to participate in childrearing with the aim of deepening their ties with family members and growing as individuals through childrearing
experience as well as increasing work efficiency and motivation. Specifically, setting a goal of 90% or more of childcare leave utilization among male employees, we deliver an
email calling for taking childrearing leave to male employees whose spouses have given birth to a child, with the same message sent to their superiors. The experiences of male
employees who took childcare leave are published on our intranet. From October 2022, when the revised Child Care and Family Care Leave Law comes into effect, setting atarget rate of male employees taking childcare leave to be equivalent to that of female employees (rate of female employees who took childcare leave in fiscal 2021: 100%), as
well as targeting a new average number of days for men taking childcare leave to be at least one month by fiscal 2025, we will further promote the participation of male
employees in childrearing to achieve this goal.

Intranet

Efforts to promote mid-career hires and non-Japanese personnel to managerial positions
We will continue to promote hiring with an emphasis on diversity, expand mid-career hiring, and actively promote mid-career hires to managerial positions. We will also actively
recruit and promote non-Japanese human resources to managerial positions. We set the following goals for the promotion of mid-career hires to managerial positions in fiscal 2021.
By the end of FY 2030, increase the ratio of mid-career hires in managerial positions to more than 10 times that of the end of FY 2020.
(Results at the end of FY 2020: 0.1%, Results at the end of FY 2021: 0.3%)
Furthermore, we will actively rehire displaced workers who have built their careers at
FY 2021
FY 2022
FY 2023
Recruitment status of(result)(result)(plan)
other companies. We will work to ensure that experienced individuals who have gained mid-career hires
Number of mid-career hires
28
4270
knowledge elsewhere can play an active role in our Company.

Support for balancing work and nursing care
Providing employees with basic knowledge about nursing care, public support, and our internal systems can help prevent them from leaving their jobs when faced with nursing care andmaintain a balance with work. For this reason, we have published a Handbook for Work-Nursing Care Balance Support and hold seminars on the compatibility of work and nursing care.

Handbook for Work-Nursing Care Balance Support

Nursing care seminar46

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Support for employees identifying as LGBTQ and promotion of understanding companywide
Aiming to deepen employees’ understanding of LGBTQ issues and create a comfortable workplace for everyone, we have implemented
e-learning for all employees, published an informative handbook regarding company diversity and prevention of harassment, and set up a
consultation desk. In addition, in the index for evaluating corporate efforts related to LGBTQ employees formulated by a voluntaryorganization, work with Pride, the Company won the highest “Gold” award for the fifth consecutive year from 2016 to 2020. In April 2021, we
earned a three-star certification as an Osaka City LGBT Leading Company.

e-learning

Work system, work-life balance support system
Category

System that enhances
workstyle flexibility

Support forcompatibility withchildrearing

Support forcompatibility withnursing care

Reemployment system

SystemDetails

Super flextime

Flexible work system without designated core time

Telework

Employees can work from home or in a satellite office regardless of reason andwithout a limit on the number of times.

Hourly leave

Leave is available in 1-hour units (up to 5 days/year).

Prenatal and postnatal leave

6 weeks before and 8 weeks after childbirthMaternity leave

5 days at any time starting from the time the spouse’s pregnancy is determined
and no later than 2 weeks after delivery

Childrearing leave

Until the end of the fiscal year in which an eligible child becomes 3 years old. Paid
up to 7 days from the start of the leave.

Early reinstatement
support menu

Financial support for childcare is provided to employees with a child under 12months of age upon returning to work.

Short working hours(childrearing)

Until the end of September of the year when an eligible child is in the first grade ofelementary schoolChild nursing leave

Available when an employees’ child receives nursing care or health examinations
before entering elementary school

Family support reserve leave

Employees can use part of their accumulated annual paid leave for “nursing/long-term care of theirspouse/relatives,” “going to hospital for infertility treatment,” “participation in school events,” etc.

Nursing care leave

Within 3 years in principle or up to 93 days in total

Short working hours(nursing care)

Period that an employee applied for (period in need of nursing care)f-staff system

Reemployment system for those who resigned due to pregnancy, childbirth,childrearing, long-term nursing care, transfer of spouse, or infertility treatment

47

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Promotion of workstyle innovation
Policy and Concept
Promotion of workstyle innovation, health and productivity management
The Company has established a Health and Productivity Management Declaration with the aim of expressing our unwavering commitment
to step up efforts in health management. Under the Medium-term Management Plan, we are committed to increasing the added value of
operations through leveraging by digital technology, accelerating flexible workstyles regardless of time and place, continuously conducting
health activities on a workplace basis, and promoting line care as a means to step forward.

◆ Health and Productivity Management Declaration (established in January 2018)
The Kansai Electric Power Company, in order to fulfill our mission, “continuing to serve our customers and communities,” will promote
the maintenance and enhancement of our employees’ physical and mental health as well as the improvement of the quality of theirlives by making employees’ health one of the pillars on our corporate management.
We will also implement working practices which place an emphasis more on value creation than the amount of work time, boost
productivity, eliminate longer working hours, promote workplace diversity, and realize dynamic innovation through human-capacity
reform to further improve effectiveness of our health management.
Based on our belief that we value people, we will continue to promote the advancement of employees’ health and contribute to “therealization of a bright and affluent future.”

SystemUnder the leadership of the President, who is responsible for promoting workstyle innovation and health & productivity management, andthrough discussions at the Workstyle Innovation, Health and Productivity Management Committee chaired by the director in charge ofhuman resources and labor affairs, we are developing policies and measures to establish a more flexible work system and enhance employee
health, working with the workers union, health insurance association, medical staff, and others to create an environment where each
employee can work in good health.

Management
Responsible for promotion:
Representative Executive Officer, President
Deliberative body: Workstyle Innovation, Health andProductivity Management Committee(Chair: Director in charge of human resources and labor affairs)

Deliberationof policies
andmeasures

The Kansai Electric Power
Workers Union

SupportKansai Electric Power
Health Insurance Society

Cooperation

Cooperation

Management office
The Kansai Electric Power Co., Inc: Labor Health Group, Office of Human
Resources and Safety Management

Cooperation

Kansai Transmission and Distribution, Inc.: Human Resources and Safety
Management Group, General Affairs Department

Responsible Support
person ateach businesslocation

Employees

Promotion system for workstyle innovationand health & productivity management

Cooperation

Medical staff

SupportGoals• Reduce total working hours “by 5% compared to FY 2015, or 190 hours/year, which is equivalent to overtime hours per person”→ FY 2021 results: Overtime hours per employee were 241 hours/year (FY 2020 results: 247 hours)**
• Achieve male employee childrearing leave/paid leave utilization rate of 90% or higher→ FY 2021 results: Male employee childrearing leave utilization rate was 117% (FY 2020 results: 98%)**,and paid leave utilization rate was 96.4% (FY 2020 results: 95.5%)**.
• Improve health indexes to the level of leading companies in health and productivity*
IndexesTargets

FY 2020

FY 2021

Appropriate bodyweightThose with a BMI between 18.5 and 25: 71% or more

67.7%

67.5%

Exercise habitsThose exercising at least 2 days per week: 21% or more

35.7%

37.1%

Smoking habits

Smoking rate: Less than 26%

24.2%

22.9%

Sleep

Those answered that they are well rested through sleep: 60% or more

80.1%

81.0%

Drinking habitsThose drinking an average of 360 mL or more alcoholic beverages per day: Less than 14%

13.0%

10.4%

*1 Combined results of the Kansai Electric Power Co., Inc. and Kansai Transmission and Distribution, Inc.
*2 Figures exclude transportation and medical staff.

48

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Efforts
Developing comfortable workplaces
On the premise that working hours are managed appropriately, a flexible work system is being put in place to clearly delineate efficientworking time (“on”) from effective rest time (“off”). To this end, we are expanding flextime with no core time across the Company, enhancing
to a working system that allows for more flexibility when it comes to times/places of work through extended teleworking requirements, andencouraging employees to take leave in a planned and meaningful manner.
In particular, we are improving our telework environment by digitizing documents and expanding IT tools, while listening to the opinions of
employees. We are also working to introduce a free address system in the head office and other workplaces, and the system is being
established and spread as one of our new workstyles.
(Office workplace telework rate for FY 2021: 46.6%)◆ Major work system revisions in recent years
2015. 4Introduction of anniversary leave

Granted special leave on anniversaries of employees or their families.

2016. 4Introduction of teleworking

Introduced to support improved balance between work and life events.

2016. 4Introduction of partially paid childrearing leave

Seven days of paid leave for the purpose of encouraging male employees to takechildrearing leave.

2018. 10 Introduction of leave for spouse’s overseas assignment

Introduced leave of absence program for employees who will accompany their spouse’s
overseas assignment.

2019. 4Introduction of rest between shifts

Encouraged employees to secure, basically, at least 11 hours of rest.

2020. 4

Extension of super-fiexible work hours

Abolished core time as a general rule at all business locations. (Has been abolished atsome locations since April 2019.)

2021. 4

Extension of teleworking

Expanded the usage of teleworking system regardless of reason and without a limit on
the number of times.

2021. 4Introduction of hourly leave system

Introduced to provide flexibility in how annual paid leave is taken.

2022. 10 Expansion of childrearing leave

Employees are allowed to take childrearing leave in two installments. Maternity leave was also
introduced for employees to take leave within eight weeks of the birth date of a newborn child.

2022. 2H Expansion of short working hours

Repeated and continuous medical treatment were added to the reasons for applicationof short working hours.

Note: Non-regular employees are also eligible for many of these systems.

Certified as a Health & Productivity
Management Outstanding Organization
2022 (White 500)

Major health and productivity management
initiatives
As part of the initiatives aiming to raise awareness of healthmanagement and improve self-care skills, the Group holds
exercise and diet seminars and a walking rally, and has established“non-smoking days.”Moreover, we are working to create an environment that facilitatessuperiors’ support for their subordinates by conducting training
on line care for managers, and to enhance the support system by
establishing a consultation desk with industrial physicians,
industrial nurses, and outside counselors.

Having been recognized for ourphilosophy of “Management thatvalues people” and healthmeasures for employees, ourCompany has been certified as a
Health & Productivity
Management Outstanding
Organization (White 500) for thesixth consecutive year since 2017.

Welfare system to support employees
We have created an environment in which employees can work cheerfully with peace of mind by stabilizing the lives of employees and theirfamilies with the following systems: life security measures such as condolence money and various insurance programs, housing measures
such as company housing (only in some areas)/dormitory and housing allowance (new rent subsidies to replace company housing), property
accumulation support measures such as owned property accumulation savings and an employee stock ownership association, welfare proxyservice, a cafeteria plan, an employee cafeteria, retirement benefit plans, etc. Details regarding these systems are reviewed and improved asnecessary, taking into account the current situation and other factors.
Note: With the exception of some systems, non-regular employees are also eligible.

49

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Sustaining stable labor-management relations
We have concluded a union shop agreement with the Kansai Electric Power Workers Union, and have set “company productivity increases
accompanied by improved labor conditions” as a shared labor-management goal. Based on strong relationships of trust that we haveconstructed over our many years of history, we are building good labor-management relations. To keep up these relations, we continue to
strive for mutual understanding by holding management panel discussions between labor and management as we operate business.

◆ Major opportunities for labor-management communication
Management
panel discussions

Labor and management promote communication in the corporate management plan, etc. (held annually)

Management
CouncilLabor and management discuss important matters, such as reorganization (as needed)◆ Correspondence between labor and management concerning employee transfer
Under the collective agreement, the Kansai Electric Power Co., Inc. and Kansai Transmission and Distribution, Inc. shall, when it isnecessary due to business reasons, transfer their employees fairly in consideration of their intentions, living conditions, skills, etc.
Especially when it is necessary to make a wide-ranging transfer, criteria for the transfer shall be discussed with the labor union.

Tackling COVID-19
In order to prevent the spread of COVID-19 and maintain a safe and stable electricity and gas supply, the Group has set up a COVID-19
Response Headquarters and has been striving to restrict movement by promoting the adoption of telework. When commuting to work, we
strictly follow rules regarding mask wearing from the viewpoint of infection prevention. We are also implementing measures to avoid
crowding, such as maintaining enough space between desks in the office environment. In addition, we have introduced a workplacevaccination program and grant employees special leave to receive vaccinations, to ensure the safety and health of employees and theirfamilies as well as to create an environment where they can work with peace of mind.
As it is expected to take time until the COVID-19 infection is contained, we will strive to achieve both infection prevention and sustainablebusiness activities by considering an internet-driven transformation of how we work.

Summary of workplace vaccinations
Vaccination results

Approximately 20,000 inoculations in total (Total of 1st, 2nd, and 3rd vaccinations)

Vaccination sites

Head office and nuclear power plants (Mihama, Takahama, Ohi)

Eligibility

Employees of the Kansai Electric Power Company, Kansai Transmission and Distribution, and their family members,
employees of group companies, and employees of subcontractors who wish to be vaccinated at the above vaccination sites.

50

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Relevant data

Kansai Electric Power Co., Inc.

Targets

2020/32021/32022/3−18,141

17,73917,469−31,85031,93331,963

Average age

−

43.3

43.4

43.3

Average length of service−

22.5 years

22.4 years

22.2 years

Average annual salary−

7.99 million yen

8.36 million yen

8.20 million yen

FY 2030: 1% or more

ー

0.1%

0.3%

FY 2030: 20% or more

ー

ー

11%

Same level as that of female employees

109%

98%

117%

Same level as that of female employees

ー

ー

86%

−

100%

100%

100%

−

ー

ー

96%

FY 2025: 1 month or more

6.8 days

8.3 days

10.4 days

90% or more for each year

97.1%

95.5%

96.4%

−

ー

ー

85.2%

Ratio of mid-career hires inmanagerial positions*1
Rate of childrearing leave utilization
among men*1
Rate of childrearing leave utilization
among women*1
Number of days for childrearing leave utilization among men*1
Rate of paid leave utilization*1
Total working hours*1
Overtime working hours per employee*1−

1886.6 hours/year

1919.4 hours/year

1891.3 hours/year

190 hours

246 hours

247 hours

241 hoursーーー

203 hours

−

148

112

120

−

0.74%

0.58%

0.63%

−

ー

ー

3.20%

Male turnover rate*1

−

0.67%

0.52%

0.62%

Female turnover rate*1

Turnover headcount*1
Turnover rate*1

Kansai Transmission and Distribution, Inc.

Please note that the figures represent those for the Kansai Electric Power Co., Inc. and Kansai
Transmission and Distribution, Inc. unless otherwise specified in the Remarks column.

◆ Diversity and workstyle innovation

Number of employees

Governance

Remarks

On a consolidated basis

Non-consolidated figures for theKansai Electric Power Company

Figures for major Kansai ElectricPower Group companies*2

Figures for major Kansai ElectricPower Group companies*2

Figures for major Kansai ElectricPower Group companies*2

Figures for major Kansai ElectricPower Group companies*2

Figures for major Kansai ElectricPower Group companies*2

Figures for major Kansai ElectricPower Group companies*2

−

1.65%

1.24%

0.68%

Under 30 years old*1

−

1.70%

1.40%

1.58%

30-49 years old*1

−

0.46%

0.32%

0.34%

50 years old and over*1

−

0.70%

0.56%

0.57%

Achieve legal employment rate every year

2.6%

2.6%

2.6%

Achieve legal employment rate every year

ー

ー

2.4%

Figures for major Kansai ElectricPower Group companies*2

Targets

2020/42021/42022/4

Remarks

Number of new hires*1*3

−

373

448

426

Number of hires (new graduates/mid-career)*1

ー

ー

ー

1,792

Figures for major Kansai ElectricPower Group companies*2

2020/32021/32022/3

Remarks

Turnoverrate byage group

Ratio of workers with disabilities◆ Indexes related to female empowerment
Targets
Ratio of female employees*1

−

7.7%

8.1%

8.7%

130 2.4%

136 2.6%

151 2.9%680 5.8%

726 6.2%

868 7.1%

47 1.9%52 2.1%59 2.4%113 2.1%

118 2.2%

114 2.0%−

17.1 years

17.3 years

17.0 years

Targets

2020/42021/42022/4−51 14%

87 19%

84 20%

30% or more for each year

161 21%

236 26%180 23%

Number and ratio of female hires (office jobs)*1*3

40% or more for each year

28 39%

53 47%

49 51%

Number and ratio of female hires (technical jobs)*1*3

10% or more for each year

23 8%

34 10%

35 11%

Number and ratio of female managers*1

Number and ratio of female
senior managers*1
Average length of service for female employees*1

Number and ratio of female hires*1*3

Increase the ratio of female managers in FY 2030
to more than threefold that of FY 2018 (to 6.3%)
Increase the ratio of female managers
to 10% or more in FY 2030.
Increase the ratio of female senior managers in FY
2030 to more than threefold that of FY 2018 (to 4.8%)
Increase the ratio of female senior
managers to 5% or more in FY 2030.

Figures for 2021/3 and before are on a consolidated basis;
figures for 2022/3 are for major companies in the Group*2.

Figures for 2021/3 and before are on a consolidated basis;
figures for 2022/3 are for major companies in the Group*2.

Remarks
Figures for 2021/3 and before are on a consolidated basis;
figures for 2022/3 are for major companies in the Group*2.

*1 Excludes transportation staff and medical staff. *2 The Kansai Electric Power Co., Inc., Kansai Transmission and Distribution, Inc., and 24 major group companies*3 Regular employees hired in each fiscal year are the subject of the calculation.

51

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Occupational Health and Safety

Kansai Transmission and Distribution, Inc.

SOCIAL

Efforts to eliminate industrial accidents
Policy and Concept
About the Kansai Electric Power Group Code of Conduct for Safety
Based on the President’s Declaration: “Ensuring safety is my mission, and the mission of the Company” and applying the lessons learned from
the Mihama Nuclear Power Station Unit 3 accident, we are continuing with the implementation of safety efforts that put preserving the safetyof every person involved in our Group’s business activities first.
Inherent in the beliefs expressed in this declaration, we share “our beliefs about safety” as an everlasting group-wide principle to raiseawareness of safety under the Kansai Electric Power Group Code of Conduct for Safety. Additionally, by practicing safe actions based on the
Safe Action Declaration, we will steadily accumulate achievements in safety and cultivate an unwavering culture of safety.

SystemDirector responsible: Kazumitsu Takanishi (Executive Vice President) of the Kansai Electric Power Co., Inc.
Deliberative body: Safety and Quality Board
Management office: Safety Management Group, Office of Human Resources and Safety Management of the Kansai Electric Power Co., Inc.

Kansai Electric Power Group

Cooperation

Subcontractors and affiliates

Kansai Electric Power Group Code of Conduct for Safety“Our beliefs about safety” “Safe Action Declaration”

Cooperation

Kansai Electric Power

Nuclearpower

Thermalpower

Renewableenergy・・・

KansaiTransmission andDistribution

Safety and Quality Board

Company-wide Safety and
Health Committee

Kansai Electric Power and Kansai
Transmission and Distribution

The Kansai Electric Power
Workers Union

Occupational physician

The key mission of the Safety and Quality Board is to deliberate company-wide activity policies and cross-divisional issues,
thereby cultivating an unwavering group-wide safety culture. The information deliberated by the Safety and Quality Board isshared thoroughly within Kansai Electric Power and Kansai Transmission and Distribution, including group companies, and theBoard cooperates with the Group’s subcontractors and affiliates as necessary.
In addition to the legally mandated safety and health committees at each business location, we have established acompany-wide committee to deliberate safety and health activities from a broader perspective. Through these committees, weensure that the opinions of employees (workers union) are fully reflected, and that labor and management cooperate with eachother to promote safety and health activities.
52

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Goals
Preserve the safety of every person related with the Group and make Zero Accidents a reality.

◆ Lost-time injury frequency rate (LTIFR)*1 trend
National frequency rate
（％）

2.0

1.83

Kansai Electric Power Co., Inc. and Kansai
Transmission and Distribution, Inc.

Group companies*

1.95

1.80

2.09

1.5
1.0
0.5
0

0.43

0.84

0.69

0.49

0.42
2018

0.28

2019

2020

0.28
2021

*1 The number of casualties with at least one day of absence from work due to occupational accidents per million total working hours,
which indicates the frequency of accidents.
*2 Average values of our three representative group companies undertaking major construction projects have been adopted.

Efforts
Fostering an unshakable group-wide safety culture
Based on the lessons from the Mihama Nuclear Power Station Unit 3 accident, we are continuing safety efforts that put preserving the safetyof every person involved in the business activities of our Group first. We share a strong belief that “we will not allow misfortune to occur to thecolleagues who work with us or their families.” We also deepen information sharing and communication. By doing these and other things, we
are working to cultivate a group-wide safety culture that never wavers.
In order to further advance group-wide efforts to prevent accidents, we are pushing ahead with Kansai Electric Power Safety Culture Area
activities. Specifically, we are fostering mutual understanding and sharing knowledge on safety through various meeting structures, etc.
across the Group. We are also working closely with our group companies, including subcontractors, based on a reward system to commend
subcontractors for creative and ingenious safety activities.

PDCA of safety activities
To ensure safety for everyone related with our Group and achieve our unchanged goal, or “zero accidents,” we are working to maintain safe
working environments and prevent accidents from occurring and reoccurring through activities that mobilize the capacities of our organization
with the full participation of employees. Concretely, we analyze the details of accidents that occur each year, communicate with employees andsubcontractors to understand their awareness and perceptions of safety, and based on the actual situation, we hold discussions among relevantinternal departments, including management.
In addition, together with the labor union, we prioritize items to address in the next fiscal year and are engaged in activities on a group-wide basis.
We will seek continuous improvement by running the PDCA cycle of safety activities in each fiscal year. We will also share prioritized items toaddress with our group companies, thereby further enhancing the effectiveness of safety activities.

◆ Prioritized items in safety activities for fiscal 2022

① Create a safe and secure working environment at each business site.
② Make it a habit to think safety and act safely based on danger prediction.
③ Promote safety activities based on bilateral communication with subcontractors, etc.
④ Practice safe driving behavior by all drivers and passengers as a unified effort of the workplace.

Specific safety efforts◆ Efforts in safety education and acquisition of knowledge from outside the company
To raise awareness of our employees and protect the colleagues of subcontractors and others, we provide education for each employee
to practice autonomous safety activities. Besides that, we learn new things throughout our group companies in lectures and in training
programs on safety led by external experts, thereby increasing the level of our Group’s safety activities.
As a result of these efforts, our lost-time injury frequency rate (LTIFR) is lower than the national average.

53

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group◆ Bilateral communication with subcontractors and others

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Thoroughly managing safe driving

When the opportunity presents itself, our employees visit
equipment construction/maintenance sites and are active increating and enhancing opportunities to communicate with
subcontractors, etc. so that we can deepen mutual
understanding and promote safety activities together. By
proactively facilitating bilateral communication, we are
striving to raise safety awareness and reduce the risk ofaccidents.

For employees who drive cars, we have instituted our own
Vehicle Operator Certification System, aiming for a safe
driving level that is one step higher. After receiving education
related to safe driving and practical training, they are given
the vehicle operator certificate. We work to implement
thorough and safe driving management by providing themwith education and training periodically.

Bilateral communication with subcontractors and others

Thoroughly managing safe driving

Relevant data
PolicyKansai Electric Power Group Code of Conduct for Safety
https://www.kepco.co.jp/energy_supply/supply/ichiisenshin/philosophy/chikai.html

Occupational Health and
Safety Policy

Established

Included in the Kansai Electric Power Group Code of Conduct
https://www.kepco.co.jp/corporate/policy/charter/index.html
Included in the Health and Productivity Management Declaration
https://www.kepco.co.jp/sustainability/society/working_style/working_01.html

Lost-time injury frequency rate
(LTIFR)

Number of fatal accidents

2020/32021/32022/3

Non-consolidated

0.42

0.28

0.28

Group companies*

0.69

0.49

0.84

Non-consolidated

0

0

0

* Average values of three principal group companies undertaking major construction work have been adopted.

54

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Human Capital Development

Kansai Transmission and Distribution, Inc.

SOCIAL

Development measures for “human capital” innovation
Policy and Concept
About the Kansai Electric Power Group Academy
We established the Kansai Electric Power Group Academy in 2018 and systematized our corporate training and education systems in order toactualize our Company belief that “developing human capital is the most important thing for prevailing in a severe competitive environment”
along with our Group philosophy of “management that values people.”

Academy Management Office
Human Resources Cultivation Group,
Office of Human Resources and Safety
Management

Academy President(Company President)

Department head*

Department head*1

Department head*2

3

Department head*2

For all employees

For all employees

For all employees

Elective

Group Management
Philosophy Department

Fundamental Personnel
Cultivation Department

Business Personnel
Cultivation Department

Next Generation Leader
Cultivation Department

Practicing Management
Philosophy, etc.

Acquiring Fundamental Skills

Acquiring Expertise and Skills

Management Skills

Leadership

Thinking Abilities

Communication Skills

Resilience

Quality Control

Acquiring Business
Management Skills

Engineering Division
System Operation Division
Power Distribution Division

Perspectives andOutlooks as Managers

Wheeling Sales Division

Acquiring Professional
Skills (Group Head Office)Corporate Planning

Energy Environment Planning

Supply and Demand and Trade
Promotion of Electrical Power

Hydrogen

Site Division

Decision-making Abilities

Customer Solution Division
Nuclear Power Division

Management Knowledge

Thermal Power Division

Procurement

Renewable Energy

Nuclear Fuel Cycle

Corporate Communications

HR/Labor

Accounting

Plant Siting

General Administration

Construction Division

Fuel

R&D

International Division

Hydropower Division

Task Fulfillment Abilities

Telecommunications Division
Civil Engineering Division

Gas DivisionInternal Audit

Logical Thinking Abilities

Presentation Abilities*1: Director, Office of Corporate Planning *2: Director, Office of Human Resources and Safety Management*3: Division Manager of Each Division and President of Kansai Transmission and Distribution, Inc.

Personnel development policies
The Kansai Electric Power Group Academy implements capability development measures to empower each employee to be dynamic in theirwork, willingly taking on challenges to grow through new workstyles with a view of realizing the “Kanden Transformation,” supporting“autonomous career development” of employees.
Specifically, we will practice personnel development measures to change awareness and behavior, which is necessary to embody ourmanagement philosophy. Along with that, we will implement measures to enhance individual employees’ strengths and improve orovercome challenges that require deeper understanding, ensure that expertise is handed down to the next generation, improve productivity,and create added value driven by digital technology.
55

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts
Measures for “human capital” innovation

FosterRecognizing that the source of the power to move forward with the initiatives set
forth in the medium-term management plan is each and every employee, theKansai Electric Power Group aims to create a virtuous cycle in which each employee
plays an active role with willingness to grow and take on challenges while making
the most of their diverse attributes. Their growth and achievements will eventually
improve profitability and sustainable growth for our corporate organization.
Specifically, we are working to maximize the success of all employees in various
fields through a series of processes such as human resource discovery, training,
reassignment and appraisal.

Training

Find

Discovery

Organic humanresource management
through a combinationof human resource
discovery, training,
reassignment andappraisal

Utilize
Reassignment

Recognize
Appraisal

Find

Discovery

Utilize

Reassignment
Innovation area

◆ Adoption of an in-house application system

Group businessarea(e-challenge system)

Career challenges

Supporting the independent career development of all
individuals, we have implemented an in-house application
system that allows employees to take on the challenges ofdiverse careers and fields. Based on high levels of motivation,
they can exercise their abilities to their maximum extents
even more than before.

Participationin new businessprojects, etc.
Going on to
university

International
business area
High-levelspecialty area
(Specific divisions)

Voluntary challenge(application system)

Objective

Career goal

Global businessDramatic growth of international business

Career mainly in international business areas

New business creation

Further promotion of innovations

Career mainly in new business areas

Core group business

Further growth of group business

Career mainly in core group business areas

Improvement of skills indispensable for
future business operation

Highly specialized and specific career

Renewable energy businessDramatic growth of renewable energy
business

Career mainly in renewable energy business area

Hydrogen businessDramatic growth of hydrogen business

Career mainly in hydrogen business area

Super Specialists
Data scientist
Cyber security engineer
Digital consulting
Advanced technology development
Fuel trading

Dual work challenges

Aiming for further growth through diverse work experience, in addition to their original work,
participants take on another type of work (specific project work, etc.) during some of their working hours[Career challenges]
FY 2018

FY 2019

FY 2020

FY 2021

Cumulative total

Year-on-year change

Number of applicants

124

44

88

121

377

+33

Number of successful
applicants

20

13

33

27

93

-6

[Dual work challenges]
FY 2018

FY 2019

FY 2020

FY 2021

Cumulative total

Year-on-year change

Number of applicants

18

24

10

49

101

+39

Number of successful
applicants

14

15

８

26

63

+18

56

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Career design
As an initiative to support the career development of employees, we provide superiors with an opportunity to interview
their subordinates once a year. The interviews are held based on a Career Design Sheet that describes each individual’s
strengths, challenges requiring deeper understanding, career plans, etc. Each employee’s characteristics and career plan
are shared with his/her superiors, and are also used for OJT and reassignment for the purpose of supporting our
employees’ career development.

◆ Independent career development support tool
In order to create an environment in which employees
can think deeply about their own careers, gainawareness, and grow, we have published a Self Design
Book, a support tool for independent careerdevelopment. By reading this booklet, thinking overthe content, and learning through various questions
regarding “what you want to be, what you want tovalue, and how you should act as the environmentchanges toward the future,” employees can receive
hints on how to form their own careers.

FosterTraining

As part of personnel development measures through the Kansai Electric Power Group Academy, we support employees who
are looking to improve their abilities and advance in their careers by providing stratified training for early development,
specialized training to enhance their business expertise, as well as an executive candidate development program. Moreover,with the personnel appraisal system and the in-house application system, our employees will have more willingness to growand feel more motivated and rewarded.

◆ Our training and development systems
Training is focused on active
learning so employees can playtheir expected roles and exert
expected abilities.

Optional training is provided tocomplement each individual’s
strength and necessary training forearly personnel development.

Training is provided to strengthen
management skills to increaseorganizational performance.

Responsible
persons
Base level
Stratified
training
Elective
training

New
employeetraining

Ⅰ

Ⅱ

Support for
growthAdvanced
level

Ⅲ

Ⅰ

Managers

Follow-up

Ⅱ

Ⅲ

Ⅱ

Ⅲ

Follow-up

Elective trainings

Training forexecutive
candidates
Specialist
training

Application
level

Ⅰ

Ⅳ

Ⅴ

Division-specific training (skill training / work knowledge training / expert theory training)
Internal certification tests, certification bonuses, challenge training,outside correspondence education, e-learning, etc.

Total number oftraining participants

31,44257

Hundreds of specialized training
sessions are provided so theexpertise and skills will be improved
and handed down. Each trainee’s
target and acquisition status ofprofessional skills is clarified for theirtraining in a planned manner.

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Next generation leader development—Executive management candidate development
Amid the drastically changing environment surrounding the Group, we need to break away from prior precedents andcultivate early and systematically next-generation leaders who will drive innovation. In view of this, we are adopting
step-by-step outside training programs for employees as a stretch opportunity to advance their careers. We are crossing
conventional work divisions and incorporating interactions with different types of work as well as implementing
curriculums that always link to business strategies.
With a program V newly established in the Change Leaders Program (CLP) in fiscal 2021 for executive candidates, we haveintroduced curriculums designed to be linked to the succession plan.

Ⅰ

Ⅱ

Ⅲ

Logical thinking
abilities
Presentation abilities

Management
knowledge

Management
knowledge
Task fulfillment
abilities• Problem solving andstrategy planning
through case analysis• Strengthening
presentation abilities
through presentation
exercises• Knowledge acquisition
through in-company
training and e-learning• Self-growth throughcareer interviews• Commuting tobusiness school• Interaction withoutside leaders• Action learning as per
the Company’stransformation
concept(Business strategies,
marketing, etc.)

Ⅳ

Ⅴ

Perspectives andoutlooks as
managers

Communication anddecision-making
skills as managers• Commuting tobusiness school• Interaction withoutside management
executive candidates• Forming the“backbone” as amanagement
executive• Commuting tobusiness school• Interaction withoutside management
executives• Forming the“backbone” as amanagement
executive◆ Creating opportunities for interaction between management and employees
Opportunities for interaction between management and employees have been provided since fiscal 2021. The
management motivates employees at milestones in their business careers, and interaction provides chances for sharing
thoughts as well as eliciting employees’ opinions and ideas.
Specifically, the management and trainees exchange opinions in small groups in conjunction with stratified training six
months after the trainees join the Company and when they are newly appointed as managerial personnel.

◆ DX personnel development—Strengthening expertise that will be a source of competitivenessFor the realization of digital transformation (DX), we are developing DX personnel to advance efforts to increase
productivity and generate added value utilizing digital technologies. Specifically, we are implementing “data analysis andvisualization training” intended for all departments, on-the-job training (OJT) at K4 Digital Company, and similar programs.

◆ Support for self-growth
A variety of systems have been developed as an opportunity to motivate each employee to develop their abilities andmake autonomous challenges.
Certification bonus
system

A system to provide money gifts to employees who passed the company-designated national exams for the encouragement of acquiring
qualifications highly related to their work
(approx. 200 qualifications, up to 500,000 yen)
• Increased amounts of gift money are provided to those who acquired the company-designated important qualifications early(maximum increase of up to 200,000 yen)

Challenge training

Application-based training to support employees who voluntarily strive to have a broader viewpoint in a wide range of fields, which isdifficult in routine work
A variety of courses provided in three categories: “hands-on/tour type,” “related to business at the Company,” and “qualification acquisition”

Outside correspondence
education and e-learning

Broad range of outside correspondence education and e-learning provided, from business skills to cutting-edge IT skills that serve as growth
opportunities to motivate employees to develop their abilities and autonomously take on the challenge of expanding their horizons58

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Recognize
Appraisal◆ Personnel appraisal system
We have put in place a mechanism to carefully evaluate* each employee’s “attitude, abilities and qualities” and “level ofcontribution” to our corporate performance from the perspective of practicing our management philosophy, reflecting
these in their salaries, etc., to provide employees with more willingness to grow and feel more motivated and rewarded.
Appraisal results are reported from superiors to subordinates. In addition, communication opportunities for further growth
are provided.
We have also adopted a multidimensional appraisal system, and introduced it for managers above a certain level as of
fiscal 2021.
* When evaluating employees with exceptional attitudes, abilities, and qualities, the system is designed to allow additional points other than the points awarded
within the prescribed range.

Relevant data

Number of trainees (in total)
Hours spent in learning per employee
Total training costs
Training cost per employee

2020/32021/32022/3Year-on-year change

34,47829,414

31,442*

2,028

36.3 hours

36.9 hours

40.2 hours*

3.3 hours

1,738 million yen

1,540 million yen

1,462 million yen-78 million yen

86,300 yen

85,800 yen

83,000 yen-2,800 yen* Estimated results

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SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Responsibilities Toward Customers

Kansai Transmission and Distribution, Inc.

SOCIAL

Securing a stable supply of energy
Policy and Concept◆ Energy self-sufficiency rates of major countries

Energy risks faced by Japan(for 2019, except FY 2020 for Japan)

Japan’s energy self-sufficiency rate is around 11%, including nuclear
power generation, which is a very low value compared to majorcountries in the world. For most of its fossil fuel needs, Japan must rely
on imports. Since energy resources on the earth are not inexhaustible,
stably securing energy resources is a top-priority issue for Japan. For
continued stable supply of energy in the future, it is vital to combine
various power generation methods in a well-balanced manner, while
not relying on only a single power generation method.

（％）

Energy self-sufficiency rate

200

175

100 Self-sufficiency
rate
11％
0

23

11
Japan

Italy

54

35

Germany France

71

80

UK

China

198

104

USA

CanadaRussiaSource: Federation of Electric Power Companies of Japan, “Consensus document on nuclear power”

Decarbonization drive
The Japanese government pledged in October 2020 to achieve carbon neutrality by 2050. Moreover, at the climate change summit in April
2021, it announced a greenhouse gas reduction target of 46% below fiscal 2013 levels by fiscal 2030. Taking these targets into account, the
6th Strategic Energy Plan, which was announced in October 2021, sets out energy policies to achieve carbon neutrality by 2050, with a 46%
reduction in fiscal 2030.

Facility configuration based on S+3E
With decarbonization movements gaining momentum, energy supply fails to keep up with demand. We therefore give top priority to Safety(S) while seeking an optimum, well-balanced combination of power sources to simultaneously achieve 3E, namely Energy security, Economy,and Environmental conservation. Specific measures include transforming renewable energy into the main power source, leveraging nuclear
power to the fullest, achieving zero carbon in thermal power generation and using zero-carbon hydrogen.

◆ Changes in power source composition
RenewableenergyNuclearpower

Thermal
power

(GW)

40

Himeji No. 1 Power
Station Unit 5 (1995)

Hydroelectric
power

Mihama Unit 1(1970)

30

Takahama Unit 1(1974)Ohi Unit 1(1978)

Maizuru Unit 1(2004)

Sakaiko Unit 1(2009)(replacement)

Wakasa Takahama (2014)
Wakasa Ohi (2013)
Sakai Solar Power Station (2011)

Himeji No. 2 Power
Station all units(2015) (replacement)

Ohi Unit 4(1992)(locations)

200
180

LNG units introduced
beginning 197420

Locations

160

10

140

0

120
51.5/155

60

65

Kurobegawa No. 4(1960)

70
Kisenyama*(1969)

75
Okutataragi*(1974)

80

85

Okuyoshino*(1978)

90

95
Okawachi*(1992)

00

05* Pumped storage
power plant

10

15

20

21 (FY)

Dashidaira(2015)Goals
The Kansai Electric Power Group is pursuing carbon neutrality by 2050 throughout the entirety of our business activities, including the power
generation business, as declared in the Zero Carbon Vision 2050 and the Zero Carbon Roadmap, which outlines a pathway to zero carbon.
Giving top priority to “S” (Safety), we are gearing up to achieve zero carbon in all electricity production while optimizing combinations of
power sources to simultaneously achieve the 3Es (Energy security including stable supply, Economy, and Environmental conservation).

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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts
Approach for stable fuel procurement◆ Kansai Electric Power purchasing record of fuel forthermal power generation in FY 2021

Our ongoing efforts include securing procurement of fuel, improving
flexibility in responding to fluctuations in power demand, and further
improving the economic efficiency of the operations. Specifically, ourefforts involve diversifying suppliers and pricing systems, and taking
part in the LNG value chain from production to receiving of LNG,
including upstream (interest acquisition) and midstream(transportation, etc.) operations, with various business activities
underway.
Fuel prices, meanwhile, are soaring along with short supply due to theincreasingly tense international situation caused by the war in
Ukraine. We will thus continue to focus on international affairs andfuel market trends to secure fuel in a stable and cost-effective manner

Purchased amount by fuel source (LNG equivalent)

Other

27%

Crude oil1%

Crude oilpurchasing
recordOther(Heavy oil, LPG, etc.) 10%

Australia

41%

Other

23%

LNG
purchasing
recordTotal for Kansai
Electric Power
8.108 million
tonnesCoal

22%
Indonesia 73%
Other 5%

Qatar

LNG

Indonesia

10%

67%

11%
Totals: LNG equivalent

Coalpurchasing
recordIndonesia

13%

U.S.

14%

Australia

84%

Note: The total may not add up to 100%due to rounding.

Enhanced spot trading for agile LNG procurement and sale
In an effort to deal with power demand fluctuations, KE Fuel
Trading Singapore Pte. Ltd., which was established in April 2017 tosecure procurement of LNG and expand our sales network, plays apivotal role in extending our information gathering network basedin Singapore, the LNG trading hub in the Asia Pacific region.
The role of KE Fuel Trading Singapore includes timely gathering of
information such as spot LNG trading and promotion andimprovement of our flexible LNG procurement/sale systems.

Pacific market

Singapore

Developing a full-scale nuclear fuel cycle
Uranium, a fuel for nuclear power generation, is produced in politically stable nations, which enables a stable supply. It can also be a“semi-domestic energy resource” mainly because a small amount of uranium is required for long-term power generation and spent fuel canbe reprocessed and used again as fuel. Promotion of the “nuclear fuel cycle,” a cycle of re-using uranium and plutonium out of fuels used atnuclear power plants, is a practical way to effectively use energy resources and secure stable energy for Japan, a resource-poor country.
Uranium mine
Uranium ores

Yellowcake

Uranium hexafluoride(UF)Smelting plant
Conversion plant
Reprocessing plant
High-level radioactive waste

Reprocessed uranium
Recycling(reprocessed uranium and plutonium)

High-level radioactive waste
management facilities

Uranium enrichment plant

MOX fuel* fabrication plant
Spent fuelUranium hexafluoride(UF)

MOX fuel*
Spent fuelHigh-level radioactive waste
disposal facilities

Uranium dioxide(Depleted uranium)
Reconversion plant

Spent fuel interim
storage facilities

Nuclear power plant(with light-water reactors)

Uranium dioxide(UO)Uranium fuelLow-level radioactive waste

Uranium fuel fabrication plant
Low-level radioactive waste disposal facilities* MOX (mixed oxide) fuel: Plutonium mixed with depleted uranium

Source: “Nuclear Power and Energy Drawings” (Japan Atomic Energy Relations Organization)

Interim storage facility
Spent fuels are stored in a spent fuel pool inside power stations for a certain period of time and then transported to a reprocessing plant. In
case the pool is filled to capacity, the power station cannot be operated. For this reason, spent fuels have to be taken out in a planned
manner. Installation of an interim storage facility, in which spent fuels are temporarily stored, enables the stable operation of power plants into
the future. With the “Plan to promote measures for spent fuel” set up in 2015, we are working on selecting the candidate sites for interim
storage facilities outside Fukui Prefecture, to be finalized by the end of 2023 for planned commencement around 2030.
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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Initiatives prioritizing safety at nuclear power plants
To prevent the lessons of the Mihama Nuclear Power Station Unit 3 accident from fading away

Policy and Concept
On August 9, 2004, an accident involving the rupture of secondary system piping occurred at Mihama Nuclear Power Station Unit 3. Based on
the President’s Declaration “Ensuring safety is my mission, and the mission of the Company,” we have strictly implemented
recurrence-prevention measures, with a firm determination that we shall never cause such accidents. The Nuclear Power Division has
established Five Basic Principles as preventive measures that form part of our quality policy concerning the operation of nuclear powerbusinesses with safety as the top priority. These measures are revised as necessary for safety improvement purposes. Making every August 9th
our “Safety Vow Day,” every employee observes a moment of silence. We are working to cultivate a safety culture in order to implementbusiness management with safety as the top priority and prevent the lessons of the Mihama Nuclear Power Station Unit 3 accident from fading.

◆ Quality policy concerning the operation of nuclear power businesses

with safety as the top priority

1. We will prioritize safety above all.
2. We will positively invest resources for safety purposes.
3. We will fully recognize the characteristics of nuclear power andcontinue our effort in reducing risks.
4. We will put our endeavor to recover the trust of plant-hosting
communities and the whole country by further pushing ahead withthe communication with them.
5. We will objectively assess our effort toward safety.

Goals
Give top priority to safety in business operations, based on lessons learned from the accident at Mihama Nuclear Power Station Unit 3.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Efforts“Safety Vow Day”
• A stone memorial was erected in the premises of the Mihama Nuclear Power Station with a pledge not to repeat similar accidents.
• All employees shall commemorate the victims of the accident with a moment of silence every year on August 9 at 15:22 (the time of theaccident) with each individual renewing his/her determination to give top priority to safety.
• The President and others renew vows of safety and observe a moment of silence before the stone memorial every year.
• All employees review their Conduct Cards on which they have written their own safe conduct oaths.

Communication between management and front-line workers
All offices are visited by the president while executives (including those of other divisions) engage in face-to-face discussions with power
station staff. It is an opportunity for front-line workers to communicate their opinions to management.

Improved communication with manufacturers and subcontractors
Continuous improvements are made through interactive communication to ensure the safe operation of nuclear power plants as well as
strengthening the cooperative relationships we have with manufacturers and subcontractors. Opinions collected through questionnaires
contribute to developing our safety culture, identifying unsafe operational practices in nuclear power plants and improving the work
environment.

Door-to-door visits with local residents
Our employees, including the Director of the Nuclear Power Division, visit each household in communities where our power plants arelocated (towns of Mihama, Ohi and Takahama in Fukui Prefecture) to engage in mutual dialogue.

In-house training
Tailor-made training courses are provided to all employees, from new recruits to newly-appointed managers, to brief them on the accident at
Mihama Nuclear Power Station Unit 3 and help them learn lessons from it.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Establishment of a company proclamation: Commitment to Enhancing Nuclear Safety

Policy and Concept
In response to the accident at the Tokyo Electric Power Fukushima Daiichi Nuclear Power Station, we established our Commitment toEnhancing Nuclear Safety, which clearly states our ideals about nuclear power safety, as a company proclamation that is one of our mostimportant company rules. The company proclamation underlines our determination to constantly improve safety in nuclear power generation,
whereby all executives and employees fully understand the characteristics and risks of nuclear power generation and always remindthemselves of the potential magnitude of an accident, with the President playing a leading role in making company-wide efforts to protect
local communities, society and environment.

◆ Composition and summary
Preface

Every one of us shall remember the lessons learned from the Fukushima-Daiichi nuclear
accident and ceaselessly strive to enhance nuclear safety to protect the people not only inthe plant-hosting communities but also the whole country, and to preserve the environment.

Characteristics of nuclear power
generation and risk awarenessNuclear power generation has superior characteristics in terms of energy security, prevention of global
warming and economic efficiency, and is an essential power source for the future. On the other hand,
nuclear power generation has risks of radiation exposure and environmental contamination. Every one of
us shall always bear in mind that once a severe accident happens due to lack of proper management, it
could cause enormous damage to the people and the environment.

Continuous removal/
reduction of risk

To enhance nuclear safety, we shall fully understand the characteristics and risks of nuclear power
generation and continually remove or reduce such risks while identifying and evaluating them, neverbelieving at any moment that we have reached the goal of ensuring safety. These efforts shall be
conducted at each level of the Defense-in-Depth.

Development of safety culture

Safety culture is the basis for continuously removing or reducing risks. Since the accident of Mihama
Nuclear Power Station Unit 3, we have been reviewing and improving our safety culture, and we shalldevelop such safety culture.
To this end, we shall always be ready to question anything, learn from others and listen to the voices ofsociety and discuss issues uninhibitedly while respecting diverse opinions with further efforts.

Commitment to enhancing
nuclear safety

Enhancing nuclear safety is the overriding priority in the company. It is also important to promote
two-way communications with the people in the plant-hosting communities and the whole country, andto share common perceptions on nuclear safety.
Under the President’s leadership, every one of us shall work together to tirelessly enhance nuclear safety.

Goals
Every one of us shall remember the lessons learned from the Fukushima Daiichi nuclear accident and ceaselessly strive to enhance nuclear
safety to protect the people not only in the plant-hosting communities but also the whole country, and to preserve the environment.

Efforts
In-house training• A series of e-learning training courses are in place to help all employees understand our Commitment to Enhancing Nuclear Safety.
• Each department voluntarily holds group discussions while managers communicate safety messages to raise safety awareness among
employees.

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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Safe and stable operation of power plants

Policy and Concept
Take all possible measures to safely and carefully operate and maintain nuclear power plants, underlining our determination to constantly
improve their safety.

SystemNuclear Power Stations
Administration and Strategy
Department

Nuclear Power Training Center

Nuclear Power Safety &Technology Department
Nuclear Power Division
Nuclear Power Generation
Department

Decommissioning Management &Engineering Center

Nuclear Fuel Department

Environmental Monitoring Center

Community Relations Division

Nuclear PR Center

Goals
Giving top priority and paying the utmost attention to safety, we ensure safe operation and proper maintenance of Units 3 and 4 of the
Takahama Nuclear Power Station and the Ohi Nuclear Power Station, and Mihama Nuclear Power Station Unit 3, each of which has resumed
operations. Our voluntary efforts to ensure safe and stable operations will continue with the safety of our nuclear power plants improved
continuously.

Efforts
Key safety measures◆ Careful inspection and examination
In an effort to ensure the safe and stable operation of our nuclear power plants, facilities and instrumentation are regularly inspected andshut down in accordance with the relevant laws and regulations, all of which is intended to protect shop-floor employees andmaintenance personnel.
• Data on regular inspection results and facility conditions is reviewed to determine the content and frequency of inspections according to
the characteristics of each facility. This approach serves as the basis of our inspection and maintenance protocol.

◆ Education and training of plant employees (operators, maintenance personnel, etc.)
Improving the technical skills of shop-floor employees (operators, maintenance personnel, etc.) is key to the safe and stable operation of
nuclear power plants. In-house and external training is conducted on a regular basis.
• OJT is conducted through routine practice.
• Operators regularly simulate normal operating procedures and practice troubleshooting.
• Maintenance personnel are trained on inspection work at the Nuclear Power Training Center, using the same instrumentation one wouldfind at a power plant.

◆ Five-layered wall structure to contain radioactive substances
Uranium nuclear fission at nuclear power plants produces radioactive substances, which are contained in a building with a five-layered
wall structure (pellets, cladding tubes, pressure vessels, containment vessels and external shielding walls).

◆ In-depth defense system
Nuclear power plants are designed to prevent malfunctions and operational errors when, in the event of failure, reactors are immediately
shut down, followed by the cooling and containment of radioactive substances.

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SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

◆ Reactor cooling system
Following a shutdown, residual heat removal pumps are activated to operate coolers, which cool the primary system water. In the event of acomplete power loss, auxiliary feed pumps powered by steam-driven turbines feed water to steam generators, which cool the primary system water.

Safety measures to deal with various risks◆ Toward improved safety and confidence
Learning lessons from the accident at the Tokyo Electric Power Fukushima Daiichi Nuclear Power Station, the new regulatory requirements
provide measures against earthquakes and tsunamis, with design standards revised to prevent similar accidents; taking into account therisks of natural disasters in Japan, these standards cover various other risks such as volcanic eruptions, tornadoes and forest fires.
Complying with these new regulatory requirements, we are renovating our licensed power plants to protect them against severe
accidents, earthquakes, tsunamis, tornadoes and fires. At the same time, voluntary efforts are underway to improve plant safety.

◆ Nuclear material protection
Security measures (zoning, barrier installation, patrol, intrusion detection, access control, etc.) are in place in compliance with relevant laws
and regulations to protect nuclear materials from theft and those who might attempt to damage or destroy the nuclear facilities. The
police and the Japan Coast Guard, moreover, are immediately notified of any emergencies to take concerted action. At the same time,
security measures are reviewed mutually by all nuclear power operators to make improvements with other operators through learning.

Improving technical capabilities and systems in the event of a severe accident◆ Conducting nuclear power disaster response training in collaboration with national and local governments
Disaster response training programs are underway at our nuclear power plants, the Nuclear Power Division and the head office, some ofwhich are conducted in collaboration with national and local government, manufacturers and subcontractors. Specifically, comprehensive
training programs are conducted without prior notice to participants, simulating severe conditions, where emergency response
capabilities are tested for improvement purposes. This includes the feasibility of post-accident remedial measures using water trucks andalternative portable low-pressure water pumps, which is already part of routine drill exercises at each of our power plants, and theexamination of the communication systems in place for each task force.

◆ Education and training tailor-made for each role and responsibility
Supervisors and operators undergo repeated education and training according to their roles and responsibilities, in how to respond to asevere accident. This is to improve their emergency response capabilities and technical skills. Contents and target employees of thiseducation and training were made more diversified than those at the time right after the accident at the Tokyo Electric Power Fukushima
Daiichi Nuclear Power Station. In fact, the total number of trainees training on plant behavior during a severe accident has increased
significantly, as has the frequency of training on emergency response procedures.

Creating a response system◆ Improving the out-of-hours response system
Emergency personnel stand by around the clock at Mihama, Takahama, and Ohi Nuclear Power Stations, taking into account findings
learned from the accident at the Tokyo Electric Power Fukushima Daiichi Nuclear Power Station. They are in charge of the initial responseto an incident, where resources are mobilized within six hours after an accident has been declared.

◆ Improving the Nuclear Emergency Assistance Center
The Nuclear Emergency Assistance Center (at Mihama, Fukui Prefecture) was jointly established by nuclear operators and went intofull-scale operation in December 2016. Here remote-controlled equipment and instruments have been upgraded for flexible, advanced
disaster response while emergency personnel of respective nuclear operators are trained. In the event of an emergency, equipment andinstruments can be transported to a disaster site, with remote-controlled assistance provided to jointly minimize radiation exposure of
shop-floor employees.

◆ Cooperation between nuclear operators
Nuclear operators are expanding their cooperative relationship to further improve the safety and reliability of their operations.
● Mutual cooperation agreement between five electric power companies in western Japan
A mutual cooperation agreement has been signed between our Company, Chugoku Electric Power, Shikoku Electric Power, Kyushu
Electric Power, and Hokuriku Electric Power. This agreement is designed to improve preparedness and emergency responses to nuclear
power disasters by providing mutual assistance, equipment, instruments, etc., as well as taking advantage of their geographicalproximity. There is also agreement to cooperate in conducting decommissioning in a safe, well-organized manner and setting up
special facilities to deal with designated severe accidents, all intended to further improve the safety and reliability of nuclear power
generation.

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SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

● Technical cooperation agreement between four electric power companies with pressurized water reactors (PWRs)

A technical cooperation agreement has been signed by four companies (Hokkaido Electric Power, Kansai Electric Power,
Shikoku Electric Power, and Kyushu Electric Power) that own the same pressurized water type nuclear power plant. With this agreement inplace, the four companies, each of which operates PWRs, exchange their technical knowledge and experience, where they share information
on power plant operation management in other countries and examine new technologies to further improve reactor safety.

Supporting municipal evacuation plans◆ Efforts toward nuclear emergency preparedness
While a variety of safety measures are in place at our nuclear power plants, we cooperate with national and local governments inminimizing impacts on local residents in the event of a nuclear disaster involving the massive release of radioactive substances. These
activities are in line with relevant laws including the Disaster Countermeasures Basic Act and the Act on Special Measures Concerning
Nuclear Emergency Preparedness. Nuclear operators are and will be making full efforts to ensure nuclear safety and prevent disasters incooperation with national and local governments.

◆ Communication in the event of a nuclear disasterIn the event of a nuclear disaster, we as nuclear operators shall immediately report to the relevant authorities at all levels; all the parties
concerned shall get together at the Offsite Center to share information and determine protective measures for local residents as thesituation demands, while the nuclear disaster task force of each municipality communicates the center’s decisions to local residents.

◆ Supporting nuclear disaster victims● Providing transportation for evacuation

We shall mobilize all resources available to help local residents evacuate; this includes the provision of evacuation supervisors andtransportation such as employee shuttle buses, welfare vehicles and contracted helicopters and vessels.
● Assisting and managing testing during an evacuation
At the request of municipalities, we shall assist and manage testing at the time of evacuation, targeting all those evacuated from theUrgent Protective action planning Zone or UPZ. Inspectors shall be provided along with equipment such as contamination survey
meters and Tyvek suits.
● In order to increase the number of inspectors for evacuation (to secure about 3000 inspectors), agreements between nuclear operators
were revised in March 2021.
● Providing necessities
We provide necessities such as food and blankets as well as radiation protection facilities.

◆ Participating in relevant municipal governments’ emergency response drills
We cooperate in relevant municipal governments’ emergency response drills where we provide buses, welfare vehicles, and staff for
testing to support and facilitate evacuation of residents. We will continue this cooperation to help evacuate residents in times of disasters.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Over 40 years of operation

Policy and Concept
Nuclear power, a well-balanced energy source contributing to 3E (Energy security, Economy and Environmental conservation; achieving azero-carbon society), is essential in resource-poor Japan. As a result, nuclear power generation should be maintained at a certain level toensure energy security and develop technical/human resources, whereby accident-proof nuclear power plants can be operated for over 40
year-spans. Therefore, we will be making the most of our nuclear power plants, placing a premium on their safe operation.

Goals
We ensure safe and stable operation of the over 40-year-old Mihama Nuclear Power Station Unit 3, which has restarted recently. Takahama
Nuclear Power Station Units 1 and 2 are also gearing up for restart, with safety improvement construction completed and activities such as
tests, inspections, and drills underway.
In addition, we aim to communicate the importance and safety of operating nuclear power plants for over 40 years to local communities andresidents.

Efforts
Our Company has always maintained the durability of our nuclear power plant facilities by continuously implementing maintenance andmanagement, including regular inspections and planned equipment replacements. At the time of our application for an operation period
extension for 40 years from the starting month of operation, in accordance with the law, for Takahama Nuclear Power Station Units 1 and 2
and Mihama Nuclear Power Station Unit 3, special inspections were carried out for reactor vessels and other equipment. In addition, technicalevaluations of degradation from age were carried out, confirming that the durability of important facilities for safety could be assured even for
an operation period of 60 years. After these examinations, we received operation period extension approvals from the Nuclear Regulation
Authority for both power stations.
Mihama Nuclear Power Station Unit 3 restarted in June 2021 with the consent of the local communities, and safety improvement construction
has been completed at Takahama Nuclear Power Station Units 1 and 2 where inspections, drills, etc. are underway to resume operation.
In addition, we are communicating face-to-face with stakeholders through plant tours, community events and participation in briefing
sessions and lectures to help them better understand our nuclear power plants’ operation of more than 40 years. We will also continue toproactively communicate with the public as well as communities near the plants.

Mihama Nuclear Power Station Unit 3, back in operation

Online energy seminar as part of external events68

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Reliable decommissioning processes

Policy and Concept● We comply with the relevant laws and regulations on decommissioning, while giving top priority to safety in order to minimize exposure,

reduce radioactive waste and properly manage security measures.
● We have designed safe decommissioning procedures and processes, incorporating effective decontamination techniques,remote-controlled equipment and measures to prevent the spread of contamination–all intended to minimize the exposure of thoseengaged in radiation-related work, strictly complying with statutory dose limits. In addition, a safe storage period is set for zones withrelatively high radiation levels, taking into account the attenuation of radioactivity.
● We will continue to work on a series of measures for safe decommissioning, environmental conservation and regional development,
according to the Agreement on Nuclear Power Plant Decommissioning, which was signed with Fukui Prefecture, Mihama Town and Ohi
Town.

Goals
Securing human and environmental safety
With safety prioritized, we will focus on minimizing exposure and radioactive waste as well as properly managing security measures.

Designing safe decommissioning procedures and processes
We will design safe decommissioning procedures and processes, incorporating effective decontamination techniques, remote-controlled
equipment and measures to prevent the spread of contamination, as well as operating waste disposal facilities to minimize the exposure ofneighborhood residents and those engaged in radiation-related work.

Foolproof system
The Decommissioning Management & Engineering Center cooperates with subcontractors in decommissioning nuclear power plants in asafe and foolproof manner.

Activities according to the Agreement on Nuclear Power Plant Decommissioning
We will continue to work on a series of measures for safe decommissioning, environmental conservation and regional development.

Efforts
Radioactive waste treatment and disposal◆ Solid radioactive waste treatment

Non-radioactive general waste accounts for about 97% of decommissioning waste while radioactive waste is disposed of at designatedfacilities prior to completion of decommissioning in accordance with its radioactive level.
Meanwhile, waste that does not need to be treated as radioactive waste (clearance) is recycled as much as possible, following approvalby the national government.

◆ Treatment of gaseous and liquid radioactive waste
Gaseous and liquid radioactive waste is properly treated before being released into the environment, with strict monitoring in place.

Decommissioning with safety prioritized
Decommissioning broadly consists of four stages that take about 30 years to complete. Appropriate measures are in place fordecommissioning, with the highest priority given to safety. In July 2022, sections in charge of decommissioning work were newly set up in the
Mihama Nuclear Power Station and the Ohi Nuclear Power Station, which strengthens our decommissioning system.

◆ Decommissioning at Mihama Nuclear Power Station Units 1 and 2○ Dismantling of equipment, etc. in the turbine buildings
Dismantling of contamination-free equipment, etc. was carried out at the turbine buildings (items that may serve as obstacles to thedismantling process such as piping, frames, and other small pieces of equipment) in addition to large equipment such as turbines,
condensers, and deaerators.
○ Transportation of new fuelNew fuel (unused fuel assembly) kept in the power plants is being shipped in transportation casks for processing at fuel fabrication
manufacturer plants at home and abroad.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

◆ Decommissioning at Ohi Nuclear Power Station Units 1 and 2○ System decontamination
Using chemicals, we conducted work to remove radioactive substances on the inner surface of equipment and piping, a process toprotect workers from radiation exposure and facilitate dismantling.
○ Dismantling of equipment, etc. in the turbine buildings
Dismantling of contamination-free equipment, etc. is underway at the turbine buildings (items that may serve as obstacles to the dismantlingprocess such as piping, frames and other small equipment) in addition to large equipment such as turbines and moisture separator heaters.

Activities as a pioneer of decommissioning◆ Japan’s first decontamination of a pressurized water reactor (PWR) system
The system decontamination procedure underway at Mihama Nuclear Power Station Units 1 and 2 is unprecedented, involving thedecommissioning of PWRs, which requires advanced and special techniques. Therefore, any and all literature on systemdecontamination and plant manufacturer expertise were extensively surveyed from sources both home and overseas from theperspectives of “foolproof decontamination” and “reduction of waste produced by decontamination.”
This has led to cooperation with overseas manufacturers with proven track records in decontamination and with domestic
manufacturers producing the same equipment as those used in Mihama Nuclear Power Station Units 1 and 2 (and hence well-versed in
all aspects of the station). As a result, as originally planned more than 90% of the radiation has been removed, with safety prioritized.

◆ Learning from the world
The work at Mihama Nuclear Power Station Units 1 and 2 is expected to pioneer the decommissioning of PWRs while research on
decommissioning is underway in partnership with universities and the Wakasa Wan Energy Research Center.
In addition, information sharing agreements are in place with nuclear operators in US, France, Spain, South Korea, etc. on many aspectsof nuclear power generation (including decommissioning) to learn from safety improvement measures in these countries.

Cooperation with nuclear operators in Japan
We signed an agreement with Hokuriku Electric Power, Chugoku Electric Power, Shikoku Electric Power and Kyushu Electric Power oncooperation across nuclear power businesses to facilitate safe decommissioning including reviewing techniques and procurement forlarge-scale decommissioning, information sharing on decommissioning processes, etc.

◆ Review of techniques and procurement for large-scale decommissioning
Measures such as joint material procurement are underway for safety and efficiency improvement purposes, according to the scheduleof large-scale decommissioning projects at each power company including the inspection of the reactor interior, etc.

◆ Information sharing on decommissioning processes
The status of decommissioning projects at each power company is mutually monitored to facilitate safe decommissioning while
information on expertise, best practices and concerns in other countries are shared.

Local business development and employment promotion
According to the Agreement on Nuclear Power Plant Decommissioning (which was signed with Fukui Prefecture and Mihama Town on
February 10, 2016, and with Ohi Town on November 22, 2018), the timing and procedures for decommissioning are being planned andannounced, based on coordination with local businesses and employment promotion policies related to the decommissioning work.

◆ Information sharing for each decommissioning process
In cooperation with the Wakasa Wan Energy Research Center, contractors and subcontractors share information on decommissioning
processes to encourage the participation of local businesses according to their technical capabilities.
○ Information sharing, implemented three times for Mihama Nuclear Power Station Units 1 and 2 (on March 2017, January 2018 and January 2019)○ Information sharing, implemented three times for Ohi Nuclear Power Station Units 1 and 2 (on March 2020, July 2021 and February 2022)◆ Research with local businesses
Research on decommissioning is underway with local businesses and other stakeholders to address and solve technical challenges,
thereby streamlining decommissioning processes and improving their reliability. At the same time, assistance is provided to local
businesses committed to developing new techniques to aid with decommissioning.
○ Four techniques were adopted in fiscal 2016, two in fiscal 2017, one in fiscal 2018, two in fiscal 2019, two in fiscal 2020 and one in fiscal 2021.

◆ Human resources development for decommissioning

Guidance on decommissioning, lectures on relevant techniques, study tours and first-hand experience programs are provided incooperation with the Wakasa Wan Energy Research Center.
○ Conducted 28 times between fiscal 2016 and 2021, including 15 in-house programs◆ Supporting the Fukui Prefecture Reinan E Coast Plan
We voluntarily participate in a review task force for the Nuclear Recycling Business initiative to be launched by the Fukui Prefectural
Government, with feasibility studies underway.
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S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Voluntary efforts to enhance nuclear safety

Policy and Concept
Learning lessons from the accident at Mihama Nuclear Power Plant Unit 3, we place a premium on nuclear safety. Specifically, the accident at
Tokyo Electric Power Fukushima Daiichi Nuclear Power Station made us aware that our understanding and preparedness for risks unique tonuclear power generation were not necessarily sufficient. We, therefore, established a roadmap to “step-up voluntary/continuous efforts toimprove nuclear safety,” based on which various measures are being implemented.

Goals
Efforts are underway to realize a nuclear safety ideal, which translates into development and implementation of a framework forvoluntary/continuous safety improvement measures as well as incorporating external knowledge for further improvement, in accordance with
our “Commitment to Enhancing Nuclear Safety.”

Efforts
Communication and standardization of a philosophy, giving top priority to safety◆ Improving governance for management of nuclear safety○ The management takes the lead in communicating our philosophy of giving top priority to safety with all employees, paying close
attention to their opinions.
• The management leads dialogue with employees as a facilitator and reviews operations to put greater emphasis on listening to on-siteissues and discussing solutions.

◆ Fostering safety culture○ Learning lessons from the accident at Mihama Nuclear Power Station Unit 3, we assess our corporate safety culture while promoting
improvement activities.
• Taking into account self-assessment results from each department and the management, we comprehensively analyze the status of all
departments involved in nuclear power and identify organizational conditions and challenges through discussion with the
management.
• We incorporate resulting remedial measures into next year’s priority measures (i.e. improvement of communication, with focus on the
mid-level management’s role).

Building safety improvement infrastructure◆ Strengthening resources (human resource development)○ We are training and educating “nuclear safety personnel” according to our human resource development plan.
• Communication skill training programs are in place for OJT instructors.
• Participants learn about hands-on instruction through practice, focusing on communication that helps them grow according to theskills of those they communicate with. They also learn not only examples of success but also failure.

Safety improvement activities◆ Promoting safety improvement measures○ Safety improvement construction work has been completed at Takahama Nuclear Power Station Unit 2 for over 40 years of operation.
• Fire prevention construction work has been completed at Takahama Nuclear Power Station Unit 2 in response to stricter design
standards, with all relevant facilities installed or replaced*.

* Installation and replacement of facilities approved by the government for safety improvement purposes.

◆ Boosting the accident response capacity○ Nuclear power comprehensive emergency response drills were conducted in cooperation with the national government andprefectural governments to reinforce nuclear accident response capabilities.
• The drills involved task force operations, accident control, and community evacuation support, assuming loss of plant power due to an
earthquake.
• Aid tools were developed to quickly and accurately communicate emergency information to the national government and prefectural
governments so that they can decide whether to evacuate local residents. The tools were proved effective through the drills.
○ Efforts are underway to improve emergency response capabilities in preparation for unexpected nuclear disasters.
• “Stress training” programs were conducted for plant task force leaders to help them handle severe accidents where a variety of stressful
situations occur simultaneously or in succession.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Developing and improving systems to manage risks, etc.

◆ Continuously improving our risk management system○ Risk management is in place to prevent accidents and disasters.
• Potential on-site risks are identified through interviews on requests for facility improvements in order to design key safety measures.
• Patrols are conducted by contracted industrial safety consultants.

◆ Developing and improving tools for risk management and assessment○ We have developed a risk assessment tool (PRA* model) and plan to promote its use in plant operations.
• Risk assessments using pre-reconstruction PRA were conducted at Takahama Nuclear Power Station Units 1 and 2, and Mihama
Nuclear Power Station Unit 3.
• Gravity assessments were conducted based on Corrective Action Program (CAP) for problems identified at power plants for which PRA
is required.
• The results of PRA and stress tests* reflecting facilities at Takahama Nuclear Power Station Units 3 and 4, which are vulnerable todesignated severe accidents, were made public in the 3rd Safety Improvement Evaluation Report.
• Plant information (e.g. facilities vulnerable to designated severe accidents) and technical findings were reflected in PRA models for Ohi
Nuclear Power Station Units 3 and 4.
*1 Probabilistic Risk Assessment: A scenario where events that can take place at facilities such as nuclear power plants develop into serious accidents (core damage, etc.) is systematically andcomprehensively considered to quantitatively determine the probability of core damage and other accidents.
*2 Assuming that our nuclear power plants are struck by unexpectedly large earthquakes or tsunami, critical facilities and equipment important to safety are tested for their strength anddurability, with the virtual intensity of such natural disasters increased gradually–a method to determine the overall safety margin of each plant.

◆ Designing and improving other management systems○ Occupational health and safety management systems are continued in operation.

• Occupational health and safety meetings confirmed that appropriate occupational health and safety management systems are
securely in operation.

◆ Incorporating objective evaluation and external knowledge○ Safety measures at our nuclear power plants are monitored and evaluated for improvement purposes.
• Staff from other electric power companies interviewed our employees at the Mihama Nuclear Power Station and observed work
procedures to provide us with technical and objective findings and suggestions.
○ The Nuclear Power Division quantitatively evaluates (control index) the safety performance of our nuclear power plants and performs
on-site observations for assessment purposes.
• Power plant improvement activities are continuously evaluated according to PI*, a tool to manage power plant performance. In
addition, the Nuclear Power Division managers regularly perform on-site inspections (MO*) and communicate the PI and MO results
within the division on a quarterly basis, followed by discussions at divisional oversight* review meetings.
○ Operational information is shared with overseas electric power companies, especially among working-level staff, to incorporate
quality practices and knowledge from around the world.
• Operational information was shared with EDF (France) and Iberdrola (Spain) (on five occasions).
○ Peer reviews were conducted with WANO* and JANSI*, with improvement activities implemented.
• We confirmed that action plans responding to suggestions previously made were put into practice. We have developed action plansto respond to recommendations from peer reviews between JANSI and the Ohi Nuclear Power Station. The Takahama Nuclear Power
Station incorporated JANSI’s review results to make use of overseas knowledge, with action plans being developed according torecommendations made.
*1 Performance Indicator: An index for quantitative management of power plant performance*2 Management Observation: Power plant observation by the Nuclear Power Division and plant managers*3 Oversight: An activity where power plant safety measures are overseen and evaluated to make improvements.
*4 World Association of Nuclear Operators*5 Japan Nuclear Safety InstituteImproving communication◆ Promote risk communication*○ Mutual communication is practiced to address questions and concerns from the public and jointly come up with solutions.
• Study tours are offered to the general public where they are briefed on the procedures for over 40-years of operation, the need for andthe safety of nuclear power generation at PR facilities with the use of VR and other means.
* A mechanism whereby the risk aspects of nuclear power generation are shared and the public’s opinions are incorporated into business management.

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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Relevant data

Number of participants in training and practiceprograms for nuclear power disasters

Number of nuclear power disaster drills

2019/32020/32021/32022/3

About 5,900

About 5,700

About 5,400

About 5,000ー

About 6,100

About 5,200

About 10,70073

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Efforts for cyber security measures
Policy and Concept
Amid increasing cyber attacks targeted at important infrastructure operators around the world, as an important infrastructure operator in theelectric power business, the Group believes that its key commitment to customers and society is to steadily advance cyber security efforts toensure the safe and stable supply of power. To fulfill this responsibility, we are strengthening cyber security measures in accordance with therelevant laws, regulations and guidelines for cyber security management, along with internal regulations. Moreover, as cyber attack methods
are evolving day by day, becoming more complex and sophisticated, we strive to obtain cyber attack information from inside and outside
Japan in addition to the latest security information to prepare countermeasures in a timely manner.

SystemDirector responsible: Makoto Araki [Kansai Electric Power CISO (Executive Vice President)]
Deliberative body: Executive Meeting
Management office: Cyber Security Administration Group, Office of IT Strategy (Information Security Management Office)

Goals
Major information security incidents “0”Efforts
By quickly recognizing threats such as security incidents and vulnerabilities that occur outside the Company, as well as issues with ourInformation Technology (IT) systems used in our daily work and all Operational Technology (OT) systems related to the provision of a stable
power supply, we are continuously implementing necessary security measures.
Specifically, risk assessments are made for IT and OT systems, necessary technical measures are taken, and monitoring is carried out 24 hours aday, 365 days a year at dedicated IT and OT monitoring centers. In addition to an emergency response system established in preparation forincidents, we are continuing to provide drills for how to respond to cyber attacks as well as relevant training for employees.
We are gathering information about cyber attacks that occur outside the Company and the latest security information inside and outside
Japan through, for example, the activities of the Japan Electricity Information Sharing and Analysis Center (JE-ISAC*), an organization that
undertakes the sharing and analysis of cyber attack information from electric power businesses. Moreover, countermeasures are reviewed asneeded.
* An organization where business operators share and analyze information from the perspective of cyber security in order to ensure the stability of the supply of electricity in Japan.

Company-wide training to respond to cyber attacks

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S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Providing services as a consolidated group
Policy and Concept
Creating a prosperous future with customers
Our Group has been meeting the various demands of our customers and society by offering total solutions that combine our services,
including comprehensive energy supply which is mainly offering electricity, as well as telecommunications, daily life and businesses.
While customers and society have increasingly different needs, with social changes triggered by the global decarbonization movement and
COVID-19 infection, we are committed to exceeding customers’ expectations so that they will continue to select the Kansai Electric PowerGroup. Specifically, we are addressing head-on the needs and problems of customers and society while expanding and providing valuable
service solutions to serve the public, businesses and communities.

Goals
Customer satisfaction survey: Satisfaction index 90% or higher

Efforts
Services for residential customers
We offer a variety of services to help customers live comfortably, conveniently and economically. These include electric bill structures thatmeet customers’ lifestyles, combined price plans for gas and electricity, total electric conversion for a zero-carbon life and integrated plans forenergy and electric equipment.
We also have services that are helpful for our customers’ daily lives, including a service to dispatch support personnel to customers
experiencing problems, such as sudden power outages, as well as opening an EC mall designed to make life more convenient. All thesesolutions are available, tailormade to the needs and lifestyles of customers.
As a comprehensive energy company, we will continue to promote initiatives for customer satisfaction.

◆ Capturing customers’ feedback to create andimprove services

Sharing ofcustomer
opinions

We work to create and improve services in response torequests received from customers through our contact
centers, website, etc. so we can meet our customers’
needs.

Contact center

Number of services improved and created basedon customers’ feedback(2021. 4 – 2022. 3 results)

Review of service
improvement/
creation

WebsiteCustomer opinions/requests

60

Customers◆ Customer satisfaction survey
We conduct “Customer Satisfaction Surveys” asking our customers toassess how understandable our telephone operators’ explanations
regarding inquiries such as “The lights in the house went out
suddenly.” We receive high evaluations from a lot of customers. We
will keep working to make our customers more satisfied by utilizing
the evaluation results for improvements in services and businesses.

75

Services thatreflect customer
opinions

Of customers who asked for advice
over the phone,

92.1％

replied that they were satisfied.

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

◆ Lifestyle services with the confidence ofour customers as the foundation

By addressing head-on the needs and problems ofcustomers, we aim to become a corporate group that
continues to provide new value to customers; we offer safe,
comfortable, and convenient lifestyle services in the areas ofhome security, communication services, and healthmanagement support, at high quality and reasonable pricesthat will satisfy our customers.

Services for corporate customers
We offer a wide range of services, including energy sales, energy management system services, energy solutions (PV, storage batteries,
electrification, etc.), mobility services and business solution services. All these are designed to help customers solve increasingly diversified
and complex management and social issues, such as growing environmental needs associated with decarbonization and carbon neutral
initiatives, and constantly changing business environments due in part to intensifying natural disasters.

◆ Example of on-site solar power generation services provided
We provided on-site solar power generation services to Trial Company, Inc., where the Super Center Tondabayashi (Osaka Prefecture), a
supermarket opened in the spring of 2020, uses green electricity to power the entire store, thereby contributing to environmental
conservation.
They plan to continue using the services and opt for solar power generation for captive consumption while looking at combining solar
power generation with storage battery solutions as part of its Business Continuity Plan (BCP). We will therefore further strengthen ourpartnership to help them expand their business.

Trial Company logo and solar panels◆ Examples of adopting utility services
Since its opening in 1942 as Makita Clinic (Omori, Ota-ku, Tokyo), Makita General Hospital has been providing local medical care for about
80 years. Relocated to a brand-new building in Kamata, Ota-ku in February 2021, this customer has adopted utility services from Kanden
Energy Solutions Co., Inc. (hereinafter, Kenes).
Kenes’ utility services perfectly corresponded to the customer’s needs ofCO emission reduction as well as cost-effectiveness in consideration of thelarge amount of capital required for relocation to the new building. In
addition to the cost advantage of installing the latest high-efficiency
equipment without initial investment, Kenes’ extensive experience inenergy management for medical and welfare facilities was a deciding factor
in choosing its services, the customer commented.
Kenes has been monitoring and analyzing actual energy consumption since
the start of the services to ensure that the hospital environment is
comfortable, energy-efficient, and cost-efficient. Kenes is committed tothoroughly ensuring preventive maintenance in a planned manner,
Makita General Hospital
pursuing optimal operation and further improvement.

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S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Examples of services for corporate customers
Examples of services for corporate customers
Enudge®
(Kansai Electric Power Co., Inc.)

Next-generation energy platform. In addition to encouraging energy-saving behaviors, this service provides integrated solutions
for operational improvement and renovation of store equipment and operational support for individual stores.

Omaka Save-Air®
(Kansai Electric Power Co., Inc.)

A new air conditioning control service equipped with our proprietary AI-based auto-tuning function. A control computer
installed on the air conditioner used by the customer automatically controls the air conditioner according to the usage situationand thereby achieves “energy saving” while maintaining “comfort.”

Solar power generation on-site service(Kansai Electric Power Co., Inc.)

A service in which dispersed power generation equipment such as solar power generation equipment and storage batteries are
installed on the customer’s premises at our expense for long-term operational use. Customers can reduce their environmental
burden by using energy from the equipment we operate.

Kanden comprehensive disastermitigation service(Kansai Electric Power Co., Inc.)

Utilizing our long-cultivated knowledge about disaster mitigation as a comprehensive energy company, we coordinate andprovide products and services necessary for corporate customers to respond to various “unexpected” events (safety
confirmation system, emergency fuel delivery service, emergency power generator rental service, etc.).

Utility service(Kanden Energy Solution Co., Inc.)

A service that enables customers to outsource facility management and even makes initial financing unnecessary for them byproviding comprehensive services from fund-raising and design to installation and maintenance administration for utility
facilities related to energy, including power receiving equipment, air-conditioning and heating equipment and boilers.
The companies that provide the services are indicated inside parentheses.

Relevant data
2020/32021/32022/3

Number of reform cases based on
customer feedback (cumulative)

129

140

200

Customer satisfaction (telephone consultation)

92.2%

91.5%

92.1%

5,522,000

5,912,000

7,254,000

Number of Hapi e-Miruden* subscribers* A web-based service that provides notifications related to electricity and gas charges and usage (a service provided by the Kansai Electric Power Co., Inc. only)77

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

To provide high-quality electric power
Policy and Concept
Our quality policies for the safety of our electric facilities
Ensuring safety

Maintaining high supply reliability

In order to ensure safety and a reliable supply amid an extremely harsh business environment, we are reviewing the way we do business,
which includes checking if there are any oversights in risk management related to supply reliability, and increasing operational efficiency on
the premise of not sacrificing safety and quality. While maintaining these efforts, we will carry out the following activities.

• Maintain electric facilities based on ensuring safety.
• Strive to prevent accidents caused by human error.
• Carry out our business in compliance with relevant laws, regulations
and internal rules.
• Set and review quality goals in line with our quality policies.
• Confirm that front line workers are familiar with our quality policies.
• Review the appropriateness of the quality policies.

Goals“Maintain the highest standard in the world”

Annual duration of power outage per household

Efforts
Toward a safe and stable supply
Our commitment is to ensure the operation of power grids between power plants and customers, optimize facilities, and prevent andrespond quickly to power outages.
As a result of our efforts, with the exception of major natural disasters, we are maintaining one of the world’s highest power quality levels in
the transmission and distribution business.

◆ Annual duration of power outage per household(minutes/household)

397

400

Due to Typhoon No. 21
300
200
100
0

Due to typhoon
49

2004

Due to Typhoon No. 12

5

6

5

6

9

5

2005

2006

2007

2008

2009

2010

40
2011

7

5

5

4

5

2012

2013

2014

2015

2016

78

15
2017

2018

6

8

2019

2020

7
2021 (FY)S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Achieving electricity resilience
On September 4, 2018, the powerful Typhoon No. 21 ripped through the Kansai area, causing breakages totaling more than 1,300 utility poles
and a power outage affecting roughly 2.2 million households in total. We apologize to our customers for the inconvenience and trouble causedby the extensive and long-term power outage.
With natural disasters intensifying nationwide, the Electricity Resilience Working Group* compiled verification results regarding our response tothese emergencies. On July 1, 2020, the Acts for Establishing Resilient and Sustainable Electricity Supply Systems came into force. With the aimof fulfilling our power supply obligations through prompt restoration of the power supply, we have created an inter-business collaboration planfor disaster response and have started its implementation. This plan specifies cooperation with general power transmission and distribution
business operators and related organizations (local governments, Self-Defense Forces, etc.). In line with the plan, by addressing issues presented
by the Electricity Resilience Working Group and sharing the lessons learned from Typhoon No. 21, we are determined to fulfill our mission of
supplying safe and stable electricity and supporting society. To that end, we will develop and introduce new technologies and new
construction methods, as well as systematically maintaining or replacing aging equipment, aiming for prevention of accidents and prompt
restoration of the power supply. We will continue to step up our efforts for quick recovery in the event of an emergency.
* A joint working group of the Electricity and Gas Basic Policy Subcommittee under the Advisory Committee for Natural Resources and Energy, and the Electric Power Safety Subcommittee under the
Industrial Structure Council◆ Examples of countermeasures taken following Typhoon No. 21• Quick information gathering using smartphones• Understanding the scope of damage using drones; using this information for restoration work
• Trial operations of power outage information collection utilizing smart meter data
• Bolstering a broad support system inside and outside the company• Timely provision of information to the customer on power outages and restoration work
● Understanding the scope of damage using drones; using this information for restoration work

In places that are difficult to access, such as a site following a landslide, we use drones to check the status of equipment so we canquickly grasp the whole picture.
Drones are also expected to be used in restoration work, for example, for overhead wiring of a cord to replace power lines.

Landslide site

Cord

Damage investigation by aerial drone video

Cord

Using a drone for overhead wiring of a cord to replace power lines

A drone taking off with a cord

Introduction of a third-generation automated power distribution system
Twenty years have passed since the introduction of the conventional automatedpower distribution system. To address technical issues associated with the mass
introduction of dispersed power generation equipment, etc., the system wasrenewed at the replacement timing in May 2021. By consolidating the dispersed
systems and making them physically redundant, we can “ensure business
continuity in the event of a disaster,” “improve security,” and “increase efficiency
in system maintenance.” In addition, central management of system information
facilitates understanding of the system status of the entire Kansai region as well
as data analysis. We expect that this can be utilized for considering optimal
facility configuration and further improving system operation.
79

Third-generation automated power distribution system console

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Advanced asset management
The number of aging facilities is increasing. These facilities should be systematically refurbished to ensure safe and stable electricity supply.
Rational and efficient implementation of refurbishment, however, requires a comprehensive plan that takes into account facility risks,
refurbishment costs, construction capabilities, etc.
We at Kansai Transmission and Distribution, Inc. are thus developing a planning system based on investment value evaluation to upgrade ourasset management.

Condition Based Maintenance (CBM)

Lookingahead

Current:
Conducted based on facility conditions
observed during monitoring, inspection, etc.

Value
Risk

Time Based Maintenance (TBM)
Current:
Conducted according toscheduled plans

Investment value
evaluation
Future:Evaluate investment
returns

Facility risk
assessment
Looking ahead:
Quantitatively assess
facility risks

Breakdown
Maintenance (BM)Past:
Conducted
retroactively to deal
with facility failures andabnormalities

Current

Tablets,
image
analysis,drones, etc.

Smart meters, partial
discharge analysis,
mapping, etc.

Experience,hunchTechnologicalinnovations

AI or 5G,
next-generation
distribution,
automation, etc.

Oil analysis,
temperature sensor,
vibration sensor, etc.

Relevant data
2020/32021/32022/3

Number and rate of smart meters installed

About 11.53 million / About 88%

About 12.25 million / About 93%

About 12.74 million / About 97%

Specialist technicians with specialized skills

124

132

125

Number of injured ordinary citizens

4

6

8

Transmission and distribution loss rate

4.80%

5.14%

5.34%

Index

2020/32021/32022/3

System Average Interruption
Duration Index (SAIDI)

6 min

8 min

7 min

System Average Interruption
Frequency Index (SAIFI)

0.11

0.1

0.1

Customer Average Interruption
Duration Index (CAIDI)

54.55

80.00

70.00

Length of power transmission
and distribution lines

Transmission lines: 18,804 km
Distribution lines: 132,662 km

Transmission lines: 18,851 km
Distribution lines: 132,880 km

Transmission lines: 18,873 km
Distribution lines: 133,063 km

SASB-related data System resilience
Code

IF-EU-550a-2

IF-EU-000.C80

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

To prevent electrical accidents
Policy and Concept
Our quality policies for the safety of our electric facilities
Refer to page 78.

Goals
Goals based on the materiality of the Kansai Electric Power Group

Assuring public security at power facilities

Number of injured ordinary citizens “None”

Efforts
If something approaches, touches or damages electrical facilities of Kansai Transmission and Distribution, Inc., including transmission anddistribution equipment, it may lead to not only a power outage but also to possible injury or death from electric shock. To prevent suchelectrical accidents, we conduct various public relations activities through mass media and on our website as well as on the website of Kansai
Transmission and Distribution, Inc. As part of these activities we ask construction companies, when they perform construction work near ourtransmission and distribution equipment, to attach protective covers to electric wires for sure and not to touch the wires that have been cut.

PR campaign for accident prevention① Announcements via our website and mass media• Warning about crane work operation and scaffolding assembly, and introduction of how to attach protective covers• Warning about touching severed wires, etc.
• Warning about abnormalities in electricity meters and transformers• Notice of precautions in daily life and in an emergency situation• Prior to a typhoon, reminders to work on preventing objects from becoming projectiles② On-site publicity

As part of our PR campaign, if we discover a construction site where any measures to prevent electric shock are not taken, e.g., protective
covers are not attached to electric wires, we call the operator’s attention to the dangers of electricity and request that they apply for theprotective covers.
③ Featured in Electricity and Security published by Kansai Electrical Safety Inspection Association

Our PR campaign for the prevention of accidents related to electricity on construction sites and typhoon countermeasures was published in
the July-August 2022 issue.
④ Visiting classes

We visit lectures and skill training classes at various industry associations, such as crane work operation, and introduce electrical hazards aswell as examples of electrical accidents and relevant countermeasures.

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S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Disaster Mitigation Efforts

Kansai Transmission and Distribution, Inc.

SOCIAL

Disaster mitigation efforts
Policy and Concept
Preparing for a major disasterIn the event of a large-scale disaster such as an earthquake or typhoon, the Kansai Electric Power Co., Inc. and Kansai Transmission and Distribution, Inc.
will ensure the safety of our employees and their families and fulfill our responsibilities of providing a stable supply of electricity and gas in an
integrated manner. To this end, we promote disaster mitigation initiatives that will strengthen facilities to withstand various natural disasters. We havealso put in place a disaster control system to enable rapid recovery. Particularly, in the event of the Nankai Trough Earthquake, a megathrust earthquake
which is feared to hit in the future, we will follow the basic plan for mitigating disaster announced by the Japanese government and take carefullyplanned disaster response and recovery measures in place.
In addition, amid the COVID-19 pandemic, we implement various measures so it will not interfere with our emergency response.
Furthermore, through disaster mitigation events and lectures, we provide information on disasters and how we can be prepared, and carry out
activities to raise awareness on disaster mitigation in local communities.

Strengthening our disaster response system
We are enhancing our response systems to prepare for rapid initial response upon the occurrence of disasters. This includes the designation ofindividuals who arrive at the workplace early and night watches by initial response supervisors, along with the implementation of special
training for supervisors and individuals in charge of initial response
several times a year.
Moreover, with the President of the Kansai Electric Power Co., Inc.
serving as Chief of the Emergency Headquarters, group-wide
comprehensive emergency response drills are conducted every year
and these drills see full collaboration between the Kansai Electric Power
Co., Inc. and Kansai Transmission and Distribution, Inc. We arecommitted to improving our disaster response skills and raising disasterawareness, not only to prepare for the occurrence of the Nankai TroughEarthquake but also with consideration for severe accidents such as thesimultaneous occurrence of a nuclear power disaster or during
Group-wide comprehensive emergency response drills
occasions when the balance of power supply and demand is tight.
In the event of a major disaster, employees will be notified of any
Number of participants in group-wide
information pertaining to the disaster at the same time. We also havecomprehensive emergency response
established action standards so that we can build a response system
drills (fiscal 2021)
promptly after a disaster occurs, even on holidays or during the night.

1,141

SystemThe Kansai Electric Power Co., Inc.: Disaster Mitigation Group, Office of General Administration
Kansai Transmission and Distribution, Inc.: Disaster Mitigation Group, General Affairs Department

Goals• Improve employee skills in responding to disasters and increase awareness about disaster preparation by implementing preventive measures
for COVID-19, such as avoiding the Three Cs (crowded places, close-contact settings, and confined spaces), with the use of IT tools, in thegroup-wide comprehensive emergency response drills to allow more people to participate.
→ Fiscal 2021 results: 1,141 employees participated• Actively participate in emergency response drills and disaster mitigation events held by concerned external organizations.
→ Fiscal 2021 results: Drill participation: 33 times Exhibited the PR booth: 4 times Held lecture/briefing sessions: 127 times• Hold a disaster mitigation meeting on a regular basis to respond to the Nankai Trough Earthquake Extra Information and take appropriate
measures to the risks related to major disasters, including other natural disasters, cyber attacks, and the spread of COVID-19.
→ Fiscal 2021 results: Held disaster mitigation meetings: 20 times
82

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Efforts
Response to the Nankai Trough Earthquake Extra Information
Following the Cabinet Office’s decision on the announcement of the Nankai Trough Earthquake Extra Information in 2019, we examined a policy on how to
respond to the anticipated major earthquake when the special information (Major Earthquake Warning) is announced. Specifically, we will strive to fulfill our
responsibilities for a safe and stable supply by continuing our business in areas subject to pre-evacuation and moving our offices to alternative bases.
Going forward, we will proceed with further studies based on findings published by related organizations.

Strengthening our disaster response system
Based on the inter-business collaboration plan in disaster responses (submitted to the Minister of Economy, Trade and Industry on July 9, 2020), we will
strive for a stable power supply through quick recovery in the event of a disaster by cooperating with general power transmission and distribution business
operators and related organizations. The plan outlines the implementation of joint emergency drills that involve general power transmission anddistribution companies including Kansai Transmission and Distribution, Inc. and related organizations, aiming for enhanced cooperation to ensure a more
resilient power supply. We will continue to strengthen our efforts for swift disaster recovery.
Additionally, in order to promptly respond to disasters that have been intensifying in recent years, we have revised our inter-business collaboration plan indisaster responses (submitted to the Minister of Economy, Trade and Industry on June 25, 2021) by stipulating that a general power transmission anddistribution company may request support from its peers depending on the scale of expected damage, when extensive damage and a shortage ofrestoration personnel are anticipated prior to the occurrence of a disaster.

Strengthening collaborative ties with concerned external organizations
Even in times without disasters, we are working to build relationships with local governments, police, fire departments, the Japan Self-Defense Forces, theJapan Coast Guard and other concerned external organizations as well as other electric power companies in order to enable smooth mutual cooperation
during times of emergency and restore electric and gas service as quickly as possible.
Specifically, we proactively participated in disaster response training sessions and programs held by municipalities and designated public corporations;moreover, we conducted joint training with the Self- Defense Forces and the Japan Coast Guard according to a cooperative system to respond to disasters.

Marine transport drill with Japan Maritime Self-Defense Force Maizuru Regional Headquarters in
March 2021

Helicopter transport drill with Japan Ground Self-Defense Force Middle Armyin March 2021

Marine transport drill with 5th Regional Coast Guard Headquarters in June
2021

83

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Contribution to raising awareness of disaster mitigation in local communities
We run booths at disaster drills and events held by local governments, and carry out activities to raise awareness of disaster mitigation using ourDisaster Preparedness Handbook as well as through experience of operating seismic breakers.
Moreover, for a wide range of generations, from students to neighborhood associations, we create opportunities to explain what damage anddisruption could be expected following the Nankai Trough Earthquake, as well as the damage caused by disasters in recent years, and our routine
preparations. Through these efforts, we contribute to promoting understanding of the importance of disaster response and preparedness.

◆ Disaster Preparedness Handbook◆ Emergency system for communicating with relevant authorities
Organization for Cross-regional
Coordination of Transmission Operators

Disaster Preparedness
Handbook is disclosed on thewebsites of the Kansai ElectricPower Co., Inc. and Kansai
Transmission andDistribution, Inc. It will help
with disaster mitigation
efforts in the home.

METI
Japan Self-Defense ForceOther Power SuppliersTokyo Branch

Disaster management
headquarters

Local
government
disastermanagement
organizations
Relevant
authorities

Disaster management
organization at branch offices etc.

Relevant data
2020/32021/32022/3

Number of participants in group-wide comprehensive
emergency response drills

908

1,175

1,141

Participation in emergency response drills held byconcerned external organizations

79

12

33

PolicyEmergency response policy

Established

Included in the Disaster Mitigation Plan
https://www.kansai-td.co.jp/corporate/information/2020/pdf/20200605_1_01.pdf

84

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Communities

Kansai Transmission and Distribution, Inc.

SOCIAL

Maintaining an ongoing community dialogue
Policy and Concept
Our overall policy
As a business operator closely linked with its local communities and lives of their inhabitants, our Group fully recognizes that its own
development is not conceivable without the development of the local communities associated with its business activities and therefore we willproactively contribute to the development of our local communities through initiatives to revitalize these communities and the local economy.

Transmitting information with a positive attitude to local communities and maintaining open lines of communication
With a commitment “to create the future together through dialogue,” we are striving to meet the varied requests of residents in our local
communities with a positive attitude by building a relationship of trust through close communication.
Additionally, after Kansai Transmission and Distribution, Inc. was spun-off from the Company in April 2020 amid growing social demands forbolstering the resilience of our power supply, Kansai Transmission and Distribution, Inc. is well placed to be of service to the area for a long
period of time due to its extensive facilities in the Kansai area, and also as a contact point between the Group and the local community. Goingforward, we will continue to promote closer communication with local residents, aiming to revitalize and develop the local community.

SystemCommunity relations system
The Kansai Electric Power Co., Inc.: Office of General Administration
Kansai Transmission and Distribution, Inc.: Regional Communications Department

Goals
Maintain and build relationships of trust with local communities

Efforts
Proactive information exchange through participationin various types of meetings and other efforts

Ordinary communication withgovernment offices
We undertake mutual communication with government offices ona daily basis. Upon inquiry or request, we hold study groups, forexample, to answer conscientiously.

We have been participating in governmental assemblies, including
prefectural assemblies. In addition to explaining our activities, such as thepower transmission and distribution business and electricity business ingeneral, to gain understanding, we also receive a variety of opinions andexchange information. We are actively working for the resolution of various
energy issues in local communities based on the opinions and other ideas
we receive. In recent years, how we respond to severe natural disasters suchas typhoons is becoming a pressing issue, and as a result we are bolstering
our cooperation with local governments regarding disaster mitigation.

Energy study session (facility tour) by employees of Kansai Transmission and Distribution, Inc.
Opinion exchange with government office85

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Promoting “community energy business” that contributes to the development of local communities
Policy and Concept
Efforts for regional stimulation
As the energy needs of customers and society at large have become increasingly diverse, our Company has been carefully monitoring trends todetermine exact requirements. We seek to support regional revival and invigorate local economies with a commitment “to create the future
together through dialogue.”

SystemThe Kansai Electric Power Co., Inc.: Customer Solution Division

Goals
Maintain and create demand in cooperation with stakeholders

Efforts
Our proactive contribution to regional revival and efforts toward the growth of the Company
To meet the expectations of customers and local communities for decarbonization, improved disaster mitigation, and regional revitalization, theGroup is actively participating in initiatives to create smart communities aimed at improved efficiency of energy use and to develop renewableenergy together with communities and local governments. Not only in the Kansai but also in other regions, we are promoting activities drawing
on the knowledge we have cultivated as an energy company. Recently, we have been working to create communities that can solve problems
in a sustainable manner in a variety of fields, not just limited to the energy field.
We will continue to work on “community business” as the Kansai Electric Power Group, growing hand in hand with regional communities bycombining solutions tailored to the problems faced by our customers and communities.
In addition, incorporating new technologies, we are implementing a demonstration project on virtual power plant (VPP)*, which has recently
been attracting attention as an electric power supply-demand balancing method. Our integrated platform system K-VIPs, which supports
electricity transactions on VPP that use resources on the customer side, has also been launched. With this technology, we will reduce gridstabilization costs, support the expanded introduction of renewable energy, and accelerate efforts to optimize energy management for theentire region.
* An IoT-based technology that remotely controls resources scattered in multiple regions (storage batteries, EV, etc.) in an integrated manner, so as to make them function like a single power plant◆ Virtual Power Plant overview

Virtual Power Plant

Thermal power
generation

Controls operation ofhousehold storage batteries,
EcoCute, etc.

Charges/discharges storage
batteries installed inbuildings/factories, etc.

Monitoring and control(Equipment on the customer side)

Large-scale
power sources
Nuclear power
generation

Hydropower
generation

Aggregator
Transmission& distribution
networkBusiness operator
remotely manages
customers’
equipment andprovides VPP
function

Charges/discharges
electric cars

Solar power
generation
Wind power
generation
Further effective utilizationof renewable energy sources

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S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Image of K-VIPs
Open call for supply-demandbalancing capability
Capacity market
Supply-demandbalancing market

Industrial storage batteries

Wholesale
electricity market

Energy market

Industrial facilities

Household storage batteries

Air conditioning
equipment
RA servers

Freezer and refrigerated
showcases

Commercial storage batteries

Community development activities in urban areas of Osaka
Our Company is contributing to community development in central Osaka and other locations with both hard and soft measures. One such
effort is in Nakanoshima, Osaka where our head office is located.
As the secretariat of the Nakanoshima Future City Planning Council, which seeks to further develop and invigorate Nakanoshima, we areworking toward the realization of the “Nakanoshima Regional Strategic Plan” together with local governments, land-owning businesses in the
district and others. We are also contributing to the development of an environmentally conscious community. One such effort is theintroduction of a regional cooling/heating system that utilizes river water. In addition, in our role at the secretariat of the “Osaka Lighting Project– City of Lights,” we are working to make the Nakanoshima area more attractive by creating and maintaining the city nightscape.
Moreover, as a home-grown company, in cooperation with local governments and citizens as well as economic organizations, we will becontributing to the development of Yumeshima where the Expo 2025 Osaka, Kansai is to be held.

Examples of community development activities in urban areas of Osaka
District heating and cooling system using river water in the
Nakanoshima area
In the Nakanoshima 2-chome and 3-chome areas, a regionalenergy management system has been introduced that uses a
district heating and cooling system with river water.This
system is expanding in line with the development of thesurrounding areas. It has also been introduced to the
Nakanoshima Museum of Art, Osaka, which opened in
4-chome in February 2022. This energy business has been
selected as a “Sustainable Architecture Initiative Project(CO-saving initiative),” which is promoted by the Ministry ofLand, Infrastructure and Transport and Tourism, through joint
application by Osaka City, Kanden Energy Solution Co., Inc.,and our Company.
In future developments in the Nakanoshima area, our Groupwill continue proactively working on CO-saving andcontributing to community development throughenvironmental-conscious town planning.

Daibiru
Main Bldg.

Naniwasuji Line

(operation to be started
in 2031)agaw
ma
Doji eriv
R

IntakeNakanoshima
Daibiru Bldg.
KeihanWatanabebashi
Sta.

Nakanoshima
Museum of Art,
Osaka
Kansai ElectricInternational
Power Headquaters
Hub for Healthcare
Innovation

Nakanoshima
4-chomewariga
abo
TosverRi

87

Nakanoshima
3-chome
Drainage

IntakeNakanoshima
Festival Tower

Nakanoshima
2-chome
Drainage
Nakanoshima
Festival Tower West

Mitsui Garden Hotel
Osaka Premier
Existing facilities

River water pipe

Districtheating/cooling plant

Cooling/heatingwater pipe

(Future plan)
Facilities to be
developed(Future plan)
Cooling/heatingwater pipe

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Coexisting with local communities
Policy and Concept
Implementation of activities for coexisting with local communities
Through the Group’s business and social contribution activities as a corporate citizen, we are contributing to resolving social issues andrevitalizing communities.

SystemThe Kansai Electric Power Co., Inc.: Office of Corporate Communications
Kansai Transmission and Distribution, Inc.: Regional Communications Department

Goals
Proactive contributions for coexisting with local communities

Efforts
Inspection of electrical facilities of cultural properties, etc.
We are cooperating with fire departments to inspect the electrical facilities of temples, shrines and other cultural properties. Other
contributions include helping local residents beautify their surroundings.

Cleaning of lighting equipment at Toji Temple, Kyoto

Electrical equipment inspection at Shoshazan Engyoji
Temple, Hyogo

Electrical equipment diagnosis at Kishu Toshogu Shrine,
Wakayama

Disaster recovery efforts
In the event of an emergency such as a typhoon, all the group companies shall unite to work together for rapid recovery, regardless ofwhether the disaster has struck in an area in which we operate or not, through on-site responses, cooperating with related autonomous
bodies and dispatching support teams to the areas outside our service area, and ensure safe and stable electricity supply.

Restoration of power lines severed by fallen trees

Restoration work training in preparation for a disaster88

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Contribution to solving
global social issues
We are working to provide new values based on
global issues and needs throughout society. To
cite a few examples, we provide LED lanternrental services through a business alliance with
WASSHA Inc. and are advancing efforts toestablish power grid and telecommunications
networks jointly with SUCRECUBE Japon Inc. forregions in Africa that lack electrical services.

Tanzanian children using a lantern

Training on power distribution network development by theJapan International Cooperation Agency (JICA)

Social welfare efforts
Since 2001, we have been holding Kanden Collabo Art exhibit that provides an opportunity for individuals with disabilities to display theirworks. Visitors can appreciate the art and sense the potential of the artists. Award-winning work and other information can also be seen on our
website.

Open exhibition (Dojima River Forum)

Web exhibition

Promoting art and cultural activities and nurturing the next generation
We are working to promote local culture by holding painting exhibitions, as well as to encourage the next generation through exhibitions at
the Electric Power Company Pavilion at KidZania Koshien.

Electric Power Company Pavilion at KidZania Koshien

Mihama Art Exhibition

Coexistence and co-prosperity with local communities where our power plants are locatedAs a member of the local community, we strive to revitalize and contribute to the local communities where our power plants are located bypromoting the revitalization of the local economy as well as investing in community development and running local events, etc., together
with local residents.

Community cleaning activity

Event held at a complex

Support for employees engaged in social contribution activities
To support employees engaged in community activities or volunteer programs, we established a volunteer time-off program, among otherinitiatives. Our Social Contribution website on our corporate portal provides information on the activities of volunteers and various workplaces.

89

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Active communication inside and outside the Company
Policy and Concept
Communication inside and outside the Company through public relations and public hearing
activities
Through public relations and public hearing activities, we deliver information to our stakeholders in an appropriate manner to promote theirunderstanding of our Group businesses. Opinions and requests are shared with management and employees and reflected in our businessactivities as an effort to establish bilateral communication to maintain a sense of trust.
We will seek their understanding of our Group businesses and conduct highly transparent and open business activities with the thought
represented by our brand statement, “power with heart.”

SystemThe Kansai Electric Power Co., Inc.: Office of Corporate Communications
Kansai Transmission and Distribution, Inc.: Regional Communications Department

Sustainable growthof the Group

Public relations

Disseminate information about the Group’s
corporate stance and business projects
through various media, including face-to-faceevents to promote understanding of what theGroup does.

Boost growth by enhancing
the Group’s brand value

Understanding the Group’sbusinesses
Empathy - positive feelings for our corporate stance

The Group’s businessactivities

Public hearings

Listen to the customers’ voice and society
at large, reflecting those opinions andideas in our business activities

Suggestions forbusiness activities

Increasing motivation
Fostering a sense ofunity

Internal communication

Provide information that helps motivate
employees to work and find their job more
rewarding, and also answers their questions, inaddition to timely dissemination of management
and company information to our employees.

Goals
Supporting smooth business activities and driving medium- to long-term
growth through communication that goes a step beyond, leading tostronger engagement with customers, communities, and employees90

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts
Improving information disclosure to stakeholders
Through our securities reports, corporate governance reports, integrated reports, etc., the Group proactively discloses financial information toshareholders and other stakeholders, such as the Company’s financial position and operating results, as well as non-financial information
related to management strategies and issues, risks, and governance. Regarding contents stipulated by the Companies Act and other laws aswell as information that is considered to be useful for dialogue with our shareholders and other stakeholders, we strive to offer detailed andaccurate explanations that add value.
We also provide overseas investors with information as needed through English-language media.
The Group facilitates constructive dialogue with its shareholders and investors to gain their understanding of the Group’s basic stance,
encompassing legal compliance, and basic management policies including our medium-term management plan. By reflecting the opinions
we receive in our approach to business management, we will, over time, restore the trust of our stakeholders and build a solid relationshipbased on trust.

Working with the media
Information reported by television and newspapers has a significant impact on stakeholder perceptions of and attitudes toward our Group.
For this reason, it is necessary to deliver more accurate information. We hold press conferences with our president and make other efforts toprovide information to the media actively. At the same time, we respond accurately and in a timely manner to media inquiries to promote
understanding of our Group business operations. Even amid the pandemic, we are applying various ideas to ensure that the frequency of
information dissemination does not decrease, by holding press conference with our president remotely to the media and by other means.

Delivering information through mass media
We utilize various forms of mass media to convey information about our efforts associated with our brand statement, “power with heart,” andthe business activities of our Group to customers and other members of society in a timely and appropriate manner.
By vitalizing communication with more customers using tools such as TV commercials, newspaper ads, websites, web magazines, social
media, and PR magazines, we seek to gain understanding and trust in our Group’s business operations.

◆ TV commercials and newspaper ads
Television commercials can convey informationin an easy-to-understand manner with video
and music, while newspaper advertisements
enable readers to take time to review relatively
large amounts of information. Taking advantageof the strengths of each type of media, we
provide information on our Group initiatives.

Our TV commercial◆ Our website
Our website provides
information on corporate
activities such as safe andstable energy supply,
sustainability (ESG) initiatives,
investor relations, andrecruitment activities. We arecontinuously using ingenuity inimproving our website, aiming
to make it easier for customers
to view and understand; thesite has adopted image links
using banners and has beenreviewed to have a graphicalline of flow easier to read fromthe viewer’s perspective.

Our Company’s website

Our Company’s website◆ Our web magazine WITH YOU
In March 2022, we launched WITH
YOU, hoping to help make ourcustomers’ lives even moreenjoyable. We provide up-to-dateand detailed topics that ourcustomers may be interested in,
and information that we wanteveryone to know through threedifferent categories of content.
Our web magazine WITH YOU

Our web magazine WITH YOU91

S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

◆ Social networks
We utilize social media in the hope that thisinformation on the Group’s businesses will strike achord with customers. On Facebook and Twitter,
we use videos for posts focused on employees
performing their work and for bilateralcommunication. In addition, Twitter also serves as
a communication tool for us to promptly
disseminate information in the event of a disaster.
On Instagram, we introduce beautiful scenes fromthe Kansai region, with the theme of “lighting”
and “warmth.”

Our Group’s
Facebook account

Our Group’s Twitter accountOur Company’s Instagram account◆ Publishing videos online◆ Our PR magazine YOU’S

To help our stakeholders deepen their understanding about
the energy mix and the realization of a zero-carbon society,
we have released videos connected to TV advertising andcollaborative videos with popular YouTubers.

We publish a PR magazine YOU’S to promote a deeper
understanding of our Group’s business. Themed on mattersof interest to ourcustomers and society atlarge, it connects theGroup with readers by
featuring interesting anduseful information. In
addition, a page dedicatedto YOU’S, which includes
web-only articles, hasbeen created on our
Company’s website.

Collaborative video
with Hanaodengan

Our PR magazine YOU’S

Fan base initiatives
The Group launched the Kanden Fan Base Project and started activities in fiscal 2021 with the aim of creating an even better future by placing
greater value on communication with our customers than ever before, growing together and creating content and activities that resonate
with them. We will continue to develop our fan base by planning opportunities and events such as the Kanden Fan Meeting, where we caninteract with our fans.

Efforts to promote understanding about energy
We hold on-site information sessions for companies and organizations, as well as on-site classes for elementary and junior high schools, using
our ingenuity in developing programs that include experiments on energy and a VR-based simulated power plant tour experience for deeper
understanding. Moreover, to help as many people as possible learn more about nuclear energy, we offer online tours that connect
participants with our nuclear power plants over the internet. The participants can see the inside of power plants that they would not normally
be able to see, and they can also communicate with our plant staff; it’s an experience that simulates going on a tour without visiting theactual site.

On-site classes

Online power plant tour

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S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Vitalizing internal communication
With the aim of enhancing employee engagement, we are advancing initiatives to deepen bilateral communication between management
and employees, as well as between employees themselves. For communication between management and employees, messages frommanagement are posted on our corporate and group portals, encouraging employees to comment on them. For communication among
employees, on the corporate portal, we have created content intended to make it easy for employees to post. In addition, with applicants
invited from among employees, a cross-departmental task force was formed to discuss and devise new internal PR measures, and otherefforts were made with co-creation in mind. Information on important matters in business management, such as management philosophy
and initiatives set out in the Medium-term Management Plan, our Group businesses, efforts made by individual workplaces/employees, andsimilar topics are disseminated in a timely manner through our in-house newsletter and corporate portal.
In addition to the above, our in-house newsletter “The Kansai Denryoku Shimbun” is also published on our website as an opportunity forcustomers and communities to get to know the Group’s thoughts and initiatives, in an effort to disclose more transparent information.

Message from the Management

The Kansai Denryoku Shimbun (June 2022 issue)

Reflecting the voice of society in our business activities
The Group pays attention to the voices of stakeholders, shares the opinions and requests received with management and employees, andreflects these opinions and requests in our business activities as part of our efforts to earn trust.

Relevant data
2020/62021/62022/6101115

2020/32021/32022/3

Efforts to promote understanding by local governments

About 5,100

About 5,200

About 4,000

Volunteer time-off program

87 (201 days)

26 (50 days)

39 (63 days)

1,044

467

836

516 million yen

1,615 million yen

2,052 million yen

468 million yen

1,292 million yen

209 million yen

Total number of sustainable community development plans realized

Number of social contribution activities (including on-site classes)
Amount of social contribution
activities*1*2

Amount of donations madein the above figure*1 From fiscal 2020 onward, figures include part of the amount of social contribution activities through business activities.
*2 From fiscal 2021 onward, figures include part of the labor cost associated with social contribution activities.

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S O C I A LSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Supply Chain Management

Kansai Transmission and Distribution, Inc.

SOCIAL

Policy and Concept
Kansai Electric Power Group Basic Procurement Policy
In January 2022, the Kansai Electric Power Group announced the Kansai Electric Power Group Basic Procurement Policy (hereinafter, the“Policy”) to endeavor to carry out sustainable, transparent, and responsible procurement in all business activities.
Specifically, the previous “Kansai Electric Power CSR-based Procurement Policy” has been revised as the Group-wide policy, and details havebeen newly given to “Transparent procurement activities” and “Respect human rights,” with “Strict compliance” and other values placed as
high-level concepts.
In accordance with the Kansai Electric Power Group Code of Conduct and the Policy, we will endeavor to carry out sustainable, transparent,
and responsible procurement activities in all business activities.
Our procurement activities are supported by our suppliers, who we view as valuable partners, and we will place importance oncommunication as we move forward with procurement initiatives.

1. Practice and ensure strict compliance.
With the practice and ensuring of strict compliance positioned as the foundation to all procurement
activities, we shall thoroughly observe all relevant laws, regulations, and morals thereof.
We shall also give due consideration to the strict management and protection of personal andconfidential information, as well as intellectual property.

2. Carry out transparent and responsible procurement activities.
We shall carry out highly transparent and responsible procurement activities. We shall not participate inbribery or other corrupt conduct with the goal of obtaining profits unfairly nor shall we provide
convenience only to specific individuals or companies. Furthermore, we shall have no relationship with
antisocial forces or organizations.
We shall expand our business through new transactions with companies at home and abroad. Whenselecting suppliers, selection shall be conducted in a fair and equitable manner according to the
supplier selection criteria outlined below, taking into consideration economic and social rationality.
Criteria for selecting suppliers:
We shall select suppliers by considering factors including thorough compliance implementation;
respect for human rights; safety; quality; level of technical expertise; attention to environmental
considerations; business conditions; willingness to maintain a relationship of trust; price; adherence todelivery/construction schedules; adherence to maintenance and management standards; provision ofafter-sales service; and adequacy of response to accidents and defects.

3. Respect human rights.
With respect for human rights, we shall not be involved in any forms of discrimination or inhumane
treatment (forced labor, child labor, etc.). We shall also respect workers’ rights (freedom of association,collective bargaining rights, payment of appropriate wages, etc.).

4. Establish strong partnerships.
We shall establish strong partnerships with our suppliers by deepening bilateral communication andworking together to make improvements. We shall also strive to build relationships toward mutual
development through collaboration to optimize the entire supply chain, from material procurement,
manufacturing, and logistics through to maintenance.

5. Ensure safety.
By making the assurance of safety the top priority in all activities, we shall thoroughly implement
measures to prevent occupational accidents and occupational diseases, and to ensure public safety.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

6. Promote cost reduction and quality improvement efforts.
We shall promote sustainable low-cost procurement efforts by reducing costs through technologicalinnovation and new ideas, as well as by strengthening cooperation with our suppliers. Moreover, forthe sake of our customers, we shall work to maintain and improve the quality and technical expertiseof the products and services we provide.

7. Always consider the environment and contribute to local communities.
We shall promote procurement of materials with low environmental impacts to help build adecarbonized, recycling-oriented society. We shall also contribute to the development of local
communities in cooperation with our suppliers.

8. Achieve continuous and stable procurement.
Together with our suppliers, we shall seek to ensure continuous and stable procurement by improving
our methods of placing orders and other means. Moreover, in preparation for the occurrence ofaccidents and natural disasters, as well as the spread of infectious diseases, we shall thoroughly
implement crisis management in a systematic manner. In such emergency events, we shall endeavor
to promptly arrange necessary materials and equipment.

SystemDirector responsible: Nobuhiro Nishizawa (Representative Executive Officer, Vice President) of the Kansai Electric Power Co., Inc.
Management office: Planning & General Management Group, Sourcing and Procurement Division of the Kansai Electric Power Co., Inc.

Goals
Dissemination and implementation of our Basic Procurement Policy• Procurement activity questionnaire implementation rate for new suppliers (Sourcing and Procurement Division contracts) 100%→ Implementation rate of 99% (FY 2021 results)• Implement procurement activity questionnaire in fiscal 2019-2021 for our top 200 business partners, whose transaction amounts are among
the largest.
→ No. of companies implemented: 167 (FY 2019-2021 results)

Efforts
The Sourcing and Procurement Division holds in-house discussions on the Policy and provides new employee training, for the purpose ofdisseminating and implementing the Policy.
We make use of supplier registration and other opportunities to explain the Policy to our suppliers and ask for their cooperation inquestionnaires to monitor how they address sustainability-related tasks.

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S O C I A LGGOVERNANCE◆ Corporate Governance◆ Risk Management◆ ComplianceSustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Corporate GovernanceKansai Transmission and Distribution, Inc.

GOVERNANCE

Basic concept on corporate governance
Based on the Kansai Electric Power Group Purpose & Values, the Group will continue to meet the expectations of all its stakeholders, thereby
contributing to the sustainable improvement of corporate value and the sustainable development of society.
Recognizing that the most important management issue for achieving this goal is strengthening corporate governance, we have adopted theinstitutional design of a company with a nominating committee, etc., which clearly separates execution and supervision for our corporate
governance, with the aim of enhancing management transparency and objectivity in business management.
In terms of supervision, in order to reflect the perspectives of all our stakeholders, we have established a system with a Board of Directors at
the core focused on objective and diverse perspectives as outsiders. By appropriately supervising execution, we will improve transparency
and objectivity in business management.

Overview of current corporate governanceIn our Company, the Executive Meeting and various committees are placed under the Board of Directors, which has been charged withmanagement responsibility by the General Shareholders’ Meeting. While executing operations appropriately, we supervise the execution ofduties by our directors and executive officers through the Board of Directors. We have adopted the institutional design of a company with anominating committee, etc. since June 2020, which clearly separates execution and supervision for our corporate governance, with the aim ofenhancing management transparency and objectivity in business management.

General Shareholders’ Meeting
Appointment /Dismissal

Appointment /Dismissal

Submission /Reporting

Supervision

Appointment /Dismissal

Board of Directors

Nominating Committee

Compensation Committee

Audit Committee

Compliance Committee

Supervision
Submission /Reporting
Audit
Advice /Guidance /Supervision
ReportingAccounting Auditors

Accounting audit

Execution
Representative Executive
Officer, President

Executive Meeting
Various Committees• Sustainability Promotion
Council• Risk Management Committee• Nuclear Safety Verification
Committee• Procurement Review
Committee, etc.

Divisions/Offices

Internal audit
Office of Internal Auditing

The Kansai Electric Power Co., Inc. will also implement an appropriate governance system for Kansai Transmission and Distribution, Inc., insofar as the Company has the rightto do so as its shareholder, based on the premise of ensuring neutrality as a general power transmission and distribution business operator.

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SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Corporate governance systems
1. Supervision
Board of Directors◆ Structure

In light of our business scale, business description, approach to managerial issues, and supervisory function, as well as diversity,
including gender, internationality, work history and age, the Board of Directors is a necessary and appropriate structure comprised ofindependent outside directors (eight persons) with ample experience and knowledge cultivated as executives or professionals in a wide
range of fields and inside directors (five persons) who have abundant expertise and abilities in our business.
In addition, from the perspective of appropriate decision-making and effective supervision, the number of the Board members shall be
20 or less, a majority of which shall be independent outside directors.
The Chairperson of the Board of Directors shall be an independent outside director.

◆ Roles and responsibilities
Based on the standpoints of our diverse and wide-ranging set of stakeholders, the Board of Directors aims to achieve sustainable growth andincrease the corporate value of the Group over the medium to long term. To achieve these ends, the Board takes on the following main
responsibilities: ① to illuminate the future path of the Group, including our corporate strategy, ② develop an environment that supports
appropriate risk-taking by executive officers, and ③ provide highly effective supervision of management from an independent and objective
standpoint.
We will decide basic management policies such as management plans after thorough discussions from a variety of perspectives, regularly
monitor progress and reflect results in our future policies. In addition, we will establish effective internal control and risk management systems,
supervise management with a focus on compliance, and support executive officers for their swift and strong-minded decision-making.
From the standpoint of clearly separating execution and supervision, the Board of Directors, in principle, delegates decisions on businessexecution to executive officers in line with basic management policies. Regardless of whether or not delegation to executive officers is made, if
necessary, especially important decisions on business execution are discussed in advance at the Board of Directors meeting while they arebeing considered, and appropriate opinions and advice are provided from outside directors and other directors before decisions are made.

Nominating Committee
The Nominating Committee is chaired by an independent outside director and all of its four members are independent outside directors.
The Nominating Committee resolves proposed agenda for General Shareholders’ Meeting regarding the appointment and dismissal of directors after
establishing the “Policy for nominating director candidates.” The Committee also resolves/deliberates on matters related to the appointment ofexecutives. In addition, the Committee is responsible for formulating a succession plan for the Executive Officer and President, as well as developing
candidates in a planned manner, with sufficient time and resources. In the course of this process, it is important for the Committee to recognize theappointment of the Executive Officer and President as the most important strategic decision-making for sustainable growth of the entire Group andimprovement of corporate value over the medium to long term. In formulating the succession plan, the Committee deliberates the outcome,required experience and skills, competency (ability), potential (quality), sense of value, and personality expected from the next Executive Officer andPresident, and reviews “what the President is supposed to be.”Moreover, utilizing internal assessment and external assessment by third-party organizations, the Committee collects information on candidates in a
multifaceted way. Members also directly interview candidates to clarify the appointment process, with high transparency and objectiveness ensured.
Chairperson: Sadayuki Sakakibara
Committee members: Takamune Okihara, Tetsuya Kobayashi and Kazuko Takamatsu

Compensation Committee
The Compensation Committee is chaired by an independent outside director and all of its four members are independent outside directors.
The Compensation Committee resolves compensation of respective directors and executive officers after establishing the “Policy for
determining the compensation of directors and executive officers.” The Committee also resolves/deliberates on other matters related to
executive compensation. When considering various compensation-related issues, such as the standard of compensation of directors, theCommittee uses data from external specialized organizations and examples from other companies.
Chairperson: Kazuko Takamatsu
Committee members: Sadayuki Sakakibara, Tetsuya Kobayashi and Atsuko Kaga98

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SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Audit Committee
The Audit Committee is chaired by an independent outside director and consists of four outside and two inside directors not concurrently serving as
executive officers. To serve as an Audit Committee member, each director is required to have appropriate experience and abilities as well as
necessary knowledge of finance, accounting, and legal affairs.
The Audit Committee establishes basic policies and rules necessary to execute its duties, and then audits the execution of duties by executive
officers, directors, employees and others of the Company or its subsidiaries, from the viewpoint of legality and appropriateness. In addition to that,
the Committee reports the status and results of audits to the Board of Directors. When necessary, the Committee provides advice andrecommendations to executive officers, etc.
The Audit Committee, the Office of Internal Auditing and accounting auditors will conduct efficient and effective audits in close collaboration as
appropriate through exchanging opinions on audit plans and audit results.
The Committee members participate in important meeting structures, such as the Executive Meeting, and hear explanations of matters ofimportance in business management from executive officers.
Chairperson: Hiroshi Tomono
Committee members: Takamune Okihara, Shigeo Sasaki, Fumio Naito, Yasushi Sugimoto and Yasuji Shimamoto

Compliance Committee
For the purpose of strengthening the Group’s function to supervise compliance, we have established a Compliance Committee, which is independent
from the President and other executive officers. The Committee is under the direct control of the Board of Directors. The Committee, a majority ofwhich including the Chairperson are external experts, deliberates and approves particularly important matters such as basic policies for promoting
compliance and policies for addressing problematic events associated with directors, executive officers, and others. When necessary, the Committee
also directly guides, advises and supervises the President and other executive officers, as well as reporting periodically to the Board of Directors.

Directors◆ Nomination policy
In performing their duties, our directors must be willing to conduct themselves with emphasis on compliance, in accordance with the basic
orientation of business management and guiding principles specified in the Kansai Electric Power Group Purpose & Values, the Kansai
Electric Power Group Code of Conduct, etc. Regarding the nomination of director candidates, the Nominating Committee makes a decision
after deliberating comprehensively on whether the candidate’s ability, experience, personality, insight, and other elements are good enoughto take on management of the Company, also in light of diversity, including gender, internationality, work history and age, from theviewpoint of appropriate decision-making and effective supervision. As for outside director candidates, we ensure in particular that they
have independence from an outsider’s objective viewpoint and also take into account their role of enhancing the supervisory function of
the Board of Directors.
The Company has established its own judgment criteria for independency, as described below, in light of the requirements for independent
officers stipulated by the Tokyo Stock Exchange, Inc. We assess the independency of outside directors by these criteria. If an outside director
concurrently serves as an officer at another listed company, the number of concurrent positions is within a reasonable range so that thetime and labor required to properly fulfill the roles and responsibilities as an outside director of the Company can be secured.
【Judgment criteria for independency established by the Company】

The Company considers an outside director to be independent when the outside director does not fall under any of the categories of 1 to 9
below.
1

A person to whom the Company is a major business partner, or a business executive for that person

2

A major business partner of the Company, or its business executive

3

A consultant, accounting professional or legal professional who receives a large amount of money or any otherassets, other than executive compensation, from the Company (if the consultant, etc. who receives such assets is anorganization such as a corporation, a person who belongs to that organization)

4

A person who receives a large amount of donations or membership fees from the Company, or a businessexecutive for that person

5

A business executive of the auditing firm of the Company

6

A person who is a major shareholder of the Company, or a business executive for that person and a businessexecutive of a company for which the Company is a major shareholder

7

A business executive of a company which has accepted an executive from the Company or a subsidiary of theCompany

8

A person who has fallen under any of the categories of 1 to 7 above recently
A spouse or relative within the second degree of kinship to a person descried in either of the following items(excluding those who are not in applicable positions)

9(1) A person listed in 1 to 3 above(2) A person who is currently or has recently been a business executive of the Company or a subsidiary of theCompany99

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SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

【Directors’ skill matrix】

The following is a list detailing the experience and insight required for the members of the Company’s Board of Directors, who have been
selected by the Nominating Committee, as well as skills possessed by directors.
Specifically, in light of the Corporate Governance Code established by the Tokyo Stock Exchange, Inc., the Committee has selected“Management experience,” “Governance / Risk management,” “Finance / Accounting,” and “Legal affairs / Compliance” as basic skills forsupervising the management of the Company. For addressing our key issues, “Technologies,” “Industrial policies,” “Public relations
strategies,” “Global experience,” and “Sales / Marketing” have been selected in particular as skills that are necessary.
Directors

Management
experience

Governance/
Riskmanagement

Sadayuki Sakakibara●●

Takamune Okihara●●

Tetsuya Kobayashi●●

Finance/
Accounting

Technologies

Industrial
policies●●

Kazuko Takamatsu

●

●

●

●

●

●
●

●

●

Nozomu Mori

●

●

●

Koji Inada

●

●

●

Nobuhiro Nishizawa●●

Yasushi Sugimoto●●

Yasuji Shimamoto

●

●

●

●

Fumio Naito

Sales/Marketing

●

●

●
●

Globalexperience●

Atsuko Kaga
Hiroshi Tomono

Public relations
strategies●●

Shigeo Sasaki

Legal affairs/
Compliance●●◆ Roles and responsibilities
Directors shall actively express their opinions and have thorough and constructive discussions at the Board of Directors, etc. When executing
their duties, directors shall diligently collect sufficient information by requesting explanations from other directors and executive officers andthrough other means.
Outside directors’ roles include strengthening the supervisory function of the Board of Directors from their objective external perspective,
making use of their abundant experience and insight as corporate managers and specialists. Additionally, from the perspective of actively
contributing to discussions at the Board of Directors, outside directors actively exchange opinions and cooperate fully with executive officers.

◆ Training
We hold training sessions for directors when and after they take up their post on a periodical basis to provide the knowledge necessary to fulfill
their roles and responsibilities.
For outside directors, we provide explanation about the Group’s business, finances, organization, and other aspects on a continual basis when
and after they take up their post so they can acquire the knowledge necessary to fulfill their roles and responsibilities. In addition, we hold toursof our facilities as appropriate and provide opportunities for them to talk with our frontline staff to promote their understanding of our business.

2. Execution
Executive Officers◆ Appointment policy
In performing their duties, our executive officers must be willing to conduct themselves in accordance with the basic orientation ofbusiness management and guiding principles specified in the Kansai Electric Power Group Purpose & Values, the Kansai Electric PowerGroup Code of Conduct, etc., and in adherence to the spirit of the President’s Oath to Stakeholders. Regarding the appointment/
dismissal of executive officers, the Board of Directors makes a decision after deliberating comprehensively on whether the officer hasabundant expertise, and whether his/her experience, business execution ability, personality, and other elements are good enough totake on management of the Company.

◆ Roles and responsibilities
Executive officers make decisions on how the business of the Company is carried out, which is delegated to them by the Board of
Directors and by the resolution of the Board of Directors, and also execute the operations of the Company.

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SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

◆ Training
We hold training sessions for executive officers when and after they take up their post on a periodical basis to provide the knowledge necessary
to fulfill their roles and responsibilities.

Executive Meeting and Committees
In order to deliberate on important business execution policies, plans, and execution of business for the entire Group and to receive necessary reports,based on the basic policies determined by the Board of Directors, we hold Executive Meeting every week as a general rule. The Executive Meeting ischaired by Executive Officer and President, and consists of all our executive officers to ensure swift and appropriate corporate management. In
addition to the above, for the purpose of ensuring appropriate and smooth business execution, we have established various committee organizations
that support decision-making through the Executive Meeting and the business execution by respective divisions. These committees mostly consist of
executive officers in charge of duties related with respective goals, and meetings are convened periodically or on an as-needed basis.

◆ Sustainability Promotion Council
To address sustainability-related issues, our Group’s basic concept and code of conduct that we should strictly observe are stipulated in the
Kansai Electric Power Group Code of Conduct. We also set up a Sustainability Promotion Council to draw up comprehensive sustainability
measures for the entire Group and check implementation status. At the same time, we perform concrete activities for the Group to contribute to
the sustainable growth of society.

◆ Risk Management Committee
Risks associated with the Group’s business activities are managed autonomously by each operating division in accordance with the Kansai
Electric Power Group Risk Management Rules. Risk management for risks considered to have cross-organizational importance (information
security, business management of subsidiaries, safety and health, market risk, reliability of financial reports, environment, disasters, andcompliance) are enhanced by the supervision of departments with specialized expertise on each risk area that provide advice and guidance tothe various operating divisions on an as-needed basis. Furthermore, a Risk Management Committee is established to put risks under central
management. The Committee Chairperson is appointed as the Risk Management Officer, and the Committee strives to manage risks associatedwith the Group business activities at the appropriate level through this system.

◆ Nuclear Safety Verification Committee / Nuclear Safety Enhancement Committee
Regarding nuclear safety, our principles associated with nuclear safety to be succeeded to our employees in future generations are clearly statedin our Commitment to Enhancing Nuclear Safety. Based on this, we are making constant efforts to improve safety. A Nuclear Safety Enhancement
Committee has been set up to enhance the safety of nuclear power on a company-wide basis. The Committee checks and conducts discussion
on the promotion of recurrence prevention measures and fostering of safety culture following the accident at Mihama Nuclear Power Station
Unit 3 and activities from a broad range of viewpoints, including voluntary and continuous activities following the accident at Tokyo ElectricPower Fukushima Daiichi Nuclear Power Station. In addition, opinions and advice provided by the Nuclear Safety Verification Committee from its
independent position have been reflected in our safety improvement initiatives.

◆ Procurement Review Committee
For the purpose of ensuring appropriateness and transparency in the procedures of construction orders and contracts as well as payment of
donations and cooperation funds, we have established a Procurement Review Committee, the majority of which are outside experts, with an
examination mechanism from the perspective of such experts put in place.

◆ Internal Auditing Committee
Regarding internal audits, we have established an Internal Auditing Committee in order to share and deliberate widely-ranging management
issues, such as safety and quality, gain insights and information from outside the Company, and ensure the adequacy of the internal audit
process for the entire Group from a fair and professional standpoint.
In addition, as a dedicated organization for conducting internal audits, the Office of Internal Auditing (including certified internal auditors andqualified internal auditors) has been set up to audit the adequacy and effectiveness of the system and operational status on a regular basis, thisensuring the adequacy of operations.

3. Advisors
The Company has adopted the following advisor system.

◆ SystemAdvisors may be appointed on an as-needed basis, if doing so contributes to the sustainable development of the Group.

◆ Appointment/remuneration determination process
From the perspective of ensuring objectivity, when appointing an advisor to a person who retired from the post of a director or executive officer,
the Nominating Committee, the Compensation Committee, and the Board of Directors decide the necessity of such appointment, job
description, and remuneration after rigorous deliberation, and disclose the commissioned duties and the individual amount of remuneration of
the advisor.
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SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Roles
Advisors contribute to society through activities in business and industrial communities and respond to requests from regional
economic communities by making full use of their own experience and human networks, toward the growth of the economy in the
Kansai region as well as the business of the Group. Advisors do not provide guidance or advice on business management.

4. Remuneration of directors and executive officers◆ Policy for determining remuneration, etc. for directors and executive officers(Policy and outline of the remuneration system)

Remuneration of directors and executive officers is determined by the Compensation Committee in accordance with the provisions of
the Companies Act.
Remuneration of directors not responsible for execution of business consists only of basic compensation, in consideration of their roles.
Remuneration for executive officers responsible for the execution of business consists of basic compensation that takes into account the
responsibilities required for each executive officer’s position, etc., and short-term incentives, which are results-based compensation andstock-based compensation as a medium- to long-term incentive, in order to contribute to the sustainable improvement of ourcorporate performance and corporate value. Proportion of the payment will be set using “basic compensation: results-based
compensation: stock-based compensation = 6:3:1” as a guide.

(Remuneration determination process)With the Policy for Determining Remuneration of Directors and Executive Officers established and in accordance with this policy, theCompensation Committee, which is comprised solely of outside directors, makes resolutions on the remuneration of individual directors
and executive officers.
In addition, the Company utilizes data from external organizations and refers to the situation of other companies when considering
compensation levels and other related issues.

◆ Remuneration system (Basic compensation, Performance-based compensation, and Stock-based compensation)(Basic compensation)

The Company pays the base amount required for the position of each director and executive officer, taking into consideration the
responsibilities required according to their respective job positions and other factors.

(Performance-based compensation)
The Company’s performance-based compensation consists of company-wide performance considering the financial targets of theMedium-term Management Plan and ESG initiatives, and individual performance based on the results of initiatives of each responsible
division. This type of compensation is calculated and paid based on the base amount set for each job position and the degree ofachievement against the targets.

(Stock-based compensation)
The Company grants a certain number of points to executive officers and others each year based on the base amount corresponding totheir respective job positions. When they leave their post, the Company grants its shares and pays cash in the amount equivalent to theconversion value of the Company’s shares in proportion to their respective accumulated points.

◆ Remuneration system
Breakdown of performance-based compensation

Indicator

Company-wide
performance

Financial
indicators70%
Non-financial
indicators

Individual
performance

30%

Percentage

Calculation formula

Consolidated
ordinary income[100 billion yen]

70%

Achievement rate =Consolidated ordinary income / 100 billion yen

FCF[-110 billion yen]

10%

Achievement rate = 100% when minus 110 billion yen is achieved;
10% increase/decrease for every 10-billion-yen deviation

ROA[1.5%]

10%

Achievement rate = Actual ROA / 1.5%
[ROA = (Ordinary income + Interest expense) /Total assets]

10%

Evaluated by the Compensation Committee with reference to the current
status of efforts in CO2 emissions reduction as well as external evaluations
by DJSI, CDP, MSCI, and Sustainalytics, in order to achieve the Medium-termManagement Plan target (to be halved in 2025 compared to FY 2013).

CO2 emissions reduction
External ESG assessment

Indicators: Individual performance (assessment)
Application: Base amount by job position (individual) x assessment rate (0-120%)

Notes: 1 Base amount of performance-based compensation by job position (annual amount)• Director, Representative Executive Officer and President: 22.8 million yen • Director, Representative Executive Officer and Vice President: 17.4 million yen• Representative Executive Vice President: 16.1 million yen • Executive Vice President: 11.7 million yen
2 Company-wide performance varies in the range of 0 to 150% depending on the degree of achievement of performance indicators.
3 Individual performance varies within a range of 0% to 120%, depending on the performance results of each individual. Individual performance shall not be applicable
but company-wide performance shall be applicable by 100% to the President.

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SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

5. Management of subsidiaries
We try to instill in our subsidiaries the basic approaches to management and action standards that are embodied in, for example, the Kansai
Electric Power Group Purpose & Values and the Kansai Electric Power Group Code of Conduct. In addition, we ensure the propriety of ourcorporate group’s business activities at our subsidiaries by supporting them and providing advice on the arrangement of their autonomous
management structures based on our internal regulations related to subsidiary management.
We also strive to prevent any losses to the corporate value of the Group as a whole, or at least keep them to a minimum, by participating inimportant decision-making by our subsidiaries, and periodically checking on their management status. Moreover, our Executive Meeting
deliberates execution directions and plans for important business, particularly for the core companies responsible for businesses that are thepillars for the future growth of the Group.
Specifically, based on the performance evaluation system, we set financial and non-financial targets at the beginning of each fiscal year after
confirming consistency between the plans and policies of each company and policies of the Group, checking progress throughcommunication by senior management during and at the end of each fiscal year. Additionally, we make prior adjustments to individual plans,such as investments of a certain scale or making inroads into new business fields. Through these efforts, we are striving to enhance thecorporate value of our entire Group and prevent it from being undermined.

6. Effectiveness evaluation and response policies for the Board of Directors
Method of effectiveness evaluation
The Company evaluates the effectiveness of the Board of Directors, etc. and takes proper steps to improve corporate governance, including
operation of the Board of Directors to enhance the functions of the Board of Directors, Nominating Committee, Compensation Committee,
and Audit Committee. The contents and results of the effectiveness evaluation for fiscal 2021 are as follows.

Results of effectiveness evaluation
Evaluation/analysis method
Using a third-party organization, we conducted a survey targeting all directors on the effectiveness of the Board of Directors, etc.
Based on the analysis of the survey results by the third-party organization, the effectiveness of the Board of Directors, etc. was deliberated andevaluated at the Board of Directors meeting held on April 27, 2022.

Evaluation items
1. Role/function of the Board of Directors
2. Status of efforts for the business
improvement plan
3. Composition/size of the Board of Directors

4. Operation of the Board of Directors
5. Operation of the Nominating, Compensation,
and Audit Committees
6. Supervision of audit functions

7. Support system for outside directors
8. Relationships with shareholders, investors, etc.
9. Improvement status of last year’s major issues

General comment for fiscal 2021
As a result of the fiscal 2021 survey, we have confirmed analysis results that set out “substantive discussions on management strategy, etc. through appropriate
agenda setting, provision of prerequisite information, and management of meetings,” “creation of basic operation method of and substantive discussions at theNominating, Compensation, and Audit Committees,” and the “current composition of the Board of Directors that supports these substantive discussions” as thestrengths of the Company’s Board of Directors. In addition, the results showed that the evaluation items associated with the improvement status for the previous
year’s major issues had generally improved and scores were higher than those in the previous year for most of the evaluation items. We have confirmed that theoverall effectiveness of the Board of Directors, etc. has been steadily improving.
In consideration of the above, the Board of Directors has determined that the effectiveness of the Board of Directors, etc. for fiscal 2021 has been ensured. Goingforward, while keeping abreast of changes in the business environment, we will work to make further improvements and continue with our efforts to improve
effectiveness.
<Major initiatives for fiscal 2021 based on the previous year’s evaluation results>• To “enhance opportunities for communication between outside directors and management,” we set up opportunities for exchange of opinions and interviews
between outside directors and executive officers to fully share understanding regarding the business lineup, management issues, and other matters.
• Toward “further strengthening of reporting on the operational status of the internal control system,” we have enhanced reporting details on internal control,
such as business risks faced by the entire Group as well as the operational status of the whistleblowing system, and strengthened our group governance.

Points of further improvement and response policy in the future① Enhancement of communication opportunities between the management and outside directors
While paying close attention to the COVID-19 situation, outside directors and the management will share their understanding and create
opportunities for exchange that will lead to more active discussions at the Board of Directors meetings.
② Further enhancement of discussions on important medium- to long-term themes
We will further enhance the discussions at the Board of Directors meetings regarding the group-wide business strategy and human resource
development as well as other matters, and strongly push forward our medium-term management plan and zero carbon vision.
③ Supervision of individual audit functions by the Board of Directors
We will strive to further improve the supervisory function of the Board of Directors, etc. through appropriate reporting and information sharing withindividual audit functions, such as internal audit departments, etc.
④ Confirmation of training for officers and its implementation status
We will regularly report on the implementation status of officer training, such as acquisition and update of knowledge required for officers, and strive
to improve the supervisory function of the Board of Directors.
⑤ Further improvement of the composition (skills and diversity) of the Board of Directors
The Nominating Committee will continue to discuss the ideal composition of the Board of Directors in view of the future business climate.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

Operating status of fiscal 2021

◆ Board of Directors

Based on laws and regulations and the rules of the Board of Directors, the Board of Directors resolves important matters related to the
management of the Group, such as proposals submitted to the General Shareholders’ Meeting, composition of each committee,
appointment/change of executive officers, and the roadmap toward the realization of our Zero Carbon Vision 2050. Moreover, the status ofefforts in the implementation of our business improvement plan in line with the Electricity Business Act, progress status of our medium-term
management plan including quarterly financial results, operational status of internal control, and other matters are reported and deliberated
on a regular basis. For the resolutions and deliberation stated above, with the aim of ensuring fulfilling discussions at the Board of Directors
and strengthening corporate governance, in fiscal 2021, three opinion exchange meetings were held by directors, and three meetings were
held only attended by independent outside directors to discuss a wide range of themes such as management issues and the direction of
future growth strategies of the Company. Views obtained through these meetings are reflected in our business management andsubsequent discussions at the Board of Directors. Furthermore, various measures are implemented for outside directors throughout the year,
such as prior briefing on board meeting agendas from the executive side; visiting front-line workplaces, including nuclear power plants; anddialogue with employees.

◆ Nominating Committee
The Committee decides the content of proposals for appointment and dismissal of directors, submitted to the General Shareholders’Meeting, as well as the policy for selecting directors, and deliberates the details of a succession plan for the Executive Officer and President,
successor development process, commissioning of advisors, and other matters. Priority items discussed in fiscal 2021 include the following:• Succession plan for Executive Officer and President• Process for selecting outside director candidates• Development and appointment/change of executive officer candidates and officers of affiliated companies◆ Compensation Committee
The Committee decides on the policy and details of compensation of respective directors and executive officers, and deliberates oncompensation for advisors. Priority items discussed in fiscal 2021 include the following:• Policy on determining compensation for the Company’s officers based on the results of surveys on compensation standards of othercompanies, trends in compensation policies, etc.
• Performance-based compensation system and goal setting (including introduction of ESG-related indices)◆ Audit Committee
The Committee formulates audit plans encompassing important matters related to the Group’s management decided by the Board of
Directors, and performs audits from the perspective of whether or not the Group is conducting business activities legally andappropriately, and making decisions and executing business properly and reasonably to prevent risks and improve corporate value.
Deliberation is made among the Committee members, and their opinions and recommendations are provided to the Board of Directors
and the executive side. Priority audits and other items conducted in fiscal 2021 include the following:• Status of efforts to strengthen compliance and governance• Status of efforts made in line with the medium-term management plan
• Dialogue with front-line workers• Response to proceedings for damages against our former officers filed by the Company concerning problems such as receiving
money and gifts and compensation paid for their part-time engagements after retirement.
The Audit Committee is briefed on audit plans from our accounting auditor at the beginning of the fiscal year. As for the
implementation status of the plans, the Committee receives reports on the quarterly review status in every quarter, as well as reports onannual audit status at the interim period and the end of the fiscal year, and thereby exchange opinions. In this way, a close cooperative
relationship is maintained between them. The Committee also holds discussions with the accounting auditor multiple times during the
fiscal year to exchange opinions on Key Audit Matters (KAM).
In particular, in fiscal 2021, in time with the report from the accounting auditor to the Audit Committee on the “system for ensuring the
propriety of business operations,” the management and audit team of the accounting auditor briefed the Committee on the status of
their efforts to maintain and improve audit quality as an auditing organization, and the audit team of the accounting auditor briefed theCommittee on the status of their specific efforts to maintain and improve audit quality as an audit team. Through exchange of opinions,the Committee has confirmed a situation where high-quality auditing is maintained.

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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

The main examples of the cooperative relationship between the Audit Committee and the accounting auditor are as follows.
Item

PeriodOverview

Briefing on audit plans

July*1The Audit Committee is briefed on audit plans for the current fiscal year.

Quarterly review report

July, October,
January

The Audit Committee receives report on quarterly review results from the accounting
auditor and exchanges opinions.

Interim audit report

December

The Audit Committee receives an interim report on accounting auditor’s audit andexchanges opinions.

Year-end audit report

May, June

The Audit Committee receives year-end report on the accounting auditor’s audit (includinginternal control audit status) as well as a detailed report on the status of the accounting
auditor’s performance of duties.

Key Audit Matters (KAM)

September,
December, May, June

The Audit Committee members and the accounting auditor discuss and exchange opinions
about KAM.*

*1 Throughout the fiscal year, the Committee receives reports of revisions to the audit plan, if any, at the time when each report is made.
*2 The Committee also confirms the appropriateness and consistency of KAM-related information disclosure.

◆ Activities of outside directors
Board of Directors, Nominating Committee, Compensation Committee, and Audit Committee meetings held in fiscal 2021 and theattendance status of respective directors are as follows.
Meetings held and attendance status
Name

Board of Directors

Nominating Committee

Compensation Committee

Audit Committee

Sadayuki Sakakibara*◎100% (12/12 attendances)◎100% (7/7 attendances)

100% (3/3 attendances)ー

Takamune Okihara*

100% (12/12 attendances)

100% (7/7 attendances)

100% (3/3 attendances)ー

Tetsuya Kobayashi*

83% (10/12 attendances)

71% (5/7 attendances)◎100% (3/3 attendances)ー

Shigeo Sasaki*

100% (12/12 attendances)ーー

100% (16/16 attendances)

Atsuko Kaga*

92% (11/12 attendances)ー

100% (3/3 attendances)

81% (13/16 attendances)

Hiroshi Tomono*

100% (12/12 attendances)ーー◎100% (16/16 attendances)

Kazuko Takamatsu*

100% (12/12 attendances)

100% (7/7 attendances)ーー

Fumio Naito*

100% (12/12 attendances)ーー

100% (16/16 attendances)

Takashi Morimoto

100% (12/12 attendances)

ー

ー

ー

Toyokazu Misono

100% (12/12 attendances)

ー

ー

ー

Koji Inada

100% (12/12 attendances)

ー

ー

ー

Nozomu Mori

100% (10/10 attendances)

ー

ー

ー

Yasushi Sugimoto

100% (12/12 attendances)ーー

100% (16/16 attendances)

Yasuji Shimamoto

100% (10/10 attendances)ーー

100% (13/13 attendances)

Notes: 1 The percentages are rounded off to the whole number. The numbers in parentheses indicate the number of attendances/the number of meetings held
during the term of office.
2 ◎ represents the chairperson of the board/committee.
3 * represents an independent outside director.
4 Regarding the number of board meetings held, in addition to the above, written resolution was implemented once by obtaining consent of all the directors
in accordance with the provisions of Article 370 of the Companies Act and notifying the directors in accordance with Article 372, Paragraphs 1 and 3 of theCompanies Act.

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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Risk Management

Kansai Transmission and Distribution, Inc.

GOVERNANCE

Policy and Concept
In accordance with the Kansai Electric Power Group Risk Management Rules established in April 2006, risks that have the potential to affectthe achievement of organizational goals are to be recognized and identified. Then, an assessment is to be made, followed by implementing
necessary measures to deal with the risks. The impact of risk on the Group is being managed at an appropriate level through this series ofprocesses.

SystemRisks associated with the Group’s business activities are to be managed autonomously by each operating division. Risk management for risks
considered to have cross-organizational importance, such as information security, business management of subsidiaries, safety and health,market risk, reliability of financial reports, environment, disasters and compliance, is enhanced by the supervision of departments withspecialized expertise on such risks that provide advice and guidance to the operating divisions on an as-needed basis. Furthermore, a Risk
Management Committee comprising 15 members headed by an Executive Vice President has been established to put risks under central
management. The Committee Chairperson is appointed as the Risk Management Officer, and the Committee strives to manage risks
associated with Group business activities at an appropriate level through this system.
The Risk Management Committee presents the risk evaluation results to the Executive Meeting and the Sustainability Promotion Council sothat necessary risk measures are reflected in plans and policies for the entire Group with the aim of realizing our sustainable growth into the
future. The Committee also periodically reports its risk management findings to the Executive Meeting and the Board of Directors. If
necessary, it improves the structure and system of risk management. Furthermore, the Office of Internal Auditing conducts internal auditingon the maintenance and operation of the risk management system, and we are working to make improvements based on the audit results.

◆ Risk management system
Boards of Directors
Submit / Report

Executive Meeting• Major risks are extracted to grasp how they are being managed
company-wide.
• The gravity of the major risks is evaluated based on their degrees
of impact and probability of occurrence, and placed on a risk map
to understand and manage the risk management status from ahigher perspective.

Instructions for
improvement

Monitoring

Departments with specialized expertiseon each risk area

Advice,guidance

Areas of risk

Report• Information security• Business management of subsidiaries• Safety and health• Market risk
• Reliability of financial reports• Environment• Disasters• Compliance

Extraction andevaluation of
risks

A P
C D

Implementationof measures

ReportCross-organizational risk management departments

Operating divisions

All business headquarters, Kansai Transmission
and Distribution, Inc., all subsidiaries, etc.

Improvement

Risk map(See page 107)

Instructions for
improvement

Report• Basically, each operating division
manages risks autonomously.

Major risks(See page 107)

106

Internal
audit

Office of Internal Auditing

Risk Management Committee
Chairperson: Risk Management Officer (Executive Vice President)

Sustainability
Promotion Council

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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts
The Risk Management Committee held meetings three times during fiscal 2021. Meetings ascertain and evaluate how major risks that could
greatly affect our Group’s business activities are being managed company-wide. These major risks are systematically sorted out not only for ourGroup’s sustainable growth but also with the aim of achieving our financial targets and ESG goals, to contribute to the sustainable
development of society by solving global social issues covered under SDGs. The gravity of the major risks is evaluated based on their degrees ofimpact and possibilities of occurrence, classified and organized on a risk map to clarify, manage, and evaluate how the risks are being handledfrom a higher perspective, and instructions for improvement are given to operating divisions, as necessary, based on the evaluation results.
For details of and countermeasures for major risks that could affect the Group’s business results and financial position, please refer to the“Operational risks” section of our securities report for the fiscal year ended March 31, 2022 and financial results for the three months ended June30, 2022 (only available in Japanese).

◆ Major risks
Gravity
FY 2021 FY 2022

《1》Climate change《2》Environmental laws and regulations《3》Release of radioactive materials

Medium Medium《5》Natural disasters, armed attacks, spread of infectious diseases, etc.
《6》Information security《7》Reputation

High

High

High

High

High

High

Medium Medium《8》Decrease in employee motivation

High

High

《9》Problems with the provision of products and services and deterioration in quality Medium Medium《10》Decrease in human capital competitiveness《11》Information disclosure-related issues《12》ComplianceG《13》GovernanceMedium Medium

Expenses

High

High

High

Maintenanceandimprovement ofasset value (B/S)

《15》Increase in energy business expenses《16》Difficulty in nuclear power operation

Investments
and loans 《17》Decline in profits from investment and loan
Transmission &《18》Decline in profits from power transmission and distribution businessDistribution
Information &Telecommunications 《19》Decline in profits from information and telecommunications business
Life/Business《20》Decline in profits from life/business solution business
Solution《21》Change of political measures

Gravity
FY 2021 FY 2022

High Medium
Medium Medium
High

High

Medium Medium
Low Medium
Medium Medium
Medium Medium
Medium Medium《22》Market risk (fluctuations in market conditions)

Low《23》Stagnation of innovation

Medium Medium

Energy《24》Damage to the asset value of energy businessMedium Medium

Other《25》Damage to the asset value of businesses other than energy

Medium Medium

Business
environment

Medium Medium
High

Major risks

Operating
Decline in operating revenue from energy businessrevenue 《14》Huge Huge《4》Personal injury

S

Organizational goals/Classification

High

Achievement of profit targets (P/L)

E

High

EnergyMajor risks

Achievement of financial targets

Classification

High<Reason for changes in Gravity>《14》Decline in operating revenue from energy business: Revised downward in light of growth in sales resulting from higher demand for electricity, etc.
《18》Decrease in profits from power transmission and distribution business: Revised upward considering profit decline caused by increasing costs associated with
supply-demand adjustments, etc.
《22》Market risk (fluctuations in market conditions): Revised upward under the circumstances of increasing electricity demand based on deterioration in earnings due to theincrease in additional fuel procurement costs caused by surging fuel prices.

◆ Risk map■ 50 billion yen or more
■ Medium-scale power
outage■ Serious injury■ News coverage andresponse in the Kansaiarea■ Less than 50 billion yen■ Small-scale power
outage■ Minor injury■ News coverage andresponse in specific
areas

High

《11》Information disclosure-related
issuesLow

MediumHigh Huge《1》Climate change《4》Personal injury《5》Natural disasters, armed attacks,
spread of infectious diseases, etc.
《6》Information security《8》Decrease in employee motivation《12》Compliance《13》Governance《16》Difficulty in nuclear power operation《22》Market risk (fluctuations in market
conditions)《7》Reputation《14》Decline in operating revenue fromenergy business《21》Change of political measures《24》Damage to the asset value ofenergy business《2》Environmental laws and regulations《17》Decline in profits from investment
and loan《18》Decline in profits from powertransmission and distribution
business《19》Decline in profits from informationand telecommunications business《20》Decline in profits from life/businesssolution business《23》Stagnation of innovation

Low
Gravity《9》Problems with the provision of
products and services anddeterioration in quality《10》Decrease in human capitalcompetitiveness《15》Increase in energy business
expenses《25》Damage to the asset value ofbusinesses other than energy

Medium■ 150 billion yen or more
■ Extended power
outage■ Permanent
disruption/Not being
able to return towork/Death■ News coverage andresponse across thecountry

Low

Degree of impact■ Raises doubts aboutbusiness continuity

Huge《3》Release of radioactive materials■ Less than once/25 years■ Unlikely to materialize

MediumHigh■ Once or more/25 years - Less thanonce/5 years■ Possibly materialize within 25 years■ Once or more/5 years■ Possibly materialize within 5 years

Red font: Perspective of achieving
financial targets
Black font: Perspective of ESG

Huge■ Once or more/year■ Has already materialized andmaximized

Probability of occurrence[Note] Probability of occurrence indicates that, for example, a risk classified as “Medium: Once or more/25 years - Less than once/5 years” does not always occur atleast once in 25 years, but viewed relatively, it is evaluated to have that degree of probability. The monetary impact reflects lower sales and higher expenses.

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Environment

SocialKansai Electric Power Group

Kansai Electric Power Co., Inc.

GovernanceKansai Transmission and Distribution, Inc.

◆ Investment risk management
Regarding investment in the domestic renewable energy business, international and our group businesses, and new businesses, inaddition to the investment appropriateness evaluations, we have established and operated a series of management processes including
post-investment monitoring, as well as consideration and implementation of disinvestment/replanning measures. The internal meeting
structure (Investment Evaluation Committee), which consists of executives in charge of business promotion and corporate divisions,deliberates and examines such processes based on their specialized knowledge. In these ways, we support appropriate decision-making
for individual projects and take timely measures when risks manifest to manage investment risks suitably. We regularly report thesestates of management to the Executive Meeting, and we reform frameworks and methods for evaluation and management as
necessary.
<Investment appropriateness evaluations>
When implementing investments, along with conformity to company-wide policies for investment goals and objectives, with theassurance of profitability as a prerequisite, we are evaluating the appropriateness of each project based on sufficiently examining risks.
<Monitoring>
After making investments, we regularly conduct monitoring of individual projects to confirm their states of achieving investment
objectives and profitability. We demand the implementation of necessary countermeasures when profitability decreases or other issues
arise.
<Investigations on disinvestment and replanning>
For projects that have greatly worsened profitability or that have decreased retention value, based on comprehensive consideration ofrisks and other conditions, we promptly investigate and deliberate disinvestment and replanning as we strive to appropriately deal withrisks.

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Environment

SocialKansai Electric Power Group

Compliance

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

GOVERNANCE

Compliance system
In order to radically strengthen our system of observing laws and regulations, the Group has decided to rebuild its compliance system by utilizing
external human resources, and we established a Compliance Committee and an Office of Compliance Promotion in April 2020. Aiming to strengthensupervisory functions related to compliance, the Compliance Committee is organized directly under the Board of Directors as a committee
independent from the President and other executive officers. The majority of the committee members, including the chairperson, are from outside
the Company. (See page 99.)
The Office of Compliance Promotion was newly established as a business organization independent from the Office of General Administration inorder to strengthen its promotion functions related to compliance. The Office is composed of employees with legal knowledge as well as employeeswith diverse work experience. Besides formulating and implementing the Group’s compliance promotion plan and responding to problematic
events, the Office reports on and brings up compliance-related events for discussion to the Compliance Committee. Then, with the guidance, advice
and supervision of the Compliance Committee, the President and other executive officers are able to act and take concrete measures.
In addition, an executive in charge of the Office of Compliance Promotion periodically reports on the status of compliance promotion to theCompliance Committee Chairperson, and in return he/she receives guidance, advice and supervision.

◆ Compliance system
Nominating Committee

Boards of Directors

PeriodicallyreportingCompensation Committee

President

Audit Committee

Compliance Committee

Division/Office

Reporting

Office ofCompliance
Promotion

Guidance, advice andsupervision
ReportingOutside members(The majority of members,
including the Committee
Chairperson)

Inside members(President, etc.)<Reference> Compliance Committee meetings held in fiscal 2021
Meetings of the Compliance Committee are held regularly on a quarterly basis, and will also be held swiftly and flexibly when a particularly
problematic event arises.
In fiscal 2021, a total of six meetings were held, focusing on the deliberation of compliance promotion plan, compliance-related training, andinvestigation reports on compliance problematic events.

Efforts to promote compliance
For fiscal 2022, the major items for compliance promotion that should be recognized and worked on by the entire Group are “Penetration ofcompliance awareness across the Group and in all of its workplaces,” and “Penetration of compliance awareness through the approach of‘superiors’* who are close to individual employees,” to create open workplaces where employees can consult with their superiors on any mattersand where compliance issues are addressed as organization responses.
* In addition to direct superiors such as section chiefs and section managers, those who are not direct superiors but are in a job position involving routine communication with theperson in charge, such as general managers, are included.

Compliance Promotion Plan for fiscal 2022
1. Penetration of compliance awareness across the Group and in all of its workplaces◆ Implementation of group-wide training
Integrity approach-based training* is provided across the Group, including directors and employees of our group companies.
* Integrity approach-based training: Training to raise awareness toward better behavior

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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

◆ Group-wide awareness-raising activities
Through communication, etc. between outside members of the Compliance Committee and employees, we will work to raise
employees’ awareness of compliance.
In addition, we will promote activities to disseminate our Compliance Policy established in fiscal 2021 as a concrete explanation of the
Kansai Electric Power Group Code of Conduct from the perspective of compliance.
Additionally, we will support compliance activities in group companies by providing tools for raising awareness and discussion caseexamples, exchanging opinions with the secretariat of each group company on promotion activities.

◆ Applying the Regulations on Handling of Gifts and Hospitality across the GroupWe will apply the Regulations on Handling of Gifts and Hospitality stipulated in fiscal 2021, in addition to those on the reception of gifts
and hospitality, to all group companies, and implement measures for the appropriate operation of these regulations by sharing
examples of handling of gifts and hospitality.

◆ Improving the group-wide compliance hotline system and promoting understanding
In accordance with the enforcement of the amended Whistleblower Protection Act (June 2022), we will improve our group-wide systemand take steps to foster a sense of trust in the compliance hotline by sending out messages from the lawyer in charge of the external
hotline.

2. Penetration of compliance awareness through the approach of ‘superiors’ who are close to individual employees◆ Support for supervisors to promote compliance
We provide tools for superiors to promote compliance at their workplaces, including case examples of internal and external complianceissues.

◆ Promotion of consultation with superiors and use of the Compliance Hotline

We encourage general managers, etc. to send out messages regarding the protection of confidentiality, prohibition of detrimental
treatment, etc.

Autonomous compliance promotion in accordance withthe characteristics of each division/group company
Promoting compliance in each company division and group company
By having each division and group company actively facilitate thefunctioning of PDCA cycles and promote compliance, we seek to have theidea that “compliance is a foundation of business” permeate and become
established throughout the entire Group.
Specifically, each division has created their own “compliance promotion
plans” and is striving to implement, evaluate and improve their promotion
efforts. When doing so, they are considering the Company’s fundamental
policies and major themes, the business and work characteristics of theirdivisions, and compliance risks that could occur in the future along withchanges in the business environment, unacceptable incidents that occurredin the past both inside and outside the Company, and other factors.
Furthermore, considering our fundamental policies and major themes, eachof our group companies is autonomously promoting compliance based on
the characteristics and sizes of their businesses, as well as other realconditions.

◆ Compliance awareness survey(Results of questionnaire given to all employees
on sustainability conducted in November 2021)

Are you acting withawareness ofcompliance on adaily basis?

Yes

98.0％

Supporting the efforts of each division and group company
In addition to leading the promotion of efforts of the Group as a whole, our Office of Compliance Promotion is supporting the efforts of each division andgroup company. In fiscal 2021, as part of our support for awareness-raising activities related to compliance of the entire Group, we prepared a leaflet on
our Compliance Policy established in the same year, which can be carried at all times for confirmation, and distributed it to each division and groupcompany.
In addition, as a project with the participation of employees, we invited applications from each division and group company for our new mascot
character and held an awards ceremony.
Going forward, we will further enhance discussion materials and strengthen support through communication with each division and group company.
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Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Efforts to prevent overseas bribery
The Group is globally operating business in Asia, North America, Europe, and many other regions, and we believe that complying with local
legislation and rules is a major premise for global business expansion.
In particular, as tightening of bribery regulations has become a global trend, we have established internal rules to prevent bribery of foreign
public officials, etc., and clarified prohibited items such as gift-giving and entertainment with wrongful intentions as well as items to beobserved. At the same time, we are continuously informing divisions involved in international transactions, including the International
Business and Cooperation Division, through training and other means.
We will continue to strive to prevent inappropriate bribery through these efforts.

Compliance Hotline
The Kansai Electric Power Group Code of Conduct stipulates how to report to and consult with the hotline when feeling doubt or discomfort
related to compliance.
Our Compliance Hotline has been set up for consultation when people have doubts related to compliance in their workplaces, and in regard
to various legal violations and improper work conduct. This hotline is available not only to officers and employees of our group companies
and contractors but also to those retired or resigned from the above. The hotline is designed to prevent, detect early, and correct
inappropriate behavior in terms of compliance. If required, a lawyer specializing in the field relevant to each issue will respond, and he/she
can request the Compliance Committee or Audit Committee to take effective measures at his/her own discretion.
We are working to create an environment offering a more approachable service that can accept anonymous consultations and that allocatesfemale consultants, for example, and are strictly prohibiting detrimental treatment of consulters due to having received consultation. Paying
close attention to protecting the confidentiality of consulters, we disclose consulters’ names only to the minimum parties required forfact-finding and taking action, and impose confidentiality obligations on them. In addition, we proceed with a fact-finding survey while
confirming the intention of each consulter.
Considering the importance of using the hotline, with intranet, posters, leaflets, and various educational tools, we are continuously informing
and encouraging each of our divisions and group companies to use the hotline.
In fiscal 2021, a consultation with an outside organization (a lawyer’s office) revealed a case of inadequate work experience for a construction
management technical certificate exam in a company of our Group. Based on advice and guidance from the Compliance Committee, we
publicly announced currently known facts, and the third-party committee is conducting an investigation.

◆ Kansai Electric Power Group Compliance Hotline
ReportConsultation

Kansai Electric PowerGroup employees andothersInternal Hotline

Consultation

External Hotline(Kansai Electric Power Company Desk/
Kansai Transmission and Distribution Desk)(outside lawyer desk)

Communication/Instruction
on content of consultation

Consultation Secretariat(Office of Compliance Promotion, Kansai Electric Power Company/
General Affairs Dept., Kansai Transmission and Distribution)

Report of outcome

Report• Instruct investigation andresponse to the content of
the consultation. Cooperate
and provide support for theinvestigation and response
as appropriate.
• If necessary, theConsultation Secretariat
conducts an investigation
for itself.

If necessary, alawyer specializingin the field relevantto the consultation
details responds.

Lawyer’s office
Report of outcome

ReportAudit Committee
Members

Consultation concerning group companies
Office responsible for compliance in group companies

Compliance Committee or responsible executive ingroup companies

111

Note: Our group companies alsoestablish and operate hotlines.

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Environment

SocialKansai Electric Power Group

Number of cases
handled by theCompliance Hotline

74
FY 2020

Number of cases
handled by theCompliance Hotline

Kansai Electric Power Co., Inc.

Other violations oflaws, rules, etc.
29%

83

Governance

Information
management
6%

FY 2021

FY 2021
breakdown

Kansai Transmission and Distribution, Inc.

Harassment
35%

Labor
management, etc.
30%

Responding to compliance violations
Based on our business improvement plan formulated in fiscal 2019, the Company and Kansai Transmission and Distribution, Inc. haveestablished a reporting system when a problematic event occurs, and stipulated the reporting rules for executives and employees in ourinternal rules.
In the relevant divisions, should respective division heads become aware of any information on major violations of laws and regulations(including omission of procedures stipulated by laws and regulations) or fraud and other compliance-related issues that affect the Company’s
and the Kansai Transmission and Distribution’s credibility with the external stakeholders, they shall immediately report these matters to theGeneral Manager of the Office of Compliance Promotion. The General Manager of the Office shall take appropriate measures and report onthese matters to the Compliance Committee to receive guidance, advice and supervision.
When executives become aware of an event that causes or is likely to cause a compliance issue, they shall report it to the outside members of
the Compliance Committee and the Chairperson of the Board of Directors. In the same situation, employees shall report to their superiors. If it
is judged appropriate based on the details of the report, employees can report to the Compliance Hotline set up inside and outside theCompany, instead of reporting to their superiors. When a report is received, the Hotline shall investigate and take action in cooperation with
relevant divisions and related parties as necessary. If the investigation reveals a violation of laws and regulations, the relevant divisions andrelated parties shall promptly take corrective and recurrence prevention measures, and if necessary, report to the relevant administrative
agency and announce the issue to the news media. The General Manager of the Office of Compliance Promotion shall also follow up withrelated divisions and parties as necessary, and check whether the corrective and recurrence prevention measures are functioning sufficiently,
as well as checking if any compliance issue has reoccurred. If a compliance issue has reoccurred, the General Manager can discuss necessary
measures with relevant divisions as well as other related divisions.

Regarding compliance-related risk assessment
Each year the Kansai Electric Power Group assesses compliance-related risks, including anti-corruption, and selects compliance risk items to beaddressed. We formulate and implement concrete preventive measures against these risks.

Results of a questionnaire for all employees regarding compliance awareness, etc.
The Company and Kansai Transmission and Distribution, Inc. conduct a “Sustainability questionnaire for all employees (conducted every year
since fiscal 2006)” which includes a survey on compliance awareness. Utilizing the results of the survey, we will continue to work on correcting
our corporate structure and fostering a sound organizational culture that emphasizes compliance.

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Sustainability for the Kansai Electric Power Group

Environment

SocialKansai Electric Power Group

GovernanceKansai Electric Power Co., Inc.

Kansai Transmission and Distribution, Inc.

Information security measures
Policy and Concept
Amid rising awareness of personal information and accelerating data utilization with the progress of digitization, the Amended Act on theProtection of Personal Information has been enacted, imposing more stringent obligations on business operators that handle personal
information.
The Group believes that the proper protection of personal information is an important responsibility in order to earn the trust of customers
and many other people in society, as well as to fulfill our mission as an enterprise. Fully recognizing the importance of personal information
the Company and group companies obtain from our customers, etc. that we must handle carefully under principles of respect for theindividual, we deal with personal information appropriately in consideration of rights as the right to privacy, in compliance with the Act on theProtection of Personal Information and other guidelines.
With regard to information security, including proper handling of business and personal information, measures on an organizational,
personnel, physical and technical level have been implemented. We seek to improve on these measures by incorporating internal andexternal events as well as reviewing the latest technology and knowledge as appropriate.

SystemDirector responsible: Makoto Araki [Kansai Electric Power CISO (Executive Vice President)]
Deliberative body: Executive Meeting
Management office: Cyber Security Administration Group, Office of IT Strategy (Information Security Management Office)Efforts
The Group works to enhance information security. Our efforts include
strengthening physical and technical measures such as entry/exit controls
and access controls for information systems. Organizational and personnel
measures such as reviewing internal rules, training employees, and training
to defend against targeted email attacks are also ongoing.

Participation rate of
information security
training(conducted January to
February 2022)

97.7％(8,084 participants)

Relevant data

Number of information security
training participants

2020/32021/32022/3

17,97917,715

17,235

Kansai Electric Power Co., Inc.

ー

8,269

8,084

Kansai Transmission and Distribution, Inc.

ー

9,446

9,151

2

1

0

Major information security incidents

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MEMO

We wish to be a source of power for our customers andcommunities by serving them with sincerity and passion.