Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy■ General picture of “reinforcement of human capital base”
General picture of “reinforcement of human capital base” —Toward the practice of human capital management—
The Group will create a virtuous cycle in which individuals and the organization grow together while embodying our Values: “Fairness, Integrity, Inclusion, and Innovation,” through human capital innovation
and D&I* promotion grounded in work environment improvement through workstyle innovation and health and productivity management.
* D&I: Diversity & Inclusion● By making these human capital strategies interlock with business strategies, we will contribute to the achievement of the Medium-term Management Plan, enhance our corporate value on a sustainablebasis, and encourage penetration of our management philosophy into our corporate culture.
●

Business strategies

・Kansai Electric Power Group Medium-term Management Plan・Zero Carbon Vision 2050, etc.
Interlock

Human Capital Strategy

Disclosure

Stakeholder“Human capital”
innovation
Dialogue

Diverseindividuals withautonomy andexpertise

Individuals andthe organization

grow together.
Work engagement improvesin a positive spiral.

D&I promotion
An attractive
organization thatembraces diversity
as a driving force

Sustainableenhancementof corporate
value andpenetration ofmanagement
philosophy
into corporate
cultureWorkstyle innovation, health and productivity management
Work environment in which each employee vigorously plays an active role

Securing diverse
human capital

Labor market
Kansai Electric Power Group Integrated Report 2023

62

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy“Human capital” innovation

D&I promotion

In order to pursue EX, VX, and BX, or the key initiatives of the
Kansai Electric Power Group’s Medium-term Management
Plan, we will provide employees with opportunities to gain
diverse experience and put their expertise into practice byencouraging them to take on the challenges of building theirintended careers in the company and promoting theirautonomy, and also by providing training that will help themdevelop their expertise. Moreover, in addition to increasing
mid-career recruitment, we will actively acquire human capitalfrom the labor market by, for example, inviting human capitalfor dual/concurrent jobs and further enhance and improvethe diversity and expertise of our human capital to nurtureand secure human capital that can interlock with our businessstrategies.

With the strength of each individual’s “differences,” bytransforming diverse ways of seeing things and ideas into
organizational “power,” we will improve the creativity andflexibility of the entire organization. With an organization that
attracts diverse individuals with autonomy and expertise, wewill build a relationship where individuals and theorganization grow together through empathy.

Various measures to reinforce the human capital base (major inputs)“Human capital”
innovation● Securing “quality and quantity” of humancapital interlocked with business strategies● Developing and strengthening new channels for

mid-career recruitment● Formulating a policy for male employee childcare

D&I promotion

leave and actively encouraging them to take leave● Raising women’s career awareness and promoting

understanding with the people surrounding themWorkstyleinnovation, healthand productivity
management
Prerequisites forbusiness activities

Output (individual and organizational growth)
Evolution of diverse “individuals”
and building an organization
driven by diversity
KPI
・Growth oriented index
・Growth realization index
・Diversity realization index

Workstyle innovation, health and productivity
management
We are taking advantage of digital technology to add value toour operations, developing workplaces for realizing diverse
workstyles, and continuing to carry out health and wellness
activities on a workplace basis. Through pursuit of a betterworking environment, we aim for “each and every employee
to lead a vibrant and fulfilling life.”

Outcome (value creation)

Innovation andnew value
creation● Creating an environment in which eachindividual can work vibrantly● Fostering health awareness in every employee● Initiatives to support proactive safety activities

at workplaces● Initiatives for respecting human rights

Kansai Electric Power Group Integrated Report 2023

Building a work environment that
supports diverse “individuals”
KPI
・Satisfaction level with working
environment

Improvementin productivityof existing
businesses

Realization ofmanagement
philosophy“Purpose &Values”

63Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy■ “Human capital” innovation

Personnel development policies

About the Kansai Electric Power Group Academy
The Group established the Kansai Electric Power Group
Academy in 2018 and systematized our corporate training andeducation systems in order to actualize our Company belief
that “developing human capital is the most important thingfor prevailing in a severe competitive environment” alongwith our Group philosophy of “management that values
people.”Academy organization

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

Academy President(Company President)

Department head*

Department head*

Department head*

Department head*

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

1

2

Management Skills

Leadership

Thinking Abilities

Communication Skills

Resilience

Quality Control

32

Acquiring Business
Management Skills

Engineering Division
System Operation Division
Power Distribution Division

Perspectives andOutlooks as Managers

The Kansai Electric Power Group Academy implements
capability development measures to empower each
employee to be dynamic in their work, willingly taking onchallenges to grow through new workstyles with a view ofrealizing the “Kanden Transformation,” supporting“autonomous career development” of employees.
Specifically, we will practice personnel development
measures to change awareness and behavior, which isnecessary to embody our management philosophy. Alongwith that, to anticipate future changes in the businessenvironment and workstyles, we will launch new training
measures, including reskilling, targeted for both young andexperienced employees. We plan to implement moredevelopment measures designed to enhance each employee’s
strengths and improve or overcome challenges that require
deeper understanding, ensure that expertise is handed down
to the next generation, and encourage actions to improve
productivity and create added value driven by digitaltechnology.
Index

Acquiring Professional
Skills (Group Head Office)Corporate Planning

Energy Environment Planning

Supply and Demand and Trade
Promotion of Electrical Power

HydrogenProcurement

Renewable Energy

Site Division

Decision-making Abilities

Customer Solution Division
Nuclear Power Division

Management Knowledge

Thermal Power Division
Hydropower Division

Nuclear Fuel Cycle

Corporate Communications

HR/Labor

Accounting

Plant Siting

General Administration

Construction Division

FuelInnovation

International Division

Task Fulfillment Abilities

Telecommunications Division
Civil Engineering DivisionInternal Audit

Gas Division

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.

Kansai Electric Power Group Integrated Report 2023

Improving employee DX literacy
Percentage of autonomous action taken triggered bypractical training: 50% or more*1, 2

Wheeling Sales Division

Targethe percentage of employees who responded to a questionnaire*1 Tsurvey
conducted after taking a practical training course sayingthat they took additional actions based on their autonomy, e.g.,
putting knowledge acquired at the training into practice at workor autonomous learning about DX

Development measures for “human capital”
innovation
Recognizing that the source of the power to move forwardwith the initiatives set forth in the Medium-term Management
Plan is each and every employee, the Kansai Electric PowerGroup aims to create a virtuous cycle in which each employee
plays an active role with willingness to grow and take onchallenges 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 suchas human resource discovery, training, reassignment andappraisal.
Foster / Utilize / Recognize / Find

FosterUtilize

Training

Reassignment

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

Find

Recognize

Discovery

Appraisalpart from the practical training, basic training on DX literacy*2 Aimprovement
will be provided for all employees by the end of
fiscal 2023.

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Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy
Find

Utilize

Discovery

Reassignment

Adoption of an in-house application system (e-challenge system)

Career design

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

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

Career challenges (examples)

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

Super Specialists
Data Scientist
Cyber Security Engineer
Digital Consulting

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

Autonomous career development support tool

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

Dual work challenges

Career challenges

Dual work challenges

FY 2020

FY 2021

FY 2022

Cumulative total

Number ofapplicants

88

121

92

Number of
successful
applicants

33

27

30

Kansai Electric Power Group Integrated Report 2023

FY 2020

FY 2021

FY 2022

Cumulative total

301

Number ofapplicants

10

49

55

114

90

Number of
successful
applicants

8

26

39

73

In order to create an environment in which employees canthink deeply about their own careers, gain awareness, andgrow, we have published a Self-Design Book, a support tool
for autonomous career development. By reading this booklet,
thinking over the content, and learning through various
questions regarding “what you want to be, what you want tovalue, and how you should act as the environment changes
toward the future,” employees can receive hints on how toform their own careers. In addition, to further support each
employee’s autonomous career development, we haveenhanced tools that help employees envision their specificcareers in each division.

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Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy
FosterTraining

As part of personnel development measures through the Kansai Electric Power Group Academy, we support employees who arelooking to improve their abilities and advance in their careers by providing stratified training for early development, selective
training that complements individual strengths and deeper understanding for early development, specialized training to enhancebusiness expertise, as well as executive candidate development programs.
Our training and development systems
Acquisition ofliteracynecessary for
DX practice

Supporting young
and experienced
employees for theiradvancement

Responsible persons
Base level

Stratified
training

New
employeetraining

Selective
training

Training is focused on active
learning so employees canplay their expected roles
and exert expected abilities.

Training forexecutive
candidates

Ⅰ

Application level

Advanced level

Ⅲ

Ⅰ

Ⅱ

Managers

Follow-up

Ⅱ

Ⅲ

Follow-up

Training is provided tostrengthen management
skills to increaseorganizational performance.

Optional training is provided to complement
each individual’s strength and necessary
training for early personnel development.

Elective training

Ⅰ

Ⅱ

Ⅲ

Specialized
training

Division-specific training (skill training / work knowledge training / expert theory training)

Support for
growthInternal certification tests, certification bonuses, challenge training,outside correspondence education, e-learning, etc.

Ⅳ

Logical thinking abilities
Presentation abilities• Problem solving and strategy
planning through case analysis• Strengthening presentation
abilities through presentation
exercises

Ⅱ

Ⅲ

Hundreds of specialized training sessions
are provided so the expertise and skills
will be improved and handed down.
Each trainee’s target and acquisition
status of professional skills are clarified fortheir training in a planned manner.

Management knowledge(Business strategies,
marketing, etc.)

Management knowledge
Task fulﬁllment abilities

Perspectives andoutlooks as managers• Knowledge acquisition
through in-company training
and e-learning• Self-growth through careerinterviews• Commuting to business school• Interaction with outside leaders• Action learning as per theCompany’s transformation
concept• Commuting to business school

Kansai Electric Power Group Integrated Report 2023

Ⅳ

• Interaction with outside
management executive candidates• Forming the “backbone” as amanagement executive

Amid the drastically changing environment surrounding the Group,
we need to break away from prior precedents and cultivate earlyand systematically next-generation leaders who will drive
innovation. In view of this, we are adopting step-by-step outsidetraining programs for employees as a stretch opportunity toadvance their careers. We are crossing conventional work divisions
and incorporating interactions with different types of work as wellas 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 have introduced
curriculums designed to be linked to the succession plan.

Creating opportunities for interaction between
management and employees

Ⅴ

Details of executive candidate development program

Ⅰ

Next generation leader—executive candidate development programs

Ⅴ
Communication anddecision-making skills as
a manager• Commuting to business school• Interaction with outside
management executives• Forming the “backbone” as amanagement executive

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, management and trainees exchange
opinions in small groups when trainees are in their second year in
the Company and when they are newly appointed as special
managerial personnel.

DX personnel development
For the realization of digital transformation (DX), we are developing
DX personnel to advance efforts to increase productivity andgenerate added value utilizing digital technologies. Specifically,
aiming to acquire DX literacy for all employees, we will add new
stratified curriculum and work with K4 Digital, Co., Ltd. to develop
DX personnel and increase their expertise.

66

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy
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 theperspective of practicing our management philosophy,
reflecting these in their salaries, etc., to provide employeeswith more willingness to grow and feel more motivated andrewarded. Appraisal results are reported from superiors tosubordinates. In addition, communication opportunities forfurther growth are provided.
We have also adopted a multidimensional appraisal
system, and introduced it for managers above a certain level.

* 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.

■ Promotion of diversity and inclusion

In April 2022, we formulated the Kansai Electric Power Group
Diversity and Inclusion Promotion Policy. Toward therealization of this policy, we will work on human capitaldevelopment to empower each employee to be dynamic in
their work by willingly taking on challenges, thereby leading
to the realization of the “Kanden Transformation.” We will also
develop an internal environment allowing our employees toadopt diverse career paths and “workstyles” to maximize theirabilities with increased motivation. Our dedicatedorganizations will continue to take the lead in advancing
various initiatives, including periodical information
dissemination and training, as well as creation of a companywide lateral meeting structure to share and adopt successful

Kansai Electric Power Group Integrated Report 2023

examples of initiatives taken by each division/workplace across
our Company and group companies (implemented since fiscal
2023). We will make structures and enhance systems to boost
autonomous D&I promotion by respective divisions.
Kansai Electric Power Group
Diversity and Inclusion Promotion Policy
1. By respecting, accepting, and utilizing the “differences” of each individualand making diverse senses of value and ways of thinking into sources ofstrength for the organization, we will create innovation and establish acompetitive corporate group.
2. We seek to realize workstyles and to cultivate workplace environmentsthat enable everyone to exercise their abilities to their fullest extents,
regardless of gender, age, nationality, and disabilities or experienced life
events and careers.

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 andDistribution, Inc.* (which was split off in April 2020), theseorganizations encourage employment of people withdisabilities. Kanden L-Heart is actively recruiting people withdisabilities by accepting them as workplace trainees and byother means, in collaboration with the government, relatedorganizations, special-needs high schools, etc.
As a result, our employment percentage of workers withdisabilities reached 2.5% (as of June 1, 2023), having
continuously achieved the legally required percentage (2.3%).
In addition, we are opening up a diverse range of job
positions where people with disabilities can play an activerole, such as office assistant, while also creating a comfortable

work environment tailored to the characteristics of individuals
with disabilities. Pont des Tech, Inc., a member of the Kansai
Electric Power Group, provides expertise in the refurbishmentof used PCs from the perspective of creating safe and highvalue-added jobs as a special-purpose subsidiary, thus
contributing to the promotion of employment of people withdisabilities in society as a whole.

* Kansai Transmission and Distribution, Inc. has been certified as a special affiliate(as our Group) and therefore is included in the calculation of our employment
ratio of persons with disabilities.

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 theenvironment so that veteran employees can further utilize theknowledge and experience they have cultivated so far.
Currently, many highly qualified and skilled retirees with
abundant experience are active in a wide range of operationsat our Company and group companies. In addition, as part ofefforts to improve the environment so that all generations cancontinue to play an active role into the future, labor andmanagement are discussing the extension of the retirement
age to 65.
Note: Number of rehired employees (retired employees) at the end of March 2023:
Approximately 950

Initiatives to encourage the further success of female
employees
Various training programs and initiatives are implemented forfemale employees so they can maximize their potential
without underestimating it, be motivated for continuous
self-growth through work, and actively balance work and67

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy

family, etc. even at life-stage transitions. As a new measure, wewill introduce a mentoring program by executive officers(started on a trial basis in January 2023, with full
implementation scheduled to start in the second half of fiscal
2023). With this program, an executive from the Company
serves as a mentor to women at the section manager level insupporting the autonomous career formation of eachindividual employee and fostering their abilities, thereby
increasing the number of female executives.
Although the Company does not adopt a gender-specificwage structure, the difference in average years of service has
caused a gender wage gap. In this regard, we have various
support systems to balance between work and childcare, etc.,
and we are actively promoting female employees tomanagerial positions with targets set for the ratio of female
managers and female senior managers.
Gender wage gap* (ratio of women’s wages to men’s)
All workers

65.0%

Full-time
employees

68.4%

Part-time
employees andemployees
on fixed-term
contracts

67.0%*Non-consolidated figures for the Kansai ElectricPower Company*FY 2022*Includes base salary, overtime pay, bonuses, etc.,
but excludes retirement allowance, commuting
allowance, etc.
*Excludes loaned employees and employees onleave.
*The difference in average years of service, whichis the basis for the gender wage gap (full-time
employees), is 9.1 years.
*Includes medical staff working at the Kansai
Electric Power Hospital.

Targets for promotion of female employees
Appointment
to managerial
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 2022 results: 3.2% for female managers, 2.7% for female
senior managers)

Recruitment

Achieve ratios of 40% or more for women employed in officejobs and 10% or more for women employed in technical jobs.
(FY 2023 results: 49% for office jobs and 14% for technical jobs)

Kansai Electric Power Group Integrated Report 2023

Number and ratio of female senior managers and managers*
Number of female managers

Ratio of female managers

Number of female senior managers

Ratio of female senior managers(People)300
250
200 2.1
150
100

1.9

1.6
112

50

2.1
136

130

2.7

2.4

3.0
2.4

166

151

1.8
1.2

64

59

52

47

39

(%)
3.6

3.2

2.9

2.6

2.4

Promoting the participation of male employees inchildrearing

0.6

0

22/3
23/3
21/3
19/3
20/3
(Figures from fiscal year ends)*Excludes medical staff and transportation staff.
*Figures for the Kansai Electric Power Co., Inc. combined with Kansai Transmission
and Distribution, Inc.
*Managers refer to those equivalent to unit chief or higher.

0

Number and ratio of female hires
Number of female hires

OfficeTechnical

Female ratio

53

51

OfficeTechnical(People)

(%)

60
50

42

39

40
30
20
10
0

18

23
9

28

47 34

49

35

46

43

50
40
30

23
8

60

49

10

11

22/4
21/4
19/4
20/4
(Based on fixed term employment for each fiscal year)

We are encouraging male employees to participate inchildrearing with the aim of deepening their ties with family
members, growing as individuals through childrearing
experience as well as increasing work efficiency and motivation,
leading to further promotion of women’s empowerment.
From October 2022, when the revised Child Care andFamily Care Leave Act comes into effect, setting a target rateof male employees taking childcare leave to be equivalent tothat of female employees (rate of female employees who tookchildcare leave in fiscal 2022: 100%), as well as a new target
average number of days for men taking childcare leave to beat least one month by fiscal 2025, we will further promote theparticipation of male employees in childrearing to achieve this
goal.

14

20
10

23/4

0

Targets for male employees taking childcare leave
Utilization rate

Equivalent to the utilization rate of female employees(Rate of female employees who took childcare leave
in FY 2022: 100%)

Average number ofdays

At least one month by fiscal 2025

Rate of male employees who took childcare leave*

Third-party evaluation of 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 thehighest “Eruboshi” certification (third level) in accordance with the
Act on Promotion of Women’s Participation and Advancement in
the Workplace. In addition, we were recognized as a “Leading
company for female activity in Osaka City.” Moreover, in theselection of “Nadeshiko Brands” instituted jointly by the Ministryof Economy, Trade and Industry and the Tokyo Stock Exchange,
we were selected as a “Semi-Nadeshiko Brand.”Rate of childcare leave
taken

Average number of days ofchildcare leave taken

FY 202098%

8.3

FY 2021

117%

10.4

FY 2022

124%

14.5

Calculation method for the ratio of men’s childcare leave taken:● Numerator:	Number of male employees whose first childcare leave at birth orchildcare leave for a child started during the relevant fiscal year
● Denominator:	Number of male employees whose spouse gave birth during therelevant fiscal year
Excluding medical and transportation staff
As
employees can take childcare leave until the end of the fiscal year in which theirchildreaches the age of three, the utilization rate may exceed 100% if the fiscal
year in which the child is born is not the same fiscal year in which the first childcare
leave at birth or childcare leave for the same child starts.

*
*

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Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy

Measures to encourage male employees to participate
in childrearing and take childcare leave

Efforts to promote mid-career hires and non-Japanesepersonnel to managerial positions

Support for employees identifying as LGBTQ andpromotion of understanding companywide

The “Support for Balancing Work and Childcare Leaflet,”distributed by superiors when a subordinate notifies themthat she or his spouse is pregnant or giving birth, invites
employees to attend the expectant mother/father seminar,
which communicates the importance and benefits of men’s
participation in childcare and taking childcare leave, andencourages them to draw up a “Plan for Taking Childcare
Leave, etc.” useful for communicating with their superiors,
thereby facilitating male employees’ taking childcare leave
when necessary and for a necessary period.
Superiors with subordinates who expect childbirth arerequired to attend the seminar for managers (superiors) in
departments with expectant mothers/fathers so theycorrectly understand the benefits that male participation inchildrearing and taking childcare leave will bring not only forthemselves but also for the company and society, creating aworkplace environment that facilitates balancing work andchildcare.
Additionally, we deliver an email calling for taking childcare
leave to male employees whose spouse have given birth to achild, with the same message sent to their superiors. The
experiences of male employees who took childcare leave are
published on our intranet.

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 tomanagerial positions.
We set the following goals for the promotion of mid-careerhires to managerial positions in fiscal 2021.

Aiming to deepen employees’ understanding of LGBTQ issues
and creating a comfortable workplace for everyone, we havepublished an informative handbook for all employees that
contains the basic LGBTQ knowledge and prevention ofharassment, setting up a consultation desk as well. We
conducted awareness activities using SOGI (sexual orientationand gender identity) harassment case studies in fiscal 2022, inorder to further promote employee understanding of LGBTQ.
In April 2021, we earned a three-star certification as an
Osaka City LGBT Leading Company. In fiscal 2022, we were
designated the highest “Gold” rating under the PRIDE Indexestablished by work with Pride, a voluntary organization that
evaluates LGBTQ-related corporate efforts.

Promotion to
managerial
positions

By the end of FY 2030, increase the ratio of mid-career hires inmanagerial positions to more than 10 times that of the end of
FY 2020.
(Results: 0.1% at the end of FY 2020, 0.3% at the end of FY 2021,
and 0.6% at the end of 2022.)

Furthermore, we will actively rehire displaced workers who
have built their careers at other companies. We will work toensure that experienced individuals who have gained
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 and maintain 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 andnursing care.

Handbook for Work-Nursing
Care Balance Support

Kansai Electric Power Group Integrated Report 2023

69

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

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Human Capital Strategy

Work system, work-life balance support system
Not just unitarily posting various work systems and work-life balance support systems on our portal site, we also provide employeeswith explanations of newly introduced systems as appropriate.

SystemDetails

Super flextime

Flexible work system without designated core time

Telework

Employees can work from home or in a satellite office regardless of reason and without
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 childbirth (paid leave)

Leave before and after childbirth

5 days at any time starting from the time the spouse’s pregnancy is determined and nolater than 2 weeks after delivery (paid leave)

Childrearing leave

Unpaid leave until the end of fiscal year in which an employee’s child becomes 3 years
old (up to two times during the period). (Any one of the two times, paid leave up to 7
days from the start of the childcare leave)

Childrearing leave at birth

Up to 4 weeks in total within 8 weeks from (estimated) due date (can be taken in
installments up to two times)

Early reinstatement support menu

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

Short working hours (childrearing)

Up to 2 hours per day in 10-minute increments (until the end of September of the year
when an employee’s child is in the first grade of elementary school)

Child nursing leave

5 days (10 days in the case of two or more children) per fiscal year when an employee’s
child receives nursing care, inoculations, or health examinations before entering
elementary school

Family support reserve leave

Employees can use part of their accumulated annual paid leave for participation in theirchild’s school events, going to hospital for infertility treatment, nursing/long-term careof their spouse/relatives, going to get full medical checkups, and other purposes.

Nursing care leave

5 days (10 days in the case of two or more eligible persons) per fiscal year when an
employee provides nursing care to their spouse, parent, child, or relatives

Nursing care leave

Leave is available within 3 years in principle or up to 93 days in total.

Short working hours (nursing care)

Up to 2 hours per day in 10-minute increments (period in need of nursing care and thatan employee applied for)

Support for compatibility
between work and medical
treatment

Short working hours (medical treatment)

Up to 2 hours per day in 10-minute increments (for treatment of “cancer, stroke, liverdisease, heart disease, diabetes, intractable disease, or infertility treatment” for theemployees themselves)

Reemployment systemf-staff system

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

System that enhances
workstyle flexibility

Support for compatibility
between work and childrearing

Support for compatibility
between work and nursing careKansai Electric Power Group Integrated Report 2023

Promotion of workstyle innovation, healthand productivity management
Integrated promotion of workstyle innovationand health and productivity management

Work system, work-life balance support system
Category■

Under the Medium-term Management Plan, we are committed
to increasing the added value of operations leveraged bydigital technology, accelerating flexible workstyles regardlessof time and place, continuously conducting health activities
on a workplace basis, and promoting line care as a means ofintegrated promotion of workstyle innovation and health andproductivity management.
The “Health and Productivity Management Declaration,”
which was established in January 2018 to demonstrate ourunflagging resolve to work on health and productivity
management, was renewed in April 2023 as follows to clearlyshow the Kansai Electric Power Group’s unified approach.
Kansai Electric Power Group’s Health and Productivity
Management Declaration <Renewed in April 2023>
For the Kansai Electric Power Group’s contribution to the developmentof a sustainable society aligned with its management philosophy
Purpose & Values, it is important that every employee can fully exercise
their abilities in business activities in good physical and mental health.
In addition to taking all possible measures to prevent illnesses amongits employees, the Group will support employees’ health advancement
so each one of them can live a vibrant and fulfilling life as we promotehealth and productivity management and workstyle innovation in an
integrated manner.

Developing and improving comfortable workplaces
For working hours to be managed appropriately, efforts arebeing made across the Group to improve operational
efficiency by eliminating unnecessary operations themselves
and reviewing processes, along with efforts to enhance work
systems that allow for more diverse workstyles through70

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

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Human Capital Strategy

flextime with no core time, teleworking, introduction ofhourly leave, encouraging employees to take leave, and othermeans in accordance with the Group policy.
Major indicators and achievements related to workstyle innovation
Targets

FY 2021

FY 2022

Overtime working hours per
employee

190 hours
per year

241 hours

250 hours

Paid leave utilization rate

90% or more

96.4%

99.4%

Note: Figures exclude transportation and medical staff.

such as condolence money and various insurance programs, housing
measures such as company housing/dormitory (only in some areas)and housing allowance (new rent subsidies to replace company
housing/dormitory), property accumulation support measures suchas owned property accumulation savings and an employee stock
ownership association, welfare proxy service, a cafeteria plan, an
employee cafeteria, retirement benefit plans, etc. Details regardingthese systems are reviewed and improved as necessary, taking into
account the current situation and other factors.
Note: With the exception of some systems, non-regular employees are also eligible.

Certified as a Health & Productivity Management
Outstanding Organization 2023 (White 500)
Having been recognized for our philosophy of “Managementthat values people” and health measures for employees, ourCompany has been certified as a
Health & Productivity Management
Outstanding Organization (White
500) for the seventh consecutive
year since 2017.

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 thatfacilitates superiors’ support for their subordinates byconducting training on line care for managers, and to enhance
the support system by establishing a consultation desk withindustrial physicians, industrial nurses, and outside counselors.

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 their families with the following systems: life security measures
Kansai Electric Power Group Integrated Report 2023

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 have constructed over our many
years of history, we are building good labor-management
relations. To keep up these relations, we continue to strive formutual 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 thecorporate management plan, etc. (held annually)

Management
CouncilLabor and management discuss important matters, suchas 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 Workers Union.

Efforts to eliminate industrial accidents

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 thelessons learned from the Mihama Nuclear Power Station Unit
3 accident, we are continuing with the implementation ofsafety efforts that put preserving the safety of 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-wideprinciple to raise awareness of safety under the Kansai ElectricPower Group Code of Conduct for Safety. Additionally, bypracticing safe actions based on the Safe Action Declaration,
we will steadily accumulate achievements in safety andcultivate an unwavering culture of safety.

PDCA of safety activities
To ensure safety for everyone related with our Group andachieve our unchanged goal, or “zero accidents,” we areworking to maintain safe working environments and prevent
accidents from occurring and reoccurring through activities
that mobilize the capacities of our organization with the fullparticipation of employees. Concretely, we analyze the detailsof accidents that occur each year, communicate with
employees and subcontractors to understand their awarenessand perceptions of safety, and based on the actual situation,
we hold discussions among relevant internal departments,
including management. In addition, together with the labor
union, we prioritize items to address in the next fiscal year andare 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 also71

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

BX

Human Capital Strategy

share prioritized items to address with our group companies,
thereby further enhancing the effectiveness of safety
activities.

Specific safety efforts
Efforts in safety education and acquisition ofknowledge from outside the Company

Prioritized items in safety activities for fiscal 2023:① Create a safe and secure working environment at eachbusiness site.
②M
 ake it a habit to think safety and act safely based on
danger prediction.
③ Promote safety activities based on bilateralcommunication with subcontractors, etc.
④ Practice safe driving behavior by all drivers andpassengers as a unified effort of the workplace.

To raise awareness of our employees and protect thecolleagues of subcontractors and others, we provide
education for each employee to practice autonomous safety
activities. In addition, we learn new things throughout ourgroup 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 accident frequency rate islower than the national average.

Accident frequency rate*1 trend

Bilateral communication with subcontractors and others

Average among all national industries
Group companies*

(%)
2.0

1.83

1.80

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

1.95

2.09

2.06

1.5
1.0

0.49

0.5
0

0.84

0.69

0.43

0.42

2018

2019

0.67

0.28

0.29

2021

2022

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.

0.28
2020

Posters encouraging “Think safety and act safely”

Initiatives to prevent similar accidents*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.

Bilateral communication with subcontractors andothers

Efforts to make it a habit to think safety and act safely
With specific time periods set for accidents that have occurred
frequently in recent years or that have been caused byseasonal factors, we roll out group-wide campaigns to prevent

Kansai Electric Power Group Integrated Report 2023

these accidents, thereby stimulating safety activities at all
workplaces.
■ Summer Health and Safety Campaign: Preventing
summer-specific accidents with a focus on preventive
measures for heat stroke■ Zero Winter Accident Campaign: Preventing winterspecific accidents focused on falls and traffic accidents
due to natural factors such as snow and frozen ground■ Month to strengthen prevention of “Fall and Fall down”:
Focusing on the frequent occurrence of underfoot
accidents, this campaign is implemented in May, when
the number of construction operations increases, toprevent accidents from occurring.

We are implementing measures to prevent similar accidents
from happening by promptly informing related divisions of
the details regarding accidents. In particular, as for designatedsevere accidents, we swiftly provide information to related
divisions through preliminary accident report meetings andaccident liaison meetings. Our initiatives, which include
investigation into causes, reviewing rules, and communicatingwith workers from their point of view, help employees
practice acting safely.

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