Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management PlanEX

Addressing Climate Change

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

In May 2019, our Company declared our support for therecommendations of the Task Force on Climate-related
Financial Disclosures or TCFD.

We have specified ESG-related materiality (important issues), aiming for our growth as a corporate group as well as contributing to the sustainable growth of society by providing solutions to SDGs andother global social challenges. In particular, the Kansai Electric Power Group Zero Carbon Vision 2050 is in place along with the Medium-term Management Plan to address climate change, both of which
manifest “Purpose” as stated in our philosophy system. Accordingly, we have set the Zero Carbon Roadmap to achieve carbon neutrality, with decarbonization efforts underway.

■ Governance
Recognizing climate change as a key business challenge, thefollowing council and committees evaluate and manage theGroup’s initiatives, providing assistance and guidance asneeded to each operating division.

Board of Directors
The results of evaluation and monitoring are reported to theBoard of Directors as needed by each council or committee tohave them reviewed and subsequently reflected in theGroup’s plans and policies.

Sustainability Promotion Council
Chaired by the president, the council develops the Group’s
sustainability measures and monitors their development,
focusing on climate change issues (strategies, materiality, risks,
opportunities, etc.).

Risk Management Committee
The executive vice president chairs the committee tasked
with identifying critical risk factors (including climate changerisks), evaluating the significance of each factor, andmonitoring risk management development, the results ofwhich are presented to the Executive Meeting and theSustainability Promotion Council. Risk measures, meanwhile,
are reflected in the Group’s plans and policies.
The Risk Management Committee disbanded at the end ofJune 2023, followed by establishment of the Internal Control

Kansai Electric Power Group Integrated Report 2023

Board*1 in July 2023 as part of organizational restructuring.
The board is tasked with the review of internal control,
including the Group’s risk management*2.

Zero Carbon Committee
Chaired by the president, the committee has set the Zero
Carbon Roadmap to achieve the Kansai Electric Power Group
Zero Carbon Vision 2050. Specifically, it is designed to sharezero carbon initiatives, map out practical plans, and address
climate change.
*1 For more details on the Internal Control Board, see page 106.
*2 For more details on risk management, see page 117.

Results from meetings held in fiscal 2022
Name ofmeeting

Frequency

Major climate change topics

Board ofDirectors

14 times*• Management status of critical risk

Sustainability
PromotionCouncil

2 times• Review of non-financial activities

Risk
Management
Committee

3 times

critical risk items, including climatechange risks• Review of the significance of risk
items, monitoring and control ofmanagement status• Status toward achievement ofRepresentative Executive Officer, President

Supervision

Zero Carbon
Committee

Executive Meeting
Submission /Reporting(ESG implementation, risk
management review)• Identification and selection of

Climate change governance system
Board of Directors

items

Various Committees
Sustainability
Promotion Council
Risk Management
Committee
Zero Carbon
Committee
Advice /Guidance

Reporting

Divisions/Offices

5 timesgroup-wide zero carbon targets
and review thereof• Decarbonization initiative statuson supply and demand sides• In-house roadmap for fiscal 2023
• Future plans and challenges in theachievement of group-wide zerocarbon targets* Including meetings held for topics other than climate change

Executive compensation based on climate change
performance
A performance-based executive compensation system is inplace, the indexes of which concern CO2 emission reduction
amount and results from external ESG assessments.
Note: For details about executive compensation, refer to page 107.

41

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change■ Strategy
Identification of climate change risks and opportunities
With focus on climate change risks and opportunities in the energy sector, we identify 30 items that could impact the grid power market size, investment decisions, and existing assets for our core business(electric power business), taking into account changes and uncertainties in the future business environment. These items, moreover, are reviewed for their consistency with our materiality and risk items
selected by each operating division to identify items involving significant impacts, reflected properly on the Group’s strategy. The risks and opportunities involved are identified as follows by the
Sustainability Promotion Council, with reference to classification based on the TCFD recommendations.
Risks

Opportunities
Occurrence period*

Occurrence period*1

1Category

Transition risks

Policies

Short tomedium
term

Long
term

High
degree ofimpact*2

Lower thermal power generation operation rates due torestrictions on CO2 emissions such as introduction of carbon prices

〇

〇

〇

Uncertain investment predictability due to intense competition
and institutional changes with respect to renewable energy
development〇〇

Risk description

Technology

Lower demand for grid power due to widespread distributed
energy resources, etc.

MarketLower sales of environmentally unfriendly products〇

Lower public acceptance of nuclear power generation

〇

〇

〇

〇

〇

〇

〇

Category

Energy source

More competitive nuclear power generation

Products andservices

Changes in electricity use associated with technologicalinnovation in distributed energy resources, etc.

MarketPhysical risks

Reputation
Changes in reputation among customers due to increased
CO2 emissions and emission factors

〇

〇

Acute

Higher restoration and countermeasure costs of power
generation, transmission, and distribution facilities due to extreme
weather events〇〇

Chronic

Lower hydropower generation operation rates due to changes inprecipitation*3ーー

Resilience

Opportunity description

Short tomedium
term

Long
term

High
degree ofimpact*2

〇

〇

〇

〇

Increased opportunities for investment in renewable energy〇〇

Increased revenue opportunities associated with zero carbon
initiatives, which accelerate progress in decarbonization
technology

〇

〇

〇

Higher electricity demand due to increase in electrification

〇

〇

〇

Increased confidence of customers and society and the resulting
business opportunities, all brought about by a resilient businessfoundation.

〇〇*1 Short to medium term: from present to 2030, Long term: from present to 2050.
*2 Evaluated based on the risk map (details on page 119). The evaluation, however, is not conclusive and is subject to change due to changes in external conditions such as national policies and energy affairs.
*3 Occurrence periods are not evaluated due to the chronic nature of the risks.
Kansai Electric Power Group Integrated Report 2023

42

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change
Scenario analysis
Scenario setting

We have set scenario drivers to analyze climate change risks and opportunities from theviewpoints of future climate change predictions and the significance of their impact on ourGroup operations.
In predicting future climate change, we have selected two scenarios—the 1.5°C scenario ofachieving carbon neutrality by 2050 and the 2°C scenario of partially reducing GHG emissions—taking into account recommendations by the International Energy Agency (IEA) and theIntergovernmental Panel on Climate Change (IPCC).
“Nuclear power operation” and “incorporation of zero-carbon technology into thermal power
generation,” meanwhile, were selected as factors that could significantly impact our operations.
Based on the scenario drivers mentioned above, the following scenarios are in place toanalyze climate change risks and opportunities.

GHG emission
regulations

1.5°C
scenario C

Zero-carbon
technology
incorporated inthermal power

Full operation

Progress

Controlled
operation

Progress

Full operation

Delay

Controlled
operation

Delay

1.5°C
Achievingcarbonneutrality
by 2050

progress toward carbon neutrality• Our envisioned main scenario• Scenario reviewing impact from nuclear power

operation• Scenario where the effects of incorporation of

zero-carbon technology are reviewed• Scenario where both nuclear power operation and

1.5°C
scenario D

incorporation of zero-carbon technology lag behind• Scenario involving the most challenging conditions

toward carbon neutrality achievement

Scenario analysis results
The 1.5°C scenario suggests that regardless of nuclear power operation and incorporation of
zero-carbon technology into thermal power generation, emissions will increase by about 60%
from 2021 levels. On the demand side, promoting energy conservation and improving theelectrification rate (to 55-58%) are key in achieving carbon neutrality, while on the supply side,
renewable energy levels fluctuate significantly according to the two factors mentioned.
Likewise, the 2°C scenario suggests that electricity demand will increase by about 10% from2021 levels. On the demand side, the electrification rate stands at about 46% due to less stringent
regulations on GHG emissions—a relatively mild increase compared to the 1.5°C scenario. On the
supply side, renewable energy needs to be promoted due to decreased thermal power sources
associated with delays in incorporating zero-carbon technology into thermal power generation,
though GHG emission regulations are less stringent compared to the 1.5°C scenario.
The 1.5°C scenario, therefore, involves more ambitious measures and innovation to achieve
the targets, in comparison with the 2°C scenario.
Note: This scenario analysis is based exclusively on potential future events and therefore does not guarantee the results.

Description• Scenario involving measures and innovation

1.5°C
scenario A

1.5°C
scenario B

Nuclear power
operation

2°C
scenario

2°C
80% reduction
in 2050(from FY 2013 levels)• Scenario where the most significant impact isFull operation

Total domestic energy demand up to 2050 andtrends in electrification and electricity demand
Total domestic energy(PJ) demand (PJ)
13,250expected on our operation in the 2°C scenario,
which involves less stringent GHG emission
regulations compared to the 1.5°C scenario

Delay

Installed capacity by power source in 2050
Hydrogen, ammonia
LNG*
Coal*
Land-based wind
NuclearHydropower
Offshore wind
Biomass
Commercial solar power

Blue line: 1.5°C scenario(%)
Red line: 2°C scenario

100

10,750

75

8,250

50

(GW)
600

450
Domestic electrification
rate (%)

300

5,750

25
Domestic electricity
demand (PJ)

3,250

2021

2030

2040

2050

0

150
0

1.5°C
1.5°C
1.5°C
1.5°C
2°C
scenario A scenario B scenario C scenario D scenario* Zero-carbon power source in the 1.5°C scenario
Kansai Electric Power Group Integrated Report 2023

43

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change
Financial impacts

Taking into account the climate change risks and opportunities identified and the results of scenario analysis, the following summarizes factors that could impact the Group’s financial conditions, andcountermeasures in place.

Major factors impacting financial performance

Scenario with the most significant
impact toward 2050

Thermal power
plants turning into
stranded assets

1.5°C scenario C/D
Reason: Installed capacity ofdomestic thermal power generation
minimizes while the risk of ourfacilities turning into stranded
assets maximizes in 2050.

Sales and revenue
fluctuate, with stringent
GHG emission regulations,etc. influencing theoperation of thermal power
plants.

Increased power
generation cost due
to the introduction ofcarbon tax

2°C scenario
Reason: Thermal power generation
output maximizes during thetransition period.

Financial information●

Ongoing measures, etc.

Percentage of coal-fired power generation in the
power generation mix: 6% (FY 2022)●●

Percentage of thermal power generation output inthe total output: 53% (coal: 12%, LNG: 36%,
petroleum: 5%) (FY 2022)● A cost increase of about 420 billion yen is
expected with no reductions in CO2 emissions*1.
●

Efforts toward co-firing and exclusive firing of zero-carbon fuels
Evaluation of CCUS technology and consideration of its
implementation

Widespread introduction of distributed powersources accelerates local power generation for
local consumption, resulting in decreased sales
and revenue due to lower demand for grid power.

Sales promotion and expansion of energy management
services along with those of distributed energy solutions such
1.5°C scenario D
as on-site solar PPA and grid storage batteries● A one percent decrease in the amount of retail
Reason: Local power generation for● The joint-venture E-Flow was established in April 2023 to help
electricity results in a sales loss of about 23.4 billion
local consumption progresses withcustomers optimize their distributed energy resources.
yen*2.
the highest installed capacity levels● Risks involving loss of wheeling revenues due to lower demandof distributed solar power.
for grid power are minimized by properly responding tosystems, etc., a means to secure profits.

Cost increase resulting from intensified natural
disasters

2°C scenario
Reason: More GHG emissions are
emitted, compared to the 1.5°C
scenario, while climate changeinduced natural disasters occur
more frequently.

Technology

●

Acute

Risks

Policies

Category

Initiatives to ensure expedited recovery from disasters(group-wide comprehensive emergency response drills, etc.)● Loss due to damage caused by Typhoon No. 21 in● Increasing resilience of power transmission and distribution
2018: Approx.12.8 billion yen
facilities to minimize damage from disasters● Securing revenue for disaster recovery costs by appropriately
accommodating institutional changes, etc.
●

the carbon price tentatively set at 16,900 yen/t-CO according to the IEA’s Net Zero by 2050: A Roadmap for the Global Energy Sector (revised in October 2021), the cost of effects is calculated assuming that CO emissions from our power generation operations remain*1	Withunchanged at about 24.7 million tonnes (fiscal 2022).
2

2*2 Calculated based on light and power revenue in fiscal 2022 (2,344.6 billion yen)

Kansai Electric Power Group Integrated Report 2023

44

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change

MarketOpportunities

Category

Major factors impacting financial performance

Scenario with the most significant
impact toward 2050

Sales and revenue increase, with nuclear power
becoming more competitive and nuclear power
plants operating as scheduled.

1.5°C scenario A/C
2°C scenario
Reason: Nuclear power plants
operate at the highest levels,
resulting in increased sales andrevenue opportunities.

Investment opportunities increase for thedevelopment of new renewable power sources.

1.5°C scenario D
Reason: Investment opportunities
abound, with the highest installedcapacity levels of renewable energy.

Sales and revenue increase, with expanded
electrification boosting demand for grid power.

1.5°C scenario A/C
Reason: Sales and revenue
opportunities increase, driven by
the highest levels of demand forgrid power.

Financial information

A one percent increase in the nuclear power
utilization rate reduces fuel costs by about
7.9 billion yen (FY 2022).

Renewable energy investment target: one trillion
yen by 2040
● Renewable energy investment target (installedcapacity): 5 GW scale to be newly developed inJapan with a cumulative 9 GW scale by 2040

Ongoing measures, etc.

●

Initiatives to restart nuclear reactors, improve their operations,and install, expand, or replace nuclear power plants●

Developing renewable energy in Japan with a focus on offshore
wind power●

Promotion and expansion of solution services such as
electrification proposals for households, utility services forcorporations, and EV packages●●

A one percent increase in the amount of retailelectricity results in a sales increase of about
23.4 billion yen*.

* Calculated based on light and power revenue in fiscal 2022 (2,344.6 billion yen)

Kansai Electric Power Group Integrated Report 2023

45

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change

The Group’s climate change strategies
The Group’s businesses are thus capable of securing resilience both in the 1.5°C scenario and in the 2.5°C scenario through cooperation with customers and communities and through the Kansai ElectricPower Group’s own initiatives, such as renewable energy, nuclear power, and zero-carbon thermal power generation. All of the efforts mentioned above are reflected properly in our climate change
strategies, including the Kansai Electric Power Group Zero Carbon Vision 2050 and the Kansai Electric Power Group Zero Carbon Roadmap.
In addition, efforts are underway to promote nuclear energy, introduce thermal power generation decarbonization technology, and expand new development of renewable energy, each being key torealizing the 1.5°C scenario. We are thus potentially capable of achieving carbon neutrality in a relatively advantageous position by 2050, based on the perspective of “S+3E.”
Focusing on “S+3E,” we are committed to achieving carbon neutrality while flexibly adjusting our strategies to achieve progress in our initiatives, technological development, energy policy trends, etc.

Zero CO emissions frombusiness activities

The Group’s Zero Carbon Roadmap
The Kansai Electric PowerGroup’s emissions

2025
CO emissions
from power
generation

50% reduction(reduction of over
25 million tonnes)

2030

Industry-leadinglevelsCO emission factor of electricity supplied to customers

Reduction targets
Efforts to reduce overall CO emissions in society

Strengthening of grid lines, introduction of distributed grids and creation of VPP

The Kansai ElectricPower Group’s
initiatives●

Established the joint-venture E-Flow, which
operates distributed energy resources in themarket (announced on January 23, 2023)●

Provided renewable electricity to West Japan Railway Company through corporate PPA.
The power to operate Osaka Loop Line and the JR Yumesaki Line are substantiallyswitched to 100% renewable energy●

Started full-scale commercial operation of offshore
wind farms in Akita port and Noshiro port, Akita
Prefecture (announced on January 31, 2023)●

Submitted a draft environmental conservation plan for
the Wakayama Offshore Wind Power Generation Project(provisional title) (announced on June 30, 2023)●

Participated in a solar power project in Nishimuro-gun, Wakayama Prefecture.
The largest installed capacity in the Kasai region with an output of over 92,400 kW(announced on April 8, 2022)●

Started demonstrations of CO2-free hydrogen production using nuclear powerelectricity (announced on December 16, 2022)●

Basic design review underway with plant manufacturers, etc. for the innovative
light-water reactor SRZ-1200

Further efforts toward
zero carbon

100%

Efforts to reduce overall CO emissions through energy
saving, electrification, energy creation and carbon offset

Renewable energy as abase-load power source

Started providing AI-based “SenaSon,” which
optimizes distributed energy resources(announced on January 19, 2023)

Over 7 million tonnes

Electrification rate of company-owned vehicles

Concerted efforts withcustomers and society

●

2050

Industry-leadinglevelsReduction
rate

Recent initiatives

Electrification rate: 100%
(residential and commercial
sectors)
Response to expansion ofrenewable energy

5 GW scale of new development and 9 GW scale of cumulative capacity
to be domestically developed (by 2040)

Restart of nuclear power plants with improved operations

Installation, expansion or replacement of nuclear power plants / Hydrogen production using nuclear energy
Co-firing with zero-carbon fuels for thermal power generation(hydrogen and ammonia)

Opting for exclusive firing

Procurement and selling of hydrogen

Business expansion,hydrogen production

Kansai Electric Power Group Integrated Report 2023

Signed a commissioning contract for a survey on CO2 recovery and transport(announced on September 20, 2022)● Started working on the basic design of a large-scale green hydrogen supply chain
for the CQ-H2 project in Queensland, Australia (announced on May 29, 2023)● Started a joint review of the construction of a hydrogen-ammonia supply chain
based in the Osaka coastal industrial zone (announced on August 30, 2023)●

46

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change■ Risk management■ Metrics and targets

Risks associated with our business activities are to be
managed autonomously by each operating division (including
our group companies). We shall enhance risk management forrisks considered to have cross-organizational importanceincluding the supervision of departments with specialized
expertise on said risks that can provide advice and guidance
to various operating divisions.
As climate change poses significant risks to the Group’sbusiness activities, efforts are underway to properly control
various risks caused by climate change.
Specifically, a system to control company-wide risks alongwith other risks excluding those related to climate change(e.g., financial risks) determines the significance of each risk inview of its possible impact and probability, the results ofwhich are plotted on a risk map so as to enable an overview ofthe status of risk management.
Moreover, risk assessment results are presented to the
Executive Meeting and the Sustainability Promotion Council,
with necessary risk control measures reflected in the Group’splans and policies to ensure sustainable growth in the future.
The Internal Control Board was established in July 2023 toreview internal control, including the Group’s risk
management. The board consists of the specialized corporate
divisions and operating divisions, which together supervise
the Group’s risk management, such as risk management plans.
For more information about risk management, refer topage 117.

We work together with all stakeholders to realize the Kansai Electric Power Group Zero Carbon Vision 2050 and help society shift tocarbon neutrality. To this end, we have developed the Zero Carbon Roadmap along with the targets shown below. We also set
internal control indexes in fiscal 2023 for zero carbon initiatives to monitor progress toward the goals.
In addition, we will set targets for reducing GHG emissions by 2030 and update the roadmap as needed.
Zero CO2 emissions from our business activities (by 2050)
Targets set in the Zero Carbon Roadmap
Targets
Reduce CO2 emissions from power generation by 50%
by FY 2025 (compared to FY 2013) andmaintain industry-leading reduction levels.

Recent results
CO2 emissions from the Group’s power generation:
Approx. 24.7 million t-CO2 (FY 2022)● Reduction from FY 2013 levels: 49%●

Provide services to help customers and society reduce
CO2 emissions by over 7 million tonnes (by FY 2030).

●

Approx. 1.9 million t-CO2 (FY 2022)

Decrease the CO2 emission factor of electricity supplied tocustomers to industry-leading levels (by FY 2030).

●

CO2 emission factor (adjusted): 0.420 kg-CO2/kWh (FY 2022)*1

Completely electrify over 5,000 vehicles owned by
the Group (by FY 2030).

●

Electrification rate: Approx. 9% (FY 2022)*2

New development of renewable energy domesticallyat a 5 GW scale and achievement of a 9 GW scale of cumulative
capacity (by 2040).

●

Started generating about 3.83 GW (FY 2022)*1 Reported to the government in compliance with the Act on Promotion of Global Warming Countermeasures, etc.
*2 The electrification rate of the fleet at the Kansai Electric Power Co., Inc. and Kansai Transmission and Distribution, Inc.

We endorsed the GX League Basic Concept in March 2022, which aims to create a society where corporate companies work on
decarbonization for sustainable growth. With this concept in place, a provisional emission trading scheme was launched in fiscal
2023 to encourage companies to achieve their voluntary reduction targets. We have therefore set the following three targets for
reducing GHG emissions, which were submitted in September 2023.
Reduction target levels* ① 2023-2025 total: 70.66 million t-CO2eq② FY 2025:
21.35 million t-CO2eq (-55% from FY 2013 levels)③ FY 2030:
14.00 million t-CO2eq (-70% from FY 2013 levels)* Total of annual direct (Scope 1) and indirect (Scope 2) emission targets submitted to the GX League

Kansai Electric Power Group Integrated Report 2023

47

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change
Recent performance

The Group’s CO2 emissions originating from its domestic power generation business amounted to around 24.7 million tonnes in fiscal 2022, registering a 49% decrease from benchmark levels in fiscal 2013.
Non-fossil fuel power generation accounts for as much as 47% of our total output. As a leading company in zero-carbon energy, we will continue to ensure safe, stable operation of our nuclear power
plants, developing and introducing renewable energy.
CO2 emissions from the Group’s* power generation and related factors

1,200

Ratio of non-fossil fuel power generationCO emissions by the Group’s power generation business in Japan (100 thousand-tonne CO)Power generated by the Group’s power generation business in Japan (100 million kWh)CO emission factor of the Group’s power generation business in Japan (kg-CO/kWh)CO emission reduction rates of the Group’s power generation business in Japan (%)

1,138

1,000

0.427

1,079
0.438

0.6

1,060

1,016

954

907

0.422
0.424

0.357

41%

37%
472

429

404

400

342

0.287

0.287

304

285

0%
2013

3%
2014

0.4

0.3

2016

0.266
304

2018

2019

2020

less than a 50% stake is excluded for fiscal 2022).

(The Company and Kansai Transmission and Distribution, Inc.)

Direct greenhouse gas emissions (Scope 1)*1*2
Indirect greenhouse gas emissions (Scope 2)*1*3
Other indirect greenhouse gas emissions (Scope 3)*1*4
Category 1 *5*14
Category 2 *6*14
Category 3 *7*14
Category 4 *8
Category 5 *9
Category 6 *10
Category 7 *11
Category 8 *12
Category 9 *12
Category 10 *12
Category 11 *13*14
Category 12 *12
Category 13 *12
Category 14 *12
Category 15 *12

Kansai Electric Power Group Integrated Report 2023

Unit
10,000 t-CO2eq
10,000 t-CO2eq
10,000 t-CO2eq

10,000 t-CO2eq

50

25

247

2021

2022

(FY)

* The figures representing the Group’s power generation in Japan are calculated according to the ratio of capital contribution (power generation by companies in which we have
GHG emissions

FY 2020
2,857.2
0.6
2,409.9
266.6 (159.9)
166.7 (158.8)
1549.8 (1561.6)
0.0
1.0
0.2
0.6
─
─
─
─
─
─
─
─

FY 20212,377.1
0.5
1,924.2
248.5 (143.4)
104.9 (99.9)
1147.6 (1151.2)
0.0
1.1
0.2
0.6
─
─
─
421.36 (347.5)────

Renewable energies

FY 2022

7%
8%
7%

28%

16%

0.2

254

47%

5%

34%

36%
31%

0.1

2017

Nuclear

0.283

12%
2015

Hydropower

31%
75

0.334

17%

200

0

30%

Petroleum

(%)
100

0.5

49%
873

37%

600

485

956

48%

800

LNG

13%

994

958

Coal

0

0

12%
(FY 2022)
Kansai Electric Power(Reference: FY 2021*)
Nationwide* The nationwide breakdown is derived from General Energy Statistics from the Agency for

Natural Resources and Energy.
FY 2021 records were referred to, as FY 2022 records were not available at the time of publication.

2,304.3 □ * 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
0.5 □Emissions Throughout the Supply Chain (ver. 2.5) issued by the Ministry of the
3,126.1
Environment and the Ministry of Economy, Trade and Industry.
255.0* 2	Direct GHG emissions (Scope 1) refer to emissions (energy-derived CO2, SF6 andN2O emissions) reported by electric companies in line with the Act on Promotion
101.7
of Global Warming Countermeasures along with CO2 emissions from2,353.5transportation fuel use, which are excluded from the reporting obligations. SF6
0.0emissions, which are factored in, are based on calendar year.
* 3	Indirect GHG emissions (Scope 2) include CO2 emissions originating from
1.0
electricity and heat purchased from external corporations, which should be
0.2
reported by electric operators in line with the Act on Promotion of Global
Warming Countermeasures.
0.6* 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 procured) × emission intensity + total gas
sales × emission intensity─With the interpretation of the Basic Guidelines on Accounting for Greenhouse Gas
414.1
Emissions Throughout the Supply Chain (issued by the Ministry of theEnvironment and the Ministry of Economy, Trade and Industry) revised, records
for the past fiscal years were adjusted. The figures in parentheses were
determined before revision of the calculation method.

* 6	Capital goods price × emission intensity

Records for the past fiscal years were adjusted due to the partial revision of the calculation
method.

* 7	Fuel/heat consumption × emission intensity + electricity purchased by other companies ×

emission intensity + emissions originating from electricity purchased by other companies
for sale to end users
With the interpretation of the Basic Guidelines on Accounting for Greenhouse Gas
Emissions Throughout the Supply Chain (issued by the Ministry of the Environment and theMinistry of Economy, Trade and Industry) revised, records for FY 2020/2021 were adjusted.
The figures in parentheses were determined before revision of the calculation method.
* 8	Fuel consumption × emission intensity* 9	Waste disposal volume × emission intensity + fuel consumption × emission intensity* 10	Number of employees × emission intensity* 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
Records for the past fiscal years were adjusted due to partial revision of the calculation
method.
* 14	The figures in parentheses were determined before revision of the calculation method.
Third Party Assurance
Direct GHG emissions (Scope 1) and indirect GHG emissions (Scope 2) in FY 2022, both with □ ,are certified by an independent third party, Deloitte Tohmatsu Sustainability Co., Ltd. in the
Kansai Electric Power Group Integrated Report 2023 (Japanese ver.)https://www.kepco.co.jp/corporate/report/integrated/48

Kansai Electric Power Group Overview

Value Creation Story

Medium-term Management Plan

Business Overview

Foundation to Support Value Creation

Financial and Corporate Information

EX

Addressing Climate Change
Green bond issuance

Allocation status of proceeds and environmental benefits (As of March 31, 2023)

We further promote initiatives presented in the Zero Carbon Vision 2050 by leveraging SDG
financing. As a leading company in zero-carbon energy, we are committed to working toward amore sustainable society.
Kansai Electric
PowerGreen Bond

Issuance date

Tenor

Issuance
amountInterestrate

The 547th bondApril 14, 2022

5 years

30 billion yen

0.330%The 548th bondApril 14, 2022

10 years 25 billion yen

0.574%The 556th bondJuly 20, 2023

10 years 20 billion yen

The 558th bond September 7, 2023 10 years 20 billion yen

Use of proceeds

Development, construction, operation,and renovation of renewable energy
projects (hydro-, wind-, and solar-power);survey and demonstration of hydrogen0.900%
related projects; energy creation/storage
promotion projects
1.073%◆ Allocation status of proceeds
Kansai Electric Power
Green Bond

The 547th bond

The 548th bondFinancing amount (net proceeds)

29.9 billion yen

24.9 billion yen

Allocated amount

29.9 billion yen (allocation completed)24.9 billion yen (allocation completed)

Refinancing amount24.8 billion yen

20.6 billion yen

Association with
SDG targets◆ Businesses to be financed

Supply side

Demand side

Hydropower plants

Number of cases: 73
Installed capacity: 1,699 MW

Number of cases: 104
Installed capacity: 2,767 MW

Renewable
Wind power plants
energyNumber of cases: 1
Installed capacity: 138.6 MW

Number of cases: 2
Installed capacity: 706 MW

Solar power plants

Number of cases: 1
Installed capacity: 92.4 MW

Number of cases: 2
Installed capacity: 21.8 MW

Hydrogen business—

R&D

Renewable energy

Number of cases: 1● Services where our solar power
equipment is installed on therooftop of a corporate customer’sbuilding, etc., with operation andmaintenance services provided

Number of cases: 1(Same as on the left)◆ Environmental benefits
CO2
emission
reductions

Supplyside

Hydropower plants
Renewable
Wind power plants
energySolar power plants

Demandside

Renewable energy

5,072,935 t-CO2/year
1,848 t-CO2/year—

27,930 t-CO2/year

126 t-CO2/year
1,987 t-CO2/year
Demonstration of power generationby co-firing and exclusive firing ofhydrogen●J oint development and survey of
new hydrogen production
technology●V erification research on businesses
capitalizing on surplus electricity
and green hydrogen●S earch for locations suitable forhydrogen production●Outline of thedemonstration

Kansai Electric Power Group Integrated Report 2023

Supplyside

Hydrogen business—49