HOKURIKU ELECTRIC POWER COMPANY INTEGRATED REPORT
The Hokuriku Electric Power Group
2023
CSR & Financial Report
This English translation is provided for reference purposes only, for use with the original Japanese version of the
Hokuriku Electric Power Group's 2023 Integrated Report. In the event of any discrepancies between the original
Japanese version and this English translation, the original Japanese version shall take precedence.
Building an Affluent, Lively Hokuriku through Power and Intelligence
INTEGRATED REPORT 2023 | 1 |
CONTENTS
About the Hokuriku Electric Power Group
- Corporate Profile
-
History of the Hokuriku Electric Power Company
5 Message from the President
7 Financial Highlights
8 Non-financial Highlights
Value Creation
- The Value Creation Process of the Hokuriku Electric Power Group
11 Establishment of the Hokuriku Electric Power Group New Mid-term Business Plan
- Measures for Improving Managerial Efficiency and Efforts toward Group-wide Productivity Improvement
- DX Promotion
- Taking on Challenges toward Carbon Neutrality
- Future Vision for 2050
- Thorough Compliance
- Interview with an External Director
- Investment in Human Resources
Business Activities
27 Power Generation
- Power Transmission and Distribution
- Sales / New Business
52 Efforts Related to Environmental, Social, and Corporate Governance Issues
-
Environmental Efforts
53 Action on Climate Change
55 Active Efforts toward Environmental Conservation
- Social Efforts
58 Coexisting with the Local Community
- Governance Efforts
- Maintaining the Corporate Governance System
- Strengthening of Efforts to Support Our Business Foundation
Data
68 Financial Information
70 Environmental, Social, and Governance-related Information
Editorial Policy
Since FY 2006, the Hokuriku Electric Power Group has published CSR reports in order to share information on our way of thinking, policies on our efforts, and activities underway, regarding corporate social responsibility.
Starting in FY 2019, we have combined our financial and non-financial information into a single Integrated Report, so that all of our stakeholders can learn about the Group's efforts toward mid-to-long-term value creation.
Through this report, we hope to improve readers'understanding of the Group's efforts and attitude, and we hope to further improve two-way communication with everyone involved.
Reference Guidelines, etc.
- International Integrated Reporting Framework by the Value Reporting Foundation（VRF, formerly IIRC）
- Guidance for Integrated Corporate Disclosure and Company-InvestorDialogues for Collaborative Value Creation by the Ministry of Economy, Trade, and Industry
- Recommendations by the Task Force on Climate-related Financial Disclosures（TCFD）
Publication Date: November 2023
Scope of Report: Companies belonging to the Hokuriku Electric Power Group
Period Covered by Report: April 1, 2022 to March 31, 2023
（Portions of the report may also include information from outside this period）
Contact: Corporate Planning Department, Hokuriku Electric Power Company 15-1Ushijima-cho,Toyama-shi, Toyama 930-8686 Japan
Tel: +81-76-441-2511（main line）• Fax: +81-76-405-0103
E-mail:csr-seikyuu@rikuden.co.jp
A Note on Forecasts
All Group plans, strategies, sales estimates, and other information printed in this report involving forecasts of the future are based on information available at the time of writing, and carry a degree of potential risk and uncertainty. As a result, please note that changes to economic conditions, market trends, revisions to related laws and regulations, and other factors may cause the Group's actual results and business environment to differ from as shown in this report.
INTEGRATED REPORT 2023 | 2 |
About the Hokuriku | Message from the President | Value Creation | Business Activities | Environmental Efforts | Social Efforts | Governance Efforts | Data | ||||||
Electric Power Group | |||||||||||||
Corporate Profile |
Nanao Ohta Thermal Power Station
Unit 1 500,000 kW（Coal）
Unit 2 700,000 kW（Coal）
Overview of the Hokuriku Electric Power Company and
the Hokuriku Electric Power Transmission & Distribution Company
Shika Nuclear Power Station
Unit 1 540,000 kW
Unit 2 1,206,000 kW＊
Toyama Shinko Thermal Power Station Coal Unit 1 250,000 kW（Coal, heavy oil） Coal Unit 2 250,000 kW（Coal, heavy oil） Unit 1 240,000 kW（Heavy oil, crude oil） Unit 2 500,000 kW（Heavy oil, crude oil, LNG） LNG Unit 1 424,700 kW（LNG）
Hokuriku Electric Power Company
- Major Power Supply Facilities（As of March 31, 2023）
Toyama Thermal Power Station
Unit 4 250,000 kW（Heavy oil）
Main business: Head office location: Date of establishment: Capital:
Company representative: Total Assets＊:
Sales＊:
Ordinary Income＊:
Net Income＊:
Generation and sales of electricity
15-1Ushijima-cho,Toyama-shi, Toyama Prefecture May 1, 1951
117.641 billion yen
Koji Matsuda, Executive President and Representative Director 1,805,318 million yen（1,716,651 million yen）
817,601 million yen（756,346 million yen） △93,737 million yen（△92,916 million yen） △88,446 million yen（△81,942 million yen）
Hydroelectric power station with capacity of 80,000 kW or more
Thermal power station
Nuclear power station Transmission line（500 kV） Transmission line（275 kV）
Substation Switching station
- If operated with turbine straightening vane installed.
Tsuruga Thermal Power Station
Unit 1 500,000 kW（Coal）
Unit 2 700,000 kW（Coal）
Arimine No. 2 123,000 kW
Wadagawa No. 2 122,000 kW
Arimine No. 1 | |
Tedorigawa No. 2 | 265,000 kW |
89,500 kW | |
Jinzugawa No. 1 | |
82,000 kW |
- Consolidated figures for FY 2022 or as of March 31, 2023, are shown. Figures in parentheses are nonconsolidated figures.
Major Shareholders（As of March 31, 2023）
Name | Number of Shares Held（thousands of shares） | ＊ |
Investment Ratio（％） | ||
The Master Trust Bank of Japan, Ltd.（Trust Account） | 22,948 | 11.0 |
Toyama Prefecture | 11,270 | 5.4 |
Hokuriku Electric Power Company Employee Stock Ownership | 8,718 | 4.2 |
The Hokuriku Bank, Ltd. | 7,700 | 3.7 |
The Hokkoku Bank, Ltd. | 6,000 | 2.9 |
Custody Bank of Japan, Ltd（. Trust Account） | 5,463 | 2.6 |
Nippon Life Insurance Company | 4,752 | 2.3 |
Mizuho Bank, Ltd. | 3,341 | 1.6 |
The First Bank of Toyama, Ltd. | 2,740 | 1.3 |
Mizuho Trust & Banking Co., Ltd.（Pension Trust, Hokuriku Bank Account） | 2,665 | 1.3 |
＊ Investment ratio is calculated after deducting treasury shares. | |
Hokuriku Electric Power Transmission & Distribution Company | |
Main business: | Power Transmission and Distribution |
Head office location: | 15-1Ushijima-cho,Toyama-shi, Toyama Prefecture |
Date of establishment: | April 1, 2019（Operation commenced on April 1, 2020） |
Capital: | 10 billion yen |
Company representative: | Kazuya Tanada, Executive President |
- Overview（As of FY 2022 or March 31, 2023）
Hokuriku | Power-generating Facilities | Number of Power Stations | Capacity | |||||
Hydro power | 131 | 1,935 MW | ||||||
Electric | Thermal power | 5 | 4,565 MW | |||||
Nuclear power | 1 | 1,746 MW＊1 | ||||||
Power | Photovoltaic | 4 | 4 MW | |||||
Total | 141 | 8,249 MW | ||||||
Company | Total Electricity Sales Volume | Retail | Wholesale＊2 | |||||
26,273 GWh | 6,418 GWh | |||||||
Total＊2 | 32,691 GWh | |||||||
HokurikuElectricPower Transmission& | Transmission Facilities | Overhead | Underground | |||||
DistributionCompany | Total Length of Transmission Lines | 3,200 km | 165 km | |||||
Transformation Facilities | Number of Substations | Capacity | ||||||
260 | 32,370 MVA | |||||||
Distribution Facilities | Overhead | Underground | ||||||
Total Length of Distribution Lines | 42,079 km | 1,579 km | ||||||
Power-generating Facilities | Number of Power Stations | Capacity | ||||||
Thermal power | 1 | 288 kW |
＊1 Estimation based on the assumption that Shika Unit 2 is operated with turbine straightening vane installed. ＊2 Due to rounding, the total figure may not exactly equal the sum of the individual figures.
INTEGRATED REPORT 2023 | 3 |
About the Hokuriku | Message from the President | Value Creation | Business Activities | Environmental Efforts | Social Efforts | Governance Efforts | Data | ||||||
Electric Power Group | |||||||||||||
History |
History of the Hokuriku Electric Power Company
The Hokuriku Electric Power Company was established in 1951, built on a foundation of the Toyama Electric Light Company, established in 1898 as the Hokuriku region's first electric power company, and other locally-capitalized electric power companies. In May 2021, we celebrated our 70th anniversary.
As a company established with the backing of the regional community, including industrial and economic circles, we have developed alongside the Hokuriku region by ensuring a stable supply of low-cost,high-quality energy, keeping coexistence and co-prosperity with the region in mind as our fundamental management philosophy, while aggressively undertaking projects such as the development of power sources. We will continue to make progress together with the region, and strive to contribute to the resolution of social issues, including the realization of carbon neutrality.
The Beginning of the Electricity
Establishment of the Toyama | Establishment of the Kyoto Electric |
Electric Light Company and the | |
1899 Light Company Fukui Branch | |
1898 Kanazawa Electricity Company |
1941 Establishment of the Hokuriku Joint Electricity Company
1951 Establishment of the Hokuriku Electric Power Company
Business in the
Hokuriku Region ̶
the Roots of the
Hokuriku Electric
Power Company
A number of electric power companies, including the Toyama Electric Light Company, were established in Hokuriku. Electric power resources were developed, capitalizing on the area's plentiful water resources. The low-cost electricity generated by hydropower allowed the area to develop industries, attracting industries that are heavy consumers of power, such as the steel and carbide industries, as well as the textile industry.
Okubo Power Station of the | Fushiki Industrial Area |
Toyama Electric Light Company | (Toyama Prefecture) |
Completed in 1899 |
Shosaku Yamada（later the first president of the Hokuriku Electric Power Company） approached electric utility companies in Hokuriku, and 12 companies voluntarily consolidated, establishing a
unified electricity business in Shosaku Yamada the Hokuriku region.
When Japan's power supply framework was discussed during and after the war, the initial plan suggested that the whole country should be divided into eight blocks, with the Hokuriku area merged into the Chubu area. However, Shosaku Yamada, with the support of the local business community, strongly emphasized the unique distinctiveness of Hokuriku and persistently persuaded the national government, which led to approval for the Hokuriku area's independence.
The Hokuriku Electric Power Company has contributed to the development of the Hokuriku region through the stable supply of low-cost,
1951 high-quality energy, while diversifying power sources in line with the needs of the times. During the high economic growth period, the company supported the strong demand for electricity by developing thermal power sources, as well as developing hydroelectric power in the Arimine area, taking advantage of the region's abundant water sources. The company's other efforts in this regard include ensuring energy security following the experience of the oil crises, and decarbonizing from power generation to help address global warming.
●Amount of Total Electricity Sales
2.1
billion kWh＊
1951
32.7
billion kWh
2022
Today
1954 | 1964 | 1981 | 1991 | 2006 | 2012 | 2018 | ||||||
Jinzu River No. 1 Power Station | Toyama Thermal Power Station Unit 1 Arimine No. 1 Power Station | Tsuruga Thermal Power Station Unit 1 | Shika Nuclear Power Station Unit 2 | Mikuni Photovoltaic Power Station | LNG-fired Unit 1 of Toyama Shinko | |
（Hydro Power） | （Hydro Power） | Thermal Power Station | ||||
＊ Retail electricity sales in the Hokuriku area | 4 | |||||
INTEGRATED REPORT 2023 |
About the Hokuriku | Message from the President | Value Creation | Business Activities | Environmental Efforts | Social Efforts | Governance Efforts | Data |
Electric Power Group |
Message
from the President
Aiming for Sustainable Development alongside Customers and Communities,
through the 3 Cs（Change, Chance, and Challenge）, by Delivering a Stable
Supply of Electricity and Quickly Recovering as we Strengthen Our Financial Base
Koji Matsuda
Executive President and
Representative Director
Hokuriku Electric Power Company
The Business Environment the Group Faces Today
Last year, fuel prices and wholesale electricity market prices both soared to record-breaking levels following the Russian invasion of Ukraine, resulting in a major increase in costs to supply electricity. In response to this, I headed an emergency management task force to review all costs, including reductions and deferrals, to the extent that our stable supply was not impeded. We implemented every management efficiency measure we could, including measures to improve our income and expenditures by ¥14.0 billion in FY 2022. Despite this, rising costs far outpaced our ability to improve management efficiency, leaving us with a severely damaged financial base. If these circumstances were to continue, we would become unable to procure fuel and maintain our facilities, which would in turn threaten to affect the stable supply of electricity. We were left with no choice but to make the difficult decision to raise electricity rates for all customers.
We shall continue to fulfill our primary mission of providing a stable supply of electricity, and shall strive to recover and strengthen our financial base as soon as possible. We also aim to achieve sustainable development by flexibly addressing social changes, such as achieving carbon-neutrality by 2050, as well as by responding in good faith to feedback from customers and communities.
Toward Bringing About Our Ideal State
In 2019, we established the Hokuriku Electric Power Group Long-term Vision covering the period through FY 2030. The Group's vision is to develop alongside the Hokuriku Region, and to create new value nationwide and internationally; our two main strategies to achieve this are expanding our comprehensive energy business based in Hokuriku, and cultivating new growth businesses.
In light of the significant damage suffered by our financial base since the initial announcement of the Long-term Vision, we have established a new Mid-term Business Plan for FY 2023‒2027 that prioritizes improved profitability and a strengthened financial base through securing stable supply, thoroughly pursuing efficiency, and expanding our business domains. The Plan sets forth three pillars of management to serve as particular focuses.
INTEGRATED REPORT 2023 | 5 |
About the Hokuriku | Message from the President | Value Creation | Business Activities | Environmental Efforts | Social Efforts | Governance Efforts | Data |
Electric Power Group |
The first of these is ensuring a stable supply, improving the financial balance, and strengthening the financial base. At the March 2023 review meeting for the Shika Nuclear Power Station ̶ itself a crucial factor in achieving carbon neutrality ̶ we were able to obtain understanding from the Nuclear Regulation Authority（NRA）that the faults at the site are not active. We will continue to work toward an early restart of the power station, on the major premise that we shall continue to handle the screening process without fail, and earn the understanding of the community. We shall also maximize supply-demand balance through the use of AI technology to forecast hydroelectric power generation, to control thermal power facility boilers, and to forecast electricity demand.
The financial targets for the period covered by the new Mid-term Business Plan include achieving consolidated ordinary income of ¥45.0 billion or higher, and a consolidated equity ratio of 20% or higher（by the end of FY 2027）from the perspective of fixing our damaged financial base, in order to continue to fulfill such social missions as delivering a stable supply of electricity and achieving carbon neutrality. In addition, from the perspective of management conscientious of capital efficiency, we shall ensure a consolidated return on equity（ROE）of 8% or higher.
The second of these three pillars is working with local communities to promote decarbonization. In recognition of the fact that achieving a decarbonized society is a key issue for the Group's sustainable growth into the future, we have set a very aggressive renewable energy development target of 1 million kW or higher（3.0 billion kWh/year or higher）by the early 2030s, toward achieving carbon neutrality by 2050. We are also working to decarbonize power sources, through efforts such as increasing biomass co-combustion ratios at coal-fired power stations, new construction and repowering of hydroelectric power stations, and offshore wind farms, and are working to develop next-generation power transmission and distribution networks for large-scale introductions of renewable energy sources. In addition to these, we are also working to contribute to the Hokuriku region's decarbonization in collaboration with local governments.
The third pillar is expansion of new business domains for sustainable growth. To this end, we shall leverage the Group's resources and strengths to achieve Group growth, by creating new pillars of growth beyond our electricity business. In our electricity business, we have expanded the Easy series, which is a household-orientedcarbon-neutral service, as well as PPA sales to businesses. We are also working on community development projects like Actibase Fukui, and shall continue to expand into new businesses in the future.
In order to promote carbon neutrality and further increase corporate value, we shall make growth investments totaling ¥150.0 billion from FY 2023 through FY 2027. For investing, we shall carefully select the investments we make based on business evaluations via methods such as ROIC, while taking into account potential business risks and prioritizing profitability in order to
achieve both growth and financial discipline. This past September, we also established the Investment Committee. Before making management decisions, we check and evaluate investment projects from objective, multifaceted perspectives, while also determining investment priority levels and making investments with a sense of speed.
Strengthening of Efforts to Support Our Business Foundation
In order to push forward with these three pillars, we shall strive to create comfortable work environments with thorough compliance enforcement, and to increase labor productivity.
Last fiscal year, we discovered an incident of customer information being improperly handled. We have since taken various steps toward preventing this from happening again, including establishing a new Committee for Proper Management of Information, chaired by the vice president. We shall continue to make efforts to foster and ensure an awareness of compliance, so that the Hokuriku Electric Power Group will remain a chosen and trustworthy partner to our customers.
In order to achieve our goals and accomplish each of our initiatives, we must also enhance the Group's collective strength. To this end, we actively promote diversity, equity, and inclusion, such as by creating a working environment where employees can balance their personal and work lives, and where people can adopt diverse work styles. We also engage in management that values our human capital, including health activities such as encouraging employees to quit smoking, as well as efforts to improve labor productivity through technologies like DX and IoT. These are just some of the active efforts we are making throughout the Group.
Message to Stakeholders
The Group has developed alongside the Hokuriku region by delivering a stable supply of inexpensive, high-quality energy. Even in the midst of severe CHANGE, we must leap upon this CHANCE to achieve sustainable growth with the Hokuriku region, and fearlessly take on each CHALLENGE, further improving our corporate value and contributing to the Hokuriku region through the Three Cs. Finally, I would like to express my sincere gratitude to all of our stakeholders, whose continued support of the Group's business activities is greatly appreciated. Thank you very much.
INTEGRATED REPORT 2023 | 6 |
About the Hokuriku | Message from the President | Value Creation | Business Activities | Environmental Efforts | Social Efforts | Governance Efforts | Data | ||||||
Electric Power Group | |||||||||||||
Financial Highlights |
FY 2022 Financial Results（Consolidated）
Sales（operating revenues）amounted to ¥817.6 billion, an increase of ¥203.8 billion from the previous fiscal year, due to an increase in fuel cost adjustment despite a decrease in total electricity sales; together with non-operating revenues, total ordinary revenues amounted to ¥822.9 billion, an increase of ¥201.7 billion.
Ordinary loss was ¥93.7 billion（with the previous fiscal year's ordinary loss being ¥17.6 billion）, due to factors such as soaring fuel prices. Net loss attributable to owners of parent was ¥88.4 billion（with the previous fiscal year's net loss attributable to owners of parent being ¥6.7 billion）.
- Consolidated Sales and Total Electricity Sales
Consolidated Sales | Total Electricity Sales Volume | |||
（Billions of yen） | （GWh） | |||
800 | 817.6 | |||
46,000 | ||||
700 | 628.0 | 639.4 | 42,000 | |
622.9 | 613.7 | |||
600 | 38,000 | |||
500 | 36,173 | 34,000 | ||
400 | 31,496 | 32,554 | 32,691 | |
30,000 | ||||
30,392 | ||||
0 | 2019 | 2020 | 2021 | 0 |
2018 | 2022 （FY） |
Consolidated Sales | Total Electricity Sales Volume | |||
- Consolidated Ordinary Income（Loss）
（Billions of yen）
20 | 23.2 | |||
12.3 | ||||
6.6 | ||||
0 | ||||
-20 | △17.6 | |||
-40 | ||||
△93.7 | ||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
- Consolidated Return on Equity（ROE）
（％） | 0.8 | 4.2 | 2.1 | |||||||||||||
5 | ||||||||||||||||
0 | ||||||||||||||||
-5 | △2.0 | |||||||||||||||
-10 | ||||||||||||||||
-15 | ||||||||||||||||
△ | ||||||||||||||||
31.7 | ||||||||||||||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
ROE = Profit（loss） attributable to owners of the parent/Average equity
- Consolidated Return on Assets（ROA）
（％） | 1.3 |
2 | |
0.6 | 0.8 |
0 |
- Consolidated Net Income（Loss）
（Billions of yen）
20 | 13.4 | 6.8 | ||
2.5 | ||||
0 | ||||
-20 | △6.7 | |||
-40 | ||||
△88.4 | ||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
Net income（loss）attributable to owners of parent is shown
- Consolidated Equity Ratio
（％） | ||||
25 | ||||
19.9 | 20.2 | 21.2 | 19.6 | |
20 | ||||
15 | 12.9 | |||
10 | 2022 （FY） | |||
2018 | 2019 | 2020 | 2021 |
The equity ratio has been calculated by dividing shareholders' equity by total assets.
-2 | △0.7 | |||||
-4 | △3.1 | |||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
ROA = Operating income（loss）/Average total assets
- Consolidated Outstanding Interest-bearing Debt
（Billions of yen）
1,300 | 1,285.4 | ||||
1,200 | |||||
1,100 | 1,038.7 | ||||
1,000 | 980.4 | 974.5 | 974.8 | ||
900 | |||||
800 | |||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
INTEGRATED REPORT 2023 | 7 |
About the Hokuriku | Message from the President | Value Creation | Business Activities | Environmental Efforts | Social Efforts | Governance Efforts | Data | ||||||
Electric Power Group | |||||||||||||
Non-financial Highlights |
- System Average Interruption Duration Index（SAIDI）and System Average Interruption Frequency Index（SAIFI）
System Average Interruption Duration Index | System Average Interruption Frequency Index |
（minutes/customer/year） | （times/customer/year） | ||||
30 | 0.30 | ||||
24 | 26 | ||||
25 | 22 | 0.25 | |||
20 | 19 | 17 | 0.20 | ||
15 | 0.15 | ||||
0.15 | 0.14 | 0.16 | |||
0.13 | |||||
0.12 | |||||
10 | 0.10 | ||||
5 | 0.05 | ||||
0 | 0.00 | ||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
System Average Interruption Duration Index（SAIDI）
System Average Interruption Frequency Index（SAIFI）
Per-customer data shown.
- Rate of Lost-worktime Injuries
2.5 | |||||
1.95 | 2.09 | 2.06 | |||
2.0 | 1.83 | 1.80 | |||
1.5 | |||||
1.0 | |||||
0.5 | 0.28 | 0.27 | |||
0.09 | 0.18 | 0.09 | |||
0.0 | 2018 | 2019 | 2020 | 2021 | 2022 （FY） |
Hokuriku Electric Power Company
National Average（National averages are based on calendar year rather than fiscal year.）
Number of work-related casualties
Rate of Lost-worktime Injuries ＝ | × 1,000,000 | |
Total actual hours worked
Results for the Hokuriku Electric Power Company and the Hokuriku Electric Power
Transmission & Distribution Company
- Hoku-LinkMembership
（thousands of members）
600 | 553 | |||
515 | ||||
500 | 486 | |||
428 | ||||
400 | ||||
304 | ||||
300 | ||||
200 | ||||
100 | ||||
0 | 2019 | 2020 | 2021 | 2022 （FY） |
2018 |
- Overall Thermal Power Generation Efficiency
（Benchmark Index B of the Act on the Rational Use of Energy）
（％） | ||||
44 | ||||
42 | 41.0 | |||
40.6 | 40.5 | 40.9 | ||
39.8 | ||||
40 | ||||
38 | ||||
36 | 2019 | 2020 | 2021 | 2022 （FY） |
2018 |
Index B =（actual coal-fired power generation efficiency ×
ratio of coal-fired power generation to total thermal power generation） ＋（actual LNG-fired power generation efficiency ×
ratio of LNG-fired power generation to total thermal power generation） ＋（actual oil-fired power generation efficiency ×
ratio of oil-fired power generation to total thermal power generation）
- Changes in CO2 Emission Intensity/CO2 Emissions
CO2 Emissions | Changes in CO2 Emission Intensity | |||||
（Mt-CO2） | （kg-CO2/kWh） | |||||
0.8 | ||||||
(0.542) | (0.510) | 0.484 | 0.499 | 0.6 | ||
0.526 | (0.469) | |||||
0.497 | (0.480) | (0.487) | ||||
20 | 0.465 | 0.4 | ||||
15 | (14.14) | (12.79) | (12.17) | 13.58 | 13.11 | |
13.71 | ||||||
10 | 12.45 | 12.07 | (13.47) | (12.79) | 0.2 | |
5 | ||||||
0 | 0.0 | |||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
Basic CO2 emissions | Adjusted CO2 emissions | |||
Basic CO2 emission intensity | Adjusted CO2 emission intensity |
Figures in parentheses indicate amount of basic CO2 emissions and emission intensity. The adjusted values reflect the adjustment amounts based on the feed-in tariff system for renewable energy, and other factors.
Calculations were made based on the Law Concerning the Promotion of the Measures to Cope with Global Warming.
- Number of Female Managers
（People） | ||||
120 | ||||
105 | ||||
100 | 96 | |||
80 | 84 | |||
70 | ||||
61 | ||||
60 | ||||
40 | ||||
20 | ||||
0 | ||||
2018 | 2019 | 2020 | 2021 | 2022 （FY） |
Results for the Hokuriku Electric Power Company and the Hokuriku Electric Power
Transmission & Distribution Company
INTEGRATED REPORT 2023 | 8 |
About the Hokuriku | Message from the President | Value Creation | Business Activities | Environmental Efforts | Social Efforts | Governance Efforts | Data | |||||
Electric Power Group | ||||||||||||
The Value Creation Process |
The Value Creation Process of the Hokuriku Electric Power Group
We shall leverage our strengths and management resources to create new value for society, solving local issues and leading to further Group growth.
INPUT Source of Value
Competitive Advantages & Strengths
Long track record of Hokuriku-region-based business operations, and trust from the community
Tireless efforts to ensure stable supply and improve power quality, and excellent technical capabilities
Groupwide collaboration and collective strength
Capital Invested＊ | P68-73 | ||||
Financial Capital | |||||
Consolidated Total Assets | Consolidated Equity Ratio | ||||
1,805,318 Million yen | 12.9 ％ | ||||
Human Capital | |||||
Consolidated No. of Employees | Percentage of Female Employees | ||||
8,565 | 12.5 ％ |
Social, Facility, and Natural Capital, and Customer Base
Business Environment/Corporate Philosophy and Business Activities
The Hokuriku Electric Power Group's Business Environment | P11-12 | ||
Current Business Environment | Expectations of the Mid-to-long-term Business Environment | ||
● Instability in energy market（volatile fuel prices and | ● Progress of the government's green transformation policy | ||
electricity prices）due to the Russian invasion of | ● New post-COVID lifestyle taking root | ||
Ukraine and other international instability | ● Advent of new business models using digital | ||
technology（digital transformation） |
The Hokuriku Electric Power Group Philosophy
Building an Affluent, Lively Hokuriku through Power and Intelligence
Business Activities
Electricity | Power Generation | P27 | Transmission | P37 | Sales | P45 |
and Distribution |
Business
Domain
We utilize the Group's value chain to deliver a stable supply of inexpensive, high-quality energy
OUTPUT Services Provided
Electricity Business Domain
- Sales of stable, low-cost electricity
Domains Other than Electricity Business
Domains Peripheral to Electricity Business
- Asset Outsourcing Service for Energy-Related Equipment
- ESCO services
- Installation and maintenance of power generation equipment
- Design, construction, and maintenance of electrical equipment, etc.
- Manufacture and sales of equipment related to electric power
- Municipal gas business
（Fukui City Gas Co., Ltd.; Kanazawa Energy Co., Ltd.）
- Sales of liquefied natural gas（LNG）
- Overseas electricity business
The Trust of the Region
71years since our establishment
Total Electricity Sales Volume
32.7 billion kWh
Number of Power Stations
142
Total Length of Transmission Lines
3,365ｋｍ
Abundant Water Resources
（No. of Hydroelectric Power Stations）
131
No. of Group Companies
56
Hoku-Link Membership
553 thousands of members
Total Power Station Output
8,249 MW
Total Length of Distribution Lines
43,658ｋｍ
No. of Patents
114
Domains Other than Electricity Business
P50
Plant Maintenance | LNG Sales | Overseas Business |
We deliver diverse value through aggressive expansion of our business domains, from domains peripheral to our electricity business to other business domains entirely
Technical Capabilities | The Group's Collective | Customer Base |
Strength |
The Hokuriku Electric Power Group 2030 Long-Term Vision
P11-14
Hokuriku Electric Power Group New Mid-term Business Plan（FY 2023‒2027）
Kanazawa Energy Co., Ltd. | Municipal Gas Production Site |
Other Business Domains
- Real estate business
- Temporary staffing, and nursing care and welfare services
- Interoffice data communications and internet access services
- Network/data center solutions
- Construction consulting
- Surveying and geological investigations, and construction design
- Environmental measurement and analysis, of water quality, air quality, etc.
- Radioactivity measurement and asbestos surveys, soil contamination surveys, coal ash sales
＊ Consolidated figures are shown for FY 2022, or as of March 31, 2023.
INTEGRATED REPORT 2023 | 9 |
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Hokuriku Electric Power Company published this content on 22 December 2023 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 26 December 2023 04:26:34 UTC.
