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Material IssuesSustainability

JERA identified and published our material issues starting in 2020 based on the goals set forth in our April 2019 business plan. We review our material issues every year in response to changes in the internal and external environment, and this year we pinpointed nine issues guided by the new corporate vision and JERA Environmental Target 2035, which were both announced in May 2022. In addition, we map out the issues, follow the Plan-Do-Check-Act (PDCA) cycle toward realizing our mission and vision, and implement materiality-conscious management processes.

How We Identify Material Issues

Material Issues

Major Initiatives

New Material Issues

Establish a stable
energy supply

Create customer value
through cutting-edge

Adopt and expand
renewable energies

Decarbonize thermal
power and fuel supply

Establish global
corporate governance

Coexist and thrive
alongside local
communities in Japan
and abroad

Realize new, zero-carbon
energy models through
digital transformation

Empower diverse talent

Create a safe and
comfortable work

How We Set Our Material Issues

We address material issues accordingly as they evolve by reassessing the issues and adjusting KPIs, among other efforts.


Identify Issues

We composed a list of 59 issues pertinent to our company following an analysis of the industry environment, our business strategies, and other factors.


Assess Importance and Relevance

We evaluate each of the 59 issues identified in Step 1 in terms of their importance to the company, stakeholders, and society, as well as their relevance to factors like company strategy and stakeholder opinion.


Identify Material Issues

Taking into account Step 2 assessments, the Sustainability Promotion Committee (chaired by the company president) designates material issues.


Revise Material Issues

Guided by the new corporate vision and JERA Environmental Target 2035 announced in May 2022, we abstracted and reorganized the material issues first formulated in 2020 into nine issues, which were considered and approved by The Sustainability Promotion Committee.

Material Issues


Material Issues Major Initiatives Related Pages Related SDGs
1 Establish a stable energy supply
Stabilize supply and demand management
Replace domestic facilities representing 7–9 GW of energy (at 5–7 sites)
Optimize security measures and monitoring systems in line with global standards
Enhance JERA’s business continuity plan (BCP) and business continuity management (BCM)
Improve disaster preparedness through systematic education and training
Build a disaster prevention infrastructure by maintaining reserves
2 Create customer value through cutting-edge solutions
Develop new technologies that can spearhead a sustainable society
Further innovate by combining new technologies with power generation technology
Strategically acquire intellectual property in Japan and abroad and apply it to new business
Develop and deliver solution selling that ties in with company business
3 Adopt and expand renewable energies
Target renewable energy development representing 5 GW of energy by 2025
Acquire essential know-how about offshore wind power
4 Decarbonize thermal power and fuel supply chains
Establish hydrogen and ammonia supply chains
Utilize ammonia effectively, with demonstration tests of conversion rates of 20% at Hekinan Thermal Power Station Unit 4 planned for FY2023, commercial operation of conversion rates of 20% targeted for the late 2020s, and commercial operation of conversion rates of 50% intended to begin in the early 2030s
Utilize hydrogen effectively, with commercial operation planned for the 2030s
Pursue carbon capture and storage (CCS) know-how and project opportunities
5 Establish global corporate governance
Improve board effectiveness
Instill and put into practice a compliance culture and strengthen the JERA Group compliance system
Make improvements to reporting of financial and non-financial information
Initiate phased and joint decarbonization efforts with regional business partners, especially in Asia, that emphasize our power plant O&M and engineering technologies
6 Coexist and thrive alongside local communities in Japan and abroad
Take action to coexist with the environment, educate the next generation, and resolve issues in local communities based on our Social Contribution Activity Policy
Build good relationships with stakeholders through cooperative efforts with the community
Strengthen systems for the prompt and proper reaction in response to domestic and international crises
Practice global corporate social responsibility (CSR) founded on the needs of overseas sites
7 Realize new, zerocarbon energy models through digital transformation
Acquire cutting-edge IT technologies through upgrading the R&D environment and building relationships with leading technology companies, among other efforts
Set up data infrastructure and promote data governance
Introduce apps featuring data protection and privacy (DPP)
Offer digital education to all employees
8 Empower diverse talent
Develop and implement human resource strategies linked to business strategies and goals
Evolve and expand mechanisms to attract diverse talent (e.g., broaden the pool of new graduate and mid-career candidates and strengthen partnerships with educational institutions)
Establish systems that promote self-driven career development (e.g., create structures for skill advancement and career paths, provide consultation services, and expand internal promotion efforts)
Build an attractive workplace (e.g., better define employee jobs and expectations, introduce new remote work options)
Realize borderless human resources (e.g., unify policies across all JERA Group companies and increase global mobility irrespective of hiring location)
Emphasize diversity and inclusion (e.g., foster activities that empower women, employ persons with disabilities, and promote LGBTQ+ understanding)
Increase the percentage of women in leadership positions, targeting 15% in officer positions and manager representation equivalent to the overall employee gender ratio
Improve global engagement across group companies, establishing and spreading an employee value proposition (EVP) that resonates within and beyond the company
9 Create a safe and comfortable work environment
Improve safety levels and work toward zero accidents
Boost safety awareness among all employees
Build a robust safety infrastructure that promotes safety at JERA Group companies in Japan and abroad and reinforces collaboration with stakeholders
Implement the measures needed for a safe workspace (e.g., augment safety information available online, construct a database of safety incidents, and design effective procedures targeting a zero-accident environment)
Establish contingency plans for overseas operations
Formulate safety management system standards for normal operations
Promote work-life balance
Maintain stress check levels for employees in Japan below the 100-point national average
Strive to reduce the number of abnormal test results during periodic employee health checkups