Aspiring to become a leading integrated energy group
First written in FY2016. 5 of 10 entries say "Restated". Latest entry: FY2026.
Chubu Electric Power Company moved to the "Worse" side of this theme in 2022, 2 years before the typical company in this theme (2024).
The whole theme swung hardest in 2024: 2 of 18 companies on the "Worse" side.
2 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In April 2026, we announced the “Outline of the Chubu Electric Power Group's New Medium-Term Management Plan.” We will announce the new medium-term management plan after reflecting the necessary matters based on the findings of the Investigative Committee.」
While continuing to pursue the corporate philosophy and the achievement of Management Vision 2.0, the Group has revised its approach so that formal publication of the new medium-term management plan will follow incorporation of the Investigative Committee's findings in response to the inappropriate conduct at Hamaoka. - FY2025ReframedAnnual report
「To respond to changes in the business environment and achieve sustainable growth together with our stakeholders, we revised our corporate philosophy in April 2025 to “Turning connections between people and society into energy for happiness.” Under the new corporate philosophy, we will pursue our businesses as one group toward achieving Management Vision 2.0.」
In addition to the context of pursuing the existing corporate-group vision, the Group revised its corporate philosophy in April 2025 to “Turning connections between people and society into energy for happiness,” and is now pursuing Management Vision 2.0 under the new philosophy. - FY2022-Q3ReframedAnnual report
「The Group's stance of aspiring to become a comprehensive energy group one step ahead, as set out in the management vision established in March 2018, has not changed. However, we will view these dramatic changes in the business environment as new business opportunities and take on bold challenges with a vision of society in 2050. By participating in urban development, expanding community-based services and participating in businesses that realize the optimal circulation of energy and resources, we will accelerate the provision of new forms of community and contribute to creating a safe, secure, resilient and livable society toward 2050. Toward 2030, based on backcasting from the society of 2050, we will accelerate these initiatives and aim for consolidated ordinary profit of at least ¥250 billion in 2030 and a 1:1 ratio between the domestic energy business and the business portfolio comprising new growth fields, overseas businesses and other operations.」
The Chubu Electric Power Group Management Vision 2.0, formulated in November 2021, restructures the previous management vision around backcasting from the society of 2050, a 2030 profit target, new forms of community and resource circulation. - FY2021RestatedAnnual report
「The revised management vision calls for expanding energy business earnings by transitioning to a business model that separates generation from retail, and for establishing new growth areas and developing them into earnings pillars by providing new forms of community beyond the group’s existing business domains. Through these initiatives, the group aims to transform its business model and pursue growth proactively, targeting consolidated ordinary profit of at least ¥250 billion in the latter half of the 2020s and a 1:1 ratio between the domestic energy business and the portfolio of new growth areas, overseas businesses and other operations.」
In addition to the previous direction of separating generation from retail, commercializing new forms of community and targeting consolidated ordinary profit of at least ¥250 billion in the latter half of the 2020s, the group has added a 1:1 business portfolio ratio. - FY2019RestatedAnnual report
「Under this management vision, the Chubu Electric Power Group will strive to fulfill its unchanging mission of delivering high-quality energy with due consideration for the global environment, safely, affordably and reliably. At the same time, using this as its foundation, the group will continue to pursue the creation of new value in anticipation of changes in the times, aspiring to become a leading company that delivers services exceeding customer expectations ahead of the competition and a leading integrated energy group.」
Under the revised management vision, the group reaffirms its policy of combining fulfillment of its unchanging mission with the creation of new value while aspiring to become a leading integrated energy group. - FY2018ReframedAnnual report
「In light of the rapid changes in the environment surrounding the energy business, as well as population decline, slowing economic growth and the resulting intensification of various social issues in Japan, we revised our management vision in March 2018. The revised management vision calls for expanding energy business earnings by transitioning to a business model that separates generation from retail, and for establishing new growth areas and developing them into earnings pillars by providing new forms of community that connect customers and society beyond our existing business domains. Through these initiatives, we aim to pursue growth proactively and become a corporate group with consolidated ordinary profit of at least ¥250 billion in the latter half of the 2020s.」
The management vision was revised in March 2018, reconstructing the former vision of becoming a leading integrated energy group around the separation of generation and retail, expansion of earnings areas, provision of new forms of community, and the specific goal of consolidated ordinary profit of at least ¥250 billion in the latter half of the 2020s. - FY2017RestatedAnnual report
「At the same time, using this as our foundation, we will continue to pursue the creation of new value in anticipation of changes in the times. By delivering services that exceed expectations ahead of the curve, we aim to become a comprehensive energy business group one step ahead as a leading company.」
The group reaffirms its policy of combining fulfillment of its unchanging mission with the creation of new value while aspiring to become a leading integrated energy group. - FY2017-Q3RestatedAnnual report
「The Chubu Electric Power Group will strive to fulfill this unchanging mission while continuing to pursue the creation of new value in anticipation of changes in the times, thereby aspiring to become a leading integrated energy group that delivers services exceeding customer expectations ahead of the competition.」
The Group continues to present a future vision that combines fulfillment of its unchanged mission with the creation of new value. - FY2017-Q2RestatedAnnual report
「The Chubu Electric Power Group will strive to fulfill this unchanging mission while continuing to pursue the creation of new value in anticipation of changes in the times, thereby aspiring to become a leading integrated energy group that delivers services exceeding customer expectations ahead of the competition.」
As in the previous period, the group positions a future vision that combines fulfillment of its unchanging mission with the creation of new value as the opening priority. - FY2016First statedAnnual report
「The Chubu Electric Power Group will strive to fulfill this unchanging mission while continuing to pursue the creation of new value in anticipation of changes in the times, thereby aspiring to become a leading integrated energy group that delivers services exceeding customer expectations ahead of the competition.」
This is the first statement confirming a future vision that includes responding to changes in the business environment and creating new value.