Chubu Electric Power published a press conference briefing on the status of measures to prevent a recurrence of the inappropriate incident related to the formulation of the reference seismic ground motion for the Hamaoka Nuclear Power Station. It also outlined specific measures to reform the organizational culture and strengthen governance, expressing its commitment to restoring trust.
Today’s briefing explained the status of measures to prevent a recurrence and conveyed management’s determination to confront the current situation, in which the company is facing intense scrutiny from society and customers, and to transform the company. The investigation committee’s report pointed to an organizational culture that prioritized internal logic as a contributing factor.
As a recurrence-prevention measure, the Organizational Culture Reform Promotion Department will be established directly under management to advance organizational culture reform. A cross-functional promotion structure will be put in place, with the aim of creating an organizational culture characterized by a high level of psychological safety. In addition, the Nuclear Governance Promotion Department has been newly established to strengthen cross-functional governance in the nuclear power division. An internal whistleblowing channel will be established independently under the Audit and Supervisory Committee, and an operating framework incorporating the perspectives of external lawyers is also scheduled to begin.
After the young employees’ task force concludes in July, the Organizational Culture Reform Promotion Department will consider implementing the measures. A plan was also presented to appoint external personnel as dedicated division heads from November. The company intends to continue announcing recurrence-prevention measures, including additional measures based on the investigation committee’s recommendations, the introduction of external evaluations, and the development of mechanisms for incorporating external perspectives.
Finally, it was emphasized that restoring lost trust will require contributing to society through day-to-day business and steadily building up results, with top management itself taking the lead in the transformation.