TEPCO Holdings, Inc. is striving to improve the effectiveness of the Board of Directors, which is necessary for governance, by heeding comments made by its diverse group of outside directors who have a plethora of experience and a wide variety of knowledge.
The effectiveness of the Board is also assessed once a year through questionnaires distributed to board members and discussions by the Board.

Effectiveness Assessment

Assessment Methods

Assessment Results

The Board of Directors is comprised of a suitable number of members and maintains diversity. Members engage in free debate and questionnaire results since FY2019 give high marks to the Board. There have been no reports regarding serious issues concerning the Board of Directors. In consideration of all this, the TEPCO Board of Directors, Nominating Committee, and Compensation Committee are deemed to be functionally effectively.
An overview of the questionnaire assessment results is as follows:

Questions for Which Scores Improved Questions for Which Scores Declined
  • Frequency of Board meetings
  • Issues debated by, and reported to, the Board of Directors, and issues delegated to executives
  • The presence of Board members with industry knowledge/experience
  • Supervision of nuclear safety by the Board of Directors
  • Time allocation by the Board of Directors
  • Discussion of “earning” strategies

Status of Handling of Issues Identified during FY2019 Assessment

During FY2020 the following initiatives were implemented in light of the issues identified during the FY2019 effectiveness assessment. Going forward, we will continue to assess the effectiveness of the Board of Directors, Nominating Committee and Compensation Committee through questionnaires distributed to Board members and discussions by the Board of Directors, in an effort to further improve the Board of Directors and the effectiveness of the Board.

Issues Identified during FY2019 Issues Identified during FY2019
  • Providing information on risks to the Board of Directors and securing opportunities for observation
  • Discussions of “earning” strategies in light of changes in the market environment, and revamping debate/report details
  • Visits to power stations by outside directors and opinion exchanges with employees
  • Revamp Board of Directors debate methods and how reports are submitted to the Board in order to develop discussions about important management strategies, and secure opportunities to debate “earning” strategies by the Board members outside of Board meetings.

Visit to Kashiwazaki-Kariwa Nuclear Power Station

Visit to safety awareness facility “The facts of 3.11 and the lessons learned”

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