Tokyo Electric Power Company Holdings, Incorporated · TSE:9501
Tokyo Electric Power — Investor Presentation (November 2011)
17 slides from Tokyo Electric Power's investor presentation, November 2011
Slide 1: Outline of Special Business Plan
Outline of Special Business Plan - “The emergency Special Business Plan” for “the empathy-based compensation payouts” - The Nuclear Damage Compensation Facilitation Corporation T o k y o E l e c t r i c P o w e r C o m p a n y
Slide 2: 1. Plan – Foundation and Basic Principles
1 1. Plan – Foundation and Basic Principles ①The current status We cannot afford to delay one moment in the actual implementation of compensation payouts. We are gradually working to reach a clear and rational estimate of the total costs for the compensation payouts and the decommissioning. In o
Slide 3: 2. Compensation for Nuclear Damage
2. Compensation for Nuclear Damage (1) The Status of the Nuclear Damage 2 (2) Prospects of Necessary Compensation Amount and Measures for Compensation (1) The Status of the Nuclear Damage ①Background of nuclear damage ②Cases of nuclear damage affliction ③Future prospects for containment of nuclear d
Slide 4: TEPCO Action Initiatives: "5 Promises" to the afflicted
2. Compensation of Nuclear Damage (2) ② i) TEPCO Action Initiatives 3 b. Improvement of Future Actions ～”5 Promises” to the afflicted “5 Promises for the empathy-based compensation” 1 Speedy payments of compensation TEPCO will thoroughly manage the process flow, and will pay compensation speedily
Slide 5: The Corporation Action Initiatives: Three Initiatives for Empathy-based Compensation
2. Compensation for Nuclear Damages 4 (2) ② ii) The Corporation Action Initiatives “Three Initiatives for Empathy-based Compensation” 1. Touring Consultation by the Specialists’ Team Organize “Touring Consultation Teams” (consisting of 5 members each) with approx. 100 specialists including lawyers
Slide 6: Middle-term Business and Financial Performance Plan
3. TEPCO’s Business Operation Plan 5 (1) Middle-term Business and Financial Performance Plan 1) Basic Policy of Business Operations Conduct business with emphasis on the “proper handling and sufficient support of those afflicted”, “stabilization of the accident at Fukushima Daiichi NPS”, and “mana
Slide 7: Middle-term Business and Financial Performance Plan: Financial Performance Outlook
3. TEPCO’s Business Operation Plan 6 (1) Middle-term Business and Financial Performance Plan 3) Financial Performance Outlook i) Income and Losses - Operating income for the year ending March 2012 (fiscal year: 2011) will be -¥332.7 billion, drastically worse than the previous year mainly due to the
Slide 8: Management Streamlining Measures: Revision of Investment Plan
3. TEPCO’s Business Operation Plan 7 (2) Management Streamlining Measures ① Revision of Investment Plan, etc. Investment plan is to be revised from the perspective of long term management streamlining and stable electricity supply, based on the current situation that the depreciation costs and the
Slide 9: Management Streamlining Measures: Thorough Cost Cuts
3. TEPCO’s Business Operation Plan 8 (2) Management Streamlining Measures ② Thorough Cost Cuts All the costs were revised from the aspects of ”Quantity” and ”Unit Price”, and 237.4 billion yen will be reduced in FY 2011. Deeper and new cost cut measures will be conducted as much as possible afte
Slide 10: Management Streamlining Measures: Personnel Cuts
3. TEPCO’s Business Operation Plan 9 (2) Management Streamlining Measures iii) Personnel expenses（Cost reduction for FY2011： ¥61.4 billion） 【Personnel Cuts】 - By the end of FY 2013, we will cut approx. 7,400 employees (consolidated basis) and approx. 3,600 employees (non-consolidated basis) compared
Slide 11: Management Streamlining Measures: Other Expenses
3. TEPCO’s Business Operation Plan 10 (2) Management Streamlining Measures iv) Other expenses (Cost reduction for FY2011： ¥73.4 billion) - On both sides of the amount and the unit price, we can continuously cut costs in the short to medium-and-long term. We will make efforts to reduce the quantity a
Slide 12: Main Cost Reduction Measures ①
3. TEPCO’s Business Operation Plan 11 (2) Management Streamlining Measures Main Cost Reduction Measures ① Short Term Mid Term Long Term (First Year) (2nd to 5th Year) (After 6th Year) ①Cost for Materials and Services 86.5 billion Yen Revision of order placing measures with Execution of specific meas
Slide 13: Main Cost Reduction Measures ②
3. TEPCO’s Business Operation Plan 12 (2) Management Streamlining Measures Main Cost Reduction Measures ② Short Term Mid Term Long Term (First Year) (2nd to 5th Year) (After 6th Year) ③Personnel Expenses 61.4 Billion Yen Continuation of specific measures Personnel Cuts Formulation of action plan Pre
Slide 14: Sales of Assets, etc.
3. TEPCO’s Business Operation Plan 13 (2) Management Streamlining Measures ③Sales of Assets, etc. i) Real estate (FY2011: Targeting sales equiv. to ¥15.2 billion at market value) - Classify disposal plans of real estate not directly used for the electric power business based on usage patterns etc. I
Slide 15: Request for TEPCO Stakeholders Support to Secure Funds
3. TEPCO’s Business Operation Plan (3) Request for TEPCO Stakeholders Support in order to Secure Funds for the Nuclear Damage 14 Compensation and Other Measures Per The Corporation Law, “In order to realize speedy and appropriate implementation of compensation payouts for nuclear damage, it is nec
Slide 16: Measures to Ensure Smooth Business Operations
3. TEPCO’s Business Operation Plan (4) Measures to Ensure Smooth Business Operations 15 Measures to Achieve Clear Management Accountability （４）Measures to Secure Smooth Business Operations Maintained power supply and demand balance during the summer - Peak demand this summer (at generation end, pe
Slide 17: Asset Status, Business Performance Assessment and Financial Support
4. Assessment of Asset Status and Business Performance 5. Contents of Financial Support 16 6. Financial Status of the Corporation 4. Assessment of Asset Status and Business Performance (1) Asset Status - The assessment of asset status in the Committee report is rigid and objective, and can be evalua
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