Shikoku Electric Power Incorporated : Annual Report - (annual e 03s)

Becoming a Force that Lights Up the Future Business Management that Increases Sustainability

Practice of Human Capital Management

Shikoku Electric Power Group Value Creation,

Lighting Up the Region and the Future

Becoming a Force that Lights Up the Region Value Creation through

Business Activities

Becoming a Force that Lights Up the Future Business Management that

Increases Sustainability

Financial/Corporate Information

Human Resources Strategies to Maximize the Value of Our Human Capital

PP.30-31 Overall image of human resources strategy and KPI for each key issue

In our Group, under the basic policy of the "Shikoku Electric Power Group Human Resource Strategy," which is to "create sustainable value as the Company and employees grow together," we have positioned "1) Enhancing employee engagement,""2) Promoting talent management linked to business strategy,""3) Promoting DE&I," and "4) Creating a safe and healthy workplace" as key issues to maximize human capital value in our management strategy, and are implementing a variety of initiatives.

[2] Promoting Talent Management Linked to Business Strategy

We identify and analyze the gap between the "As is" (current) and the "To be" (ideal) for each business division, and are working to close these gaps by utilizing a talent management system (human resource data platform).

Support for career development

In technical departments that support the stable supply of electricity, we systematically develop the necessary talent for business operations by promoting the acquisition of technical skills required for equipment maintenance and operation, as well as knowledge of relevant laws, regulations, and rules, based on practical training programs developed for each department.

In recent years, we have also focused on autonomous career

[1] Enhancing Employee Engagement

Based on the issues identified through regularly conducted engagement surveys, we strive to improve engagement by encouraging proactive communication and improvement actions within each workplace.

Understanding and penetration of management and human resource strategies

We have newly established "Employee Actions (CREDO)" and "Promises from the Company (PROMISE)" as basic policies of our human resources strategy. Also, by having the Company and employees share these and work on daily operations and business management, we aim to create a virtuous cycle of continuous mutual growth.

As specific initiatives to promote understanding, we provide various opportunities such as proactive information sharing by management, opinion exchange meetings with work sites, and town hall meetings between the president and employees, to ensure ongoing communication with employees. This deepens employees' understanding of management and human resource strategies, while management directly listens to input from employees and reflects it into our initiatives.

Basic polices of human resources strategy

Deployment of human resources strategy

Based on survey results, we have analyzed that supporting employee challenges and growth is particularly important, and are reflecting this in our talent management initiatives.

In addition, results are provided as feedback to managers (section managers and above) at each workplace, and we are working to raise awareness and improve management skills through seminars and sharing examples of actions. Currently, we are encouraging managers in particular to support the challenges of members and fostering motivation through recognition and appreciation using the Thanks Point system.*

* A system in which employees express gratitude by awarding points to each other

Furthermore, for young employees within their first five years at the Company, we conduct monthly pulse surveys and provide detailed follow-ups such as individual interviews based on their responses. Through the efforts, we successfully allow 99.2% of new graduates to keep working for our company three years after joining the Company.

Overall engagement rank

FY2023 FY2024 Target (at the end of FY2030)

C+

B- B

5th grade out of 14 grades 4th grade out of 14 grades 3rd grade out of 14 grades

*1 Introduced the engagement survey (Wevox) provided by Atrae Inc.

*2 Our fiscal 2024 result of B- is one rank higher than the average of other companies in the same industry and size using the survey.

Securing diverse talent

To steadily secure talent to support the electric power business, we are strengthening recruitment activities by enhancing contact with participants through internships and roundtable discussions.

Furthermore, to ensure stable business operations and smooth maintenance and succession of on-site technical skills, we are considering revising the current reemployment system and implementing a phased extension of the retirement age up to 65, so that veteran employees with abundant knowledge and experience can play an even greater role. In addition, based on the new Medium-Term Management Plan 2030, we are acquiring immediately effective talent in expansion and challenge areas through career (mid-career) recruitment, and have established a business development course in new graduate recruitment to strengthen the acquisition of talent expected to grow and succeed in these areas.

We are also working to maintain and strengthen relationships with those who have left the Company or Shikoku Electric Power Transmission & Distribution Co., Inc. (alumni) due to career changes or family circumstances, and are striving to secure talent with diverse experience and knowledge gained outside the Company by rehiring them through comeback recruitment.

Overview of talent management linked to business strategy

development, clarifying desired career paths and skills to be developed through interviews with managers, and providing growth opportunities such as job rotation and self-development support based on career orientation.

In particular, to develop talent responsible for expansion areas, we are implementing development assignments to different departments, in-house internships, business communication training centered on language programs, and work training at overseas companies and venture companies. We are also actively developing DX talent by establishing specialized training programs.

P.32 Promotion of Digital Transformation (DX)

Strategic personnel assignment

By visualizing employee information with the talent management system and identifying and analyzing talent gaps for each business division, as well as enhancing search functions for talent, we are optimizing company-wide talent placement. We are also working on the planned placement and development of future management candidates by providing diverse experiences and assignments to responsible positions that contribute to the development of management qualities and abilities.

To be

For building relationships of continued growth together (CREDO ∞ PROMISE)

Identification of As is-To be gaps of human resource

Identify the number of personnel required to achieve the business strategy for each

(Required Human business division, and specify

To be

Resources)

the necessary work experience and skills, focusing on the expansion area.

Identifying Gaps

As is

(Current Human Resources)

Forecast personnel requirements for each business division and grasp individual data on current human resources such as work experience and skills.

Career Development Support

Initiatives to bridge gaps

(Required Human Resources)

Employee Actions

Company Commitments

Building Relationships Where Company and Employees Continue to Grow Together

Enhancement of initiatives to support employees' career development

Support of measures to improve management skills of managers

Review of the HR and compensation system to encourage challenge and growth

Closing the Gaps

Strategic Personnel Assignment

Optimal placement based on work experience and skills

Promotion of interdepartmental transfers for company-wide optimization

Planned placement of core human resources (such as department manager candidates)

Meaning behind the mark*

As is

(Current Human Resources)

Securing Diverse Human Resources

Expansion of career (mid-career) recruitment

Implementation of comeback hiring (re-employment of former employees)

Utilization of veteran employees through phased extension of retirement age

Accumulation of Human Resource Data Utilization of Human Resource Data

* The continual growth of our Company and employees through our CREDO and PROMISE is depicted using the initials of "CREDO and PROMISE" and the "∞" symbol.

Talent Management System

WEB

Becoming a Force that Lights Up the Future Business Management that Increases Sustainability

Shikoku Electric Power Group Value Creation,

Lighting Up the Region and the Future

Becoming a Force that Lights Up the Region Value Creation through

Business Activities

Becoming a Force that Lights Up the Future Business Management that

Increases Sustainability

Financial/Corporate Information

Practice of Human Capital Management

WEB

Promoting DE&I (in Japanese only)

https://www.yonden.co.jp/corporate/csr/subject/diversity/index.html

Please also see our website for information on our initiatives to promote DE&I.

Promotion of health management (in Japanese only)

https://www.yonden.co.jp/corporate/csr/subject/kenko_keiei/index.html

1. Promoting DE&I

   Under the commitment of top management, we have established a dedicated organization for promoting DE&I, and are fostering a vibrant workplace culture where employees respect and recognize each other, while providing optimal support and opportunities for each individual according to their circumstances.

   Promotion of the careers of female employees

   We are strengthening support for career development and raising awareness among managers so that female employees can find fulfillment and thrive in their work. We also aim to raise the ratio of female managers to the same level as the ratio of female employees over the medium to long term, and are implementing planned development and placement, proactive promotion, and follow-up after promotion to management positions.

   In addition, since our Company and Shikoku Electric Power Transmission & Distribution Co., Inc. have many workplaces such as power plants and transmission & distribution sites where the ratio of male employees is high, the ratio of female employees remained at 9.6% in fiscal 2024. For this reason, we are focusing on strengthening the recruitment of female technical staff and creating a more comfortable workplace environment.

   Trends in the number and ratio of female managers

   Support for balancing work with childcare or nursing care We are developing and enhancing various support systems, such as a childcare leave system, to help employees balance their work and family lives. In fiscal 2025, we introduced a system that provides a childcare leave support bonus for all to members of workplaces where employees take childcare leave, encouraging the use of childcare leave. In addition, we are working to foster a workplace culture that makes it easy to use these systems by promoting understanding of work-life balance support measures and raising awareness among workplace managers through the DE&I portal site, and by establishing dedicated consultation desks.

   Ratio of employees taking childcare leave (result in FY2024)

   Women

   100%

   Men

   94.1%

   *1 Total for our Company and Shikoku Electric Power Transmission & Distribution Co., Inc.

   *2 For men, the acquisition rate includes special leave (up to 5 days) at the time of spouse's childbirth.

2. Creating a Safe and Healthy Workplace

   The safety and health of our employees are fundamental to promoting corporate activities. We are developing a workplace environment where employees can work with peace of mind and safety, and are promoting various health initiatives so that employees can stay physically and mentally healthy and fully demonstrate their abilities.

   Initiatives for safety management

   Based on the belief that safe and secure workplaces free of accidents are essential for corporate activities, we are promoting safety measures to eliminate the risk of accidents and create comfortable workplaces.

   Specifically, we have established the Shikoku Electric Power Group Safety Promotion Committee, which considers and promotes measures to eradicate occupational accidents, including those at Group companies and partner companies. Every July, we hold the Shikoku Electric Power Group Safety Emphasis Period, during which we conduct safety patrols, lectures, and other activities to raise safety awareness throughout the Group. In recent years, as an initiative to enhance sensitivity to hazards related to serious accidents such as electric shock and falls, we have been actively conducting

   Number of occupational accidents requiring time off from work (FY2024)

   	Shikoku Electric Power Company and Shikoku Electric Power Transmission & Distribution Co., Inc.	Subcontractors	Total
   Occupational accidents	0	6	6
   Traffic accidents	0	0	0
   Total	0	6	6

   Initiatives aimed at health and productivity management Under the president's Declaration of Health Management, we are actively promoting health management to maintain and improve employee vitality, which is the foundation for creating sustainable corporate value.

   Specifically, we assign occupational health staff (industrial physicians, nurses, counselors, etc.) to business sites, implement mental health measures such as individual care and workplace environment improvements based on stress check results, and provide individual health guidance to reduce the risk of lifestyle-related diseases. These efforts have been recognized, and we have been certified as an "Outstanding Organization of KENKO Investment for Health" for six consecutive years under the Recognition Program for the Outstanding Organizations of

   (People)

   4.2

   4.3

   3.5

   2.8

   3.1

   
   
   

   100

   80

   60

   5.0

   (%)

   5.0

   4.0

   3.0

   Promotion of employment of the challenged

   We established Yonden Plus Corporation (a special subsidiary company for the employment of persons with disabilities) to provide positive support for the independence and social participation of the challenged. We are helping to expand

   hands-on safety training at dedicated facilities owned by Group companies, mainly for technical employees of our Company and Shikoku Electric Power Transmission & Distribution Co., Inc.

   KENKO Investment for Health.*

   * A program that recognizes particularly outstanding organizations that practice health and productivity management and strategically implement employee health management from a management perspective.

   40 2.0

   20 1.0

   employment opportunities for the challenged, and our employment rate for the challenged is 3.2% (as of June 2025),*

   Initiatives We Conduct as a Company That Respects People

   0 2020

   2021

   2022

   2023

   2024

   2025

   (Target)

   0

   (FY)

   which is higher than the statutory employment rate (2.5%).

   * Total for our Company, Shikoku Electric Power Transmission & Distribution Co., Inc., Yonden

   Our Group has established a human rights due diligence framework based on the "Shikoku Electric Power Group Human

   Overview of initiatives to respect human rights

   • Our Company ■ Shikoku Electric Power Transmission & Distribution

     Ratio of female managers
     
     

*1 The target is the total for our Company and Shikoku Electric Power Transmission & Distribution Co., Inc.

*2 Both the target and actual results are the total for our Company and Shikoku Electric Power Transmission & Distribution Co., Inc.

Fostering an organizational culture that embraces diversity We are supporting the autonomous career development of employees and working to foster an organizational culture where DE&I is the norm by promoting initiatives that leverage talent diversity.

Business Co., Ltd., and Yonden Plus Co., Ltd.

More opportunities for specialized and experienced workers We certify skilled frontline technicians and engineers with advanced, specialized knowledge and skills as professionals and utilize them in specialized fields. Moreover, we set up a post-retirement re-employment system to enable older workers with extensive work experience to be active in maintaining and advancing on-site technical skills and passing on their skills.

Rights Policy," identifying and striving to prevent and mitigate negative impacts on human rights, including in the supply chain.

In addition, to appropriately address human rights issues, we have established a grievance mechanism and, in the event of negative impacts on human rights, we work to remedy and correct the impacts through appropriate procedures and dialogue.

Furthermore, to foster employee awareness of respect for human rights, we conduct company-wide education and study sessions at each workplace on business and human rights.

We disclose the results of human rights due diligence and related initiatives on our Company's website.

* Corporate responsibilities as indicated in the United Nations "Guiding Principles on Business and Human Rights"

• Town hall meetings between the president and employees

• Holding e-learning and lectures for managers

• DE&I workshops

• In-house networking events mainly for young employees

• Providing information using the DE&I portal site

WEB

Initiatives to respect human rights (in Japanese only)

https://www.yonden.co.jp/sustainability/social/policy/index.html

Becoming a Force that Lights Up the Future Business Management that Increases Sustainability

Coexisting Activities in Harmony with Communities

Shikoku Electric Power Group Value Creation,

Lighting Up the Region and the Future

Becoming a Force that Lights Up the Region Value Creation through

Business Activities

Becoming a Force that Lights Up the Future Business Management that

Increases Sustainability

Financial/Corporate Information

Based in Shikoku, the Shikoku Electric Power Group is committed to sustainable growth by working together with the region, revitalizing local communities, solving challenges, and building trust through proactive communication.

Formulation of the Brand Statement Enhancement of Communication with Local Communities

Proactive disclosure of information and dialogue about our nuclear facilities

Recognizing the risks of nuclear power generation, we are committed to improving the safety and reliability of the Ikata

To more clearly convey the wishes and stance embodied in our corporate message "Drive Happiness Forward," we have newly formulated a brand statement in conjunction with the development of the new Medium-Term Management Plan 2030. We aim to not only share this with our employees, but also actively communicate it to the local community, so that people can understand the intentions behind the Shikoku Electric Power Group's initiatives.

* Brand statement: A concise written expression of a company's or brand's values, etc.

Drive Happiness Forward

When it comes to our own shopping, we often make choices quickly. But when we choose a gift for someone special, we take our time.

We find ourselves wondering, "Will this make them happy?" And somehow, that thought warms our hearts.

By thinking of others, we feel fulfilled. Perhaps that is what is called happiness. Through such moments, people feel connected -and at ease. Those connections help cultivate happiness from one person to another.

We want to support those feelings.

Together, let's create a future where safety, trust, and connections continue to spread.

Power Station with a strong determination that "there is no end to safety measures." We also place great importance on communication with the local community and are actively working to disseminate information.

In 1999, at the Ikata Power Station, we first introduced an emergency reporting system about all events other than the normal state to Ehime Prefecture and Ikata Town, and we have been running it ever since. This kind of our high transparency reporting system is called the "Ehime system", and it significantly helps ensure relationships of trust with the local society.

Since starting visiting-for-dialog activities in 1988, our staff

have made individual visits to approximately 24,000

Participation in Awa Odori festival as the Shikoku Electric Power Group Team

Education on energy for children

We are giving elementary and junior high school students "Delivery Energy Classes" using power generation models and videos throughout Shikoku to raise their interest in energy and environmental issues and to help them have a correct understanding of these issues. In addition, we organize on-site

Revitalizing the Shikoku Region and Addressing Local Challenges

households within a 20-km radius of Ikata Power Station in order to give explanations on our safety measures at the power

tours of our facilities and power plants for students.

On our website, we are also working on online educational

We are working together with companies and local governments in the Shikoku region to revitalize the area, promote tourism, and increase the number of mobile population.

"The Shikoku-ke Supporters Club", which brings together companies and organizations dedicated to the revitalization of the region and tourism, holds an annual pilgrimage trail walk to inspect the Shikoku pilgrimage route, and in 2025, the number of participants had expanded to about 10,000. We also support tourism activities that families can participate in together, such as the Marugame Liveliness Project, which promotes regional branding, and hands-on forestry events.

Shikoku Electric Power Transmission & Distribution Co., Inc. released a smartphone app, Pilgrimage Light+plus, to support Shikoku pilgrims participants, providing notifications upon arrival at sacred sites, information on nearby spots to visit, and content such as the Shikoku Map, where

users can post real voices, thereby

base for promoting the attractions of Setouchi and Shikoku, while the Naoshima location will be a traditional-style hotel where guests can experience island life, aiming to pass on the region's history and culture to future generations. Construction began in July 2024 for the Takamatsu location and in September 2025 for the Naoshima location, with both scheduled to open in 2027.

Agribusiness

We are engaged in agribusiness initiatives that contribute to revitalizing local agriculture and strengthening ties with regional society.

At Aitosa Co., Ltd., in addition to promoting smart agriculture through the development of pesticide-spraying robots and

AI-based grading devices for shishito peppers, we are creating local jobs and operating our business in close partnership with the community, including hands-on harvest activities for children and participation in local events.

plant and to listen to opinions in person.

We are determined to continue to listen carefully to the opinions of the local residents in order to further improve the safety of Ikata Power Plant.

Reports made in accordance with the safety agreement with Ehime Prefecture and Ikata Town (Unit: number of notifications)

* Overview of public notifications in Ehime Prefecture

Class A (Trouble, etc., that needs to be reported to the government): Immediate public notification Class B (An abnormal situation at a facility, etc., has occurred within the radiation control area): Public notification within 48 hours

Class C (Events other than classes A and B above): Public notification is given on the 10th of every month for all events in the preceding month

Coverage of our visiting-for-dialogue activities

Within a 20-km radius

Within a 10-km radius Ozu City

activities, such as enhancing energy education content for children and providing virtual tours of our power plants.

Fiscal 2024 results

Tour of our plant for elementary school students

Nanyo Medical Promotion Foundation (public interest incorporated foundation)

Through the Nanyo Medical Promotion Foundation, we have been providing a scholarship loan program (with a repayment

enhancing the value of the pilgrimage experience.

Tourism business

In collaboration with the Mandarin Oriental Hotel Group, we plan

At Ikata Service Co., Ltd., through our mandarin orange cultivation business, we collaborate with

producers on the

Eligible for visits:

Ikata Power Plant

Ikata Town

Yawatahama City

Seiyo City

exemption system) since FY2019 for students of the Ehime University School of Medicine, aiming to secure doctors for the Nanyo region centered on Yawatahama City and Ikata Town in Ehime Prefecture, enhance local medical care, and establish a

medical system in preparation for possible nuclear disasters.

to open Mandarin Oriental Setouchi at two locations-Takamatsu City and Naoshima Town-as hotels serving as hubs for circuit tourism in the Setouchi area. The Takamatsu location

Sadamisaki Peninsula to prevent the abandonment of orchards and focus on

Mandarin orange cultivation business

Approx. 24,000 households

Communication with local residents

Throughout Shikoku, we are engaged in electrical equipment

Currently, 12 students are enrolled as scholarship recipients of the foundation, three of whom have passed the national medical examination and are now working as resident doctors.

will be situated in the Sunport area, a transportation terminal, as a

developing new local specialty products.

maintenance, cleanup activities, and other social contribution

Scholarship program for securing doctors in the Nanyo region of

WEB WEB

Branding Special Website (in Japanese only)

https://www.yonden.co.jp/lp/shiawase_no_chikara/index.html

activities. We are also engaged in communication activities

Ehime Prefecture (in Japanese only)

WEB

https://www.nanyo-msp.jp/index.html

Shikoku Electric Power Group's Initiatives in Agriculture (in Japanese only)

https://www.yonden.co.jp/cnt_yonden-agri/

through participation in and aid for local events and festivals.