Tokyo Electric Power Co Holdings Inc

The TEPCO Group regards the handling of ESG, including climate change risks and opportunities, as important business issues, and as such the Board of Directors has selected managers (ESG Managing Executives) to oversee these matters. The managing executive gives quarterly reports to the Board of Directors on the status of these issues, and the Board of Directors oversees climate change risks and opportunities by reviewing strategies, action plans, achievements and the progress with achieving goals. Furthermore, the ESG Committee, for which the President serves as Chairman, regularly discusses ESG-related issues and coordinates with the Future Management Committee and the Risk Management Committee. The Board of Directors engages in lively discussions about important topics. [...] The degree of achievement of ESG-related objectives is reflected in executive remuneration. As we aim to promote ESG-based operation, KPI pertaining to non-financial ESG performance are included in indicators for the performance-related remuneration for executives involved, and as such, achievement level, such as the aforementioned KPI, etc., is considered when the Compensation Committee determines salary.

Governance by the Board of Directors The Board of Directors discusses various ESG issues, including climate-related matters and carbon neutrality. Policies and mid/long-term strategies concerning sustainability are disclosed in documents such as the \"Fourth Comprehensive Special Business Plan.\" When formulating annual plans, risks and opportunities related to climate, etc. identified by executive officers are considered and presented to the Board of Directors. Additionally, the ESG Officer appointed by the Board of Directors reports the progress of sustainability-related activities quarterly, based on the Board's regulations, and the Board supervises these activities. Monitoring through Internal Committees The ESG Committee, chaired by the President, monitors the progress of ESG indicators and goals, including climate-related aspects, and discusses major climate-related themes, risks, and opportunities. Many members and observers of the ESG Committee also serve on the Risk Management Committee and the Future Management Committee, synchronizing discussions across these committees to evaluate and manage ESG risks and opportunities, including those related to climate. Risks and Opportunities P78 Governance Structure Governance Risk Management Board of Directors |Board of Di|Col2|Col3|Col4|Col5|Col6|Col7| |---|---|---|---|---|---|---| |Board of Executive Officers・Man||agement|&|Planning Meeting||| |Risk Opportunity Metrics and Targets ESG Committee (FY2023 Meetings: 3 times) Evaluation and management of ESG risks, opportunities, metrics and targets|||Risk Risk Management Committee Opportunity Future Management Committee|||||| |ESG Committee (FY2023 Meetings: 3 times) Evaluation and management of ESG risks, opportunities, metrics and targets||||||| ||||||| ||||||Future Management Committee|| |||||||| Carbon Neutral Challenge Task Force Executive Remuneration Related to Climate Change In calculating productivity-linked remuneration for executive officers, we set company performance and individual performance as indicators. For all executive officers' productivity-linked remuneration, we have set CO₂ emission reduction as an indicator. P76 Skills for Supervising Climate Change We define knowledge and experience related to addressing ESG issues, including climate change, as one of the core skills expected of directors. P74・75 Themes Discussed by Directors - Examination of businesses aimed at achieving a carbon-neutral society - Status of the offshore wind power business and response to future development projects - Monitoring report on JERA Co., Inc. Main Discussion Topics of the ESG Committee - Process for formulating annual plans reflecting ESG perspectives - Response to sustainability disclosure standards - Scope 3 calculation process across the TEPCO Group - Utilization status of carbon pricing

Describe the process(es) your organization has in place to ensure that your engagement activities are consistent with your overall climate change strategy[…]Since TEPCO's climate change handling policies are discussed at management meetings, such as meetings of the ESG Committee and Carbon Neutral Challenge Task Force on which the Presidents of TEPCO HD and each core company serve as members, etc., the climate change handling policies of each core company do not differ. Additionally, the status of execution of climate change handling policies is supervised by the Board of Directors. Furthermore, at TEPCO HD there is an ESG Promotion Office, which is a department dedicated to providing information, education, and training on a daily basis to ensure that all departments handle climate change in a consistent manner. TEPCO has also set goals of reducing CO2 emissions from the sale of power by 50% that of FY2013 levels by the year FY2030, and aims to reduce CO2 emissions originating from the supply of energy to Net zero by the year 2050. These goals have been written into the Comprehensive Special Business Plan created by TEPCO in cooperation with the Nuclear Damage Compensation and Decommissioning Facilitation Corporation, which is a government-authorized corporation, as part of our process for widely disclosing these objectives. Since we engage with the government about policy based on climate change handling policies determined through this process, our handling of this matter is consistent.

Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?[…]Yes