Fuzzy search comparison

Second Interview: Education x Creativity (Part 1) *Tentative Title

In the process, we will also connect our LNG sales network to Aboitiz in the Philippines, as I mentioned earlier, so that even if LNG demand decreases in Japan, we can maintain the volume of LNG we handle, thereby maintaining our global presence.

In the Philippines, our investment in the platform-based company Aboitiz Power is facilitating the adoption of renewable energy and LNG power generation, the evaluation of efficiency improvements for coal-fired power, and the consideration of ammonia substitution. Anticipating future economic growth and increased electricity demand, we aim to responsibly reduce CO2 emissions intensity.

A Cross-Border Challenge: Why We Established a Talent Development Hub in the Philippines

TeaM Energy Corporation, a JERA affiliate (50% owned by JERA and 50% by Marubeni Corporation), has long been involved in various initiatives in the Philippines through the non-profit organization TeaM Energy Foundation, Inc. These efforts include poverty alleviation, environmental conservation, educational and medical assistance, and support for drug eradication, primarily through the provision of electricity to underserved areas and households.

One prime example in the Asian region is our 2021 investment in Aboitiz Power, a major power company in the Philippines.

In August 2023, JERA established the subsidiary PT JERA Energi Indonesia (“JERA EI”) in Jakarta to serve as its base of operations in Indonesia.

Global Technical Center of Excellence (GTCOE) Launched in the Philippines

In the first year, we’ve prioritized establishing a strong foundation through core technical training. From the second year onward, we aim to expand the curriculum to include areas such as project management and asset management, alongside foundational O&M and engineering content.

The foundational aspects of setting up a base of operations are generally the same, so we intend to take the knowledge and experience gained from establishing JERA EI and apply it in other locations.

Full-scale rollout prep

We spoke to the team behind its launch and explored the training programs on offer.

In the first year, we’ve prioritized establishing a strong foundation through core technical training. From the second year onward, we aim to expand the curriculum to include areas such as project management and asset management, alongside foundational O&M and engineering content.

The foundational aspects of setting up a base of operations are generally the same, so we intend to take the knowledge and experience gained from establishing JERA EI and apply it in other locations.

Net debt-to-equity ratio (right axis)

Net debt-to-equity ratio6

Net debt-to-EBITDA ratio7

Net debt-to-EBITDA ratio7

On Monday, September 8, JERA and Aboitiz Power, a leading power company in the Republic of the Philippines, officially opened the Global Technical Center of Excellence (GTCOE) in Batangas.

JERA

JERA

JERA

I also hope to apply the expertise I’ve developed in thermal power plants to share knowledge with new employees from both JERA and Aboitiz and contribute to skill-building and trust-based talent development.

On Monday, September 8, JERA and Aboitiz Power, a leading power company in the Republic of the Philippines, officially opened the Global Technical Center of Excellence (GTCOE) in Batangas.

We also provide the same security education to domestic and overseas group companies at least once a year.

In response to these changes in the business environment, we are continuing to focus on improving profitability throughout the entire value chain. We are doing this by strengthening our power supply portfolio through replacement of facilities to boost efficiency of domestic power generation, reinforcing our trading function by leveraging fuel procurement on a scale that is one of the largest in the world, and participating in upstream businesses. With regard to overseas business, we have steadily accumulated results such as offshore wind power in Taiwan and investment in the largest independent power producer in Bangladesh. There are also numerous new projects that we are currently developing, and we will continue to carefully select superior business opportunities and seek further growth. We are also focusing on DX*2 to achieve our business plan and realize growth. By making use of continuously evolving information technology, we will build a new business model for the power generation industry. JERA will evolve into a data-driven company, meaning a group of professionals who can utilize the information, experience, and technologies that we have gathered from our strengths—one of the world's largest facility portfolios and the operational track record of that portfolio. We launched our IT and Digital Transformation Project in July 2019, promoting DX as a companywide initiative. One example is our Digital Power Station Project. Based on the DX vision formulated in October 2020, this project will transform power plant operation through the use of digital technology. By combining our unique Kaizen (constant improvement) capabilities with our technical prowess and the latest digital technology, we build an all-in-one power plant facility and human workload package. This is why we will create an advanced power station operation system harnessing data and AI with the aim of improving the competitiveness of our power generation equipment and market responsiveness. We will continue to steadily implement these initiatives and expand into new business domains. In doing so, we will accelerate the shift in our business portfolio by changing the ratio of domestic power generation business to overseas power generation business to fuel business from the current 6:2:2 to a ratio of 4:3:3 by fiscal 2025. We will also pursue the maximization of synergies through business integration.

The key takeaway here is that we will be introducing renewable energy, and to support this introduction we will use existing thermal power generation facilities while steadily reducing CO2 emissions in stages. One of our most pressing issues at the moment is the early establishment of technologies for zero CO2 emission thermal power generation. Accordingly, we are building a demonstration project for co-firing with ammonia, a promising fuel technology that does not emit CO2, with start-up planned for fiscal 2024. We aim to commence full-scale operation by 2030. In addition to technical issues, we will take on other issues such as the challenges of improving the economics of decarbonization and developing a secure supply chain. The achievement of a decarbonized society is a challenge shared by all humanity. As a global leader supporting the future of energy, we will take the lead in realizing a decarbonized society and contribute to the formation of a sustainable society. This is the first integrated report that we have compiled for the purpose of introducing our value creation and ESG initiatives to our stakeholders. We look forward to dialogue with you and working together toward the sustainable development of society.

Jamaluddin: I’m from Malaysia and came to Japan in 2003 to study abroad. After university, I got a job in Japan and continued living here.

We are establishing mechanisms that provide strategic support for employee growth through independent career development, professional development, and more based on the Human Resource Development Policy we formulated in March 2020. To establish supportive environments for employees’ self-realization, we have created mechanisms for career development to build their own careers, a training system providing multifaceted support for skill development to realize that career development, and an internal recruitment system to support employees in taking on new challenges to diversify their careers. We continue to be proactive in improving systems and providing opportunities for each and every JERA employee to exhibit their skills to the fullest in pursuit of corporate and individual growth.

In preparation for an uncertain future, I want us to build as many energy supply options as possible by 2030 and combine these options to provide cutting-edge solutions according to local and national circumstances.

Human Resources Development Policy

human resources development

Purpose and Significance of Personnel Exchanges with Overseas Partners

People say that kind of talent doesn't exist in large corporations, but I assure you, it does.

This may just be me, but I’ve noticed that people have different working styles depending on their backgrounds.

In December 2020, JERA established the JERA Asia Scholarship program for international students from Asian countries to study at Japanese universities and graduate schools to contribute to the education of the next generation who will lead economic growth in Asia.

and we are excited to report on the ceremony, which was filled with hope for the company’s future.

Here, we highlight one such program participant studying at graduate school in the US. Read on to learn why they chose to study abroad and what they’re learning now.

For this interview, we spoke with Yukihiko Takimoto, the director of the museum; Misaki Yagi, a museum educator and guide; and Shingo Naito and Yuta Tanaka, staff members in charge of general affairs for West Japan.

We are joined by Mr. Kaito Miwa, CEO and co-founder of e-Education,

This time, I had a clear reason for my application, and I was mentally prepared to take a leave of absence to study abroad even if I wasn't chosen for the program,

Here, we sit down to learn all about JERA EI from three individuals who were instrumental in the creation of the overseas subsidiary, as well as one expatriate employee currently navigating the local landscape in Indonesia.

April 1977: Joined Tokyo Electric Power Co., Inc. June 2014: Director, Vice President, Tokyo Electric Power Co., Inc. April 2015: Director (non-executive), JERA April 2016: Director, Tokyo Electric Power Company Holdings, Inc. President, TEPCO Fuel & Power, Inc. June 2017: Chairman, TEPCO Fuel & Power, Inc. April 2019: Chairman, JERA

April 1986: Joined Tokyo Electric Power Co., Inc. April 2016: Managing Director, TEPCO Fuel & Power, Inc. September 2018: Director, Executive Vice President and Chief Financial Officer (Assistant to the President), Tokyo Electric Power Company Holdings, Inc.; President, TEPCO Fuel & Power, Inc. April 2019: Director, JERA

In April 2019, JERA integrated its domestic thermal power generation operations after transferring them from TEPCO Fuel & Power, Incorporated and Chubu Electric Power Co., Inc. Since then, we have been actively replacing aging thermal power plants.

JERA was founded on April 30, 2015, as a joint venture and comprehensive alliance between what was then known as the Tokyo Electric Power Company, Inc., and Chubu Electric Power Co., Inc., bringing together the entire supply chain from fuel upstream operations and procurement to power generation and sales. We consolidated all of our existing thermal power generation enterprises in April 2019, becoming an energy company that leads Japan in power generation capacity and ranks among the highest in the world in fuel transaction volume.

JERA Co., Inc. was established on April 30, 2015 to form a comprehensive alliance between Tokyo Electric Power Company (as it was known then) and Chubu Electric Power Co., Inc. for their entire supply chains from fuel upstream and procurement business to power generation. With the aim of becoming a Japan-based global energy company, JERA proceeded to consolidate businesses in stages after its establishment, and with the April 1, 2019 consolidation of existing thermal power generation businesses established a continuous value chain from fuel upstream and procurement business to power generation and electricity and gas wholesaling, earning its status as an energy company with power generation capacity equivalent to half of Japan’s thermal power generation output and a fuel transaction volume among the world’s highest.

Furthermore, in the business plan, we set a goal of creating synergy effects at least 100 billion yen per year within five years from the consolidation of existing thermal power generation businesses in April 2019. With regard to the improved cost competitiveness in our domestic thermal power generation businesses and the creation of new profit sources , we are fully leveraging the respective strengths inherited from Tokyo Electric Power and Chubu Electric Power while also combining them with our own new measures as we move forward with these endeavors. In fiscal 2020, we realized synergy effects of about 45 billion yen (pretax; consisting of about 25 billion yen for increased cost competitiveness and about 20 billion yen for our LNG trading business and other new profit sources) relative to fiscal 2018, reaching around half of our final goal in the second year of consolidation. I assess post-consolidation business development to be progressing smoothly.

April 1977: Joined Tokyo Electric Power Co., Inc. June 2014: Director, Vice President, Tokyo Electric Power Co., Inc. April 2015: Director (non-executive), JERA April 2016: Director, Tokyo Electric Power Company Holdings, Inc. President, TEPCO Fuel & Power, Inc. June 2017: Chairman, TEPCO Fuel & Power, Inc. April 2019: Chairman, JERA

July 1990: Partner (Co-Chief Executive Officer), Peat Marwick Mitchell & Co.

July 1990: Partner (Co-Chief Executive Officer), Peat Marwick Mitchell & Co.

Born in 1972.

The construction site for Units 5 and 6 in January 1972.

Jamaluddin: I’m from Malaysia and came to Japan in 2003 to study abroad. After university, I got a job in Japan and continued living here.

In December 2023, we invited instructors from outside the company to hold a seminar on human rights, which was attended by approximately 400 managers. The seminar focused on harassment-free communication in the workplace, a human rights issue for which there is a strong need, and included case examples.

A. (Kani) We are discussing how to manage 35 million tons of LNG in 2035 with multiple scenarios in mind.

A. (Okuda) This is a very challenging question to answer. Current projections suggest that power demand could increase by about 5 to 6 million kW by 2030, driven by digital transformation and semiconductor production.

Our analysis revealed potential cost advantages on the order of 150 billion yen per year by 2035 and 550 billion yen per year by 2050 compared to the scenario in which we continue using coal.

Specifically, as we carefully assess the current market conditions and make disciplined investment decisions in high-quality projects, we have set a target for a renewable energy development capacity totaling 20 million kW by 2035.

In 2013, he was dispatched to the Regulatory Reform Promotion Office of the Japanese government’s Cabinet Office. Suda returned to IHI in 2015, serving as head of the Heat & Fluid Research Department and the Resource, Energy, & Environment Business Development Department before assuming his current position in 2021.

June 2013: General Manager of Nuclear Fuel Cycle Department, Nuclear Power & Plant Siting Division, and Secretariat of the Nuclear Reform Special Task Force, Tokyo Electric Power Co., Inc.

JERA has set a policy to reduce CO2 emissions by more than 60% in 2035 compared to 2013 levels. Do you think it is necessary to speed up this process further, or do you need to accelerate the introduction of hydrogen and ammonia to achieve this goal?

In these scenarios, we must also assume a risk case in which business opportunities for thermal power sources are reduced.

Certified Supply Assurance Provider

contract price, contracted unit price

Reasons for Selection

The Great East Japan Earthquake struck on March 11, 2011.

Following the Great East Japan Earthquake in 2011, the role of thermal power generation became increasingly vital to compensate for Japan's electricity shortage.

Recent guest speakers have covered topics like terrorism and the 2011 Great East Japan Earthquake. During these talks, there were times when I found my classmates questioning things I had taken for granted, and even our professors were called out for possibly having biases in their views.

The central control room immediately after the Great East Japan Earthquake on March 11, 2011

Apr. 2013: Executive Officer, Tokyo Electric Power Co., Inc.

So, in April 2022, we launched a cross-divisional team for the uniform revamp, with Labor Affairs overseeing the entire project, O&M Engineering facilitating field coordination, and PR in charge of branding.

Apr. 2021: Senior Managing Executive Officer and Chief Operating Officer of the O&M Engineering Department, JERA

In July 2023, JERA established the Global Data Analyzing Center (G-DAC) as a remote integration division to provide real-time information and data analysis for domestic and international power generation facilities alongside cutting-edge O&M solutions.

To make this possible, a diverse team worked together through repeated discussions and system reviews, and by transporting a hydrogen-fueled generator from Germany to install at Sodegaura Thermal Power Station in Chiba Prefecture.

Promotion of “JERA Zero CO2 Emissions 2050” LNG thermal power replacement development in Japan: 7–9 GW (5–7 sites in 2025) Equity ownership in renewable energy output: 5 GW (2025) 20% reduction in CO2 emission intensity for thermal power generation compared to the Japanese government’s outlook for FY2030

June 2025: Director (Non-Executive), JERA

Right after I was selected to represent Japan’s senior team for the July 2025 international competition, I was assigned a nearly three-month business trip to London starting in April, due to my work with JERA Nex bp.

JERA DPP® consists of “DPP Package,” an application we developed in-house, and “G-DAC,” our Global Data Analyzing Center that remotely provides advanced data analysis. Our goal is to introduce JERA-DPP® in all power plants by 2025 and encourage the spread of generative AI in our operations, leveraging this technology to achieve major work innovations.

As of July 2025, the 24/7 CFE Compact includes more than 170 companies worldwide, with around 10 participants from Japan, including JERA, Mitsubishi Electric, Osaka Gas, and Enechange.

In response to these changes in the business environment, we are continuing to focus on improving profitability throughout the entire value chain. We are doing this by strengthening our power supply portfolio through replacement of facilities to boost efficiency of domestic power generation, reinforcing our trading function by leveraging fuel procurement on a scale that is one of the largest in the world, and participating in upstream businesses. With regard to overseas business, we have steadily accumulated results such as offshore wind power in Taiwan and investment in the largest independent power producer in Bangladesh. There are also numerous new projects that we are currently developing, and we will continue to carefully select superior business opportunities and seek further growth. We are also focusing on DX*2 to achieve our business plan and realize growth. By making use of continuously evolving information technology, we will build a new business model for the power generation industry. JERA will evolve into a data-driven company, meaning a group of professionals who can utilize the information, experience, and technologies that we have gathered from our strengths—one of the world's largest facility portfolios and the operational track record of that portfolio. We launched our IT and Digital Transformation Project in July 2019, promoting DX as a companywide initiative. One example is our Digital Power Station Project. Based on the DX vision formulated in October 2020, this project will transform power plant operation through the use of digital technology. By combining our unique Kaizen (constant improvement) capabilities with our technical prowess and the latest digital technology, we build an all-in-one power plant facility and human workload package. This is why we will create an advanced power station operation system harnessing data and AI with the aim of improving the competitiveness of our power generation equipment and market responsiveness. We will continue to steadily implement these initiatives and expand into new business domains. In doing so, we will accelerate the shift in our business portfolio by changing the ratio of domestic power generation business to overseas power generation business to fuel business from the current 6:2:2 to a ratio of 4:3:3 by fiscal 2025. We will also pursue the maximization of synergies through business integration.

Based on JERA Group research (as of June 2025)

Since establishing the JERA mission and vision in 2019, we have promoted a number of initiatives both domestically and internationally with the medium-term goal of becoming a global leader in large-scale renewable energy and LNG value chain businesses by 2025.

In the process, we will also connect our LNG sales network to Aboitiz in the Philippines, as I mentioned earlier, so that even if LNG demand decreases in Japan, we can maintain the volume of LNG we handle, thereby maintaining our global presence.

While Japan pursues the same goal of decarbonization, transitional technology is essential to facilitate a smoother transition to better living conditions for everyone worldwide, and I urge JERA to advocate adamantly for this.

When I returned to Japan, no one knew anything about emission credits, so I went to an environmental organization as part of my recruiting activities. They were skeptical. They told me that the only thing financial institutions were interested in was making money and didn’t take it seriously.

That's where the interest in the environment comes from in Japan, isn't it?

You had a clear vision and didn't want to create a traditional Japanese Noh performance. But you also wanted to create something that transcended a Western opera.

In this interview, we asked Mr. Satoshi Yajima, Senior Managing Executive Officer (CREO) and CEO of JERA Nex Limited, about the background and significance of establishing the new company, his thoughts on his colleagues working in the field, and his aspirations for contributing to the decarbonization of Japan.

In addition, we are pursuing a platform strategy that aims to expand our profit base while contributing to the provision of electricity and decarbonization in Asia, which is experiencing rapid economic growth. We have invested in Summit Power, the largest power generation company in Bangladesh, and Aboitiz Power in the Philippines.

Furthermore, given the limited reserves of resources such as cobalt and lithium, which are required for manufacturing batteries, it is essential to promote environmentally friendly practices, such as using reclaimed electric car batteries as storage batteries.

Rising material costs have also made ensuring project economics a challenge, compounded by the lingering effects of the U.S. withdrawal from the Paris Agreement.

Additionally, our mission involves providing cutting-edge solutions

Furthermore, given the limited reserves of resources such as cobalt and lithium, which are required for manufacturing storage batteries, it is essential to promote environmentally friendly practices, such as putting reclaimed electric car batteries to good use.

We have already developed a roadmap for our business in Japan, which we will extend to other countries and regions.

“JERA Zero CO2 emissions 2050” will be achieved by establishing roadmaps that show optimal solutions for each country and region. Since the energy situation is different for each country and region—such as the presence of regional transmission lines or pipelines and the types of renewable energy that could be adopted—JERA will work with stakeholders on a country and regional basis to establish roadmaps. We will develop a roadmap for our business in Japan and will extend this approach to other countries and regions.

We aim to be the No. 1 company in Asia for offshore wind power generation, which is a field expected to see massive growth in the future, and are currently involved in multiple projects in Taiwan. We are strengthening both our organization and personnel and will also be developing domestic offshore wind-power generation projects, as well as floating offshore wind-power generation, going forward. Further, we are proactively developing solar and onshore wind power in places such as North America and India and will additionally be working on a battery storage business that will contribute to stabilizing the balance between supply and demand.

For example, substituting 20% of the coal at Hekinan Thermal Power Station with ammonia would require an amount equal to roughly half of Japan’s total annual ammonia consumption.

At the same time, the industry is steadily advancing with the development of new technologies, improvements in turbine efficiency, stronger partnerships, and growing recognition of the importance of decarbonization solutions such as hydrogen and ammonia.

At the same time, in the more challenging fields of renewable energy and hydrogen and ammonia, we will enforce disciplined, selective investment, while continuing to strengthen our decarbonization capabilities.

Tetsuya Watabe

Tetsuya Watabe

Tetsuya Watabe