We would like to express our deepest gratitude for the tremendous support and understanding we have received from our stakeholders and investors.

As an action plan toward realizing the Chugoku Electric Power Group Corporate Vision 2040, we have formulated the Chugoku Electric Power Group Medium-term Management Plan (2026-2030), covering the five-year period from FY 3/2027 through FY 3/2031, and summarized this plan in our Action Plan 2030.

In our previous Action Plan 2024-2025, we identified “regaining trust” and “restoring our revenue and financial base” as our top priorities, and we have been working toward these goals with unwavering determination. In light of a series of inappropriate incidents, we have thoroughly implemented measures to prevent recurrence of similar incidents and have been working to transform our corporate culture based on an analysis of the root causes. In addition, as we approach the important milestone of the restart of Unit 2 at the Shimane Nuclear Power Station, we have focused our efforts on expanding revenue in the retail and wholesale electricity markets. As a result, we achieved our target consolidated equity ratio of 15% one year ahead of schedule—a goal originally set for the end of FY 3/2026, by which time the ratio had actually recovered as far as 16.8%.

We view the five-year period covered by Action Plan 2030 as a time to move beyond the stage of restoring our business foundation and vigorously advance “transformation and foundation building for sustainable growth.” With electricity demand expected to grow, we will steadily carry out major investments that will create long-term value to ensure our future growth. These include the construction of Unit 3 at the Shimane Nuclear Power Station and of new Unit 2 at the Yanai Power Station, as well as the development of next-generation transmission and distribution networks.

At the same time, to ensure financial soundness and reliably link these growth investments to enhanced corporate value, we will fully practice ROIC management with a strong focus on capital efficiency. In addition, by further deepening our commitment to sustainable management, we aim to enhance both economic and social value, thereby driving an improvement in our price-to-book ratio (PBR).

In Action Plan 2030, we have organized these initiatives into three pillars: “Growth Strategy,” “Financial Strategy,” and “Sustainability Strategy.” By pooling the Group’s collective strength and steadily executing our strategy, we will achieve sustainable growth for the future.

We would like to ask for the continued understanding and support of our shareholders and investors.

April 2026

*In this message, the term "FY 3/2026" refers to the period between April 1, 2025 and March 31, 2026.
*This message has been translated from the Japanese original for reference purposes only. In the event of any discrepancy between this translated document and the Japanese original, the original shall prevail.