Futtsu Thermal Power Station

Sodegaura Thermal Power Station

TEPCO Fuel & Power is a member of the Tokyo Electric Power Company
(TEPCO) Group, handling the fuel and thermal power business. Table of Contents
The company procures LNG (Liquefied Natural Gas), coal and oil from around Vision ･･･2
the world for use at 15 thermal power stations for generating electricity. It taps Strategy ･･･3
Comprehensive alliance (JERA） ･･･4
into the technologies and experiences that have supported electricity demand in
-Expanding the business scale and optimizing the
the Kanto region over many years and is actively involved in the construction value chain
and operation of power stations abroad. -JERAʼs growth strategy
-Management targets
Optimization ･･･6
-Improving the efficiency of power generation
facilities
Holding company -Operating power generation units with
economical efficiencies
-Doubling productivity through better plant
administration
Origination ･･･9
-Replacing aging thermal power plants
-Developing IPP business abroad
Culture ･･･11
Company information ･･･12
General power -Company overview
Fuel and thermal Retail electricity -Thermal power generation and thermal power
transmission and
power business business
distribution business stations
-Overview of LNG terminals and long-term LNG
contracts
-Fuel costs for thermal power generation and fuel
volume consumed
-Main abroad investment projects

1
 LNG ship（Pacific Arcadia)

Vision Integrated Energy Value Chain Company

TEPCO Fuel & Power’s vision is to become an ‘Integrated Energy Value Chain
Company.’
It is committed to strengthening and optimizing the entire value chain of its
business domains from the fuel upstream business (resource development) to
thermal power generation, so as to transform into an integrated energy
company entity with world level business operations and profitability.
The company will emerge victorious in the turbulent global energy market and
provide stable energy supply at internationally-competitive prices, while
enhancing the TEPCO Group’s overall corporate value in a bid to make
continued contributions to the revitalization of Fukushima.

TEPCO Fuel & Power’s business domains

Fuel upstream Fuel Power

Fuel Acquisition and Thermal power
Resource transportation transmission Retail
procurement storage generation
development and trading and distribution

*Controlled by TEPCO *Controlled by TEPCO

Energy Value Chain Power & Grid Energy & Partner

2
 Kawasaki Thermal Power Station

Strategy
TEPCO Fuel & Power’s key business strategy is built around a comprehensive
alliance with Chubu Electric Power Company. Under the partnership, a new
company called JERA has been established to gradually integrate the two
companies’ fuel and thermal energy operations.
For JERA to compete as an internationally-competitive global energy
company, we will implement a strategy combining ‘optimizing existing assets
(Optimization)’ and ‘competitive asset formation (Origination).’

Key strategy for transforming into a competitive energy supplier

JERA Releasing JERA Business Plan (Feb 10)

Optimization
Optimizing existing assets
Improving facility efficiencies/ doubling productivity, etc.

JERA
Comprehensive alliance

Origination
Competitive asset formation
Replacing aging thermal facilities/
Developing power generation projects overseas, etc.

Khanom Power Station, Thailand

3
 LNG ship（Pacific Notus)

Strategy

Comprehensive alliance (JERA)

Amidst intensifying global competition for energy resources, it is essential for Japan’s energy businesses to
create an internationally competitive global energy company to provide stable energy supply at
internationally competitive rates.
JERA stands for ‘Japan’s Energy for a new eRA.’
JERA is an energy company created from a comprehensive alliance with Chubu Electric Power Company
covering the entire value chain from fuel upstream and procurement to power generation. The strengths of
the two companies are brought together to build a new energy business model for managing the entire
value chain.

Expanding business operations and optimizing the value chain

JERA will expand business operations for each of its business divisions. Expanding the volume of fuel
procurement will enable the diversification (decentralization) of suppliers and participation in upstream
business under better conditions. Increasing the number of power generation facilities within and outside
Japan will lead to greater options in fuel acquisition and consumption destinations.
Management of the integrated and optimized value chain can also build a system for ‘using the most
economical fuel at the most efficient power stations.’
TEPCO Fuel & Power will strengthen and optimize the entire value chain through JERA to achieve higher
economic efficiency, supply stability and flexibility, thereby completing the mission of supplying energy at
international competitive rates.

CHUBU
Electric Power

JERA’s basic principles

・Creating a global energy company
・Building a new energy business model
・Strengthening the entire supply chain

4
 Bayu-Undan Gas Field, Australia

Strategy

JERA’s growth strategy

JERA aims to grow its three business domains, i.e. domestic power generation, overseas power generation
and fuel businesses, to increase the gross assets by approx. 5 times, net sales by approx. 2 times and net
income by approx. 14 times by FY2030.
In the domestic power generation business, JERA will replace existing power stations and build new plants
to develop highly efficient and competitive power sources. In the overseas power generation business, the
company will make use of its business deployment insight in the far-reaching value chain with particular
emphasis in Asia, Middle East and North / Central Americas, where it already conducts business operations.
In the fuel business, JERA will actively take on short-term and spot projects with flexibility, rather than
focusing on long-term contracts with a high level of economic viability and stability in a bold effort to
restructure fuel procurement portfolio. Furthermore, it will strive to expand its fuel trading business and fuel
upstream business as well.

Management targets
Gross assets Net sales Net income

[100 million yen] [100 million yen] [100 million yen]

30,000 50,000 3,000

28,000 46,000 2,800

40,000

20,000 Approx. 2,000

Approx. 30,000
2 times
Approx.

5 times 14 times
22,000
20,000
10,000 1,000

6,000
10,000

200

0 0 0
FY2016
2016年度 FY2030
2030年度 FY2016
2016年度 FY2030
2030年度 FY2016
2016年度 FY2030
2030年度

5
 Construction of Kawasaki Thermal Power Station Group 2 Unit 2

Strategy
Optimization
‘Optimizing existing assets (Optimization)’ signifies optimizing all the business flows associated with
existing assets such as workforce, materials, funds and information to the extreme extent to maximize profits.
TEPCO Fuel & Power’s thermal power stations will work on optimizing their power generation facilities, their
operations and other regular work processes to reduce the fuel cost, which represents approx. 80% of sales
expenditures.

Improving the efficiency of power generation facilities

The higher a power generation facility’s thermal efficiency is, the lower the amount of fuel it requires,
thereby cutting the fuel cost. TEPCO Fuel & Power has been a pioneer in actively embracing cutting-edge
high-efficiency facilities, and taken advantage of the accumulated knowledge and technologies to boost the
efficiency of existing facilities even further.
In January 2016, the Kawasaki Thermal Power Station began operating the 1600℃-class Combined Cycle II
(MACC II) system, which offers the world’s highest level of thermal efficiency. Some improvements to its
construction process has successfully reduced the construction duration by 6 months.
At the Yokohama Thermal Power Station and Futtsu Thermal Power Station, existing gas turbines have
been upgraded to the latest high-performance models to boost the plants’ efficiency and output, thereby
reducing the fuel cost. (Some of the units at the Yokohama Thermal Power Station have completed the
installation work and resumed operation.)

Kawasaki Group 2
Design-basis power generation efficiency by class
61％
Futtsu Group 4 Unit2 & Unit3
Shinagawa Approx.
Kawasaki Group 1
（％） Group 1
58.6%
60 Yokohama Futtsu Group 3
Groups 7&8 55.3％
54.1％

55.8％
Futtsu Yokohama
Groups 1&2 Groups 7&8
50 AnegasakiU Kashima 47.2％
Unit 5&6
nit1 43.2％
42.7％
Shifting toward power generation
*CC : Combined Cycle Power 40
systems with higher thermal efficiency
Generation
*ACC : 1300℃ Class of Combined
1985 1996 2007 Phased in from July 2015 January 2016
Cycle Power Generation(Advanced
Combined Cycle) Steam Introducing Introducing Introducing Partial updating Introducing
*MACC : 1500℃ Class of Combined power CC power ACC power MACC power of existing MACCⅡ power
Cycle(More Advanced Combined generation generation* generation* generation* facilities generation*
Cycle) 0
*MACCⅡ: 1600℃ Class of Combined 1970 1980 1990 2000 2010 2015 2016 (Fiscal Year)
Cycle (More Advanced Combined ※Lower Heating Value(LHV) equivalent; Estimated from the actual Higher Heating Values(HHV) using the conversion coefficient
CycleⅡ) adopted in the General Energy Statics(FY2004 edition)

6
 24 hours constant monitoring of generation facilities and generation planning in accordance with the business strategy

Strategy

Operating power generation units in pursuit for financial viability

Thermal power stations need to generate electricity in line with demand that fluctuates
constantly according to season, day of the week and time of the day. TEPCO Fuel & Power owns
over 90 power generation units, which is in an overwhelmingly greater scale than that of other
electric utilities. Each unit uses a different fuel or has a different thermal efficiency and a different
duration of time required for inspection shutdown. They are controlled round the clock for most
economical operation in pursuit for greater financial viability, achieved through running units that
operate on coal or LNG, which have a lower unit price in fuel cost.
Unit cost and amount of power generation by fuel type
Oil-
Length＝Unit cost of power generation fired
Width＝Amount of power generation thermal

LNG
Coal-
fired MACC ACC CC
thermal
MACC ACC CC コンベ
Conventional.

ンショ
ナル

Central operation room of Futtsu Thermal Power Station Central operation room of Kawasaki Thermal Power Station

7
 Facility inspection using a tablet-type device, Sodegaura Thermal Power Station

Strategy

Doubling productivity through better plant administration

TEPCO Fuel & Power has been streamlining and optimizing day-to-day work operations to double
productivity. External experts have been invited to thoroughly improve inefficient areas of work in
operation maintenance and general administration. Information and communications technologies
have also been utilized to streamline work processes.

・In search for kaizen

At coal-fired or combined cycle LNG thermal plants, efforts to shorten the periodic inspection have begun .
By breaking down and refining tasks, and handling multiple tasks simultaneously, steady improvement in
productivity has been observed.

Case study Faster connection of pipe flanges

A high level of precision is required when connecting as many as 730
pipe flanges during a gas turbine inspection. By breaking down the task
into several segments and analyzing them with 1 second precision, it was
found that in some segments, junior workers took much longer to handle
them than experienced colleagues did. Mockup training is being
provided to narrow the gap.

・Utilizing information communications technology

Mobile devices, cloud services, wearable devices, etc. are actively adopted for plants’ operation
maintenance duties in an effort to transform the conventional workflow. Potential use of big data,
accumulated through plant operations and inspections, is also being explored.

Case study Introduction of tablet devices

The use of tablet devices has started in on-site inspection work.
Data, previously recorded by hand, is entered into tablet devices to
boost efficiency. The input data is displayed in graph, etc. making it
possible to identify signs of failure on the spot. This is one of many
benefits from the use of tablet devices.

８
 Hitachinaka Power Station

Strategy
Origination
Along with optimization of existing assets (Optimization), TEPCO Fuel & Power is aiming to create
competitive assets (Origination). In order to create new competitive assets, efforts will be made to replace
aging thermal plants and develop IPP business abroad.

Replacing aging thermal power plants

Aging thermal plants, the combined output power over the years of which is 10 million kW, are to be
replaced. The strengths of TEPCO Fuel & Power include past track record of actively adopting latest power
generation facilities with high efficiency, insight into overseas projects and technological sharing with Chubu
Electric Power Company. It has a competitive edge in terms of technology required for introducing latest
equipment, risk assessment expertise and inspection / maintenance technology as well as the reduction of
fuel cost and CO2 emissions. Tapping into its insight into overseas projects, the company will participate
international bidding to seek a wide variety of suggestions and ideas from plant manufacturers around the
world, expecting to globally reduce the costs of plant construction.

Replacement candidate sites

(replacement candidates to be chosen from TEPCO’s thermal power plants)
Shinagawa
1.14 million kW
Oi 1.05 million kW Chiba
Kawasaki 4.38 million kW
2.71 million kW
Higashi- Hirono
Ogishima Goi Legend
4.40 million kW
2 million kW 1.89 million kW
Tokyo Coal-fired thermal
Bay Anegasaki (conventional)
3.60 million kW Coal-fired thermal
(IGCC）
Yokohama
Gas-fired thermal
3.38 million kW
Sodegaura (MACC)
Minami-Yokohama 3.60 million kW Gas-fired thermal
1.15 million kW Pacific (ACC)
Hitachinaka Ocean
2 million kW Gas-fired thermal
(conventional)
Futtsu Oil-fired thermal
Yokosuka 5.04 million kW Kashima
5.66 million kW LNG base
2.27 million kW
Gas pipeline

9
 Fong Der Power Station, Taiwan

Strategy

Developing IPP businesses abroad

TEPCO Fuel & Power has been taking part in 10 overseas IPP business projects (thermal power plants) in 7
countries, with the power generation capacity upward of 3 million kW in total. It has been working on
boosting the capacity factor of the existing thermal plants and building new ones overseas, drawing
knowledge from many years of plant construction, operation and maintenance experiences. Taking
advantage of the fact that the company’s business domains covers the entire value chain, the company will
aim to win more IPP development contracts in various regions.

Overview of overseas IPP businesses As of January 2016

Umm Al Nar(UAE) Umm Al Haul(Qatar) Chang Bin, Fong Der and Star Buck (Taiwan)
Gas-fired thermal power Gas-fired thermal power
generation and seawater generation and seawater
desalination project in the desalination project in Qatar
United Arab Emirates
Highly-efficient gas-fired thermal power generation project
in Taiwan using an adbanced combined-cycle system

EGCO(Thailand) Team Energy (Philippines)

One of Philippines'
largest IPP businesses

One of Thailand’s largest

IPP businesses

Phu my 2-2(Vietnam) PaitonⅠand Ⅲ(Indonesia)

Vietnam’s first wholly Paiton Ⅲ is based on TEPCO’s Ultra
foreign-capitalized Super Critical coal-fired thermal power
BOT project generation system
Operation launched in March 2012

10
Culture Diversification
TEPCO Fuel & Power, with approx. 2,500 employees, has a flat organizational
structure in which self-regulated and swift decision-making is done by diverse
human resources from diverse perspectives.
In its efforts to pursue the business strategies, the company will strive to
develop human resources capable of surviving global competition and achieving
the transformation of the company while overseeing the entire value chain. Each
of the thermal power plants has been creating a work environment where
employees seek to double productivity with creativity while maintaining and
improving technologies and skills that have been developed over many years.
Many of TEPCO Fuel & Power employees and its affiliate workers will work
together to perform their duties in the entire value chain from fuel upstream to
thermal power generation.

11
 Kawasaki Thermal Power Station Group 2 Unit 2

Company Information
Company overview As of 4.1.2016

Company
TEPCO Fuel & Power, Incorporated
name

Business
Fuel and thermal power generation
description

Head office
1-5-3 Uchisaiwai-cho, Chiyoda-ku, Tokyo
location

Representative President Toshihiro Sano

Establishment April 1, 2015*

Paid-in capital 30 billion yen

Parent Tokyo Electric Power Company Holdings（100%)

company

Number of
Approx. 2,500
employees

Power plants 15 sites (99 units, approx. 44 million kW)

Thermal
power 211,791 million kWh（FY2014）
generation
Yokohama Thermal Power Station Group 7 Unit 2
* Established as a Preparation Office: April 1, 2015
Change in business name to TEPCO Fuel & Power, Incorporated: April 1, 2016

12
 Outline

Thermal power generation *Unit: million kWh

FY2010 FY2011 FY2012 FY2013 FY2014

Thermal power
168,944 210,287 229,882 225,588 211,791
generation

Thermal power stations As of 4.1.2016

Power station name Location Maximum Unit No. Generation Fuel used
output（kW） type*1

Chiba Thermal Power Chiba City, Chiba 4,380,000 Group 1 (Units 1 to 4） ACC LNG
Station Prefecture
Group 2 (Units 1 to 4)

Group 3 (Units 1・2） MACC

Group 3 (Unit 3）

Goi Thermal Power Station Ichihara City, Chiba 1,886,000 Units 1 to 5 Steam LNG
*2 Prefecture
Unit 6 Steam, GT

Anegasaki Thermal Power Ichihara City, Chiba 3,600,000 Units 1 to 6 Steam Heavy oil, crude oil, NGL,
Station Prefecture LNG, LPG

Sodegaura Thermal Power Sodegaura City, Chiba 3,600,000 Units 1 to 4 Steam LNG
Station Prefecture

Futtsu Thermal Power Futtsu City, Chiba 5,040,000 Group 1 (Units 1 to 7) CC LNG
Station Prefecture
Group 2 (Units 1 to 7)

Group 3 (Units 1 to 4) ACC

Group 4 (Units 1 to 3) MACC

Yokosuka Thermal Power Yokosuka City, Kanagawa 2,274,000 Units 3 to 8 Steam Heavy oil, crude oil
Station Prefecture
*2 G/T1 GT Diesel

G/T2 GT City gas, diesel

Kawasaki Thermal Power Kawasaki City, Kanagawa 2,710,000 Group 1 (Units 1 to 3) MACC LNG
Station Prefecture
Group 2 (Unit 1)

Group 2 (Unit 2) MACCⅡ

Yokohama Thermal Power Yokohama City, 3,379,000 Units 5・6 Steam Heavy oil, crude oil, NGL,
Station Nakagawa Prefecture LNG
*2 Group 7 (Units 1 to 4) ACC

Group 8 (Units 1 to 4)

Minami-Yokohama Yokohama City, 1,150,000 Units 1 to 3 Steam LNG

Thermal Power Station Kanagawa Prefecture

Higashi-Ogishima Thermal Kawasaki City, Kanagawa 2,000,000 Units 1・2 Steam LNG
Power Station Prefecture

Kashima Thermal Power Kamisu City, Ibaraki 5,660,000 Units 1 to 6 Steam Heavy oil, crude oil
Station Prefecture
*2 Group 7 (Units 1 to 3) ACC City gas

Oi Thermal Power Station Shinagawa Ward, Tokyo 1,050,000 Units 1 to 3 Steam Crude oil
*2

Hirono Thermal Power Futaba County, 4,400,000 Units 1 to 4 Steam Heavy oil, crude oil
Station Fukushima Prefecture
*2 Units 5・6 Coal

Shinagawa Thermal Power Shinagawa Ward, Tokyo 1,140,000 Group 1 (Units 1 to 3) ACC City gas
Station

Hitachinaka Thermal Power Naka County, Ibaraki 2,000,000 Units 1・2 Steam Coal
Station Prefecture
*1 Generation types
Steam：Steam power generation CC：1,100℃-class combined cycle generation
ACC：1,300℃-class combined cycle generation MACC：1,500℃-class combined cycle generation
MACCⅡ：1,600℃-class combined cycle generation GT：Gas-turbine generation
*2 The following power stations are in a long-term scheduled shutdown. Goi Units1-6, Yokosuka Units3-8, G/T1, G/T2, Yokohama Units5-6, Kashima Units1-4, Oi Units1-3, Hirono Unit1

13
 Outline

LNG terminals As of 4.1.2016

Terminal name Description

Futtsu LNG terminal 2 berths

［Futtsu City, Chiba Prefecture］ Tank capacity (10 units): 1.11 million kL, equivalent to 516,000 tons of LNG

Sodegaura LNG terminal (jointly held 3 berths

with Tokyo Gas) Tank capacity (18 units): 1.06 million kL, equivalent to 493,000 tons of LNG (TEPCO Fuel &
[Sodegaura City, Chiba Prefecture］ Power’s portion)
Higashi-Ogishima LNG terminal
1 berth
[Kawasaki City, Kanagawa
Tank capacity (9 units): 540,000 kL, equivalent to 251,000 tons of LNG
Prefecture］
Negishi LNG terminal （jointly held 1 berth
with Tokyo Gas） Tank capacity (4 units): 140,000 kL, equivalent to 65,000 tons of LNG (TEPCO Fuel & Power’s
[Yokohama City, Kanagawa Prefecture] portion)

Overview of long-term LNG contracts As of 4.1.2016

Country / region Contract duration Annual contracted quantity Seller

Brunei 10 years 2.03 million tons Brunei LNG

(2013.４ to 2023.３)

17＋25 years LNG: 4.3 million tons

Das / U.A.E Abu Dhabi Gas Liquefaction
(1977.５ to 2019.３) LPG: 700,000 tons
20＋15 years
Satu / Malaysia (1983.２ to 2018.３)
Up to 4.8 million tons Malaysia LNG

Australia 15 years 300,000 tons 6 companies*1

(2009.４ to 2024.３)

25 years 200,000 tons

(1999.６ to 2021.12) Qatar Liquefied Gas Company
Qatar
10 years Limited
(2012.８ to 2021.12)
1 million tons

Darwin / Australia 17 years 2 million tons Darwin LNG

(2006.３ to 2022.12)

Qalhart / Oman 15 years Up to 800,000 tons CELT INC

(2006.４ to 2020.12)

Sakhalin II / Russia 20 years 1.5 million tons Sakhalin Energy Investment

(2009.４ to 2029.３)

20 years Papua New Guinea Liquefied

Papua New Guinea Approx. 1.8 million tons
(2014.11 to 2034.３) Natural Gas Global Company
Approx. 3.1 million tons 4 companies*2

Wheatstone / Australia Up to 20 years Approx. 700,000 tons PE Wheatstone Pty Ltd

(supply due to commence in 2017)

Approx. 400,000 tons 2 companies*3

Ichthys / Australia 15 years 1.05 million tons Ichthys LNG Pty Ltd
(2017 to 2031)

Approx. 400,000 tons Mitsui & Co., Ltd.

Cameron / USA 20 years
(supply due to commence in 2017)
Approx. 800,000 tons Mitsubishi Corporation

Prelude / Australia 8 years Approx. 560,000 tons INPEX

(supply due to commence in 2017)

BP Singapore 17 years Up to approx. 1.2 million tons BP Singapore Pty Ltd

(supply due to commence in 2017)

*1 BHP Billiton Petroleum, BP Developments Australia, Chevron Australia, Japan-Australia LNG, Shell Development,
Woodside Energy
*2 Chevron Australia Pty Ltd, Chevron (TAPL) Pty Ltd., Woodside Julimar Pty Ltd., Kufpec Australia (Julimar) Pty Ltd.
*3 Chevron Australia Pty Ltd, Chevron (TAPL) Pty Ltd.

14
 Outline

Fuel cost for thermal power generation *Unit: 100 million yen

FY2010 FY2011 FY2012 FY2013 FY2014

Fuel cost for thermal

14,821 22,869 27,885 29,152 26,509
power generation

Fuel volume consumed *Breakdown by main types As of 1.1.2016

FY2010 FY2011 FY2012 FY2013 FY2014

Coal（K tons） 3,017 3,222 2,887 7,758 7,534

Heavy oil
（K kiloliters） 3,200 5,761 7,473 4,976 2,521

crude oil
1,566 2,317 3,023 1,847 578
（K kiloliters）

LNG（K tons） 19,462 22,884 23,707 23,779 23,486

LPG（K tons） 326 952 1,459 642 331

Main overseas investment projects As of 1.1.2016

Country / region Project name, etc. Facility capacity

Chang Bin：490,000 kW (19.5%)

Taiwan ①Chang Bin, Fong Der and Star Buck project Fong Der： 980,000 kW (19.5%)
Star Buck： 490,000 kW (22.7%)

Vietnam ②Phu My 2-2 project 715,000 kW (15.6%)

U.A.E. ③Umm Al Nar project 2.2 million kW (20%)

Paiton Ⅰ：1.23 million kW (14%)

Indonesia ④Paiton I and III project
Paiton Ⅲ：815,000 kW (14%)

Philippines ⑤Team Energy project 3.204 million kW (50%)

Thailand ⑥EGCO 3.928 million kW (12.3%)

Qatar ⑦Umm Al Haul project 2.4 million kW (10%)

*Figures in brackets represent TEPCO Fuel & Power’s stake

15
 Outline

Group companies
As of 4.1.2016

Consolidated subsidiaries Affiliates *Equity Method Affiliated Companies only

・Tokyo Electric Power Company International B.V. ・Kimitsu Cooperative Thermal Power Company, Inc.
・TEPCO Australia Pty. Ltd. ・KASHIMA KYODO ELECTRIC POWER Co., Ltd.
・Bio Fuel Co., Inc. ・Soma Kyodo Power Company, Ltd.
・Fuel TEPCO ・Joban Joint Power Co., Ltd.
・Project Development ・TeaM Energy Corporation
・TOKYO WATERFRONT RECYCLE POWER CO., LTD. ・TEPDIA Generating B.V.
・KAWASAKI STEAM NET CO., LTD. ・JERA
・Tokyo Timor Sea Resources Inc. (USA) ・ITM Investment Company Limited
・TEPCO Darwin LNG Pty. Ltd.
・Tokyo Timor Sea Resources Pty, Ltd. (Australia)
・NANSO SERVICE CO., LTD.

Hirono Thermal Power Station

16
© TEPCO Fuel & Power, Inc.