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2012年7月 2日 (月)

東電国有化―まず企業風土を改めよ

--The Asahi Shimbun, June 28
EDITORIAL: With revamped TEPCO, now comes the cost
東電国有化―まず企業風土を改めよ

Shareholders of Tokyo Electric Power Co. formally decided on June 27 to put the utility under effective state control.
 東京電力の実質国有化が、株主総会で正式に決まった。

The decision at the annual shareholders meeting cleared the way for a new management team led by Chairman Kazuhiko Shimokobe and President Naomi Hirose to take the helm at the financially troubled company, known as TEPCO.
下河辺和彦会長、広瀬直己社長のもと、新体制による経営がスタートする。

But TEPCO’s business plan to regain financial health, based on the assumption that it can restart idled reactors at its Kashiwazaki-Kariwa nuclear power plant in Niigata Prefecture, is seriously flawed and will need a fundamental revision at some point.
 しかし、柏崎刈羽原発(新潟県)の再稼働などを前提に、収支改善を目指す事業計画には無理がある。早晩、抜本的な見直しが避けられない。

TEPCO in its revamped form needs to focus on making compensation payments to victims of the Fukushima nuclear disaster and restructuring its business operations in a way that anticipates the reform of the electric power market being considered by the government.
 こうしたなかで、新生東電に求められるのは、原発事故の賠償を誠実に行うこと。そして、電力改革を先取りした事業再構築を進めることである。

To tackle these challenges effectively, TEPCO needs to reform its corporate culture.
そのためには、企業風土の改革が不可欠だ。

Under the government-approved restructuring plan, TEPCO will shift to an in-house “company system.” The utility’s different business divisions, such as thermal power generation, power transmission and distribution and other operations, will become semi-independent units.
 新しい東電はカンパニー制に移行し、火力発電や送配電を分社化する。

With TEPCO preoccupied with dealing with the consequences of the Fukushima meltdowns, the reorganization is aimed at making it easier for the utility to operate its businesses jointly with potential partners, such as new power suppliers and investment funds.
東電に余力がないため、新規事業者やファンドとの共同運営をしやすくする。

TEPCO’s new structure makes sense given the separation of power generation and transmission and other key elements of the envisioned power market reform.
 発送電の分離をはじめとする今後の電力改革を考えれば、望ましい体制だ。

Since it receives taxpayer money, TEPCO needs to make exhaustive efforts to improve its efficiency and ensure full disclosure of financial and other relevant information about its individual units, such as cost data.
国費を入れる以上、効率化はもちろん、経費など部門ごとの情報公開も徹底しなければならない。

Above all, the new management team should be aware that the public is keenly watching its performance, trying to assess its commitment to reforming the utility.
 なにより経営陣に自覚してほしいのは、国民が「東電は本当に変わるのか?」と刺すような目で見ていることだ。

During the year and three months since the disaster at the Fukushima No. 1 nuclear power plant, TEPCO has shown few encouraging signs of mending its ways. There have been serious delays in negotiations over compensation to victims of the accident. The utility’s explanations about its plan to raise power rates have been grossly insufficient. The report on its investigation into the accident was all about shuffling responsibility onto others.
 賠償交渉の遅れ、料金値上げでの不十分な説明、責任転嫁に終始する事故調査報告書――。事故から1年3カ月、東電の企業体質にはほとんど変化が見られない。

The private-sector panel that looked into the accident cited TEPCO’s complacency due to its market monopoly, its highly compartmentalized business structure and its traditional tendency to cover up problems as factors behind the accident.
 民間の事故検証委員会も、事故に至る伏線として、独占に甘えた業界体質や縦割りの業務体制、トラブルを隠蔽(いんぺい)しがちな企業風土を指摘している。

That is not to say there have been no signs of change among individual employees and workplaces of the utility.
 社員一人ひとりや個々の現場に、変化の芽がないわけではない。

The company’s potential for change was apparently stifled by the old management team, which concentrated its thoughts and energies on self-defense.
自己防衛に走る旧経営陣のもとでは身動きが取れなかったといえる。

The attitude of top management is vital for the reform. The role of the new president, Hirose, an insider who has been promoted to the post from his previous position as a managing director, is particularly important.
トップの姿勢、とりわけ東電内部から昇格した広瀬社長の責任は重い。

A new management reform task force will be created as a team of about 30. Half of the members will come from the Nuclear Damage Liability Facilitation Fund and the other half will be TEPCO employees.
The government-supported fund was created to help TEPCO pay compensation to victims of the nuclear disaster.
 新設される経営改革本部は、原子力損害賠償機構からの出向者と東電社員が半々、約30人の混成チームだ。

The task force should be staffed mainly by reform-minded middle-rank and young employees and highly motivated outsiders so that it can spearhead TEPCO’s reform drive.
志ある中堅や若手、外部の人材を登用し、改革の先頭に立たせてほしい。

The government will be by far the largest shareholder of TEPCO and a provider of huge amounts of funds for the utility.
 国は、東電にとって飛び抜けた大株主であり、巨額の資金提供者となる。

At the same time, the government, which has been promoting nuclear power generation, shares the responsibility with TEPCO for dealing with the consequences of the accident.
一方で、原発を推進してきた当事者として共同責任も負う立場にある。

Considering the tremendous amounts of funds needed for paying compensation and decontaminating areas polluted by radiation, the current financing framework, under which TEPCO is required to pay back the money supplied by the government over a long period, is just a fantasy.
 賠償や除染などにかかる費用を考えれば、国が支援したお金を東電に長期にわたって返済させていく今の枠組みは虚構にすぎない。

Keeping TEPCO alive would hamper policy efforts to revitalize the power market.
東電の温存は電力市場の活性化も阻害する。

The government needs to confront the inevitability of putting a heavy financial burden on the public for cleaning up the mess and embark on serious efforts to create a new framework for tackling problems with TEPCO and overhauling the nation’s power supply system.
 国は事故の後始末で国民負担が避けられない現実を直視し、東電処理の新たな枠組みづくりと電力改革に腰を据えて取り組まなければならない。

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