TOKYO GAS GROUP 
SUSTAINABILITY
REPORT 2021

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
1
Tokyo Gas Group Sustainability Report  2021
	 2	
Top Commitment
	 	
Sustainability
	 4	
The Tokyo Gas Group’s Sustainability
	 5	
Materialities
	 7	
Contribution to Achieving the SDGs
	 7	
Targets and Outcomes
	
	
Materiality Topics
	 9	
Leadership in the effort to achieve 
	
	
Net-Zero CO2 as a leading company 
	
	
dealing in natural gas
	11	
Sound Relationships with Society
	12	
Actions as a Responsible Company
E  Environment
	13	
Environmental Management
	15	
Environmental Risk Management
	16	
Climate Change Actions
	26	
Promotion of Resource Recycling
	29	
Biodiversity
S  Social
	31	
Supplying Energy
	33	
Ensuring Customer Safety
	35	
Disaster Countermeasures
	36	
Value Co-creation
	38	
Building Relations with Stakeholders
	44	
Human Resources
	51	
Human Rights
G  Governance
	53	
Compliance
	58	
Cybersecurity
	59	
Protection of Personal Information
	60	
Appropriate Information Disclosure
	60	
Supply Chain Management
	64	
Corporate Governance
CONTENTS
	 	
ESG Data
	69	
Environmental Data
	74	
Social Data
	77	
Governance Data
	78	
Third-Party Independent 
	
	
Assurance Report
	79	
Key ESG Ratings
	81	
GRI Sustainability Reporting 
	
	
Standards Index
	85	
Global Compact Content Index
	85	
ISO 26000 Content Index
	86	
SASB Content Index
	88	
About This Report

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Tokyo Gas Group Sustainability Report  2021
Top Commitment
Taking up the Challenge of Net-Zero CO2
The novel coronavirus pandemic has shaken the world in an unprecedented way, and has threatened the security and 
safety that we took for granted. These circumstances have made us, as a major energy business operator, even more 
aware of our mandate, namely to “never ever stop the energy supply.” We have made every effort to ensure a stable 
supply of gas and electricity. At this time of a national crisis, Tokyo Gas has served its customers as faithfully and reli-
ably as in the past.
The world is steadily moving toward a more sustainable society, despite being shaken by the COVID-19 pandemic. 
In particular, the trend toward decarbonization is accelerating, and since Prime Minister Suga declared in October 2020 
that Japan aims at becoming carbon neutral, widespread efforts to achieve decarbonization have begun and are gain-
ing momentum. This trend can be said to be a paradigm shift that will significantly change the economy and society. It 
is incumbent on Tokyo Gas to be alert to this and act accordingly.  
In November 2019, Tokyo Gas announced in its statement of its future management vision, Compass 2030, a goal 
of “taking leadership in the effort to achieve Net-Zero CO2 emissions” as one of the company’s management issues 
and has started to take up this challenge.
Reducing CO2 emissions during transition to Net-Zero CO2
We foresee several stages before reaching Net-Zero CO2. We are now in a transition period toward full energy transi-
tion and decarbonization, during which an emphasis is assigned to the reduction of CO2 emissions. This is just a 
beginning; we know it will be a long haul on the road to decarbonization. That journey will require innovation and large-
scale investment extending across diverse areas and over a long time. In the near term, our emphasis is on reduction 
of CO2 emissions, and of the amount of CO2 stored in the atmosphere. Tokyo Gas considers the transition period to 
last to around 2030, and is working on the following initiatives.
The first is the advanced use of natural gas. For example, we anticipate use of energy in urban redevelopment areas 
and industrial parks will be advanced by adopting smart energy network technology. We also introduce high-efficiency 
gas equipment, such as our residential-use fuel cell ENE-FARM and promote replacement of industrial fuels from heavy 
oil and coal with natural gas. By doing so, our customers will be able to significantly reduce CO2 emissions.
The second initiative is the separation and recovery of CO2. Carbon dioxide capture and storage (CCS) and carbon 
dioxide capture, utilization and storage (CCUS), which separate, collect, and bury deep in the ground or reuse emitted 
CO2, can effectively reduce CO2 emissions without them being directly dispersed in the air.
The third is the expanded use of carbon neutral LNG (CNL). Inevitably, the process from the extraction of natural 
gas to its burning generates greenhouse gases, but they will be offset by CO2 emissions reduction through support of 
reforestation and other renewable projects. In March 2021, the Tokyo Gas Group established the Carbon Neutral LNG 
Buyers Alliance with 14 other companies with the aim of advancing toward a sustainable society by this third initiative. 
Specifically, Tokyo Gas will procure and supply CNL and the Alliance companies will purchase and use it as fuel for 
office buildings and factories, with the aim of spreading the use of CNL and increasing its utility value.
Strengthening the development of hydrogen technology
The ultimate decarbonization of city gas is zero CO2 emission when city gas is burned. Hydrogen has our attention as it 
can be used as an industrial fuel, as a power generation fuel, or as a transportation fuel. However, its use is limited at 
present due to high production cost and the fact that its production generates CO2. As such, we are developing a 
device that produces hydrogen by electrolysis of water, using electricity generated by sunlight and renewable energy. 
This is a way we can apply fuel cell technology -- that we have developed and applied for years -- and has the pros-
pect of substantially reducing hydrogen prices by manufacturing the cell stack, which is central to the electrolysis 
process, at an affordable cost. Based on the assumption that electricity generated by renewable energy will be suffi-
ciently inexpensive, we are currently working on the development of such a hydrogen-producing device in an alliance 
with SCREEN Holdings, Co. We are hoping this will help achieve the government’s 2030 hydrogen price target by the 
mid-2020’s.
We are also developing methanation technology for producing synthetic methane by reacting hydrogen with CO2. 
The synthetic methane emits CO2 when burned, but because it takes in a similar amount of CO2 during manufacturing, 
this carbon recycling results in Net-Zero CO2.
The main component of LNG is methane. This means that feasible synthetic methane produced by using inexpen-
sive renewable energy power sources overseas can potentially be conveyed, stored, and provided to customers by 
using our existing equipment such as LNG liquefaction facilities, shipping facilities, LNG tankers, receiving facilities and 
pipelines. While huge investment is said to be required for decarbonization, we can foresee that decarbonization may 
potentially be economically achieved by replacing some city gas with synthetic methane.
We established a Hydrogen & Carbon Management Technology Strategy Dept. in April 2021 to accelerate the 
development of hydrogen and methanation technologies.
Advancing corporate 
transformation toward 
Net-Zero CO2
Representative Corporate Executive Officer , 
President and CEO
Tokyo Gas Co., Ltd.
UCHIDA Takashi

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Tokyo Gas Group Sustainability Report  2021
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Expanding the use of renewable energy
Expansion of renewable energy supply is another area of high concern to us. As an electric power company, we own 
high-efficiency combined cycle natural gas-fired power stations. We plan to expand our renewable energy supply to 5 
million kW in sum of Japan and overseas. In 2020, we acquired full ownership of the Aktina Solar Project in Texas, 
U.S.A. which will have a maximum output of 630,000 kW when development is completed. The Tokyo Gas Group will 
manage the project from construction to commercial operation. In Japan, we acquired biomass power generation proj-
ects in Takaoka City, Toyama Prefecture, and Ichihara City, Chiba Prefecture. These efforts have resulted in increasing 
our volume of renewable energy power supply handled to approximately 1.4 million kW.
We will also promote offshore wind power generation with a particular focus on the floating type of installation. 
This focus was decided upon because the floating type system can be located even in deep water and have high 
potential in Japan, where there are few shallow areas in littoral locations. In 2020, we invested in Principal Power, Inc. 
in the U.S.A. and began acquiring its technology. We intend to use that company’s technology to develop floating-type 
offshore wind power generation projects in both domestic and foreign sea areas.
Augmented promotion of ESG management
Our initiative on decarbonization is one of the “Three Challenges” of 
our management vision Compass 2030: “Leadership in the effort to 
achieve Net-Zero CO2,” “Establishment of a value co-creation eco-
system,” and “Transformation of the LNG value chain.” It is also 
identified as one of the key components of ESG management. 
Acceleration of Net-Zero CO2 efforts is a priority area for solving not 
only environment [E] but also social [S] problems, such as by 
improving resilience. The “Establishment of a value co-creation 
ecosystem” is also an effort to create social value together with our 
stakeholders. Further, from the governance [G] perspective, we will 
carry out group formation reforms in order to achieve group growth 
even in an uncertain environment. By doing so, we intend to make 
the “Transformation of the LNG value chain” effective and ensure 
the steady growth of the Tokyo Gas Group.
Specifically, all functions, from acceptance of LNG to its trans-
portation and sales, are positioned as profit centers. At the same 
time engineering and real estate businesses are being given atten-
tion so that they can grow better and at a faster rate. Also important 
is that we have decided to significantly expand the range of delega-
tion power of the execution , to expedite decision-making, and to 
reinforce the supervisory function of the Board of Directors. In other 
words, these changes mean the establishment of a holding compa-
ny-type group structure and the transition to a “Company with a 
Nominating Committee, etc.”
We believe that this will intensify management and provide a governance system that is easy to understand for 
international investors.
Throughout its 135-year history, the Tokyo Gas Group has taken on diverse social issues. This includes achieving 
the stable supply of energy needed to support people’s lifestyles through our introduction of LNG and expansion of the 
use of natural gas in Japan and abroad , as well as addressing issues such as pollution and climate change. Our core 
policy on promoting sustainability is to contribute to the realization of a sustainable society by creating social and 
financial value from the solution of social issues through our business activities, and by engaging in enduring corporate 
management. By putting our management vision Compass 2030 into action, we will continue to widely contribute to 
the achievement of the SDGs, and to create diverse value for a broad spectrum of stakeholders.
Aiming to become a new utility business
In our management vision Compass 2030 we make “Three Promises” to our current and future colleagues who are and 
will be working on the “Three Challenges”. The promises are (1) to “produce work that will have a major impact on 
society,” (2) to “create a venue for encounters with diversity and friendly competition,” and (3) to “emphasize the 
self-fulfillment of each person.” I believe the delivery of these promises would lead to steady implementation of the 
vision.
The Tokyo Gas Group is indeed in a period of reforms. It is up to each and every member of the Group to over-
come the challenges of this period of dramatic changes and open the way to the future. I would like us to become a 
corporate group that continues to actively contribute to society by supporting individual growth while emphasizing 
diversity. To that end, we will also work to restructure our corporate philosophy. While respecting our founder Shibu-
sawa Eiichi’s book, Rongo to Soroban (The Analects and the Abacus), Tokyo Gas is determined to make a leap 
forward, toward becoming a new type of a public utility business.
We are ahead of other companies in declaring our position on Net-Zero CO2 and have begun efforts for decarbon-
ization. We will continue to contribute to the future of the Earth and the future of energy, and will do what is necessary 
to ensure the company’s sustainable growth. I hope that our stakeholders will look forward to the future development 
of the Tokyo Gas Group and continue to support us for years to come.

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Tokyo Gas Group Sustainability Report  2021
Sustainability
■ Approach to Promoting Sustainability
Achievement of a sustainable society
International goals to be achieved 
by 2030: SDGs
Contribution
Stakeholders
Corporate Social Responsibility
Financial value
……
Social value
……
Profit making
Value creation
Business activities
Enduring corporate 
management
Provision 
of value
Expectations 
& requests
Management Philosophy
As a leading energy company with focus on its natural gas businesses, the Tokyo Gas Group shall actively 
contribute to create a pleasant lifestyle and environmentally friendly society, maintain and enhance its trust 
from our customers, shareholders, and society.
Corporate Action Philosophy
1.	We will continue to grow while maintaining awareness of our company’s public mission and social respon-
sibilities.
2.	We will provide quality products and services, and always endeavor to improve customer satisfaction.
3.	We will hold ourselves to high ethical standards, and fairly and transparently conduct corporate activities 
while observing both the letter and the spirit of related laws and ordinances.
4.	We will contribute to alleviating global environmental problems as a leader in environmental management.
5.	We will remain keenly aware of our obligations to be a good corporate citizen and work towards the better-
ment of society by contributing to community activities.
6.	We will pursue continual innovation to promote a cost effective business approach that is both flexible and 
resilient.
7.	We will aspire to build organizations that are based upon the full exercise of and respect for the talents, 
desires, and creativity of each and every employee.
Sustainability Promotion System
The Tokyo Gas Group considers the promotion of sustainability to 
be an integral element of its business operations. We thus strive to 
expeditiously make the right decisions and efficiently carry out our 
operations with respect to sustainability. To facilitate this process, 
deliberations on specific issues are conducted by a committee 
that supports rational decision-making by Corporate Executive 
Officers. Also, directors request status reports as needed regard-
ing the execution of operations in line with Board of Directors 
decisions, and, if necessary, discuss those matters. We have also 
established the Sustainability Committee as a council that deliber-
ates on issues related to the promotion of sustainability. This 
committee is chaired by the President and reports on important 
matters to the Board of Directors.
■ Sustainability Promotion System
Board of Directors
Representative Corporate Executive Officer, 
President and CEO
Sustainability 
Committee
Chair President
Committee supporting 
rational decision-making 
by Corporate Executive 
Officers
Tokyo Gas business departments
Subsidiaries
(as of June 29, 2021)
Management Philosophy
Corporate Action Philosophy
Management Vision Compass 2030
FY2020-2022 Medium-term 
Management Plan
Missions of each business department
Daily business activities of individual employees
Promotion of 
Sustainability
Management
While always remaining attuned to changing public expectations and demands, Tokyo Gas specifies materialities in line with 
the business direction, set targets concerning materialities, and implement initiatives through its business activities. More-
over, we contribute to the achievement of a sustainable society by disclosing information regarding the content and progress 
of these initiatives and by gathering opinions from wide-ranging stakeholders and reflecting these in our business activities.
Participation in External Initiatives
UN Global Compact
The UN Global Compact comprises ten principles to be observed by enterprises and organiza-
tions in the four fields of human rights, labor, environment, and anti-corruption. Tokyo Gas 
announced its support of the UN Global Compact in March 2016 as a responsible member of 
international community promoting sustainability from a global perspective. 
 The Ten Principles of the UN Global Compact  
Web
■ PDCA Cycle
Contribute to the Achievement 
of a Sustainable Society
Public Expectations and Demands
●Specify materialities
●Set targets concerning materialities
Plan
●Conduct initiatives through business activities
●Identify stakeholder demands
Do
●Track the progress of initiatives
●Analyze assessments from stakeholders
Check
●Identify issues and address them 
in the plan for the next FY
Action
Realization of 
Compass 2030
 Materialities
The Tokyo Gas Group’s Sustainability
Approach to Promoting Sustainability
The Tokyo Gas Group contributes to the achievement of a sustainable society by creating social and financial value from the 
solution of social issues through its business activities, and by engaging in enduring corporate management.
In promoting sustainability, we identify materialities (key sustainability issues) based on the Global Reporting Initia-
tive Standards, which are global standards for sustainability reporting, and the ISO 26000 international social 
responsibility standards.

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Tokyo Gas Group Sustainability Report  2021
Sustainability
Sustainable Development Goals (SDGs)
The Sustainable Development Goals (SDGs) are 17 international goals toward 
achieving a sustainable world by 2030. They were presented in “Transforming Our 
World: The 2030 Agenda for Sustainable Development,” which was adopted at 
the September 2015 UN Summit. The Tokyo Gas Group contributes to the 
achievement of the SDGs by seeking to resolve social problems through its busi-
ness activities.
Task Force on Climate-related Financial Disclosures (TCFD)
Climate-related risks and opportunities could significantly affect many companies’ 
financial positions and destabilize financial conditions. In order to reduce such 
risk, in response to the request from the G20, the Financial Stability Board (FSB) 
established the Task Force on Climate-related Financial Disclosure (TCFD) in 
December 2015 and the TCFD released its recommendations in June 2017. We 
regard the TCFD as an effective framework for promoting information disclosure 
and dialogue with stakeholders on climate-related issues. We therefore signed the 
statement of support for the TCFD in May 2019. We have been disclosing infor-
mation in line with the TCFD since FY2020, and will continue appropriately 
disclosing information regarding the impacts of climate change on our Group 
business activities, and our efforts to deal with those impacts.
Education and Awareness-raising
The Tokyo Gas Group disseminates information on sustainability via various training programs, our intranet, Group 
newsletters and internal social media tools, and other channels in order to raise employees’ awareness of how they can 
contribute to the achievement of a sustainable society through their daily work.
We also deepen understanding of the SDGs among employees through SDGs-focused training and a video.
■ Training Programs in FY2020
Training
Participants
Reach
Training by job level
At hiring, third year, and promotions to managerial positions
1,322 participants
Training by workplace
Workplaces that request training
5 sessions
Specifying Materialities
The Tokyo Gas Group specifies key sustainability issues as materialities. We enhance our activities and initiatives by 
setting targets and assessing performance for each materiality.
Process for Specifying Materialities
● STEP 1 Sort social issues
•	Comprehensively identify issues to be examined referring to GRI standards, ISO 26000 and other representative interna-
tional guidelines concerning the social responsibility of organizations, as well as the SDGs and criteria used by 
institutions that assess ESG.
● STEP 2 Prioritize
•	Assess and prioritize each issue on the two axes of stakeholder expectations and social impact of the organization and 
business.
•	Specify the important issues that the Tokyo Gas Group should address on a priority basis through in-house consultations.
● STEP 3 Confirm validity and decide
•	Have experts assess the validity of the identified important issues, and specify these as materialities. Decide these with 
the confirmation of the sustainability promotion body.
•	Set targets for the specified materialities through consultations with the related divisions.
● STEP 4 Review
•	Conduct activity assessments on the materialities based on the targets and outcomes, and disclose these in the Sus-
tainability Report.
•	Conduct a review considering the results of internal and external questionnaires, the opinions of outside experts, the 
SDGs and other international targets and guidelines, as well as the criteria used by institutions that assess ESG. Use 
these for revision of materialities and targets, incorporation into business, and improvement of reporting content.
Materialities
 TCFD: The Tokyo Gas Group’s climate-related initiatives 
   (Integrated Report P.34)  
Web
 Contribution to Achieving the SDGs

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Tokyo Gas Group Sustainability Report  2021
Sustainability
FY2020-2022 Materialities
In FY2019, the Tokyo Gas Group identified new materialities based on changes in public expectations and demands, 
as well as the formulation of our management vision Compass 2030.
We have organized the materialities into three categories. The pillar is “Leadership in the effort to achieve Net-Zero 
CO2 and continuing to create customer value while ensuring stable supply and energy access as a leading company 
dealing in natural gas.” The other two are “Sound relationships with society,” which supports that pillar, and “Actions 
as a responsible company,” which is the foundation of our business activities.
Materiality
Reasons for Specification
Scope of Impact
Internal
External
Leadership in 
the effort to 
achieve 
Net-Zero CO2 
as a leading 
company 
dealing in 
natural gas
Climate change
Corresponds to Compass 2030 Challenge 1 “Leadership in 
the effort to achieve net-zero CO2”
〇
〇
Access to energy
Corresponds to Compass 2030 Action 4 “Enhanced resilience 
functions through the use of natural gas” and Action 5 
“overseas expansion”
〇
〇
Safety and disaster 
preparedness
Corresponds to Compass 2030 Action 4 “Enhanced resilience 
functions through the use of natural gas”
〇
〇
Creation of customer value
Corresponds to Compass 2030 Challenge 2 “Establishment of 
a value co-creation ecosystem” and Challenge 3 “Transforma-
tion of the LNG value chain”
〇
〇
Sound 
relationships 
with society
Resource efficiency and 
recycling society
Corresponds to Compass 2030 Challenge 1 “Leadership in 
the effort to achieve net-zero CO2” and Challenge 2 “Estab-
lishment of a value co-creation ecosystem”
〇
〇
Establishment of relationships 
with communities
Corresponds to Compass 2030 Challenge 2 “Establishment of 
a value co-creation ecosystem”
〇
〇
Diversity
Corresponds to Compass 2030 “Engagement with current 
and future colleagues”
〇
〇
Satisfaction through work 
and labor productivity
Corresponds to Compass 2030 “Engagement with current 
and future colleagues”
〇
Actions as a 
responsible 
company
Supply chain management
Corresponds to Our Code of Conduct “3. We will deal with 
customers, business partners, shareholders, and all our 
stakeholders sincerely and equitably”
〇
〇
Information security
Corresponds to Our Code of Conduct “7. We will handle 
information appropriately”
〇
〇
Governance and compliance
Corresponds to all items in Our Code of Conduct
〇
■ Reasons for Specification of Materialities, and Scope of Impact
Opinions from experts
I think it is really important to directly connect materialities with the bold efforts 
toward net-zero CO2 emissions set forth in the management vision Compass 2030, 
and to make it really clear what the important issues are. The role of the Tokyo Gas 
Group is to lead the transition to net-zero CO2 while maintaining the stable supply of 
energy and resilient social infrastructure. In that sense, I think the specification of the 
materialities this time was right on the mark. Going forward, I expect the Tokyo Gas 
Group to show itself as a company working toward the target of limiting average 
temperature rise to 1.5°C and to reveal how it will participate in the reform of Japan’s 
energy society.
Peter David Pedersen
Representative Director 
NELIS
(Next Leader’s Initiative for Sustainability)
Categorization
・	Climate change
・	Resource efficiency  
and recycling society
・	Access to energy
・	Safety and disaster 
preparedness
・	Supply chain management
・	Information security
・	Governance and compliance
・	Creation of customer value
・	Establishment of relationships 
with communities
・	Diversity
・	Satisfaction through work and 
labor productivity
・	Emissions, water 
discharge, and treatment 
of waste
・	Biodiversity
・	Response to water risks
・	Occupational safety and 
health
・	Development of good 
labor-management relations
・	Appropriate information 
disclosure
・	Proper management of 
intellectual property
・	Appropriate involvement 
in public policy
・	Economic performance
Recognized issues
High
High
Stakeholder expectations
Social impact of organization and business
Important issues
■ FY2020–2022 Materialities
Tokyo Gas Group’s Materialities
Leadership in the effort to achieve Net-Zero CO2 
as a leading company dealing in natural gas
Sound relationships with society
Actions as a responsible company
● Climate change 	
● Access to energy
● Safety and disaster preparedness	
● Creation of customer value
● Resource efficiency and recycling society
● Establishment of relationships with communities
● Diversity       ● Satisfaction through work and labor productivity
● Supply chain management 	
● Information security
● Governance and compliance

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Materiality Topics
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Tokyo Gas Group Sustainability Report  2021
Sustainability
The Tokyo Gas Group’s approach to promoting sustainability is to contribute to the achievement of a sustainable soci-
ety by creating social and financial value from the solution of social issues through our business activities, and by 
engaging in enduring corporate management. Through actions based on this approach, we seek to broadly contribute 
to the achievement of the SDGs through the Tokyo Gas Group’s business activities. The Tokyo Gas Group will contrib-
ute further to the realization of the SDGs by creating business opportunities originating from social issues.
Contribution to Achieving the SDGs
 Video “Tokyo Gas Group and SDGs”  
Web
Contribution to SDGs via Initiatives for Materialities
Leadership in the effort to achieve Net-Zero CO2 as a leading company dealing in natural gas
Materiality
Targets concerning materiality (FY2022)
FY2020 Major Outcomes
Contribution to CO2 emissions reductions 
through solutions combining renewable energies 
with natural gas: contribution to CO2 emissions 
reductions of 6.5 million tons*1
·	Contribution to CO2 reduction: 6.68 million tons
Climate 
change
Challenge 
of 
achieving 
net-zero 
CO2 
emissions
CO2 emissions reduction through 
expanding renewable energy transaction 
volume: renewable power source 
transaction volume of 2 million kW
·	Renewable power source transaction volume: 1.383 
million kW
Contribution to CO2 emissions reductions 
through development of LNG infrastructure 
business overseas
·	Signed joint cooperation agreement with First Gen to 
pursue construction and operation of a floating LNG 
Terminal in the Philippines
·	Acquired stake in gas distribution company in Indonesia
Contribution to CO2 emissions reductions 
through economized environmental value
·	Took actions to supply carbon-neutral LNG and city gas, 
including establishment of the Carbon Neutral LNG 
Buyers Alliance
·	Began handling effective renewable energy electricity 
using FIT non-fossil fuel energy certificates 
Promotion of technology innovation 
contributing to decarbonization
·	Began manufacturing the world’s first CO2-absorbing 
concrete that uses exhaust gas emitted during the use of 
city gas devices
·	Conducted hydrogen demonstration experiment using 
megawatt-class water electrolyzer
·	Verification test for methanation, a city gas decarboniza-
tion technology
Contributions 
to national 
efforts to 
conserve 
energy and 
reduce CO2 
emissions
Streamlining of energy 
use in business activities
·	Electricity demand leveling rating intensity  
(5-year average rate of change): 99.8%
·	Achieved indices (A, B) as electricity supplier (power plants)
Procurement of high-
efficiency power sources 
as electricity retailer
·	Percentage from non-fossil-fuel power sources: 16.87%
Number of serious supply disruptions: maintain at 0 cases
·	Number of serious supply disruptions: 0 cases
Access to 
energy
Natural gas transaction volume: 17 million tons
·	Natural gas transaction volume: 18.2 million tons
Percentage of main and branch gas pipelines with 
improved earthquake resistance: 89.3%
·	Main/branch gas pipelines with improved earthquake 
resistance: 88.8%
Safety and 
disaster 
preparedness
Supply Command Center emergency measures drills: 
maintain 100% participation rate
·	Supply Command Center emergency measures drills: 
100% participation rate
·	Establishment of Ekimachi Energy Create Co., Ltd. 
(promotion of use of diverse renewable energy sources, 
redundancy in electrical power systems, highly reliable 
power supply through actions such as introduction of gas 
cogeneration systems and backup generators, and urban 
development designed to support business continuity in 
disasters) and other actions
Creation of 
customer 
value
Promotion 
of value 
co-creation 
related to 
the 
environment
Continuously create customer value in line 
with the change and diversification of 
customer values
Number of customer accounts (total number of contracts 
for gas, electricity, and services): 14.8 million
·	Number of customer accounts (total number of 
contracts for gas, electricity, and services): 12.31 million
Targets and Outcomes
*1	Calculated using FY2013 as the baseline year.
* The relationships portrayed above are subject to revision as appropriate according to changes in the Tokyo Gas Group’s actions.
Leadership 
in the effort 
to achieve 
Net-Zero 
CO2 as a 
leading 
company 
dealing in 
natural gas
Climate change
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Access to energy
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Safety and disaster 
preparedness
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Creation of customer 
value
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Sound 
relationships 
with society
Resource efficiency 
and recycling society
●
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Establishment of 
relationships with 
communities
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Diversity
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Satisfaction through 
work and labor 
productivity
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Actions as a 
responsible 
company
Supply chain 
management
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Information security
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Governance and 
compliance
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■ Relationships between Materialities and SDGs

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Tokyo Gas Group Sustainability Report  2021
Sustainability
Sound relationships with society
Action as a responsible company
Materiality
Targets concerning materiality (FY2022)
FY2020 Major Outcomes
Resource 
efficiency 
and 
recycling 
society
Promotion 
of a 
resource-
efficient 
recycling 
society
Promotion of the conservation of 
biodiversity, collaborating with business 
partners in the electric power and LNG 
value chains
·	Management of ballast water during LNG transport
·	Reduction of ecosystem impact of gas pipeline laying by 
promoting the 3Rs for soil excavation (reduction of use 
of pit sand)
·	Biodiversity survey of Sodegaura LNG Terminal green 
areas, and greenification/conservation efforts at all four 
LNG terminals
·	ESG risk surveys that include assessment of biodiversity 
risks across the entire electricity/LNG value chain
Maintenance of industrial waste recycling 
ratio: 95% or more
·	Industrial waste recycling ratio: 98%
Limiting the volume of soil excavated 
during gas pipeline construction: 
Reduction of percentage of residual 
excavated soil carried away to no more 
than 16% (by FY2020)
·	Percentage of residual excavated soil carried away: 
15.5%
Recycling of plastic waste: Maintain 
polyethylene pipe recycling ratio of 100%
·	Polyethylene pipe recycling ratio: 100%
Water risk countermeasures (maintenance 
of water consumption volumes, BCP for 
disasters, etc.)
·	Timely tracking of actual water use (tap water, industrial 
water, etc.) versus planned quantity of use
·	Implementation of company-wide disaster training for 
storm/flood damage preparedness
Establish-
ment of 
relationships 
with 
communities
Sound 
relations 
with 
stakeholders 
regarding 
the 
environment
Promoting transmission of information and 
education concerning the environment, 
and social contribution activities
·	Participation in environmental events hosted by local 
governments; spotlighting of Tokyo Gas Group efforts by 
projecting information via workshops, tours, and our 
museums and website; proposal of energy-saving 
lifestyle solutions*1
·	Implementation of environmental and social contribution 
activities through community cleanups at operating sites, 
Mori Sato Umi Tsunagu (Connecting Forests, Villages 
and Ocean) Project activities, etc.*1
·	Cultivation of environmental-mindedness through initiatives 
such as environmental training for employees (e.g., 
seminars on environmental laws/regulations) and awards 
honoring efforts to advance environmental activities
Reinforcement of engagement through the 
strategic disclosure of ESG information
·	Disclosure of the Group’s ESG activities and their 
outcomes in our Integrated Report, Sustainability Report, 
Corporate Governance Report, and Securities Report
·	Ongoing information disclosure in line with TCFD 
recommendations
·	Responding to various ESG surveys and communicating 
with the rating institutions
·	Hosting of media seminars on our technological 
development-related efforts to achieve Net-Zero CO2
Continuous implementation of social contribution and 
volunteer activities
·	Social contribution activities: 213 activities
·	Donations provided through redemption of my 
TOKYOGAS Paccho Points: ¥17,372,420 donated to 
five projects (5,626,100 points redeemed in 16,992 
transactions)
Continuous implementation of activities to support school 
education
·	Classes taught by Tokyo Gas employees: 291 classes, 
attended by 8,713 participants (including online classes)
·	Teacher training: 3 sessions, attended by 73 participants
Materiality
Targets concerning materiality (FY2022)
FY2020 Major Outcomes
Supply chain 
manage-
ment
Promotion of supply chain management
·	CSR survey of suppliers: 505 suppliers surveyed, 
responses received from 90.7%
·	Supplier survey ascertained whether policy governing 
the supply chain was in place, among other findings
·	Issuance of “Declaration of Partnership Building”
Information 
security
Promotion of information security initiatives
·	Implementation of information security training and 
voluntary inspections
·	Promotion of measures for strengthening supply chain 
security
Governance 
and 
compliance
Enhancement and reinforcement of corporate governance
·	Announcement of conversion to a company with a 
nominating committee, etc.
Promotion of compliance
·	Implementation of level-specific compliance training: 
1,322 participants
·	Workplace discussions of compliance topics: 21,966 
participants
·	Service provided by compliance consultation desks: 92 
consultations
·	Conducting of compliance awareness survey
·	Informing employees about revisions to laws and 
regulations
Materiality
Targets concerning materiality (FY2022)
FY2020 Major Outcomes
Diversity
Promotion of the activities of diverse personnel
·	Ratio of women in management: Tokyo Gas Co., Ltd., 
9.2%; consolidated, 9.7% (as of April 1, 2021)
·	Ratio of employees with disabilities: 2.54% (as of June 1, 
2021; Tokyo Gas Co., Ltd.)
·	Diversity & Inclusion 2020 attendance: 3,150 participants
·	Formulation of new action plan for promoting female 
employee empowerment
Satisfaction 
through 
work and 
labor 
productivity
Promotion of systems and work environments leading to 
job satisfaction
·	Improvement of quality of management and communica-
tion for telework
·	Enhancement of programs supporting flexible work 
styles: Introduction of hour-based annual paid leave, 
expansion of flextime hours
·	Implementation of initiatives for energizing talent 
recruitment and internal mobility programs
Promotion of initiatives toward boosting labor productivity
·	Promotion of business process re-engineering
*1	Thorough COVID-19 safety measures were implemented for these projects.

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
9
Tokyo Gas Group Sustainability Report  2021
Materiality Topics
■ Examples of adoption of carbon-neutral city gas
October 2019
Marunouchi Building and Otemachi Park Building began using 
carbon-neutral city gas
October 2020
Hotel New Otani in Tokyo switched its cogeneration system’s 
fuel source from normal city gas to carbon-neutral city gas
February 2021
Tamagawa Academy & University switched to carbon-neutral 
city gas for all its on-campus city gas needs
March 2021
Lumine Omiya began using carbon-neutral city gas
April 2021
Yakult Honsha switched to carbon-neutral city gas for all city 
gas supplied to its Yakult Central Institute
CO2 emitted in the LNG value chain
CO2 absorbed by forest conservation, reforestation, etc. 
Net-zero emissions
CNL deemed carbon neutral on 
a global scale
CNL Buyers Alliance
Topic❷	Expanding the use of renewable power sources   Climate change
The Tokyo Gas Group is leading the way toward Net-Zero CO2 by intro-
ducing and expanding the use of renewable power sources globally 
through the acquisition of those sources and technologies supporting 
them. Our goal is to achieve a renewable power source transaction 
volume of 5 million kW worldwide in 2030 (including procurements).
We acquired the Aktina Solar Project (630,000 kW) in Texas, USA, 
in FY2020, and are leading the project from construction to commercial 
operation. In Japan, we have acquired Fushiki Manyofuto Biomass 
Power Plant (approx. 51,000 kW) and Ichihara Yawatafuto Biomass 
Power Plant (approx. 75,000 kW). Our renewable power source trans-
action volume has increased to 1.383 million kW as of March 2021.
In addition, we have invested in Principle Power, Inc., which has 
developed and owns WindFloat® technology, a floating foundation 
system for offshore wind power plants. This was because we recognize 
the strong potential offered by floating offshore wind power plants, 
which can be established in deep waters and thus are feasible for 
placement in Japan’s coastal waters, which lack extensive shallow 
areas. As WindFloat® offers excellent floating stability, we will leverage 
this technology to advance the development of floating offshore wind 
power in waters off Japan and other countries.
In December 2020, we issued our first-ever green bonds for fund-
ing renewable energy projects. A portion of the funds raised from these 
bonds will be directed to the Aktina Solar Project and certain other 
projects.
Floating foundation system for offshore wind power plants 
(Photo courtesy of Principle Power. Artist: DOCK90)
Fushiki Manyofuto Biomass Power Plant
Social Impacts
◦ Our introduction of renewable power sources contributes to the mitigation of 
	 climate change.
◦ Our acquisition of renewable energy-related technologies contributes to promotion of clean energy.
Aktina solar power plant
Leadership in the effort to achieve Net-Zero CO2 as a leading 
company dealing in natural gas
Topic❶	Expanding the Use of Carbon-neutral LNG   Climate change
Natural gas has the lowest CO2 emissions among all fossil fuels. The Tokyo Gas Group has contributed to the reduc-
tion of CO2 emissions by converting customers’ fuel sources to city gas made from natural gas and by promoting 
sophisticated usage of natural gas. Also, in FY2019 we became the first company in Japan to start supplying car-
bon-neutral city gas made from carbon-neutral LNG (CNL) sourced from the Shell Group.
CNL is LNG for which the greenhouse gases emitted in the processes from natural gas exploration to combustion 
have been offset by carbon credits (carbon offsets) gained from environmental protection projects carried out in emerg-
ing countries and elsewhere. As a result, this gas is globally considered to be carbon neutral, even if combusted. 
Moreover, the environmental protection projects also help to add jobs to the local economy and conserve biodiversity, 
among other benefits.
In March 2021, we formed the CNL Buyers Alliance with 14 partner enterprises. This consortium is taking action to 
broadly raise public awareness of CNL, improve the evaluation of CNL by institutional investors, and establish CNL’s 
positioning within various systems in Japan. By offering new solutions like this, we endeavor to achieve Net-Zero CO2 
together with our customers. 
Social Impacts
◦ Reduction of CO2 emissions through effective use of natural gas 
	 helps to mitigate climate change.
◦ Environmental protection projects contribute to local job creation and the protection of 
	 biodiversity and ecosystems.

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
10
Tokyo Gas Group Sustainability Report  2021
Materiality Topics
Topic❸ Expanding Smart Energy Networks    
	
Climate change / Safety & disaster preparedness
Smart energy networks are systems for networking a community’s heat and electricity supply (provided mainly from 
gas cogeneration systems*1) and for better managing those energy sources through the use of ICT. The Tokyo Gas 
Group is establishing and expanding smart energy networks as part of its commitment toward achieving Net-Zero CO2 
emissions and enhancing resilience functions through the use of natural gas.
In April 2020, we established Ekimachi Energy Create Co., Ltd. with the JR East Group to carry out energy supply 
and management for the Shinagawa Development Project. This project has realized highly reliable power supply and 
support for business continuity in disasters through the use of diverse forms of renewable energy—including photovol-
taic, wind, sewage heat, geothermal, and solar heat—as well as the addition of redundancy to electrical systems, and 
the deployment of cogeneration systems and backup generators. 
Moreover, in July 2020, a smart energy network in the Northern District Adjacent to the East Exit of Tamachi Sta-
tion was completed by the completion of msb Tamachi Station Tower N, the completion of energy coordination 
between Block I Smart energy Center and Block II Smart energy Center, and the enhancement of energy-saving facili-
ties. This has realized the optimal supply of power and heat for the entire area while saving energy and reducing CO2 
emissions. Also, the area’s disaster resiliency is now stronger since either Smart Energy Center can provide backup in 
the event that one experiences a failure.
*1	Gas cogeneration systems are distributed energy systems that generate electricity using high-efficiency engines, turbines, and fuel cells fueled by 
clean-burning natural gas, and produce steam or hot water by using waste heat recovered from the generation process. The electricity and steam/hot 
water are supplied to the local area. 
Topic❹	Monitoring Services   Creation of customer value
Over the years, the Tokyo Gas Group has contributed to the realization 
of safe and reassuring living environments by stably supplying energy 
and ensuring the safety of gas equipment and appliances. In recent 
years, we have also endeavored to support safe and reassuring living 
for Japan’s rapidly aging society by enhancing our monitoring services 
designed to provide peace of mind to families with an elderly member 
living alone.
Our Residential Monitoring Services help users to check up on the 
safety of an elderly family member living alone via their smartphones. 
Sensors at the elderly person’s home detect whether the refrigerator, 
lavatory, and other doors are opened/closed, and notifications are sent 
to the user’s smartphone. Also, Mamo-Room for Supporting Rental 
Property Management, a new service launched in April 2021, safeguards 
elderly people living alone by sending email notifications to up to five 
accounts of family members or caregivers whenever a door in the resi-
dence has remained open or closed for a certain amount of time.
Moreover, we began offering the senior care support service Life 
Rhythm Navi + Home with EcoNaviSta Co., Ltd. in February 2021. 
Using technologies developed by EcoNaviSta, this service analyzes 
metrics collected via contactless mat sensors, room temperature sen-
sors, and other devices installed at an elderly family member’s home, 
and sends the information to a special app on the user’s mobile device. 
The user can use the app to track the family member’s sleep and life-
style patterns, and to remotely operate the air conditioning at the home. 
Using daily sleeping habits as a barometer, this service enables moni-
toring of seniors’ quality of sleep and lifestyle rhythm at any time, 
without imposing physical or emotional stress on them. It thus supports 
care for them in a way that helps both the user and the senior to notice 
changes in the latter’s routines. It was made possible by merging 
EcoNaviSta’s know-how, data, and analytical technologies with the 
home and lifestyle expertise that we have cultivated for years. 
Shinagawa Development Project (Image courtesy of East Japan Railway Co.)
Example of Life Rhythm Navi + Home app screen
I think 
I’ll make 
dinner.
Transmitter
Let’s see...
nothing out of
the ordinary 
today.
Elderly
parent
living
alone
Monitoring
family
member
Example of usage of Residential Monitoring Services
Tamachi Smart Energy Project area layout
New Urban Zone
Life Zone
Solar heat
Solar heat
Solar light, Wind power
Pullman 
Tokyo 
Tamachi
Tamachi 
Station 
Tower N
Tamachi 
Station 
Tower S
SENEMS®
Minato Park 
Shibaura
CGS
CGS
Inter-center coordination
Inter-center coordination
Shibaura 
Nursery School
Aiiku 
Hospital 
Block II Smart Energy Center
Underground 
tunnel water
Block I Smart Energy Center
Heat
Electricity
Information
Social Impacts
◦ Digital technologies and communication infrastructure are used to help 
	 ensure healthy lives for people.
◦ The mutual sharing of expertise with a business partner helps ensure healthy lives for people.
Social Impacts
◦ Reduction of CO2 emissions through effective use of natural gas helps 
	 to mitigate climate change.
◦ Local energy production for local consumption and the use of distributed energy systems 
	 contribute to the realization of sustainable cities.

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
11
Tokyo Gas Group Sustainability Report  2021
Materiality Topics
Topic❷ Contributing to Local Communities during the Coronavirus Pandemic   
	
Establishment of relationships with communities
The Tokyo Gas Group seeks to maintain its position as a trusted 
provider of essential services that delivers safety and peace of mind 
to all stakeholders, including in any time of emergency. To do so, 
we must fulfill not only our public mission as an energy company, 
but also our social responsibilities as a corporate citizen.
As part of this commitment, we have supported the Japan 
Platform (JPF), a nonprofit aid organization that has been providing 
emergency assistance for responding to COVID-19. On May 27, 
2020, we designated JPF as an eligible beneficiary for our Paccho points donation program, through which customers 
can have the reward points earned on their gas and electricity bill payments converted into monetary donations to a 
designated organization. In the time from then until March 31, 2021, we received 7,903 customer requests to exchange 
their points (a total of 2,703,400) for donations to JPF. We donated a sum of 3,203,400 yen (the converted points, plus 
our own contribution) to the nonprofit. The money will help fund activities in Japan that support healthcare profession-
als, seniors, people with disability, and children, among others.
In addition, the social contribution shopping site “junijuni sponsored by TOKYO GAS”*1 supported a food assis-
tance project launched by the Kawasaki Rotary Club to help feed children whose access to food has been impaired by 
pandemic. The food assistance was originally handled by Kawasaki Ward in Kawasaki City and the Kawasaki Ward 
Council of Social Welfare. To address the challenge of maintaining a stable supply of food for children, a framework 
was established whereby the Kawasaki Rotary Club, of which our Kawasaki branch office is a member, purchases food 
from junijuni at low prices and regularly supplies it to children in need.
*1	junijuni sponsored by TOKYO GAS contributes to the reduction of food waste as a shopping site that inexpensively sells food that is perfectly edible but 
formerly would have been disposed of for reasons such as approaching best-before dates or aged packaging. 
Manufacturers
Tajima Family 
Support Center
Children aided by the support center
Kawasaki Ward Ofﬁce
Daishi Branch Ofﬁce
Tajima Branch Ofﬁce
Food assistance
Purchase 
of 
inventory
Delivery
*Sent directly 
from junijuni
Children 
needing 
assistance
junijuni
Kawasaki Rotary Club
■ Use of work-childcare balance support programs
(FY)
(FY)
7.6
8.0
8.7
8.9
9.7
9.2
2018
2019
2020
2021
2018
2019
2020
Consolidated
Tokyo Gas Co., Ltd.
Men
Women
0
20
40
60
80
6
7
8
9
10
(%)
(%)
100
11
89.5
81.7
92.4
100
100
100
■ Ratio of women in management
Sound Relationships with Society
Topic❶	Formulating a New Action Plan for Empowering Women   Diversity
In order for us to satisfy our diversifying customers, employees must excel by making the greatest possible use of their 
knowledge, abilities, and experience, and manifesting teamwork. Accordingly, we strive to promote diversity and inclu-
sion in the workplace, starting with actions for advancing the empowerment of our female employees. Our efforts in 
this regard have already achieved strides forward, including a steady increase in the ratio of women in management. 
In FY2020, we formulated a new action plan for further advancing women’s empowerment, based on not only 
analysis of data such as the degree to which women use support programs, but also interviews with female employ-
ees. The issues identified were sorted into two challenges: the insufficiency of personal growth opportunities, and 
the difficulty of managing work-life balance. We then defined specific actions and indicators for tackling each chal-
lenge. To address the deficiency of growth opportunities, we laid out three actions: (1) creating opportunities for 
women to utilize their talents, (2) supporting career development, and (3) providing information on diverse role 
models. As the indicator for gauging our progress in this area, we set the goal of increasing the ratio of women in 
management positions to 11% or higher by FY2025. With regard to the difficulty of work-life balancing, we specified 
two actions: (1) promoting flexible work styles, and (2) supporting the balancing of work with parenting and other 
family responsibilities. The indicator for success here is to achieve 100% use of work-childcare balance support pro-
grams by both male and female employees.
By steadily advancing these actions while sharing best practices and coordinating efforts across the Tokyo Gas 
Group, we will endeavor to evolve as an employer that provides women of every age with greater choice, excellent role 
models, and the ability to autonomously grow and perform in their own way. 
Social Impacts
◦ Support for healthcare professionals helps ensure healthy lives for people.
◦ The partnership with civil society contributes to stable food supply to the vulnerable. 
Social Impacts
◦ Ensuring women’s participation and equal opportunities for leadership in 
	 economic activity contributes to gender equality. 
◦ Enhancement of programs that support childcare and other family responsibilities contributes 
	 to employment that is productive and decent.

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
12
Tokyo Gas Group Sustainability Report  2021
Materiality Topics
Topic❶	Corporate Governance Reforms   Governance and compliance
In June 2021, Tokyo Gas became the first*1 general gas pipe-
line service provider in Japan’s city gas industry to transition 
to a company with a nominating committee, etc.
Over the years, we have endeavored to enhance and 
strengthen our corporate governance through diverse actions, 
including adopting an executive officer system, reducing the 
number of directors, establishing an Advisory Committee for 
deliberation on matters such as the officer remuneration 
system, and formulating our basic policy on corporate gover-
nance.
Our transition to a company with a nominating commit-
tee, etc. represents the latest major step forward in the 
bolstering of our corporate governance. This transformation is 
intended to empower our management to tackle challenges 
and drive innovation for addressing the unprecedented 
changes occurring in our Group’s business environment. Spe-
cifically, it aims to strengthen the Board of Directors’ 
supervisory functions and our executives’ ability to agilely 
make the right decisions, vis-à-vis the changing business 
landscape and the further expansion of our businesses.
*1 According to internal research.
There are nine directors. Six are outside directors, and three are women. The Nominat-
ing Committee, Auditing Committee, and Remuneration Committee are each formed of 
a majority of outside directors and chaired by an outside director.
● Nominating Committee
The Nominating Committee makes decisions on proposals to the Shareholders Meeting 
concerning appointments and dismissal of directors and on proposals to the Board of 
Directors concerning corporate executive officers, among other matters.
● Audit Committee
The Audit Committee audits the execution of duties by directors and Corporate Executive 
Officers, determines audit reports, and also determines agenda items concerning appoint-
ment, dismissal, or refusal of reappointment of independent auditors, among other matters.
● Compensation Committee
The Compensation Committee sets policy related to remuneration of directors and corpo-
rate executive officers, and makes decisions on remuneration of each director and each 
corporate executive officer, according to the policy, among other activities.
History of Tokyo Gas in enhancing
corporate governance
2002
2005
2016
2017
2021
• Adopted an executive ofﬁcer system and 
 reduced the number of directors
• Started appointment of outside directors
• Established an advisory committee (to establish 
 ad hoc committees concerning nomination and 
 compensation, and to improve transparency)
• Established the Basic Policy on Corporate 
 Governance
• Started the evaluation of effectiveness of the 
 Board of Directors
• Made a transition to a Company with a Nominating 
 Committee, etc. (Established Nominating, 
 Compensation, and Audit Committees with a 
 majority being outside directors)
• Revised the the Regulations of the Board of 
 Directors (Orientation toward a monitoring model)
Chair
Outside 
director
Inside 
director
* Each committee is chaired by an 
 outside director and formed of a 
 majority of outside directors.
Chair
Chair
Structure of a Company with
an Audit & Supervisory Board
Shareholders Meeting
Board of Directors
Audit
Before
transition
Structure of a Company with a
Nominating Committee, etc.
After
transition
Audit & 
Supervisory 
Board
Outside Audit &
Supervisory Board
Members
Standing Audit &
Supervisory Board
Members
Representative Corporate
Executive Ofﬁcers
Corporate Executive
Ofﬁcer
Business execution
Board of Directors
Outside Directors
Representative
Directors
Directors
Business
execution
Determine and
supervise business
execution
*Majority of members of each committee are  Outside Directors
Nominating 
Committee*
Determination of
proposal for 
election of
Directors, etc.
Audit 
Committee*
Audit of execution of
duties by Directors and
Corporate Executive
Ofﬁcers, etc.
Compensation
Committee*
Determination of
remuneration for 
Directors and 
Corporate Executive
Ofﬁcers, etc.
Appointment/
dismissal
of Audit & 
Supervisory
Board Members
Appointment /
dismissal of 
Directors
Appointment/dismissal of
Corporate Executive Ofﬁcer
Supervise business
execution
Appointment / 
dismissal of Directors
Shareholders Meeting
Actions as a Responsible Company
Social Impacts
◦ Our transition to a company with a nominating committee, etc. helps us to build 
	 effective and accountable institutions.

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
13
Tokyo Gas Group Sustainability Report  2021
Environment
● Environmental Policies
(4) Cultivate sound stakeholder relationships regarding the 
 
environment
(3) Develop a resource-eﬃcient recycling society
(2) Promote environmental value co-creation
(1) Strive toward Net-Zero CO2 emissions
Philosophy
The Tokyo Gas Group will promote more sustainable ways of energy use to 
contribute to the protection of regional and global environments as well as to the 
sustainable development of society.
Policies
1. Reduction of the Environmental Impact of Customers’ Energy Use
2. Reduction of the Total Environmental Impact of Tokyo Gas’s Business Operations
3. Strengthening of Environmental Partnerships with Local and International Communities
4. Promotion of Green Technology R&D Programs
5. Biodiversity Conservation and Sustainable Use
6. Compliance with Environmental Law and Fulfillment of Social Responsibilities
Management Philosophy
Corporate Action Philosophy
Environmental Policies
Environmental Goals
Environmental Management System (EMS)
● Environmental Goals
 FY2020-2022 Materialities
Environmental Management Promotion System
The Sustainability Committee and the Meeting of General Managers Responsible for Sustainability lead the Group’s 
environmental management by defining environmental goals, tracking progress toward them, and taking other actions.
Environmental Management System
Tokyo Gas has conducted environmental management under the leadership of top management since establishing its 
Group-wide environmental management system in 2005 based on ISO 14001. In FY2020, we evolved our system into 
TG-EMS, which further enhances efficiency, effectiveness, and continuity by building on our experience with ISO14001. 
Implementing PDCA cycles under the EMS makes our environmental protection activities both systematic and sub-
stantive, ensuring legal compliance and reduction of environmental impact.
To strengthen our Group’s environmental governance, we constructed the environmental management system 
described below and support the operation of environmental management systems at each Group company.
Environmental liaison meeting 
of Group companies
Group companies
Tokyo Gas departments
Meeting of General Managers 
Responsible for Sustainability
Sustainability Department
(EMS Secretariat)
Top Management
Report
Report
Report
Report
Report
Policy, plans
Instructions, contact
Report, consultation
Policy, plans
Monitoring, internal audits
Support, monitoring
Instruction
Cooperation
■ System Structure
Internal Audit, etc.
We conducted an internal audit in accordance with our plan for FY2020. In addition, the assessments of each depart-
ment’s activities verified that TG-EMS operated properly and effectively during FY2020.
Compliance with Environmental Laws
As in the previous year, the Group was not involved in any accidents that significantly impacted the environment nor 
was it cited for any violations of environmental laws or regulations in FY2020.
Environmental Management System
Management of Chemical Substances and Pollutants
The Tokyo Gas Group properly manages the chemical substances handled in its business operations in accordance 
with environmental laws and regulations.
Compliance with PRTR Act and Other Laws and Regulations
Our places of business that use Class I Designated Chemical Substances file the reports required by the PRTR Act and 
the Tokyo environment ordinance.*1
*1	PRTR Act: Act on Confirmation, etc. of Release Amounts of Specific Chemical Substances in the Environment and Promotion of Improvements to the 
Management Thereof; Tokyo environment ordinance: Environment Ordinance to Ensure Tokyo Citizens’ Health and Safety
Measures to Address Fluorocarbons
We identified Class I Specified Products (commercial air conditioners, refrigerators and freezers) and carried out the 
inspections and other procedures required by the Act on Rational Use and Appropriate Management of Fluorocarbons.
Also, we advanced the installation of electric chillers that use low GWP*1 fluorocarbons.
*1	GWP: Global warming potential, a rating that indicates the greenhouse effect of a substance as a factor of the greenhouse effect of CO2.
 Sustainability Promotion System
Environmental Management
Environmental Policies and Environmental Goals
The Tokyo Gas Group is working to promote environmental management throughout the Group in accordance with 
Environmental Policies formulated based on its Management Philosophy and Corporate Action Philosophy, and Envi-
ronmental Goals that set out challenges to be addressed and set quantitative targets.

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
14
Tokyo Gas Group Sustainability Report  2021
Environment
Anti-VOC Measures
We strive to reduce volatile organic compounds (VOCs), which are 
released during the painting of gas holders and other gas facilities, and 
have shifted to a painting method that achieves lower VOC emissions 
by utilizing a weaker paint solvent, among other measures.
PCB Waste Management
We properly store polychlorinated biphenyl (PCB)-containing hazardous waste and process it by the required deadlines 
in accordance with the Act on Special Measures concerning Promotion of Proper Treatment of PCB Wastes.
NOx and SOx Measures
The nitrogen oxides (NOx) and sulfur oxides (SOx) released by our business operations are managed in compliance 
with environmental laws and regulations. We also continuously strive to reduce their emissions through actions such as 
improvement of combustion processes.
Water Management
We rigorously measure the quantity of tap water, industrial water, and other water we use, and regularly monitor usage 
to ensure that water is not being wasted. 
Wastewater Pollutant Management
Our management of pollutants in wastewater released by our places of business includes chemical oxygen demand 
(COD)*1 testing and is carried out in compliance with environmental laws and regulations.
*1 Chemical oxygen demand (COD): A measure of the amount of oxygen required to chemically break down pollutants in wastewater. It is used as an indi-
cator of pollutant concentration.
Gas holder painting work
Education and Awareness-raising
Environmental Education for Group Employees
The Tokyo Gas Group’s system of environmental education for employees comprises: (1) training for new employees to 
learn about the environmental activities they should practice as soon as they start work, (2) Group-wide training for 
deepening the basic understanding of environmental issues as well as our Group’s environmental initiatives, and (3) 
EMS training to build the knowledge necessary for environmental management and enhance expertise as leaders and 
responsible staff at each workplace.
Additionally, we have offered a class for eco-cooking instructors to learn eco-friendly diets, and other practical 
programs that are helpful in reducing environmental impact and facilitating environmental communication.
We encourage employees to learn at their convenience through the corporate intranet about climate change-re-
lated issues and developments in and out of the company and considerations for handling waste.
Water and Wastewater Management
The water used in our business operations and the pollutants in wastewater are properly managed in accordance with 
environmental laws and regulations.
■ Main Environmental Education Programs in FY2020
Type
Period
Number of participants
EMS education
TG-EMS rollout briefings
June
134
Training for EMS promoters
July
66
Study group on environmental laws and regulations
January
326
Environmental Program Promotion Award System
This is an award system launched in FY1999 to honor workplaces and 
partner companies that have implemented initiatives that will serve as a 
model for the Tokyo Gas Group, such as reducing environmental 
impact, increasing brand value, and contributing to local communities. 
It also aims to raise environmental awareness within the Group by shar-
ing these good practices. In FY2020, we presented 19 awards, which 
consisted of 2 Eco-Friendly Business Promotion Awards, 3 Eco-Office 
Activity Awards, 7 Eco-Rookie Awards, 2 Smart Plastic Awards, and 3 
Environmental Goal Excellence Awards.
Award winners at the FY2020 presentation ceremony

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
15
Tokyo Gas Group Sustainability Report  2021
Environment
 Climate Change Actions
Environmental Risk Management
Basic Policy
All business offices of the Tokyo Gas Group operate environmental management systems under which they annually 
assess the environmental risks of all operations. We endeavor to improve high-risk operations by setting specific tar-
gets and also conduct employee training, including study groups on relevant laws and regulations, to mitigate risks by 
raising environmental awareness. In the event any violations of environmental laws occur, we seek to prevent any 
recurrence by sharing information and applying the learnings to similar operations across the Group.
As part of our crisis management system, we have formulated the Emergency Response Regulations to provide 
the foundation for rapid formation of an Emergency Response Organization whenever a major crisis occurs. In addition, 
we are further strengthening the system by conducting periodic training and formulating business continuity plans to 
address major risks.
Climate Change Mitigation and Adaptation Measures
The Tokyo Gas Group recognizes concerns that climate change may affect our business activities in the following ways 
and is responding appropriately.
Climate Change Countermeasures (Climate Change Mitigation)
To reduce greenhouse gas emissions, the Tokyo Gas Group has formulated Environmental Goals and is working to 
reduce energy use and CO2 emissions at city gas production facilities, power plants, district heating and cooling cen-
ters, and offices, as well as customer sites, which account for the largest share of CO2 emissions in the LNG value 
chain. Specifically, we are taking actions such as promoting switching to natural gas as a fuel source, developing and 
popularizing high energy utilization efficiency equipment and systems, expanding smart energy networks and other 
distributed energy systems, and spreading the use of renewable energy power sources.
Managing Water Risks
Recognizing water risks as a key management concern, we set water risk Environmental Goals, conduct water stress 
and risk studies, and address issues such as flooding and water management.
Water Stress/Risk Studies and Engagement
For the three years from FY2016 through FY2018, we combined the use of such international indicators as the WRI 
Aqueduct, WWF-DEG Water Risk Filter, and WWF-DEG Water Risk Filter (Map) to conduct comprehensive assess-
ments and analyses on current risks, such as water demand, flooding, public health, and biodiversity as well as future 
risks, including the impact of climate change and securing water resources. The results showed that there currently are 
no major water stress or risk issues at LNG supply source projects or the Group’s key operating centers in Japan and 
abroad.
In FY2019, we began using RepRisk to gauge the water risks and other ESG risks of our overseas projects. 
RepRisk is a database used by the Government Pension Investment Fund (GPIF) and other institutions to set ESG 
investment indices. This service employs AI to automatically collect ESG data on past projects, and expert analysts 
score the ESG risks. Through this service, we determined that there were no major water stress or risk issues in our 
overseas projects in FY2020. 
Going forward, we will continue addressing any risks that may be identified in the future through remedial actions 
driven by engagement with the risk-affected site.
As part of our supply chain engagement, we are also working to identify any potential risks at our domestic suppli-
ers by conducting a questionnaire that includes questions on their efforts to reduce water use.
Water-related Disaster Preparedness
To ensure stable energy supply, we have taken steps to protect production, supply, and other vital facilities from flood-
ing associated with climate change, such as localized torrential downpours and storm surges, as part of our overall 
actions against natural disasters and climate change.
Our efforts for protecting production facilities have included elevating electrical systems and other key equipment 
at our four LNG terminals in the Tokyo Bay area and on the coast of Ibaraki Prefecture. The equipment has been raised 
to a height greater than the predicted maximum tsunami height. Our operational preparedness actions include formula-
tion of a business continuity plan for preventing suspension of supply in water-related disasters, and implementation of 
measures for sustaining city gas production based on the plan. 
Our supply-related preparedness actions include subdividing areas with risk of liquefaction or tsunami damage 
into blocs to prevent damage from affecting a wide area.
Water Management and Planning for Reducing Water Use/Intake and Wastewater 
We are striving to use water resources sustainably by monitoring the volume of water use and conservation as well as 
appropriately managing wastewater.
Natural Disaster Response (Adaptation Measures)
Climate change-induced disasters, such as localized torrential downpours and storm surges, may damage city gas 
production facilities and delay or halt LNG transport. We have formulated disaster preparedness plans at production, 
supply and other facilities as well as business continuity plans to prepare for a major accident, large-scale power 
outage or outbreak of disease caused by a major typhoon. In addition, we believe that diversifying the suppliers of the 
LNG used to produce city gas will help minimize the risk of supply chain disruption when any single source is affected 
by a natural disaster.

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Materiality Topics
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Tokyo Gas Group Sustainability Report  2021
Environment
Advances in Water Resource Usage, Management, and Planning
In FY2020, we used a total of 4,422 thousand m3 of freshwater (tap water and industrial water) at LNG terminals where 
city gas is produced, district heating and cooling centers, power plants using LNG, offices, and other facilities in Japan, 
with no significant changes in the quantity used.
We are working to reduce process water consumption at LNG terminals, district heating and cooling centers and 
power plants through such means as optimizing boiler operation, reducing steam loss, and replacing chillers with more 
efficient electric turbo types. To reduce our use of tap water at offices and similar facilities, we are increasing our use 
of recycled water, installing water-saving toilets, and encouraging employees to conserve water. Regarding wastewa-
ter, we measure discharges and manage water quality through the use of indicators, such as pH, COD*1, and nitrogen 
and phosphorus concentrations, in accordance with national laws and regulations, local government ordinances, 
agreements and other rules.
We use seawater mainly at LNG terminals and power plants as a heat source and then return the entire amount to 
the sea.
*1	COD: Chemical Oxygen Demand
Basic Policy
The Tokyo Gas Group has been striving Group-wide to address climate change challenges by setting specific numeri-
cal targets as environmental goals that apply to our business operations as well as to customer sites where the portion 
of CO2 emissions are the largest across our LNG value chain. In addition, in view of the accelerating trend of decarbon-
ization, etc. following the adoption of the Paris Agreement at COP21, we have set, in our Group’s management vision 
“Compass 2030” formulated in November 2019, “Leadership in the effort to achieve Net-Zero CO2” as one of the spe-
cific challenges to be tackled.
To lead in the endeavor to achieve net-zero CO2 emissions, we will continue our efforts to promote wider use of 
natural gas, which has a lower CO2 emission factor, and highly effective use of natural gas by gas cogeneration sys-
tems and fuel cells. We will also contribute the reduction of greenhouse gas emissions by developing and expanding 
smart energy networks and by using digital technologies.
In our electric power business, in addition to decarbonization through increased use of renewable energy sources, 
we will use digital technology to combine centralized energy sources (thermal, renewable, etc.) and distributed energy 
sources (solar, storage batteries, gas cogeneration systems, etc.), increasing the scale of virtual power plants (VPP) 
that integrate varied energy sources at the customer site. Outside Japan, deploying the Group’s carbon-saving and 
energy-saving technologies will contribute to reductions in CO2 emissions throughout the LNG value chain.
Climate Change Actions
Note 1:	The total for FY2020 is the sum of the gas sales volume multiplied by emission intensity, plus emissions from power plants in which the Group 
holds a stake (excluding consolidated subsidiaries) and from power plants from which the Group purchases all electricity generated. The CO2 
emissions resulting from the use of city gas sold was 24.42 million t- CO2.
SCOPE 1: Business’s own direct emissions of greenhouse gases.
SCOPE 2: Indirect emissions from consumption of electricity, heat, and steam supplied by others.
SCOPE 3: Indirect emissions other than covered in SCOPE 2 (emissions by other parties involved with business’s activities).
Energy Solutions
 
Customer Sites
Production of city gas
 
Power generation
Supply of city gas
Actions
Actions
Actions
LNG 
Procurement
SCOPE 3
SCOPE 3
 
Heat supply 
centers, 
offices, etc.
Business Activities
SCOPE 1and 2
 
3.9 million t-CO2
▶ City gas production: 0.17 million t-CO2
▶ Power generation: 3.29 million t-CO2
▶ Heat supply: 0.33 million t-CO2
▶ Others: 0.11 million t-CO2
 
 
Promotion of the switch from other fuels to natural 
gas, which excels in terms of environment, economic 
efficiency, energy security, and safety (3E+S)
Expanded deployment of distributed energy systems 
based on highly efficient gas cogeneration systems 
that contribute to energy savings and reductions in 
CO2 emissions and peak power loads
Promotion of Smart Energy Systems and energy 
saving assistance services
 
 
 
Improvement in energy intensity at LNG terminals, 
district heating and cooling services, and business 
offices
Promotion of high-efficiency natural gas fired power 
plants and renewable energy in the electric power 
business
Improvement of facilities and operation of business 
offices
 
 
Monitoring of greenhouse gas emitted 
during production, liquefaction, and 
transport by sea
Introduction of higher efficiency LNG 
vessels
Procurement of LNG
6.22 million t-CO2
28.31million t-CO2
(See Note 1)
Third-party Assured
Third-party Assured
 The Tokyo Gas Group Business Activities and Material Balance
(SCOPE 3 total reflects only key categories)
Tokyo Gas Group-wide greenhouse gas emissions (FY2020) 38.43 million t-CO2
■ Greenhouse Gas Emissions along the LNG Value Chain (FY2020)
 Environmental Data
Compliance with Regulatory Standards
As in previous years, the Group had no violations of water-related regulatory standards in FY2020.
Combating Soil Pollution
Since FY1999, we have been conducting soil tests and groundwater surveys on land owned by Tokyo Gas, such as 
former plant sites, with potential soil pollution. When contaminants were found, we proactively disclosed information 
through reports to the relevant authorities, briefings for nearby residents, press releases, and other channels, and took 
measures to contain the contamination.
Depending on specific circumstances, we have paved over or excavated and removed contaminated soil to pre-
vent its dispersal. Also, we have installed impermeable walls or pumped out contaminated underground water to 
prevent it from spreading. We continue to control soil pollution, reporting excavation work to authorities and conduct-
ing surveys in accordance with the Soil Contamination Countermeasures Act and relevant ordinances. Furthermore, we 
ensure that contaminated dirt is not dispersed and that excavated soil is handled properly.
With the revision of the act in April 2010, we have taken action to address soil pollution caused by natural factors 
or landfill with the same commitment as legally mandated interventions for pollution associated with our business 
operations.
Third-party Assured

Environment
Sustainability
Materiality Topics
Social
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ESG Data
Top Commitment
17
Tokyo Gas Group Sustainability Report  2021
Environment
Popularization of Highly Efficient Eco-JOES Water Heaters
While conventional residential gas water heaters have a maximum heating efficiency of 83%*1, the Eco-JOES highly effi-
cient, home-use latent heat recovery water heaters are equipped with an exhaust heat and latent heat recovery system 
that boosts efficiency to as high as 95%.*2 Assisted by the industry-wide Eco-JOES Adoption Campaign to promote the 
introduction of Eco-JOES, the number of residential installations is rising every year. As of the end of March, shipments 
reached about 11.26 million units in Japan, according to data compiled by the Japan Industrial Association of Gas and 
Kerosene Appliances.
Due to their efficient use of heat, the Eco-JOES water heaters reduce the amount of waste heat released into the 
air and help reduce CO2 emissions and combat global warming as well. Their remote controllers incorporate the Ene-
Look feature, which visualizes gas and hot water usage information and thus motivates users to save water and energy.
*1 Performance of RUF-A2405AW (B), a conventional water heater.
*2 Performance of RUF-E2406AW, an Eco-JOES water heater.
* Calculations for *1 and *2 were made using the JIS S 2109-stipulated methods. (However, actual heating efficiencies depend on the conditions of use.)
Residential Fuel Cell: ENE-FARM
In May 2009, Tokyo Gas introduced the world’s first fuel cell cogeneration system for detached housing, called the 
ENE-FARM, developed jointly with Matsushita Electric Industrial Co., Ltd. (now Panasonic Corporation). Since then, we 
have released a stream of ENE-FARM models featuring new functions.
In April 2015, we launched a resilient model, which incorporated a continuous power generation function that 
allows residents to use lighting and communication equipment during power outages caused by natural disasters. This 
feature is now included as standard. In resilient models, the system continues to supply electricity during a power 
outage as long as ENE-FARM is generating power. This enables the system to help society meet the growing need to 
enhance energy security.
In October 2019, we launched the ENE-FARM Mini (produced by Kyocera and rated at 400 W). This is the smallest 
model in the world, which makes installation easier, and has enabled a growing number of households to take advan-
tage of ENE-FARM systems.
In April 2021, we began marketing an ENE-FARM model standard equipped with always-on network connectivity 
(produced by Panasonic and rated at 700 W) that contributes greater resiliency. Whenever it receives a grid power 
outage risk forecast from Weathernews Inc. via its always-on connection, it automatically switches to a standby opera-
tional mode that begins emergency generation of power if the grid power supply is lost.
Source:	“Future Forecast for Life Cycle Greenhouse Gas 
Emissions of LNG and City Gas 13A” (Japan So-
ciety of Energy and Resources, presentation re-
port 28 (2), 51–56, 2007)
	
The life cycle greenhouse gas emissions of city 
gas (13A) announced by the Japan Gas Associa-
tion in July 2020 is 60.54 g-CO2/MJ.
Coal
94.93
Oil
73.26
LPG
66.70
LNG
60.58
City Gas
(13A)
61.91
0
20
40
60
80
100
Production
Transportation
Facilities
Combustion
(g-CO2/MJ)
Support for TCFD Recommendations and Information Disclosure
Climate-related risks and opportunities could significantly affect many 
companies’ financial positions and destabilize financial conditions. In 
order to reduce such risk, in response to the request from the G20, the 
Financial Stability Board (FSB) established the Task Force on Cli-
mate-related Financial Disclosure (TCFD) in December 2015 and the 
TCFD released its recommendations in June 2017.
We regard the TCFD as an effective framework for promoting information disclosure and dialogue with stakehold-
ers on climate-related issues. We therefore signed the statement of support for the TCFD in May 2019. In FY2020, we 
began disclosing information on the impact of climate change on the Group’s business activities and the measures we 
are taking.
Environmental Advantages of Natural Gas in Terms of Lifecycle CO2 Emissions
Regarding greenhouse gas emissions from fossil fuels, it is important to evaluate not only during combustion, but also 
during the life cycle, including emissions from each stage of extracting, processing and transportation. From the compre-
hensive perspective, natural gas generates the lowest CO2 emissions of any fossil fuel.
 TCFD: The Tokyo Gas Group’s Climate Change Initiatives (Integrated Report, p. 34)  
Web
Cutting Customer CO2 Emissions: Residential Sector
Popularization of Highly Efficient Kitchen Stoves
In 1998, Tokyo Gas began selling a kitchen stove equipped with highly efficient burners that reduced heat loss from 
beneath the pan. We actively promoted the product, and by 2006, almost all stoves were equipped with burners of this 
type. The high-efficiency burner excels in energy conservation and helps reduce household CO2 emissions. At the 
same time, it is safer and easier to use since the flames are less likely to extend from beneath the pan, even when the 
flame level is raised.

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Tokyo Gas Group Sustainability Report  2021
Environment
Promotion of Energy-saving Behavior
As part of our efforts to advance energy conservation in the home, we have continuously conducted research on ways 
to spread and promote energy-saving behavior. Using our findings from this research, we have published the “The 
Ultra Energy-Saving Book” as a compendium of useful information for helping residential customers save energy. In 
addition, we have collaborated with the Japan Gas Association and other partners to develop board/card games and 
other aids designed to help customers have fun while gaining insights on how use energy more wisely.
Working under a Ministry of the Environment demonstration initiative,*1 we have developed an energy conservation 
education program for use in school lessons. The project verified that this education leads to a roughly 5% reduction in 
home CO2 emissions. 
*1	Our project was conducted as part of a four-year (FY2017-2020) initiative commissioned by the Ministry of the Environment, the “Initiative for Promoting Vol-
untary Actions in the Home, etc. through Information Sharing (Nudging), etc. for Encouraging Low-carbon Behavioral Changes (Construction of a Japanese 
Nudge Model for Achieving Win-win-win Outcomes for Consumers, Enterprises, and Local Communities)” (https://www.env.go.jp/press/105325.html).
Always Solar Service for Free-of-charge PV Systems
In October 2019, we launched our Always Solar service in conjunction with house manufacturers, providing PV sys-
tems free of charge to customers building new houses, and we are continuing to expand the supply of those systems. 
In addition to reducing customer energy costs and enhancing disaster resilience, this service contributes to the reduc-
tion of CO2 emissions through the promotion of the use of ZEH*1 and PV systems.
Cutting Customer CO2 Emissions: Commercial Sector
Promotion of Highly Efficient Gas Engine Heat Pump Air Conditioners
Tokyo Gas is promoting the GHP XAIR III series of gas engine heat pump (GHP) air conditioners, which achieve the 
highest level of efficiency. The development and deployment of new engines, compressors, and heat exchangers 
enhances operating efficiency, providing an approximately 10% increase in annual energy efficiency APFp compared 
to the previous generation. This series was honored with the Agency of Natural Resources and Energy Director-General 
Award of the FY2020 Energy Conservation Grand Prize (Product and Business Model Category) .
Blue & Green Project: Popularizing Highly Efficient Gas Appliances and Planting Trees
Tokyo Gas, along with other members of the gas industry, participates in the Blue & Green Project organized by the 
Center for Better Living to promote the use of gas water heaters and room heaters that offer energy savings and bene-
fits for the betterment of society. Under the project, we have sought to popularize our highly energy-efficient ENEFARM 
and Eco-JOES appliances (hereafter, “specified appliances”) in combination with tree planting activities since June 
2006 so we can hand over a verdant planet to the next generation.
During the first phase, which started in 2006, we planted one tree in Vietnam for each specified appliance sold. We 
planted about 3.9 million trees over the ensuing ten years, an achievement that was recognized with a certificate of 
gratitude from the Vietnamese government.
During the current second phase launched in April 2014, we have been supporting reforesting activities in Rikuzen-
takata City in Iwate Prefecture to restore the pine forest of Takata-Matsubara, which had been destroyed by the Great 
East Japan Earthquake. At present, we are continuing to raise and supply the pine saplings that are being planted 
mainly by volunteers from the local community. To date, some 9,000 saplings of the approximately 10,000 planned 
have been planted.
Surplus Solar Power Purchasing Service
Since November 2019, we have offered a service for purchasing surplus photovoltaic power from customers who are 
no longer able to use the feed-in-tariff (FIT) system to sell their electricity. The FIT purchasing system is a national ini-
tiative that comes to an end after ten years, but afterwards the solar panels are still able to generate electricity. By 
using this service, the customers can continue to affordably use the solar panels after the end of the FIT system, and 
thus further contribute to the reduction of CO2 emissions. Moreover, in October 2020 we added a new plan that sup-
ports the introduction of storage cells for aiding the use of solar power in homes, and we will continue to explore 
opportunities to add other diverse services that contribute to the effective use of solar power.
House manufacturer
Power
company
Tokyo 
Gas
Selling unused electricity
Always Solar Service Contract
Service tie-up
Resale of purchased 
electricity (10 years)
PV system installed free 
of charge on houses sold
Customer
Uses generated 
solar power 
in the home
*1	ZEH: Net zero energy housing. 
Housing that aims to reduce net 
annual consumption of primary 
energy to zero through ener-
gy-saving and the use of renew-
able energies.

Environment
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Materiality Topics
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ESG Data
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Tokyo Gas Group Sustainability Report  2021
Environment
Cool Kitchens to Reduce Air Conditioning Load
For hot kitchens, we recommend “Suzuchu” cool kitchen equipment that provide efficient ventilation in addition to air 
conditioning. “Suzuchu” cool kitchen systems reduce air conditioning load by 30%*1 compared to conventional kitchen 
equipment. This helps to improve the kitchen environment while saving energy and cutting CO2 emissions.
● Simulation Conditions
•	Calculation is based on a school lunch kitchen with a floor area of 18 × 8.5 meters and a height of 2.5 meters
•	Displacement ventilation method is used
•	Air supply amount comes to 40 kQ
•	Equipment: 5 tilting cookers, 4 multi-deck rice cookers, 1 oven, 1 gas stove
	 (For Suzuchu: tilting cookers, multi-deck rice cookers, oven and gas stove share common specifications)
*1 Sourced from presentation materials of Nishikawa and Omori at Society of Heating, Air-Conditioning and Sanitary Engineers of Japan (Sept. 2009).
Active Use of Solar Thermal Energy
We support the introduction of renewable energy with a solar cooling system for commercial applications that is based on a 
Natural Chiller system using solar thermal energy.
Reducing CO2 Emissions by Switching to Natural Gas, and Using it More Efficiently
The industrial sector is significantly lowering its CO2 emissions by switching from fuels such as fuel oil and LPG to nat-
ural gas, and by making sophisticated use of natural gas. This fuel switching can achieve emission reductions of about 
15–25%, and emissions can be curbed even further by switching to more efficient equipment and systems and making 
more sophisticated use of natural gas, resulting in enormous reduction of emissions.
Promotion of Highly Efficient Burners for Industrial Furnaces
Regenerative burner systems capture heat from exhaust gas into a heat storage unit and use it to preheat an air feed. They 
boast extremely high combustion efficiency and low nitrogen oxides (NOx) emissions. Also boasting energy savings up to 
50%, they have been drawing attention as the ultimate industrial furnaces for reducing CO2 emissions.
Promotion of Highly Efficient Steam Boilers
We offer energy savings by replacing conventional large-capacity boilers with small, highly efficient once-through boilers and 
controlling multiple units. We meet needs for sustainably saving energy, cutting CO2 emissions, and reducing costs by pro-
moting and expanding the use of our Steam Fit energy service, which combines the installation of high-efficiency boilers, the 
supply of steam, and consumer-side energy conservation diagnostics.
“Green Help Smart”*1 Energy-Saving Operation Service for Gas Heat Pump Air Conditioners
Our Green Help Smart service achieves energy savings without sacrificing comfort by enabling gas heat pump air condition-
ers to be remotely controlled over the Internet so users can operate them more efficiently and track their status at a glance. 
*1 Green Help Smart is a registered trademark of Tokyo Gas Co., Ltd.
Smart Multi Hybrid Air Conditioner, ENESINFO Optimal Control Service*1
The Smart Multi is a hybrid air conditioning system jointly developed with Osaka Gas Co., Ltd., Toho Gas Co., Ltd., and 
Panasonic Corporation. It is the world’s first air conditioning system to integrate a GHP and an electric heat pump (EHP) into 
the same refrigerant line, and thereby achieve the optimal gas and electricity mix for individual air conditioning. It received 
the Special Judging Committee Award of the FY2018 Energy Conservation Grand Prize (Product and Business Model Cate-
gory).
The ENESINFO is our originally developed service for remotely controlling optimal operation of the Smart Multi. The ser-
vice effectively balances GHP and EHP operation to reduce energy costs, monitoring the status of their operation, energy 
demand and supply situations and energy prices, which vary by season and time of day. It helps to save energy and reduce 
CO2 emissions by adjusting the operation ratio of the GHP to the EHP to minimize energy consumption and CO2 emissions 
in accordance with the customer’s pattern of system use. Looking ahead, we intend to adapt the service as we anticipate 
changes in power demand and supply and in electricity prices associated with such factors as the increasing use of solar 
and wind power and other renewable energy as well as the deregulated electricity retail market. We will also respond to 
requests for saving electricity in the face of a tight demand and supply balance as our contribution to society as a whole.
*1 Smart Multi and ENESINFO are registered trademarks of Tokyo Gas Co., Ltd.
Popularization of Natural Chiller Commercial Air Conditioner Using Vaporization of Water
Natural Chiller systems cool air inside rooms by producing cold water in a cycle of water evaporation, absorption, 
recovery, and condensation. The system uses water as a refrigerant and a lithium bromide*1 water solution as an 
absorbent that does not include fluorocarbons.
Natural Chiller systems can effectively use renewable energy such as solar heat and low-temperature untapped 
energy sources such as sewage water, river water, seawater, and groundwater, thereby achieving additional reductions 
in energy use and CO2 emissions.
Using clean city gas as backup for an unstable supply of renewable energy maintains reliable performance of the 
system as a whole.
The latest green models*2 boast a higher efficiency than that of conventional units. Using these models as replace-
ments ensures significant cuts in energy use and CO2 emissions.
*1 An absorbent absorbs water and a lithium bromide water solution exhibits the properties of saltwater.
*2 Green models are the most eco-friendly and reliable gas-using natural chillers and Genelink natural chillers that use waste hot water from gas cogenera-
tion systems, selected by Tokyo Gas, Co., Ltd., Osaka Gas Co., Ltd., and Toho Gas Co., Ltd.
Combining Natural Chillers with Gas Cogeneration Systems
Natural Chiller systems are capable of recovering heat energy in a variety of different forms, enabling it to be used for cool-
ing or heating. Combining natural chillers with gas cogeneration systems allows for the effective use of exhaust heat and 
reduces gas consumption, which leads to further energy savings.

Environment
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ESG Data
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Tokyo Gas Group Sustainability Report  2021
Environment
Cutting Customer CO2 Emissions: Best Practices of Smart Networks
Promoting Visualization of Energy
Visualizing energy helps customers to save energy, cut costs, and use their equipment wisely.
We offer services such as TG Miru -Net , which supports energy conservation by visualizing the energy use of cus-
tomers’ plants through online measurement and analysis of the equipment, and TG Green Monitor, which measures the 
use of gas, electricity, and other energy at customers’ commercial buildings and visualizes the energy usage and the 
status of equipment operation. The latter service allows customers to view their data shown in simple charts on a dedi-
cated website designed so they can easily track energy consumption, and use the information effectively to save 
energy and cut costs.
Advancing Community-wide Smart Energy
The Smart Energy Network, one focus of Tokyo Gas Group efforts, uses the characteristics of gas cogeneration sys-
tems to build communities with strong environmental performance and high resilience. In addition to networking heat 
and electricity use in the district, with the cogeneration system as the nucleus of the network, we attempt to maximize 
the use of renewable and unutilized energy, .and to provide sound management of such energy and of the demand 
side through ICT (Information and communications technology), including data on usage status, constructing an opti-
mal energy system. This enhances disaster resilience functionality, and contributes to BCP, raising the value of the city. 
This approach is being deployed in urban redevelopment projects in the Greater Tokyo Area, including the smart 
energy network project in Tamachi, which received the Minister of Economy, Trade and Industry Award in the Success-
ful Case of Energy Conservation category at the Energy Conservation Grand Prize awards for FY2016.
Development and Deployment of Gas Cogeneration Systems
Gas cogeneration systems are distributed energy systems that generate electricity by natural gas-fueled highly efficient 
engines, turbines or fuel cells, and supply the steam or hot water produced by using the exhaust heat from power gen-
eration. The systems are eco-friendly, and also contribute to the business continuous plan and power reduction in an 
emergency.
Cogeneration systems are distributed systems that achieve high energy efficiency because they generate power 
on users’ sites, which realizes no transmission loss and effectively use of exhaust heat from power generation.
The pursuit of greater power generation efficiency through R&D allows most cogeneration systems to achieve an 
efficiency rate that exceeds the average rate of conventional power generation and supply systems (on the demand 
side at substations, including transmission loss) and to significantly save energy and reduce CO2 emissions.
As of March 2021, cogeneration systems with a total output of 2,367,000 kW (excluding residential systems) were 
operating in our service area.
Promotion of Energy Saving and Reduction of CO2 Emissions through Energy Services
Concluding package contracts that cover customer energy usage and problem analysis, finance, design and construc-
tion work, equipment ownership, energy procurement, maintenance, and other matters allows us to not only solve 
customer challenges but also save energy and cut CO2 emissions.
We provide plants with utility services involving a range of plant-wide solutions based on digital communications, 
digital control, and AI technology to meet their needs for saving energy, cutting CO2 emissions, and reducing cost. 
These include our TG Miru-Net Service that saves energy by using online instrumentation and analysis of equipment to 
provide a visual representations of energy use, the Steam Fit service that provides comprehensive, ongoing support for 
steam systems from design to operation, the Furnace Fit service that provides support for energy saving and mainte-
nance of industrial furnaces, the Water Fit service for resolving issues with in cooling water and wastewater treatment, 
and the Air Fit service that provides support for compressed air and related areas.
Low Flow Rate Hydrogen Generator Suidel
Tokyo Gas, Tokyo Gas Chemicals Co., Ltd., and Miura Co., Ltd. launched Suidel, a hydrogen generator for customers 
that use hydrogen at low flow rates, such as semiconductor, metal, and chemical manufacturers, in March 2021. Su 
idel is a space-saving and low-cost (including running costs) solution that enables on-site hydrogen generation for low 
flow rate users that otherwise rely on external suppliers. It realizes affordable hydrogen supply and saves labor by 
reducing the frequency of external sourcing.
Nihonbashi Smart Energy Project
● Fujisawa Sustainable Smart Town
● Keihin Rinkaibu SEN
● Isogo Smart House
● Makuhari 
   District 
   Heating and
   Cooling 
   Center
 ●
Roppongi Hills ●
● Tokyo East 21
● Toyosu wharf 
   district
   Toyosu Smart 
   Energy Project
Tsunashima 
Sustainable 
Smart Town
Shin-Musashino 
Clean Center
Saitama Pref.
Tokyo
Kanagawa 
Pref.
Chiba 
Pref.
N
Tochigi 
Pref.
Kiyohara Smart 
Energy Center
Shinjuku Subcenter
Saitama District Heating and 
Cooling Center ●
Northern District 
Adjacent to the East 
Exit of Tamachi Station

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Tokyo Gas Group Sustainability Report  2021
Environment
Nihonbashi Smart Energy Project: Japan’s First SEN to Include Existing Buildings
A large high-efficiency cogeneration system is installed in the redevelopment zone in Nihonbashi Muromachi 3-chome to 
serve as an independent distributed power source. In April 2019, it commenced supplying electricity and heat from the 
Nihonbashi Energy Center to office buildings and commercial facilities in the surrounding area as well as within the redevel-
opment zone, making it the first such project in Japan. New projects of this kind will encourage the area-wide adoption of 
smart energy technologies and contribute to the development of cities that are much more resilient to disasters. This project 
aims to reduce CO2 emissions in the supply area by approximately 30% through effective use of waste heat, highly efficient 
equipment and optimization of supply.
The project is operated by Mitsui Fudosan TG Smart Energy, Inc., a joint venture formed by Mitsui Fudosan and Tokyo Gas.
Toyosu Smart Energy Project: Energy for Core Facilities around the Station
This project includes construction of the Toyosu Energy Center, primarily to provide cogeneration-based independent distrib-
uted energy, which in April 2020 started supplying electricity and heat to core facilities in the compact area around the station 
where city functions come together. By supplying energy to existing facilities as well as to the redevelopment zone, the project 
contributes to efforts to create a resilient and environmentally friendly neighborhood. This project aims to reduce CO2 emis-
sions in the supply area by approximately 20% through the effective use of waste heat by the cogeneration system.
The project is operated by Mitsui Fudosan TG Smart Energy, Inc., a joint venture formed by Mitsui Fudosan and Tokyo Gas.
Cutting Customer CO2 Emissions: Establishing Infrastructure for Hydrogen Supply
Construction and Operation of Hydrogen Stations
We construct and operate hydrogen stations to popularize fuel cell vehicles (FCVs) and help establish the infrastructure 
for supplying hydrogen. We want to create a hydrogen society that makes use of zero-emission hydrogen energy. CO2 
emissions for which FCVs are liable do not differ significantly from those for electric vehicles in terms of mileage, and 
the use of FCVs helps to reduce environmental impact.
Tokyo Gas produces hydrogen through the conversion of city gas, which emits only a limited amount of CO2 and 
has a low impact on the environment.
In February 2018, Japan H2 Mobility, LLC (JHyM) was jointly established by 11 companies*1 to enhance conve-
nience for FCV users, increase the number of FCVs, put the operations of hydrogen stations on an independent footing, 
and create “a virtuous cycle between FCVs and hydrogen stations.” This is the world’s first initiative for accelerating 
the installation of hydrogen stations through collaboration among partners such as infrastructure operators, automak-
ers, and private investors.
Tokyo Gas will construct and operate hydrogen stations as an infrastructure company in collaboration with JHyM. 
Looking ahead, we will also continue to pursue efforts to create a sustainable hydrogen society in collaboration with 
other companies.
*1	The 11 founding companies are three automakers (Toyota, Nissan, Honda), six infrastructure operators (ENEOS Corporation, Idemitsu Kosan Co., Ltd., 
Iwatani Corporation, Tokyo Gas Co., Ltd., Toho Gas Co., Ltd., and Air Liquide Japan), and two private investors, etc. (Toyota Tsusho Corporation, De-
velopment Bank of Japan).
■ Status of Efforts towards the Realizing a Hydrogen Society
Time
Action
Status at the End of March 2021
FCVs popularization to approximately 5,300 vehicles, with 140 hydrogen stations
Targets for 2030 
(Ministry of Economy, Trade and Industry)
FCV diffusion to approximately 800,000 vehicles, and development of around 900 
hydrogen stations
Developing a SEN in the Northern District Adjacent to the East Exit of Tamachi Station
The Tokyo Gas Group has been promoting the construction of a smart energy network (SEN) in the Northern District Adjacent 
to the East Exit of Tamachi Station in Minato City, Tokyo in collaboration with the Minato City government. In July 2020, we 
completed a SEN in this area in conjunction with the completion of construction of msb Tamachi Station Tower N. Along with 
the development of this business complex area on a Tokyo Gas-owned site, we established a Smart Energy Center plant at 
each of the two districts, and coordinate the operation of both plants. As a result, we have reduced the area’s total CO2 emis-
sions by around 30% (compared to the 2005 levels), and have improved resiliency in emergencies through energy flexibility 
between the plants.
SEN Development in the Toyosu Wharf District
The Tokyo Gas Group is pursuing urban development in a redevelopment area located around land the Group holds in the 
Toyosu wharf district of Tokyo’s Koto Ward. This project is guided by three concepts: “smart energy,” “smart green,” and 
“smart community.” 
The district’s smart energy center is equipped with one of the world’s most efficient cogeneration systems, which sup-
plies electric power to Toyosu Market while using its exhaust heat to power equipment at the center. Also, environmental 
friendliness has been enhanced by adopting gas pressure differential power generation.*1 By using cogeneration systems 
with blackout start specifications,*2 laying independent power lines,*3 and employing disaster-resistant medium-pressure 
gas pipelines, we have enhanced the district’s resilience to disaster. The network also has a “SENEMS”*4 for centrally man-
aging and controlling energy throughout the district using ICT. SENEMS automatically optimizes energy demand and supply 
for the area. We plan to progressively expand the heat and power network as the development project progresses.
*1	Power generation based on the use of gas supply pressure.
*2	Method for independently restarting generators during a power outage. The installation of independent power lines and disaster-resistant medium-pres-
sure gas pipelines ensure supply of electricity and heat, even during interruptions in the power grid.
*3	Power lines laid independently by an operator. They can be used at a customer’s discretion when grid power has been interrupted.
*4	Abbreviation for Smart Energy Network Energy Management System.
Kiyohara Industrial Park Smart Energy Network Project
The Kiyohara Industrial Park Smart Energy Network Project, a collaboration between Calbee, Inc., Canon Inc., Hisamitsu 
Pharmaceutical Co., Inc., Tokyo Gas, and Tokyo Gas Engineering Solutions Corporation, became fully operational in 
December 2019.
This is Japan’s first integrated energy-saving project serving multiple operations*1 in an inland industrial park. It supplies 
a combination of electricity and heat in the form of steam and hot water. The project is located in the Kiyohara Industrial 
Complex on the outskirts of Utsunomiya City in Tochigi Prefecture, and involved construction and operation of supply infra-
structure using independently operated power grids and district steam/hot water pipes to connect seven existing plants*2 to 
the Kiyohara Smart Energy Center, which is responsible for supplying energy and operates cogeneration, PV, and other 
facilities within the complex.
The SENEMS optimally tailors the system’s operation to fluctuations in demand of the seven operations, which have 
differing demand. This results in operational efficiency that would be difficult to achieve by the plants operating inde-
pendently, achieving energy savings of approximately 20% and an approximately 20% cut in CO2 emissions.*3 The project 
also benefits from the disaster resilience of medium-pressure gas pipelines, and blackout-start specifications for the cogen-
eration system, ensuring an uninterrupted supply of energy even if grid power is down for long periods.
*1	Integrated energy-saving project serving multiple operations: Project for saving energy by sharing utilities (integrating supply facilities for electricity, heat, 
etc.) between multiple existing plants to facilitate the mutual use of energy and achieve energy savings as a whole.
*2	The seven existing plants are 
	
Calbee: Shin-Utsunomiya Factory, Kiyohara Factory, R&D Center 
	
Canon: Utsunomiya Plant, Utsunomiya Optical Products Plant, Optics R&D Center
	
Hisamitsu Pharmaceutical: Utsunomiya Factory
*3	Rate of reduction compared to the combined electricity and gas usage data in FY2015 for seven plants operated by Calbee, Inc., Canon Inc. and His-
amitsu Pharmaceutical Co., Inc. This is equivalent to a crude oil equivalent cut of 11,400 kl/year and CO2 cut of 23,000 t/year.

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Tokyo Gas Group Sustainability Report  2021
Environment
Actions in Business Operations: City Gas Production and Supply
Highly Efficient City Gas Production and Supply
Natural gas extracted abroad is liquefied at -162°C and transported by tanker as LNG. We produce city gas at the 
Negishi, Sodegaura, Ohgishima, and Hitachi LNG terminals and deliver it to customers via our extensive pipeline net-
works.
The energy efficiency in producing city gas from LNG stands at 99% or more. Energy loss is also extremely low in 
city gas supply because the gas is transmitted directly through pipelines to consumption areas.
In addition, we are making further efforts to save energy, such as by using LNG cold energy.
Using Cold Energy at LNG Terminals
Making effective use of cold energy of -162°C LNG at various temperatures, we engage in cryogenic power generation, 
operate cold storage warehouses and produce dry ice.
Reducing Methane Emissions
Methane emissions released by our business operations mainly come from city gas production and gas pipeline con-
struction work. We are firmly making progress in our efforts to reduce these emissions, including recovering and 
cutting the amount of sampling gas used in analysis of produced gas, preventing venting during the startup and shut-
down of calorific value adjustment systems, and planning pressure reductions to curb methane emissions during 
pipeline construction work.
Actions in Business Operations: Electric Power Business
Most Advanced, Highly Efficient Natural Gas-Fired Thermal Power Plant
All Tokyo Gas-affiliated power plants are highly energy-efficient natural gas-fueled power plants that generate electric-
ity using cutting-edge gas turbine combined cycle technology. Generating electricity at these newly built highly efficient 
power plants in place of conventional thermal power plants helps reduce CO2 emissions.
■ Development of Natural Gas-fueled Power Plants (as of March 2021)
Capacity Owned (rounded to nearest 10,000 kW)
Japan
287
Overseas
123
Total
410
■ Milestones in Tokyo Gas’ Construction and Operation of Hydrogen Stations
Time 
Outline 
Hydrogen Supply Method *1
May 2003
Senju Hydrogen Station opened in a pilot R&D project
On-site
December 2010
Haneda Hydrogen Station opened in a pilot project, becoming Japan’s first hydrogen 
station with a natural gas stand (operated until 2015)
December 2014
Nerima Hydrogen Station opened as the first commercial station in the Kanto region
Off-site
January 2016
Senju Hydrogen Station converted into a commercial facility
On-site
February 2016
Urawa Hydrogen Station started commercial operations
February 2018
Tokyo Gas sets up JHyM with other companies to promote hydrogen stations
ー
January 2020 
Toyosu Hydrogen Station opened
Became Japan’s first station to supply carbon-neutral hydrogen in April 2020 by 
using carbon-neutral city gas and green electricity generated from renewable energy
On-site
*1 Hydrogen stations supply hydrogen produced on location from city gas (on-site method) or hydrogen produced elsewhere (off-site method).
Cutting Customer CO2 Emissions: Popularization of Natural Gas Vehicles
We have been working on popularizing the use of natural gas vehicles (NGVs), which are clean and feature low CO2 
emissions. NGVs, fueled by natural gas instead of diesel or gasoline, emit only small amounts of nitrogen oxides (NOX) 
and release virtually no black smoke, particulate matter (PM) or sulfur oxides (SOX), which are known to cause respira-
tory diseases such as asthma. They release about 10% to 20% less CO2 emissions than gasoline vehicles and are 
recognized as eco-friendly vehicles.
Development of Hydrogen Technologies
We conducted research and development on hydrogen stations for supplying hydrogen to fuel cell vehicles as a partic-
ipant in a New Energy and Industrial Technology Development Organization (NEDO) project on research and 
development of hydrogen utilization technology from FY2013 to FY2017.
We will continue exploring ways to control the quality of hydrogen fuel injected into FCVs, assess the accuracy of 
hydrogen injection quantity measurement and inject hydrogen into FCVs other than passenger cars, such as buses and 
motorcycles. In addition, we will help formulate industry guidelines for these methods in the hope of incorporating them 
into international standards. We are further exploring efficient ways to run commercial hydrogen stations and reduce 
their maintenance costs.
Contribution to National Resilience
The transportation sector is highly dependent on oil, which accounts for as much as 98% of the fuel it uses, and thus is 
seeking to improve its energy security by diversifying fuel sources, including through the use of natural gas.
Almost all the gas supplied to natural gas refueling stations is medium-pressure gas, and the pipelines that carry it 
are built to withstand earthquakes of a magnitude equivalent to that of the Great East Japan Earthquake. The gas sta-
tions are capable of continuously supplying natural gas to fuel vehicles even in the aftermath of a major disaster and 
thus contribute significantly to maintaining the resilience of transport and logistics.

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Tokyo Gas Group Sustainability Report  2021
Environment
■ Major Projects in Recent Years
April 2011
Acquired a stake in Shonai Wind-Power Generation Co., Ltd., which operates the Yuza Wind Power Plant in 
Yamagata Prefecture (30.2% owned by Tokyo Gas, 14,560 kW generating capacity)
January 2015
Signed a power purchasing agreement with Kuroshio Furyoku Hatsuden K.K.
April 2015
Began purchasing approximately 12,000 kW of electricity generated by plants operated by Kuroshio Furyoku 
Hatsuden K.K. in Choshi, Chiba Prefecture: Choshi Takada-cho Wind Power Plant, which entered service in 2006 
with one 1,990 kW turbine, and Shiishiba Wind Power Plant, which entered service in 2009 and has five 1,990 
kW turbines
April 2018 
Acquired a stake in Kashima Offshore Wind Farm project run by Wind Power Energy in Ibaraki Prefecture
May 2020
Acquired a stake in Principle Power, developer and owner of wind float technology, which provides a floating 
foundation system for offshore wind power plants
November 2020
Acquired a stake in Chiba Offshore Wind Inc., which is being developed by Northland Power Inc. and Shizen 
Energy Inc.
April 2021
Began development for Kashima Offshore Wind Farm project under a new partner arrangement
Solar Power Generation
In addition to operations focused on tie-ups with business partners, 
another initiative in the area of renewable energy is our operations to 
actively acquire existing power plants. We were the first to notice and take 
advantage of the potential of solar power sources that are no longer eligi-
ble for the fixed-price purchasing system.
■ Major Projects in Recent Years
February 2017
Entered a capital partnership with Shizen Energy Inc.
August 2017
Established Prominet Power Co., Ltd.
May 2018
Prominet Power and Kyudenko Corporation separately acquired shares in solar power plant operator SKF Power 
Co., Ltd., which had been wholly owned by Tokyo Century Corporation (39% owned by Tokyo Gas, 9,717 kW 
generating capacity)
June 2018
Prominet Power acquired six solar plants developed by Photon Japan (all wholly owned by Tokyo Gas, 9,172 kW 
generating capacity in total)
January 2019
Prominet Power acquired Kyoto Ayabe Solar Power Plant (Kyoto Prefecture, wholly owned by Tokyo Gas, 4,872 
kW generating capacity)
December 2019
Shikamachi Inotani Reservoir Solar Power Plant (Ishikawa Prefecture, wholly owned by Tokyo Gas, 2,589 kW 
generating capacity) and Hakui City Shimbo Town Solar Power Plant (Ishikawa Prefecture, wholly owned by Tokyo 
Gas, 2,746 kW generating capacity) commenced commercial operations
January 2020
Acquired Annaka Solar Power Plant, one of the largest-capacity PV plants in the Kanto Region (Gunma Prefec-
ture, wholly owned by Tokyo Gas, 63,206 kW generating capacity)
July 2021
Completed construction of Iwakuni-Yu Solar Power Plant and launched commercial operation (Yamaguchi 
Prefecture, wholly owned by Tokyo Gas, 23,490 kW generating capacity)
Annaka Solar Power Plant, one of the largest-capacity 
PV plants in the Kanto Region
■ The process of combined cycle power generation
Gas Turbine Combined Cycle Technology
Combined cycle power plants that use LNG as fuel achieve higher power generation efficiency as they draw upon the heat 
from gas turbines to convert water to steam, which is then collected to run power-generating turbines.
 Ensuring the Stability of Power Sources
Promoting Renewable Energy
The Tokyo Gas Group has been involved in solar power, onshore wind power, and biomass power generation both 
domestically and internationally, and is actively supplying power derived from renewable energy sources. In addition to 
our ongoing efforts to further develop and procure renewable power sources in collaboration with business partners, 
we will become more actively involved in offshore wind power, which has strong growth potential. Our goal is to 
acquire access to renewable energy sources capable of generating electricity at the scale of 5 million kW (global total) 
by 2030.
■ Development of Renewable Power Sources*1 (as of March 2021)
Capacity Owned (rounded to nearest 10,000 kW)
Japan
28
Overseas
108
Total
136
*1 Total for solar, wind, and biomass; does not include procurement.
Wind Power Generation
Leveraging our experience in onshore wind power generation at facilities constructed on our own sites in 2005, we invested 
in Shonai Wind-Power Generation Co., Ltd., which operates the Yuza Wind Power Plant in Yamagata Prefecture, and we 
buy electricity from two wind power plants operated by Kuroshio Furyoku Hatsuden K.K. in Chiba Prefecture. We are work-
ing on the development of fixed-foundation offshore wind turbines at Kashima Port in Ibaraki Prefecture, and also plan to 
become actively in floating offshore wind power, which is expected to grow.
Low-pressure steam
Generator
Condenser Cooling tower
Fuel gas
Industrial 
Industrial 
water
water
Purified 
Purified 
water
water
Condensate tank
Denitrification 
system
High-pressure steam
Waste heat recovery boiler Gas turbine
Steam turbine

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Tokyo Gas Group Sustainability Report  2021
Environment
Actions in Business Operations: Business Offices
Effective Energy Use through Gas Cogeneration Systems
Tokyo Gas started its energy-saving efforts with the introduction of gas cogeneration at the Hamamatsucho Head 
Office Building as early as in 1984. In FY2008, we upgraded the system to the best available technology*1 and started 
operation in April 2009. It contributed to significant energy savings by reducing the building’s annual CO2 emissions by 
about 1,400 tons.
When Japan’s electricity supply was severely strained in the summer of 2011 due to the impact of the Great East 
Japan Earthquake, we significantly reduced our electricity use by putting all the Group’s cogeneration systems to work.
*1	Upgraded CHP system: Two 930 kW-class gas engines, total efficiency of 72% (38% power generation, 32% exhaust heat capture).
Reconstruction of Aging Buildings into Energy-Saving and Environmentally Friendly Offices
As part of our commitment to advancing environmentally friendly practices, we formulated the “Design Guidelines” in 
2010 as a set of policies for energy conservation, seismic safety and durability. We follow these guidelines when draw-
ing up plans to reconstruct buildings owned by the Group.
TG Hiranuma Building: Recognized with the Environment Minister’s Award for Global Warming Prevention Activity
The TG Hiranuma Building is a middle-scale, energy-saving, and ecofriendly office building (five stories above ground, about 
7,200 m2). The building uses about 30% less energy than other office buildings of similar scale, owing to its systems and 
equipment, including a solar cooling system that utilizes solar energy and exhaust heat from its gas cogeneration system, 
the highly efficient gas heat pump GHP XAIR, solar power generators, and natural ventilation systems.
The building was selected as a Leading Project for CO2 Reduction*1 by the Ministry of Land, Infrastructure, Transport 
and Tourism in FY2011. It was recognized with the Environment Minister’s Award for Global Warming Prevention Activity 
(Early Adopter of Solution Technology category) in December 2015. In FY2016, it obtained the BELS*2 certification for build-
ings that meet the government’s energy-saving criteria. (The assessment was four stars, out of five.) In January 2020, the 
building was certified as a CASBEE*3 Wellness Office (graded S, the top rank), and certified as a CASBEE Smart Wellness 
Office with five stars out of five.
*1 The government gives subsidies for leading housing and construction projects for CO2 emission reduction after publicly soliciting applications.
*2 The Building Energy-Efficiency Labeling System. In the system, a third-party evaluation body assesses and certifies the energy-saving capabilities of 
green buildings under the Act on the Improvement of Energy Consumption Performance of Buildings (Building Energy Efficiency Act).
*3 Comprehensive Assessment System for Built Environment Efficiency: assesses the environment performance of buildings and gives ratings on a scale of 
five. The TG Hiranuma Building had also been ranked S under CASBEE-Yokohama, an assessment required by the local authority. This, together with 
the new S ranking, led to certification as a CASBEE Smart Wellness Office.
Biomass Power Generation
We are collaborating with business partners to develop our own power 
plants. Biomass is advantageous as a fuel for power generation because it 
can be sustainable, playing a part in our contribution to achieving the 
SDGs.
■ Major Projects in Recent Years
September 2018
Tokyo Gas Engineering Solutions Corporation acquired a stake in the Nakagusuku Biomass Power Plant Project 
in Uruma City, Okinawa (2.7% owned by Tokyo Gas Engineering Solutions, 49,000 kW generating capacity, due 
in service July 2021)
March 2020
Acquired a stake in Ishinomaki Hibarino Biomass Power Plant (Ishinomaki City, Miyagi Prefecture, 34% owned by 
Tokyo Gas, 74,950 kW generating capacity, due in service May 2023)
July 2020 
Acquired a stake in the food recycling biomass project Tohoku Bio Food Recycle Sendai Plant (Sendai City, 
Miyagi Prefecture, 21% owned by Tokyo Gas, 780 kW generating capacity, due in service Spring 2022)
August 2020
Acquired Fushiki Manyofuto Biomass Power Plant (Takaoka City, Toyama Prefecture, 51,500 kW generating 
capacity, due in service October 2021) and Ichihara Yawatafuto Biomass Power Plant (Ichihara City, Chiba 
Prefecture, 75,000 kW generating capacity, due in service January 2024)
Fushiki Manyofuto Biomass Power Plant
Overseas Renewable Energy Initiatives
 Overseas Initiatives
Actions in Business Operations: District Heating and Cooling Services
The Tokyo Gas Group operates district heating and cooling services, including small-scale heat supply, in 44 districts. 
We supply steam and hot/cold water with gas cogeneration systems consisting of absorption chillers and boilers, pow-
ered by natural gas. We seek to enhance energy efficiency by fine-tuning operations and working to achieve even 
higher efficiency with our equipment.
Makuhari District Heating and Cooling Center
We upgraded the Makuhari District Heating and Cooling Center to a regional energy center for power generation and 
heat supply that promotes region-wide reductions of energy use and CO2 emissions, from a conventional district heat-
ing and cooling center that supplied only heat by upgrading the heat source equipment. We have optimally mixed the 
use of the latest highly efficient large-scale cogeneration system with a total capacity of 15.7 MW, an electric turbo 
chiller, a boiler and an absorption chiller while also reducing fuel consumption by 19% and CO2 emissions by 19% 
(compared with FY2015 results).

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Tokyo Gas Group Sustainability Report  2021
Environment
Actions in Business Operations: Reducing CO2 Emissions with Our Stakeholders
Forest Conservation Activities at Nagano Tokyo Gas Forest
Tokyo Gas owns a 194-hectare forest in the town of Miyotamachi in Kitasaku-gun of Nagano Prefecture. As part of our 
efforts to achieve a sustainable society through activities such as action to mitigate global warming, we engage in con-
servation activities, such as planting and thinning trees under a forestry management plan. The forest is also used to 
provide environmental education to Tokyo Gas Group employees.
 Biodiversity Conservation Activities at Nagano Tokyo Gas Forest
Mori Sato Umi Tsunagu (Connecting Forests, Villages and Ocean) Project *1
In addition to its role as an initiative for fighting global warming, the Mori Sato Umi Tsunagu (Connecting Forests, Vil-
lages and Ocean) Project is beneficial in many different areas, including preservation of diversity, regional revitalization, 
education, and development of the local community. Those benefits produce connections between regions, and con-
nections to the world as whole, leading to anticipation that this project will contribute to sustainability in a broader 
swathe of society. 
In FY2020, employees joined local teams in the spring and autumn to restore eelgrass, which provides shelter for 
small fish and other marine creatures, to help clean up the sea and reduce CO2 emissions. We purchased Japan Blue 
Credits, marine carbon credits for eelgrass restoration and other blue carbon*2 efforts, from various sellers such as the 
Association for Shore Environment Creation, an NPO that we assist as part of our project, and used the credits to 
offset the CO2 emissions of our Yokohama showroom, receiving a Japan Blue Credit Carbon Offset Certificate in rec-
ognition of this contribution. Also, customers who supported the project joined through their Paccho (Tokyo Gas’s 
mascot character) point*3 contributions, which are channeled to donations for organizations engaged in social contri-
bution activities for forests, villages, the ocean, and rivers.
Forests, villages, and the ocean are all parts of Japan’s diverse natural environment. We will continue to use these 
connections in attempts to enhance the sustainability of our lives and to play a part in community development.
*1	For this project, we set up the Mori Sato Umi Tsunagu (Connecting Forests, Villages and Ocean) Project Committee in cooperation with the Japan Phil-
anthropic Association to discuss and determine which subsidies and contributions are in the public interest and fair.
*2	A 2009 UNEP report used the term blue carbon to refer to the carbon stored in marine ecosystems, and presented it as a new option for CO2 seques-
tration. 
*3	This reward point program is for myTOKYOGAS members and therefore requires prior registration. Members earn Paccho points by using various To-
kyo Gas services and participating in campaigns. The points can be exchanged for those of the loyalty programs of tie-in companies. Contributions to 
the project begin with 100 points.
Earth Building Tachikawa: Holder of top rank (S) CASBEE certification for buildings
Earth Building Tachikawa (TG Tachikawa Building) was reconstructed in July 2015 into a middle-scale office building (five 
stories above ground, about 10,600 m2). Designed to be a ZEB, it features diverse environmental considerations, including 
the use of renewable energy and highly efficient facilities and equipment. Moreover, it offers superb business continuity 
functionality because it combines seismic base isolation and vibration control in a total system that dramatically reduces the 
risk of earthquake damage. 
It received the top S certification in CASBEE for buildings, the first for a Tokyo Gas building. In FY2016, it acquired 
BELS certification, earning a rating of four stars out of five.
Earth Port as ZEB
In 2010, we began renovating the Tokyo Gas Kohoku New Town Building, dubbed Earth Port, in the City of Yokohama’s 
Tsuzuki Ward. The primary goal is to achieve zero net primary energy consumption on an annual basis by 2030 by increas-
ing the efficiency of equipment and optimizing energy use. We were able to reduce the building’s primary energy 
consumption by about as much as 40% and CO2 emissions by around 47% in FY2014 by incorporating renewable energy 
sources such as solar thermal and photovoltaic power generation and optimizing the operation of the cogeneration system.
Saving Energy through Better Management of Equipment and Facilities
We hold an energy-saving committee meeting at each building where we lease an office, including the building’s owner 
and equipment administrator and the relevant Tokyo Gas section. The committee helps examine energy use, optimize 
temperature and humidity and arrange energy conservation patrols, encouraging each of our employees to promote 
energy-saving activities.
The Tokyo Gas Group as a whole engages in energy conservation through campaigns in the summer and winter, 
when power use peaks. In capital spending, we promote the introduction of more efficient lighting equipment at our 
offices and facilities, such as LED and high frequency-ballast fluorescent lights, to increase energy-saving.
Use of Electricity Generated by Renewable Energy (FIT) with Non-Fossil Fuel Certification
In July 2018, the Gas Science Museum began purchasing electricity generated by renewable energy under the FIT*1 
program with non-fossil fuel certification to cover approximately 30% of the electricity used at the facility. The remain-
ing 70% of the energy used at the facility is generated by highly efficient fuel cells using clean natural gas.
*1	A Green Menu offered under the ENNET program based on a CO2 emission factor of zero. Of electricity provided under the program, Tokyo Gas pur-
chases electricity from renewable energy sources under the FIT program with non-fossil fuel certification.

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Environment
Promoting the 3Rs
Waste Reduction
Efforts Concerning Excavated Soil
Construction of underground gas pipelines entails excavating roads and refilling the gaps with pit sand. Reducing the use of 
pit sand suppresses environmental destruction and lowers CO2 emissions generated by the vehicles transporting sand to 
construction sites. The Tokyo Gas Group strives to reduce the volume of excavated soil and the use of pit sand by laying 
pipes in shallow, narrow trenches and by using the non-open-cut construction method.
To reduce the use of pit sand further, we are pursuing 3R efforts such as increasing the use of excavated soil (reuse), 
improved soil, recycled road surface materials (recycle), and Eco-balls (reduce, reuse) for refill work.
“Eco-ball,” an innovative temporary backfiller
Gas pipeline installation work using Eco-balls
 Targets and Outcomes
Promotion of Resource Recycling
Basic Policy
The Tokyo Gas Group has established environmental goals for developing a resource-efficient recycling society to pro-
mote resource recycling, and rigorously practices the 3Rs of reduction, reuse, and recycling of waste across the 
Group. Specifically, we seek to maintain or raise recycling rates for industrial waste products, reduce the amount of soil 
excavated during gas pipeline construction, reuse old gas meters, and recycle used gas pipes (steel, cast-iron, and 
polyethylene pipes), incorporating resource recycling into every stage of our business activities.
Total Volume of Generated Waste, and Recycling Rate
The Group’s environmental goals in this area are to maintain a recycling rate of at least 95% for industrial waste as a 
whole, and 100% for polyethylene pipes. 
At offices, we reduce the use of copy paper, recycle used paper, and make other efforts to produce less paper 
waster on a daily basis.
Pursuing the Effective Use of Biomass
We are developing technologies that make use of biomass*1 in a bid to reduce greenhouse gas emissions.
We plan to promote the wider use of biomass and its diffusion by working on the biogas utilization technologies 
we have developed through combustion of city gas and biogas as well as technologies for extracting biogas through 
less costly and more efficient methane fermentation of biomass, such as food waste, and upgrading biogas to a higher 
quality gas by removing impurities.
Specifically, the Tokyo Gas Group possesses technologies for converting biomass such as food waste and 
sewage sludge into gas for use as fuel for boilers and power generation. Biogas generated at customer sites is mainly 
used as fuel for cogeneration systems. We participated in the Demonstration of Injection of Biogas into City Gas Grid 
project for manufacturing biogas from food waste, adjusting its calorific value and odorizing it so that it could be 
injected into city gas pipelines. Between FY2010 and FY2019, we took in such biogas derived from food waste.
We carried out joint research with the city of Yokohama from FY2013 to FY2018 on ways to expand the use of 
biogas from sludge at a sewerage facility in northern Yokohama. We set up test equipment for refining biogas at the 
North Yokohama Sludge Recycling Center and are developing technologies for removing CO2 in sewage sludge biogas 
using a separation membrane to concentrate the methane.
*1	Biomass is a generic term for plant and animal-derived organic resources (excluding fossil resources) that can be recycled into energy or material. Burn-
ing biomass releases CO2, but CO2 absorbed from the atmosphere by plants during photosynthesis offsets this release. This is the greatest advantage 
of using biomass. It can be used as an energy source in a number of ways, such as obtaining heat or electricity with the use of steam generated by 
burning it, and using biogas acquired from fermented biomass for gas cogeneration systems (gas cogeneration systems generate electricity and recover 
exhaust heat generated as a by-product).
■ How Biogas Is Fed into Gas Pipelines
Biogas refining test equipment installed at North 
Yokohama Sludge Recycling Center
Refiner
Calorific 
value 
adjuster
Odorizer
To gas pipes
City gas derived 
from biogas
Raw 
material
Crushing
Sorting
Adjustment
Fermentation
Collection 
truck
Desulfurization tower
Storage
Measurement
Fuel cells
Gas 
engine
Electricity
Heat

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Environment
■ PE pipes are reborn as useful plastic material
Plastics Smart: Campaign led by Japan’s Environment Ministry to promote efforts aimed at resolving 
the global issue of marine plastic pollution through broad collaboration and cooperation among individ-
uals, local governments, NGOs, companies and research institutions. Tokyo Gas has registered its 
initiative as a Plastics Smart campaign.
System for Collecting and Recycling Waste such as Used Gas Appliances (SRIMS)
We collect used gas appliances and waste from replacement works at customers and gas installation or home renova-
tion work. Since August 1994, we have been operating our own Saving & Recycling Innovative Model System (SRIMS), 
which offers the combined benefits of reducing environmental impact and cutting costs. Under the system, we collect 
waste when we deliver gas appliances, parts, and piping materials to partner companies.
Dealing with Waste at Customer Sites
We promote the 3Rs at customer sites as well by controlling waste generation through the business value chain from 
the design stage, reducing container and packaging waste, to collecting used appliances.
Reuse
Reuse and Recycling of Gas Meters
We have played a leading role in reusing gas meters immediately after initial introduction of gas meters, prior to other gas 
service companies and companies in other industries.
Gas meters installed at customer sites are regularly replaced before the expiration of their 10-year certified life. How-
ever, we collect such retired gas meters, replace consumable parts, recalibrate them and reuse them for up to three 
cycles, which means they can be used for up to 30 years. Gas meters reused for three cycles have been materially recy-
cled through our own channel and effectively used as material for new products by electric furnace makers and other 
companies.
Gas meter
Disassembled gas meter
Recycling
Recycling of Used Gas Pipes
In FY1994, we established a system for recycling used gas pipes, which are recovered during gas pipeline installation 
work. We have achieved an annual recycling rate of 100% for polyethylene (PE) pipes*1, which are recycled into raw 
materials for plastics, and for steel and cast-iron pipes that are reused as materials for metals. We also use some of the 
recycled PE pipe material for in-house purposes, such as making instruction tags that show how to restart gas delivery 
after emergency shut-off.
*1	PE pipes have been in widespread use since the Great Hanshin-Awaji Earthquake in 1995 because of their earthquake resilience and corrosion-resistant 
properties.
FY2016
FY2017 
FY2018
FY2019
FY2020
Gas pipes
PE pipes
100
100
100
100
100
Steel and cast-iron pipes
100
100
100
100
100
■ Recycling Rate for Used Gas Pipes
Tokyo
Gas
Raw material 
(pellet manufacturing)
Gas installation
work
Tag made of 
recycled material
Collect used gas pipes
Cleanse and grind
■ Saving & Recycling Innovative Model System (SRIMS)
Customer
Cycle of delivery and waste collection
Delivery truck
Delivery truck
Delivery truck
Delivery truck
Partner company
Partner company
Partner company
Delivered products
Delivered products
Delivered
products
Collected
materials
Intermediate
Intermediate
processing
processing
Final
disposal
Recycling
Collected materials
Collected materials
Collected
Collected
materials
materials
Collected
Collected
materials
materials
Delivered
Delivered
 products
 products
Delivered
Delivered
 products
 products
Used gas appliances, etc.

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Environment
Working to Achieve Zero Mixed Waste in Gas Equipment Renewal Work
Replacement of equipment or pipes for our gas-fueled HEATS residential central water heating and air heating/cooling 
system installed at condominiums requires dismantling and removal work. While the scale of the work is relatively 
small, constraints on time and space limit waste separation, often resulting in disposal as mixed waste (which has a 
low recycling rate, and mainly ends up in landfills). We have therefore reinforced our efforts to formulate a waste sepa-
ration protocol at the planning stage of construction work in coordination with relevant parties and educating staff on 
waste separation. Consequently, we have achieved zero mixed waste from construction work and reduced the volume 
of landfill waste disposal.
Assisting Recycle Home Electric Appliances
The so-called “A Group,” mainly organized by Panasonic Corporation and Toshiba Corporation, collects and recycles 
Tokyo Gas-brand household gas air conditioners and clothes dryers. These are eligible for recycling under the Act on 
Recycling of Specified Kinds of Home Appliances (Home Appliance Recycling Act).
Reducing Waste of Containers and Packaging
We have made it a rule to collect discarded containers 
and packaging to reduce waste at customer sites 
when partner companies sell and install gas appli-
ances.
Collected containers and packaging are recycled 
in the Saving & Recycling Innovative Model System 
(SRIMS).
In addition, we work to reduce the quantity of 
containers and packaging for gas appliances. These 
efforts include reducing cushioning through the rede-
signing of cardboard packaging, cutting back on the 
use of cardboard through shrink wrapping in plastic 
film, and adopting returnable packaging, in which 
packaging materials are collected and reused repeat-
edly.
Cardboard boxes designed to require less cushioning
Shrink wrapping
Returnable packaging (repeatedly 
used containers)
Best Practices in Dealing with Waste from Business Activities
Working to Reduce Waste in Installation Work for New Gas Equipment
We have adopted the prefabrication and precut method for piping work for the TES (Tokyo gas Eco System) gas water/
air heating equipment and ENE-FARM. Pipes and joints as well as other materials are processed at manufacturing 
plants and supplied as piping sets in time for installation work at each house. The only work necessary at the worksite 
is connecting and fixing the pipes to appliances.
In addition, we are cooperating with manufacturers and installation contractors to promote this method, which 
generates less waste by requiring no onsite processing.

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Environment
Transport
Concerns have risen over the potentially adverse ecosystem impact of 
aquatic organisms contained in the ballast water*1 of LNG vessels, as 
they are transported outside their normal habitat and discharged at 
ports where LNG is loaded. Although we have already taken some 
steps, such as discharging ballast water on the high seas, we are also 
installing ballast water treatment equipment on LNG vessels that we 
own and manage to reduce the impact on ecosystems under the Inter-
national Convention for the Control and Management of Ship’s Ballast 
Water adopted by the International Maritime Organization (IMO), which 
came into effect in September 2017.
*1	Seawater taken into a vessel as a counterweight to maintain stability after LNG is unloaded.
Hard clams not previously found in Japanese waters
Production
The Tokyo Bay area is an extensive nexus of water and greenery that is 
populated by a diverse array of organisms. Regions like this are import-
ant stopovers or habitats for many forms of wildlife, including migratory 
birds and insects. Our Sodegaura LNG Terminal has a relatively large 
amount of green space among the various installations operating in the 
Tokyo Bay industrial belt, and thus is a significant interface of aquatic 
and green environments in that area. For this reason, we implement 
green space management practices that support biodiversity.
With the support of the nonprofit organization Jumoku Kankyo 
Network Society, we regularly conduct assessments of the biodiversity 
impact of our green space maintenance and management, thin trees to 
improve land surface exposure to sunlight, and utilize the resulting 
timber as habitats for insects or compost it with grass clippings for use as fertilizer.
As a result of these and other actions, our green spaces have been confirmed to be feeding grounds, stopovers, 
and habitats for diverse wildlife, including butterflies, various insects that live in soil, and birds such as zitting cisticolas 
and little ringed plovers. In addition to improving biodiversity, our efforts have also reduced waste and chemical fertil-
izer use through the effective use of timber from felled trees.
Logs from felled trees are used to provide habitats for insects.
3. City gas production
     Power generation
Risk
Impact of operations on ecosystems
Action
Implement ecosys-
t e m - c o n s c i o u s 
green space man-
agement, etc. 
Assess environmen-
tal impact of power 
plants
2. LNG transport
Risk
Disruption of ecosystems by invasive species
Action
Manage ballast 
water during trans-
port by ships that 
we own/manage
1. LNG procurement
Risk
Loss of ecosystems in areas surrounding gas fields
Action
Monitor how sup-
pliers are showing 
consideration for 
biodiversity in their 
development of gas 
fields
6. Customer and community 
     relations
Engage in conservation efforts at Nagano 
Tokyo Gas Forest
Conduct the Mori Sato 
Umi Tsunagu (Connect-
ing Forests, Villages and 
Ocean) Project, support 
NPO-led activities through 
the Keidanren Committee 
on Nature Conservation, 
and take other actions
5. Offices
Risk
Loss of ecosystems from illegal harvesting of 
wood used to make paper
Action
Reduce paper waste, 
recycle used paper, 
and use paper certi-
fied by Forest Stew-
ardship Council®
Carry out greenifica-
tion projects
4. City gas supply
Risk
Loss of ecosystems from pit sand excavation
Action
Reduce amount of 
soil excavated in 
gas pipeline laying
Biodiversity
Basic Policy
Recognizing the critical value of nature’s blessings and to ensure that we continue to enjoy these blessings into the 
future, the Tokyo Gas Group has established “Biodiversity Conservation and Sustainable Use” as an environmental 
policy. Based on this policy, we strive to understand and alleviate the impact of our business activities on biodiversity, 
promote the sustainable use of resources, and partner with local communities in biodiversity conservation activities.
In addition, Tokyo Gas is a promotion partner of the “Declaration of Biodiversity by Keidanren (Japan Business 
Federation)” initiative.
Environmental Impact Assessment
Natural gas extraction and construction of LNG terminals or power stations have a considerable impact on the land-
scape and natural environment. We review the state of biodiversity conservation at overseas gas fields from which it 
procures LNG and confirms that local ecosystems are being considered. In Japan, we conduct the required environ-
mental assessments for the construction of LNG terminals and power plants and cooperate with nongovernmental 
organizations to undertake such activities as managing green spaces with due consideration for ecosystems.
Measures in Our LNG Value Chain
We are working to conserve biodiversity by accurately understanding the impact of each segment of our LNG value 
chain, from natural gas procurement to transportation, production and supply.
Procurement
Our LNG suppliers implement measures to conserve biodiversity around their LNG 
projects, including afforestation projects and efforts to protect endangered species, 
forests, and marine ecosystems.
For example, in our LNG project in Malaysia, we installed 1,500 artificial reef balls 
in a national park. It was subsequently confirmed that sea turtles last seen along the 
park’s coast in 2010 have been returning since 2015 to lay eggs. And in our LNG proj-
ect in Australia, we are working jointly with the Australian Institute of Marine Science 
to record the status of the coral reef and marine life in the area of our business activi-
ties and to conduct research on bleaching and rehabilitating the coral reef.
Installing artificial reef balls
Source: Petronas, “Bringing life to a 
barren ocean”

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Environment
Before thinning: Ground is constantly damp due to poor 
sunlight exposure.
After thinning: Improved sunlight exposure allows plants 
to thrive.
Supply
When laying new pipes, we strive to reduce the ecosystem impact by using approaches that minimize the amount of 
soil excavated and pit sand used as backfill, such as by digging trenches that are shallower and narrower than custom-
ary, or by using non-open cut construction, which avoids making cuts in roads.
Offices
We plant trees on rooftops and create green curtains at our offices and museums.
Environmental and Social Contribution Activities in the Mori Sato Umi Tsunagu (Connecting Forests, 
Villages and Ocean) Project
Using improved soil for refill
Transporting excavated soil to the soil improvement center
Reducing the use of pit sand
Reducing the use of pit sand
•	Mitigating destruction of the natural 
	Mitigating destruction of the natural 
environment and landscape around quarries
environment and landscape around quarries
•	Reducing CO
	Reducing CO2 emissions during transport
 emissions during transport
Treatment of excavated 
soil for recycling
Gas pipeline work
Soil improvement center
Biodiversity Activities with Our Customers and Local Communities
We have been making efforts to conserve biodiversity through the forest preservation activities at the Nagano Tokyo 
Gas Forest, which opened in 2005, and the Mori Sato Umi Tsunagu (Connecting Forests, Villages and Ocean) Project, 
which started on June 1, 2017.
Biodiversity Conservation Activities at Nagano Tokyo Gas Forest
We have been monitoring the environment at the Nagano Tokyo Gas Forest since 2007 in an effort to conserve biodi-
versity. We have confirmed a total of 447 species of living organisms in the forest (351 plants, 17 mammals and 79 
birds) based on our flora survey and biota monitoring conducted in 2018. We are steadily accumulating data on how 
we managed the trees, and on the number of animals and birds. This information is very useful when we draw up new 
plans for forest and biodiversity conservation.
 Mori Sato Umi Tsunagu (Connecting Forests, Villages and Ocean) Project
 Forest Conservation Activities at Nagano Tokyo Gas Forest

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Supplying Energy
Social
Procurement of LNG
Diversification of LNG Procurement
The growth in global LNG demand centered on Asia and the potential for larger fluctuations in LNG demand in Japan 
from liberalization and other developments have given rise to the need for greater competitiveness and flexibility in 
LNG trading. The Tokyo Gas Group is striving to achieve stable and affordable LNG supply through the diversification 
of three elements of procurement: sources, contract conditions, and the LNG network.
As of end-March 2021, the Tokyo Gas Group imports LNG under long-term contracts from 16 projects in six coun-
tries: Australia, Malaysia, Brunei, Russia (Sakhalin), Qatar, and the United States.
Safe Supply of City Gas
Pipeline Network Development
We are developing our gas pipeline network to ensure the long-term stability of city gas supply in step with increased 
demand and the expansion of our service area. In FY2020, we completed construction of the Ibaraki Line, a high-pres-
sure pipeline in Ibaraki Prefecture, and began supplying gas through it. Along with the LNG tank capacity expansion at 
the Hitachi LNG Terminal, the looping of our high-pressure pipeline network in the northern Kanto Region in addition to 
the Tokyo metropolitan area has further increased the stability of supply and strengthened gas transportation capacity. 
Going toward 2030, we will work to strengthen the resilience of the natural gas infrastructure in the Tokyo metropolitan 
area through stronger cooperation with local governments and other infrastructure companies. 
Moreover, we are laying medium- and low-pressure pipelines while ensuring supply stability in areas where we 
already supply city gas and in the northern Kanto region and other areas with vigorous demand. As we continue to 
expand our city gas transportation capacity through these initiatives, we will also seek to achieve cost structure reform 
through drastic review of operations and mechanisms, and to utilize digitalization to build a system that achieves a bal-
ance between ensuring stable supply and achieving low costs.
Stable Production of City Gas
Stable Production of City Gas
We have ensured the overall reliability of our supply infrastructure by producing city gas through a four-terminal net-
work that comprises our three LNG terminals in the Tokyo Bay area*1 as well as the Hitachi LNG Terminal. With this 
network, the four terminals back each other up, thus enabling us to continue stably supplying city gas even if one of 
the terminals experiences a power outage or other disruption. 
Each terminal is able to stably produce city gas because all are equipped with highly reliable facilities and incorpo-
rate dual redundancy in their key systems. We are steadily upgrading aging facilities, strengthening earthquake 
resistance, and making every effort to ensure safety.
Construction of a second LNG tank was completed at Hitachi LNG Terminal in FY2020. The commissioning of this 
tank has further enhanced the resiliency of our natural gas infrastructure.
*1	Negishi LNG Terminal (Yokohama City, Kanagawa), Sodegaura LNG Terminal (Sodegaura City, Chiba), and Ohgishima LNG Terminal (Yokohama City,
	
Kanagawa).
Expansion of LNG Trading
As LNG demand continues to increase worldwide, we will optimize LNG supply and demand by utilizing the Tokyo Gas 
Group assets and deepening cooperation with other companies in order to expand transaction volumes. As our KPI, 
we have set a natural gas transaction volume target of 20 million tons in 2030.
Currently, we are stepping up our partnering with various LNG buyers such as Centrica LNG in the United King-
dom, RWE in Germany, and Kansai Electric Power and Kyushu Electric Power in Japan, while increasing the flexibility 
of procurement and sales contracts. Moreover, we are leveraging our LNG vessels, LNG terminals, thermal power 
plants, and other Group assets to expand our use of LNG swaps in an effort to enhance LNG transport efficiency and 
reduce costs.
In September 2020, we established TG Global Trading Co., Ltd. as an LNG trading subsidiary that enables us to 
engage in agile LNG trading. Our natural gas transaction volume for FY2020 totaled 18.2 million tons. 
 Tokyo Gas Main Long-term LNG Projects (p. 4 of Investors’ Guide)  
Web
Compliance with Statutory Requirements
To ensure delivery of high-quality city gas to customers, we conduct statutory tests of calorific value, combustibility, 
and other properties on a daily basis. We also strive to further improve quality through not only regular voluntary moni-
toring, but also facility maintenance and management, including periodic repairs and daily inspections.
■ The Tokyo Gas Group’s Energy Supply Infrastructure
50km
150km
100km
Washinomiya
Gas
Shoei Gas
Nagano Toshi Gas
Tokyo Gas Yamanashi
Tokyo Bay
Nagano Pref.
Saitama Pref.
Yamanashi Pref.
Kanagawa Pref.
Tokyo
Chiba Pref.
Gunma Pref.
Tochigi Pref.
Ibaraki Pref.
Gunma Line
Joso Line
Chiba Line
Chiba Line II
Saitama Line
Saihoku
Line
Tochigi Line
Utsunomiya Line
Kumagaya-Sano
Line
Chiba-Kashima Line
Tokyo Line
Yokohama 
Line
Chuo Line
Tokyo Bay
Loop Line
Keihin Line
Submarine
Line
Joso Line II
New Negishi Line
Ibaraki-Tochigi Line
Saito Line
Koga-Moka Line
Ibaraki Line
Hitachi LNG Terminal
Sodegaura LNG
Terminal
Negishi LNG Terminal
Ohgishima LNG Terminal 
Tokyo Gas Yokosuka Power
Kawasaki Natural Gas Power Generation
Kobelco Power Moka
Ohgishima Power
Tokyo Gas Baypower
Total length of pipelines
65,096km
(as of end-March 2021)
Tokyo Gas Group service areas (city gas)
Sales and service network
(Tokyo Gas LIFEVAL, Enesta, and Enefit)
Tokyo  82     Saitama  16     Gunma  6     Tochigi  1
Kanagawa  41     Chiba  6     Ibaraki  5
(as of April 1, 2021)
Tokyo Gas high-pressure pipelines (existing)

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Social
■ Tokyo Gas Group-related Power Plants (domestic, as of March 2021)
Power Plants
Output Capacity 
(10,000 kW)
Our Stake (%)
Capacity Owned 
(10,000 kW)
Tokyo Gas Yokosuka Power
10
100
10
Tokyo Gas Baypower
24
75
18
Kawasaki Natural Gas Power Generation
84
49
42
Ohgishima Power
122
75
92
Moka Power Plant *1
125
0
125
Total
365
287
*1	Purchased total capacity.
Supply Control Center
The Supply Control Center uses a highly reliable dedicated wireless transmission network to collect data on the opera-
tional status of city gas production and transportation facilities in the Tokyo metropolitan area in real time and centrally 
monitor those facilities 24 hours a day, 365 days a year. Also, in order to stably transport city gas while accounting for 
the impact of periodic regular inspections and maintenance of LNG terminals and high-pressure pipelines, the center 
accurately controls governor station pressure and gas holder storage and withdrawal, among other parameters, in 
addition to regulating the gas feed for transportation service clients and the production volume of manufacturers (LNG 
terminals, etc.).
Maintenance of Gas Pipelines
Replacement of Aging Gas Pipes, etc.
In order to address aging buried gas pipes, We formulate a prioritized replacement and upgrade plan for each fiscal year 
and firmly execute the measures set forth in it. In our effort to deal with aging underground house gas pipes (galvanized 
steel pipes) at buildings that are a high safety priority, we are informing customers of the need for replacement and working 
toward completing all upgrades by FY2030, as much as possible. 
Periodic Gas Leak Inspections
In accordance with the Gas Business Act, we conduct periodic inspections to ensure the early detection of gas leaks from 
pipes buried under roads. We carry out repairs promptly at any locations where leaks are detected. We rigorously comply 
with the Gas Business Act and related laws and regulations and notices when we plan, conduct, and manage periodicin-
spections. In addition, we plan and implement our own ongoing gas leak inspections over and above the legally mandated 
periodic leakage inspections.
Patrolling High-pressure Gas Pipelines
To ensure the stable transportation of city gas, we conduct periodic patrols along routes above high-pressure gas pipelines. 
During the patrols, we check whether any businesses are implementing construction work above buried gas pipelines with-
out inquiring with Tokyo Gas in advance, and look for any road cracks, depressions, or other damage that may affect gas 
pipelines. The patrols also inspect gas supply equipment and make sure there are no abnormalities in the pressure regula-
tors that adjust gas pressure and the valves that shut off gas flow. 
Maintaining Neutrality 
We established Tokyo Gas Network Co., Ltd. on April 1, 2021 as a spin-off preparatory company in preparation for the 
legal separation of our pipeline business in April 2022 under the government’s electric power and gas systems reforms. 
We are steadily carrying out preparations and procedures for the separation to enable pipeline business operations to 
be properly carried out in a manner ensuring fairness and transparency.
In addition, we have established the Transmission Service Center to accept applications for transmission service 
contracts, including provider switching. By constructing a system to handle contracts for transmission services using 
our pipelines and to bill customers after the contract begins, we seek to facilitate the provision of services to new 
transmission service clients. We maintain the neutrality of the center’s operations through features designed to treat all 
transmission service clients fairly. These include physical isolation of the office to ensure appropriate management of 
information on the clients, and prohibition of the use of transmission service-related information for other purposes. 
Ensuring the Stability of Power Sources
Building an Optimal Portfolio of Power Sources
We recognize that it is now more important than ever before to provide a stable source of electricity, taking into 
account major changes in the energy landscape such as electric power and gas system reforms, and growth in our 
sales stock. To answer that need, we must secure stable power sources, and thus we are establishing an optimal 
power source portfolio that combines our own power sources with power purchased from other companies.
Expanding Power Sources
We are advancing the construction of natural gas-fired power plants toward reinforcing the foundations of our electric 
power business. In this construction, we realize stable supply by (1) locating power plants close to demand areas, (2) 
using state-of-the-art, high-efficiency combined cycle power generators to reduce the load on the environment, and (3) 
locating power plants near our LNG terminals to achieve efficient and stable management maximizing synergies.
With the receipt, from October 2019, of all the electric power generated by the Moka Power Plant operated by 
Kobelco Power Moka, Inc. (a subsidiary of Kobe Steel, Ltd.), the Tokyo Gas Group’s own power source capacity, in 
terms of equity ratios, has expanded to around 3 million kW. Anticipating future system design requirements and the 
market environment, we will continue to expand our power sources to secure a total capacity on the scale of 5 million 
kW in the 2020s.
Stable Power Generation
The Tokyo Gas Group’s thermal power plants are fueled by natural gas produced at our LNG terminals, which have 
achieved stable operation. These power plants maintain a stable supply of electricity through operational and monitor-
ing activities as well as daily checks and periodic inspections. Capitalizing on expertise acquired in the gas and power 
generation businesses, we will supply more affordable electric power while doing our best to ensure safety and stable 
supply and address environmental concerns through collaboration with our alliance partners.
 Actions in Business Operations: Electric Power Business

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■ Safety Management System
Safety Committee
Chair: President
Subcommittees
Social
■ FY2020 Milestones
■ FY2020 Milestones
October 2020
Signed joint cooperation agreement with First Gen to pursue construction and operation of a floating 
LNG Terminal in the Philippines (Tokyo Gas)
November 2020
Acquired stake in gas distribution company Super Energy in Indonesia (Tokyo Gas Asia)
January 2021
Along with Nippon Koei, jointly awarded contract from Bangladesh Oil, Gas & Mineral for conducting 
feasibility study, engineering services, and tender management for land-based LNG terminal in 
Bangladesh (Tokyo Gas Engineering Solutions)
August 2020
Acquisition of 630,000-kW Aktina Solar Project, which was developed in Texas by the US-based 
renewable energy development company Hecate Energy (Tokyo Gas America)
Overseas Initiatives
By making use of our strengths and performance record in the LNG value chain to focus on the development of the 
LNG infrastructure business in Asia, where the demand for natural gas is rising, the Tokyo Gas Group is contributing to 
the access to energy in Asia. We are also working to expand the scale of renewable power generation.
Development of LNG Infrastructure Business
The Group will collaborate with leading local companies in Asia, where natural gas demand is rising, to accelerate busi-
ness development focused on midstream and downstream operations. We will leverage our technology and expertise 
to expand effective use of natural gas and to contribute to the construction of infrastructure.
Expansion of Scale of Renewable Power Generation
To advance toward Net-Zero CO2 on a global scale, the Tokyo Gas Group is engaged in efforts to expand the scale of 
renewable energy power sources overseas. We aim to handle 5 million kW of renewable power source transactions in 
Japan and overseas in 2030.
 Overseas Project (p. 12 of Investors’ Guide)  
Web
Basic Policy
Securing customer safety is our fundamental mission as an energy company. To fulfill this commitment, we have estab-
lished a safety management system, and we strive to ensure customer safety by periodically inspecting customer gas 
equipment and by operating an emergency dispatch system 24 hours a day, 365 days a year.
System for Ensuring Safety
Management System
Our safety management system rests upon our firm belief that safety must 
be at the heart of our duty as an energy company and must directly involve 
top management. We have established a Safety Committee (chaired by the 
President) for studying specific measures to ensure safety—including basic 
safety policy and the emergency safety operations formation—and promot-
ing the implementation of them. Several subcommittees have been formed 
under the Safety Committee.
Safety System
We operate an emergency dispatch system 24 hours a day, 365 days a year to deal with gas leaks and other problems 
that may arise. This comprehensive system is designed to respond to all situations to ensure the safety of our customers.
■ Safety System
 Safety Structure  
Web
Emergency dispatch to site of gas leak, etc.
Receiving reports, 
issuing emergency 
dispatch instructions
Instructions
Dispatch 
site
Dispatch
Gaslight 24
Fire department
Police
Safety Command Center
Customers
Gas leaks 
or other 
incidents
Receiving reports, 
requesting fire safety
Reporting
Contact & coordination
Ensuring Customer Safety

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Social
Periodic Safety Inspections of Gas Equipment
Under the Gas Business Act, the Tokyo Gas Group periodically inspects gas equipment at all customer sites at inter-
vals mandated by law. As a general gas pipeline business operator, we check for gas leaks on customer premises. As 
a gas retailer, we visit customers to inspect gas appliances as well as air supply and exhaust equipment. In addition, 
we recommend the installation of gas alarms as necessary, and provide contact information for occasions when an 
industrial ventilation alarm is activated.
Gas Appliance Safety Improvements
We have established quality assurance and response units tasked with addressing gas appliance failures and acci-
dents by swiftly identifying the causes and formulating response measures.
In the event of any gas appliance failure that requires the identification of a technical cause or results in an acci-
dent, we immediately investigate the cause and take the necessary actions in cooperation with the manufacturer. We 
also share with manufacturers the insights gained from analysis of appliance failure causes and repair data so that this 
information can be used to prevent recurrence and improve quality in future products.
Promoting Switchover to Safer Appliances
Tokyo Gas has been encouraging the switchover to safer appliances since 2007. We use direct mail and periodic 
safety inspections of gas equipment to recommend early switchover to customers using water heaters or bath boilers 
not equipped with devices to prevent incomplete combustion. 
Enhancing the Safety of Gas Appliances
Launch of Voluntary Action Plan on Product Safety
In accordance with the Consumer Product Safety Act, we have formulated the Tokyo Gas Voluntary Action Plan on 
Product Safety to fulfill our responsibility as a company that repairs, installs, and sells household gas appliances. Our 
aim is to ensure product safety and foster a culture of product safety.
Moreover, in our drive to promote a culture of gas appliance safety, we post important notices on the use of household 
gas appliances on our website to enable customers to quickly find important, accurate information on the correct use 
of products. We also post bulletins on recalls and reported problems so that customers can use their household appli-
ances safely.
Tokyo Gas Voluntary Action Plan on Product Safety	
Launched on November 7, 2007
Tokyo Gas defines the following Voluntary Action Plan on Product Safety to ensure product safety and establish 
a culture of product safety, thereby strengthening our group values of “Safety, Security, and Reliability” in our 
role as a company that sells, repairs and installs home gas appliances.
1.	 Compliance with laws
	
We shall comply with laws and regulations concerning product safety, formulate in-house voluntary standards for repair 
and installation work, and strive to ensure product safety.
2.	 Establishment of a product safety promotion system
	
We shall improve our company’s product safety promotion system to ensure product safety.
3.	 Risk reduction of product-related accidents
	
We shall contribute to reducing the risk of product-related accidents by sending feedback on product-related accidents 
and problems that come to our attention to the manufacturers and importers of gas appliances.
4.	 System for collecting and transmitting information on product-related accidents
	
Whenever we learn of a product-related accident we will promptly forward the information to senior management and 
related departments in the company, as well as to manufacturers and import companies.
5.	 Maintenance and enhancement of product safety
	
We shall promote awareness and disseminate information to our customers on the proper use of gas products, follow-up 
on questions from customers on product safety and commit to the cultivation of a culture of product safety.
6.	 Cooperation with manufacturers and importers
	
Whenever manufacturers or importers recover products due to recalls or other reasons, we shall cooperate with them to 
efficiently facilitate product recovery.
■ Progress in the Switchover to Safer Appliances
Air supply and 
exhaust type
Target appliances
Number of units targeted for 
replacement at campaign start
Number of target units 
remaining at end of FY 2020
Open-type gas 
appliances
Small water heaters
37,000
1,966
Wire mesh stoves
4,200
387
Semi-closed-type 
gas appliances
Conventional flue-type water heaters and bath 
boilers / forced exhaust-type water heaters 
(with downdraft diverters)
120,000
9,471
Total
161,200
11,824

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❶ Prevention Measures
Highly earthquake-resistant 
facilities
Minimize potential damage by continuing to 
further strengthen earthquake/tsunami 
countermeasures for critical facilities.
❷ Emergency Measures
Quick shutdown of gas supply to 
prevent secondary disasters
We have systems for shutting off gas sup-
ply to individual buildings and for remote 
shutoff of area gas supply.
❸ Recovery Measures
Safe and swift restoration of 
gas supply
We reduce the time it takes to restore gas 
supply in affected areas by leveraging IT 
systems to their fullest and streamlining re-
covery operations.
Social
Normal 
level
Monitoring 
level
Excessive rainfall forecasted, etc.
Set up first-response team in preparation for damage
Implement preventive measures in line with flooding risk level
Company-wide disaster response
Emergency occurs or is expected 
Standby 
level
Emergency 
level
Weather warning is issued
Step up monitoring of gas supply 
status and damage information
Track the 24-hour rainfall forecast
Basic Policy
The Tokyo Gas Group carries out earthquake disaster countermeasures under the three pillars of prevention, emer-
gency, and recovery so that customers can use gas safely and conveniently 24 hours a day, 365 days a year. We strive 
to minimize the impact on customers in the event of a disaster. We have also developed a full system for minimizing 
the impact of storm and flood damage on customers.
Earthquake Disaster Countermeasures 
Prevention Measures 
In order to ensure strong earthquake resistance of our gas production and supply systems, we reinforce LNG tanks, 
gas holders, gas pipelines, and other facilities themselves, and implement multiple layers of safety measures. Our main 
facilities are designed to withstand earthquakes as powerful as the 7.3-magnitude Great Hanshin-Awaji Earthquake in 
1995 and the 9.0-magnitude Great East Japan Earthquake in 2011.
Emergency Measures 
We promptly shut off gas supply during major earthquakes in order to prevent secondary disasters. Our gas meters for 
homes are equipped with safety devices that automatically shut off the gas supply to each home or building when they 
detect earthquakes measuring 5 or greater on the Japanese seismic scale. 
Also, all the approximately 4,000 district pressure regulators in our supply area are equipped with seismographs 
so that gas supply can be shut off automatically or remotely at each district pressure regulator when a major earth-
quake is detected. Our disaster-prevention system facilitates the safe shutoff of gas supply throughout the entire 
region.
Moreover, customer inconvenience is minimized by the division of the gas pipeline network into small blocks so 
that gas supply to unaffected areas can continue uninterrupted.
Recovery Measures 
Tokyo Gas strives to restore gas supply as soon as possible by making full use of IT systems and cooperating with 
other gas utilities nationwide. Immediately after an earthquake occurs, our earthquake disaster prevention system 
SUPREME collects data from all district pressure regulators and rapidly determines the optimal recovery method. Fur-
thermore, since FY 2014 we have introduced a system for remotely operating district pressure regulators toward 
realizing same-day gas supply restoration in areas with no earthquake damage.
We provide information to customers through the Gas Service Restoration Map, a color-coded digital map that 
makes it easy to quickly find out the status of gas supply suspensions and the progress of recovery operations. In 
addition, we are able to provide emergency supply of gas to hospitals and other critical facilities that require rapid res-
toration of supply, using mobile gas equipment to provide gas as a relief measure until normal supply is recovered.
Storm and Flood Damage Countermeasures
Gas Supply Facilities
Our gas supply facilities have an airtight design that impedes water intrusion, and our district pressure regulators do 
not require electrical power to operate. Because of this, gas supply is, in principle, maintained even in the event of 
floods or power outages.
Establishment of Situational Response Formation
Whenever a major typhoon or other large storm is forecast to approach our supply area, we set up a response forma-
tion in advance. If an emergency occurs or is expected to occur, we swiftly respond as needed, including by escalating 
the response level.
Disaster Countermeasures

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Disaster Preparedness
Business Continuity Planning
We regularly review all of our more than 600 operational procedures to prioritize our disaster response actions, so that 
we can efficiently shut off gas supply to prevent secondary disasters while continuing to safely supply less affected 
areas.
When the gas supply to an area is interrupted, we promptly suspend nonessential operations and assign their per-
sonnel to recovery operations, and take other company-wide actions to restore service as quickly as possible.
Establishment of a Backup Center
Our systems are located in a data center that meets high earthquake resiliency standards. We have also established a 
backup center in case of a major disaster. The backup center maintains systems concerning customer information and 
emergency safety operations, as well as extra equipment and data backups for swift restoration of services. Emer-
gency drills are conducted regularly, and redundancy is built into the power supply and communication systems to 
minimize the impact on customers during an emergency.
Comprehensive Disaster Prevention Drills  
We conduct comprehensive disaster prevention drills once a year to further strengthen our disaster response capabili-
ties. These exercises are intended to verify that all Emergency Response Organization teams are capable of acting in 
accordance with the guidelines to provide an initial response, facilitate smooth transition to recovery, and ensure effec-
tive collaboration with other gas retailers.
Disaster Response System
We operate an integrated system for monitoring the real-time status of our disaster response activities. This enables all 
employees to share accurate information and swiftly take appropriate action to minimize damage. Earthquake data col-
lected by our earthquake disaster prevention system SUPREME is sent to employees’ mobile phones within minutes of 
an earthquake. This system can also be used to confirm employee safety and deliver instructions on reporting for duty 
during an emergency. We also share our earthquake data with local and national authorities to aid their disaster opera-
tions.
Also, our Supply Control Center is equipped with a dedicated contact system for sharing disaster damage infor-
mation and discussing responses with the Cabinet Office, Tokyo Metropolitan Government, and other authorities.
 Earthquake Disaster Prevention Measures  
Web
Lifestyle Services
Tokyo Gas creates value that resolves the various challenges faced by society. We flexibly combine diverse products, 
technologies, and services to offer solutions that serve the needs of individual lifestyles or local communities.
Residential Monitoring Services
We offer the “Gas Monitoring” service, which monitors gas safety 24 hours a day, 365 days a year, and the “Home and 
Family Monitoring” service, which enables customers away from home to check various security and safety concerns, 
such as whether their doors are locked. These services provide customers with greater security and convenience, 
including the ability to make sure that the gas has been turned off when away from home. Moreover, the services can 
be used to check the safety of elderly family members living alone, and thus help increase safety and peace of mind in 
today’s rapidly graying society.
Because of the contributions that Home and Family Monitoring makes to the resolution of social challenges, some 
local governments have designated it as a gift provided by the Hometown Tax system.*1
*1	This is a system whereby taxpayers can allocate a portion of their tax payments to a rural municipality of their choice and receive certain gifts in return.
Mamo-Room for Supporting Rental Property Management
This service is designed for rental property owners who have concerns about leasing to elderly persons who live alone. 
It alerts them to the possibility that a tenant has become incapacitated by monitoring whether the lavatory door has 
remained open or closed for 24 hours (or 48 hours) via a door sensor. Alerts are sent by email to the address specified 
by the service user. This service places no burden on the tenants and allows rental property owners and management 
agencies to help solve a growing social challenge—the shortage of rental housing for senior citizens living alone. The 
service also provides health consultation to tenants 24 hours a day, 365 days a year.
Gas Equipment Special Support
We have added a new option to Gas Equipment Special Support, a warranty service for repairing sudden malfunctions 
in gas equipment. The option expands the warranty to include repair of plumbing and electrical equipment. In addition 
to freeing customers from worries about unexpected problems in their plumbing and electrical problems, the option 
helps them to extend the service life of equipment covered by the warranty, as the equipment can be repeatedly 
repaired regardless of how much time has passed since purchase or installation.
Value Co-creation

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Carbon stock furniture
Life Rhythm Navi + Home
In February 2021, we launched Life Rhythm Navi + Home, a new service that enables users to monitor the health and 
living conditions of elderly family members residing elsewhere. Codeveloped with the biosensor and IT company 
EcoNaviSta, this service tracks the sleep and lifestyle patterns of the family member by analyzing metrics collected via 
devices such as contactless mat sensors and room temperature sensors. The features also include a mobile app that 
enables remote control of air conditioning. The service helps users to care for an elderly family member without placing 
emotional or physical stress on that person, and thus supports healthy living in our aging society.
Tokyo Gas Housecleaning Service
Demand for housework support services has skyrocketed in recent years with changes in the structure of society—
namely, the rise in dual-earner households and the elderly population. For dual-earner households, housework, 
especially cleaning, consumes large amounts of time and is a significant source of stress. We have started offering a 
high-quality housecleaning service to assist such households by easing customers’ workload and enabling them to 
repurpose the time otherwise spent on chores. This service also leads to recognition and valuation of domestic work, 
and thus helps to advance gender equality.
Social contribution shopping site “junijuni sponsored by TOKYO GAS”
Tokyo Gas and SynaBiz Co., Ltd. jointly operate the social contribution shopping site “junijuni sponsored by TOKYO 
GAS,” which aims to assist with the resolution of social issues. The site collects and markets food products and daily 
goods from manufacturers that were discarded in the past because of changes in packaging, the conclusion of limit-
ed-time promotions, or approaching the expiration of freshness dates. The product prices include a donation to an 
organization working to resolve social issues. Customers get to choose which group receives the donation when they 
purchase their product, and can thus contribute to the resolution of social problems by linking the product purchase 
with donations. The site is named “junijuni” (which means “12 12” in English) after SDG 12 “Responsible consumption 
and production.”
Carbon Stock Furniture
Co-developed by Tokyo Gas Communications and architect Mitsuyoshi Miyazaki, Carbon stock furniture is wood furni-
ture designed to store CO2 under the concept of “returning the city to the forest reservoir.” By leveraging the ability of 
trees to absorb CO2 and continue locking it in as carbon after being transformed into wood products, this project seeks 
to limit carbon in the atmosphere through promotion of the furniture’s use in many locations, including shops, offices, 
and public spaces. Carbon stock furniture abundantly uses wood that has sequestered atmospheric CO2. In order to 
minimize carbon emissions from transportation, the wood is harvested from forests near the cities where the furniture 
is sold. To enhance recyclability, the wood parts are joined by metal fittings sandwiched between them, without any 
openings or notches cut into them. Moreover, the furniture employs the 
square timbers typically used in construction, which means they can be 
repurposed for a broad range of applications. The assemblage of tim-
bers with the same cross-sectional size makes it easy to determine the 
total amount of carbon stored in a piece of furniture, and that amount is 
printed on part of the furniture as a visual reference. Going forward, we 
will actively promote the deployment of Carbon stock furniture in urban 
spaces to contribute to the reduction of atmospheric CO2 and create 
strong bonds between cities and the forests that supply the wood.
Heat Shock Forecasts
Tokyo Gas has been providing heat shock forecasts*1 jointly developed with the Japan Weather Association via their 
“tenki.jp” weather forecast site since 2017 to help prevent heat shock accidents that can occur when taking a hot bath, 
especially in colder months. This service calculates temperature differentials inside the home based on weather fore-
cast data and presents a “heat shock risk estimate” which can be used for safe bathing practices in winter.
Tokyo Gas also led the launch of the STOP! Heat Shock project as a collaborative corporate initiative in 2018 to 
raise awareness of heat shock, and continues efforts to further educate the public on prevention.
*1 Forecasts are normally provided from October through March each year.
Vacant House Management Service “Care for Your Parents’ Home”
The rise in the number of unoccupied houses in Japan not being properly managed is resulting in various problems for 
society, including worsening of public hygiene and public safety. In addition, many of those houses were vacated 
because the elderly occupants were placed in nursing homes, which highlights the heavy burden faced by adult chil-
dren who have to look after both their aging parents and the parents’ homes. Under this service, staff visit vacant 
houses once per month to confirm that there are no visible abnormalities outside or inside. They also air out the house, 
run water, turn on electricity, collect mail, and give a simple cleaning of the rooms and garden. This periodic mainte-
nance slows building deterioration and prevents the degradation of public safety (such as illegal entry) and the 
worsening of public hygiene from weeds and offensive odors. As a result, it reduces the burden on those who manage 
the houses and gives them peace of mind, while also contributing to safe, sustainable urban development.

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Regional Development Service
At the Tokyo Gas Group, we strive to contribute to the creation of a pleasant lifestyle and environmentally friendly soci-
ety. This includes regional development projects, in which we work for the effective use of energy through the 
development, utilization, and management of real estate and for safe and secure urban development that is highly 
resistant to disasters by making use of our strengths as an integrated energy company.
Office Rental Business
Tokyo Gas engages in the construction, ownership, and rental manage-
ment of several buildings, mainly in central Tokyo, to provide 
high-quality office spaces. In FY2020, construction of msb Tamachi 
Station Tower N, a building jointly developed by Tokyo Gas Real Estate 
Co., Ltd., Mitsui Fudosan Co., Ltd., and Mitsubishi Estate Co., Ltd., 
was concluded, bringing to completion the entire msb Tamachi area 
development. This area features optimized energy supply and demand 
through networking of heat, electricity, and data, an approach that not 
only reduces environmental impact but also supports the business con-
tinuity planning of tenant companies because the energy center is able 
to supply them with electricity whenever the commercial electricity 
supply is disrupted by a disaster. 
Residential Leasing Business
Tokyo Gas is developing the LA TIERRA series of rental condominiums, primarily in central urban areas, to offer hous-
ing that supports comfortable living. Since beginning construction of LA TIERRA Nerima in 2019 as our first 
medium-scale project on land owned by Tokyo Gas, we have continued to proactively develop our land. As of end-
March 2021, we owned 22 residential buildings with a total of 843 living units.
Implementing Engagement
The division or operating center with the closest relations with a particular stakeholder becomes the responsible con-
tact and engages with the stakeholder through interactive communication. The results of engagement are shared with 
the relevant divisions, and with the Sustainability Committee and other committees as necessary, and are used to 
guide actions for further improvements. We disclose information through our website and execute the PDCA cycle. We 
also promote understanding of stakeholder engagement among our employees through trainings, etc.
msb Tamachi
Stakeholder Engagement
Basic Policy
The Tokyo Gas Group engages with diverse stakeholders in the conduct of its business activities. Based on our Corpo-
rate Action Philosophy and Our Code of Conduct, all Group officers and employees seek to develop good relationships 
with stakeholders and to work toward achieving a sustainable society.
Purpose of Engagement
When conducting business activities, as one judgment factor to maximize value creation in decision-making and busi-
ness activities, and to minimize any negative impacts, it is necessary to understand stakeholders’ expectations and 
assessments of the Tokyo Gas Group, as well as the responsibilities we should fulfill toward stakeholders. We also 
emphasize building up appropriate relations and partnerships with stakeholders and enhancing the transparency of our 
business activities. We engage with stakeholders through interactive communication to achieve these goals.
Identifying Our Stakeholders
In order to make our engagement more meaningful, we identify stake-
holders from the perspectives of (1) being, or possibly being, directly or 
indirectly impacted by the decision-making or business activities of the 
Tokyo Gas Group, or impacting, or possibly impacting, the Tokyo Gas 
Group, (2) economic, social, and environmental responsibility, and (3) 
providing diverse perspectives on our management, products, and ser-
vices.
■ Main Stakeholders
Customers
Share-
holders 
and 
Investors
Suppliers
Group 
Employees
Univer-
sities and 
Research 
Institutions
Local 
Communities
Tokyo Gas 
Group
National/
Local 
Govern-
ments
Building Relations with Stakeholders

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Stakeholders
Main Expectations and Requests
Main Communications Methods
Customers
Safe and stable supply of energy, appropriate disclo-
sure, environmentally friendly products and services
Customer contact opportunities, calls to Customer 
Center, website
Shareholders and 
Investors
Increase of corporate value, fair shareholder returns, 
timely and appropriate disclosure
General Shareholders Meetings, financial results 
briefings, IR events and one-on-one meetings, IR 
website
Local Communities
Solution of social issues in the community, sustain-
able urban development, provision of information 
and awareness-raising on disaster prevention and 
the environment
Service formation closely tied to the community, 
community disaster prevention and environmental 
events, volunteer activities
National/Local 
Governments
Payment of taxes, compliance with laws and 
regulations, cooperation with public policies to solve 
social issues
Participation in policy boards, etc., participation in 
business and industry associations, dialogue with 
local governments
Suppliers
Fair and equitable business transactions, develop-
ment of better partnerships and information sharing
Disclosure and sharing of Purchasing Guidelines for 
Suppliers. etc., briefings for suppliers, surveys of 
CSR initiatives
Universities and 
Research Institutions
Collaboration and innovation in solving social issues 
and building a better way of life and society
Diverse forms of joint research and information 
exchange
Group Employees
Job satisfaction, human resources development, 
promotion of diversity, occupational safety and 
health
Workplace visits by the president, ,intranet, 
labor-management consultations, health support
Shareholders and investors
Investor Relations website
Local communities
Tokyo Gas Customer Center
Local service outlets, Tokyo Gas showrooms
Fax service
Online inquiries
Government agencies
Department in charge
Suppliers
Purchasing Department inquiries desk
Employees
Tokyo Gas Labor Union, compliance consultation desks
Contacts for Stakeholders
■ Customer Satisfaction Orientation
•	 Do More for Customers
	 We always take a customer-centric approach to our work.
•	 Achieve Satisfaction that Exceeds Expectations
	 We act with the customer’s point of view in mind to provide unparalleled service that exceeds customer expectations.
Expressions of gratitude
313 (5.5%)
System requests
4,756 (84.1%)
Complaints
587 (10.4%)
■ Breakdown of Customer Feedback
Enhancement of Customer Satisfaction
Basic Policy
The Tokyo Gas Group believes that delivering customer satisfaction and being valued by the customer is more import-
ant than what products or services we deliver to the customer. With this understanding, the Group has prescribed 
“customer satisfaction orientation” as our basic stance, as stipulated in Tokyo Gas: Our Code of Conduct. This cus-
tomer satisfaction orientation is the criteria for decision-making and the guideline for action for all Tokyo Gas Group 
employees. We continue working to ensure that all employees understand this commitment, and to become a custom-
er-oriented corporate group.
Initiatives for Increasing Customer Satisfaction
• Gathering Feedback
We acquire information on customer opinions through customer phone calls, face-to-face contact, and other channels, 
and maintain a database of this information. We received 5,656 items of customer feedback in FY2020.
• Analyzing Feedback
We analyze the information in our customer feedback database using digital technologies, and implement actions that 
enable us to promptly respond to customer requests and complaints. In addition, we use customer surveys and analy-
sis of feedback received through social media to better understand customer perceptions and expectations regarding 
the Tokyo Gas Group.

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 Integrated Report  
Web
 Investors’ Guide  
Web
 Purchasing  
Web
 Supply Chain Management
Social Contribution Guidelines
1.	Basic Policy
	
At the Tokyo Gas Group, we aim at the realization of a sustainable society where diverse people can live comfortable 
and fulfilling lives. To those ends, we work together with local communities to resolve social issues and pursue activities 
that can only be implemented by the Tokyo Gas Group as a company that people continue to trust and choose.
2.	Three Priorities
	
(1) Building lifestyles and communities that are safe and secure
	
(2) Building lifestyles and a society that are environmentally friendly
	
(3) Building an enriched culture of everyday life
Customers
Feedback is used to 
study/decide Group 
policies, and improve 
services
Using Feedback
Information from 
feedback database is 
shared across the 
Group, including top 
management
Sharing Feedback
Feedback is analyzed 
with digital tools
Analyzing Feedback
Feedback is acquired 
from customer phone 
calls, face-to-face 
contact, surveys, etc.
Gathering Feedback
•Using Feedback
After receiving customer complaints, we ascertain the facts of the matter, analyze the cause, and implement measures 
for preventing recurrence. We share these cases as examples of improvements made, and we also share customer 
expressions of gratitude as examples of what we are doing right. This information is used as a resource for further 
improving our services and as a compass for our professional behavior. In addition, we use system requests from cus-
tomers as a guide for re-examining the content of our operations and services, and for studying and making decisions 
on our policies.
•Sharing Feedback
The insights gained from analysis of customer feedback are shared with our top management and the relevant divi-
sions of our Group.
Dialogue with Shareholders and Investors
Timely and Appropriate Disclosure
We place a high priority on the proactive disclosure of information in a timely, fair, and consistent manner as a means 
to ensure sound, transparent management and to gain understanding and trust from our shareholders and investors. 
We actively disclose on a timely basis our business results, stock price trends, and financial status through brief-
ings, personal meetings, our website, and other channels. Furthermore, we announce all our strategies and action 
plans for achieving the Tokyo Gas Group’s short-term and medium-term targets and publish progress reports and 
results each time.
We focus on preparing various reports which are important IR tools. In FY2020, we produced the Tokyo Gas Inte-
grated Report, Investors’ Guide, and Tokyo Gas Tsushin (shareholder newsletter), in addition to the annual securities 
report and quarterly securities reports. All these publications are available at the IR Library on our website.
Interactive Communication
We hold the Ordinary General Shareholders’ Meeting in June of each year and financial results briefings on a quarterly 
basis. These are venues for reporting on business performance, plans, and strategies, and also important opportunities 
for communicating with shareholders, institutional investors, and analysts. 
In addition, we actively hold personal meetings with domestic and international institutional investors and analysts, 
briefings and facility tours for individual investors, as well as other communication opportunities. We strive to maintain 
and further enhance our corporate value through the intimate dialogue and discussion that take place at these events.
Communications with Our Suppliers
Communications with Our Suppliers
We strive to interactively communicate with our suppliers through diverse means, including by sharing information 
during routine meetings and conducting annual surveys. In addition, we established a contact desk for materials pro-
curement inquiries that is patterned after supplier consultation desks and whistle-blower systems.
Establishment of relationships with communities
Basic Approach
The Tokyo Gas Group implements activities for creating a sustainable society together with local communities based 
on the following guidelines.

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Participating in a disaster prevention event
Community cleanup
Disaster Preparedness Programs
We run diverse programs such as: Hiiku fire education, which teaches the disaster survival skill of how to start and use 
a fire, and the ways that fire benefits people’s lives; Prepare an Emergency Toilet, which explains the setup and use of 
emergency toilets following a disaster; and Daily Meals and Emergency Meals, which provides tips for how to prepare 
for disasters, mainly in regard to cooking. Also, in FY2020 we added Disaster Preparedness for Kids pages to our web-
site to raise children’s understanding and awareness of disaster preparedness through a quiz, a video, and other 
content. Through these programs, we seek to help people to become better prepared to survive and assist others fol-
lowing a disaster.
Food Projects
We carry out food education and other activities aimed at bringing happiness to all through food. This includes working 
together with food professionals and experts to develop solutions for food issues affecting society—such as ideas for 
healthy and environmentally friendly dietary lifestyles—and broadcasting those solutions through the mass media and 
online channels. In particular, we run the ECO COOKING*1 program for promoting eco-friendly practices in everyday 
cooking and dining, and train instructors to lead the program’s public seminars. As of end-March 2021, some 4,000 
people were serving as instructors.
*1	ECO COOKING is a registered trademark of Tokyo Gas Co., Ltd.
School Education Support Activities
We teach children about the importance of energy and the environment, cultivate their zest for life, which is the goal of 
school education, and support their personal growth.
Workshops for Teachers
We hold workshops for teachers that incorporate facility tours and group work to provide them with information about the 
relations between city gas and other energy sources and environmental issues that they can use in their own lesson plans. 
We held three of these workshops in FY2020, and these were attended by 73 teachers.
Classes in Schools
We have been dispatching Tokyo Gas employees to teach classes in schools since 2002. In addition to offering our visiting 
lecture programs “Energy That Sustains Daily Life,” “What Are Fuel Cells?” and “Let’s Start ECO COOKING,” we launched 
some new activities in FY2020, including a class on the SDGs, and online interviews linking schoolchildren with the staff at 
our gas production and supply sites. We also posted videos of the lectures and other content on our website to enable chil-
dren to study on their own amidst the coronavirus pandemic. As of end-March 2021, our visiting lectures have reached out 
to a total of 1,153,216 pupils.
Next-generation Education at Our Museums
We operate the Gas Science Museum, which features hands-on exhibits for learning about the energy that supports 
everyday life and about societal challenges such as global warming, as well as the Gas Museum, which showcases the 
history of the gas industry and the ways that gas is tied to daily living. By offering these museums as opportunities for 
field trips and other learning experiences, we contribute to the education of the next generation. The coronavirus pan-
demic led to a decline in attendance in FY2020. The Gas Science Museum drew 68,672 visitors, while the Gas Museum 
received 10,478 visitors. 
Contributing to the Community (disaster preparedness, beautification, crime prevention)
We support the improvement of community disaster preparedness in various ways, including by taking part in local 
disaster drills and providing information on the Group’s disaster preparedness measures. We also play our part in help-
ing to enhance the liveability of local communities through active collaboration with the local government and residents 
in neighborhood beautification and cleanup projects, and through crime prevention measures such as attaching crime 
prevention stickers to company vehicles, and having our periodic safety inspection and meter reading staff wear crime 
prevention armbands and badges. In FY2020, we participated in 46 local disaster drills and 6 community beautification/
cleanup projects.
Environmental Contributions
We run the Mori Sato Umi Tsunagu (Connecting Forests, Villages and Ocean) Project, which seeks to mitigate global 
warming and protect biodiversity through actions targeting forests, villages, and the ocean. In addition, we plant, thin, 
and care for trees at the Group-owned Nagano Tokyo Gas Forest under a forest management plan.

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FY
2016
2017
2018
2019
2020
Number appointed
150
273
301
274
274
■ Number of Olympic and Paralympic Ambassadors
Note: This role was called “Para Sports Support and Promotion Leaders” up through FY2017.
Volunteers clearing a sports venue
Support for Employee Volunteer Activities
Para Sports Events Volunteers
As part of our support for para sports, we have been providing volunteers 
for para athletic competitions since 2015. The volunteers help set up and 
clear venues, staff reception desks, and serve as interpreters. To date, a 
total of 243 Group employees have participated.
Collecting Spoiled Postcards and Used Stamps
The Tokyo Gas Group began collecting spoiled postcards from FY2003 
and used stamps and cards from FY2017. 
The used stamps and cards are donated to the Minato Council of 
Social Welfare for redemption into money that is used to promote welfare 
and volunteer activities in local communities. The spoiled postcards, which 
are also redeemed for money, are donated to the Darunee Scholarship 
Fund administered by EDF-Japan, which supports the education of disad-
vantaged children in Vietnam, Thailand, Myanmar, Laos, and Cambodia 
through international one-on-one educational sponsoring. We are pres-
ently supporting the education of five junior high school students in Laos, 
Vietnam, Thailand, and Myanmar.
Supporting the Running of the Tokyo 2020 Games
We made preparations to support the running of the Tokyo 2020 Games by maintaining a robust energy supply system for 
the continuous stable supply of energy to Games facilities. Security measures are important, so in addition to protecting 
infrastructure (including LNG terminals, pipelines, and governor stations) against terrorism and other contingencies, we 
worked closely with the central government, the Tokyo Metropolitan Government and other local governments, and the 
Tokyo Metropolitan Police to guard against cyberterrorism.
Toward the Realization of an Inclusive Society
We are aiming to achieve the creation of an inclusive society that builds on the success of the Tokyo 2020 Games. 
Toward this end, we will work to raise employee awareness and strive to address customer needs more closely by 
improving people’s lives, developing communities, and providing services.
Fostering Employee Awareness
We appointed Olympic and Paralympic Ambassadors at each workplace to lead our in-house initiatives for creating an inclu-
sive society. Around 100 of these ambassadors participated as volunteers to support the running of the Tokyo 2020 
Games.
Moreover, we have held Para Sports Viewing Days since 2016 to increase understanding and recognition of para 
sports among as many employees as possible. To date, we have held 24 of these events and have also provided opportu-
nities for our employees and their families to meet athletes sponsored by Tokyo Gas at the major events in which they 
compete. During the coronavirus pandemic, we held Online Para Sports Viewing Days as a new approach to fostering 
excitement for para sports. We also implement various other initiatives toward an inclusive society, including encouraging 
employees to take basic training on how to assist and engage with seniors and people with disability. To date, some 1,000 
Group employees have undergone this training.
Initiatives for the Tokyo 2020 Games
Basic Policy
As a company operating in the Tokyo metropolitan area, where the Olympic and Paralympic Games Tokyo 2020 took 
place, Tokyo Gas signed an agreement with the organizing committee on July 27, 2015 to serve as an Official Partner 
in the Gas and Gas Utility Services category under the Tokyo 2020 sponsorship program.
We have been promoting diverse initiatives recognizing the Tokyo 2020 Games as an opportunity to create an 
inclusive society in which people show mutual respects and live in peace.
Contributing to the Success of the Tokyo 2020 Games
As an Official Partner of the Tokyo 2020 Games, we worked to build momentum for their success and made prepara-
tions to support the running of the Games, which took place in our hometown.
Building Momentum for the Success of the Tokyo 2020 Games
Tokyo Gas placed special emphasis on activities for the success of the Paralympic Games Tokyo 2020. We organized all 
types of events related to culture, education, and sports and health as part of the Tokyo 2020 Participation Program to build 
momentum toward the Games.
We also held Paralympic sports experience events inside and outside the company, arranging opportunities for employ-
ees to view Paralympic sports competitions, and otherwise worked to spread Paralympic sports and the recognition of 
Paralympic sports.

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Video instructions for restarting gas meters (with sign language interpretation)
The One-Handed Cooking recipe collection
Introduction of multi-lingual speech translation app
Consultation
Period
Main Topics
Spring intensive labor-management consultation
February 
through 
March
Economic working conditions, personnel system, rules of employment 
and other working conditions
Special Subcommittee of the Management 
Council (policy related)
December
Current status and future direction of business strategies and key 
policies
Special Subcommittee of the Management 
Council (financial results)
May
Financial results performance and forecast
Working Hours Committee
May and 
November
Working hours and productivity improvement performance and 
forecast
Employee Pay and Benefits System Committee
December
Current status and future direction of personnel systems and policies
Departmental labor-management councils
June
Current status and future direction of departmental/divisional policies
■ Main Labor-Management Consultations and Topics in FY2020
Together with our Customers
Tokyo Gas actively works to raise public awareness outside the company toward the realization of an inclusive society. We 
educate the next generation by organizing out-of-school learning where elementary school children participate in simulated 
experiences of disability and para sports as an opportunity to learn about the importance of diversity in society as well as 
mutual understanding and respect. In addition, we provide various tools for people with disabilities. These include pam-
phlets and business cards in Braille for visually-impaired customers, a sign language version of our online video on the 
Tokyo Gas website that explains how to restart gas meters after emergency shutdown, and publication of the One-Handed 
Cooking recipe collection, which is filled with ideas for cooking that can easily be enjoyed by people who can use only one 
hand due to paralysis or injury.
We also implement initiatives that respond to the needs of diverse customers. These include universal design diagnos-
tic trials in which wheelchair users are asked to maneuver through restricted pedestrian passages at our construction sites 
to provide advice on ways to improve safety and accessibility, the introduction of a multi-lingual speech translation smart-
phone app for interactions with foreign customers, and involvement of people with disability in the planning of renovations of 
our museums so that we can redesign them to be universally accessible.
Communication between Top Management and Employees
Ever since July 2018, the President of Tokyo Gas has visited Tokyo Gas divisions and subsidiary companies to 
exchange opinions with workers who lead the company on the front lines. This provides an opportunity for the Presi-
dent to directly convey the management vision and expectations to group employees in the field, and to discuss issues 
regarding each workplace and operation, and plan the necessary improvements. The President made a total of six 
visits in FY2020.
Also, when the Tokyo Gas Group Management Vision “Compass 2030” was announced, 41 briefings (38 inside 
Japan, 3 overseas) were held within the Group to deepen the understanding of employees regarding the Vision’s 
details, with the participation of approximately 5,000 employees. Videos with the President’s greetings and briefings 
have been posted on the Company’s intranet and articles explaining the Vision have been published in the Group 
in-house magazine, in an effort to further instill understanding of the Vision throughout the Group.
Communications with Employees
Building Positive Labor-Management Relations
Our labor union operates under a union shop system. All employees except for those in management are members of 
the Tokyo Gas Labor Union based on a union shop agreement*1 and therefore the labor union participation rate of 
subject employees is 100%.
The Company and the union build up sound and amicable labor-management relations based on mutual under-
standing and trust, and engage in frank exchanges of opinions regarding management issues and working conditions 
through regular labor-management discussions. We strive to arrange an environment where contract employees, who 
are not union members, can also work with security, and have concluded a minimum wage agreement. At our overseas 
sites, we observe the local laws and regulations, and respect workers’ rights.
*1	Union shop agreement: A labor agreement under which workers employed by the company must join a certain labor union within a certain period of time.

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Human Resources Development
Basic Policy on Personnel Affairs
Tokyo Gas develops its personnel affairs measures with the understanding that people are the source of corporate 
vitality and that the company cannot grow without the personal growth of our employees.
We strengthen human resources through hiring and training and prepare a work environment where employees 
with different values can fully manifest their abilities to create and provide diverse value for customers and boost com-
petitiveness.
Tokyo Gas uses a completely performance-based compensation system. We aim to boost employee motivation 
and satisfaction through compensation that rewards results, and to become an organization that is lively and dynamic.
Basic Policy on Human Resources Development
With the belief that people grow through their work, Tokyo Gas develops the skills of our employees by effectively 
combining on-the-job training by their supervisors with off-the-job education and training, self-education, transfers, 
and job rotations. We also conduct career planning and open recruitment so that employees can experience satisfac-
tion through self-realization in their work.
Evaluation System
Tokyo Gas has adopted a goal management system. After each employee understands the company and division 
goals and the employee’s own roles and responsibilities, we set individual performance goals and evaluate goal 
achievement and contribution to the organization to determine appropriate compensation.
In addition to evaluation based on goal management, we also assess performance using “role achievement evalu-
ation,” which tracks the achievement of expected roles and is used for skills development and training, and by using 
“360-degree evaluations” (behavioral diagnostics, multifaceted evaluation) by colleagues and subordinates as well as 
superiors.
Education and Training Structure
Our Human Resources Development Program combines education on basic and common abilities as businesspeople 
with a wide range of specialized skills training. By expanding, upgrading, and increasing abilities, we work to foster 
employees who think for themselves and draw others into their actions, and who can respond flexibly to changes in the 
business environment. We aim for employees to maximize their individual abilities and strengths for improved produc-
tivity through the growth of each employee, and to proactively take initiative as leaders at the Tokyo Gas Group.
Developing Basic and Common Abilities Required as Businesspeople
In addition to job transfers and rotations for professional development, we conduct employee training for basic education, 
management skills development, and career planning support. Tokyo Gas Group employees also participate in some train-
ing to foster common abilities.
Development of Residential Services Human Resources
Our Human Resources Development Centers provide education and train-
ing for the Tokyo Gas Group, mostly for employees in the residential 
services field. The centers run some 160 courses taught by around 50 
instructors. The courses include technical training to guarantee quality in 
field operations (safety inspection, equipment repair, installation of gas 
appliances and water heaters) based on internal credential systems, train-
ing for acquiring the fundamental knowledge of products/installation and 
the skills needed to repair water valves and toilets, and e-learning courses 
for credential renewal, among other courses. In FY 2020, 9,187 Group 
employees and other participants took part in 776 training sessions.
Training
Objectives & Content
Employee Fundamentals
Training for new recruits and other young employees to equip them with the 
mentality and fundamental knowledge they need to have as professionals and 
members of Tokyo Gas
Management Skills Development
Training for managers and recently promoted employees at all levels to instill 
awareness of the expected roles of managers who make different types of 
contributions and to foster managerial abilities
Human Network Development
Programs for in-depth discussions centered on young employees to promote 
networking inside the company
Next Generation Leaders Development
Training for managers centered on exchanges with other companies to foster 
leadership with a high and broad perspective for times of change
Digital and Innovation Personnel Development
Open training sessions to develop human resources for the digital and innovation 
fields
Study Abroad System
Program for study abroad at graduate schools and technical schools to enable 
employees to broaden their views, gain business knowledge, and develop 
networks of contacts
Self-development Support Program
Seminars, external training, online training, and other types of education to support 
employee self-development by enhancing expertise and building skills in problem 
identification/solving, collaboration, and task execution
■ Training Program
Human Resources

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Development of Pipeline Human Resources
Tokyo Gas strengthens specialized skills in the pipeline field by providing on-the-job training centered on day-to-day guid-
ance and off-the-job training at our training centers and elsewhere to ensure the development of human resources who are 
able to contribute to the safe and stable supply of gas.
In FY2020, we launched a talent management system on a trial basis to improve employee performance through visu-
alization of their skillsets. As we continue running this pilot program, we will seek to put it to effective use in each employee’s 
career development and in the visualization of our organizational competitiveness.
Development of Production Human Resources
The Tokyo Gas Group actively promotes knowledge management by sharing and utilizing the valuable know-how, technol-
ogy, and skills it has acquired over many years of operating terminals. This strengthens each worker’s skills and technical 
expertise, and thus enhances both their competencies and performance. In addition, we systematically and effectively 
develop our human resources so that skills are smoothly transferred to each succeeding generation. These knowledge 
management and talent development programs undergo a detailed PDCA cycle that includes periodic committee meetings 
in order to further improve their content and efficacy. 
Program
Objectives & Content
Technology and Technical Skills Recognition 
System
A system whereby work is performed by employees certified to have a certain level 
of technologies and technical skills, so that each employee has the necessary 
technologies and skills to continue fulfilling our responsibility to customers and to 
society
Meister Instructor System
An in-house credential system that supports the development of personnel by 
certifying employees with a high level of skills in order to improve workplace 
capabilities and for the smooth transmission of skills to the next generation. The 
system clarifies the image of a professional in emergency safety operations, 
maintenance and management, and construction management. It aims at 
motivating young employees to strive to boost their skills levels, and at having the 
certified instructors gain greater awareness of their roles in the transmission of 
skills to young employees
Training Centers
The Tokyo Gas Group operates five training centers for different lines of work as 
off-the-job training facilities. The regular courses for the employees of Group 
companies and affiliates are Introductory Basic Training, Job Performance 
Improvement Training, and Common Training. In addition, the centers implement 
customized training and on-site training, lend out training tools and videos, and 
provide access to facilities
■ Human Resources Development Programs
Training
Objectives & Content
Training for Newly Appointed Directors
Training for newly appointed directors to help them acquire the required knowledge 
to understand the importance of corporate governance for the Tokyo Gas Group
Training for Reform Execution Leaders
Training for managers so they can learn the leadership skills for driving the 
organization forward, with the aim of facilitating the self-development of their 
management abilities and business perspective through examination of their own 
challenges
Training for Managers
Training for enabling managers to acquire performance assessment and staff 
training skills and learn about diversity management, so as to gain fundamental 
management knowledge and recognize their roles as managers
■ Training Programs for Tokyo Gas Group Companies
Development of Human Resources at Group Companies
The Tokyo Gas Group conducts training for subsidiaries to reinforce the development of human resources and advance 
networking at Group companies.
Transfers and Job Rotations
We endeavor to place the right person in the right position so that employees will find their work rewarding and worth-
while. Every year, employees have interviews with their supervisors to discuss their career plans. Their self-evaluations 
are recorded in the personnel system along with remarks by the supervisors, and used for transfer and rotation plans 
and career development.
As supplements to our regular personnel rotation system, Tokyo Gas also has an “open recruitment system” in 
which employees can apply for transfer to new businesses, as well as a “free agent system” in which employees can 
apply for their desired work position. In FY2020 we expanded these programs to strengthen our support for self-led 
career development.

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Basic Policy and Promotion System 
The Tokyo Gas Group promotes workplace diversity and inclusion toward 
becoming a corporate group where employees excel by fully applying their 
knowledge, abilities, and experience.
(1) We aim to be an organization where employees show mutual respect for diverse 
work styles while enhancing productivity.
(2) Our promotion of diversity and inclusion begins with promoting the professional 
careers of women. Going forward, we will continue to actively promote the 
advancement of women.
(3) We have established a Group Diversity Promotion Team to advance diversity and 
inclusion throughout the Group together with management.
Promoting the Advancement of Female Employees 
Group-wide Initiatives
We hold career development seminars for women and make other efforts to foster employee awareness and build up a 
supportive organizational culture.
Education and Awareness-raising (Diversity Month)
We hold various seminars and other activities during our annual Diversity Month to further enhance the diversity aware-
ness and behavior of Group employees. Our Diversity & Inclusion 2020 program featured activities such as lectures, a 
communication course & an e-learning session on communication, and a wide array of online seminars. More than 
3,000 Group employees participated.
Each Dept.
Subsidiaries
Top Management
Group Diversity
Promotion Team
Personnel Dept.
Diversity & Inclusion
Management Commitment to Diversity & Inclusion
Since 2018, the advancement of diversity and inclusion has been positioned as a core commitment of the Tokyo Gas 
Group’s top management. We have been promoting diversity in working styles and talent in order to evolve into a 
vibrant organization where each and every employee can use their knowledge, abilities, and experiences to the fullest. 
The Tokyo Gas Group pursues diversity toward our future growth and development. The Tokyo Gas Group seeks to 
grow and develop as a global comprehensive energy corporate group which contributes to creating a safe and com-
fortable life and society for customers and remains the customer’s choice in the energy competition era.
The promotion of diversity is a key issue which the entire Group must address. To satisfy our diversifying cus-
tomers, employees must excel by making the greatest possible use of their knowledge, abilities, and experience, and 
manifesting teamwork.
The Tokyo Gas Group will continue actively advancing diversity by upgrading and expanding systems, fostering 
employee awareness, and instilling organizational culture toward being a corporate group where employees can excel 
regardless of sex, age, disability, type of employment, nationality, sexual orientation, or gender identification.
UCHIDA Takashi
Representative Corporate Executive Officer, President and CEO
Tokyo Gas Co., Ltd.
■ Diversity & Inclusion Promotion System
Seminar
Content
Number of Participants
(subsidiaries and affiliates)
Lecture: “Building a strong 
team that leverages the 
diversity of all members”
Lecture on how to produce results by leveraging the diversity of all 
members of a team, by Susumu Hara, long-distance division director of 
Aoyama Gakuin University’s track and field team
1,328 
(359)
Communication course & 
e-learning
Video presentation and e-learning on strategies for improving commu-
nication with young employees, senior coworkers, and managers
All Group employees
Various online seminars
Online seminar on childcare, nursing care, and LGBT topics
1,259 
(103)
Film screening/streaming
Viewing and discussion of My Hero, a film depicting a man’s experi-
ences with parenting
326 
(22)
Video on Paccho Farm
Video presentation on a Tokyo Gas-operated farm that employs people 
with mental and intellectual disabilities
1,213
Para sports experience
Opportunity to experience boccia, with a quiz on universal design
973 
(73)
Information sharing via 
Group-wide web magazine 
Special feature on diversity and inclusion in the Group’s newsletter-
in-house web magazine, including interviews with male employees who 
took childcare leave, and diversity initiatives at various workplaces
6,500+ readers
Seminar
Content
Number of Participants
(subsidiaries and affiliates)
Career Seminar for Young 
Female Employees*1
Participants consider their own strengths and career plans from a 
medium- to long-term perspective in preparation for life events
44
(12)
Seminar for Employees 
Returning to Work after 
Childcare Leave*1
Employees who have returned to work after childcare leave and spent 
some time balancing work and childcare consider their long-term 
career development
46
(12)
Seminar for Supervisors with 
Subordinates Who Are 
Raising Children*1
Supervisors who have subordinates who are raising children deepen 
their understanding of supporting them in balancing work and 
childcare, and learn management methods to encourage and support 
their success
57
(13)
Training for Managers
New managers learn about promoting the advancement of diverse 
personnel beginning with women as diversity management
204
(22)
Seminar for employees 
preparing to return to work 
after childcare leave
Facilitation of successful return to work by sharing with the returning 
employees the Management Vision, information on the current 
business environment, and the experiences and advice of other 
employees who have already made the transition
38
(9)
■ Diversity & Inclusion 2020
■ Seminars and Lectures in FY2020
*1	Held as part of Diversity & Inclusion 2020.

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Female employee working at a pipeline construction 
site.
2018年10月 第1版
多様な人材が活躍する企業グループをめざして
“Handbook for Employees on Child-
care Leave” for assisting career-child-
care balancing  
LIFEVAL women’s work uniform
Initiatives by Group Companies
Systems that Exceed Legal Requirements
We offer systems for childcare leave and shorter working hours for parents of small 
children that exceed the legal requirements. Nearly 100% of employees taking leaves 
return to work each year. We also run other support programs, including a leave of 
absence system for employees who accompany their spouses when they are posted 
overseas
Expanding Opportunities for Female 
Employees to Succeed
Female employees are taking active roles in a wide range of areas and posts, including 
maintenance and management of city gas pipelines, positions overseas, and sales 
division management
Mentor System
We have arranged a mentor system for consultation with senior employees as part of our 
efforts to help female employees develop their careers and network with others
Support for Work-Childcare Balancing
We have created the “Handbook for Employees on Childcare Leave” to provide female 
employees raising children with tips on how to balance their careers with parenting
Advertising for Women when Hiring
The Tokyo Gas Group implements PR activities targeted at female students, including a 
website for recruiting women and consultation booths for women at career fairs
Action Plan Formulation
We formulate an action for promoting the advancement of women’s careers
■ Tokyo Gas
Roundtables for Employees Returning to 
Work after Childcare Leave
These roundtable discussions are held for employees with reduced working hours for 
childcare and employees returning from childcare leave to enable them to network with 
other employees balancing work and childcare. (This program was suspended in FY2020 
due to COVID-19 precautions)
■ Tokyo Gas Customer Support Co., Ltd.
Systems That Support Diverse Work 
Styles
In addition to providing systems related to childcare that surpass the legal requirements, 
Tokyo Gas iNet has established a welcome back system that positively accepts former 
employees who retired because of life events, and offers options for employees to 
choose their work styles in accordance with changes in their living environment
■ Tokyo Gas iNet Corp.
Preparing women’s work uniforms and 
making tools lighter
With the increase in female employees engaged in field operations at Tokyo Gas LIFEVAL 
(hereafter, “LIFEVAL”) and Enesta, women’s work uniforms have been created to improve 
work safety. Also, many tools and equipment that were previously heavy have been 
made lighter
Seminars for Young Female Employees
Seminars are held for young female employees at LIFEVAL and Enesta each year so they 
can think about their future careers and build up networks among women
Seminars for the supervisors and 
colleagues of female employees
These seminars are held for the supervisors and colleagues of female employees at 
LIFEVAL and Enesta to share hints for better communication with them
■ Tokyo Gas Living Holdings Co., Ltd., Tokyo Gas LIFEVAL, Enesta
 Formulating a New Action Plan for Empowering Women
Support for Balancing Work with Childcare and Nursing Care
Tokyo Gas strives to create a workplace environment that is supportive of employees at different life stages. We provide 
systems for childcare leave, shorter work hours for parents of small children, and nursing care leave that exceed statutory 
requirements. For employees seeking to balance work with nursing care, we made revisions that enable them to work 
with greater flexibility by introducing a flex-time system for nursing care with no core time periods.
We also offer systems that allow employees to take leaves of absence for fertility treatment, to attend events at their 
children’s and grandchildren’s schools, and to provide nursing care for family members. These systems are widely used 
by employees.
We have introduced other arrangements to further increase the options for employee work styles, including leaves to 
allow employees to accompany spouses working overseas and various systems offering shorter work hours for employ-
ees receiving medical treatment.
Support for Childcare by Male Employees
The Tokyo Gas Group recognizes that the active participation of male employees in childcare is extremely important for 
employees to work with vitality and improve their performance. We provide a five-day special leave within 180 days after a 
spouse gives birth. In FY2020, 92.4% of the eligible employees made use of this leave.
In addition, we hold seminars and lectures on work-childcare balancing for male employees raising young children and 
for their supervisors. The FY2020 program was attended by 293 participants, including those who watched the video ver-
sion. We have also added a section on supporting male employees in balancing work and childcare in our Handbook for 
Managers to Support Balancing Careers and Childcare.

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Multipurpose, accessible restroom
Supporting Career Development for Employees in their 50s
In April 2016, Tokyo Gas established the Grand Career Support System, which replaced our program that had primarily 
focused on enriching the life of employees in retirement. This new system provides detailed support for developing the 
careers of employees who are in their 50s, with the aim of raising their motivation and performance by clarifying the 
work they can contribute to through training, one-on-one meetings with supervisors, and interviews with career consul-
tants in the Personnel Department. We are creating an environment so that employees can continue to work actively 
after becoming 60 years old by appointing career consultants from various divisions with work expertise and enhancing 
career consultation offices. As we consistently offer such support, many employees are opting for re-employment 
when they retire. Nearly all have been rehired by the Tokyo Gas Group or other employers.
Initiatives Addressing LGBT Discrimination
Our Code of Conduct, which defines the values and standards of behavior expected of everyone at the Tokyo Gas 
Group, explicitly prohibits discrimination and harassment on the grounds of sexual orientation or gender identity. Top 
management’s commitment to diversity clearly states that we are committed to be a corporate group where every 
employee can excel, regardless of sexual orientation or gender identity.
The Tokyo Gas Group provides a sound working environment by setting up consultation offices to address 
employee concerns related to the personnel system and benefits. These are in addition to our consultation offices for 
issues related to compliance and communications in the workplace. We also organize human rights training and talks 
by outside lecturers on LGBT themes.
Major Initiatives for Reforming Work Styles at Tokyo Gas
Employment of Persons with Disabilities
At Tokyo Gas, the ratio of persons with disabilities employed was 2.54% as of June 
2021, which is well above the statutory rate, and these individuals are actively 
engaged at each workplace. Working through our Liaison Committee to Promote 
Employment of Disabled People, we strive to foster understanding for creating 
more opportunities for persons with disabilities so they can succeed professionally, 
and continue to develop safer, more accessible working environments. As part of 
our efforts to realize an inclusive society, we opened a farm in 2018 to provide a 
safe and lively workplace for persons with intellectual and mental disabilities.
We have installed multipurpose restrooms equipped to accommodate people 
using wheelchairs and ostomates*1 at three locations in our head office building. 
Throughout the Group, we have installed nine of these accessible restrooms at 
seven locations.
*1	An ostomate is a person who has undergone surgery to create an artificial opening in the body (a “stoma”) 
to discharge waste due to damage to the digestive or urinary tract caused by illness or accident.
Work Style Reform
To enable every employee to work with enthusiasm and fully manifest their potential, we actively carry out work style 
reforms targeted at rules (systems), tools, and mindsets, with an eye on enhancing productivity and responding to the 
diversification of work styles.
Since 2016 we have offered a teleworking option, and in FY2019 we replaced the personal computer terminals of 
all Tokyo Gas employees with ones suited for remote work. In FY2020, the COVID-19 pandemic led to a sharp increase 
in the number of employees working remotely. In response, we thoroughly reminded employees of the established 
rules for proper use of the teleworking program, and shared with them tips for avoiding the tendency for communica-
tion with other employees to drop off when teleworking. 
Item
Key Actions
Reduction of Long Working Hours
We manage the working hours of employees on a daily basis, confirm the conditions during the 
month, and seek improvements when employees accumulate a given number of hours of 
overtime
Premium Friday & Leave-on-Time 
Day
Tokyo Gas has designated Friday of each week as “Premium Friday” and encourages 
employees to leave work early on Fridays by taking a half day off or using flex time.
We also designate one day each month as “Leave-on-time Day” as an opportunity to reflect on 
working productively to achieve high results in a limited time
Business Process Re-engineering
We strive to enhance the efficiency and sophistication of Group operations by reviewing the 
operations of each department from the process level and making active use of digital 
technology
“Work from Anywhere” System
This remote working system was introduced at selected workplaces in FY2016. In FY2018, it 
was expanded to other locations and the restrictions on the number of times employees can 
work remotely were eliminated. Work from parents’ homes and elsewhere was also permitted 
to help employees balance nursing care with work
Flex-time System (Super Flex-Time 
System)
This system enables employees to flexibly alter their reporting and leaving time each day as 
long as they include the required core time. It applies to all employees except for shift workers 
and certain other personnel. We also run a “super flex-time system,” which is a flextime system 
without a core time that is available for eligible employees under special operational conditions 
or when the work schedule has predictable fluctuations
Introduction of Hour-based Annual 
Paid Leave
We have introduced a system that allows employees to use their annual paid leave on an 
hourly basis
Arrangement of Workplaces
We have signed agreements with outside satellite office operators to develop an environment 
where employees can work on location without limitations. We are also preparing office spaces 
optimized to each workplace’s operations and work style
Provision of tools that do not limit 
where employees work
Enabling electronic approvals via laptop computer and smartphone facilitates speedy approval

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•	We will implement appropriate measures for preventing for infectious diseases, including COVID-19, so as to support 
employees’ health management and the safety consciousness of workplaces.
5.	 Coordination and Support across the Tokyo Gas Group
	
We will support the self-led health and safety initiatives of Tokyo Gas Group companies, including coordination of com-
pliance efforts, issue sharing, and education, to help them smoothly and thoroughly implement those initiatives.
 
Social
Occupational Safety and Health Initiatives
Basic Principles
Occupational safety and health, which protects workers’ lives and wellbeing, is the foundation of a company’s exis-
tence and a fundamental corporate social responsibility. The Tokyo Gas Group believes that the “safety, security, and 
reliability” that we advocate for our customers as our corporate brand can only be accepted when we consistently 
secure our own occupational safety and health, and we view this as the most important corporate management issue.
The Tokyo Gas Group places the highest priority on ensuring safety and health. We enforce compliance, including 
adherence to all related laws and regulations, and make every effort to eliminate the risk of disasters and accidents and 
to ensure a high level of safety and health toward becoming a company that excels in safety and health. 
Basic Policy
To put its Basic Principles into practice, the Tokyo Gas Group takes concerted action to promote safety and health in 
line with policies presented by workplace leaders in each organization based on our Group-wide Occupational Safety 
and Health Policy. This policy is revised every year. In FY2021, we will aim for zero traffic and occupational accidents 
through efforts guided by the following policy. 
Structure for Promoting Occupational Safety and Health
The Tokyo Gas Group has established 
a Central Safety and Health Committee, 
which is chaired by the executive officer 
in charge of the Personnel Department. 
To advance the safety and health and 
wellbeing of Group employees, the 
Committee drafts safety and health 
activities policies, examines measures 
to prevent accidents and disasters and 
measures to promote mental and phys-
ical health, and works to instill these 
policies. The Committee also presents 
a Safety Prize and a Health Promotion 
Prize as Central Safety and Health 
Committee Chairman’s Prizes. The 
matters examined by this committee 
are reported to the Corporate Executive 
Committee and to the Board of Direc-
tors, as necessary, for deliberations and 
decisions.
Announcement, evaluation, and 
improvement of company-wide policies 
on safety and health activities
· Announcement of each division’s policies on 
safety and health activities
· Drafting, evaluation, and improvement of each 
division’s safety and health activities plan
· Drafting, notification, evaluation, and 
improvement of each regional office’s 
safety and health activities plan
General Safety and Health Administrator
Safety Administrator
Safety and Health Promoter / Health Promoter
Occupational Physician
Health Administrator
Safe Driving Administrator
Assistant Safe Driving Administrator
Central Safety and Health Committee
Chair: Executive Officer in charge of 
Personnel Dept.
Deputy: General Manager, Personnel Dept.
Members: Divisional General Managers
Secretariat: Personnel Dept.
Divisional Health and Safety Committee
Regional Office Safety and Health Committee
■ Safety and Health Management Structure
Occupational Accident Prevention
Occupational Safety and Health Management System
Tokyo Gas manages safety and health through a company-wide occupational safety and health management system 
(OSHMS) to reinforce the everyday industrial safety and health activities undertaken by each workplace.
All workplaces proactively implement safety and health activities that reflect their particular circumstances, and we con-
tinuously raise our safety and health standards by following a PDCA cycle for all related activities. Using a common 
framework throughout the Group for safety and health activities facilitates periodic confirmation and checks of the manage-
ment system. We will continue to strengthen our OSHMS administration to prevent occupational accidents.
Risk Assessment
Tokyo Gas conducts risk assessment to quantify potential accident risks and take action to reduce or eliminate them. We 
have been complying with the chemical substances risk assessments made mandatory in 2016 and working to raise aware-
ness of their risks.
FY2021 Group-wide Occupational Safety and Health Policy
All employees, from top management down, will actively promote safety and health activities to safeguard the 
safety and health of each individual.
1.	 Compliance with Laws and Rules
	
With full awareness of its public mission and social responsibilities, the Tokyo Gas Group will strictly enforce compliance 
with internal rules on safety and health and work procedures, as well as legislation such as the Industrial Safety and 
Health Act and the Road Traffic Act. Furthermore, the Group will fully comply with the “13th (FY2018–2022) Occupational 
Safety and Health Program” set by the Ministry of Health, Labour and Welfare as well as the revisions to Industrial Safety 
and Health Act.
2. Implementation of OSHMS 
	
To maintain a high level of occupational safety and health, the Tokyo Gas Group will work to eliminate work-related acci-
dents by certainly implementing the PDCA cycle using its occupational safety and health management system (OSHMS).
3.	 Prevention of Work-related Accidents
	
Workplace leaders will take the initiative in preventing work-related accidents to firmly maintain the Tokyo Gas corporate 
brand of safety, security, and reliability.
•	We will seek to eliminate work accidents by fully implementing pointing and calling out of procedures, hazard prediction, and 	
other fundamentals, and by carrying out safety awareness training and safety measures that are tailored to each workplace.
•	We will endeavor to put an end to traffic accidents by analyzing telematics data on daily driving habits and using the 
findings to provide guidance to the drivers, and by enhancing our analysis of accident causes, and strengthening our 
measures for preventing accident recurrence.
4.	 Health Management Initiatives
	
We will proactively strive to develop workplace environments that enable employees to remain healthy and enthusiastic, 
and to help them build and maintain their mental and physical health.
•	We will seek to prevent mental and physical illness through actions focused on: (1) ensuring that all employees undergo 
health examinations, which are the foundation of health management, and take steps to respond to health issues iden-
tified by those checkups; (2) advancing mental health measures; and (3) bolstering passive smoking prevention and 
smoking cessation support.
•	We will endeavor to increase every employee’s health literacy, and encourage them to take ownership for their health 
tracking, maintenance, and improvement.

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Preventing Traffic Accidents
Driving training is conducted at outside facilities as part of the in-house driver’s license system developed and administered 
by Tokyo Gas. In order to ensure safe driving at all times, we have been reviewing past driving data acquired through telem-
atic dashcams introduced in FY2020 and using the findings to improve the skill level of each driver.
Accident Investigations and Prevention of Recurrence
Whenever a traffic accident occurs, the affected department is expected to promptly report the situation to all relevant 
departments, which enables us to determine the facts of each accident and track the details. As a measure for preventing 
accident recurrence, the safe-driving instructors of each workplace and other personnel provide guidance based on review 
of the drivers’ telematic data, and in-vehicle driving skills training. When necessary, the drivers undergo training at external 
facilities to gain the awareness and skills for avoiding further accidents. 
Safety and Health Management Initiatives
1. Health examinations
2. Health examination follow-up measures
3. Interview and guidance for employees working long hours
4. Workplace return support
5. Establishment of physical and mental health consultation desks
6. Confirmation of the health conditions of employees with in-house driver’s licenses
7. Promotion of workplace safety and health activities
8. Health support for employees with disabilities
Health Support for Employees Posted Overseas and Employees on Business Trips Overseas
Health management support is offered to the growing number of employees posted overseas and taking overseas business 
trips from the development of our overseas business
1. Full implementation of statutory health checkup before and after posting, and consultation with an industrial physician.
2. Measures to prevent infectious diseases according to location of posting (prevention education and recommendation 
of vaccinations)
3. Ongoing health consultation for employees and their families
Initiatives for Health Issues and Improvement
Tokyo Gas follows a highly refined approach in line with the issues so that employees can grasp their own health problems 
and voluntarily act to improve their own health.
1. Promotion of Regular Exercise
2. Reduction of smoking rate
3. Preparation of a Framework toward Health Maintenance and Management
Mental Health Measures
The Tokyo Gas Group is strengthening its ongoing efforts to manage mental health, since about 60% of all sick leaves taken 
are due to mental health issues.
1. Stress checks
2. Support for employee care by line managers
3. Individual support
Advancing Health Management
Tokyo Gas proactively strives to promote work-life balance based on work style reform throughout the company, have 
all employees undergo health examinations which are prerequisite for health management, and otherwise enhance the 
physical and mental health of employees.
Under our Group-wide Occupational Safety and Health Policy, safety and health activities policy, industrial physi-
cians, public health nurses, and other occupational health staff who belong to the Personnel Department serve as the 
core for advancing various initiatives toward maintaining and improving the health of employees, and we transmit those 
initiatives and health-related information throughout the Group. Tokyo Gas has expanded the number of items covered 
by health checkups, and implemented activities to increase the ratio of female employees receiving cancer screenings, 
and we are collaborating with labor unions and the Tokyo Gas Health Association in implementing kenko keiei (health 
management).*1
*1	Kenko keiei (health management) is a registered trademark of the NPO Kenko Keiei Kenkyuūkai.

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Respect for Human Rights
Human Rights Policy
At Tokyo Gas, we recognize respect for human rights as a prerequisite for all our business activities toward achieving 
sustainable development in an increasingly globalized society. We consequently established the Tokyo Gas Group 
Human Rights Policy in April 2018 through a resolution of the Board of Directors for promoting human rights initiatives 
and fulfilling our obligations in this regard. The policy is based on the United Nations Guiding Principles on Business 
and Human Rights and other global standards to guide the efforts of the Tokyo Gas Group, comprising Tokyo Gas Co., 
Ltd. and its consolidated subsidiaries.
We prescribe Purchasing Guidelines for Suppliers and make certain that our suppliers thoroughly understand and 
observe these guidelines and that their subcontractors also comply with these same standards. In addition, we con-
duct due diligence on human rights and continuously work to promote respect for the human rights of the diverse 
stakeholders involved in all processes of our business activities.
Human Rights Awareness Promotion System 
The Tokyo Gas Group has set up a Central Human Rights Promotion Committee, which is chaired by the officer 
responsible for compliance and mostly comprises the general managers in charge of personnel affairs in each depart-
ment. The committee confirms the Group’s overall understanding of human rights issues, the outcomes of training, and 
action plans for raising awareness for the next fiscal year. Branch Human Rights Promotion Committees, chaired by 
the general manager in charge of personnel affairs at each department, are established as subordinate committees, 
and branch secretariats and human rights & compliance promotion leaders organize human rights training and related 
activities at each workplace.
Tokyo Gas has trained human rights & compliance promotion leaders to lead efforts to create a vibrant environ-
ment at every workplace since 1995. They serve as promoters of human rights awareness at workplaces and as 
advisors for consultation desks.
Tokyo Gas Group Human Rights Policy	
Established April 2018
Introduction
The Tokyo Gas Group (Tokyo Gas Co., Ltd. and its consolidated subsidiaries) believes that creating a society 
that respects human rights is essential in fulfilling its public mission and social responsibilities through its 
energy business. We recognize that respecting human rights must therefore be prerequisite to all our busi-
ness activities.
We established the Tokyo Gas Group Human Rights Policy based on the United Nations Guiding Princi-
ples on Business and Human Rights to guide our Group-wide efforts to promote human rights and fulfill our 
obligations. Our Human Rights Policy is directly linked to the Group’s Management Philosophy and Corpo-
rate Action Philosophy, and was determined with the approval of the Board of Directors of Tokyo Gas Co., 
Ltd. to stand as our public commitment to respect human rights.
1. Our Commitment to Respect Human Rights
The Tokyo Gas Group upholds and respects international norms on human rights, including the UN International Bill of 
Human Rights, which stipulates the basic human rights of all persons, the OECD Guidelines for Multinational Enter-
prises, and the ILO Tripartite Declaration of Principles concerning Multinational Enterprises and Social Policy. 
Moreover, we strive to implement the UN Guiding Principles on Business and Human Rights in our daily operations. 
We comply with all applicable laws and regulations in each country and region where we operate. In cases where we 
face inconsistencies between internationally recognized standards of human rights and national or regional laws and 
regulations, the Tokyo Gas Group seeks ways to honor the principles of international norms on human rights.
2. Scope of our Human Rights Policy
Our Human Rights Policy applies to all officers and employees of the Tokyo Gas Group. 
3. Respect for Human Rights in All the Processes of Our Business Activities
3-1 We seek to avert or mitigate adverse impacts on human rights caused by stakeholders of the Tokyo Gas Group 
throughout our value chain, which encompasses all the processes of our business activities.
3-2 We respect the human rights of our employees and the people we work with, and create a healthy and comfortable 
working environment.
3-3 We sincerely respond to customers and strive to ensure safety and improve quality.
3-4 We pay due respect to human rights in our relationships with suppliers. In cases where our suppliers or other 
related parties are causing or contributing to adverse impacts on human rights that are directly linked to our busi-
nesses, products, or services, the Tokyo Gas Group requires the concerned parties to respect human rights and 
avoid infringing upon human rights.
3-5 We seek to understand how our business activities may impact local communities and strive to cooperate with 
local communities.
4. Human Rights Due Diligence 
We identify and assess any actual or potential adverse impacts on human rights and take action to prevent or mitigate 
human rights risks through ongoing efforts to develop a human rights due diligence framework and continually put it 
into practice to ensure respect for human rights.
5. Relief and Rectification
In cases where it becomes clear that the Tokyo Gas Group has caused or contributed to adverse impacts on human 
rights, we provide relief and rectification through legitimate procedures.
6. Dialogue and Consultation
We engage in dialogue and consultation with relevant stakeholders on measures for addressing potential and actual 
impacts on human rights.
7. Human Rights Education and Promotion of Awareness
We implement appropriate education and human rights awareness activities to ensure that our Human Rights Policy is 
understood, embedded throughout all the business activities of the Tokyo Gas Group, and effectively implemented.
8. Information Disclosure
We disclose information on our human rights initiatives through various means, including our corporate website and 
CSR report.
Accession to the UN Global Compact
We joined the UN Global Compact in March 2016 to demonstrate our commitment to protecting human rights and respect-
ing the rights of workers.
Human Rights

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■ Human Rights Awareness Promotion System
Central Human Rights Promotion Committee 
(Central Human Rights Promotion Meeting)
Branch Human Rights Promotion Committees
Members
Chairperson 
(selected from General Managers 
in Charge of Personnel Affairs)
Human Rights & 
Compliance Promo-
tion Leaders
Secretariat
Members 
(General Managers in Charge of Personnel Affairs)
Secretariat 
(Compliance Promotion Section)
Chairperson
(Officer Responsible for Compliance)
■ Training Sessions for Human Rights & Compliance Promotion Leaders: Themes
• Human rights in the context of the SDGs
• Human rights efforts by the Tokyo Gas Group
• Various human rights issues (e.g., assimilation (dowa) issues*1, LGBT, people with disabilities, foreigners, the elderly, women), 
harassment
• Diversity and an Inclusive Society
• Compliance
• Communications skills (anger management and assertive communications)
• Skills in consultation and dealing with discipline issues
• Mental health in the workplace
Initiatives on Respecting Human Rights
Training on Human Rights and Compliance
Tokyo Gas conducts training sessions for Group employees with the objective of creating vibrant workplaces. Through lev-
el-specific training, workplace discussions, and lectures on human rights and compliance, we encourage employees to 
understand the latest trends in human rights surrounding companies, the significance of supply chain management as a 
social responsibility required of global companies, and various human rights issues including assimilation (dowa) issues, 
harassment, and communications in the workplace, and we work to sharpen their personal sensitivity to human rights.
Initiatives on Human Rights Due Diligence
The Tokyo Gas Group strives to develop human rights due diligence in order to identify, prevent, and mitigate human 
rights issues in various aspects of our business activities. We have consistently implemented the following main initiatives.
Human Rights Consultation Desks
Consultation desks have been established both inside the company in the Compliance Department and outside the com-
pany at a comprehensive consultation service provider to handle workplace issues on communications and compliance, 
including human rights. In FY2020, we received 92 requests for consultations, which were addressed appropriately depend-
ing on content. First and foremost, we work to protect the person who is seeking consultation from being placed at a 
disadvantage. We address issues through face-to-face consultations whenever possible, and help create a safe and secure 
working environment together with employees.
Human Rights Week Initiative
During Human Rights Week from December 4 to 10, we invite Group employees and their families to submit slogans for 
raising human rights awareness. In FY2020, we received 9,515 entries, and posters of the best entries were displayed at 
each workplace.
Respecting Human Rights throughout the Supply Chain
As part of our initiatives for respecting human rights throughout the supply chain in Japan and overseas, we present our 
suppliers with the Purchasing Guidelines for Suppliers, request that they show consideration for human rights, and conduct 
management activities through supplier surveys, etc. We also use supplier surveys to track how they deal with human rights 
issues. Among Tokyo Gas Group employees, we seek to ensure understanding and stringent adherence to these guidelines 
in the Tokyo Gas Group: Our Code of Conduct.
■ Main Initiatives for Human Rights Issues
Stakeholders
Main Initiatives
Employees
• Address human rights issues through the compliance consultation desks
• Conduct training for human rights & compliance promotion leaders who serve as promoters of human rights aware-
ness at workplaces and as human rights counselors
• Conduct various training to sharpen sensitivity to human rights toward creating vibrant workplaces
• Conduct compliance surveys to identify potential risks
• Prevent the occurrence of issues in the working environment through occupational safety and health activities
Suppliers
Survey suppliers to track how they deal with human rights issues
Customers
Monitor the status of personal information management
 Supply Chain Management
*1	Owing to forms of discrimination rooted in social structures that developed in Japanese society in the past, some segments of the population have been 
forced to endure a lower economic, social, and cultural status and remain subject to various types of discrimination in their daily lives.

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Governance
Compliance
Basic Policies
The Tokyo Gas Group aspires to be a sound business enterprise that earns society’s trust by ensuring all management 
and employee decisions and actions are rooted in legal compliance, ethical standards, and public expectations. To this 
end, the Group promotes compliance in accordance with its established basic policies.
Tokyo Gas Group: Our Code of Conduct
This code sets forth the values and standards of conduct for everyone who works at the Tokyo Gas Group. From FY 
2003 to FY2016, the code spelled out seven pledges. In FY2017, however, the code was revised in the form of 11 
pledges that incorporate international standards such as ISO 26000, the Olympic Charter, legal amendments, and other 
key developments. In addition, we review the code every year to make any changes that may be needed.
Tokyo Gas Group: Our Code of Conduct
Purpose and vision
1.	 “Our Code of Conduct” sets forth the values and standards of conduct that everyone who works in the 
Tokyo Gas Group is expected to share and follow in order to implement our Management Philosophy 
and Corporate Action Philosophy and ensure a focus on compliance in business.
2. 	By following this Code of Conduct, we will contribute to the creation of an affluent society through the 
Tokyo Gas Group’s growth and development as a corporate group that people will continue to trust and 
make their first choice.
Eleven Pledges
1. We will constantly think and act responsibly as individual members of this “energy frontier corporate group” 
so that people will continue to trust our group and make it their first choice.
1)	 Continual innovation
(1)	We will pursue continual innovation, unfettered by convention and ever sensitive to the expectations of customers, 
shareholders, and society.
(2)	We will create the maximum outputs working in partnership with one another, while being fully aware of our individ-
ual roles and responsibilities and committed to self-improvement.
2)	 Doing more for the customer
	
We will put the customer at the heart of everything we do.
3)	 Everyone is a brand builder
	
Day in and day out, we will strive to build the security, safety, and trust that underpin the Tokyo Gas Group’s brand 
value.
2.	 We will constantly conduct business in a clear-cut and fair manner.
1)	 Legal compliance
(1)	We will constantly conduct business in compliance with laws, internal rules and regulations, and socially accepted 
rules.
(2)	We will act swiftly to resolve issues where infringements of laws, internal rules and regulations, or socially accepted 
rules have occurred or may occur.
2)	 Separation of professional and private spheres
(1)	We will not use our professional position for personal gain.
(2)	We will not use company property for private purposes.
3)	 Active disclosure of information
	
We will enhance the transparency of business activities and actively and promptly disclose accurate information to 
customers, shareholders, communities, and other stakeholders in order to earn their trust.
4)	 Firm stand against antisocial forces
(1)	We will stand firm against illegal and improper demands made by sokaiya racketeers, organized crime groups, and 
other antisocial forces.
(2)	We will not, under any pretext, give benefits to or otherwise accommodate the demands or interests of antisocial forces.
3. We will deal with customers, business partners, shareholders, and all our stakeholders sincerely and equitably.
3-1. Customers
1)	 Satisfaction beyond expectations
(1)	We will provide high value-added products and services that customers will make their first choice.
(2)	We will always put ourselves in the customer’s shoes in order to deliver the best possible work that exceeds cus-
tomer expectations.
(3)	In the event of a customer complaint or accident, we will respond swiftly and in good faith to prevent a recurrence.
3-2. Business partners
1)	 Fair business dealings
(1)	We will respect business clients and suppliers as business partners and do business with them in good faith.
(2)	We will comply with the Antimonopoly Act and other applicable laws and ordinances, and will practice fair dealings 
in accordance with the principles of free competition.
(3)	We will not exploit our position or authority to obtain undue benefit or make unreasonable demands.
2)	 Maintenance of proper relations
(1)	We will always be conscious of social point of view in our interactions with business partners, and will never commit 
any act that might cause misunderstanding or distrust from inside and outside the company.
(2)	We will maintain fair relations and do nothing questionable under applicable national and local laws and ordinances 
in our dealings with government and other public officials and employees.
3)	 Understanding and observance of the Purchasing Guidelines for Business Partners
	
We will promote understanding and observance of the Purchasing Guidelines for Business Partners by our business 
partners and others along our supply chains, and we will require partner businesses involved in transactions with 
those companies to observe the same standards.
3-3. Shareholders
	
We will facilitate the appropriate exercise of shareholders’ rights through fair, timely, and appropriate disclosure and 
constructive dialogue.
4.	 We will respect diversity and individuality among our colleagues and create an inclusive working environment.
1)	 Respect for human rights
(1)	We will respect human rights, prohibit child labor and forced labor, and not discriminate or harass anyone on the 
basis of race, nation, religion, gender, age, origin, nationality, disability, education, social status, sexual orientation, 
gender identity, or other such grounds.
(2)	We will respect one another’s positions and treat everyone equally, irrespective of form of employment, gender, 
title, or any other differences.
(3)	We will not commit sexual harassment, workplace bullying, pregnancy discrimination and other types of harass-
ment, discrimination against employees who take family care leave, or any other acts that infringe the dignity of the 
individual. We will also not condone such acts.

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Governance
2)	 Attainment of excellent record of occupational safety and health
	
We will enforce compliance, including adherence to all related laws and regulations, and make every effort to eliminate 
the risks of disasters and accidents in order to establish an excellent safety and health.
3)	 Creation of a cheerful workplace
(1)	We will create a lively workplace where everyone can realize their full potential and individual differences are 
respected.
(2)	We will create an open workplace where everyone can share necessary information and engage in free expression 
and discussion.
4)	 Promotion of diversity
	
We will accept one another’s values and various work styles, and get the best from our own knowledge, abilities, and 
experience. We will also all work to raise productivity and meet the diversifying needs of society.
5.	 We will act for the protection of the global environment.
1)	 Promotion of environmental protection
(1)	As a leader in environmental management, we will reduce our environmental footprint and endeavor to make sus-
tainable use of natural resources in every aspect of the Tokyo Gas Group’s business activities.
(2)	We will promote use of highly eco-friendly energy sources centered on use of natural gas, and provide high-effi-
ciency systems and equipment that have a low environmental impact.
(3)	We will advocate green lifestyles and value environmental partnerships with local communities.
6.	 We will contribute to local communities and society as a good corporate citizen.
(1)	We will respect and contribute to local communities, building trust with them through active dialogue and coopera-
tion, and making effective use of our business resources.
(2)	We will contribute to local communities as good citizens, recognizing that we ourselves are all members of com-
munities.
7.	 We will handle information appropriately.
1)	 Prevention of information leaks
	
We will properly handle confidential information obtained in the course of business and will not divulge such informa-
tion during or after our employment at the Tokyo Gas Group.
2)	 Compliance with the Act on the Protection of Personal Information
(1)	We will obtain and manage the personal information of customers, employees, and others by appropriate methods 
and use such information only insofar as permitted for legitimate purposes.
(2)	We will not disclose personal information to third parties except where permitted by law.
3)	 Appropriate use of information systems
	
We will use information systems, including email systems and the Internet, in accordance with strict rules on proper 
use. Company information systems will not be used for non-business purposes.
4)	 Respect for intellectual property
	
We will respect patents, trademarks, copyrights, and other intellectual property rights, protect and use rights held by 
our company, and not infringe the rights of others.
8.	 While conducting business globally, we will not only comply with national and local laws and regulations and 
respect international standards on human rights and similar issues, but also engage in business activities in a 
manner that is sensitive to different cultures, customs, and stakeholders’ concerns.
9.	 We will act with integrity and decency as members of society, and maintain high ethical standards in our private 
lives.
	
In our private lives, too, we will comply with all applicable domestic and foreign laws and regulations, be aware of 
changes in social expectations, and always be mindful of how we should behave as a model citizen.
1)	 Compliance with regulations on insider trading
	
We will not engage in insider trading, such as the purchase or sale of shares and other such transactions, using infor-
mation obtained in relation to business. We will not communicate information or recommend transactions to other 
parties to enable them to make a profit or avoid a loss.
2)	 Prohibition of annoying or disturbing behavior
	
In our private lives, we will not injure or deceive others, commit indecent acts, or engage in any other annoying or dis-
turbing behavior.
3)	 Responsible drinking and compliance with traffic rules (including not driving under the influence of alcohol)
	
We will be careful to drink responsibly and will never drive under the influence of alcohol. We will always stop anyone 
who attempts to drive while drunk, and we will not encourage anyone who is driving a vehicle to drink and will not 
provide a vehicle to anyone who has been drinking. We will also obey all other traffic rules.
4)	 Prohibition of possession and use of illegal drugs
	
We will not possess or use illegal drugs, and we will not be involved in any way in their manufacture, purchase, sale, 
distribution, or other such acts.
5)	 Prohibition of gambling
	
We will never engage in any acts of gambling, including the betting of even small amounts of money on golf, mahjong, 
or sporting events.
6)	 Compliance with rules on use of social media
	
If communicating information via social media, we will not commit any act, even as individuals, that might harm the 
reputation or property of the company.
7)	 Compliance with other laws, regulations, social norms, and standards of ethical conduct, and prohibition of acts 
that outrage public decency
10.	 If we transgress this Code of Conduct or learn of a transgression, we will immediately report the matter to our 
workplace and rectify it.
11.	 Executives and managers will lead from the front and take action themselves.
1)	 Awareness of position and conduct as executives and managers
(1)	Executives and managers will themselves provide models of compliance with this Code of Conduct and encourage 
understanding and practice of the same throughout the workplace.
(2)	Executives and managers will lead from the front in working to resolve any problem that may arise and ensure 
organization-wide action to prevent a recurrence.
(3)	Executives will take strict action (including against themselves) where necessary.

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Compliance Promotion System
The Management Ethics Committee, chaired by the president, meets annually to confirm matters such as the handling 
of inquiries and consultation by the compliance consultation desks and the degree to which compliance has taken root 
in the Group, and to deliberate on the Compliance Promotion Action Plan.
We have also established Compliance Committees in each unit to consistently and proactively engage in initiatives 
for promoting compliance.
Over 300 management-level personnel have been appointed as compliance managers and compliance promoters 
at each workplace to lead in promoting concrete compliance activities.
Compliance Consultation Desks
The Tokyo Gas Group has set up consultation desks internally through its Compliance Department and externally 
through a law firm and a general consultation service company. All individuals working at the Tokyo Gas Group, including 
officers, regular and temporary staff members can directly contact these desks by phone or email whenever they feel 
uncomfortable raising a matter within their organization. The consultation desks also handle consultation for our suppli-
ers. These consultation systems serve as internal points of contact, as stipulated in the Whistleblower Protection Act.
Under the operational guidelines of the consultation desks, advice and solutions are provided to employees who 
make inquiries or request consultation. The requests are treated in strict confidence, and the employees are protected 
against any discriminatory treatment for using the desks.
Independent advisory services have also been established at all subsidiaries and Tokyo Gas LIFEVAL (“LIFEVAL”) 
companies. Annual training sessions are held for the consultation desk staff at the Tokyo Gas Group to strengthen their 
ability to handle inquiries and consultations.
In addition, we have established a service for responding to compliance inquiries related to supply purchasing, 
along the lines of a supplier consultation desk or an internal whistleblower program. 
Education and Awareness-raising
The Tokyo Gas Group organizes a range of activities to encourage employees to apply Tokyo Gas Group: Our Code of 
Conduct to their own situations.
Workplace Discussions
Training sessions led by compliance promoters are held at the level of individual workplaces at the Tokyo Gas Group 
(21,966 employees participated in FY2020). These sessions utilize awareness-raising resources provided by our Com-
pliance Department that were developed in alignment with Tokyo Gas Group: Our Code of Conduct. The resources are 
used to help participants learn about the latest trends in corporate compliance and to facilitate discussion of Our Code 
of Conduct so that they can identify concrete behaviors that should be practiced.
Level-specific Training
Level-specific training for new employees and others is provided to Group employees to foster a compliance mindset 
(1,322 employees underwent training in FY2020).
Legal Training
Training is provided annually to the Tokyo Gas Group employees to improve their understanding of laws such as the 
Antimonopoly Act, the Act against Unjustifiable Premiums and Misleading Representations, and the Subcontract Pro-
ceeds Act (some 10,600 employees participated in FY2020).
The sessions are designed to provide practical information, including details on the purposes of various laws, and 
specific cases studies released by organizations such as the Fair Trade Commission and the Consumer Affairs Agency.*1
Management
Recognizing the importance of flexible and sustainable busi-
ness activities in order to continuously adapt to changing 
business content and legal environments, the Tokyo Gas 
Group promotes collaborative cross-departmental efforts to 
strengthen compliance based on the Compliance Promotion 
Action Plan.
Under that plan, each department of the Tokyo Gas 
Group establishes and follows a PDCA cycle to review and 
improve its operations from the perspective of compliance. In 
the event that compliance violations occur, they are individu-
ally dealt with jointly by our legal and risk management de-
partments, among others.
■ Compliance Promotion System
Report
Internal audit
Report/Consult
Report/Consult
Support/Report
Consult/Inform
Instruct/Report
Instruct/Report
Management Ethics Committee
Chairperson: President
Members: General Manager of Compliance Dept., 
Responsible Executives, Related General Managers
Compliance Dept.
Compliance Committee
Subsidiaries and Affiliates / 
Tokyo Gas LIFEVAL
Each Department of 
Tokyo Gas
Each Unit
Employees
President
Internal Audit Dept.
Continuous 
activities
PLAN
● Formulate basic policies
● Develop specific action 
 plans
DO
● Put into practice in 
 operations
● Educational/
 awareness activities
● Request corrective 
 action
● Respond to risk
● Review policies and plans 
 based on audit results
ACTION
● Identify and assess risks 
● Compliance consultation
   desk
● Internal audit
● Awareness survey
CHECK
■ PDCA Cycle to Promote Compliance
 Contact  
Web
*1	Case studies include examples of cartels and abuses of superior bargaining position (Antimonopoly Act), and misleading representation (Act against Un-
justifiable Premiums and Misleading Representations).

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Sharing Information on Compliance
We are working to raise the standard of compliance by widely publicizing across the Tokyo Gas Group up-to-date 
information on the compliance risks associated with changes in the organization’s business environment, including 
those associated with our evolution as an energy business, acceleration of our global business development, and the 
revision and stricter enforcement of prevailing legislation.
Specifically, information is shared through the regularly published “Compliance News” newsletter, a resource for 
compliance managers and promoters who lead activities at Tokyo Gas and its subsidiaries, and for LIFEVAL compa-
nies. In FY2020, the newsletter provided Group employees with timely information about enforcement of the Revised 
Comprehensive Promotion of Labor Measures Act (Power Harassment Prevention Act) and the passage of the Revised 
Act on the Protection of Personal Information and the Revised Whistleblower Protection Act, and on necessary actions 
for complying with those laws. The newsletter is also used in workplace workshops to share details about cases in and 
outside the Company.
Support for Tokyo Gas Group Compliance Promotion
Tokyo Gas promotes compliance by LIFEVAL and other companies providing regional services on behalf of Tokyo Gas. 
We also make training tools available that are tailored to the circumstances of each company and assist in implement-
ing PDCA cycles.
As part of our compliance promotion activities, we distribute copies of Tokyo Gas Group: Our Code of Conduct 
and booklets on subjects such as the protection of personal information. We also conduct compliance awareness sur-
veys and provide feedback on their results as a way of sharing news on compliance and information on compliance 
measures to raise awareness.
The results were analyzed separately for Tokyo Gas, its subsidiaries, and LIFEVAL companies. All have maintained high 
average scores of at least 3 points on a 4-point scale in every category.
As a reference for future improvement , we offered feedback on the survey results, Group-wide challenges, and 
challenges specific to each company. The results are posted on the intranet for review by all Group employees.
Compliance Auditing
The Internal Audit Department regularly conducts audits of Tokyo Gas and its subsidiaries and affiliates focusing on the 
severity of risks and the probability of their materialization from the perspective of legislation related to the audited 
unit’s operations, as well as corporate ethics and social norms.
Verification and Audit of Penetration of Compliance
Compliance Awareness Surveys
We regularly conduct surveys of all Tokyo Gas Group employees to monitor the effectiveness of compliance promotion 
activities.
In FY2020, we surveyed the employees regarding mainly the following points.
•	Company compliance measures
•	Understanding of laws, regulations, and manuals
•	Conditions preventing compliance violations in the workplace
•	Issue escalation
•	Supervisor/workplace efforts to promote compliance
•	Sharing of information and opinions on work-related aspects
•	Compliance actions of the respondent
Prevention of Bribery and Corruption
Basic Policy
The Group is fully committed to preventing bribery and corruption in all domestic and international transactions by 
complying with the anti-bribery and corruption laws in each country and region. This includes specifying in Tokyo 
Gas Group: Our Code of Conduct our obligations to comply with laws and be fair and honest with our customers 
and suppliers.
In line with the expansion in our overseas business, we have established the Basic Policy on Overseas Business 
Promotion, in which we pledge to play our part in developing a sustainable society, and are carrying out equitable and 
transparent corporate activities in the international business community. In particular, bribery and corruption not only 
damages the social credibility of a company but can also become a global issue when it hampers economic growth in 
developing countries. We have thus formulated the Foreign Public Official Anti-Bribery and Corruption Guidelines in 
accordance with our Basic Policy in order to outline specific actions necessary for maintaining appropriate relation-
ships with foreign public officials as a means of safeguarding orderly competition.
Foreign Public Official Anti-Bribery and Corruption Guidelines
Summary of Guidelines for Action
•	Bribery and corruption of foreign public officials and other individuals and spending on facilitation payments to foreign 
public officials and other individuals are prohibited.
•	The provision of inappropriate hospitality, gifts, donations, and the like is prohibited.
•	All hospitality, gifts, donations, and the like made to foreign public officials and other individuals and appointments of 
certain third parties must first be approved through the procedure described in the guidelines and must be accurately 
accounted for in a timely manner.
•	To prevent the bribery and corruption of agents, consultants, and similar third parties, due diligence must be per-
formed before they are appointed, clauses prohibiting bribery and corruption must be incorporated into their contracts, 
and other appropriate measures must be completed. The same applies to M&As with foreign firms.

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Action Items of the Foreign Public Official Anti-Bribery and Corruption Guidelines
• Prohibition of bribery of foreign public officials
• Prohibition of facilitation payment
• Prohibition of inappropriate hospitality, gifts, invitations, overseas donations, etc.
• Prohibition of bribery (other than foreign public officials)
• Transactions with third parties
• Relationships with partners of joint ventures, etc.
• Prohibition of taking bribes
• Mergers and acquisitions
• Prohibition of fraudulent accounting
• Obligation to whistle-blow and cooperate with investigations
• Emergency response
• Disciplinary action
• Training and monitoring
Operating Structure for Preventing Bribery and Corruption
The chief compliance officer acts as the executive officer with chief responsibility for preventing overseas bribery and 
corruption. Supervisors responsible for implementing measures to prevent bribery and corruption overseas are 
appointed in every department and company of the Group that is subject to the guidelines to take responsibility for the 
approval of hospitality, gifts, donations, and the like, confirmation of the findings of due diligence when appointing third 
parties, approval of entry into contracts, and other matters. The Compliance Department decides on specific measures 
for implementing the guidelines.
Education and Awareness-raising
The Tokyo Gas Group provides training to employees primarily involved in business overseas to ensure proper 
compliance with the guidelines. In FY2020, 425 personnel received this training. We have produced an English version 
of the guidelines for locally hired employees and have distributed to them the English edition of Tokyo Gas Group: Our 
Code of Conduct and other informational resources. We have also established a system to enable Group employees 
working overseas to report and seek advice. We implement PDCA cycles to ensure that bribery and corruption are 
being prevented by monitoring the situation through internal audits and other means to confirm that the procedures 
established by the guidelines are being followed.
Tax Compliance
Basic Policy
Our Code of Conduct pledges that we will strive to ensure that our operations always comply with laws, ordinances, 
internal regulations and rules, and social norms, and that our global businesses will respect local laws and international 
norms, with our executives and managers leading from the front in these efforts. We will also abide by this code in our 
tax obligations and contribute to the sustainable growth of local societies and economies through our strict compliance 
with tax laws and requirements. 
Tax Governance System and Risk Management
We have established a system whereby the Accounting Department manages our tax-related matters under the super-
vision of the executive responsible for accounting. Critical matters are reported to the committee supporting rational 
decision-making by Corporate Executive Officers and the Board of Directors. To facilitate the appropriate discharge of 
our tax obligations, we have also set up a system enabling all departments to consult with the Accounting Department 
regarding tax processes, and we provide employees with tax education through e-learning and other channels. With 
regard to tax risk management, we identify tax risks in business projects above a certain threshold before they are 
launched by requiring the risk information to be reported to the Accounting Department in advance. In addition, the 
Internal Audit Department conducts internal accounting audits that include review of tax compliance.
We further strive to reduce tax risk by selecting the country/region for new subsidiaries based on their purpose of 
operation, and by following the OECD’s guidelines for transfer pricing when carrying out international transactions 
among our Group companies. Moreover, our overseas subsidiaries enlist the support of external experts to properly 
comply with the local tax system.
Relations with Tax Authorities
We endeavor to reduce our tax risk by consulting in advance with the tax authorities when necessary. We also build 
trust with the tax authorities by interacting with them in good faith and by disclosing required information in a timely 
and appropriate manner.

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■ Cybersecurity Organization
■ PDCA Cycle for Ensuring Cybersecurity
Cybersecurity for Protecting Customer Information Assets and Maintaining Stable Supply of Energy
Information security audits, voluntary inspection 
of control systems, and other checks
Action
● Review security 
   measures
● Review security rules
Do
● Implement technical, 
   personnel, and 
   organizational measures
Plan
● Formulate annual 
   security plan
● Prescribe security rules
Check
● Monitor and analyze the 
   security measures 
   implemented
Board of 
Directors 
approval
Report to committee 
supporting rational 
decision-making by 
Corporate Executive 
Officers
Report to 
Risk Management 
Committee
Aims of Information Security
We have formulated an information security strategy based on analysis of the Tokyo Gas Group’s internal environments 
and changes in external environments. This strategy sets forth the three aims below. Guided by these goals, we are 
implementing prioritized information security measures,
◦	Fulfill social responsibilities as an infrastructure provider
◦	Maintain and improve customer satisfaction
◦	Stay in step with business changes
Cybersecurity Response System
We manage cyberattack risks through efforts informed by the Ministry of Economy, Trade and Industry’s Cybersecurity 
Management Guidelines. These actions are led by our Cybersecurity Subcommittee, which reports to the Risk Man-
agement Committee and provides integrated risk management for both information and control systems. The 
subcommittee regularly updates the Risk Management Committee and the committee supporting rational deci-
sion-making by Corporate Executive Officers on the state of cybersecurity measures.
In addition, all Tokyo Gas units and the subsidiaries and some 300 partner companies that support our Group 
operations strive together to ensure cybersecurity. This concerted effort develops the information security promotion 
system and control system management system needed to prevent cybersecurity incidents and minimize the damage 
and other impacts of incidents that do occur.
Practices to Ensure Cybersecurity
We take a comprehensive approach to cybersecurity that combines technical measures such as those for preventing 
system intrusions, personnel measures such as an annual employee training session, and organizational measures 
such as establishment of security response formations and the holding of cyberattack response training.
In addition, we are taking action to strengthen risk management across our supply chain-including subsidiaries, busi-
ness partners, and suppliers-and bolster security measures in response to the increase in remote work and meetings. 
Through our sustained implementation of these efforts, we raise the level of security across the entire Tokyo Gas 
Group.
Sub
sidiaries
Tokyo Gas
Collaboration
Collaboration
Collaboration
Collaboration
Departmental 
formations for 
managing control 
system security
 Group companies’ 
control system 
security 
management 
systems*1
*1 Only the companies that operate control systems.
 Group companies’ 
information 
security 
promotion 
systems
 Group companies’ 
information 
security 
promotion 
systems
 Group companies’ 
information 
security 
promotion 
systems
Departmental 
information 
security promotion 
systems
Other units that use 
information systems
 Information 
security 
promotion 
system
IT Management 
Department
Information Systems
Tokyo Gas 
LIFEVAL
Partner 
companies
Board of Directors
Committee supporting rational decision-
making by Corporate Executive Officers
Risk Management Committee
Cybersecurity Subcommittee
Units operating 
control systems
Control System
Basic Policy
Tokyo Gas has positioned cybersecurity as a management priority out of the belief that it is integral to the fulfillment of 
our social responsibility as an infrastructure provider. Our management leads efforts to ensure the security of the infor-
mation systems that handle customer and other data and the control systems for gas production/supply, power 
generation, and other facilities. Through these efforts we strive to protect the customer information assets under our 
stewardship and to maintain the stable supply and safety of energy services. Furthermore, we implement measures for 
preventing cybersecurity incidents and carry out management-involved training sessions and other actions for readying 
ourselves to respond to a potential intrusion.
In addition, we are seeking to further strengthen our cybersecurity through a PDCA cycle that adapts to recent 
advances in digital technologies, the growing threat of cyberattacks, and other changes in the cybersecurity landscape.
Cybersecurity

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Tokyo Gas Policy on Protection of Personal Information
1. Legal compliance
In addition to observing all applicable laws, regulations, and guidelines governing the protection of personal informa-
tion, Tokyo Gas establishes and continually improves Company policy and internal rules for protecting personal 
information.
2. Personal information management
We take necessary actions under relevant laws, regulations, and guidelines and properly manage personal information 
to prevent any loss, leakage or unauthorized changes to said information. In addition, a person is assigned at each 
workplace to be responsible for the protection of personal information and to educate and supervise employees in 
regard to this issue.
3. Collection and use of personal information
We acquire personal information through proper means to conduct our business operations appropriately and effi-
ciently. When collecting such information, we inform the affected person in advance of the purpose for which the 
information will be used, and obtain only the information specifically needed to achieve that purpose.
4. Provision of personal information to third parties
We do not provide personal information to any third party without obtaining the prior agreement of the person affected, 
except as allowed under relevant laws, regulations, or guidelines, and in certain cases where, for example, parties 
receiving the information are not legally defined as third parties. In our operations that require the transfer of personal 
information to third-party service providers, we select only providers meeting the necessary standards and obligations 
for managing personal information, establish a set of personal information protection rules for those providers, and 
supervise their handling of the information.
5. Disclosure, correction, etc., of personal information
When a person requests disclosure, correction, deletion, or other actions on their personal information, we endeavor to 
promptly respond, within reasonable limits under relevant laws and guidelines, after confirming the person’s identity.
 Privacy Policy  
Web
System for Promoting Protection of Personal Information
The Tokyo Gas Group retains and utilizes a massive volume of personal information, including information on custom-
ers. Accordingly, we established a Group-wide system for promoting the protection of personal information even 
before the Act on the Protection of Personal Information took full effect on April 1, 2005. In addition to voluntary checks 
conducted to confirm whether personal information is being properly managed, internal audits are conducted by the 
Internal Audit Department to assess compliance with the act and other applicable laws, ordinances and guidelines as 
well as our own policy on the protection of personal information and internal rules. 
Information Security Audit
The Internal Audit Department audits the Company and its subsidiaries and affiliates to determine whether the audited 
organizations are taking proper steps to ensure information security, to identify specific information security risks, and 
to confirm whether controls are being properly developed and implemented to manage these risks.
Education and Awareness-raising
We have established internal rules based on the requirements set forth by the Act on the Protection of Personal Infor-
mation. In addition, we distribute a pamphlet explaining the practical aspects of personal information protection to all 
employees of Tokyo Gas, its subsidiaries, and Tokyo Gas LIFEVAL companies in order to increase their awareness by 
promoting thorough understanding of legal requirements and other matters. In response to the revision of the Act on 
the Protection of Personal Information, we informed each Group company of the details of the revised act and formu-
lated guidelines for clarifying personal information and handling anonymously processed information.
In order to maintain firm awareness of the importance of personal information protection throughout each employee’s 
career, we provide training at different stages, such as at hiring, third year of employment, and promotions.
Performer
Major Duties
Overseer of personal 
information protection 
Executive responsible 
for department in charge 
of personal information 
protection
Formulation, implementation, maintenance, and improvement of measures 
for managing the protection of personal information
Personal information 
protection management 
officers
Department heads
Formulation, implementation, maintenance, and improvement of measures 
for managing the protection of personal information at the departmental 
level
Personal information 
protection executive officers
General managers
Dissemination of information, education, etc. concerning basic matters of 
personal information protection
Personal information 
protection promotion 
managers
Group managers
Appropriate management, etc. of personal information at workplaces
■ Promotion System 
Basic Policy
We recognize that properly protecting and handling personal information is at the foundation of our business activities 
and a vital social responsibility. To fulfill these responsibilities, we have established the following policies for guiding 
our best efforts to protect personal information.
Protection of Personal Information

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Purchasing Guidlines
1.	 Openness
The Company will procure goods and services, both domestically and internationally, that meet the Company’s stan-
dards for quality, safety, and cost, through procedures that are simple and easily understood.
2.	 Fairness and Equality
The Company will select its suppliers in a fair and equitable manner on the basis of economic rationality, with due con-
sideration to quality, price, reliability, guaranteed delivery, after-sales service, suitability with existing facilities, 
technological ability, financial health, and CSR stance. The Company is fully committed to complying with the laws and 
regulations prohibiting bribery, corruption, misappropriation, antitrust, and other illegal behavior.
3.	 Mutual Trust
The Company will establish relationships of trust with its suppliers based on fair and equitable transactions and strive 
to maintain and enhance the safety, security, and reliability of its brand through mutual prosperity and cooperation. 
Indispensable to providing stable energy is the stable supply of quality goods and services from suppliers at fair prices 
and within the designated delivery periods, all based on mutual trust.
4.	 Commitment to Compliance
The Company and its suppliers must fully comply with the letter and spirit of all relevant laws and regulations, social 
norms, and corporate ethics when conducting business transactions.
5.	 Environmental Protection
The Company will work with its suppliers to protect the natural environment toward realizing a recycling society by 
adopting the perspective of environmental friendliness in addition to economic considerations. The Company will pro-
mote Green Purchasing in accordance with its Green Purchasing Promotion Guidebook and also to follow through with 
its Environmental Policies.
6.	 Occupational Safety and Respect for Human Rights
The Company will work with its suppliers to ensure occupational safety and respect for human rights.
7.	 Consideration for Local Communities
The Company will work with its suppliers to preserve the environment and ensure respect for human rights in local 
communities, while also striving to ensure their safety and security. 
The Company will actively engage in activities that contribute to the development of local communities toward the bet-
terment of society.
Basic Policy
Tokyo Gas believes that it must fulfill its social responsibility in cooperation with business partners, rather than doing so 
on its own when delivering products and services to customers.
Tokyo Gas Group: Our Code of Conduct includes guidelines on our transactions and relationships with business part-
ners, and we strive to ensure awareness of and compliance with those guidelines. We have also established the 
Purchasing Guidelines to provide a specific code of conduct for realizing highly transparent, fair, and equitable transac-
tions with our business partners, and we endeavor to cultivate trusting relationships with them based on those standards.
Basic Policy
Tokyo Gas believes that the timely and proper disclosure of information to stakeholders is a core element of its public 
mission as an energy company. We proactively and appropriately communicate information on our corporation, the 
safety and usage of our products and services, and other matters to enable customers to enjoy the reliable, safe, and 
convenient use of the energy and gas appliances we supply.
Appropriate Information Disclosure
Tokyo Gas Website
In addition to providing corporate and lifestyle information, and pages for carrying out gas/electricity service proce-
dures, our website posts important notices, including on home gas appliances, to rapidly provide customers with 
accurate information on product recalls, defects, and other such matters that require their attention.
Tokyo Gas Official Social Media
We maintain a corporate Facebook page and Twitter account to offer instant access to our information. We post our 
seasonal information, recipes and other useful information for everyday life, including entertainment content such as 
Paccho’s (Tokyo Gas’s mascot character) Diary and disaster preparedness information on the safe use of city gas. In 
the event of a disaster, we share information through social media on how we are responding.
Proper Information Provision under Statutory and Voluntary Standards
We strive to provide the accurate information that customers need to make informed decisions about Tokyo Gas Group 
products and services. For example, we have created checklists for making sure that advertising and representations 
are appropriate and comply with the Act against Unjustifiable Premiums and Misleading Representations. We also 
strive to thoroughly ensure the accuracy of information in flyers, catalogs, brochures, and other materials through col-
laboration between the publications production team and the employees responsible for guaranteeing proper 
representation. Those employees are provided training to enhance their knowledge of this area.
To ensure that customers can safely use our products and services, we also abide by the guidelines for appropri-
ate information provision and other matters that the Ministry of Economy, Trade and Industry has set forth in concert 
with the full deregulation of the electricity and gas markets.
 Purchasing  
Web
Appropriate Information Disclosure
Supply Chain Management

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Issuance of Our “Declaration of Partnership Building ”
We have issued a Declaration of Partnership Building*1 as a roadmap for con-
structing new partnerships by advancing collaboration, co-existence and 
co-prosperity with our supply chain business partners and with businesses work-
ing toward value creation.
*1	This is an initiative established by the Council on Promoting Partnership Building for Cultivating the 
Future, whose members include the Chairman of Keidanren (Japan Business Federation), the Chair-
man of the Japan Chamber of Commerce and Industry, the President of the Japanese Trade Union 
Confederation, and relevant Ministers of State (Cabinet Office. METI, MHLW, MAFF, and MLIT).
 Declaration of Partnership Building  
Web
Purchasing Guidelines for Suppliers
The Company seeks the cooperation of its suppliers and requests that they understand and act in accordance 
with the Basic Requirements so as to ensure mutual trust throughout purchasing activities.
1.	 Quality Guarantee
The Supplier must meet the requirements for quality and performance as set by Tokyo Gas and maintain that level of 
quality and performance over a reasonable period of time.
2.	 Reasonable Pricing
The Supplier must offer prices deemed reasonable with respect to quality, performance, specifications, terms of 
delivery, terms of payment, trends in market prices, and other relevant areas.
3.	 Compliance with Terms of Delivery
The Supplier must observe the contractual time of delivery specified by the Company.
4.	 Safety Assurance
The Supplier must ensure the safe use and operation of its products.
5.	 Maintenance and After-Sales Service
The inspection, maintenance, and repair services that the Supplier is required to provide should be undertaken in a 
fast and precise manner, an approach that should also be applied to its design and production or implementation of 
goods and services. In addition, the Supplier must be capable of quickly providing the necessary parts and technical 
assistance for standard repairs and in the event of an emergency.
6.	 Risk Management
(1)	Quick and appropriate response
The Supplier must be able to respond quickly and appropriately to quality-related issues and emergencies such as 
natural disasters or accidents.
(2)	Personal and confidential information
The Supplier must appropriately handle personal information and confidential information.
(3)	Intellectual property
The Supplier must appropriately manage intellectual property, including confidential information and expertise.
7.	 Commitment to Compliance
The Supplier must comply fully with the letter and spirit of all relevant laws and regulations, including the antitrust 
law and subcontractor law, and is expected to observe social norms and corporate ethics. The Supplier must also 
maintain a fully functioning system for the prevention and early detection of illegal behavior.
8.	 Consideration for Labor, Safety, and Human Rights
The Supplier must act in compliance with laws, regulations, and social norms related to occupational health and 
safety, working conditions, and human rights, and must engage in initiatives for addressing these issues. Specific 
requirements include:
•	Eliminating all discriminatory practices based on race, ethnicity, religion, gender, age, place of birth, nationality, physical 
and mental disability, academic background, social status, sexual orientation, gender identity, and other factors, and 
striving to provide equal opportunities and fair treatment;
•	Attending to the health and safety of employees and implementing the necessary measures;
•	Properly managing working hours and avoiding forcing work against the will of the employee;
•	Respecting employees’ right to organize and allowing collective bargaining and labor-management consultations;
•	Protecting the rights of workers, complying with minimum wage requirements, and giving due consideration to provid-
ing a living wage; and
•	Prohibiting child labor and forced labor and preventing illegal labor practices.
Sharing Our Standards of Conduct with Business Partners
To further build the trust of our customers and society, it is essential that not only the Tokyo Gas Group but also its 
business partners practice compliance, preserve the environment, ensure occupational safety, respect human rights, 
and show concern for local communities. Accordingly, we share our various standards of conduct with business part-
ners and ask them to abide by those standards whenever we purchase from them or contract them to perform 
construction or other jobs. The standards include Purchasing Guidelines for Suppliers and Green Purchasing Promo-
tion Guidebook, both of which outline requirements for suppliers, as well as the Environmental Common Specifications 
for contractors, which cover areas such as legal compliance, reduction of environmental impacts, and consideration for 
occupational safety and health.

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9.	 Environmental Protection
The Supplier is required to implement sufficient measures to avoid harming the global environment, pay due consid-
eration to environmental issues, and reduce its environmental impact. The Supplier is also expected to implement 
initiatives in line with the Company’s Green Purchasing Promotion Guidebook.
10.	 Consideration for Local Communities
The Supplier is required to work with its business partners to protect the environment, respect human rights, and 
ensure the safety and security of local communities. The Supplier is encouraged to actively engage in activities that 
contribute to the development of local communities toward the betterment of society.
11.	 Supply Chain Management
In addition to observing these Guidelines, the Supplier is expected to encourage its business partners to implement 
the initiatives set forth therein.
12.	 Prohibition of Involvement with Conflict Minerals
As a precondition to any business transaction, products supplied by the Supplier must not contain conflict minerals 
(gold ore, coltan, wolframite, and cassiterite) produced to fund militant groups in the Democratic Republic of the 
Congo and its neighboring countries and regions.
	
2.1.6	
Recyclability
	
	
Can be recycled.
	
2.1.7	
Use of recycled materials
	
	
Contains a significant ratio of recycled materials and reused components.
	
2.1.8	
Ease of treatment and disposal
	
	
Can be easily treated and disposed of as waste.
	
2.1.9	
Legally compliant waste disposal
	
	
Promotes the recycling of resources through reduced waste generation, reuse, and thorough sorting and 
ensures a legally compliant waste disposal process.
	
2.1.10	
Biodiversity conservation
	
	
Mitigates direct and indirect impacts of business operations on the ecosystem.
3.	 Considerations for Selecting Suppliers
	
3.1	
When selecting suppliers, Tokyo Gas will give higher priority to companies that actively pursue environmen-
tal protection initiatives, such as implementation of an environmental management system (EMS) that 
includes:
	
3.1.1	
Establishing environmental principles and guidelines;
	
3.1.2	
Appointing dedicated environmental officers;
	
3.1.3	
Complying with environmental laws and regulations;
	
3.1.4	
Identifying the environmental impacts of business activities;
	
3.1.5	
Disclosing environmental information;
	
3.1.6	
Protecting the environment in collaboration with local communities and NGOs;
	
3.1.7	
Promoting Green Purchasing; and
	
3.1.8	
Asking suppliers to pursue environmental protection activities.
4.	 Collection and Use of Environmental Information
	
4.1	
Tokyo Gas will actively collect, organize, and analyze environmental information on goods and services as 
well as manufacturers and sales companies. The information will be shared by the Purchasing Department 
and used to ensure appropriate management of Green Purchasing.
5.	 Note on Implementing Green Purchasing
	
5.1	
When undertaking procurement and purchasing, the Purchasing Department of Tokyo Gas will give priority 
to selecting the goods and services with the least environmental impact, from among candidates that meet 
requirements such as quality and terms of delivery, while at the same time striving to contain costs.
Green Purchasing Promotion Guidebook
The Tokyo Gas Group will promote Green Purchasing in accordance with this Guidebook and by adopting the 
perspective of environmental friendliness, in addition to common criteria such as cost, quality, and terms of 
delivery, when procuring and purchasing construction work, services, materials, manufactured goods, and 
components (hereafter collectively referred to as “goods and services”).
1.	 Purpose of Green Purchasing
	
1.1	
Tokyo Gas endeavors to proactively and consistently contribute to protecting the global environment and build-
ing a recycling society, not only by reducing the environmental impact of its business activities through initiatives 
such as energy conservation and waste reduction but also by promoting Green Purchasing in the upstream seg-
ment of its business activities toward reducing its overall environmental impact.
2.	 Considerations for Selecting Goods and Services
	
2.1	
In accordance with the Green Purchasing Guidelines laid out by the Green Purchasing Network (GPN), Tokyo 
Gas will select goods after considering the diverse environmental impacts throughout their life cycles, from 
extraction of raw materials to disposal, as explained below.
	
2.1.1	
Reduction of environmental impact
	
	
Reduced use or emission of substances that are harmful to the environment and human health. Proper control of 
legally designated chemical substances.
	
2.1.2	
Conservation of resources and energy
	
	
Limited consumption of resources, energy, and water during product manufacture, use, and installation.
	
2.1.3	
Sustainable extraction and use of resources
	
	
Sustainable extraction methods and effective utilization to prevent depletion of resources.
	
2.1.4	
Capacity for long-term use
	
	
Enable long-term use based on ease of repair, parts exchange, and other considerations.
	
2.1.5	
Reusability
	
	
Can be reused.

Environment
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Social
Governance
ESG Data
Top Commitment
63
Tokyo Gas Group Sustainability Report  2021
Governance
Training
Content
Overview
Training for responsible 
staff members
Purchasing and assessment methods, contracts, relevant laws 
and regulations, knowledge-sharing study groups
Target: Purchasing Department staff
22 courses
Training for newly assigned 
staff
Purchasing rules, communication with suppliers, contracts, 
relevant laws and regulations, risks related to procurement, 
procurement system, etc.
Target: Newly assigned Purchasing 
Department staff
9 courses
Basic seminars for 
employees in other 
departments
Laws and regulations related to purchasing, basic knowledge 
for appropriate purchasing practices
Target: All employees
17 courses
Seminars on responding to 
medium-term challenges
Dealing with policy and institutional challenges such as legal 
unbundling, transmission cost assessments, and procurement 
reforms
Target: Purchasing Department staff
10 courses
Self-study sessions
How to select suppliers, obtain detailed estimates, and assess 
costs.
Target: Purchasing Department staff
3 courses
Categories
Typical Questions
1. CSR management and compliance
Establishment of codes of conduct on CSR
2. Risk management
Formulation of business continuity plan 
3. Product quality and safety
Establishment of policies on product quality and safety
4. Human rights and working conditions
Establishment of codes of conduct on human rights and working conditions
5. Occupational safety, hygiene and health
Establishment of codes of conduct on occupational safety, hygiene and health
6. Environment
Formulation of environmental policy, efforts on conservation of resources
7. Supply chain 
Formulation of policies on the supply chain
■ Overview of Survey Results
Education and Awareness-raising
In promoting CSR procurement, it is important that every staff member responsible understands the purpose.
In FY 2020, we conducted training for responsible staff members and newly assigned staff, basic seminars on pur-
chasing for employees in other departments, workshops on responding to medium-term issues, and self-study 
sessions. In addition to this core content, we also provided other in-house education programs such as courses on 
issues expected to emerge in the future, and seminars designed to spread across the Purchasing Department the 
knowledge and experiences of its purchasers.
Supplier Survey
As part of our annual supplier survey, we review the status of CSR efforts at each company. We have been providing 
feedback across the board to encourage two-way communication and strengthen cooperation with Purchasing Guide-
lines for Suppliers.
In FY2020, we conducted a wide-ranging survey asking 505 companies to provide information on their policies 
and codes of conduct for promoting CSR. We received responses from 458 of them. We compiled and analyzed their 
responses and confirmed specific points directly with them as needed. None of the suppliers demonstrated any serious 
risks such as legal violations.
The details and results of the survey are as follows.
Supplier Survey
FY2019
FY2020
Target (companies)
513
505
Respondents (companies)
465
458
Response rate (%)
90.6
90.7
■ Details of Implementation

Environment
Sustainability
Materiality Topics
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Governance
ESG Data
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Tokyo Gas Group Sustainability Report  2021
Governance
Overall Corporate Governance Structure 
Following approval of the 221st shareholders meeting, Tokyo Gas has made a transition to a “Company with a Nomi-
nating Committee, etc.” and has established three committees: a Nominating Committee to determine director 
candidates and recommend corporate executive officer candidates; an Audit Committee to audit execution of duties by 
directors and corporate executive officers; and a Compensation Committee to determine remuneration for directors 
and corporate executive officers. 
The Board of Directors determines management policies, supervises execution of duties by corporate executive 
officers, delegates decision-making concerning important matters for business execution to corporate executive offi-
cers, and asks them to report the status of the execution, when needed. Corporate executive officers are required to 
contribute to appropriate, prompt decision-making and to ensure efficient business operations by taking up in a com-
mittee (generally meeting weekly) that supports the corporate executive officers’ reasonable decision-making matters 
to be submitted to the Board of Directors and other important managerial matters. Executive officers are assigned 
responsibility for ensuring prompt business operations by corporate executive officers. Tokyo Gas has thus adopted 
and established a governance structure that ensures high legality, soundness, and transparency. 
 Basic Policy on Corporate Governance  
Web
 Corporate Governance Report  
Web
■ System for Promoting Corporate Governance (as of June 29, 2021)
Decision-making on a 
proposal for
the appointment of directors
Decision-making on
a proposal
 for the
 appointment
 and/or removal
 of independent
 auditors
Decision-making on director
candidates 
Recommendation on 
corporate executive
ofﬁcer candidates
Appointment
Appointment
Appointment
Appointment
Oversee
Manage
Appointment
Supervise
Report
Decision-making on 
compensation
Appointment
Appointment
Report
Report
Report
Report
Report
Report
Report
Audit
Audit
Report
Report
Financial
audit
Collaboration
Collaboration
Collaboration
Advisory bodies concerning
investment, loan, equity investment,
and other important matters*2
Decision-making
on compensation
Superintend
Board of Directors, Directors
Nominating Committee
Compensation Committee
Shareholders Meeting
Tokyo Gas Co., Ltd.
Executive
Ofﬁcers
Internal Audit
Department
Corporate Executive Ofﬁcers
Representative Corporate Executive Ofﬁcer,
President and CEO
Departments
Audit Committee
Audit
Subsidiaries
Independent auditor (Auditing corporation)
Execution
system
Committee supporting rational
decision-making by Corporate
Executive Ofﬁcers
*1 Total for the period from June 2020 to May 2021.
■ Overview of Corporate Governance System (As June 29, of 2021) 
Number of directors 
9
Average age of directors 
63.8
Number of outside directors 
6
Number of independent officers
6
Participation of Outside Directors in 
determination of remuneration 
Yes
Participation of Outside Directors in 
selecting director candidates 
Yes
Number of meetings of Board of 
Directors*1
12
Attendance rate of Outside Directors at 
Board of Directors*1 meetings
100%
Term of office of directors
1year
Performance-linked remuneration
Yes
Share purchase system to reflect 
the perspective of shareholders in 
management
Yes
Basic Policy
As an “Energy Frontier Corporate Group” focused on natural gas, the Tokyo Gas Group will strive to achieve sustain-
able growth and improve its medium- to long-term corporate value by actively contributing to the creation of pleasant 
lifestyles and an environmentally friendly society and by working to ensure continued growth while consistently earning 
the trust of customers, shareholders, and society. Guided by this management philosophy, we will endeavor to 
enhance and strengthen our corporate governance by clearly delineating management and executive responsibilities, 
bolstering audit and supervisory functions, engaging in precise, prompt decision-making, and efficiently carrying out 
operations, all while ensuring legality, soundness and transparency.
Nominating Committee
The Nominating Committee makes decisions on proposals to the Shareholders Meeting 
concerning appointments and dismissal of directors and on proposals to the Board of 
Directors concerning corporate executive officers, among other matters.
Audit Committee
The Audit Committee audits the execution of duties by directors and Corporate Executive 
Officers, determines audit reports, and also determines agenda items concerning appoint-
ment, dismissal, or refusal of reappointment of independent auditors, among other matters.
Compensation Committee
The Compensation Committee sets policy related to remuneration of directors and corpo-
rate executive officers, and makes decisions on remuneration of each director and each 
corporate executive officer, according to the policy, among other activities.
Outside 
Internal
Chair
Chair
Chair
Corporate Governance

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Tokyo Gas Group Sustainability Report  2021
Governance
Board of Directors
Role of the Board of Directors 
Pursuant to the provisions of the relevant legislation, the Articles of Incorporation, and the Regulations of the Board of 
Directors, the Board of Directors conducts important decision-making of the Company’s management, such as man-
agement policy and plans, and supervision of execution of business operations. In addition, the Board of Directors 
delegates to corporate executive officers a large part of its authority concerning business execution in order to make 
decisions in an appropriate, prompt manner. 
Management and composition of the Board of Directors 
In principle, the Board of Directors meets once a month to decide basic policies of management and to supervise exe-
cution of duties by corporate executive officers, among activities. At present, the Board of Directors comprises 9 
directors, 6 of whom are outside directors. 
Appointment of Directors 
To ensure that the Board of Directors conducts appropriate decision-making and management supervision, persons 
who are selected as directors are deemed to be individuals who possess abundant experience, in-depth knowledge, 
and a high level of expertise. Outside directors shall be individuals who have perspectives on matters including corpo-
rate management, social and economic trends, and international affairs. They are also required to meet the Company’s 
Independence Standards for Outside Officers. Concerning the selections of nominees for the position of director, the 
Nominating Committee, a majority of which is comprised of independent outside directors, determines agenda items of 
the Shareholders Meeting and the reasons for election of the nominees are disclosed in the reference materials for the 
Shareholders Meeting. Those materials are included in the notice of convocation of the Shareholders Meeting.
Analysis and Evaluation of Effectiveness of Board of Directors as a Whole 
To maintain and enhance the effectiveness of the Board of Directors, we analyzed and evaluated the Board of Direc-
tors’ effectiveness by holding exchanges of opinions at the meetings of the Board of Directors, using the 
questionnaire-based self-evaluations completed by the directors as a point of reference.
The effectiveness of the Board of Directors was confirmed to have been further enhanced, mainly because ques-
tionnaire-based quantitative evaluations remained satisfactory as before, along with the fact that vigorous discussions 
were being held through exchanges of opinions at the meetings of the Board of Directors, and that measures such as 
on-site inspections facilitated the understanding of outside officers on the Company’s business operations. To realize 
further improvement in the effectiveness of the Board of Directors, it will be necessary for efforts to continue without 
interruption.
To realize further improvement in the effectiveness of the Board of Directors, it will be necessary for efforts to con-
tinue without interruption. The evaluation confirmed that, going forward, Directors intended to establish a common 
recognition on the way the Board of Directors ought to be in terms of its monitoring model and demonstrate its recog-
nition, in addition to continue to carry out initiatives to promote understanding of the Company’s business operations.
Officer Remuneration System 
Basic Policy on Officer Remuneration
As a Company with a Nominating Committee, etc., a Compensation Committee has been established as stipulated in 
the Companies Act, and it selects a chairperson from outside directors, secures objectivity and transparency, and 
determines remuneration of individual officers (directors and corporate executive officers). 
1.	 Role of officers and officer remuneration
	
The role assigned to officers is to seek to enhance short-term, medium- and long-term corporate value, and officer remunera-
tion shall serve as an effective incentive for them to perform that role.
2.	 Level of officer remuneration
	
The level of officer remuneration shall be suitable for the role, responsibility and performance of the officer, and be in consider-
ation of changes in the business environment, and the level of other companies according to the research of an external 
specialized institution.
3.	 Composition of annual remuneration
	
Remuneration of officers shall comprise fixed remuneration (basic remuneration) and incentive remuneration (bonus, share-
based compensation).
	
Basic remuneration: 
A fixed amount in accordance with the post of each individual is paid as monthly remuneration.
	
Bonuses: 
As a short-term incentive remuneration, a bonus is paid once a year and its amount reflects the evaluation of individual performance 
against financial and non-financial indicators* beside the basic amount set by each rank. Indicators are reviewed and selected each 
year. 
	
Share-based compensation: 
As a medium- to long-term incentive remuneration, points are provided based on the base amount set by each rank. The stocks 
are provided based on the number of points at retirement.
・Remuneration for directors is comprised of basic remuneration and share-based compensation, while remuneration for cor-
porate executive officers (including those who concurrently serve as directors) is comprised of basic remuneration, bonuses, 
and share-based compensation
・The approximate ratios of each type of remuneration for directors are 90% in basic remuneration and 10% in share-based 
compensation. The approximate ratios for corporate executive officers (including those who concurrently serve as directors) 
are 65-70% in basic remuneration, 15-20% in bonuses, and 10-20% in share-based compensation.
Introduction of a share-based compensation plan using a trust
The Compensation Committee meeting held on June 29, 2021 resolved to introduce a share-based compensation plan 
for directors and corporate executive officers with the objective of providing incentives encouraging the enhancement 
of corporate value. Separately, an introduction of a similar share-based compensation plan for executive officers has 
also been resolved. 
1.	 Overview
	
The Company has established a share trust (see the “Overview of the trust”). Points are to be granted to officers each year 
according to their position, and they shall receive company shares based on the points when they retire/resign. 
2.	 Target persons 
	
Directors (including outside directors) and corporate executive officers 
*	Indicators for bonus evaluation for FY2021
	 Financial indicators: Profit attributable to owners of parent; Operating profit + equity method income
	 Non-financial indicators: Contribution to CO2 emissions reduction; Renewable power source transaction volume; Diversity in human resources; 
Natural gas transaction volume; Transportation volume; Number of customer accounts

Environment
Sustainability
Materiality Topics
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Tokyo Gas Group Sustainability Report  2021
Governance
 “Notice on the Introduction of a Share-based Compensation Plan” (June 29, 2021)  
Web
 “Decisions on Matters related to Share Acquisition for the Share-based Compensation Plan” (July 28, 2021)  
Web
*	The number of officers includes one internal director, one outside director, and one outside Audit & Supervisory Board member who retired upon the con-
clusion of the 220th Annual Shareholders Meeting.
*	It was resolved that the amount of monthly remuneration of all Directors (including Outside Directors) should be under ¥50 million at the 205th Annual 
Shareholders Meeting and that the amount of annual bonus for all Directors should be under ¥90 million at the 206th Annual Shareholders Meeting.
*	It was resolved that the amount of monthly remuneration of all Audit & Supervisory Board members (including outside members of the Audit & Supervisory 
Board) should be under ¥12 million at the 190th Annual Shareholders Meeting.
3.	 Overview of the trust (The table below includes executive officers.)
Trust period 
From August 2021 to August 2024 (tentative) 
Amount to be contributed by the Company as funds for acquiring shares 
¥ 461,889,900
Method to acquire shares for the trust 
Acquisition via disposal of treasury shares
Number of shares for the trust 
224,600 shares 
Internal Control System 
Ensuring the legality, soundness, and transparency of the management based on our Management Philosophy, we 
strive to clarify responsibilities of management and execution, enhance supervising and auditing functions, and pro-
mote accurate and prompt decision-making, efficient execution of business operations, in order to sustainable growth 
and improvement in medium- to long-term corporate value. In addition, Tokyo Gas and its subsidiaries direct their 
efforts toward lasting development by respecting the autonomy of each and sharing the pursuit of total optimization as 
their common cause.
In order to ensure appropriate business operation of the Tokyo Gas Group, the Basic Policy on Development of 
Internal Control Systems has been adopted by the Board of Directors and corporate executive officers have accord-
ingly and effectively established the Internal Control Systems and have been operating them. 
Overview of Internal Control System 
1
System to ensure that officers and employees perform their duties in conformance with laws, the Arti-
cles of Incorporation, etc 
2
System to store and manage information regarding the execution of duties by corporate executive officers 
3
Regulations and other systems on managing the risk of loss of the Group 
4
System to ensure that the performance of duties by corporate executive officers is conducted efficiently 
5
System to ensure appropriateness of business operation by the Group subsidiaries 
6
Items regarding employees assisting with the duties of the Audit Committee 
7
System concerning reporting to the Audit Committee and system to ensure effective auditing by the 
Audit Committee 
Total Remuneration for Directors and Audit & Supervisory Board Members for FY2020 (Reference)
(Results of the Remuneration System before transition to a Company with a Nominating Committee, etc.)
The Internal Audit Department of the Tokyo Gas Group has been established to efficiently and effectively 
audit the status of execution of business operations. The Department reports audit results to the Audit 
Committee, directors of the audited subsidiaries, and other parties concerned. 
The Internal Audit Department, an organization for internal audit of the Company, has the objective of 
conducting effective, expert auditing with its composition and number of staff as shown on the right (as of 
June 29, 2021). 
Internal Audit Department
Specific Examples of Internal Control System 1
System to ensure that officers and employees perform their duties in conformance with laws, the Articles of Incorporation, etc 
System concerning reporting to the Audit Committee and system to ensure effective auditing by the Audit Committee 
Specific Examples of Internal Control System 7
In addition to the establishment of an organization that enables the Tokyo Gas Group’s officers and 
employees report to the Audit Committee without delay, numerous actions have been taken to facilitate 
effective audit activities, including collaboration of the Audit Committee, the Internal Audit Department, and 
Independent Auditors. 
Audit Committee 
Audit by the 
Audit Committee
Internal Audit
Audit by 
Independent Auditors
Conﬁrmation of 
appropriateness 
of audit method 
and results 
Conﬁrmation of 
independence 
Conﬁrmation of 
appropriateness 
of internal 
control 
Conveying of 
audit plans 
and results 
Reporting of audit plan 
and results, and exchange 
of opinions
Reporting of audit plans
and results, and exchange
of opinions
Reporting of audit plans and results, and exchange of opinions
Classificatios of officers
Total value of 
remuneration
(¥ million)
Total value of remuneration by type (¥ million)
Number 
of eligible 
officers
Fixed
remuneration
(Monthly 
remuneration)
Performance-linked remuneration
Monthly 
remuneration
Bonuses
Directors (excluding outside directors)
323
241
49
32
6
Audit & Supervisory Board Members
(excluding outside Audit & Supervisory Board members)
74
74
-
-
2
Outside Directors
45
39
-
6
5
Outside Audit & Supervisory Board Members
35
35
-
-
4

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
67
Tokyo Gas Group Sustainability Report  2021
Governance
Ordinary-time response
Our Risk Management Regulations have explicitly stated specific initiatives and major risks at ordinary times and an 
enterprise risk management (ERM) system has been established to undertake them. The Risk Management Committee 
was established with the aim of improving the management level of the ERM system. The Committee checks progress 
regarding the establishment and operational status of the ERM system, including periodic risk assessments. It also 
reports to a committee that supports the corporate executive officers’ reasonable decision-making.
Under the framework, around 150 Risk Management Promotion Officers are deployed in the business departments 
of Tokyo Gas and its subsidiaries in order to promote ERM. Each year, we assess risks and the implementation and 
improvement status of countermeasures. This system facilitates the steady implementation of the ERM-PDCA (Plan-
Do-Check-Act) cycle.
Risk Management System 
In accordance to the Risk Management Regulations which stipulated basic items of the Tokyo Gas Group’s risk man-
agement, we have established an enterprise risk management (ERM) system and are using an “ordinary-time response” 
(to understand risks and device and implement measures against the risks) method, or an “emergency-time response” 
(to respond when a significant risk emerges) method. 
■ Enterprise Risk Management (ERM) System
Reflection of results of 
risk assessment
Reporting and proposal of plans for 
assessment of major risks
and other necessary matters
Report regarding results of risk 
assessment, status of implementation 
of countermeasures, status of 
improvement, etc.
Business Departments / Subsidiaries
(1) Identifying and evaluating risks, formulating and implementing 
     risk countermeasures
(2) Improvement of risk assessment, countermeasures
Committee supporting rational decision-making by
Corporate Executive Ofﬁcers
Confirmation of major risks, etc.
Securities Markets and Other Stakeholders
Disclosure of risk information through Securities Report, 
Financial results and Sustainability Report
Clear statement of 
risk management policies
Improvement proposals Convey 
statement of risk management policies
Risk Management Committee 
(Executive Ofﬁce: Corporate Planning Dept.)
Identifying and conﬁrming Group risk management
1. Risks associated with accidents, disasters, etc.
(1)	Energy resource procurement difficulties 
(2)	Natural disasters
(3)	Accidents and supply impairments accompanying city gas 
production and supply, and power generation
(4)	Spread of a highly virulent or contagious in fections
(5)	Unforeseeble, large-scale power outages
(6)	Problems in securing the safety of city gas and in quality of 
gas appliances
(7)	Damage caused by rumors arising from a city gas accident 
of another company
2. Market fluctuation risk
(1)	Fluctuation in market prices and interest rates
(2)	Fluctuation of the electric power market
3. Risk associated with business execution
(1)	Risks related to existing businesses
a)	 Decrease in demand caused by intensified competition
b)	 Fluctuation in material prices
c)	 Changes in laws, regulations, and national or local energy 
policy
d)	 Fluctuation in gas sales volume caused by climate change
e)	 Decrease in existing demand caused by 
changes in the business environment
f)	 Interruption of telephone services at call 
canters
g)	 Delay in technology deelopment
(2)	Risks associated with overseas business 
development
(3)	Delay in development of new markets
(4)	Inability to recover investments
4. Risks related to information management 
and system operation
(1)	Leakage of personal information
(2)	Shutdown or malfunction of IT systems
(3)	Cyber attaacks
5. Risks related to corporate social responsibility
(1)	Compliance violations
(2)	Response to new environmental regulations
(3)	Insufficient customer services
(4)	Insufficient response to human rights issues
 Business Risk  
Web
Emergency-time response
Because the company provides public services that com-
prise a lifeline, for many years it has also had a crisis 
management system that serves as a response system in 
case an accident or other risk-related event actually 
occurs. Specifically, we have formulated Emergency 
Response Organization Regulations. In case of major 
crises, including major natural disasters, such as earth-
quakes, or production or supply disruptions arising from 
major accidents at pipelines or LNG terminals, as well as 
spread of highly pathogenic or infectious diseases, terror-
ism, failures in mission-critical IT systems, and compliance 
problems, the Emergency Response Organization has 
been established to respond to the situation immediately 
in accordance with the Emergency Response Organiza-
tion Regulations. Periodic training is conducted in relation 
to response measures against large earthquakes, cyber 
terrorism, and other major risks. Moreover, the company has also formulated a business continuity plan (BCP) outlining 
its responses in the event of a major earthquake of the magnitude as assumed by Japan’s Cabinet Office, a major acci-
dent disrupting gas supply, a widespread blackout, highly pathogenic or infectious diseases, etc. This plan is in place 
to reinforce the company’s risk management system.
■ Emergency Response Organization*
Report
Collaboration
(Group-wide coordination)
* A department in charge of an executive ofﬁce is predetermined depending on the type 
  of emergency.
Instructions / 
orders
President and CEO (Organization Leader)
Business Departments
Corporate 
Planning Dept.
Business or other risks which may significantly affect judgment of investors 
(as of March 31, 2021)

Environment
Sustainability
Materiality Topics
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ESG Data
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Tokyo Gas Group Sustainability Report  2021
Governance
Education and Awareness-raising
Provision of Risk Management Training
The Tokyo Gas Group provides training programs to promote appropriate risk management.
We hold training focused mainly on case studies for Risk Management Promotion Officers and newly appointed general 
managers and managers (newly appointed mid-level managers) in each department of the Company and at subsidiaries, so 
that they can appropriately perform necessary risk management in their respective positions and enhance their risk manage-
ment capabilities.
Escalation Rules
To further enhance a corporate and organizational culture that encourages appropriate responses to managing risks, we 
established our clearly defined Escalation Rules, which require that information on any apparent major risk, such as acci-
dents and disasters, be reported to the appropriate supervisory staff in a timely and appropriate manner.
Compliance with Japan’s Corporate Governance Code
Tokyo Gas has formulated the “Basic Policy on Corporate Governance” in compliance with Japan’s Corporate Gover-
nance Code for listed companies. To achieve sustainable growth and increase its corporate value over the medium- to 
long-term, we will collaborate with our stakeholders, ensure appropriate information disclosure and transparency, and 
fulfill the commitment of the Board of Directors, and at the same time, we will pay due consideration to communicating 
and gaining the understanding of stakeholders including shareholders.

Environment
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Materiality Topics
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ESG Data
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Tokyo Gas Group Sustainability Report  2021
ESG Data
The Tokyo Gas Group Business Activities and Material Balance
We monitor and manage impacts on the environment at every stage of our LNG value chain to reduce the impact on 
the environment.
LNG procurements
Emissions into the 
environment *5
Gas pipelines
CO2 emissions at 
customer sites*6
LNG 
LPG 
0.46 million tons
LNG procured by the 
Tokyo Gas Group
Total
76,965 TJ
Electric power
City gas
1,601 million m3
Heat
31 TJ
Other energy
140 TJ
CO2
 
CH4
 
PE pipes, steel pipes, 
cast-iron pipes
Tap water, industrial water
4,422 thousand m3
Renewable energy, biomass
Renewable energy, biomass
Gas pipelines
Procurement and 
transportation of 
raw materials
Business activities
Customer sites
Extraction, 
liquefaction, 
transportation by sea
Extraction, 
liquefaction, 
transportation by sea
Renewable energy, wind power
Renewable energy, wind power
City gas
City gas
Heat
Heat
Electric
power
Electric
power
Resource and energy inputs
Sales volume*3
Raw materials*1
Energy*2
DHC
DHC
Power plants
Power plants
LNG terminals
LNG terminals
Residential
Commercial
Industrial
Tokyo Gas Group 
ofﬁces, etc.
Tokyo Gas Group 
ofﬁces, etc.
Domestic natural gas, etc.289 million m3
6.22 million tons of CO2
12.60 million tons
10.35 million tons
482,773 MWh
3.893 million tons of CO2
0.007 million tons of CO2 equivalent
Wastewater
1,033 thousand m3
City gas
11,255 million m3
Wholesale supply 1,735 million m3
Heat
3,863
Electric power 24.8 billion kWh
total pipeline extension work
983 km
（
）
28.31 million tons of CO2
Boundary: Tokyo Gas Co., Ltd. and 44 consolidated subsidiaries in Japan
Customer site
12,083 thousand
（
）
Third-party Assured
Third-party Assured
Water
Greenhouse gas 
emissions (CO2 equivalent)*4
Third-party Assured
Third-party Assured
  
Industrial waste
（98%）
143,176 tons
0.54 million tons（               ）
reduction relative to 
baseline disposal amount
84%
Excavated soil and asphalt 
concrete 
Waste generation (recycling rate)
Third-party Assured
■ Tokyo Gas Group Business Activities and Material Balance (FY2020)
*1	
For city gas production by the Tokyo Gas Group.
*2	
Energy consumption by the Tokyo Gas Group excluding double-counting due to intra-group supply of heat and electricity.
*3	
City gas: Volume of gas sales excluding supply to other gas utilities and sales for internal Group use.
	
Wholesale supply: Volume of gas supplied to other gas utilities.
	
Heat: Includes sales from LNG terminals as well as district heating and cooling centers and spot heat supply. Includes intra-group supply.
	
Electric power: Volume of sales of all electric power, including power purchased for business use from other companies and the market as well as Group power stations.
*4	
“City Gas Life Cycle Assessment (issued July 2020),” Japan Gas Association website. 
	
Production: 0.80 g-CO2/MJ; Liquefaction: 6.77 g-CO2/MJ; Transportation by sea: 1.48 g-CO2/MJ, based on gross calorific value
*5	
CO2, CH4: Excludes double-counting due to intra-group supply.
	
Volume of wastewater: Specified wastewater and domestic sewage.
*6	
Sum of the gas sales volume multiplied by emission intensity, plus emissions from power plants in which the Group holds a stake (excluding consolidated 
subsidiaries) and from power plants from which the Group purchases all electricity generated. 
	
The CO2 emissions resulting from the use of city gas sold was 24.42 million t-CO2.
 Boundary:Tokyo Gas Co., Ltd. and 44 consolidated subsidiaries in Japan  
Web
* The sum of individual environmental data may not be equal to the total due to the way figures are rounded.
■ Feedstock and Sales Volume
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
City gas feedstock
(Note 1)
Feedstock LNG
Thousand tons
11,583
11,407
11,083
10,388
10,352
Feedstock LPG
Thousand tons
434
491
491
474
457
Production
City gas sales (Note 2)
Million m3
15,571
15,380
15,022
13,855
12,786
Heat sales (Note 3)
TJ
3,451
3,496
3,583
3,749
3,863
Power Sales (Note 4)
Billion kWh
12.7
14.7
15.5
20.6
24.8
Note 1:	For city gas production by the Tokyo Gas Group.
Note 2:	Volume of gas sales including supply to other gas utilities and excluding sales for internal Group use.
Note 3:	Includes sales volume from LNG terminals, in addition to district heating and cooling centers and spot heat supply. Also includes intra-group supply.
Note 4:	Volume of sales of all electric power, including power purchased for business use from other companies and the market as well as Group power 
stations.
Environmental Data
Third-party Assured

Environment
Sustainability
Materiality Topics
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ESG Data
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Tokyo Gas Group Sustainability Report  2021
ESG Data
Third-party Assured
Note 1:	Excludes double counting by intra-group supply of heat and electricity.
Note 2:	Up through fiscal 2018 the figures for vehicles were included under “Tokyo Gas business offices, etc.” and “Other Group companies.” Starting with 
fiscal 2019, they are counted together as a separate item, “Vehicles.”
Note 3:	Excludes double counting by intra-group supply. Since fiscal 2018, the amount of heat accommodated was deducted for district heating and cool-
ing centers.
Note 4:	Revised to correct error in past data.
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
Other fuels
TJ
5
4
4
8
9
LNG terminals
TJ
1
1
0
0
0
Tokyo Gas business offices, etc.
TJ
1
1
1
4
3
Other Group companies
TJ
3
3
3
4
5
(Tokyo Gas Co., Ltd.)
TJ
2
1
1
5
4
Vehicles
TJ
ー
ー
ー
117
132
(Tokyo Gas Co., Ltd.)
TJ
ー
ー
ー
46
51
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
Energy consumption (Note 1)
TJ
79,230
82,651
(Note 4)
76,028
73,018
76,965
LNG terminals
TJ
4,169
4,291
4,106
3,815
3,699
District heating and cooling centers
TJ
4,316
4,037
4,173
5,916
6,656
Power plants
TJ
68,250
71,967
(Note 4)
65,566
61,321
64,725
Tokyo Gas business offices, etc.
TJ
1,483
1,444
1,419
1,389
1,270
Other Group companies
TJ
1,362
1,368
1,279
1,193
1,158
Vehicles (Note 2)
TJ
ー
ー
ー
117
132
(Tokyo Gas Co., Ltd.)
TJ
5,954
6,043
5,877
5,629
5,433
Electric power (Note 3)
MWh
626,729
607,725
(Note 4)
569,650
528,464
482,773
LNG terminals
MWh
363,053
368,259
357,068
324,660
293,255
District heating and cooling centers
MWh
98,529
84,621
84,722
83,433
76,539
Power plants
MWh
9,775
10,700
(Note 4)
12,067
9,311
8,767
Tokyo Gas business offices, etc.
MWh
51,526
49,786
49,629
45,336
42,074
Other Group companies
MWh
103,847
105,089
98,696
95,591
91,036
(Tokyo Gas Co., Ltd.)
MWh
419,502
422,776
416,928
380,112
345,017
City gas
Thousand m3
1,691,380
1,775,849
1,628,350
1,503,916
1,601,355
LNG terminals
Thousand m3
14,544
16,206
14,450
14,930
19,163
District heating and cooling centers
Thousand m3
75,133
72,420
76,216
109,419
127,798
Power plants
Thousand m3
1,582,434
1,668,543
1,519,617
1,360,735
1,436,492
Tokyo Gas business offices, etc.
Thousand m3
18,209
17,697
17,082
17,965
16,303
Other Group companies
Thousand m3
1,060
984
985
867
1,599
(Tokyo Gas Co., Ltd.)
Thousand m3
38,347
39,676
37,035
38,814
42,288
Heat (Note 3)
TJ
71
55
36
34
31
District heating and cooling centers
TJ
232
211
119
119
105
Tokyo Gas business offices, etc.
TJ
93
95
96
96
88
Other Group companies
TJ
195
195
172
164
146
(Tokyo Gas Co., Ltd.)
TJ
102
104
105
105
95
■ Energy consumption*1, 2
Energy
Energy consumption

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ESG Data
Greenhouse Gas Emissions
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
Scope1+2  
Third-party Assured
4.020
4.189
(Note 6)
3.848
3.706
3.900
Scope1
Million tons of CO2
3.712
3.902
3.588
3.467
3.691
Scope2
Million tons of CO2
0.308
0.287
(Note 6)
0.260
0.239
0.209
CO2 *1, 2, 3 (Note 1)
Million tons of CO2
4.014
4.179
(Note 6)
3.839
3.698
3.893
LNG terminals
Million tons of CO2
0.206
0.207
0.192
0.177
0.168
District heating and cooling centers
Million tons of CO2
0.217
0.201
0.205
0.294
0.330
Power plants
Million tons of CO2
3.466
3.654
(Note 6)
3.333
3.120
3.293
Tokyo Gas business offices, etc.
Million tons of CO2
0.074
0.072
0.071
0.067
0.060
Other Group companies
Million tons of CO2
0.069
0.068
0.062
0.061
0.059
Vehicles (Note 2)
Million tons of CO2
ー
ー
ー
0.008
0.009
(Tokyo Gas Co., Ltd.)
Million tons of CO2
0.296
0.294
0.280
0.266
0.252
CH4 *3, 4 (Note 3)
Million tons of CO2 equivalent
0.005
0.011
0.009
0.008
0.007
Scope3  
Million tons of CO2
36.40
36.57
35.75
32.66
34.53
Greenhouse Gas Emissions from 
Feedstock Procurement (Note 4)
Third-party Assured
Million tons of CO2
6.97
6.97
6.83
6.54
6.22
CO2 Emissions and Emissions 
Reduction at Customer Sites (Note 5)
Million tons of CO2
29.43
29.60
28.92
26.12
28.31
■ CO2 Emission Factor
Note 1:	Calculated based on the typical composition of city gas (type 13A) supplied by the Tokyo Gas (15°C, gauge pressure of 2 kPa).
Note 2:	The basic emission factors were used until fiscal 2017 and adjusted emission factors are used since fiscal 2018.
Note 3:	Calculated using the unit calorific value released in accordance with the ministerial ordinance stipulated by the Act on Promotion of Global Warming 
Countermeasures, and multiplying this amount by the emission factor per unit calorific value and by 44/12.
Conversion Factor, etc.
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
City gas (Tokyo Gas 13A) (Note 1)
kg-CO2/m3
2.21
Purchased electricity 
(average of all power sources) (Note 2)
kg-CO2/kWh
Emission factors of electric power companies, released in 
accordance with the ministerial ordinance for the Act on the 
Rational Use of Energy
Heat (Note 3)
Steam (excluding industrial use), 
hot water, cold water
kg-CO2/MJ
0.057
Industrial steam
kg-CO2/MJ
0.060
Other fuels 
(Note 3)
Heavy oil A
kg-CO2/L
2.71
Diesel
kg-CO2/L
2.58
Kerosene
kg-CO2/L
2.49
Gasoline
kg-CO2/L
2.32
LPG
kg-CO2/kg
3.00
Note 1: Excludes double counting by intra-group supply.
Note 2: Up through fiscal 2018 the figures for vehicles were included under “Tokyo Gas business offices, etc.” and “Other Group companies.” Starting with 
fiscal 2019, they are counted together as a separate item, “Vehicles.”
Note 3: About 290 tons of CH4 emissions
Note 4: Calculated based on greenhouse gas emission intensity throughout the lifecycle, from extraction of natural gas to processing and transportation, as 
analyzed using LNG procurement volume and the LCA approach.
	
•	Emission intensity from FY2015
	
	 Extraction: 0.77 g-CO2/MJ; Liquefaction: 6.71 g-CO2/MJ; Transportation by sea: 1.48 g-CO2/MJ, based on gross calorific value
	
	 Source: “Study of Life Cycle Greenhouse Gas Emissions of LNG and City Gas 13A” (Proceedings of the annual meeting of Japan Society of Energy  
	 and Resources 35, 23–26, 2016)
	
•	Emission intensity from FY2019
	
	 Extraction: 0.80 g-CO2/MJ; Liquefaction: 6.77 g-CO2/MJ; Transportation by sea: 1.48 g-CO2/MJ, based on gross calorific value
	
	 Source: “City Gas Life Cycle Assessment (issued July 2020),” Japan Gas Association website.
Note 5:	The total for FY2020 is the sum of the gas sales volume multiplied by emission intensity, plus emissions from power plants in which the Group holds a 
stake (excluding consolidated subsidiaries) and from power plants from which the Group purchases all electricity generated. The CO2 emissions result-
ing from the use of city gas sold was 24.42 million t-CO2.
Note 6:	Revised to correct error in past data.
■ Greenhouse Gas Emissions
Third-party Assured

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Tokyo Gas Group Sustainability Report  2021
ESG Data
Amount of Thermal Power Generation Varies According to Electricity Usage
In Japan, the electricity supplied by electric utilities is generated primarily by thermal power, nuclear power and hydro-
electric power plants. 
Nuclear power plants operate at full capacity except when undergoing a routine inspection, while the annual power 
output of hydroelectric power plants is determined by the amount of rainfall. The electricity supply is adjusted by oper-
ations at thermal power plants. 
Therefore, in terms of total annual output, it is most likely to be thermal power generation that is cut when electric-
ity use is reduced through energy-saving measures.
 The Greenhouse Gas Protocol (Guidelines for Quantifying GHG Reductions from Grid- Connected Electricity Projects)  Web
■ Unit Calorific Value
Note 1:	City gas calorific value of Tokyo Gas (0°C, 1 atmospheric pressure)
Note 2:	Act on the Rational Use of Energy (the Energy Efficiency Act)
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
City gas (Tokyo Gas 13A) (Note 1)
MJ/m3N
45.00
Purchased 
electricity*5
(Note 2)
Daytime electricity
MJ/kWh
9.97
Nighttime electricity
MJ/kWh
9.28
Other than general electricity utilities
MJ/kWh
9.76
Heat (Note 2)
Steam (excluding industrial use), hot 
water, cold water
MJ/MJ
1.36
Industrial steam
MJ/MJ
1.02
Other fuels 
(Note 2)
Heavy oil A
MJ/L
39.1
Diesel
MJ/L
37.7
Kerosene
MJ/L
36.7
Gasoline
MJ/L
34.6
LPG
MJ/kg
50.8
Crude oil equivalent coefficient (Note 2)
kL/GJ
0.0258
*1	Through FY2018, regarding district heating and cooling centers selling electric power using gas cogeneration systems, the data of energy used for power 
generation is posted under “Power plants” and the data of energy used for the production of heat is posted under “District heating and cooling centers”. 
From FY2019, the data on all energy used at the above-stated district heating and cooling centers is posted under “District heating and cooling centers”. 
“Tokyo Gas business offices, etc.” lists the Company’s non-consolidated energy use, less the amounts for LNG terminals and District heating and cooling 
centers. “Other Group companies” lists the data for other Group companies, less the amounts for district heating and cooling centers and power plants.
*2	Some variance in the data listed under different categories may exist since the data has been processed to properly assess the changes in energy usage 
intensity for each business activity (such as by reflecting the amounts commissioned by other companies at LNG terminals).
*3	The values are calculated based on the adjusted emission factors since FY2018.
*4	CH4 (methane) emissions were converted to CO2 emissions by multiplying by the global warming potential of 25, as stipulated in the Act on Promotion of 
Global Warming Countermeasures.
*5	For the crude oil equivalent of electricity usage under “District heating and cooling centers” and “Tokyo Gas business offices, etc.,” the amounts purchased 
from power utility companies were all calculated using daytime electricity factors.
Water
Water Withdrawal
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
Wastewater (Note 1)
Thousand m3
1,090
1,069
988
1,015
1,033
LNG terminals
Thousand m3
291
242
221
300
285
District heating and cooling centers
Thousand m3
354
330
362
387
379
Power plants
Thousand m3
445
498
405
328
369
(Tokyo Gas Co., Ltd.)
Thousand m3
300
258
254
335
327
Note 1: Data are for wastewater discharges from wastewater treatment facilities and sewage discharges.
Wastewater
■ Water Discharge
Third-party Assured
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
Tap water and industrial water
Thousand m3
5,017
5,180
4,952
4,600
4,422
LNG terminals
Thousand m3
1,138
1,125
1,045
981
959
District heating and cooling centers
Thousand m3
1,552
1,507
1,780
1,716
1,582
Power plants
Thousand m3
1,492
1,765
1,325
1,135
1,263
(Tokyo Gas Co., Ltd.)
Thousand m3
1,726
1,674
1,644
1,580
1,448
Seawater
LNG terminals
Thousand m3
781,879
784,651
738,529
686,350
657,394
■ Water Withdrawal
Third-party Assured
Lower electricity 
usage
Lower thermal 
power output

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ESG Data
Waste
Industrial Waste
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
Industrial waste 
(Note 1)
Generation
Tons
144,230
161,344
144,827
146,243
143,176
Amount recycled
Tons
140,373
156,810
140,015
141,204
139,945
Landfill
Tons
1,312
2,001
2,490
1,702
1,655
Recycling rate
%
97
97
97
97
98
Landfill rate
%
0.9
1.2
1.7
1.2
1.2
Tokyo Gas 
Co., Ltd.
Generation
Tons
4,449
5,950
4,767
4,924
3,697
Amount recycled
Tons
3,701
4,638
3,607
3,464
2,777
Landfill
Tons
389
981
575
508
471
Recycling rate
%
83
78
76
70
75
Landfill rate
%
9
16
12
10
13
Note 1: Including construction work for customers of our subcontractors, subsidiaries and affiliates.
Note 1:	Tokyo Gas Co., Ltd.
Note 2:	Data for excavated soil and asphalt concrete.
By-products from Gas Pipeline Construction
Category
Unit
FY2016
FY2017
FY2018
FY2019
FY2020
Gas pipe
(Note 1)
PE pipe
Amount recovered
Tons
260
283
299
253
265
Amount recycled
Tons
260
283
299
253
265
Recycling rate
%
100
100
100
100
100
Excavated 
soil
(Note 2)
Gas pipeline extension work
km
1,026
1,038
967
916
983
Estimated excavated amount
Million tons
3.88
4.03
3.61
3.55
3.46
Actual 
reduced 
amount
Reduction (by shallower 
laying of pipes in narrow 
trenches and non-open-cut 
method)
Million tons
1.35
1.28
1.26
1.28
1.22
Reuse (generated soil)
Million tons
0.62
0.61
0.55
0.51
0.48
Recycle (improved soil, 
regeneration treatment)
Million tons
1.27
1.27
1.27
1.21
1.22
Total reduction amount
Million tons
3.24
3.16
3.09
3.00
2.92
Rate of reduction amount 
(comparison to estimated 
excavated amount)
%
83
79
85
85
84
Residual soil (actual amount)
Million tons
0.64
0.86
0.53
0.55
0.54
Rate of residual soil (comparison to 
estimated excavated amount)
%
17
21
15
15
16
Tokyo Gas 
Co., Ltd.
(Note 2)
Gas pipeline extension work
km
973
1,003
934
882
951
Estimated excavated amount
Million tons
3.75
3.94
3.53
3.46
3.38
Actual 
reduced 
amount
Reduction (by shallower 
laying of pipes in narrow 
trenches and non-open-cut 
method)
Million tons
1.31
1.24
1.23
1.24
1.18
Reuse (generated soil)
Million tons
0.61
0.61
0.55
0.51
0.48
Recycle (improved soil, 
regeneration treatment)
Million tons
1.26
1.25
1.24
1.18
1.19
Total reduction amount
Million tons
3.18
3.10
3.02
2.93
2.85
Rate of reduction amount 
(comparison to estimated 
excavated amount)
%
85
78
85
84
84
Residual soil (actual amount)
Million tons
0.57
0.85
0.51
0.54
0.52
Rate of residual soil (comparison to 
estimated excavated amount)
%
15
22
15
16
16
Third-
party 
Assured
Third-
party 
Assured
Third-party Assured

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ESG Data
■ Number of Full-time Employees by Gender *1, 2, 3
Unit
FY2018
FY2019
FY2020
Male
Non-consolidated
Persons  
(%)
6,334 (84.5)
6,311 (84.0)
6,466 (83.4)
Consolidated
11,300 (82.8)
11,322 (81.4)*4
11,710 (80.9)
Female
Non-consolidated
1,158 (15.5)
1,202 (16.0)
1,283 (16.6)
Consolidated
2,350 (17.2)
2,581 (18.6)
2,773 (19.1)
Total
Non-consolidated
7,492
7,513
7,749
Consolidated
13,650
13,903 *4
14,483
*1	Data are as of the end of March of each fiscal year.
*2	Non-consolidated data exclude personnel on loan to Tokyo Gas from other organizations and include personnel on loan from Tokyo Gas to other orga-
nizations (hereafter, “registered personnel”).
*3	Consolidated data exclude personnel on loan to Tokyo Gas and its subsidiaries from other organizations and include personnel on loan from Tokyo Gas 
and its subsidiaries to other organizations (hereafter, “registered personnel”).
*4	Data for number of employees were revised.
■ Number of Managers *1, 2, 3, 4
Unit
FY2019
FY2020
FY2021
Male
Non-consolidated
Persons
(%)
2,687 (92.0)
2,646 (91.3)
2,614 (90.8)
Consolidated
ー
3,355 (91.1)*5
3,345 (90.3) 
Female
Non-consolidated
233 (8.0)
251 (8.7)
264 (9.2) 
Consolidated
ー
328 (8.9)*5
361 (9.7) 
Total
Non-consolidated
2,920 
2,897
2,878
Consolidated
ー
3,683*5
3,706
■ Average Length of Employment by Gender *1, 2, 3
Unit
FY2018
FY2019
FY2020
Male
Non-consolidated
Years
19.5 
19.7 
19.4 
Consolidated
17.0 
16.8 
16.7 
Female
Non-consolidated
18.5 
18.5 
17.7 
Consolidated
14.4 
14.2 
13.6 
Total
Non-consolidated
19.3 
19.5
19.1 
Consolidated
16.5 
16.3 
16.1 
*1	Data are as of the end of March of each fiscal year.
*2	Non-consolidated data are for Tokyo Gas employees (registered personnel).
*3	Consolidated data are for Tokyo Gas employees and its subsidiary employees for which data are available (registered personnel).
*1	Data are as of April 1 of each fiscal year.
*2	Employees in supervisory positions, or employees of equivalent status.
*3	Non-consolidated data are for Tokyo Gas employees (registered personnel).
*4	Consolidated data are for Tokyo Gas employees and its subsidiary employees (registered personnel).
*5	Number of managers was revised to correct error in past data.
■ Hiring of New Graduates *1, 2, 3
*1	Data are as of April 1 of each fiscal year.
*2	Non-consolidated data are for Tokyo Gas employees (registered personnel).
*3	Consolidated data are for Tokyo Gas employees and its subsidiary employees for which data are available (registered personnel).
Unit
FY2019
FY2020
FY2021
Male
Non-consolidated
Persons
162
158
102
Consolidated
305
296
284
Female
Non-consolidated
62
60
35
Consolidated
151
137
125
Total
Non-consolidated
224
218
137
Consolidated
456
433
409
Overview of Employees
Third-party Assured
Social Data

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ESG Data
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Tokyo Gas Group Sustainability Report  2021
ESG Data
■ Major Programs and Number of Users (non-consolidated) *1, 2
*1	Data are for Tokyo Gas employees (registered personnel).
*2	Items in bold are company programs that go beyond regulatory requirements.
*3	Percentage of employees who completed childcare leaves each fiscal year and those returned to work at the company.
*4	Not calculated because leave period was extended due to COVID-19 pandemic.  
Programs
Outline
Item
Unit
FY2018
FY2019
FY2020
Male
Female
Male
Female
Male
Female
Childcare leave
Until the end of April immediately 
following the child’s 3rd birthday 
(employees are allowed to 
change the scheduled date of 
reinstatement if they are unable 
to enroll their child in a nursery 
school)
Number of 
users
Persons
5
70
12
72
18
82
Percentage 
returning to 
work*3
%
100
100
100
100
100
100
Shorter hours 
for Childcare
During pregnancy and until the 
child completes the 6th grade
Flextime for childcare is available
Number of 
users
Persons
9
220
12
220
18
218
Nursing care 
leave
Up to 3 years for one care receiver 
within the second degree of kinship
Number of 
users
Persons
2
0
2
2
0
2
Shorter hours for 
nursing care
Applicable to a relative within the 
second degree of kinship for up to 
5 years per care receiver
Flextime for nursing care is 
available
Number of 
users
Persons
0
3
1
5
0
3
Maternity leave
By employee application, six 
weeks before birth and eight 
weeks after birth
Number of 
users
Persons
ー
ー
51
Spousal 
maternity leave 
Five days within 180 days after 
spouse gives birth
Number of 
users
Persons
213
188
220
Child nursing 
leave
Ten days in cases where the child 
suffers injury or illness and 
requires care, or for the child to 
receive vaccinations or health 
examinations, until the child 
completes the third grade
Number of 
users
Persons
ー
ー
ー
ー
6
5
Leave to 
accompany 
partner
For employees accompanying a 
spouse posted overseas
Number of 
users
Persons
4
2
6
Community 
service leave
Granted special leave (paid) for up 
to 5 days within 1 year
Cumulative 
number of 
users
Persons
61
37
2
Sabbatical 
system
For employees who reach the 
ages of 30, 35, 40 and 50
Granted commemorative gifts and 
special leave (paid)
Number of 
users
Persons
509
519
ー *4
■ Hiring of Mid-Career Personnel *1, 2, 3
Unit
FY2018
FY2019
FY2020
Male
Non-consolidated
Persons
15
17
14
Consolidated
195
221
375
Female
Non-consolidated
0
1
3
Consolidated
76
206
89
Total
Non-consolidated
15
18
17
Consolidated
271
427
464
*1	Data includes contract employees who became regular employees.
*2	Non-consolidated data are for Tokyo Gas employees (registered personnel).
*3	Consolidated data are for Tokyo Gas employees and its subsidiary employees for which data are available (registered personnel).
■ Number of Users of Programs for Balancing Work with Childcare/Nursing Care (consolidated) *1
*1	Data are for Tokyo Gas employees and its subsidiary employees for which data are available (registered personnel).
Programs
Item
Unit
FY2019
FY2020
Male
Female
Male
Female
Childcare leave
Number 
of users
Persons
19
152
29
170
Shorter hours for Childcare
ー
ー
22
367
Nursing care leave
5
7
0
9
Shorter hours for nursing care
ー
ー
0
7
■ Number of Employees with Disabilities *1, 2
Unit
June 2019
June 2020
June 2021
Number of employees with disabilities
Persons
170
172
167
Percentage of total employees
%
2.46
2.55
2.54
*1	Data are for regular and contract employees at Tokyo Gas.
*2	Figures are as of the first day of the month shown for each fiscal year.
Third-party Assured

Environment
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ESG Data
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Tokyo Gas Group Sustainability Report  2021
ESG Data
■ Number of Employees with Right to Collective Bargaining (Employees Excluding Management) *1, 2
Unit
FY2018
FY2019
FY2020
Number of employees
Persons
6,906
6,919
6,932
*1	Data are for Tokyo Gas employees (registered personnel).
*2	Data are as of the end of March of each fiscal year.
■ Average Annual Training Hours *1, 2
Unit
FY2018
FY2019
FY2020
Average annual training hours
Hours/person
12.0
11.4
12.6
*1	Data are for Tokyo Gas employees (registered personnel).
*2	Data on training provided by the Personnel Department (excludes training provided independently by other departments).
■ State of Reemployment after Mandatory Retirement *1
Unit
FY2018
FY2019
FY2020
Total number of retired employees *2
Persons
172
130
163
Number of reemployed *3
Persons (%)
155 (90.1)
115 (88.5)
149 (91.4)
*1	Data are for Tokyo Gas employees (registered personnel).
*2	Number of employees who left the company at the mandatory retirement age of 60.
*3 Number of people rehired by Tokyo Gas or its subsidiaries after mandatory retirement.
■ Number of Employees Leaving the Company *1, 2, 3
Unit
FY2018
FY2019
FY2020
Male (Percentage of 
employees leaving the 
company)
Non-consolidated
Persons
(%)
47
(0.72)
67
(1.03)
35
(0.53)
Consolidated
216
(1.88)
264
(2.30)
157
(1.32)
Female (Percentage of 
employees leaving the 
company)
Non-consolidated
8
(0.68)
12
(0.98)
6
(0.47)
Consolidated
90
(3.75)
96
(3.65)
107
(3.94)
Total (Percentage of 
employees leaving the 
company)
Non-consolidated
55
(0.71)
79
(1.03)
41
(0.52)
Consolidated
306
(2.20)
360
(2.55)
264
(1.81)
*1	Non-consolidated data are for Tokyo Gas employees (registered personnel).
*2	Consolidated data are for Tokyo Gas employees and its subsidiary employees for which data are available (registered personnel).
*3	The percentage of people leaving the company is calculated as follows: number of regular employees leaving for personal reasons (as of March 31 of 
each fiscal year)/number of regular employees (as of April 1 of each fiscal year).
■ Number of Temporary and Contract Employees *1, 2
Unit
FY2019
FY2020
FY2021
Contract employees
Persons
1,495 
1,304 
1,158 
Temporary employees
589
615
595
Total
2,084 
1,919 
1,753 
*1	Data are for Tokyo Gas.
*2	Data are as of April 1 of each fiscal year.
Implementation of Occupational Safety and Health Education Programs
Unit
FY2018
FY2019
FY2020
Level-specific training on 
safety and health and on 
safety planning
New employee training
Persons
206
224
218
Safety and health training 
for new managers
245
241
204
■ Implementation of Occupational Safety and Health Education Programs *1
*1	Data are for Tokyo Gas.
Overview of Accidents and Injuries
Unit
FY2018
FY2019
FY2020
Work-related injuries *2
Cases
36
34
23
Traffic accidents
142
117
74
Rate of lost work-time injuries *3, 5
ー
0.62
0.31
0.44
Severity rate *4, 5, 6
0.005
0.001
0.014
■ Number of Work-related Injuries, Number of Traffic Accidents, Rate of Lost Work-time Injuries, and Severity Rate *1
*1	Data are for regular and contract employees of Tokyo Gas.
*2	Includes accidents not resulting in lost worktime.
*3	Rate of people taking work leave per 1 million total actual working hours.
*4	Number of workdays lost as a result of accidents/injuries per 1,000 total actual working hours.
*5	Includes work related traffic accidents (excludes commuting accidents).
*6	Lost workdays are counted based on standards placed by the Japanese Ministry of Health, Labour and Welfare.
Third-party Assured

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
77
Tokyo Gas Group Sustainability Report  2021
ESG Data
■ Membership of the Board of Directors *1, 2
■ Participants in Training on Human Rights and Compliance *1
Board of Directors, Advisory Committee, Audit & Supervisory Board, 
and Compensation Committee
Training and Consultation on Human Rights and Compliance
Unit
As of the end of 
June 2019
As of the end of 
June 2020
As of the end of 
June 2021
Board of Directors
Directors
Persons 
(Number of 
female 
members)
9 (2)
9 (2)
9 (3)
External
4 (2)
4 (2)
6 (3)
Overview
Unit
FY2018
FY2019
FY2020
Level-specific training
Training upon entering the company, during the third 
year, and during qualification promotions (two levels)
Number 
of 
persons
1,291
1,311
1,322
Workplace Discussions
Workplace-level trainings on topics selected and 
shared Group-wide.
32,796
21,088
21,966
Trainings and follow-up 
trainings for human 
rights & compliance 
promotion leaders
Only follow-up trainings for current leaders were held 
in FY2020
Note:	New leader training was canceled in F2020 due to 
the COVID-19 pandemic
344
354
124
Human rights & 
compliance lectures
Human rights lectures by outside speakers for 
workplace managers, human rights & compliance 
promotion leaders, etc.
285
300
124
*1	Data shown are for Tokyo Gas Co., Ltd.
*2 External directors are independent officers.
*1	Data shown are for Tokyo Gas Co., Ltd.
*2	External directors are independent officers.
■ Membership of the Nominating Committee,Audit Committee and Compensation Committee *1,2
Unit
As of the end of June 2021
Nominating Committee
External directors
Persons (Number of 
female members)
3 (1)
Directors
1
Audit Committee
External directors
3 (2)
Directors
1
Compensation 
Committee
External directors
3 (1)
Directors
2
Note:	The transition to a company with a nominating committee, etc. was made based on approval by the 221st Annual General Meeting of Shareholders, 
held on June 29, 2021.
*1	Data shown are for the Tokyo Gas Group.
■ Number of Cases Handled by Consultation Desks *1
Consultation Topics
Unit
FY2018
FY2019
FY2020
Interpersonal relations and harassment
Number 
of cases
51
35
42
Benefits and working hours
20
14
19
Internal regulations
11
11
23
Laws, regulations, and other matters
16
4
8
Total
98
64
92
*1	Data shown are for the Tokyo Gas Group.
Governance Data

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
78
Tokyo Gas Group Sustainability Report  2021
ESG Data
Third-Party Independent Assurance
Some social and environmental data*1 provided in Tokyo Gas Group Sustainability Report on this PDF have been third-
party assured by KPMG AZSA Sustainability Co., Ltd. (a member of the KPMG Japan group) to enhance their 
credibility.
We will work to further raise the standard of our Sustainability activities in the future, taking account of the issues 
pointed out in the course of the third-party assurance process and the reader feedback received via our website and 
other channels.
*1	Third-party assured content is indicated by a box next to the subject title.
■ Independent Assurance Report on Tokyo Gas Group Sustainability Report
Third-Party Independent Assurance Report

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
79
Tokyo Gas Group Sustainability Report  2021
ESG Data
FTSE Blossom Japan Index
The FTSE Blossom Japan Index provides investors with a means of identifying 
Japanese companies that meet high environmental, social, and governance 
standards, and it is constructed so that the industry weights align with the Japa-
nese equity market. Since July 2017, the Government Pension Investment Fund 
of Japan (GPIF), has tracked its investments with this index.
MSCI ESG Leaders Indexes*1
ESG indices developed by MSCI Inc. of the U.S. These are representative stock 
indices of companies with outstanding environmental, social, and governance 
performance on a global scale.
MSCI Japan ESG Select Leaders Index*1
This index comprises companies with relatively high ratings in their industries for 
environmental, social, and governance performance selected from a parent 
index of the top 700 stocks by market capitalization in the MSCI Japan IMI index 
of Japanese securities. Since 2017, the Government Pension Investment Fund 
of Japan (GPIF) has tracked its investments with this index. 
MSCI Japan Empowering Women Index (WIN)*1
This index comprises companies in each industry with high scores on gender 
diversity selected from a parent index of the top 500 stocks by market capital-
ization in the MSCI Japan IMI index of Japanese securities. Since 2017, the 
Government Pension Investment Fund of Japan (GPIF) has tracked its invest-
ments with this index.
STOXX Global ESG Leaders Index
This index is provided by STOXX Ltd., of Switzerland, a subsidiary of Deutsche 
Börse AG. It comprises companies selected for their outstanding performance 
on the environment, society, and governance based on the results of research 
by Sustainalytics, a Dutch SRI research and analysis firm.
SOMPO Sustainability Index
This Index is based on the results of corporate research on environmental, 
social, and governance performance conducted by Sompo Risk Management 
Inc. This index is managed by Sompo Asset Management Co., Ltd.
2020 CDP 
CDP Climate Change: A-
CDP Water: A (on an eight-grade scale from A to D-)
CDP is a U.K.-based NPO that collaborates with institutional investors to oper-
ate an international framework asking companies to disclose information on their 
strategies for climate change and water risk, including concrete data. Scores 
based on corporate initiatives are published globally and serve as an important 
index of corporate environmental efforts.
Inclusion in ESG Indices
The Tokyo Gas Group has been included in the following ESG indices (as of July 31, 2021).
*1	MSCI ESG Indexes
	
THE INCLUSION OF Tokyo Gas Co., Ltd. IN ANY MSCI INDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX 
NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF Tokyo Gas Co., Ltd. BY MSCI OR ANY OF ITS AF-
FILIATES. THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS 
OR SERVICE MARKS OF MSCI OR ITS AFFILIATES.
FTSE4Good Index Series
A series of stock indices developed by FTSE Russell, a subsidiary of the London 
Stock Exchange Group. These indices assess companies based on their envi-
ronmental, social, and governance performance. Companies that meet certain 
criteria are included in the indices.
External Sustainability Ratings
The Tokyo Gas Group has received the following external ratings of its sustainability performance.
 FTSE4Good Index Series  
Web
 FTSE Blossom Japan Index  
Web
Key ESG Ratings

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
80
Tokyo Gas Group Sustainability Report  2021
ESG Data
2021 Certified Health and Productivity Management Organization 
Recognition Program
This is an award granted by the Ministry of Economy, Trade and Industry (METI) 
and Nippon Kenko Kaigi to large enterprises and to SMEs that conduct particu-
larly outstanding health management based on efforts addressing regional 
health issues and Nippon Kenko Kaigi’s health promotion efforts.
Nadeshiko Brands 2021 
These are companies jointly selected by METI and the Tokyo Stock Exchange 
(TSE) for their efforts to actively advance the employment of women, including the 
arrangement of working environments that facilitate retention of female talent. 
Companies are selected in each industry from among those listed on the First 
Section of the TSE. Tokyo Gas has been selected for five consecutive years.
“Eruboshi” Certification 
Enterprises with superior efforts for the advancement of female employees are certi-
fied by the Minister of Health, Labour and Welfare under a system based on the Act 
on the Promotion of Female Participation and Career Advancement in the Work-
place. There are three levels of certification. Tokyo Gas Customer Support Co., Ltd. 
was certified at the highest level and Tokyo Gas at the second highest level.
“Kurumin” Certification
This certification system is based on the Act on Advancement of Measures to Sup-
port Raising Next-Generation Children. Companies that actively support employees 
in their parenting duties are certified by the Minister of Health, Labour and Welfare. 
4th Infrastructure Maintenance Awards
These awards are conferred by a group of government ministries led by the Ministry of Land, Infrastructure and Trans-
port to recognize excellence in infrastructure maintenance efforts and technological development. The Ministry of 
Economy, Trade and Industry Special Award was bestowed upon a laser-based remote gas leak detection technology 
co-developed by Tokyo Gas, Tokyo Gas Engineering Solutions, and Gaster.
FY2020 Energy Conservation Grand Prize
Hosted by the Energy Conservation Center, Japan (ECCJ), these awards honor excellent energy conservation efforts 
by businesses, workplaces, and other organizations, as well as highly energy-saving products and business models. 
For the FY2020 awards, the ultra-efficient gas engine heat pump GHP XAIR III received the Director-General of the 
Agency for Natural Resources and Energy Award (product and business division), and GC-2000AS, an energy-saving 
fuel-switching boiler that can contribute to the stable supply of steam , earned the ECCJ Chairman’s Award.

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
81
Tokyo Gas Group Sustainability Report  2021
•	Tokyo Gas Group Sustainability Report has been prepared in accordance with the GRI Standards: Core option.
■ GRI102: General Disclosures 2016
Disclosure
Disclosure Pages
1. Organizational profile
102-1
Name of the organization
	Profile  Web
102-2
Activities, brands, products, and services
	Business  Web
102-3
Location of headquarters
	Profile  Web
102-4
Location of operations
	Locations  Web
102-5
Ownership and legal form
	Profile  Web
102-6
Markets served
 – 
102-7
Scale of the organization
	Investors’ Guide P.6-13 (City Gas Business - Overseas 
Business)  Web
102-8
Information on employees and other workers
	Social Data
102-9
Supply chain
	Supply Chain Management
102-10
Significant changes to the organization and its supply chain
	A Public Notice (only in Japanese)  Web
102-11
Precautionary Principle or approach
	Risk Management System
102-12
External initiatives
UN Global Compact
Sustainable Development Goals
Support for TCFD Recommendations and Information Disclo-
sure
102-13
Membership of associations
UN Global Compact
KEIDANREN (Japan Business Federation)
The Japan Gas Association
Keidanren Committee on Nature Conservation
The Tokyo Chamber of Commerce and Industry (TCCI)
DOYUKAI (Japan Association of Corporate Executives)
The Japanese Para-Sports Association
2. Strategy
102-14
Statement from senior decision-maker
	Top Commitment
102-15
Key impacts, risks, and opportunities
	Top Commitment
	Materialities
	Integrated Report P.34 (TCFD)  Web
	Business Risk  Web
3. Ethics and integrity
102-16
Values, principles, standards, and norms of behavior
	Management Philosophy / Behavioral Criteria  Web
	The Tokyo Gas Group’s Sustainability
102-17
Mechanisms for advice and concerns about ethics
	Human Rights
	Contact  Web
4. Governance
102-18
Governance structure
	Corporate Governance
	The Tokyo Gas Group’s Sustainability
102-19
Delegating authority
	Sustainability Promotion System
102-20
Executive-level responsibility for economic, environmental, 
and social topics
	Sustainability Promotion System
102-21
Consulting stakeholders on economic, environmental, and 
social topics
	Stakeholder Engagement
	Sustainability Promotion System
102-22
Composition of the highest governance body and its 
committees
	Corporate Governance Report  Web
102-23
Nominating and selecting the highest governance body
	Corporate Governance Report  Web
102-24
Nominating and selecting the highest governance body
	Corporate Governance Report  Web
	Independence Standards for Outside Directors  Web
102-25
Conflicts of interest
	Corporate Governance Report  Web
102-26
Role of highest governance body in setting purpose, values, 
and strategy
	Sustainability Promotion System
102-27
Collective knowledge of highest governance body
	Corporate Governance
	Sustainability Promotion System
	Education and Awareness-raising
102-28
Evaluating the highest governance body’s performance 
Corporate
	Corporate Governance
	Sustainability Promotion System
102-29
Identifying and managing economic, environmental, and 
social impacts
	Corporate Governance
	Sustainability Promotion System
	Stakeholder Engagement – Basic Policy
102-30
Effectiveness of risk management processes
	Corporate Governance
	Risk Management System
102-31
Review of economic, environmental, and social topics
 – 
102-32
Highest governance body’s role in sustainability reporting
	Sustainability Promotion System
	Specifying Materialities
102-33
Communicating critical concerns
	Corporate Governance
	Compliance
102-34
Nature and total number of critical concerns
 – 
102-35
Remuneration policies
	Integrated Report P.45 (Officer Remuneration System)  Web
102-36
Process for determining remuneration
	Integrated Report P.45 (Officer Remuneration System)  Web
102-37
Stakeholders’ involvement in remuneration
 – 
102-38
Annual total compensation ratio
 – 
102-39
Percentage increase in annual total compensation ratio
 – 
Disclosure
Disclosure Pages
GRI Sustainability Reporting Standards Index

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
82
Tokyo Gas Group Sustainability Report  2021
5. Stakeholder engagement
102-40
List of stakeholder groups
	Approach to Promoting Sustainability
	Stakeholder Engagement
102-41
Collective bargaining agreements
	Building Positive Labor-Management Relations 
	Social Data – Overview of Employees
102-42
Identifying and selecting stakeholders
	Approach to Promoting Sustainability
	Stakeholder Engagement
102-43
Approach to stakeholder engagement
	Approach to Promoting Sustainability
	Stakeholder Engagement
102-44
Key topics and concerns raised
	Specifying Materialities
	Stakeholder Engagement
6. Reporting practice
102-45
Entities included in the consolidated financial statements
	Major Group Companies  Web
102-46
Defining report content and topic Boundaries
	Specifying Materialities
	About This Report
102-47
List of material topics
	Specifying Materialities
102-48
Restatements of information
Not applicable
102-49
Changes in reporting
Not applicable
102-50
Reporting period
	About This Report
102-51
Date of most recent report
	About This Report
102-52
Reporting cycle
	About This Report
102-53
Contact point for questions regarding the report
	Contact Us  Web
102-54
Claims of reporting in accordance with the GRI Standards
In accordance with the GRI Standards: Core option
102-55
GRI content index
GRI Content Index
102-56
External assurance
	Third-Party Independent Assurance Report
Disclosure
Disclosure Pages
■ GRI103: Management Approach 2016
Disclosure
Disclosure Pages
103: Management Approach 2016
103-1
Explanation of the material topic and its Boundary
	Specifying Materialities
103-2
The management approach and its components
	The Tokyo Gas Group’s Sustainability 
103-3
Evaluation of the management approach
	Sustainability Promotion System
■ GRI200: Economic topics
Disclosure
Disclosure Pages
201: Economic Performance
201-1
Direct economic value generated and distributed
–
201-2
Financial implications and other risks and opportunities due 
to climate change
	Environmental Risk Management
	Integrated Report P.34 (TCFD)  Web
	Risk Management System
201-3
Defined benefit plan obligations and other retirement plans
–
201-4
Financial assistance received from government
–
202: Market Presence
202-1
Ratios of standard entry level wage by gender compared to 
local minimum wage
–
202-2
Proportion of senior management hired from the local 
community
–
203: Indirect Economic Impacts
203-1
Infrastructure investments and services supported Benefits
	Supplying Energy
	Ensuring Customer Safety
	Disaster Countermeasures
	Establishment of relationships with communities
	Initiatives for the Tokyo 2020 Games
203-2
Significant indirect economic impacts
–
GRI-204: Procurement Practices
204-1
Proportion of spending on local suppliers
–
GRI-205: Anti-corruption
205-1
Operations assessed for risks related to corruption
	Compliance
205-2
Communication and training about anti-corruption policies 
and procedures
	Compliance
205-3
Confirmed incidents of corruption and actions taken
No incidents
GRI-206: Anti-competitive Behavior
206-1
Legal actions for anticompetitive behavior, anti-trust, and 
monopoly practices
No legal actions
GRI-207: Tax
207-1
207-1 Approach to tax
	Tax Compliance
207-2
207-2 Tax governance, control, and risk management
	Tax Compliance
207-3
207-3 Stakeholder engagement and management of 
concerns related to tax
	Tax Compliance
207-4
207-4 Country-by-country reporting
–

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
83
Tokyo Gas Group Sustainability Report  2021
■ GRI300: Environmental topics
Disclosure
Disclosure Pages
GRI-301: Materials 2016
301-1
Materials used by weight or volume
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
301-2
Recycled input materials used
	Promotion of Resource Recycling
301-3
Reclaimed products and their packaging materials
	Dealing with Waste at Customer Sites
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Waste
GRI-302: Energy 2016
302-1
Energy consumption within the organization
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
302-2
Energy consumption outside of the organization
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
302-3
Energy intensity
	Targets and Outcomes
	Environmental Data – Energy
302-4
Reduction of energy consumption
	Targets and Outcomes
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
302-5
Reductions in energy requirements of products and services
	Cutting Customer CO2 Emissions: Residential Sector 
	Cutting Customer CO2 Emissions: Commercial Sector
	Cutting Customer CO2 Emissions: Best Practices of  
Smart Networks 
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
GRI-303: Water and effluents 2018
303-1
Interactions with water as a shared resource
	Managing Water Risks
303-2
Management of water discharge-related impacts
	Managing Water Risks
303-3
Water withdrawal
	Environmental Data – Energy
303-4
Water discharge
	Environmental Data – Energy
303-5
Water consumption
	Environmental Data – Energy
	Managing Water Risks
GRI-304: Biodiversity 2016
304-1
Operational sites owned, leased, managed in, or adjacent to, 
protected areas and areas of high biodiversity value outside 
protected areas
	Biodiversity
304-2
Significant impacts of activities, products, and services on 
biodiversity
	Biodiversity
304-3
Habitats protected or restored
	Biodiversity
304-4
IUCN Red List species and national conservation list species 
with habitats in areas affected by operations
	Measures in Our LNG Value Chain
	Biodiversity Activities with Our Customers and Local 
Communities
305: GRI-305: Emissions 2016
305-1
Direct (Scope 1) GHG emissions
	Climate Change Actions 
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
305-2
Energy indirect (Scope 2) GHG emissions
	Climate Change Actions
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
305-3
Other indirect (Scope 3) GHG emissions
	Climate Change Actions 
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
305-4
GHG emissions intensity
	Targets and Outcomes
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Conversion Factor, etc.
	Environmental Data – About impact of CO2 reduction initia-
tives, and CO2 emission factor for electricity
305-5
Reduction of GHG emissions
	Targets and Outcomes
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Energy
305-6
Emissions of ozone-depleting substances (ODS)
	Management of Chemical Substances and Pollutants
305-7
Nitrogen oxides (NOX), sulfur oxides (SOX), and other 
significant air emissions
	Management of Chemical Substances and Pollutants
GRI-306: Effluents and Waste 2016
306-1
Water discharge by quality and destination
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Water
306-2
Waste by type and disposal method
	Environmental Data – The Tokyo Gas Group Business  
Activities and Material Balance
	Environmental Data – Waste
	Promotion of Resource Recycling
306-3
Significant spills
	Combating Soil Pollution
306-4
Transport of hazardous waste
	Management of Chemical Substances and Pollutants
306-5
Water bodies affected by water discharges and/or runoff
	Managing Water Risks
	Biodiversity
GRI-307: Environmental Compliance 2016
307-1
Non-compliance with environmental laws and regulations
No Incidents
GRI-308: Supplier Environmental Assessment 2016
308-1
New suppliers that were screened using environmental 
criteria
 – 
308-2
Negative environmental impacts in the supply chain and 
actions taken
	Supply Chain Management
Disclosure
Disclosure Pages

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
84
Tokyo Gas Group Sustainability Report  2021
■ GRI400: Social topics
Disclosure
Disclosure Pages
GRI-401: Employment 2016
401-1
New employee hires and employee turnover
	Social Data – Overview of Employees
401-2
Benefits provided to full-time employees that are not 
provided to temporary or parttime employees
	Diversity & Inclusion
	Social Data – Overview of Employees
401-3
Parental leave
	Social Data – Overview of Employees
GRI-402: Labor/Management Relations 2016
402-1
Minimum notice periods regarding operational changes
–
GRI-403: Occupational Health and Safety 2018
403-1
Occupational health and safety management system
	Occupational Safety and Health Initiatives
403-2
Hazard identification, risk assessment, and incident investigation
	Occupational Accident Prevention
403-3
Occupational health services
	Occupational Safety and Health Initiatives
403-4
Worker participation, consultation, and communication on 
occupational health and safety
	Occupational Safety and Health Initiatives
	Communications with Employees
403-5
Worker training on occupational health and safety
	Occupational Safety and Health Initiatives
	Social Data – Implementation of Occupational Safety and 
Health Education Programs
403-6
Promotion of worker health
	Occupational Safety and Health Initiatives
403-7
Prevention and mitigation of occupational health and safety 
impacts directly linked by business relationships
	Occupational Safety and Health Initiatives
403-8
Workers covered by an occupational health and safety management system
–
403-9
Work-related injuries
	Social Data – Overview of Accidents and Injuries
403-10
Work-related ill health
–
GRI-404: Training and Education 2016
404-1
Average hours of training per year per employee
	Social Data – Overview of Employees
404-2
Programs for upgrading employee skills and transition 
assistance programs
	Human Resources Development
	Diversity & Inclusion
404-3
Percentage of employees receiving regular performance and 
career development reviews
–
GRI-405: Diversity and Equal Opportunity 2016
405-1
Diversity of governance bodies and employees
	Social Data – Overview of Employees
405-2
Ratio of basic salary and remuneration of women to men
–
GRI-406: Non-discrimination 2016
406-1
Incidents of discrimination and corrective actions taken
	Human Rights
GRI-407: Freedom of Association and Collective Bargaining 2016
407-1
Operations and suppliers in which the right to freedom of 
association and collective bargaining may be at risk
	Communications with Our Suppliers
	Communications with Employees
	Human Rights
	Supply Chain Management
GRI-408: Child Labor 2016
408-1
Operations and suppliers at significant risk for incidents of 
child labor
	Human Rights
	Supply Chain Management
GRI-409: Forced or Compulsory Labor 2016
409-1
Operations and suppliers at significant risk for incidents of 
forced or compulsory labor
	Human Rights
	Supply Chain Management
GRI-410: Security Practices 2016
410-1
Security personnel trained in human rights policies or procedures
 – 
GRI-411: Rights of Indigenous Peoples 2016
411-1
Incidents of violations involving rights of indigenous peoples
 – 
GRI-412: Human Rights Assessment 2016
412-1
Operations that have been subject to human rights reviews 
or impact assessments
 – 
412-2
Employee training on human rights policies or procedures
	Human Rights
412-3
Significant investment agreements and contracts that include 
human rights clauses or that underwent human rights screening
 – 
GRI-413: Local Communities 2016
413-1
Operations with local community engagement, impact 
assessments, and development programs
	Building Relations with Stakeholders
413-2
Operations with significant actual and potential negative 
impacts on local communities
	Environmental Management
	Environmental Risk Management
	Biodiversity
GRI-414: Supplier Social Assessment 2016
414-1
New suppliers that were screened using social criteria
 – 
414-2
Negative social impacts in the supply chain and actions taken
	Supply Chain Management
GRI-415: Public Policy 2016
415-1
Political contributions
We do not make political contribution.
GRI-416: Customer Health and Safety 2016
416-1
Assessment of the health and safety impacts of product and 
service categories Launch
	Earthquake Disaster Countermeasures
	Ensuring Customer Safety
	Enhancing the Safety of Gas Appliances
416-2
Incidents of non-compliance concerning the health and 
safety impacts of products and services
 – 
GRI-417: Marketing and Labeling 2016
417-1
Requirements for product and service information and labeling
	Appropriate Information Disclosure
417-2
Incidents of non-compliance concerning product and service 
information and labeling
No Incidents
417-3
Incidents of non-compliance concerning marketing 
communications
No incidents
GRI-418: Customer Privacy 2016
418-1
Substantiated complaints concerning breaches of customer 
privacy and losses of customer data
 – 
GRI-419: Socioeconomic Compliance 2016
419-1
Non-compliance with laws and regulations in the social and 
economic area
No violation of laws and regulations
Disclosure
Disclosure Pages

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
85
Tokyo Gas Group Sustainability Report  2021
The Ten Principles of UN Global Compact
Pages in 2021 Sustainability Report
Human 
Rights
Principle One: Businesses should support and respect the protection of interna-
tionally proclaimed human rights.
	Diversity & Inclusion
	Work Style Reform
	Occupational Safety and Health 
Initiatives
	Human Rights
	Compliance
	Supply Chain Management
Principle Two: Businesses should make sure that they are not complicit in human 
rights abuses.
Labour
Principle Three: Businesses should uphold the freedom of association and the 
effective recognition of the right to collective bargaining.
	Sound Relationships with Society
	Human Resources Development
	Diversity & Inclusion
	Work Style Reform
	Occupational Safety and Health 
Initiatives
	Communications with Employees
	Human Rights
	Compliance
	Supply Chain Management
Principle Four: Businesses should uphold the elimination of all forms of forced and 
compulsory labour.
Principle Five: Businesses should uphold the effective abolition of child labour.
Principle Six: Businesses should uphold the elimination of discrimination in respect 
of employment and occupation.
Environ-
ment
Principle Seven: Businesses should support a precautionary approach to 
environmental challenges.
	Leadership in the effort to achieve 
Net-Zero CO2 as a leading 
company dealing in natural gas
	Environment
	Environmental Contributions
	Supply Chain Management
Principle Eight: Businesses should undertake initiatives to promote greater 
environmental responsibility.
Principle Nine: Businesses should encourage the development and diffusion of 
environmentally friendly technologies.
Anti- 
Corruption
Principle Ten: Businesses should work against corruption in all its forms, including 
extortion and bribery.
	Compliance
	Supply Chain Management
ISO26000
Pages in 2021 Sustainability Report
Guidance on social 
responsibility core subjects
Issue
Organizational governance
Organizational governance
	Actions as a Responsible Company
	Corporate Governance
	Stakeholder Engagement
Human rights
Issue 1: Due diligence
Issue 2: Human rights risk situations
Issue 3: Avoidance of complicity
Issue 4: Resolving grievances
Issue 5: Discrimination and vulnerable 
groups
Issue 6: Civil and political rights
Issue 7: Economic, social and cultural 
rights
Issue 8: Fundamental principles and rights 
at work
	Diversity & Inclusion
	Work Style Reform
	Occupational Safety and Health Initiatives
	Human Rights
	Compliance
	Supply Chain Management 
Labour practices
Issue 1: Employment and employment rela-
tionships
Issue 2: Conditions of work and social 
protection
Issue 3: Social dialogue
Issue 4: Health and safety at work
Issue 5: Human development and training 
in the workplace
	Sound Relationships with Society
	Human Resources Development
	Diversity & Inclusion
	Work Style Reform
	Occupational Safety and Health Initiatives
	Communications with Employees
	Human Rights
	Compliance
	Supply Chain Management 
The environment
Issue 1: Prevention of pollution
Issue 2: Sustainable resource use
Issue 3: Climate change mitigation and 
adaptation
Issue 4: Protection of the environment, 
biodiversity and restoration of natural 
habitats
	Leadership in the effort to achieve Net-Zero CO2 as a 
leading company dealing in natural gas
	Environment
	Environmental Contributions
	Supply Chain Management
Fair operating practices
Issue 1: Anti-corruption
Issue 2 : Responsible political involvement
Issue 3: Fair competition
Issue 4: Promoting social responsibility in 
the value chain
Issue 5: Respect for property rights
	Compliance
	Supply Chain Management
Global Compact Content Index
ISO 26000 Content Index

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
86
Tokyo Gas Group Sustainability Report  2021
Consumer issues
Issue 1: Fair marketing, factual and 
unbiased information and fair contractual 
practices
Issue 2: Protecting consumers’ health and 
safety
Issue 3: Sustainable consumption
Issue 4: Consumer service, support, and 
complaint and dispute resolution
Issue 5: Consumer data protection and 
privacy
Issue 6: Access to essential services
Issue 7: Education and awareness
	Leadership in the effort to achieve Net-Zero CO2 as a 
leading company dealing in natural gas
	Environment
	Earthquake Disaster Countermeasures
	Ensuring Customer Safety
	Enhancing the Safety of Gas Appliances
	Environmental Contributions
	Compliance
	Cybersecurity
	Protection of Personal Information
	Appropriate Information Disclosure
Community involvement and 
development
Issue 1: Community involvement
Issue 2: Education and culture
Issue 3: Employment creation and skills 
development
Issue 4: Technology development and 
access
Issue 5: Wealth and income creation
Issue 6: Health
Issue 7: Social investment
	Cutting Customer CO2 Emissions: Best Practices of 
Smart Networks
	Supplying Energy
	Environmental Contributions
	Human Resources Development
	Diversity & Inclusion
	Work Style Reform
	Occupational Safety and Health Initiatives
Topic
Code
Accounting metric
Pages in 2021 Sustainability Report
Energy 
Affordability
IF-GU-240a.1
Average retail gas rate for 
(1) residential
	Investors’ Guide P.7 (Gas Rate Data)  Web
(2)commercial, 
(3) industrial customers, and 
(4) transportation services only
 – 
IF-GU-240a.2
Typical monthly gas bill for residential 
customers for 
(1) 50 MMBtu and 
(2) 100 MMBtu of gas delivered per year
	Investors’ Guide P.7 (Gas Rate Data)  Web
IF-GU-240a.3
Number of residential customer gas 
disconnections for non-payment, 
percentage reconnected within 30 days
 – 
IF-GU-240a.4
Discussion of impact of external factors on 
customer affordability of gas, including the 
economic conditions of the service territory
	Investors’ Guide P.4 (Gas Resource Data)  Web
	Integrated Report P.53 (City Gas and LNG Sales 
Business)  Web
End-Use
Efficiency
IF-GU-420a.1
Percentage of gas utility revenues from rate 
structures that 
(1) are decoupled or 
(2) contain a lost revenue adjustment 
mechanism (LRAM)
 – 
IF-GU-420a.2
Customer gas savings from efficiency 
measures by market
	Targets and Outcomes (Climate change)
SASB Content Index
ISO26000
Pages in 2020 Sustainability Report
Guidance on social 
responsibility core subjects
Issue

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
87
Tokyo Gas Group Sustainability Report  2021
Topic
Code
Accounting metric
Pages in 2021 Sustainability Report
Integrity of Gas
Delivery
Infrastructure
IF-GU-540a.1
Number of 
(1) reportable pipeline incidents
	Targets and Outcomes (Number of serious supply 
disruption)
Number of 
(2) Corrective Action Orders (CAO), and 
(3) Notices of Probable Violation (NOPV)
 – 
IF-GU-540a.2
Percentage of distribution pipeline that is 
(1) cast and/or wrought iron 
 – 
 (2) unprotected steel
–
IF-GU-540a.3
Percentage of gas 
(1) transmission 
	Investors’ Guide P.8 (Gas Sales Volume /  
Sales Data)  Web
Percentage of gas 
(2) distribution pipelines inspected 
 – 
IF-GU-540a.4
Description of efforts to manage the 
integrity of gas delivery infrastructure, 
including risks related to safety and 
emissions
	Integrated Report P.33 (Safe and stable energy supply 
infrastructure)  Web
	Safe Supply of City Gas

Environment
Sustainability
Materiality Topics
Social
Governance
ESG Data
Top Commitment
88
Tokyo Gas Group Sustainability Report  2021
The Tokyo Gas Group contributes to the achievement of a sustainable society by creating social and financial value 
from the solution of social issues through its business activities, and by engaging in enduring corporate management.  
Specifically, we carry out our actions according to three categories of materiality we have defined. The pillar is “Lead-
ership in the effort to achieve Net-Zero CO2 and continuing to create customer value while ensuring stable supply and 
energy access as a leading company dealing in natural gas.” The other two are “Sound relationships with society,” 
which supports that pillar, and “Actions as a responsible company,” which is the foundation of our business activities. 
We offer this Sustainability Report to all our stakeholders in the hope that it will aid their understanding of this 
vision and commitment.
Period
This report contains material primarily from FY 2020 (April 1, 2020 to March 31, 2021), with some additional information 
from other fiscal years.
Scope
The information herein is mainly for Tokyo Gas Co., Ltd. and its subsidiaries, with some information on Tokyo Gas 
LIFEVAL and partner companies also included in certain sections. Environmental performance data for fiscal 2020 are 
for Tokyo Gas and its 44 consolidated subsidiaries in Japan.
Date of Publication
October 30, 2021 (previous: October 2020; next: October 2022 [tentative])
Referenced Guidelines
GRI Sustainability Reporting Standards
Japanese Standards Association, ISO 26000:2010 
Ministry of the Environment of Japan, Environmental Reporting Guidelines 2018
The environmental and social performance data provided in this report have been third-party assured by KPMG AZSA 
Sustainability Co., Ltd. (a member of the KPMG Japan group) to enhance the credibility of the data.
FY1994–2004
Published “Environmental Report.”
FY2005–2009
Expanded coverage to include CSR and changed title to “Tokyo Gas CSR Report.” Published on our website and in 
print.
From FY2009
Broadened scope to include subsidiaries and affiliates (published online only).
FY2010–2014
Issued “Tokyo Gas CSR and Corporate Profile” (in print).
From FY2015
Began issuing full edition of “Tokyo Gas Group CSR Report” on our website, and a digest in print.
From FY2017
Began publishing the online report for each fiscal year in the first half of the following fiscal year, with updates made as 
needed thereafter.
From FY2019 
Discontinued print edition and began publishing both the full report and the digest online. Changed title to “Sustainabil-
ity Report.”
Publication History
About This Report

Tokyo Gas Co., Ltd.
1-5-20 Kaigan, Minato-ku, Tokyo 105-8527, Japan
https://www.tokyo-gas.co.jp/corporate/index.html
Published in October, 2021   Sustainability Dept., Tokyo Gas Co., Ltd.