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Introduction

Management
Message

Compass2030
Vision and Strategy

How We Create Value

Invisible
Assets

TCFD

Corporate
GovernanceBusiness
Overview

Message from the Director, Chairperson of the Board

Corporate Governance
Message from the Director, Chairperson of the Board

Management will propel innovation for
the realization of sustainability
I cherish the phrase “Learn history and usher inthe times.” Looking back at the 136 -year historyof Tokyo Gas, I find that the belief of the founder
Shibusawa Eiichi, that the highest priority should
be “Pursuit of the public interest,” has beensuccessively inherited for generations. More than
50 years ago in 1969, amid the intensifying
severity of urban pollution conditions such as air
pollution, Tokyo Gas introduced use of liquefied
natural gas (LNG), which is both environmentallyfriendly and economical, to Japan as the
optimum solution to social challenges. In the
1980s, the company was also engaged inmecenat (in French, mécénat, meaningsponsorship or patronage) and social contribution
activities as a “corporate citizen.” In the 1990s,
global environmental problems worsened, andTokyo Gas set its sights on becoming a top
runner in the environmental management race.
Since the 2000s, with the increased social
attention given to corporate governance, wehave been striving to be a “leading corporate
governance company.” More recently, ESG and

SDGs have emerged as new key words, but I
would say we have worked on these subjects forthe past few decades.
Regarding governance, Tokyo Gas introduced
an executive officer system in 2002 and began
reducing the number of directors and inviting
outside directors. In 2017, we made significant
revisions to the Board of Directors rules: theauthority to execute was broadened, and the roleof the Board of Directors and the role ofCorporate Executive Officers were clarified. And
in June 2021, we made a transition to a“Company with a Nominating Committee, etc.”
For the past 136 years, the main energy
source in Japan has shifted from coal to oil andgas, all of which, however, are fossil fuels.
Carbon neutral is something totally new anddifferent. Japan’s gas business has beenliberalized and as one result Tokyo Gas will split
off the Gas Pipeline Business in April 2022. I think
this is the first time in its history that the Tokyo
Gas Group is experiencing such drastic change.
Along with this changing external

Director,
Chairperson of the Board

HIROSE Michiaki

Tokyo Gas Integrated Report 2021
38

Financial Data

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Corporate
GovernanceBusiness
Overview

Message from the Director, Chairperson of the Board

environment, management must also change. We
therefore started working at two reforms:“governance reform” and “group formation reform.”
While the “group formation reform” includes workand human resources and involves each and every
employee, the “governance reform” focuses
primarily on the executives. The Board of Directors
has sent out a message that “The management will
drive innovation” to interested persons both in andoutside the company . This means “we, themanagement, change ourselves.” I have felt strongly
that we must have firm resolve that “Tokyo Gas will
be reborn.”
In Japan there are two types of “companies
with a committee” – a “Company with an Audit
and Supervisory Board” and a “Company with aNominating Committee, etc.” The most significant
difference is that in case of the latter thenominating committee effectively determines the
top management. In our current era of historicaltransition, the CEO must be well accepted in andout of the company group to be entrusted withmanagement authority. I believe that external
recognition will allow the CEO to carry out duties
with greater confidence. That is why the Board of
Directors has decided to adopt the “Company
with a Nominating Committee, etc.” form. In allcases, I think that experiencing scrutiny not only
by internal eyes but also external eyes will
increase transparency as well as the diversity.
I am also hoping that the move to a“Company with a Nominating Committee, etc.”
will make management stronger and deeper. As I

request reporting. I believe that the Chairperson
must lead such operational preparations.
Moreover, in order to conduct a Board of
Directors meeting that serves its purpose in beinga “Company with a Nominating Committee, etc.,”
it is important that the Chairperson understands
the contexts and issues of the execution efforts
and communicates with executives to a certain
extent. Given these considerations, it seems more
important that the Chairperson works on afull-time basis, regardless of being an internal orexternal director.
In order for the 136-year-old Tokyo Gas
Group to become a sustainable company, wemust keep changing as the environment changes.
In my view unless we continue to propel
innovation, we cannot succeed in making lastingdevelopment. Please look forward to Tokyo Gas
as the company which transforms itself to matchthe changing times.

said earlier, Tokyo Gas must transform itself frombeing in the gas business to being engaged in theelectric power business, and much more inoverseas business, as two of the major ongoing
and unprecedented drastic changes thatchallenge us. By creating two management
bodies, the Board of Directors and the
Exectutives, I think we can realize deeper
discussions and deeper decision-making.
The Board of Directors is expected to havesupervisory functions and broader discussion,
while execution requires professionalism anddeeper debate. I believe that we have been able
to create a management system which leads tobring even better solutions, as the Board of
Directors and executives are well balanced,
allowing them to have candid exchange of
opinions or even a conflict of opinions in somecases. As the Chairperson of the Board of
Directors, I understand that it is important thatthe Board and the executives fulfill theirrespective roles and responsibilities. Governancereform never ends.
The role of Chairperson will also become
more important. The post-transition Board of
Directors in addition to making resolutions will
have more matters to be reported from theexecution side and to check. We have to decideeach time what matter should be discussed by
the Board, and what should be reported from theexecution side. I certainly expect executives toproactively report to the Board but I think that
there will be cases where the Board needs toTokyo Gas Integrated Report 2021
39

Financial Data

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Corporate
GovernanceBusiness
Overview

Financial Data

Message from an Outside Director

Message from an Outside Director

We will enhance thegovernance system by
each and every one ofus playing his or her role
I was strongly impressed with thedetermination of Tokyo Gas in its
decision to move to a “Company
with a Nominating Committee, etc.”
I have attended the Tokyo Gas Board of Directors
as an Outside Audit & Supervisory Board Member

Director

OutsideNOHARA Sawako

Transforming the LNG value chain) in ourmanagement vision, Compass2030. So when we havedecided to consider moving in the direction of a“Company with a Nominating Committee, etc.,” I wasstrongly impressed and very pleased withdetermination of Tokyo Gas to make drastic changes
not only in the vision and Medium-Term Management
Plan, but also in the decision to move to a “Company
with a Nominating Committee, etc.”

for three years. During that period, the governancesystem has steadily evolved and appears to haveshifted to a monitoring-oriented approach. I havefound it easier to check the progress of theMedium-Term Management Plan because theCompany has more specifically set key metrics tomonitor Medium-Term Management Plan whichstarted in fiscal 2020 and the enhanced KPIs havemade it easier to monitor the overall management.
Since fiscal 2019, prompted by the spinoff ofthe Pipeline Network Division resulting from theliberalization of the nation’s gas business, thereform of the group’s organizational structure had
been discussed as an ongoing topic. In the same
year, we also began discussions on the reform of
the corporate governance system.
At first, some members expressed conservative
opinions about the structure of a “Company with aNominating Committee, etc.” However, I thoughtthat the transition to that structure should not besomething to be afraid of as it would not besomething totally different. This was partly because
I have served as an outside director at twocompanies other than Tokyo Gas and bothcompanies have adopted the structure of a“Company with a Nominating Committee, etc.” Infact, I had a real-time experience of the transition
at one of these companies – from a “Company with
Board of Corporate Auditors” to a “Company witha Nominating Committee, etc.”
I also believed that if we were to consider agovernance system, it should be a “Company with aNominating Committee, etc.” as we are in the midstof unprecedented important management reforms by
setting forth the Three Challenges (Leading Net-Zero
CO2, Building a value co-creation ecosystem, andI think the enhanced governancesystem will help make operations
and internal systems moreadvanced
The move to a “Company with a Nominating
Committee, etc.” will bring several changes. First, theauthority to execute will be further expanded, and, as
the Board of Directors changes to a supervisory
function as its main function, the difference in roles
will become clearer, speeding up the execution.
KPIs and other targets should be more directly
linked to individual profit plans, so that executives
regularly report on business progress to the Boardof Directors, and the Board adequately monitors
the progress. When objectives are clearly spelled
out, the roles of each side will be more visible. Thismeans, in my view, that each body and committee
will play its role, leading to the enhancement of thegovernance system.
I have been appointed as an outside director
since this fiscal year, ending March 2022, and am amember of the Nominating Committee andCompensation Committee. The Nominating
Committee, in which outside directors hold the
majority of the seats, is empowered to makedecisions on the personnel change of executives.

Tokyo Gas Integrated Report 2021
40

The Committee is required to listen to how thecandidates were chosen using personnel systems
and evaluation methods that have been chosen to
identify any unclear points, propose improvements,
and draw conclusions. This may also lead toreviewing how to create career paths to the top
management and how to evaluate humanresources. As for the Compensation Committee, it
is responsible for determining the amount of
remuneration for each executive. Here, we will firstneed to sort out why and how the remuneration
has become what it is today. This may also lead toreviewing the compensation system. We see cases
like these at many other companies.
By shifting to a more robust governancesystem, the personnel valuation and compensation
systems, which have been promoted by extending
the existing internal rules, may be reviewed andreplaced with more advanced rules. Putting a
positive, constructive spin to actions being taken,
Tokyo Gas can overhaul its operations and rules,
using the outside directors’ requests andsuggestions to more logically sorting out reasons. I
believe that it will become easier to implement
reforms and make the systems more visible.
It is also crucially important that Tokyo Gas
explains clearly and politely to the shareholders that
the Company is in the midst of a major management
reform undertaking and wants the shareholders’support and understanding in increasing investment
required in the process of this change, as such andunderstanding that its vision extends beyond theinvestment phase. I would also like to welcome newshareholders who will be excited about our new
vision as an energy company, stated inCompass2030.

Back To Contents

Introduction

Management
Message

Compass2030
Vision and Strategy

How We Create Value

Invisible
AssetsBusiness
Overview

Corporate
Governance

TCFD

Financial Data

Corporate Governance

Basic views on corporate governanceTokyo Gas Co., Ltd.
Shareholders Meeting

Basic Policy on Corporate Governancewww.tokyo-gas.co.jp/IR/english/gvnnc/pdf/policy.pdf

ReportAppointment

Decision-making
on a proposal
for theappointment
and/or removalof independent
auditors

Board of Directors, Directors
Appointment

ReportDecision-making on director
candidates
Recommendation on corporate
executive officer candidates

Nominating Committee

Decision-making Appointment
on compensation

ReportAppointment

Report

Audit
ReportCompensation Committee

Audit Committee

Decision-making oncompensation

Appointment

Supervise

Overall Corporate Governance Structure
Following approval of the 221st shareholders meeting, Tokyo Gas
has made a transition to a “Company with a Nominating
Committee, etc.” and has established three committees: aNominating Committee to determine director candidates andrecommend 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 forbusiness execution to corporate executive officers, and asks themto report the status of the execution, when needed.
Corporate executive officers are required to contribute toappropriate, prompt decision-making and to ensure efficientbusiness operations by taking up in a committee (generally
meeting weekly) that supports the corporate executive officers’
reasonable decision-making matters to be submitted to the Boardof 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 ensureshigh legality, soundness, and transparency.

Appointment
ReportCollaboration
Audit

ReportCorporate Executive Officers
Representative Corporate Executive Officer,
President and CEO

ExecutionsystemCommittee supporting rational
decision-making by Corporate
Executive Officers

Appointment
Oversee

Advisory bodies concerninginvestment, loan, equity investment,
and other important matters *2

ReportCollaboration

Financial
audit

ReportExecutive
Officers

Superintend

Internal Audit
Department

Collaboration

Independent auditor (Auditing corporation)

Decision-making on a
proposal forthe appointment of directors

To realize continuous growth and increase in our medium- tolong-term corporate value, as an “energy frontier corporate group”
that focuses on natural gas, the Tokyo Gas Group aims at therealization of comfortable lifestyles and environmentally friendly
cities and works to ensure continued development while consistently
earning the trust of customers, shareholders, and society.
Based on this philosophy, we aim to clarify management andexecutive responsibilities and strengthen auditing and monitoring
functions with a commitment to management legality, soundness,and transparency.
We endeavor to enhance corporate governance systems bypropelling accurate and prompt decision-making, efficientbusiness executions.

Audit

Departments
ManageReportSubsidiaries

Overview of Corporate Governance System(As of June 29, 2021)

Number of directors

9

Average age of directors

63.8

Number of meetings of Board of
Directors*1
Attendance rate of Outside Directors
at Board of Directors*1 meetings

12
100%

Number of Outside Directors

6 Term of office of directors

Number of independent officers

6 Performance-linked remuneration

Yes

Yes Share purchase system to reflect
the perspective of shareholders in
Yes management

Yes

Participation of Outside Directors in determination of remuneration
Participation of Outside Directors in selecting director candidates

1 year

*1 Total for the period from June 2020 to May 2021

Tokyo Gas Integrated Report 2021
41

Investment Evaluation
Committee An advisory body included in *2

The Investment Evaluation Committee
chaired by the Executive Officer in charge offinancial affairs evaluates matters that
require the evaluation of the significance,
economy and risks related to investment
evaluates, conducts post-investment
follow-up, and reports to Corporate
Executive Officers and others concerned.

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Management
Message

Introduction

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Business
Overview

Corporate
Governance

Financial Data

Corporate GovernanceIn response to perhaps the most drastic changing environment surrounding the Tokyo Gas Group since the company’ foundation, we have decided toenhance corporate governance by transitioning to a Company with a Nominating Committee, etc. This was initiated in order to significantly respond tochallenge and innovation by the management. The transition in corporate structure is intended to enhance the speed of decision-making and improve thesupervisory function of the Board of Directors as it faces the changing environment and tasks of expanding business areas.

Transition to a Company witha Nominating Committee, etc.

Beforetransition

Aftertransition

Structure of a Company with
an Audit & Supervisory Board

Shareholders
Meeting

Shareholders
Meeting
Appointment/ dismissalof Audit & Supervisory
Board Members

Appointment/
dismissal of Directors
Board ofDirectors
Determine andsupervise businessexecution

Representative
Directors

Outside Audit &Supervisory Board
Members

OutsideInternal

Compensation
Committee*

Audit Committee*

Determination of
proposal for election of
Directors, etc.

Audit of execution of
Determination ofduties by Directors and remuneration for Directors
Corporate Executive
and Corporate Executive
Officers, etc.
Officers, etc.
* Majority of members of each committee areStanding Audit &Supervisory Board
Members

Appointment/dismissal of
Corporate Executive Officer

Supervise businessexecution

Business execution
Representative Corporate
Executive Officers

The Nominating Committee
makes decisions on proposals
to the Shareholders Meeting
concerning appointments anddismissal of directors and on
proposals to the Board of
Directors concerning corporate
executive officers, among othermatters.

Adopted an executive officer system and reduced thenumber of directors
Started appointment of outside directors

2005

Established an advisory committee (to establish ad hoc
committees concerning nomination and compensation,and to improve transparency)

2016

Established the Basic Policy on Corporate GovernanceStarted the evaluation of effectiveness of the Board of
Directors

2017

Revised the the Regulations of the Board of Directors(Orientation toward a monitoring model)

Outside Directors

Directors

Nominating Committee

2002

Board of Directors
Nominating
Committee*

Audit

Business
execution

Appointment / dismissalof Directors

Audit & Supervisory
Board

OutsideDirectors

History of Tokyo Gas in enhancing
corporate governance

Structure of a Company with aNominating Committee, etc.

Committee
members

Nominating Committee
Chairperson

SAITO Hitoshi(Outside)

Committee
members

TAKAMI Kazunori

Committee
members

NOHARA Sawako

Committee
members

HIROSE Michiaki(Outside)(Outside)

Corporate Executive
Officer

Committee
members

Audit Committee
The Audit Committee audits
the execution of duties bydirectors and Corporate
Executive Officers, determines
audit reports, and also
determines agenda items
concerning appointment,
dismissal, or refusal ofreappointment of independent
auditors, among other matters.

Audit Committee
Chairperson

INDO Mami(Outside)

Committee
members

EDAHIRO Junko

Committee
members

ONO Hiromichi

Committee
members

NAKAJIMA Isao

(Outside)(Outside)Tokyo Gas Integrated Report 2021
42

2021

Made a transition to a Company with a Nominating
Committee, etc. (Established Nominating, Compensation,
and Audit Committees with a majority being outside
directors)

June 2018 3/8 = 38%

NoteIncrease in the ratio ofJune 2019 4/9 = 44%
outside directors in the Board June 2021 6/9 = 66%

Compensation Committee Committee
members
The Compensation Committee
sets policy related toremuneration of directors andcorporate executive officers,
and makes decisions on
remuneration of each director
and each corporate executive
officer, according to the policy,
among other activities.

Compensation Committee
Chairperson

TAKAMI Kazunori(Outside)

Committee
members

SAITO Hitoshi

Committee
members

NOHARA Sawako

Committee
members

HIROSE Michiaki

Committee
members

UCHIDA Takashi(Outside)(Outside)

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Business
Overview

Corporate
Governance

Financial Data

Corporate Governance

Enhancement of Governance

Composition of the Board of Directors

2002

2020

2021

Directors

Directors

Directors
Internal

9

Outside2

Internal

5

Outside4

Female members 2

Audit & Supervisory Board Members

Audit & Supervisory Board Members

Internal

3

Outside6

Female members 3

Internal

3 Outside 2

Internal

2 Outside 3
Female member 1

Role of the Board of Directors

Management and compositionof the Board of Directors

Appointment 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 management policy and plans,and supervision of execution of business operations.
In addition, the Board of Directors delegates tocorporate executive officers a large part of its
authority concerning business execution in order tomake decisions in an appropriate, prompt manner.

In principle, the Board of Directors
meets once a month to decide basic
policies of management and tosupervise execution of duties bycorporate executive officers, among
activities. At present, the Board of
Directors comprises 9 directors, 6 ofwhom are outside directors.

To ensure that the Board of Directors conducts appropriate decision-making andmanagement supervision, persons who are selected as directors are deemed to be
individuals who possess abundant experience, in-depth knowledge, and a high level ofexpertise. Outside directors shall be individuals who have perspectives on matters including
corporate 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, amajority of which is comprised of independent outside directors, determines agenda itemsof 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 thenotice of convocation of the Shareholders Meeting.

Tokyo Gas Integrated Report 2021
43

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Corporate
GovernanceCorporate Governance

Effectiveness of Board of Directors
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 Directors’ effectivenessby holding exchanges of opinions at the meetings of the Boardof 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 tohave been further enhanced, mainly because questionnaire-based
quantitative evaluations remained satisfactory as before, alongwith the fact that vigorous discussions were being held throughexchanges of opinions at the meetings of the Board of Directors,
and that measures such as on-site inspections facilitated theunderstanding of outside officers on the Company’s business
operations.
To realize further improvement in the effectiveness of theBoard of Directors, it will be necessary for efforts to continue
without interruption. To realize further improvement in theeffectiveness of the Board of Directors, it will be necessary for
efforts to continue without interruption. The evaluation
confirmed that, going forward, Directors intended to establish acommon recognition on the way the Board of Directors ought tobe in terms of its monitoring model and demonstrate its
recognition, in addition to continue to carry out initiatives topromote understanding of the Company’s business operations.

Questionnaire

Evaluation and comments from the third-party
evaluation
Aggregated results of the questionnaire generally showed highscores for each question item for the current fiscal year as in theprevious years. They confirmed that the effectiveness of theBoard of Directors was ensured to be at a high level.
As a company which has made a transition to a Company
with a Nominating Committee, etc., how to preserve theeffectiveness of the monitoring function of the Board of
Directors is important. Directors must establish a common
recognition on the way the Board of Directors ought to be interms of its monitoring model and demonstrate its recognition.

Contents of the questionnaire(quantitative and qualitative evaluation)
Management of meetings of the Board of Directors(composition of members, contents of materials, and time ofholding)Functions of meetings of the Board of Directors (decisionmaking for policies, status of monitoring, status ofestablishment and management of internal control system,
and reporting from the execution side)
Other (offering of workshops, on-site inspections, and otherprograms for outside officers)
Free comments
Examples of free comments of the questionnaire
In addition to setting up and reviewing KPIs that areappropriate for monitoring, risks need to be clearly quantified
and presented.
It is important to further improve the system for enablingcollection of information indispensable for monitoring.
Deeper discussions are needed on strategies for achieving
Net-Zero CO2.

Policy for Training of Directors
When Directors assume their positions, the Company provides
them with training opportunities to help them understand their
responsibilities. The Company also provides training courses andother programs to enable Directors to update their knowledge
while in office.
The Company periodically provides Outside Directors withinformation on the Tokyo Gas Group’s business, finances,organization, and other matters.
Tokyo Gas Integrated Report 2021
44

Business
Overview

Financial Data

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Corporate
GovernanceBusiness
Overview

Financial Data

Officer Remuneration System

Officer Remuneration System
The Compensation Committee held on June 29, 2021 resolved a Basic Policy on Officer Remuneration.
1. 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 remuneration 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 ofthe officer, and be in consideration of changes in the business environment, and the level of othercompanies according to the research of an external specialized institution.
(3) Composition of annual remuneration
Remuneration of officers shall comprise fixed remuneration (basic remuneration) andincentive 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 nonfinancial indicators* beside the basic amount set by each rank. Indicators are reviewed andselected each year.
share-based compensation As a medium- to long-term incentive remuneration, points areprovided based on the base amount set by each rank. The stocks are provided based on thenumber of points at retirement.
Remuneration for directors is comprised of basic remuneration and share-based
compensation, while remuneration for corporate executive officers (including those who
concurrently serve as directors) is comprised of basic remuneration, bonuses, and stockcompensation
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.

Composition of remuneration for directors (internal and outside)

Fixed remuneration

Non-monetary
remuneration

Basic remuneration(monthly)

Trust-type share-based
compensation

About 90%

About 10%

Composition of remuneration for corporate executive officers

Fixed remuneration

Performance-linked
remuneration

Non-monetary
remuneration

Basic remuneration(monthly)

Bonuses

Trust-type share-based
compensation

About 65-70%

About 15-20%

About 10-20%*Adoption of non-financial indicators
The Basic Policy on Officer Remuneration, which was resolved at the Compensation Committee
meeting held on June 29, 2021, has incorporated non-financial indicators, in addition to financial
indicators, in the evaluation of term performance for bonuses of corporate executive officers. The
indicators are to be reviewed each year. The term and those for FY2021 are as follows.
* 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

Tokyo Gas Integrated Report 2021
45

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
AssetsBusiness
Overview

Corporate
Governance

TCFD

Financial Data

Officer Remuneration System

2. 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.

3. 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.)
Total value of remuneration by type (¥ million)
Fixed
remuneration(Monthly
remuneration)

323

241

74

74

Outside Directors

45

39

Outside Audit &Supervisory Board
Members

35

35

Classification of
officers(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 sharesbased on the points when they retire/resign.

Directors

outsidedirectors(excluding)

Audit &
Supervisory
Board Members(2) Target persons
Directors (including outside directors) and corporate executive officers()

Performance-linked remuneration
Monthly
remuneration

Bonuses49

32

Number of
eligible officers

62

excluding outside
Audit & Supervisory
Board members(3) Overview of the trust(The table below includes executive officers.)

Trust period

Total value of
remuneration(¥ million)

From August 2021 to August 2024 (tentative)

6

5

4

* The number of officers includes one internal director, one outside director, and one outside Audit & Supervisory Board member who retired upon the
conclusion of the 220th Annual Shareholders Meeting.

Amount to be contributed by theCompany as funds foracquiring shares¥461,889,900

Method to acquire sharesfor the trust

Acquisition via disposal of treasury shares

Number of shares for the trust

224,600 shares* 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.

Press release on the share-based compensation plan
“Notice on the Introduction of a Share-based Compensation Plan” (June 29, 2021)
https://www.tokyo-gas.co.jp/Press_e/20210629-04e.pdf“Decisions on Matters related to Share Acquisition for the Share-based Compensation Plan” (July 28, 2021)
https://www.tokyo-gas.co.jp/news/press/20210728-04.pdf

Tokyo Gas Integrated Report 202146

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
AssetsBusiness
Overview

Corporate
Governance

TCFD

Financial Data

Internal Control System

Internal Control System
Ensuring the legality, soundness, and transparencyof the management based on our Management
Philosophy, we strive to clarify responsibilities ofmanagement and execution, enhance supervisingand auditing functions, and promote accurate
and prompt decision-making, efficient executionof business operations, in order to sustainablegrowth and improvement in medium- to longterm corporate value. In addition, Tokyo Gas
and its subsidiaries direct their efforts toward

Overview
of Internal
Control
SystemResponse to “Internal Controls Reporting System”
To comply with the “Internal Control Reporting
System” under the Financial Instruments andExchange Act, Tokyo Gas follows the internal
control basic framework presented in Financial
Services Agency standards, arranges andadministers internal control related to financial
reporting, assesses their effectiveness, andimproves them as necessary. In the internal
control report for the previous consolidated fiscal
year prepared following this system, which foundlasting development by respecting theautonomy 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 andcorporate executive officers have accordingly andeffectively established the Internal Control
Systems and have been operating them.

our internal control regarding financial reporting
to be effective, the Auditors expressed theopinion that all the material points wererepresented appropriately.

1

2

3

4

5

6

7

System to ensure that
officers and employees
perform their duties
in conformance withlaws, the Articles ofIncorporation, etc.

System to store andmanage information
regarding the executionof duties by corporate
executive officers

Regulations and othersystems on managing
the risk of loss of theGroup

System to ensure thatthe performance of
duties by corporate
executive officers is
conducted efficiently

System to ensure
appropriateness ofbusiness operation by
the Group subsidiaries

Items regarding
employees assisting withthe duties of the Audit
Committee

System concerning
reporting to the Audit
Committee and system
to ensure effective
auditing by the Audit
Committee

Specific Examples ofInternal Control System

Internal Audit Department
The Internal Audit Department of the Tokyo
Gas Group has been established to efficiently
and effectively audit the status of execution ofbusiness operations. The Department reports audit
results to the Audit Committee, directors of theaudited subsidiaries, and other parties concerned.
The Internal Audit Department, an organization
for internal audit of the Company, has theobjective of conducting effective, expert auditing
with its composition and number of staff as shownon the right (as of June 29, 2021).

Audit Committee
In addition to the establishment of an organization that enables the Tokyo Gas Group’s officers andemployees 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 Sect.ⅠI

Internal Audit
Department(40 staff members)

Audit Sect.ⅡII

Confirmation of appropriateness of audit method and results
Confirmation of appropriateness of internal control
Confirmation of independence
Conveying of audit plans and results
Audit by the Audit
Committee
Reporting of audit plan and results,
Reporting of audit plans and results,
and exchange of opinions
and exchange of opinions

Audit Sect.ⅢIII
Planning and Internal
Control Sect

Audit by Independent
Auditors

Tokyo Gas Integrated Report 2021
47

Reporting of audit plans and results, and exchange of opinions

Internal audit

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
AssetsCorporate
Governance

TCFD

Business
Overview

Financial Data

Compliance

Compliance
Compliance Structure
Tokyo Gas has established the Management
Ethics Committee chaired by the President andCEO. It discusses at the executive level overall
actions for maintaining and improving
compliance awareness, monitors theimplementation of compliance-related measures,and checks actions to be taken from the next
year onward. It issues instructions to make
improvement if needed. In response to this,individual divisions and subsidiaries set upcompliance committees to carry out inspections
and improvements suiting their own operations.
The Tokyo Gas Group maintains the Code ofCompliance Structure

President and CEO

Management Ethics
Committee

Workplace discussions
Each workplace of the Tokyo Gas Group carries out a workshop, mainly led by a person in charge ofcompliance promotion (21,966 participants in FY2020). Using the awareness building tools based on the Tokyo
Gas Group’s Code of Conduct, participants learn about the recent trend concerning corporate compliance anddiscuss how to actually practice the Code of Conduct, which is intended to lead to taking actions.

A committee body aimed atpromoting management withtransparency through discussion
on overall complianceRank-specific training
Rank-specific training sessions,
including those for new
employees, are carried out for theGroup employees, so as toenhance compliance mindedness.
(1,322 participants in FY2020).

Instructing, reporting

Instructing, reporting

Internal
Audit Dept.

Compliance Dept.
Supporting, reporting

Internal auditing

Individual Divisions

Compliance Committee

Business Departments

Subsidiaries andTokyo Gas Lifeval

Reporting, consulting

reflected in initiatives for the following years.
Moreover, the Internal Audit Department
conducts internal audits of the Company and its
subsidiaries, focusing on potential risks that may
materialize and their degree of importance fromthe viewpoint of strict compliance with laws andregulations, corporate ethics and social norms.
The status of improvement concerning any
recommendations made as a result of the internal
audits is checked in a follow-up audit in thefollowing year to ensure steady improvement inrisk management.

Examples of specific actions

Advisory board concerning
important matters of theexecutive structure

Chairperson: President and CEO
Members: Chief Executive andOfficer in charge, and generalmanagers concerned

ReportingCompliance Risk Management
We have formulated and implemented escalation
rules that encourage any employee finding
anything unusual to notify the employee’s
manager without hesitation and have beeneffectively operating internal and external
consultation desks. We are thereby endeavoring
to ensure that compliance-related issues are
discovered and resolved at an early stage and our
corporate self-regulatory processes functions
effectively.
We monitor the effectiveness of Group
compliance promotion activities by conducting
regular compliance awareness surveys of all
employees. The results of these surveys are

Conduct as the standard for behavior whencarrying out duties. We are making continued
efforts to ensure the Code of Conduct is known
and observed by employees through workplace
discussions participated by all employees at theirrespective workplaces and through rank-specifictraining sessions on the occasions of their entry
and promotion.

Consulting,notifying

Consulting, notifying

Legal training
Every year, legal training sessions are carried out for all Group
employees with the aim of enhancing understanding of legal
knowledge such as that involving the Anti-Monopoly Act, Act against
Unjustifiable Premiums and Misleading Representations, and the
Subcontract Act, which we are required to comply with (10,600
participants in FY2020). In addition to checking the objectives of laws
and regulations, we seek to provide during the training sessions
practical information by incorporating interpretation on specificcases*1 which were disclosed by the Fair Trade Commission and theConsumer Affairs Agency.

Employees*1: Cartel and abuse of dominant bargaining position (Anti-Monopoly Act), misleading representation and favorable representation(Act against Unjustifiable Premiums and Misleading Representations), etc.

Tokyo Gas Integrated Report 2021
48

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Business
Overview

Corporate
Governance

Financial Data

Risk Management System

Risk Management System
In accordance to the Risk Management Regulations which stipulated basic items of the Tokyo Gas Group’s risk management, we have established an enterprise risk management (ERM) system and areusing 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.
Ordinary-time response
Our Risk Management Regulations have explicitly stated specificinitiatives and major risks at ordinary times and an enterpriserisk management (ERM) system has been established toundertake them. The Risk Management Committee wasestablished with the aim of improving the management level ofthe ERM system. The Committee checks progress regarding theestablishment and operational status of the ERM system,
including periodic risk assessments. It also reports to acommittee that supports the corporate executive officers’
reasonable decision-making.
Under the framework, around 150 Risk Management
Promotion Officers are deployed in the business departments ofTokyo 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.

Enterprise Risk Management (ERM) System

Securities Markets and Other Stakeholders
Disclosure of risk information through Securities Report,
Financial results and Sustainability Report

Reflection of results of risk assessment

Committee supporting rational decision-making by
Corporate Executive Officers
Confirmation of major risks, etc.

Reporting and proposal of plans for assessmentof major risks and other necessary matters

Clear statement of risk
management policies

Risk Management Committee (Executive Office: Corporate Planning Dept.)
Identifying and confirming Group risk management
Report regarding results of risk assessment,
status of implementation of countermeasures,status of improvement, etc.

Improvement proposals
Convey statement of risk
management policies

Business Departments / Subsidiaries(1) Identifying and evaluating risks, formulating
and implementing risk countermeasures(2) Improvement of risk assessment, countermeasures

Business or other risks which may significantly affect judgment of investors (as of March 31, 2021)
1.Risks associated with accidents, disasters, etc.

3.Risks associated with business execution(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 infections(5) Unforeseeable, large-scale power outages(6) Problems in securing the safety of city gas and in quality ofgas appliances(7) Damage caused by rumors arising from a city gas accidentof another company(1) Risks related to existing businessesa) Decrease in demand caused by intensified competitionb) Fluctuation in material pricesc) Changes in laws, regulations, and national or
local energy policyd) Fluctuation in gas sales volume caused by climatechangee) Decrease in existing demand caused by changes
in the business environmentf) Interruption of telephone services at call centersg) Delay in technology development(2) Risks associated with overseas businessdevelopment(3) Delay in development of new markets(4) Inability to recover investments

2.Market fluctuation risk
(1) Fluctuation in market prices and interest rates(2) Fluctuation of the electric power market

4. Risks related to information
management and system operation(1) Leakage of personal information(2) Shutdown or malfunction of IT systems(3) Cyber attacks

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

Tokyo Gas Integrated Report 2021
49

Emergency-time response
Because the company provides public services that comprise alifeline, for many years it has also had a crisis management
system that serves as a response system in case an accident orother risk-related event actually occurs. Specifically, we haveformulated Emergency Response Organization Regulations. In
case of major crises, including major natural disasters, such as
earthquakes, or production or supply disruptions arising frommajor accidents at pipelines or LNG terminals, as well as spreadof highly pathogenic or infectious diseases, terrorism, failures in
mission-critical IT systems, and compliance problems, theEmergency Response Organization has been established torespond to the situation immediately in accordance with theEmergency Response Organization 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 earthquakeof the magnitude as assumed by Japan’s Cabinet Office, a major
accident disrupting gas supply, a widespread blackout, highly
pathogenic or infectious diseases, etc. This plan is in place toreinforce the company’s risk management system.
Emergency Response Organization*
President and CEO (Organization Leader)
Collaboration
Instructions / ReportordersCorporate
Planning Dept.
(Group-wide coordination)

Business Departments* A department in charge of an executive office is predetermined depending on thetype of emergency.

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
AssetsCorporate
Governance

TCFD

Business
Overview

Financial Data

Executives

Board of Directors (As of June 29, 2021)

Director, Chairperson of the Board

HIROSE Michiaki

Director

Director
Representative Corporate Executive
Officer, President and CEO

NAKAJIMA Isao

UCHIDA Takashi
April 1974
June 2009

April 2012
April 2014
April 2018
Reason forappointment

Joined the Company
Director, Managing Executive Officer and in charge ofCorporate Planning Dept., Corporate Communications Dept.andAffiliated Companies Dept.
Representative Director, Executive Vice President and Chief
Executive of Living Energy Div.
Representative Director, President
Director, Chairperson of the Board
Over the course of his career, HIROSE Michiaki has engaged mainly
in planning-related work duties. For four years, from April 2014 until
March 2018, he served as President. Since April 2018, as Director andChairman, he has served as chairman of the Board of Directors. He is highly
knowledgeable, and has extensive work experience with the Company.

Director

OutsideSAITO Hitoshi

April 1976
June 2011

June 2017
June 2019

Joined Mitsui Fudosan Co., Ltd.
Executive Managing Director and Executive Managing Officerof Mitsui Fudosan Co., Ltd.
Managing Director and Senior Executive Managing Officer of
Mitsui Fudosan Co., Ltd.
Managing Director, Senior Executive Managing Officer and Chief
Executive of International Div. of Mitsui Fudosan Co., Ltd.
Advisor of Mitsui Fudosan Co., Ltd.
Director of the Company

June 2020

Retired from Advisor of Mitsui Fudosan Co., Ltd.

April 2013
April 2015

Reason forappointment

Significant
joint
responsibilities

Mr. SAITO Hitoshi is expected to use his international perspective
acquired from overseas businesses in the real estate industry, as well as
his management capabilities, broad outlook and in-depth knowledge
gained through a wide range of business development for theCompany’s management.
Outside Director of GLOBESHIP Corporation

April 1979
June 2015
April 2016
April 2018
June 2021

Reason forappointment

Joined the Company
Director, Managing Executive Officer and Chief Executive ofEnergy Resources Business Div.
Representative Director, Executive Vice President and Chief
Executive of Residential Sales and Service Div.
Representative Director, President and CEO
Director
Representative Corporate Executive Officer, President and CEO
In his career, UCHIDA Takashi has engaged mainly in planning,
resources and overseas business-related work duties.Since April 2018,he has served as President and CEO, with ultimate responsibility for the
execution of duties within the company. He is highly knowledgeable,
and has extensive work experience with the Company.

Director

Outside

TAKAMI Kazunori

April 1978
June 2009
April 2012
April 2015

June 2017
March 2018
June 2019
Reason forappointment

Significant
joint
responsibilities

Joined Matsushita Electric Industrial Co., Ltd. (Current
Panasonic Corporation)
Managing Director of Panasonic Corporation
Representative Director, Senior Managing Executive officer andPresident of Appliances Company of Panasonic Corporation
Representative Director, Executive Vice President and in
charge of Japan region, Customer Satisfaction, and Design ofPanasonic Corporation
Corporate Advisor of Panasonic Corporation
Retired from Corporate Advisor of Panasonic Corporation
Director of the Company
Mr. TAKAMI Kazunori is expected to use his
management capabilities, broad outlook and in-depth knowledge
acquired through a wide range of business development in the electricalindustry for the Company’s management.
Outside Director of Tokyo FM Broadcasting Co., Ltd.
Outside Director of Nojima Corporation
Outside Director of FUJITA KANKO INC.

Tokyo Gas Integrated Report 2021
50

April 1982
April 2015

April 2018

March 2019
June 2019
June 2021
June 2021
Reason forappointment

Joined the Company
Senior Executive Officer, CFO and in charge of Finance Dept.,
Accounting Dept., Purchasing Dept. and Real EstateManagement Dept.
Senior Managing Executive Officer, CFO and in charge ofFinance Dept., Accounting Dept., Personnel Dept. andPurchasing Dept.
Retired as Senior Managing Executive Officer
Audit & Supervisory Board Member of the Company
Retired from Audit & Supervisory Board Member of the Company
Director of the Company
NAKAJIMA Isao is highly knowledgeable in financial affairs andaccounting, and has extensive work experience with the Company. He
has carried out financial and accounting operations and has served as
Senior Managing Executive Officer.

Back To Contents

Introduction

Management
Message

How We Create Value

Compass2030
Vision and Strategy

Invisible
Assets

TCFD

Business
Overview

Corporate
Governance

Financial Data

Executives

Corporate Executive Officers

Director

OutsideEDAHIRO Junko

Director

Representative
Corporate Executive UCHIDA
Officer, President and Takashi
CEO

OutsideINDO Mami
Representative
Corporate Executive
Officers,Vice
Presidents

April 2003
May 2006
August 2018

Representative Director of Edahiroba Inc. (Current e’s Inc.)
Director and Chairperson of Change Agent Inc.
Professor of Shizenkan University Graduate School of
Leadership & Innovation
June 2019
Director of the Company
October 2019
Representative Director of Shimokawa Seeds K.K.
September 2020 President of For Future Company ( Miraisozobu in Japanese)
Reason forappointment

Significant
joint
responsibilities

Ms. EDAHIRO Junko is expected to use her experience as a corporate
manager, advanced specialization related to the environment and in-depth
knowledge as an environmental journalist for the Company’s management.
Representative Director of e’s Inc.
Director and Chairperson of Change Agent Inc.
Professor of Shizenkan University Graduate School of Leadership & Innovation
Representative Director of Shimokawa Seeds K.K.
President of For Future Company ( Miraisozobu in Japanese)

Director

OutsideNOHARA Sawako

December 1988
July 1995
December 2001
June 2018
April 2020
June 2021

Joined Life Science Institute Co., Ltd.
Joined InfoCom Research, Inc.
President and Representative Director of IPSe Marketing. Inc.
Audit & Supervisory Board Member of the Company
Project Professor, Graduate School of Media and Governance,
Keio University
Retired from Audit & Supervisory Board Member of the Company

June 2021

Director of the Company

Reason forappointment

Significant
joint
responsibilities

Ms. NOHARA Sawako is highly knowledgeable,and possesses corporate management experience and high-level
IT-related expertise. We hope that she will make use of these qualities
for the Company's management.
President and Representative Director of IPSe Marketing. Inc.
Outside Director of DAIICHI SANKYO COMPANY, LIMITED
Outside Director of Keikyu Corporation

April 1985
Joined Daiwa Securities Co. Ltd.
April 2016
Senior Managing Director of Daiwa Institute of Research Ltd.
December 2016 Retired from Senior Managing Director of Daiwa Institute of
Research Ltd.
December 2016 Commissioner of Securities and Exchange Surveillance Commission
December 2019 Retired from Commissioner of Securities and Exchange SurveillanceCommission
June 2020
Director of the Company
Reason forappointment

Significant
joint
responsibilities

Ms. INDO Mami is expected to use her in-depth
experience as analyst and consultant and in other areas related tocorporate management in the financial sector as well as her extensive
perspectives and advanced knowledge for the Company’s management.
External Audit & Supervisory Board Member of AIG Japan Holdings KK
Outside Director of FUJITEC CO., LTD.
Outside Director of Ajinomoto Co., Inc.

Director

Senior Managing
Corporate Executive
Officer

April 2013
June 2017
June 2017
June 2020
June 2021
June 2021
Reason forappointment

Significant
joint
responsibilities

Chief Executive of Pipeline Network Company

SAWADA
SatoruChief Executive of Residential Sales and Service Div.
In charge of Tokyo 2020 Olympic and Paralympic Dept.

SASAYAMA
ShinichiChief Executive of Asset Optimization & Trading Div.

Executive Officers
HAYAKAWA
The Japan Gas Association
Koki
Senior Managing
Executive Officers

KISHINO
Hiroshi

In charge of Corporate Planning Dept., Group
Formation Reforms Project Dept., and Business
Development Project Dept.

KIMOTO
KentaroChief Executive of Digital Innovation Div.

SHIGITANI
Ayumi

President, Representative Director of TOKYO GAS iNET
CORP.

HIGO
TakashiChief Executive of Energy Solution Div.

HOSOYA
Isao

Chief Executive of Gas & Power Div., in charge of
Sustainability Dept.

OutsideONO Hiromichi

April 1979
June 2011

NOHATA
Kunio

Joined Ajinomoto Co., Inc.
Member of the Board & Corporate Vice President in charge of Financeand Purchasing
Member of the Investment Committee of Government Pension Investment Fund
Retired from Member of the Board of Ajinomoto Co., Inc.
Retired from Member of the Investment Committee ofGovernment Pension Investment Fund
Audit & Supervisory Board Member of the Company
Retired from Audit & Supervisory Board Member of the Company
Director of the Company

TANAZAWA Chief Executive of Global Business Div.
SatoshiManaging
Executive Officers

Mr. ONO Hiromichi possesses a high level of experience in businessadministration and knowledge in finance and accounting. We hope that
he will make use of these qualities for the Company's management.
Outside Director of Mebuki Financial Group, Inc.

Tokyo Gas Integrated Report 2021
51

Executive Officers

OGAWA
Shinsuke

In charge of Personnel Dept., Secretary Dept., General
Administration Dept., Corporate Communications
Dept., and Internal Audit Dept.

SAITO
AkihiroChief Executive of Administration Div., Pipeline
Network Company.

KONISHI
Yasuhiro

President, Representative Director of Tokyo Gas
Engineering Solutions Corporation

SATO
Hirofumi

CFO, In charge of Financial Management Dept., Accounting
Dept., Purchasing Dept., and Compliance Dept.

YOSHIOKA Tomoyuki, KADO Masayuki, ENDO Yo, SUGESAWA
Nobuhiro, TSUJI Eito, KURIMOTO Kazuya, IMAI Tomoo, KONISHI
Masako, TAKEUCHI Atsunori, OKUMURA Eigo, MINAMI Taku,
YAKABE Hisataka, OHASHI Taro, NAKAMURA Hajime