Corporate
Governance32

Overview of Corporate Governance Systems

32

Internal Control System

33

Outside Directors

33

Audits by Audit & Supervisory Board Members

34

Officer Remuneration

35

Advisory Committee

35

Independent Auditors

35

Compliance

36

Risk Management System

37

Board of Directors and Audit & Supervisory Board Members

Tokyo Gas

Annual Report 201331

Corporate GovernanceTokyo Gas works to ensure continued development while consistently earning the trust of customers, shareholders, andsociety. Based on this philosophy, we aim to achieve a continuous increase in our corporate value through enhancing
corporate governance systems. We are endeavoring to develop systems with a commitment to management legality,
soundness, and transparency. Tokyo Gas continues to emphasize the importance of accurate and prompt decision making,efficient business operations, strengthening of auditing and monitoring functions, and clarification of management andexecutive responsibilities.

Overview of Corporate Governance Systems
Tokyo Gas takes a proactive stance in employing outside direc-

business execution in accordance with decisions of the Board oftors and outside audit & supervisory board members. The

Directors. Substantial authority has been delegated to executive

Company has created a system featuring multiple auditing andofficers in their designated areas of responsibility, while directors,

supervisory layers in its aim to achieve highly objective andas appropriate, receive reports on the status of execution fromtransparent governance.

executive officers and monitor the executive officers. In addition,
executive officers report to the Board of Directors as needed. (ToInvitation of Outside Directors

clarify management responsibility and executive responsibility, theIn 2002, we reduced the number of directors to raise the speed

terms of office of directors and executive officers have been fixedand effectiveness of management decision making. In addition,

at one year.)

we have invited outside directors to serve on the Board of
supervision of business execution. The Board of Directors has

Working to Promote Transparent Management
and Create a Flexible and Open Corporate Culture

11 members, including 3 outside directors.

In fiscal 2002, the Company established the Management Ethics

Directors in order to improve transparency and to reinforce theCommittee, chaired by the President. We also formed in-house

Audit & Supervisory Board Members

committees to address issues that are important from a manage-

In the past, the Company had invited 2 outside audit & supervisory

ment perspective, such as compliance, risk management,

board members, and in 2006 the number of outside audit &customer satisfaction, and safety. This structure facilitates thesupervisory board members was increased by one. The five audit

sharing of information within the Group, as well as deliberations,& supervisory board members, which now include three outside

adjustments, and decisions regarding the Group’s overall direction.

audit & supervisory board members, conduct strict audits.

Establishment of Advisory Committee
We have established the Advisory Committee, which is made upof three representatives from the outside directors and outside
audit & supervisory board members and two inside directors. In
accordance with inquiries from the Board of Directors, the Advisory Committee selects officer candidates in a fair and appropriatemanner and deliberates on officer remuneration in accordancewith the Company’s basic policy for officer remuneration.

Realizing Accurate, Rapid Decision Making
and Efficient Business Execution
The Corporate Executive Committee, which meets weekly as a
general rule, deliberates on provisions stemming from Board of
Directors’ resolutions and important management-related issues.
The Company has introduced an executive officer system for

Overview of Corporate Governance System

As of June 27, 2013

Number of directors
Average age of directors
Number of outside directors
Number of independent officers
Number of audit & supervisory board members
Number of outside audit & supervisory board members
Participation of outside directors / outside audit &supervisory board members in determination of remuneration
Participation of outside directors
in determination of director candidates
Number of meetings of Board of Directors*
Attendance rate of outside directors at meetings of Board of
Directors*
Term of office of directors
Results-linked remuneration
Share purchase system to reflect the perspective ofshareholders in management

11
65.5
3
6
5
3
Yes
Yes
11
94%
One yearYes
Yes* Total for the period from April 2012 to March 2013

Internal Control System

32

To secure management legality soundness and transparency andand Systems for Ensuring Appropriateness of Operations (Internal

to realize the management philosophy, the Company has formu-

Control System) for the Tokyo Gas Group,” and the Company

lated the “Basic Policy on Development of Corporate Structures

is applying this policy in an appropriate manner.

Tokyo Gas

Annual Report 2013

Outside Directors
In accordance with their individual experience and knowledge,

have conflicts of interest with general shareholders and they are

the outside directors strive to secure the soundness and appro-in a position that enables them to be objective and neutral, andpriateness of deliberations and decisions regarding businesson that basis we make a judgment on their independence. The

execution. From an independent viewpoint, the outside directors

Advisory Committee has confirmed that none of the outsidemonitor the performance of duties by the directors and exercise

officers has a material conflict of interest with the Company—

their authority at meetings of the Board of Directors. In this way,in regard to capital, transactions, or relationships—and has

the outside directors contribute to the improvement of the ratio-confirmed their independence in accordance with the above

nality and objectivity of the Company’s business execution and of

standards. The Committee’s decision has been reported to thethe deliberations and decisions of the Board of Directors.

Board of Directors, which has designated them as independent
officers and reported that designation to the stock exchanges on

In making judgments about matters related to the indepen-

which the Company is listed.

dence of outside officers, such as capital, transactions, andrelationships, we comprehensively verify that they are unlikely to
Name

Yukio Sato
RyuichiTomizawa
Yoshihiko
NakagakiCurrent position

Reason for appointment

Vice Chairman of The Japan
Institute of International Affairs
Senior Corporate Advisor of
Mitsubishi Chemical Holdings
Corporation

The Company’s management will benefit from Yukio Sato’s international way of thinking nurtured
through diplomacy, wide perspective and in-depth knowledge.
The Company’s management will benefit from Ryuichi Tomizawa’s international way of thinking
nurtured in the aggressive overseas penetration of the chemical industry, wide perspective, andin-depth knowledge.

Corporate Advisor of ElectricPower Development Co., Ltd.

The Company’s management will benefit from Yoshihiko Nakagaki’s management way of thinking
nurtured at Electric Power Development Co., Ltd., in a wide range of business development
activities, including electric power source development and electric power wholesale supply, andhis advanced capabilities in management, such as the implementation of reforms reflectingchanges in the operating environment.

Corporate Governance System
Customers

Local Community

Shareholders / Investors

General Shareholders’ Meeting
Appointment

Appointment

ReportReport submission

AnswerAdvisory Committee*2

Collaboration

Audit, etc.

Collaboration

General Shareholders’ Meeting
Stakeholders
Tokyo Gas Co., Ltd.
Business Operations

MonitorReport submission

Management Ethics Committee

President(Corporate Executive Committee*4)

ReportApproval

Deliberation
and report

Safety Committee
Customer Satisfaction Promotion Committee
Investment Evaluation Committee
Environmental Committee

Settlement andmonitorCollaboration

Audit

Board of Directors*1
Inquiry

Internal Audit Department

Independent Auditors

ReportAudit & Supervisory Board

Appointment

Report submission

Corporate Communications Promotion Committee
Risk Management Committee

Audit

Business Departments /Subsidiaries and Affiliates

Other In-House Committees
Add to agenda and report
Decision and monitoring*1	‌Board of Directors: 11 directors (3 outside directors and 8 internal directors), and 5 audit & supervisory board members (3 outside auditors and 2 internal auditors)*2 Advisory Committee: 3 representatives from outside directors and outside audit & supervisory board members, Chairman (1), and President (1)*3 Audit & Supervisory Board: 5 audit & supervisory board members (3 outside auditors and 2 internal auditors)*4	Corporate Executive Committee: President, 2 Executive Vice Presidents, and 11 Senior Executive Officers (3 of the representative directors also serve as President and Executive Vice Presidents)

Audits by Audit & Supervisory Board Members
The audit & supervisory board members meet once a month as a

In line with the Corporate Auditor’s Audit Standards, eachgeneral rule and otherwise as needed. The five members of theaudit & supervisory board member conducts effective audits

board, which include three outside audit & supervisory board

through the following principal initiatives.

members, conduct deliberations and make reports.

Tokyo Gas

Annual Report 201333

Corporate Governance• The audit & supervisory board members attend meetings ofthrough their statements at meetings of the Board of Directors. In

the Board of Directors, the Corporate Executive Committee,

addition, through their statements & the exercise of their majority

and other important meetings. They state their opinions

voting rights at meetings of the Audit & Supervisory Board, therelating to legality and other perspectives when necessary.

outside audit & supervisory board members contribute to assuring

• The
‌
audit & supervisory board members conduct researchand improving the legality, appropriateness, rationality, and objec-

into the state of operations at the head office, businesstivity of the audits by the audit & supervisory board members. In

offices, and subsidiaries and hold discussions with directors

addition, with the objective of assuring the effectiveness of audits

to exchange opinions, both on a regular basis and otherwise

by the audit & supervisory board members, the Company invites

as needed.

outside audit & supervisory board members who have a substan-

audit & supervisory board members cooperate closely• The‌
with the Internal Audit Department, which is the internal audit

tial degree of knowledge about finance and accounting.
In making judgments about matters related to the indepen-

organization, and with the independent auditors and strictly

dence of outside officers, such as capital, transactions, andaudit the execution of duties by the directors, targeting therelationships, we comprehensively verify that they are unlikely toestablishment of a high-quality corporate governance system.

have conflicts of interest with general shareholders and they are• In‌ regard to the internal control system for financial reporting,the audit & supervisory board members receive evaluationsof internal control and reports on the status of audits fromthe Board of Directors and KPMG AZSA LLC.

in a position that enables them to be objective and neutral, andon that basis we make a judgment on their independence. The
Advisory Committee has confirmed that none of the outside
officers has a material conflict of interest with the Company—in regard to capital, transactions, or relationships—and has

Outside Audit & Supervisory Board Members

confirmed their independence in accordance with the above

The outside audit & supervisory board members conduct audits /standards. The Committee’s decision has been reported to themonitoring from an independent viewpoint and contribute to

Board of Directors, which has designated them as independent

improving the rationality and objectivity of the Company’s businessofficers and reported that designation to the stock exchanges on

execution and of the deliberations of the Board of Directors

which the Company is listed.

Name

Current position

Yukio Masuda

Consultant of Mitsubishi Corporation
Outside Director of Showa Shell Sekiyu K.K.

Yoshihiko Morita

President of Japan Institute for Overseas
Investment
Outside Director of Kawasaki Heavy
Industries, Ltd.

Kojiro Otani—

Reason for selection

The Company’s auditing will benefit from Yukio Masuda’s excellent management
capability and experiences nurtured at a major trading company and high level ofknowledge about the energy business.
The Company’s auditing will benefit from Yoshihiko Morita’s expansive international
way of thinking and deep insight nurtured through work in the fields of international
finance and overseas economic cooperation.
The Company’s auditing will benefit from Kojiro Otani’s abundant experience oforganizational management acquired in local government as well as his deep insight.

Officer Remuneration
In 2005, the Company formulated the basic policy on officer

remuneration and bonus. Monthly remuneration shall comprise

remuneration, which outlines the method of remuneration for

fixed remuneration paid in accordance with the post of eachdirectors, etc. At a meeting of the Board of Directors in February

individual and performance-linked remuneration. The amount of

2012, the policy was revised as follows.

bonus to be paid shall be determined in accordance with the postof each inside director after performance evaluation.

1. Role of Officers and Remuneration(3) Remuneration of outside directors shall comprise monthly

The role demanded of officers is to seek to enhance short-,

remuneration and bonus. Monthly remuneration shall comprise

medium-, and long-term corporate value, and officer remuneration

only fixed remuneration, while bonus shall be the same as that ofshall serve as an effective incentive for them to perform that role.

inside directors.

2. Level of Remuneration

4. R emuneration of Audit & Supervisory Board Members
and Its Composition

The level of officer remuneration shall be suitable for the role,34

responsibility, and performance of the officer.

(1) Remuneration of audit & supervisory board members shall be

3. Remuneration of Directors and Its Composition

Shareholders’ Meeting determined through discussions among audit(1) Remuneration of directors shall be paid within the scope of the& supervisory board members.

remuneration limit approved at the Shareholders’ Meeting.

(2) Remuneration of audit & supervisory board members shall(2) Remuneration of inside directors shall comprise monthly

comprise only fixed monthly remuneration.

Tokyo Gas

Annual Report 2013

paid within the scope of the remuneration limit approved at the5. Assurance of Objectivity and Transparencyof Remuneration System

Advisory Committee comprising a number of outside directors,

The Company shall assure the objectivity and transparency of theto govern the system of personnel affairs and remuneration

system of officer remuneration by establishing and operating theof officers.

outside audit & supervisory board members and inside directors

Total remuneration for directors and audit & supervisory board members(Fiscal 2012)

Remuneration for directors(excluding outside directors)
Remuneration for audit & supervisory board members(excluding outside audit & supervisory board members)
Remuneration for outside officers(outside directors and outside audit & supervisory board members)

Millions of yen
TypeThousands of U.S.dollars*2
Type

Total value of
remuneration

Base

Bonuses

Base

Bonuses

1

9*

¥458

¥395

¥63

$4,158

$663

2*1

74

74

—

779

—

8*1

¥ 66

¥ 58

¥ 8

$  610$ 74*1	The number of officers included in the total value of remuneration for directors, audit & supervisory board members, and outside officers includes two directors (of which, one was an outside officer) and one
audit & supervisory board member (an outside officer) who retired upon the conclusion of the 212th Annual Shareholders’ Meeting.
*2	Equivalent U.S. dollar amounts are included for the convenience of readers outside Japan, and are converted at a rate of ¥95 per U.S. dollar, the prevailing exchange rate at the end of March 2013. These
conversions should not be construed as representations that the Japanese yen amounts have been, could have been, or could in the future be, converted into U.S. dollars at this or any other rate of exchange.

Advisory Committee
In February 2005, we established the Advisory Committee, whichwith inquiries from the Board of Directors, the Advisory

has five members—three representatives from the outside direc-

Committee deliberates on officer candidates and officer remu-

tors and outside audit & supervisory board members as well as

neration in a fair and appropriate manner and makes reports to

the Chairman and the President. The committee works to assure

the Board of Directors. The committee also deliberates on theobjectiveness and transparency in management. In accordance

independence of outside officer candidates.

Independent Auditors
The Company has concluded an auditing contract with KPMG

being audited on that basis. The Company’s audits are handled

AZSA LLC for auditing services based on the Companies Act

by three certified public accountants—Teruhiko Tanaka, Koji

and auditing services based on the Financial Instruments andKakinuma, and Masaru Miura. For each of these auditors, theExchange Act, as well as internal control audits based on thenumber of consecutive years of auditing service is seven years or

Financial Instruments and Exchange Act, and the Company isless (as of June 27, 2013).

Compensation for independent auditors (Fiscal 2012)

Remuneration for auditing services
Remuneration for non-auditing services
Total

Millions of yen

Thousands of U.S.dollars*

¥259
30
¥289

$2,726316$3,042*E quivalent U.S. dollar amounts are included for the convenience of readers outside Japan, and are converted at a rate of ¥95 per U.S. dollar, the prevailing exchange rate at the end of March 2013. These
conversions should not be construed as representations that the Japanese yen amounts have been, could have been, or could in the future be, converted into U.S. dollars at this or any other rate of exchange.

Compliance
The Company has identified the following three points as its basic

and thereafter. We have also established the Compliance Depart-

policy and is promoting compliance on that basis.

ment to lead compliance-related activities for each unit. These• Fostering of a compliance oriented mentality• ‌Compliance efforts by each workplace based on the Group policy• Establishment‌
of the compliance PDCA cycle

include development of compliance promotion systems, encouragement awareness and educational campaigns about the code of
conduct, compliance risk reduction measures, maintenance ofadvisory systems, and broad-based distribution of information within

Compliance Structure

and beyond the Tokyo Gas Group companies. To cultivate an

We have established the Management Ethics Committee, chaired byunderstanding of compliance, we promote a thorough awareness of

the President. This committee discusses at the management levelongoing activities related to our code of conduct that was revised inbasic compliance policies and all aspects of compliance initiatives by

2004. We are also moving forward with a compliance casebook

the Company, monitors the implementation of compliance-related

designed for applying the code of conduct to various problems inmeasures, and confirms activity programs from the following year

the workplace, so as to achieve the permeation of compliance.

Tokyo Gas

Annual Report 201335

Corporate GovernanceCompliance Risk Management

all employees. The results of these surveys are reflected in initia-

Through the effective operation of internal and external advisory

tives for the following years. The Compliance Audit Sect, thesystems, we are endeavoring to ensure that compliance-relatedInternal Audit Department conducts audits of the Company, its

problems are discovered and resolved quickly so that our corpo-

subsidiaries, and its affiliates from the viewpoint of strict compli-

rate self-regulatory processes will continue to function effectively.

ance with laws, corporate ethics, and social norms. WhenWe monitor the effectiveness of Group compliance promotion

concerns are identified, the Group conducts follow-up audits inactivities by conducting regular compliance awareness surveys ofthe following year to verify progress in tackling those concerns.

Risk Management System
Enterprise Risk Management System

Executive Committee and obtains the necessary approvals.

In fiscal 2003, the Company established an enterprise risk

Moreover, since the start of fiscal 2011, the risk management

management (ERM) system and drew up risk management

function has been the responsibility of the Corporate Planning

regulations, which include documented rules concerning major

Depertment, and there has been a framework in place for imple-

risks faced by the Group.

menting unified ERM together with operational management.

The Risk Management Committee was established in fiscal

Under the framework, around 130 Risk Management Promotion

2008 with the aim of identifying and evaluating progress

Officers are deployed in the business departments of Tokyo Gas

regarding the establishment and the operational status of theand its subsidiaries and affiliates in order to promote ERM. EachERM system, as well as improving the level of ERM. The

year, we assess risks and the implementation and improvement

committee periodically undertakes risk assessments and checks

status of countermeasures. This system facilitates the steadyon progress regarding the establishment and the operational

implementation of the ERM-PDCA (Plan-Do-Check-Act) cycle.

status of the ERM system. It also reports to the Corporate
Enterprise Risk Management (ERM) System
Corporate Executive Committee
Confirmation of major Group risks
Reflection of results ofrisk assessment

Report / proposal for plan for assessment of major Group risks /other essential matters

Securities Markets and Other Stakeholders

Risk Management Committee

Disclosure of risk information through Securities Report,
Financial results, Annual report, CSR report(Executive Office: Corporate Planning Dept.)
Identifying and confirming Group risk management

Clear statement of risk
management policies

Feedback of evaluation results /improvement proposals

Reports regarding results of risk assessment, status of
implementation of countermeasures, status of improvement, etc.

Clear statement of risk
management policies

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

Crisis Management System

responses in the event of a major earthquake of the magnitude

Because the Company provides public services that compriseassumed by Japan’s Cabinet Office, a major accident disrupting

a lifeline, for many years it has also had a crisis management

power supply, an outbreak of influenza, etc. This plan is in placesystem that serves as a response system in case an accident or

to reinforce the Company’s risk management system.

other risk-related event actually occurs. Specifically, we haveformulated Emergency Response Organization Regulations. In
case of crises, including major natural disasters, such as earthquakes, or production or supply disruptions arising from major
accidents at pipelines or terminals, as well as influenza, terrorism,

Emergency Response Organization
Suggestion of establishment of Emergency Response Organization, etc.

President (Organization Leader)

Executive Office

failures in mission-critical IT systems, and compliance problems,
the Emergency Response Organization responds to the situation

Instructions /orders reports

ReportCollaboration

immediately in accordance with the Emergency Response Organization Regulations. Periodic training is conducted in relation to
major risk response measures. Moreover, the Company has also
formulated a Business Continuity Plan (BCP), outlining its

36

Tokyo Gas

Annual Report 2013

Business Departments

Corporate Planning Dept.
(Groupwide coordination)* The organizational unit in charge of the executive office is determined in advance in accordancewith the type of the emergency.

Board of Directors and Audit & Supervisory Board Members As of June 27, 2013
Directors

Director, Chairman

Representative Director, President

Mitsunori Torihara

Tsuyoshi Okamoto

April
June
April
April

1967
Joined the Company
2003 	‌Representative Director, Executive Vice President and, Division Manager ofStrategic Planning Div.
2006
President, Representative Director, and Executive President
2010
Director and Chairman of the Board

April
June
April

April

1970
Joined the Company
2004
Director, Senior Executive Officer, and Division Manager of Strategic Planning Div.
2007	Representative Director, Executive Vice President, and in charge of Personnel
Dept., Secretary Dept., General Administration Dept., Compliance Dept., andInternal Audit Dept.
2010
President, Representative Director, and Executive President

Representative Director

Representative Director

Shigeru MurakiMichiaki Hirose

July
April
June
April

1972
Joined the Company
2004
Senior Executive Officer and Division Manager of R&D Div.
2007	‌Director, Senior Executive Officer, and Division Manager of Energy Solutions Div.
and General Manager of Volume Sales Dept. of Energy Solution Div.
2010	‌Representative Director, Executive Vice President, Division Manager of Energy
Solutions Div., and General Manager of Volume Sales Dept. of Energy Solution Div.

April
1974 Joined the Company
2007	‌Senior Executive Officer and in charge of Corporate Planning Dept., Infrastructure
April		‌Project Dept., Finance & Managerial Accounting Dept., Accounting Dept., andAffiliated Companies Dept.
2009	‌Director, Senior Executive Officer, and in charge of Corporate Planning Dept.,
June
Corporate Communications Dept., and Affiliated Companies Dept.
January 2010	‌Director, Senior Executive Officer, and in charge of Corporate Planning Dept., ProjectManagement Dept., Corporate Communication Dept., and Affiliated Companies Dept.
2012	‌Representative Director, Executive Vice President, and Division Manager of
April
Living-Energy Div.
April
2013	‌Representative Director, Executive Vice President, and Division Manager of Residential
Sales and Service Div.

Director

Director

Kazuo Yoshino

Matsuhiko Hataba

April
April
April
June

1975
Joined the Company
2005	‌Executive Officer and General Manager of Finance & Managerial Accounting
Dept. of Strategic Planning Div.
2009	‌Senior Executive Officer and in charge of Investor Relations Dept., Finance &Managerial Accounting Dept., and Accounting Dept.
2011	‌Director, Senior Executive Officer and Division Manager of Information
Technology Div., and in charge of Finance & Managerial Accounting Dept. andAccounting Dept.

April
April
April
June
April

1976
Joined the Company
2006	‌Executive Officer and General Manager of Personnel Dept. of Business Support Div.
2009
Senior Executive Officer, and Division Manager of Living Energy Div.
2012	‌Director, Senior Executive Officer, and in charge of Corporate Planning Dept.,
TG-Group Reorganization Project Dept., and Affiliated Companies Dept.
2013	‌Director, Senior Executive Officer, and in charge of Corporate Planning Dept. and
Affiliated Companies Dept.

Director

Director

Yutaka Kunigo

Masahiro Mikami

April
April
April
June

1977	‌Joined the Company
2007	‌Executive Officer and General Manager of Gas Resources Dept. of Energy
Resources Div.
2010
Senior Executive Officer and Division Manager of Energy Resources Div.
2013	‌Director, Senior Executive Officer, and Division Manager of Energy Production Div.

April
April
April

June

1975	‌Joined the Company
2008
Executive Officer and General Manager of General Administration Dept.
2011	‌Senior Executive Officer and in charge of Purchasing Dept., Real EstateManagement Dept., Major Site Development Dept., and General
Administration Dept.
2013	‌Director, Senior Executive Officer and in charge of Secretary Dept., General
Administration Dept., Corporate Communications Dept., Environmental Affairs
Dept., and Compliance Dept.

Tokyo Gas

Annual Report 201337

Corporate GovernanceOutside Directors

Outside Director

Outside Director

Yukio Sato

Ryuichi Tomizawa

April
1961	‌Joined the Ministry of Foreign Affairs
September 1998	‌Permanent Representative of Japan to the United Nations (Ambassador ofJapan to the United Nations)February
2003
President of The Japan Institute of International Affairs
December 2004
Commissioner of National Public Safety Commission
February
2009
Vice Chairman of The Japan Institute of International Affairs (Current position)
June
2010
Outside Director of the Company

April1965	‌Joined Mitsubishi Kasei Industries Corporation (Current Mitsubishi Chemical
Corporation)2000	‌President of Mitsubishi-Tokyo Pharmaceuticals, Inc. (Current Mitsubishi Tanabe
Pharma Corporation)
June 	‌2002	‌Member of the Board, President, and Chief Executive Officer of Mitsubishi
Chemical Corporation
October 2005
Member of the Board, President of Mitsubishi Chemical Holdings Corporation
April
2007
Member of the Board, Chairman of Mitsubishi Chemical Holdings Corporation
June
2011
Outside Director of the Company
June2012	Senior Corporate Advisor of Mitsubishi Chemical Holdings Corporation(Current position)
April

Outside Director

Yoshihiko Nakagaki
April
June
June
June
June
June
June

1961	‌Joined Electric Power Development Co., Ltd. (J-POWER)
1996	‌Director and Department Director of Corporate Planning Dept. of Electric Power
Development Co., Ltd. (J-POWER)
1998	‌Managing Director of Electric Power Development Co., Ltd. (J-POWER)
2000	‌Vice President and Representative Director of Electric Power Development
Co., Ltd. (J-POWER)
2001	‌President and Representative Director of Electric Power Development Co., Ltd.
(J-POWER)
2009 	‌Corporate Advisor of Electric Power Development Co., Ltd. (J-POWER)(Current position)
2012
Outside Director of the Company

Audit & Supervisory
Board Members

Audit & Supervisory Board Member

Audit & Supervisory Board Member

Manabu Fukumoto

Tsutomu Oya

April
April
June
June

1975
Joined the Company
2006	‌Executive Officer and General Manager of General Administration Dept.
of Corporate Communication Div.
2009 	‌Senior Executive Officer and in charge of Purchasing Dept., Real EstateManagement Dept., Major Site Development Dept., and Internal Audit Dept.
2011
Audit & Supervisory Board Member of the Company

April
Apri

April
June
April
June

1975
Joined the Company
2004	‌Executive Officer, General Manager of Urban Energy Business Dept. of Energy
Sales and Service Div., and Acting General Manager of Volume Sales Dept. ofEnergy Sales and Service Div.
2006	‌Senior Executive Officer and Division Manager of Energy Resources Div.
2009	‌Director, Senior Executive Officer, and Division Manager of Energy Resources Div.
2012
Director, Senior Executive Officer, Division Manager of Energy Production Div.
2013
Audit & Supervisory Board Member of the Company

Outside Audit & Supervisory
Board Members

Outside Audit & Supervisory Board Member

Outside Audit & Supervisory Board Member

Yukio Masuda

Yoshihiko Morita

April
April

1964
Joined Mitsubishi Corporation
2002	‌Member of the Board, Senior Executive Vice President, Chief Executive Officerof Mitsubishi CorporationJune
2008	‌Consultant of Mitsubishi Corporation (Current position)
		Outside Audit & Supervisory Board Member of the Company
March 2009
Consultant of Showa Shell Sekiyu K.K. (Current position)

38

Tokyo Gas

Annual Report 2013

April
October1969
Joined Export-Import Bank of Japan
2004	‌Deputy Governor and Managing Director of Japan Bank for International
Cooperation
June
2012
President of Japan Institute for Overseas Investment (Current position)
		Outside Audit & Supervisory Board Member of the Company
June
2013
Outside Director of Kawasaki Heavy Industries, Ltd. (Current position)

New Outside Audit & Supervisory Board Member
the diversification of resource procurement is synonymous with thenational interest. I also believe that meeting those challenges in orderfor Tokyo Gas to fulfill its social mission as an energy company will at
the same time help to sustain and increase its corporate value and will
gain the understanding of all its shareholders and other stakeholders.
Outside Audit & Supervisory Board Member

On the other hand, the international operating environment

Kojiro Otani

surrounding natural gas is in a period of tumultuous change, and

March
April
April
July
June

1971
2003
2006
2008
2013

Tokyo Gas faces a variety of risks as it develops its business over-Joined Yokohama City Hall
Director General of General Affairs Bureau of Yokohama City Hall
Director General of Waterworks Bureau of Yokohama City Hall
Vice President of Kanagawa Water Supply Authority
Outside Audit & Supervisory Board Member of the Company

seas. Careful analysis of political and economic circumstances inforeign countries is essential. While acknowledging the great responsibility of being an outside auditor, I intend to focus on these issues.
Good management through efficient business operations, stablegas supply to customers, the prioritization of safety in addressing

My name is Kojiro Otani, and I was appointed as an outside audit &disasters, and reliability based on those foundations are some of thesupervisory board member with the approval of shareholders at the

expectations placed on Tokyo Gas as a public utility. Accordingly,

Company’s June 2013 Ordinary General Meeting of Shareholders.

compliance across the entire Tokyo Gas Group organization andWhile the Great East Japan Earthquake reminded us of the impor-transparent information disclosure to shareholders, customers, local

tance of gas, water, and electricity to the existence of society, it also

communities, and the global society are indispensable. In line with thisbrought home the necessity of diversifying the supply of energy andway of thinking, I will strive to contribute to the Company’s sustained

raw materials. I believe that the Company’s leading the way among

growth as an outside audit & supervisory board member.

Japanese gas companies, in accordance with the “Challenge 2020
Vision,” by targeting the stable supply of energy at low cost throughExecutive Officers
President

Tsuyoshi Okamoto

Executive
Vice Presidents

Shigeru MurakiMichiaki Hirose

Division Manager of Residential Sales and Service Div.

Senior Executive
Officers

Kazuo Yoshino

Division Manager of Information Technology Div., in charge of Finance Dept. and Accounting Dept.

Matsuhiko Hataba

In charge of Corporate Planning Dept. and Affiliated Companies Dept.

Executive Officers

Division Manager of Energy Solution Div., General Manager of Volume Sales Dept. of Energy Solution Div.

Yutaka Kunigo

Division Manager of Energy Production Div.

Masahiro Mikami

In charge of Secretary Dept., General Administration Dept., Corporate Communications Dept., Environmental Affairs Dept., and Compliance Dept.

Koichi Aonuma

Division Manager of Housing Development Dept., Residential Sales and Service Div.

Hideaki Obana

In charge of Personnel Dept., Purchasing Dept., Real Estate Planning Dept., and Internal Audit Dept.

Hiroaki Kobayashi

Division Manager of Technology Development Div., in charge of Smart Energy Network Promotion Dept.

Takashi Uchida

Division Manager of Energy Resources Div.

Satoru Yasuoka

Division Manager of Regional Development Marketing Div.

Fumio Murazeki

Head of Sales Marketing, Energy Solution Div.

Hideaki Arai

Division Manager of Pipeline Network Div.

Hidefumi Takahashi

General Manager of Sales Marketing 1 Dept., Residential Sales and Service Div.

Yoshihiro Tanabe

Dispatched to the Japan Gas Association

Masaru Takamatsu

General Manager of Corporate Planning Dept.

Michiharu Takahashi Coordinator of Energy Solution Div.
Fumihiko Hara

General Manager of LIFEVAL Project Management Dept., Residential Sales and Service Div.

Kiyotada Den

General Manager of Personnel Dept., Residential Sales and Service Div.

Takahiro Saito

General Manager of Facility Engineering Business Dept. Residential Sales and Service Div.

Isao Nakajima

General Manager of Residential Sales Planning Dept., Residential Sales and Service Div.

Kunio Nohata

General Manager of Gas Resources Dept., Energy Resources Div.

Shinichi Takagi

General Manager of Energy Production Dept., Energy Resources Div.

Tokyo Gas

Annual Report 201339