Contents
Introduction
CEO’s Message
How We Create Value

Compass2030
Overall Strategy
CFO’s Message
Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Invisible Assets
Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceBusiness Overview
Financial Data

Compass2030
Tokyo Gas Group Management Vision

Providing energy and solutions to the future of our life, society and the earth

VISION
What we aim to be in 2030

Web SiteOur goal will be a business group which continues to create
value together with our customers, business partners andsociety as a whole while becoming a leader in the futureenergy systems.

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials
Financial Results Bulletin
Corporate Governance
ReportTokyo Gas Group Integrated Report 2022

17

Sustainability ReportContents

Three challenges for achieving the Vision

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Le

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s

v

Trading

Network

How We Create Value

Compass2030
Overall Strategy
CFO’s Message

CO 2

Challenge 3:
Transformation of
the LNG value chain

Compass2030

CEO’s Message

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CustomersolutionsC h a ll e

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Introduction

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Tokyo Gas has pioneered the era of natural gas for half a century since introducing and spreading
the use of LNG in Japan. We are now in the opening phase of another new era of transformation forJapan—an era of great changes such as associated with decarbonization, digitalization, changing
and diversifying customer values, and regulatory liberalization in the energy market. The years
up to around 2030 will be a period that questions how energy and energy-handling companies
should be. On November 27, 2019 we therefore formulated a management vision Compass2030,
to function as a direction-indicating guide that can show us which roads to follow in this uncertain
era, looking ahead over the next half century.

Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2

Production
and power
generation

Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Invisible Assets
Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceBusiness Overview

Company portfolio in 2030: Profit level

Management guidelines and key figures
FY2021 results

2030¥121.5 billion

Approx. ¥200.0 billion

Contribution to CO2 emission
reductions (base year: FY2013)5.39 million tons

17.00 million tons*1

Renewable energy transaction volume

1.498 million kW

Profit level(FY-end)

No. of customer accounts (FY-end)

12.48 million

6.00

Overseas* 3
Solutions, etc.* 4
Energy* 5(Gas + Power)

Financial Data

Approx.

¥200.0 billion
25%
25%

*

million kW 2

50%

20.00 million

Web Site

Natural gas transaction volume (FY)19.18 million tons

20.00 million tons

Investor Relations Website

2019

Investors’ Guide (Financial
Data and Industry Data)

2030

At the time of formulation of
the management vision

Financial Results
Presentation Materials*1: The Compass2030 initial target: 10 million tons (Japan only) *2: The Compass2030 initial target: 5 million kW *3: Overseas: All overseas businesses*4: Solutions, etc.: Energy-related, real estate, other *5: Energy: Gas and electricity business in Japan

Financial Results Bulletin
Corporate Governance
ReportTokyo Gas Group Integrated Report 2022

18

Sustainability ReportContents

For achieving the Vision

Our strategy

Introduction
CEO’s Message
How We Create Value(Compass action)

Compass2030
Overall Strategy
CFO’s Message

Three challenges for achieving the Vision1

Lead transition to
Net-Zero CO2

2

Establish a value
co-creation ecosystem

Progress of the Medium-termManagement Plan and KPIs

3

Challenge 1: Leadership in the effort
to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem

Transform the
LNG value chain

Challenge 3: Transformation of the
LNG value chain

Invisible Assets
Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceBusiness Overview
Financial Data

Web Site

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials
Financial Results Bulletin
Corporate Governance
ReportTokyo Gas Group Integrated Report 2022

19

Sustainability ReportContents
Introduction

Challenges to accelerate for achieving the Vision

CEO’s Message

Accelerate value co-creation via
digitalization and reinforced face-to-faceengagement

Responsibly lead the transition withgaseous & renewable energy

How We Create Value

Improve each business’s earning power
and resilience to change

Compass2030
Overall Strategy
CFO’s Message

Compass Action (Actions for achieving the Vision: 2020-2030)

Progress of the Medium-termManagement Plan and KPIs

Transform into the top leader at theforefront of the transition

Transform into the energy market’s
digital marketing front runnerTransform into corporate culture thatenhances the earning power of each business

Create value chain for
carbon-neutral methane

Evolve into the No. 1 player in customer
satisfaction through value co-creation at the last-mile* 1

Shift to a human resources system that encourages
pursuit of challenges in ways that leverage diversity

Create renewable energy value chain
leveraging our Group’s unique strengths

Transform into a provider of solutions forcommunity challenges

Pivot to a financial strategy that
promotes growth investing

Challenge 1: Leadership in the effort
to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Invisible Assets
Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceBusiness Overview

Medium-term Management Plan (FY2020-2022) based on the Vision
Key Strategies
Strengtheningof businessfoundation

Evolution of customer solutions

Expansion of LNG business

Implementation of cost structure reform

Acceleration of overseas businessContinuation of DX * 2

Financial Data

Shaping of Net-Zero CO2

Establishment of flexible organization towards changes

KPI
CO2

No. of customer accounts

Natural gas transaction volume

Segment profit from Overseas
Business

Web Site

Renewable energy
transaction volume

Contribution to CO2emission reductions

Cost structure reform

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)

Progress of the Medium-term Management Plan and KPIs

P.23

Financial Results
Presentation Materials*1: Last mile: Site operations that require human intermediation in the final process of the value chain*2: DX: Digital transformation. The use of data and digital technologies to transform products, services and business models based on customer and societal needs,

Financial Results Bulletin
Corporate Governance
Reportand also transform work operations themselves as well as organizations, processes, and corporate culture and climate.

Tokyo Gas Group Integrated Report 2022

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Sustainability ReportContents

Tokyo Gas will invest in growth areas while
ensuring asset efficiency and financial soundness
We have increased sales and profits by better
procurement of raw materials and expansionof overseas business
In FY2021 (ended March 31, 2022), the businessenvironment was severe especially due to rising raw
material costs. However, we made fastidious adjustments
in supply and demand conditions of LNG, such as
improving the accuracy of demand forecasts and utilizing
the flexibility of the assets we hold, and we were able tocontrol to a high degree the procurement of LNG in the spot
market where prices were rising. As raw material prices
and demand are fluctuating more dramatically at this time,
management of these risks has become a major issue.
We believe that we benefited from our procurement
portfolio being centered on long-term contracts and throughour efforts of the past few years to improve the optimizingof operations through supply and demand adjustments, andthis has led to the superiority of raw material procurement.
In the overseas segment, rising resource prices led tohigher profits from the upstream business in Australia andalso to higher profits from the shale gas business in North
America due to a company that became a consolidated
subsidiary in the 3Q of FY2020. This resulted in asignificantly high increase of 625.2% in profits over theprevious fiscal year.
Consequent to these results, our profits and revenues
in FY2021 increased from the previous fiscal year andfrom the initial plan.

We will consolidate efforts for success of theMedium-term Management Plan, including
optimization of LNG supply and demand, andimplement cost structure reforms, to achieve
our profit targets
In FY2022, the final year of the three-year Medium-termManagement Plan, our latest plan of 143.5 billion yen insegment profit (operating profit + equity method profit)
exceeds the target in our Mid-term Management Plan.
We know that we are facing similar challenges as in theprevious year, such as the rise in crude oil and LNG
prices caused by the destabilization of the internationalsituation. However, we believe that our profit forecast is
sufficiently achievable, given that the efforts over the
Medium-term Management Plan period such as
optimization of LNG supply and demand as well as cost
structure reforms are already bearing fruit.
As a driving factor behind the profit increase, our initial
forecast of 25.3 billion yen in segment profit for the ElectricPower Business exceeds its profit level of the past few
years, due mainly to an increase in wholesale electricity
sales volume. The Overseas Business is also expected toincrease profit to 37.4 billion yen, with a contribution by
an increase in profit from the upstream business inAustralia, mainly due to the rise in crude oil prices.
On the other hand, ROE and ROA—the financial
indicators set forth in our Medium-term Management
Plan, are currently expected to be below our targets. The
main reason for this is the increased size of the assetsthat have been driven by aggressive business
investments over the past few years. As we aim tobalance profit growth and asset efficiency improvement,
we will introduce new management controls at each of
our internal companies and business corporations under
the holdings type group structure, which was launched in
April. In FY2022 we will start using an advanced Profit/
Loss (P/L) management approach designed to improvethe earning power of companies and businesscorporations. From the next fiscal year onwards, we
intend to develop this into a Balance Sheet (B/S)
management arrangement and aim for each company
and business corporation to improve asset efficiency
through changing the makeup of its own business assets
and other means.

Introduction
CEO’s Message
How We Create Value

Compass2030
Overall Strategy

CFO’s Message
Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Invisible Assets
Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceBusiness Overview
Financial DataManaging Executive Officer and CFO

SATO Hirofumi

Web Site

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials
Financial Results Bulletin
Corporate Governance
ReportTokyo Gas Group Integrated Report 2022

21

Sustainability ReportContents

By 2030, we will invest approximately 2 trillion
yen in decarbonization and other growth toraise profits to approximately 200 billion yen
Compass Action, which is a detailed roadmap for achieving
Compass2030, states the plan calls for investing around 2
trillion yen in growth areas by 2030, including approximately
700 billion yen in the decarbonization area, such as forrenewable energy and hydrogen-related technology
development. In order to carry out these investments, wemust simultaneously address many challenges, including
the financial arrangements, ensuring financial soundness,and improving asset and capital efficiency.
Above all, we need to increase operating cash flow, orin other words, earning power. It is essential to nurturebusinesses to compensate for the decrease in gas sales
profits caused by liberalization, and we have made many
strategic moves to achieve this. For example, one move
was to enable the Electric Power Business to reach 30
billion kWh in electricity sales volume and 3 million in thenumber of retail customers. The Overseas Business andthe Urban Development Business have also grown tobecome profit pillars. In addition, the Network Business,
which was spun off in April this year, is expected to makemore bold efforts than ever to improve work efficiency via
DX and to review operations in line with the changing
times, thereby enhancing its earning power. Based onthese initiatives, we will add investment opportunities thatearly contribute to profitability, and aim to achieve the 200
billion yen profit target for 2030.
Some of the investment capital will be externallyfinanced. In recent years, we have been actively making
use of low interest rates but as interest rates have shiftedto a rising phase, we need to devise various newmeasures. We intend to try new methods such as thefurther utilization of transition bonds, which was firstissued in March of this year, and the liquidation of assets
to ensure financial soundness and improve asset efficiency.

We aim to improve corporate value over the
medium to long term by allocating 10% of the
return to investment in the decarbonization area

(early investments in decarbonization + active investment in other growth areas)

By 2030:
Invest approx. JPY2 trillion in decarbonization & other growth areas

1,000

2021

Overall Strategy

CFO’s Message
Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Invisible Assets
Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceBusiness Overview
Financial Data

Gain profits fromgrowth investing

Investment efficiency
1) Disciplined investment: elective investment to maintain financial
Ssoundness
T horoughly evaluate risks and returns in eachproject2) Business portfolio management:
 ell/replace assets with little prospect for selfSsustained growth
Concentrate resources on targeted business areas
Web Site

Targeted investment in growth areas

Implement reforms tostrengthen businessbaseCompass2030

 upport growth investing by enhancing investment/capital efficiency and byS
employing effective cash flow management to secure sufficient investment capital trengthen business platform by implementing reforms in first half of 2020s,
S
achieve profit growth from investments in the second half

FY2021
profit actual:
JPY121.5 bln

How We Create Value

Financial strategy supporting investment

 hift investment to decarbonization & other growth areas,Sand place capital aggressively

2,000

CEO’s Message

In response to the Japanese government’s 2050 Carbon
Neutral Declaration in October 2020, we decided to makeTargeted investment in growth areas

Profit(JPY100 mln)

Introduction

our target year of achieving Net-Zero CO2 earlier, to 2050.
In line with this, we have revised our shareholder return
policy and have lowered our target for total return ratio
from 60% to 50%. The reduction of 10% will be used as
quickly as possible as a source for investment inhydrogen and methanation. We are committed tosustainable development by contributing to therealization of a decarbonized society, and to rewarding
our shareholders through the improvement of medium- tolong-term corporate value. We will continue our efforts togain the understanding of our shareholders.
Going forward, various SDGs beyond the preventionof global warming need to be addressed but what we
think critically important is to align these with thesustainable development and corporate value
improvement of the Tokyo Gas Group. We will further
strengthen the disclosure of non-financial information
through integrated reports, etc., so that our efforts andcorporate value will be properly evaluated.

3) Financing:

FY2030 profit:
approx.
JPY200 bln

M onitor total interest-bearing debt vs. cash flow
 ctively use green financing and other new
Afinancing methods

Financial soundness

4) Shareholder returns:
 rovide timely returns to shareholders on shortP
term performance

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data) rovide returns driven by medium-termP
enterprise value improvements

Financial Results
Presentation Materials

Capital efficiency

Financial Results Bulletin
Corporate Governance
Report2030

Tokyo Gas Group Integrated Report 2022

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Sustainability ReportContents

Progress of the Medium-termManagement Plan and KPIs

Introduction
CEO’s Message
How We Create Value

Compass2030
Overall Strategy
CFO’s Message

Project portfolio
composition: Operating
profits + equity method
incomeOverseas* 1
Solutions, etc.* 2

Energy* 3 (gas + electricity)

Medium-term Management Plan

Progress of the Medium-termManagement Plan and KPIs

Compass2030

Challenge 1: Leadership in the effort
to achieve Net-Zero CO2

12%
5%
36%
59%

25%

Challenge 2: Establishment a value
co-creation ecosystem

25%

Challenge 3: Transformation of the
LNG value chain

23%
23%

28%

54%

60%

50%

FY2021 results

FY2022 Medium-termManagement Plan

Management guidelines
and key figures in
Compass2030

Invisible Assets
Information Disclosure Basedon TCFD Recommendations
Corporate Governance

FY2020 results

Reason for setting this KPI

CO2Financial Data

No. of customer
accounts

This KPI has been set as an indicator tomeasure the effects of our efforts to maximize
our customer base at an early stage in orderto ensure stable profit in the gas/electricity/
service business.

KGI

This KPI has been set as an indicator toquantify the expansion of business with LNG
as a commodity, including LNG trading andthe overseas LNG business, in addition todomestic gas sales.

Financial indicators

Natural gas
transaction volume
Segment profit from
Overseas BusinessThis KPI has been set as an indicator tomeasure the growth of our overseas business,
which drives future profit, toward its target.

Contribution to CO 2
emission reductions

This KPI has been set as an indicator tocontinuously measure outcomes from CO 2
emissions reduction contributions, including
those from customers, through expanded
effective use of natural gas, increases in thescale of use of renewable energy, etc.

Renewable energy
transaction volume

This KPI has been set as an indicator toquantify the increased use of renewable energy
power sources and business expansion.

Cost structure reform

This KPI has been set as an indicator tomeasure the effects of our efforts to drasticallyreview operations and their structure, which
create resources for growth to be allocatedto immediate profit contribution and key
strategies.

Business Overview

Operating profits + equity method
income¥79.1 billion¥121.5 billion¥140.0 billion

Approx. ¥200.0 billion

ROA

1.9%

3.0%

Approx.4 %

ROE

4.3%

7.5%

Approx.8 %D/E ratio

0.92

0.99

Approx.0.9

12.31 million

12.48 million

14.8 million

20 million

18.20 million tons

19.18 million tons

17.0 million tons

20 million tons—

KPI
No. of customer accounts (as of theend of FY)
Natural gas transaction volume (per FY)
Segment profit from Overseas
Business (per FY)¥3.8 billion¥28.2 billion¥16.0 billion

Contribution to CO2 emission reductions(as compared to FY2013 levels)

6.68 million tons

5.39 million tons

6.5 million tons

17 million tons* 4

Renewable energy transaction volume(as of the end of FY)

1.383 million kW

1.498 million kW

2.0 million kW

6 million kW* 5-¥12.0 billion reduction -¥21.0 billion reduction-¥30.0 billion reduction

Cost structure reform (compared to
FY2019)Web Site

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)—

Financial Results
Presentation Materials*1 Overseas: All overseas business *2 Solutions, etc.: Energy-related, real estate, other *3 Energy: Gas and electricity business in Japan *4: The Compass2030 initial target: 10 million tons (Japan only) *5: The Compass2030 initial target: 5 million kW

Financial Results Bulletin
Corporate Governance
ReportTokyo Gas Group Integrated Report 2022

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Sustainability ReportContents

Results to date of the Medium-term Management Plan

Introduction
CEO’s Message
How We Create Value

Medium-termManagement Plan

Key Strategy (1)Evolution of customer
solutions

Key Strategy (2)Expansion of LNG
business

Key Strategy (3)Acceleration ofoverseas businessPress
releasemonth and
year

Press
releasemonth and
year

Progress in Key Strategies and Enhancement of Business Base

Progress in Key Strategies and Enhancement of Business Base

April 2020

Established Ekimachi Energy Create Co.,Ltd. with East Japan Railway Company

Aug. 2020

Tokyo Gas acquisition of wood pellet biomass power generation facilities in Toyama
and Chiba Prefecture

June 2020

Tokyo Gas venture Sumilena Co.,Ltd. initiated fixed monthly fees for appliance rental

Oct. 2020

Launched the “Hinatao Solar” solar energy service for condominiums and buildings

Nov. 2020

Tokyo Gas to Join Joint Venture for Offshore Wind Projects in Japan (Chiba
Offshore Wind Inc.)

Dec. 2020

Formed a strategic alliance with Octopus Energy Group Limited (U.K.)
and established TG Octopus Energy Co., Ltd. (February 2021)

Mar. 2021

Establishment of a Carbon Neutral LNG Buyers Alliance

April 2021

Established Tokyo Gas Nomura Real Estate Energy Co.,Ltd., for supplying energy
to the Shibaura 1-Chome Project

April 2021

Acceleration of the Development of Kashima Port Offshore Wind Project

May 2021

Tokyo Gas and SCREEN Agree to Jointly Develop a Water Electrolysis Cell Stackfor Low-cost Green Hydrogen Production

June 2021

Launched “Sasutena Denki,” an electricity rate plan with 100% real renewable energy

July 2021

Launch of Commercial Solar Power Operations Begins in Iwakuni, Yamaguchi Prefecture

Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceMedium-termManagement Plan

Compass2030
Overall Strategy
CFO’s Message

Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

May 2021

Launched “Tokyo Gas Housecleaning” service

July 2021

Reached a basic agreement with JT Group to take over its software business,
which holds the top share of its market segment in Japan

Nov. 2021

Launched “EVrest” EV charging service for housing complexes

Nov. 2021

Signed a business alliance agreement with The Kansai Electric Power Co., Inc. for
VPP business using decentralized energy resources

July 2021

World’s 1st! Commence Manufacturing of CO 2 -absorbing Concrete that Uses
Exhaust Gas Emitted During the Use of Cit Gas Devices

Feb. 2022

Full-scale entry into plumbing-related repair!
Launched high-quality, reasonable-price “Tokyo Gas Repair Service”

July 2021

Commencing hydrogen demonstration experiment using megawatt-class waterelectrolyser

Sep. 2021

Produced Japan’s first potassium carbonate using CO2 from city gas devices

April 2022

Tokyo Gas launches Demand Response services and delivers one-day
worth of renewable energy-based electric power-Commemorating about 3 million electric power contracts, Tokyo Gas is weaving asustainable future with customers-

Oct. 2021

Introduced carbon-neutral city gas in Tokyo’s Marunouchi district, as the largest
project of its kind in Japan

Oct. 2021

Jointly implemented the Sakaide biomass power generation project

June 2020

Receiving the First Commingling LNG Cargo at Hatsukaichi LNG Terminal

Sep. 2020

Establishment of the ‘‘TG Global Trading’’

Nov. 2021

Started feasibility study toward creation of carbon-neutral methane supply chain
with Petronas, Sumitomo Corporation and Mitsubishi Corporation

Mar. 2022

Started the supply of LNG from the Niihama LNG terminal
Jan. 2022

May 2020

Tokyo Gas Invests In Principle Power, A Leading Floating Wind Power Technology
Company

Tokyo Gas selected as the prospective recipient in NEDO’s Green Innovation Fund
Project / Offshore Wind Power Cost Reduction Project (for the development of lowcost technology for manufacturing and installing floating foundations)

July 2020

Tokyo Gas Acquires Oil and Gas Assets in Louisiana Through Castleton Resources
and Takes Majority Interest in Castleton Resources

Mar. 2022

Launched demonstration testing of the methanation process toward achievingcarbon neutrality and a decarbonized society by 2050

July 2020

Establishment of a Subsidiary in the United States and the Acquisition of a 500MW
Solar Power Project (Aktina)

Mar. 2022

Participated in the dedicated biomass combustion power generation project in
Sendai City, Miyagi Pref

Oct. 2020

Signing of a Joint Cooperation Agreement with First Gen to Pursue Construction
and Operation of Interim Offshore LNG Terminal in the Philippines

April 2022

Tokyo Gas selected as the prospective recipient in NEDO’s Green Innovation
Fund Project / Development of Fuel Manufacturing Technology using CO2 etc. (forinnovative technology for synthetic methane)

June 2022

MOU Signed with Shell for Joint Exploration of Decarbonization Accelerate various
types of decarbonization solutions, including synthetic gas, hydrogen, and CCUS

June 2021

Transition to a Company with a Nominating Committee, etc

Investor Relations Website

April 2022

Announcement of Group’s Management Philosophy

Investors’ Guide (Financial
Data and Industry Data)

April 2022

Tokyo Gas Network Co., Ltd. began business operation

Financial Results
Presentation Materials

Nov. 2020

Investment in gas distribution company in Indonesia

Aug. 2021

The Aktina Solar Power Project in the U.S. began partial operation (150 MW)

Sep. 2021

Tokyo Gas to divest its share in MT Falcon Holdings

Oct. 2021

Establishment of the Joint Venture with the PTT Group Company-Promotion of Decarbonization through On-site Energy Service Businessincluding Improving Efficiency Technology Solutions and Fuel Supply in Thailand -Jan. 2022

Establishment of a subsidiary in Denmark and joint development of renewableenergy in the Nordics through business collaboration with EWII S/IKey Strategy (4)Shaping of Net-Zero CO 2

Key Strategy (5)Strengthening ofbusiness base:
Implementation of cost
structure reform; DX;
and Establishment of aflexible organization

Invisible Assets

Business Overview
Financial Data

Web Site

Financial Results Bulletin
Corporate Governance
ReportTokyo Gas Group Integrated Report 2022

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Sustainability ReportContents

Challenge

1 Lead transition to Net-Zero CO2

Introduction

Parallel with the strengthening trend toward carbon neutrality,
expectations are increasing for LNG and natural gas as a promisingtransitional energy. As a leading company responsible for the stablesupply of energy, the Tokyo Gas Group recognizes that its social
mission is to meet the expectations and to lead transition to acarbon-neutral society with a down-to-earth sense of reality.
Taking advantage of our Group’s strengths in dealing withmultiple transitional methods and in the Group’s solution capability
on both the supply side and the demand side, we are determined toresponsibly lead the transition with gaseous and renewable energy.

Compass Action

Responsibly lead the transition withgaseous and renewable energy

CEO’s Message
How We Create Value

Compass2030
Overall Strategy
CFO’s Message
Progress of the Medium-termManagement Plan and KPIs

Challenge 1: Leadership in theeffort to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Goals for 2030 and 2050: Conceptual diagram

Two perspectives toward transition to Net-Zero CO2

Invisible Assets
CO 2 emissions

Information Disclosure Basedon TCFD Recommendations

Emissions that would have occurred without the intervention of Tokyo Gas Group

Corporate GovernanceContribute to CO2 emissions reduction ofsociety as a whole.

CO2 reduction
contribution

17 million tons

Business Overview

in 2030

Financial Data

(vs. FY2013)

By expanding low-carbon or decarbonized products and services,
we will achieve CO2 reduction contribution of 17 million tons by 2030
(vs. FY 2013)

CO 2 emissions of society as a whole

In order to promote reduction of actual
emissions by society as a whole, theTokyo Gas Group’s emissions (mainly
Scope 3) may temporarily increase
through fuel switching to natural gas, etc.

Reduce CO2 emissions of
the Tokyo Gas GroupWe will achieve Net-Zero CO2 in 2050.
And we will achieve Net-Zero in-house emissions by 2030.

CO2 emissions by the Tokyo Gas Group* (Scope 1, 2 and 3)

Approx. 37.75 million tons
(Figure for FY2021 result)

Net-Zero CO2
in 2050

We promote a transition that maintains
the stable supply of energy whileremaining both environmentally andeconomically sound.

Web Site

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials

2020

2030

Financial Results Bulletin

2050* Including the amount of absorption (CCUS and forests) and offsetting by carbon credits.
Tokyo Gas Group Integrated Report 2022

Corporate Governance
Report25

Sustainability ReportContents
Introduction

Compass Action Responsibly lead the transition

CEO’s Message

Roadmap for transitioning to carbon neutrality

How We Create Value

Compass2030

We will achieve a carbon reduction contribution of 17 million tons by 2030* across all our business activities worldwide
We will lead the transition to carbon neutrality by developing strengths in gas/electricity decarbonization technologies and expanding the deployment at customer sites*Compass2030’s original target was 10 million tons in Japan only.

2030
Reduction contribution:
17 million tons

Accelerate transition

Growth of the potential and role of LNG/natural gas (Respond to volatility stemmingfrom increased use of solar & other renewables; fuel switching needs to gas)

Sophisticated use

Deployment of decarbonized energy in society.

Challenge 1: Leadership in theeffort to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Phase for achieving decarbonized society

Invisible Assets

Expand deployment ofcarbon-neutral methane

Information Disclosure Basedon TCFD Recommendations
Corporate Governance**

Expand commercial use of CCUS 3

Develop & expand CCU 2

Business Overview
Financial Data

Carbon-neutral methane: Transition to large-scale & high-efficiency methanation and commercial use
Launch small-scale pilot projects

Implement medium-/large-scale pilot projects

Expand commercial use

Hydrogen: Establish practical, affordable hydrogen production technologies
Develop technologies for low-cost hydrogen production

Electricity

Creation of newstrengths

Progress of the Medium-termManagement Plan and KPIs

2050

(Methanation pilot projects, offshore wind farm operation) (Commercial scale methanation ; expand use of renewables)

Increase provision of carbon-neutral LNG (CNL)*1 / Expand use for balancing renewable power

Gas

Decarbonize
gas &electricity

CFO’s Message

Advance toward carbon neutrality

Switch from coal, oil, etc. to natural gas as fuel, introduce cogeneration systems, develop
smart cities, strengthen resilience in Japan and global markets
Contribute to CO2 reduction at customers

Use natural gas
as low-carbon
solution

2040

Overall Strategy

Put low-cost hydrogen production technologies into practical use

Expand renewable power sources
Increase solar, wind & biomass power generation
Develop low-cost technologies for constructing floating offshore wind power

Realize practical deployment & increase scale

Achieve zero emissions in our thermal power generation
Explore use of hydrogen & ammonia (including procurement)

Deploy at timing of replacement
Web Site

Reduce in-house
CO2 emissions

Achieve net-zero CO2 in city gas production
Achieve net-zero CO2 in our buildings, etc.

Thorough elimination

Switch company vehicles to HEV, FCV & EV*4

Implement at our facilities: Ultra high-efficiency fuel cells, Solar power generation (self consumption), CCU, CNL, etc.

Net zeroin houseemissions

Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials*1: A type of LNG that is deemed carbon neutral as greenhouse gas emissions generated by the processes from natural gas exploration to combustion are offset with carbon credits received on forest conservation projects, etc.
*2: Carbon capture & utilization*3: Carbon capture, utilization & storage*4: Hybrid electric vehicles, fuel cell vehicles & electric vehicles

Tokyo Gas Group Integrated Report 2022

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Sustainability ReportContents
Introduction

Compass Action Responsibly lead the transition

CEO’s Message

Sophisticated use of natural gas: Transitioning from low-carbon to decarbonized

How We Create Value

Compass2030

 uring the transitional period, we will contribute to reduce CO2 emissions at domestic & overseas customer sites by promoting fuel switching, smart city development,D
carbon-neutral LNG, and CCUS
We will firmly lead the transition while containing the social costs of low carbon and decarbonization, responsibly ensuring the stable supply of energy.

Overall Strategy
CFO’s Message
Progress of the Medium-termManagement Plan and KPIs

Our Group’s strengths: A proven track record in using natural gas for lowcarbon solutions and know-how in optimal energy management
Contributing to CO2 reduction by use of Natural Gas during transition

Challenge 1: Leadership in theeffort to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Expanded deployment ofcarbon-neutral methane

Invisible Assets
Information Disclosure Basedon TCFD Recommendations(See the next page for details)

CO2 emissions
in society

Corporate GovernanceDecarbonization

Business Overview
Financial Data

Switching to natural gas as a fuelSophisticated smart energy networks

 witch fuels used in manufacturing industries* 1
Sfrom coal, oil, etc. to natural gas (a shift to lowcarbon in a heat use which accounts for approx.
70% of Japan’s final consumption of energy)
Introduce high-efficiency equipment

 tilize digital tools in the use of electricity and heatU
(optimized operation based on collection and analysisof data on heat load, operating condition, etc.)
Establish area-wide optimized operation combining
natural gas cogeneration, renewables, fuel cells,
etc.
Strengthen solutions that support ZEH & ZEB* 2

Build high-efficiency LNG-fired power plants

Carbon-neutral LNG/CCUSExpand the use of carbon-neutral LNG
 stablishment of Buyers Alliance (30 corporateEmembers)
Control of quality
CO2 capture&utilization* 3 at customer sites andCO2 capture utilization & storage (CCUS)

Web Site

Investor Relations Website

Sophisticated use of natural gas can contribute totremendous reduction of CO2 emissions

Deployment in Japan and global markets cancontribute to energy savings, lower CO2 emissions,and enhanced resilience

Capturing & offsetting natural gas-related CO2
emissions*1: C oal & oil account for approx. 60% of primary energy supply in Japan,*2: Homes and buildings designed to completely offset primary energy*3: Development of on-site CCU technology for producing potassium

and there is strong potential in fuel switching globally, especially in Asia

consumption per year

Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials

carbonate using CO2 from city gas equipment, launch of concrete
production utilizing captured CO2

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Sustainability ReportContents
Introduction

Compass Action Responsibly lead the transition

CEO’s Message

Decarbonizing gas: Building a carbon-neutral methane value chain

How We Create Value

Compass2030

 e will establish our own core technologies in methanation & hydrogen production as part of our efforts toward decarbonization of gaseous energyW
We will build a carbon-neutral methane value chain to realize deployment in future society through coordination with public-private alliances and global players

Overall Strategy
CFO’s Message
Progress of the Medium-termManagement Plan and KPIs

Our Group’s strengths: Hydrogen production expertise gained from fuel cell
development, etc., and Japan’s foremost gaseous energy supply infrastructure
Low cost, large-volume production

Transport using existing equipment

Selecting suitable methanation sites

Challenge 1: Leadership in theeffort to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem

Utilization through existing infrastructure

Challenge 3: Transformation of the
LNG value chain

Leveraging existing infrastructure

Invisible Assets

As groundwork for large-scale methanation globally, select suitable sites withfirm access to low-cost, large-volume renewable source electricity and CO 2(collaboration with a trading companies, etc.)

Information Disclosure Basedon TCFD Recommendations
Corporate Governance

Absorbed

Business Overview

CO2
Renewableenergypower

H2

Hydrogenproduction

HydrogenHydrogen is produced
by electrolyzing waterusing renewable powerCore
technology

Financial Data

Methanation

CH4

MethaneLiquefaction &transport

Methane is synthesizedfrom hydrogen and CO 2

Low-cost hydrogen production system*(water electrolysis) evelopment of the membrane that is suited for fast andDcontinuous production
 anufacturing cost will beMdramatically lowered by dramatic
improvement of production speed,
reduction of amount of materials
used, etc.

Achieve hydrogen supply cost of JPY30/m3 or lower in 2030

Core
technology

Achieve global scale carbon
recycling through social
deployment ofcarbon-neutral methane

Innovative methanation technology

Improvement of efficiency through development of innovative
methanation technology, pursuit of cost-reducing efforts

Development of practical methanation equipment
 evelopment of practical / large-scale equipment throughD
methanation pilot projects (collaboration with plant
manufacturers)

Domestic
marketLocal production and consumption model formethanation
 n-site methanation enables local recycling andOutilization of CO 2 (collaboration with customers)

Web Site

Investor Relations Website*Co-developed with SCREEN Holdings Co., Ltd.
Partnerships at each point of the supply chain
Formulation of rules and global standards for international CO 2 offsetting (Public-Private Council for
Promoting Methanation)

Investors’ Guide (Financial
Data and Industry Data)

Establish future revenue base by spreading the use of carbon-neutral methane, which
can utilize existing LNG/natural gas transportation and distribution infrastructure

Financial Results
Presentation Materials
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Sustainability ReportContents
Introduction

Compass Action Responsibly lead the transition

CEO’s Message

Decarbonizing electricity: Building a renewable energy value chain

How We Create Value

Compass2030

 e will build a renewable energy value chain leveraging our Group’s unique strengths by engaging in a full spectrum of renewable power business from development ofW
renewable power projects to operation and maintenance(O&M) and to the retailing of the generated green power
We will expand renewable power source transaction volume in Japan and global markets beyond our original vision (5 GW*

Overall Strategy
CFO’s Message

6 GW), while maintaining profitability

Progress of the Medium-termManagement Plan and KPIs

*Compass2030’s original target

Challenge 1: Leadership in theeffort to achieve Net-Zero CO2

Our Group’s strengths: Stable long-term operation of power generation infrastructure, O&M capabilities, customer baseLarge-scale renewable energy development

Challenge 2: Establishment a value
co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

Utilization of generated power

Invisible Assets

Expansion of different types of power sources
Solar, onshore wind and biomass
power
Core
technology

2030
Bottom-mounted offshore
wind power

Information Disclosure Basedon TCFD Recommendations

Market trading

Floating offshore wind power

Corporate GovernanceBusiness Overview

Floating offshore wind power technology, with potential
for early commercialization

Financial Data arly deployment of basic technologies and supply chain of Principle Power, aE
global leader in floating wind power platform whose owners include Tokyo Gas
 chieve competitive pricing by developing technologies for low-cost massA
production of floating platforms

Photo courtesy of Principle
Power. Artist : DOCK50

Include generated green power
into power procurement portfolio(power & environmental value)

Steadily expand solar, onshore wind, biomass, offshore (bottom-mounted) power sources
Achieve early deployment in society by focusing on development of floating offshore wind power
Sales to customers(create diverse rate plans)

Development-to-operation revenue model
Development & construction

Ownership

Management (O&M)
Tokyo Gas

Engineering and O&M by Tokyo Gas Engineering Solutions
Engage as a Group in all stages to stand out from the pack and improve profitability

TG Octopus
EnergyRevenue sources spanning from power generation to sales

Web Site

Investor Relations Website

Develop decentralized renewables
 everage experience in behind-the-meter business to spread solar power among residential, commercial, and industrialLcustomers nationwide

Utilize generated power

Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials

Utilization of generated power by customers
Offer our own power purchasing service

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Introduction
Challenge

2 Value co-creation via digital & face-to-face engagement

Compass Action

Digital & face-to-facesolutions

In order to meet the diverse needs of society, communities and customers in the context ofthe trend of emphasizing ESG and SDGs, and the coexisting needs of digital and face-toface preferences, the Tokyo Gas Group will “accelerate value co-creation via digitalization
and reinforced face-to-face engagement,” taking advantage of the Group’s strong bonds
with customers and communities and of its large customer base.
In addition to selling gas and electricity, we intend to evolve into a corporate groupthat solves customer business and lifestyle challenges and provides valuable energy andservices nationwide and globally.

CEO’s Message
How We Create Value

Compass2030
Overall Strategy
CFO’s Message
Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2Digital transformation & strengthening of last-mile services (B2C)

Challenge 2: Establishment avalue co-creation ecosystem
Challenge 3: Transformation of the
LNG value chain

We will expand areas of value provision to customers by leveraging digital marketing and enhance lineup of last-mile services

Invisible Assets

Our Group’s strengths: Digital expertise of Octopus Energy, last-mile solution capabilities, channel networks of LIFEVAL, etc.
Digital transformation of B2C marketing

Expansion of B2C last-mile services

Launch of Octopus Energy services (Nov. 2021)

the UK’s highly competitive electric power market

management, solution proposal)Broadenrange of rate plan choices, including renewable-based, time-based,
market price-linked, commercial (low-voltage power), and other plans*Customer relationship management

Financial Data

Sophisticated operations (call taking, troubleshooting, inventory

Diverse electricity rate plans cceleration of marketing cycle and expansion of satisfied customer baseAby offering one-to-one services tailored to customer lifestyles and values

Business Overview

Expand services supported bystrengths in last-mile service*The company acquired over 3 million customers in just 6 years in

Digital marketing, CRM*

Corporate GovernanceFull entry into plumbing repairs& housecleaning business

Founded energy retailing joint venture (TG Octopus Energy) as a new brand,under a strategic partnership with Octopus Energy,* a fast-growing
company in the UK’s energy market

 igital communication focused on customer engagement, active social
D
listening and customer support leveraging social media

Information Disclosure Basedon TCFD Recommendations

Full tap into advantages ofdigital & face-to-faceengagement toincrease no. ofenergy service
accounts

Providing value through combinations of services
Stress-free
Housework support
Monitoring

Home equipment
 pecial support for gas equipment
SPlumbing & air conditioning repairs“Zuttomo Solar,” “Anshin W
Denchi”(solar power + storage
batteries) etc.

Housecleaning
Residential monitoring service
Vacant home management service
Elderly care support, etc.

Reliable

Web Site

Investor Relations Website

Nationwide deployment
P hased expansion of sales areas, with nationwide deployment by first half of FY2022

Increasing customer satisfaction and creating shared value byoffering personalized energy services

Nationwide deployment

Investors’ Guide (Financial
Data and Industry Data)Phased expansion of sales areas through alliances, etc., with eye on nationwide deployment

Financial Results
Presentation Materials

Contributing to specific lifestyle needs and social
challenges quickly, conveniently, reliably and affordably

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Introduction

Compass Action Value co-creation via digital & face-to-face engagement

CEO’s Message

Digital & face-to-face solutions (B2B)

How We Create Value

Compass2030

We will nationwide & globally provide packaged solutions that enhance customer convenience, community growth and shift to low-carbon and decarbonization

Overall Strategy
CFO’s Message

Our Group’s strengths: Remote monitoring & control technologies that use AI, etc., ability and experience in providing solutions, from proposal to
implementation & facility management
Enhancing convenience with B2B digital solutions

Strengthening total packaged solutions in B2B face-to-face services

Using AI, remote control, etc. to help conserve energy, lower CO2 emissions,and save labor

Offering one-to-one solutions from the customer’s perspective

Joy series

R eduction of energy usage and CO 2 emissions
through automated control of operations hard to
perform manually entral monitoring of customer utility equipment atCfactories, etc.
 esponding to needs for labor-saving throughR
combination with energy services

Challenge 1: Leadership in the effort
to achieve Net-Zero CO2

Challenge 2: Establishment avalue co-creation ecosystem
Challenge 3: Transformation of the
LNG value chainInstallation of solar generators without need forcustomers to make initial investment

 I-driven forecasting of electricity & heat demand atA
offices & factories

HelionetAdvance

Progress of the Medium-termManagement Plan and KPIs

Evolve into solutions
provider that tackles
customers’ specificneeds and community
challenges

SolarAdvance

Invisible Assets

 rovision of total solution including operation &P
maintenance (promotion of local production/local
consumption and self-production/self-consumption ofrenewable energy)

Engineering

 ationwide and global deployment of top-levelNengineering services (design & construction tooperations & maintenance)

Environmental
consultation

 ll-in-one support spanning from CO 2 emissions
Avolume analysis, planning, disclosure to solution
implementation

Information Disclosure Basedon TCFD Recommendations
Corporate GovernanceBusiness Overview
Financial Data

Nationwide & global
deployment
Virtual power plants(VPP)

Utilize customers’ electricity surplus
Provide customers with new revenue opportunities

Advanced smart energy networks
Traditional
smart energyContributeto urban development by conserving
energy, lowering CO2 emissions, and strengthening
resilience through combination of heat, electricity &renewables

Provider of solutions to community challengesJapan olutions to community challenges such as transitionS
to low-carbon/decarbonization and resilienceenhancement through coordination with local
government & businesses (formation ofcomprehensive partnership agreements)

Global upport for urban development via district heating &S
cooling projects and power distribution projects

Expand range of services
Net Zero CO2 (CNL, renewables)

Advanced smart
energy rovision of BCPaaS* (earthquake proofing + disasterP
mitigation services)

Web Site

Investor Relations Website

Services that improve office and lifestyle comfort

Investors’ Guide (Financial
Data and Industry Data)*BCP services optimized for each customer’s needs
Packaged offering of optimal solutions to customers for
decarbonization, factory labor-saving, etc.

Financial Results
Presentation Materials

Contribution to appealing urban development, improvement ofenvironmental sustainability, and other solutions for community challenges

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Challenge

3 Transformation of the LNG value chain

Compass Action

Improvement of eachbusiness’s earning power
and resilience to change

For realizing our vision, the Tokyo Gas Group will change its
business structure and business base with the determination
to reinvent itself, and will transform itself so as to possess
corporate culture within which each business enhances its
earnings power in the market.
In order to turn the progress of energy liberalization andthe increase in market volatility into business opportunities, wewill transform our business structure from earning at the endof the LNG value chain into a business structure that positions
each function of the value chain as a business, to be engaged
with customers and market, and enhance its earning power.

Introduction

Group human resources reforms
Cost structure reforms & DX

CEO’s Message

Transitioning to a holdings-type groupstructure

How We Create Value

Compass2030

Targeted investment in CFO’s message
growth areas

P.22

Financial strategy
CFO’s message
supporting investment

P.22

Overall Strategy
CFO’s Message
Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2
Challenge 2: Establishment a value
co-creation ecosystem

Challenge 3: Transformation of
the LNG value chain

Group human resources reforms

Invisible AssetsIn conjunction with the shift to a holdings group type structure, we will transform human resources system to one that encourages challenge and diversity, so as to strengthen ourinternal companies and business subsidiaries
Organization strategy

Grow by taking on challenges

HR reform policy

Empower internal companies & businesssubsidiaries to strengthen their own
businesses

Business Overview
Financial Data ire and cultivate diverse professionally minded talent across all career stages; promote rehiring
HDevelop company-specific rules that support a comfortable working environment, whether in office or home

Encourage taking on challenges and enhance abilities to achieve goals

Internal companies & businesssubsidiaries autonomously run their
HR systems to strengthen theirbusinesses

Transform systems and behavior
to develop a culture of challenge
and diversity

Corporate Governance

Leverage diversity as a strength

Company-specific hiring standards & personnel rules

Shift to an HR system that facilitates
professionals who create & provide
diverse value

People strategy

Information Disclosure Basedon TCFD Recommendations

 ire diverse talent (young, mid-career, etc.) for each post, etc.
H
Keep in same post from project launch to finish
Create opportunities to take on challenges andexperience fulfillment from work

Foster professionals in each business
Leverage diverse career experiences and abilities

Cost structure reforms & DX
Strengthen competitiveness by implementing effective cost structure reforms, business process re-engineering (BPR), DX and other approaches
Expand BPR initiatives across the Group to achieve large-scale reduction in workload
Carry out group-wide DX talent training and advance digitalization-driven reforms in domains from service development to internal operations
Indirect costs
Cut indirect costs by reassigning staff to growth areas
 educe rent by using free-address office environments andR
reducing floor space se data analysis to achieve effective and efficient fuelUmanagement of company vehicles

DX
Streamline
meter reading and related processes by
installing smart meters treamline field operations with process/work informationSsharing tools

Web Site

Service-related
Investor Relations Website
Investors’ Guide (Financial
Data and Industry Data)

Expand range of online procedures for greater convenience
Redesign services for greater eco-friendliness and digitalization

Financial Results
Presentation Materials

Reduce paper use in work processes

Use drones and robots to automate inspection

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Introduction

Compass Action Improve each business’s earning power and resilience to change

CEO’s Message

Transitioning to a holdings type group structure

How We Create Value

Compass2030

We will transition to a group structure where internal companies (quasi branch companies) and business subsidiaries will stand on their own feet and independently grow as
they engage with their markets and customers

Overall Strategy
CFO’s Message

T he internal companies and business subsidiaries will be given greater discretion in order to realize agile decision-making, and we will pursue group synergy throughcollaboration within the Group

Progress of the Medium-termManagement Plan and KPIs
Challenge 1: Leadership in the effort
to achieve Net-Zero CO2

Gaseous energy expansion business

Challenge 2: Establishment a value
co-creation ecosystem

Expand use of natural gas

Challenge 3: Transformation of
the LNG value chain

Ensure safety & stable supply

Asset optimization & trading business
Engage in diverse energy trading madeeffective by asset flexibility and demand base

Be a leader in the spread of decarbonizedgaseous energy use

Tokyo Gas Network

Solutions business (B2C & B2B)

 xpand decarbonization products (CNL,E
renewable energy & environmental consulting)

Energy Trading Company

Customer & Business Solutions Company

Group
HQ

Solutions business (B2B)

Broaden urban development business by
diversifying assets and expanding overseas

Provide corporate customers with energy
solutions and engineering

Tokyo Gas Real Estate

Global business nhance value of business through taking
Eleadership role in each business and replacing
asset for effective capital use

Corporate GovernanceBusiness Overview
Financial Data

Group synergy

Real estate business

Expand environmentally minded (ESGfocused) development

Information Disclosure Basedon TCFD Recommendations

Propose & sell gas, electricity & solutions,develop new solutions

Enhance domestic renewable energy source
portfolio, achieve zero emissions in our
LNG-fired power plant operations

Internal companies & business subsidiaries
stand on their own feet

Invisible Assets

Provide customers in Japan and in global
markets with on-site low-carbon anddecarbonization solutions

Web SiteTokyo Gas Engineering Solutions (TGES)

Investor Relations Website

Expand overseas renewable energy & NetZero CO2 businesses** Hydrogen, afforestation, CCS, renewable gas, etc.

Investors’ Guide (Financial
Data and Industry Data)
Financial Results
Presentation Materials

Global Business Company

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Sustainability Report