tokyo gas csr report 2014（2013.4～2014.3） contents

CSR Report top page

Top Commitment

CSR at Tokyo Gas　CSR Concept of Tokyo Gas 　　Challenge 2020 Vision and CSR　　CSR Promotion System and Its Implementation　Corporate Information　　Company Profile / Financial Data

Special Topic　Special Topic１: Initiatives with an Eye to Tomorrow　　Supplying Energy to the Tokyo Metropolitan AreaSpecial Topic 2: Strengthening Safety and Disaster Preparedness 　　Toward Greater Safety and Security　　Earthquake and Disaster Measures

CSR from the Perspective of the LNG Value Chain　The LNG Value Chain of the Tokyo Gas Group

Environmental Report　Basic Policy　Energy and Climate Change　Environmental Management

Environmental Protection Guidelines and FY2013 Results　　Measures Taken against Environmental Risks 　　Measures Taken for Soil Remediation　　Management of Chemical Substances　　Activities to Protect Biodiversity

Continual Improvement of the Environmental Management System

　Environmental Data 　　Business Activities and Material Balance　　Environmental Performance Data (1)　　Environmental Performance Data (2)　　Environmental Accounting

Social Report　Efforts to Ensure Gas Safety 　　Earthquake and Disaster Measures　　Efforts Being Made 24 Hours a Day, 365 Days a Year　　For the Safety of Our Customers　Efforts to Enhance Customer Satisfaction　　Customer-oriented Structure and ActivitiesSocial Action Programs through Our Main Line of Business

　　Social Action Programs　　Together with the International Community　　Supporting Volunteer Activities of Our Employees　Respect for Human Rights 　　Basic Stance on Human Rights

Building a Workplace that Respects Human Rights: Creating a Vibrant Workplace

　For Our Employees Human Resources Policies and the Employment SituationStructure of Our Personnel Management System and Appraisal

　　Personnel Development and Career Development　　Efforts Toward Diversity　　Creating a Comfortable Work Environment　　Efforts Toward Occupational Safety and Health　For Our Shareholders & Investors　　Basic IR Policy　For Our Business Partners　　Resource Procurement Management

Governance Report 　Corporate Governance　Internal Control　Management Structure　Audit Structure　Risk Management　Thorough Implementation of Compliance　Information Security Management　Intellectual Property Activities

Stakeholder Communication 　Stakeholder Dialogue　SRI/CSR Rating　Important Notice

Editorial Policy

GRI Guidelines and ISO Standards

Tokyo Gas CSR Report 2014（2013.4～2014.3） Contents

Basic Policy

Energy and Climate Change

Environmental Management

Environmental Data

Efforts to Ensure Gas Safety

Efforts to Enhance CustomerSatisfaction

Social Action Programs throughOur Main Line of Business

Respect for Human Rights

For Our Employees

For Our Shareholders &Investors

For Our Business Partners

Corporate Governance

Internal Control

Management Structure

Audit Structure

Risk Management

Thorough Implementation ofCompliance

Information SecurityManagement

Intellectual Property Activities

Stakeholder Dialogue

SRI/CSR Rating

Important Notice

Site Map

GRI Guidelines andISO Standards

Editorial Policy

Questions & Comments

Tokyo Gas CSR Report(Japanese)

TOKYO GAS Site TOP Contact Us Japanese

Outline of the Report

Period Primarily for FY2013 (April 1, 2013 to March 31, 2014), with some

information pertaining to a different fiscal year.

Scope Tokyo Gas on a nonconsolidated basis and its subsidiaries and affiliates.

Tokyo Gas Lifeval and partner companies are also included in some

sections.

Publication Period November 2014 (previously: September 2013; upcoming: scheduled forNovember 2015)

Referential Guidelines GRI "Sustainability Reporting Guidelines v3.1"

Japanese Standards Association "ISO 26000: 2010"

Ministry of the Environment "Environmental Reporting Guidelines (fiscal

year 2012 version)"

The environmental performance indicators and environmental accounting indicators provided in this report

have been edited based on data included in Tokyo Gas Environmental Report 2014 (print and web

versions), which are subject to independent verification by KPMG AZSA Sustainability Co., Ltd. (KPMG

Japan member), a third party assurance provider, as a way of enhancing the credibility of the data.

Reference

Membership in Associations and/or Advocacy Organizations

Tsuyoshi Okamoto, Director, Chairman of the Board of Tokyo Gas, serves as vice chairman of the Japan

Gas Association.

History of Issued Reports

From FY1994 Issued the "Environmental Report"

From FY2005 Expanded to include CSR in the scope of the report, and issued as the "Tokyo

Gas CSR Report" (website and pamphlet)

From FY2009 Scope of the report was expanded to include subsidiaries and affiliates (issued

only through the website)

IntroductionIn April 2014, I assumed the role of president of Tokyo Gas Co., Ltd. The Company is currently facing a

major turning point, and I am completely aware of the heavy responsibility this places on me as president.

Nevertheless, I will work to my fullest to guide Tokyo Gas to success.

The full deregulation of the electricity retail market is scheduled for 2016, and further gas system reform is

expected. In this manner, the times are changing at a more rapid pace than could have been imagined.

Tokyo Gas views such changes as prime opportunities, and the Company will take advantage of these

opportunities with resolute determination.

Realizing the "Challenge 2020 Vision"In November 2011, the Tokyo Gas Group announced "The Tokyo Gas Group's Vision for Energy and the

Future ~Challenge 2020 Vision~," referred to as the "Challenge 2020 Vision." The Vision was developed in

consideration of major trends expected after the Great East Japan Earthquake. It sets forth the direction

that the Tokyo Gas Group should take toward 2020 and charts the path to the envisioned goal.

The Tokyo Gas Group's business depends on its LNG value chain, which starts from LNG procurement

and transportation, then extends to the production and supply of city gas, and further to the provision of

energy solutions tailored to the varied specific needs of customers. Our "Challenge 2020 Vision" seeks to

enhance the value chain and thereby increase the added value we can offer to our customers and society

at large.

Fulfilling the Vision constitutes a great step forward to evolve the Tokyo Gas Group into a truly

comprehensive and global energy company. We will pour our energies into not only our mainstay gas

business but also into the power generation, engineering, and energy services businesses to develop them

into our second and third pillars. These efforts will extend beyond the Tokyo metropolitan area to all parts

of Japan and even overseas.

Progress of the "Challenge 2020 Vision"With respect to raw material procurement, the Cove Point LNG Project in the U.S. received approval from

the U.S. Department of Energy (DOE) for LNG export to nonFree Trade Agreement (FTA) countries in

September 2013. For Tokyo Gas, this was an important first stride toward the longterm import of LNG at

Henry Hub prices, which are linked to the U.S. natural gas market. In February 2014, Sumitomo

Corporation and Tokyo Gas established a joint venture, ST Cove Point LLC, in preparation for starting

import in 2017.

In the area of infrastructure building, construction is underway for the Hitachi LNG Terminal (our fourth LNG

terminal) and the IbarakiTochigi Line. Investigations are continuing on the HitachiKashima Line

(provisional name), which will run through the Kashima Waterfront Industrial Zone.

To expand the power generation business, construction of Ohgishima Power Station Unit 3 is also making

steady progress with commissioning slated for fiscal 2015.

These developments show that the Tokyo Gas Group is steadily working toward enhancing its LNG value

chain. Since the government has been gradually unveiling its schedule for electricity and gas system

reforms over the past year, we will speed up our activities while coordinating our efforts under individual

strategies.

Consolidating the Foundation to Increase the Brand Value of "Safety, Security, andReliability"As the energy industry is heading into turbulent and uncertain times, the Tokyo Gas Group must take on

new challenges one after another with an underlying emphasis on safety. We believe that without safety as

the foundation, we cannot take any steps forward.

Nevertheless, we have to admit that a serious incident involving improper gas leakage repair was

discovered in October 2013. I sincerely apologize for any concern and inconvenience this may have

caused to our customers. Taking the incident seriously, we have designated fiscal 2014 as the Year for

Strengthening Safety. The entire Group is giving top priority to safety and is striving to enhance and

improve safety. We will deepen our traditional customeroriented and fielddriven principles and ensure that

every employee fulfills his or her responsibility and role. Through the continuation of such down-to-earth

efforts, we will strengthen the brand value of "Safety, Security, and Reliability".

Improving Structure and Deepening CommunicationCompetition is expected to intensify, creating a situation where corporations are directly vying with each

other for customers on a group level. If the Tokyo Gas Group wants to remain the choice of customers, it

must unite to enhance its comprehensive capabilities. To this end, we will adapt the Group's structure to

the new era by transforming the employees' awareness and the group's structure/organization. We will

ensure that the new structure will work effectively by deepening communication in various aspects,

including daytoday information sharing.

Promoting CSR ManagementThe Tokyo Gas Group promotes CSR management, the concept of fulfilling both corporate social

responsibilities (CSR) and public mission by conducting daily business operations. CSR management is

our way of becoming a trusted partner of customers and a trusted member of society, to continue to grow,

and to play an active role in the sustainable growth of society. Based on this concept, we focus on

strengthening corporate governance and compliance as well as making groupwide efforts through the

three key activities designed for CSR (Enhancing energy security, Contributions to the environment, and

Contributions to regional society). In fiscal 2013 our committee to promote CSR adopted CSR indicators

suitable for the spectrum of each of the three key activities. These CSR indicators will be used to drive the

PDCA cycle continuously.

Since its foundation, the Tokyo Gas Group has placed top priority on maintaining relationships of trust with

its customers in running the business, and we will maintain this attitude. To fulfill our social responsibilities,

we will engage in fair and transparent operations in harmony with local communities, while seeking closer

communication with customers and society.

Tokyo Gas believes that the foundation of CSR lies in fulfilling our social responsibilities and achieving our

public mission by conducting daily business operations that accomplish our Management Philosophy. We

make earnest efforts on issues such as corporate governance, risk management, and compliance, and

contribute toward a sustainable growth of society by enhancing the LNG value chain as stated in our

"Challenge 2020 Vision." These basic concepts of CSR management are shared not only within Tokyo Gas

itself, but also with each and every employee of the entire Tokyo Gas Group, thus serving at a high level

our social responsibilities as a company involved in the public utility business.

As a leading energy company with focus on its natural gas businesses, the Tokyo Gas Group shall actively

contribute to create a pleasant lifestyle and environmentally friendly society, maintain and enhance its trust

from our customers, shareholders, and society.

1. We will continue to grow while maintaining awareness of our company's public mission and social

responsibilities.

2. We will provide quality products and services, and always endeavor to improve customer satisfaction.

3. We will hold ourselves to high ethical standards, and fairly and transparently conduct corporate

activities while observing both the letter and the spirit of related laws and ordinances.

4. We will contribute to alleviating global environmental problems as a leader in environmental

management.

5. We will remain keenly aware of our obligations to be a good corporate citizen and work towards the

betterment of society by contributing to community activities.

6. We will pursue continual innovation to promote a cost effective business approach that is both flexible

and resilient.

7. We will aspire to build organizations that are based upon the full exercise of, and respect for the talents,

desires, and creativity of each and every employee.

For details on the "Challenge 2020 Vision," please see the material published on November 15, 2011.

<Link>Challenge 2020 Vision

Key CSR Activities

In January 2012, Tokyo Gas established three key CSR activities in response to the expectations of our

stakeholders based on our "Challenge 2020 Vision," and in response to ISO26000 requirements and

issues that need to be addressed by the global community. Going forward, the group will come together as

one to work on the key activities that have been raised to address social issues, increase our

communication and dialogue with our stakeholders, and enhance the awareness of each and every

employee while also creating a sense of unity among them.

CSR Promotion System

Tokyo Gas created a CSR promotion system by establishing a CSR Promotion Committee in October 2004

with the Director in charge of CSR serving as Chairman, and establishing a CSR Section within the

Corporate Communications Department in December of the same year. (The functions of the CSR

Promotion Committee were transferred to the Corporate Communications Promotion Committee in fiscal

2011.)

The Committee is composed of a total of 16 general managers from the divisional planning departments

and other associated general managers, for the purpose of promoting CSR management. The committee

deliberates on key issues regarding CSR within the group, including reviewing key CSR activities based on

the "Challenge 2020 Vision," as well as sharing information and discussing our efforts on major issues

relating to ISO26000, among others.

The CSR Section, which functions as the Secretariat, serves the role of working within the company

through the Committee to answer social expectations that have been garnered from hearings and public

relations activities, such as through stakeholder dialogues and the disclosure of our CSR Report. The CSR

Section also plans and implements training programs to increase awareness and promote actions based

on CSR, as well as provides examples of key CSR activities. Through such efforts, the Section provides

assistance regarding increasing the understanding of the "Challenge 2020 Vision," and makes efforts so

that all employees share the same understanding of the direction in which the Tokyo Gas Group is headed.

Company Profile (as of March 31, 2014)

Company name Tokyo Gas Co., Ltd.

Head office location 1520 Kaigan, Minatoku, Tokyo 1058527, Japan

Established October 1, 1885

Capital 141.8 billion yen

Main business areas Production, supply, and sale of city gas; supply and sale of gas appliances and

related installation work; construction work relating to supply of city gas; energy

services; supply of electricity

Executive officers Please view the list of executives in <Information for Shareholders and Investors>

Number of employees 17,076 people (Nonconsolidated 8,002)

Service area Main city of Tokyo, and Kanagawa, Saitama, Chiba, Ibaraki, Tochigi, and Gunma

prefectures

Subsidiaries and

affiliates

Please view a list of subsidiaries and affiliates in <Corporate Information>

Number of Customers

Gas Sales Volume

Gas Sales Volume by Usage (Consolidated)

Financial Data (as of March 31, 2014)

Sales

(FY2013)

Operating Income

Net Income for the Term

Sales Composition by Segments (Consolidated)Note: Includes intragroup transactions

Return on Equity (ROE)

Return on Assets (ROA)

<Link>Financial Highlights

Earthsheltered LNG tank at the Ohgishima LNG Terminal General view of Ohgishima Power Station

With Japan's energy environment undergoing major changes, such as

the full liberalization of the electricity retail market expected in 2016, it is

essential for Tokyo Gas to provide energy even more tailored to the

needs of customers. Toward this goal, we are considering a strategy to

propose optimal solutions to customers by fully combining gas and

electricity supply. For business and industrial customers, we will

enhance energy services that offer menus that bring together gas,

electricity and even thermal energy to suit their varied needs. For

residential customers, we will start to sell electricity. This kind of strategy

requires us to secure stable and competitive power sources. Under the

Challenge 2020 Vision, which sets the goal of increasing our domestic

power generation business to the range of 3,0005,000 MW, we have

been working on various projects. For example, we are constructing

natural gasfired thermal power stations that take advantage of our LNG

Value Chain and are seeking to secure renewable energy by launching a

wind power business. Tokyo Gas will move beyond the conventional gas

business and enhance the gas and electricity business model to meet

the needs of society.

Toshiyasu Ishii Executive Officer, General Manager of TotalEnergy Business Department

In addition to supplying city gas, Tokyo Gas is actively engaged in power generation from natural

gas, taking advantage of its LNG Value Chain. Efforts are underway to stably supply gas and

electricity to the Tokyo metropolitan area to meet increasing demand for natural gas and to

contribute to easing the tight electricity supplydemand balance.

Enhancing the Gas and Electricity Business Model to Meet Social Needs

Expanding Energy Supply Stations in the Tokyo Metropolitan Area

Ohgishima LNG Terminal's LNG Storage Capacity Increased from 600,000 to 850,000 kl

The Ohgishima LNG Terminal is the third LNG terminal built by Tokyo Gas after those in Negishi and

Sodegaura. It is a latest advanced terminal, accounting for about 30% of the city gas supplied by Tokyo

Gas. Since being commissioned in 1998, the Ohgishima LNG Terminal has increased its capacity to meet

the growing demand for natural gas; its fourth tank the world's largest inground LNG tank was

completed in October 2013 to provide an additional capacity of 250,000 kl. This has expanded the

Terminal's LNG storage capacity from 600,000 to 850,000 kl, enhancing the stability of energy supply to the

Tokyo metropolitan area.

The Ohgishima LNG Terminal supplies fuel gas to two nearby natural gasfired thermal power stations

partially owned by Tokyo Gas: the Ohgishima Power Station and the Kawasaki Natural Gas Power Station.

Tokyo Gas plans to enhance its infrastructure base in line with the increase in demand to ensure that these

facilities continue to serve as supply bases supporting energy stability in the Tokyo metropolitan area.

Since joining Tokyo Gas, I have been involved in the project to construct

the Unit 4 tank with responsibilities ranging from managing design to

safety, quality and scheduling at the construction site. The Unit 4 tank is

the world's largest inground tank. The entire project team has worked

together on the project with a firm resolution to fully leverage the

knowledge accumulated by Tokyo Gas and support the stable supply of

LNG. As a result, we have successfully and safely completed construction

ahead of schedule and at low cost. I hope to use the expertise and

experience I have gained through the project for future activities, such as

expanding the infrastructure base.

Taisuke WatabeMachinery Group, Operation Department, Ohgishima LNG Terminal

Construction of the 3rd unit underway at OhgishimaPower Station

Gas turbine combined cycle power generation enablingsophisticated energy saving ability and a 400MW output,roughly the amount of power annually used by 800,000households

Boosting the Power Generation Business by Leveraging Our LNG Value Chain

Increasing Ohgishima Power Station's Generation Capacity from 800 to 1,200 MW

The Tokyo Gas Group is expanding its power generation business by taking advantage of the LNG Value

Chain built through its gas operations, including LNG procurement capabilities and existing infrastructure

(e.g., LNG terminals and pipelines). Moreover, the effective operation of stateoftheart, highly efficient

natural gasfired thermal power stations allows us to supply ecofriendly yet competitive electricity. Today,

our total generation capacity amounts to approximately 2,000 MW (including facilities owned by other

companies).

The construction of Unit 3 of Ohgishima Power Station, which is key to our efforts to fulfill Challenge 2020

Vision, is making steady progress with commissioning slated for fiscal 2015. Once Unit 3 starts operation,

the supply capacity of Ohgishima Power Station will increase from about 800 to 1,200 MW, bringing our

total generation capacity to 2,400 MW. This will strengthen the Tokyo Gas Group's capacity as an energy

supplier to the Tokyo metropolitan area, enabling us to more stably and competitively provide electricity to

our customers.

The Group's Major Natural GasFired Thermal Power Stations

Tokyo Gas has been committed to improving safety in its operations in order to ensure customer

safety and security and to continuously meet customers' expectations into the future.

Therefore it is regrettable that an incident of improper gas leakage repair was discovered in

October 2013. We view it as serious enough to possibly shake the foundation of our gas business-

ensured safety.

Reflecting on this incident, Tokyo Gas has designated fiscal 2014 as the Year for Strengthening

Safety. With every employee resolved to make every possible effort to ensure safety, we are

tackling challenges to strengthen safety under the initiative of four safetyrelated divisions.

Through these initiatives, Tokyo Gas will enhance its commitment to higher safety levels and work

harder to deliver Safety, Security, and Reliability to our customers.

Initiatives in theYear for Strengthening Safety

Discussion by the Safety Enhancement and Review Division

In the wake of the incident of improper gas leakage repair discovered in October 2013, Tokyo Gas

established the Safety Enhancement and Review Division in December. Through this framework, four

safetyrelated divisions (Pipeline Network Division, Regional Development Marketing Division, Residential

Sales and Service Division, and Energy Production Division) conducted independent and intense

discussions to comprehensively review safetyrelated activities and identify issues that need to be

addressed.

As a result, they have concluded that outsourcing practices for safetyrelated tasks and the policy for local

safety activities are the key issues and decided to investigate them further. These discussions are also

expected to help the entire Group to improve its corporate and organizational culture.

Strengthening Safety

Now that fiscal 2014 has been designated as the Year for Strengthening Safety to implement safety

promotion measures, the Tokyo Gas Group's four safetyrelated divisions are implementing various

initiatives suited to their respective safety characteristics, such as a review of actions constituting

operations, the establishment of standards and manuals, and the improvement of safety systems. These

safety activities have also prompted us to improve our corporate/organizational culture. The Group is taking

an integrated approach to review how individuals manage their actions and tasks in the context of field

activities, staff efforts, and interdepartmental and interproject coordination.

Hideaki AraiChief Executive

Aiming for an Even More DisasterResistant and SaferGas Supply

The Division's safetyrelated operations are diverse, ranging from

pipeline maintenance and management to preparedness for

earthquakes and other disasters. I think the primary cause of

incidents lies in the disparity in awareness between Tokyo Gas and

our customers, in the perception of roles and responsibilities

between Tokyo Gas and its outsourcing partners, and in differences

of views between management and the field staff.

Our efforts are focused on four key initiatives: (1) taking measures to

prevent the recurrence of improper gas leakage repair; (2) assisting

local branch offices to conduct regional emergency maintenance

and preparing for earthquakes and other disasters; (3) resolving our

inherent issues, such as house pipes and emergency maintenance

activities; and (4) reshaping the way we work with outsourcing

partners. Viewing fiscal 2014 as the year of transformation, the

Division will swiftly and effectively implement measures to

strengthen safety in pursuit of a gas supply system that is safer and

more resistant to disasters.

Background of the Year for Strengthening Safety

Our Efforts to Strengthen Safety

Satoru YasuokaChief Executive

Creating a SelfTransforming Organization inCooperation with the Head Office Area

At our Division's local branch offices and affiliated city gas

companies, a single employee is often responsible for wide-ranging

tasks, from the operation of satellite terminals to the management of

gas equipment safety. Yet the number of our facilities is limited,

providing few opportunities to experience nonstandard procedures.

Being aware of the need to enhance the expertise of its staff, the

Division is developing human resources for safety operations.

We have set up the following key initiatives: (1) improving the quality

of safety operations, such as accepting emergency maintenance

requests, issuing associated directions, and responding to

earthquakes and other emergencies, through organizational

approaches (e.g., close cooperation with highly specialized staff at

head office); and (2) preventing the recurrence of safety incidents.

The Division has recently developed its 10 Safety Principles. With

these principles in mind, we will go back to the basics of safety and

make efforts to provide peace of mind for gas users through

effective use and improvement of systems to ensure that our work is

performed in accordance with the basic rules.

Matsuhiko HatabaChief Executive

Establishing a More Realistic and Effective SystemWhile Putting Customers and Safety First

The Division is responsible for ensuring the safety of facilities within

customer premises. We make constant efforts to promote our

customers' understanding of the need for maintenance and have

built a collaborative support structure through shared objectives with

Tokyo Gas LIFEVAL and contractors undertaking safety-related

operations.

In fiscal 2014, the Division set up a Safety Enhancement Committee.

The Committee is expected to (1) strengthen our system to support

contractors and other outsourcing partners during the nighttime and

holidays and in the event of emergency work and (2) review our

standards and manuals. This is our attempt to eliminate ambiguities

and discrepancies between standards and actual procedures, adjust

our systems to realworld practices, and better ensure customer-

and safetyoriented actions.

Shin YamagamiChief Executive

Going Back to Basics to Foster Improvement andTransformation toward Greater Safety and Security.

Our Division handles large amounts of LNG and thus huge amounts

of energy. This requires us to always pay close attention to the

operations management and facilities management at each terminal,

as well as security control. Since we accept more than 350 LNG

carriers annually, we also recognize the importance of ensuring

safety at sea. The Division works in close cooperation with the local

Coast Guard, cargohandling subsidiaries and affiliates, and many

other concerned parties.

Our key initiatives are (1) raising awareness, including safety

consciousness and perception of responsibility; (2) educating young

employees by giving them opportunity to gain handson field

experience; (3) strengthening partnerships with outsourcing partners

with advanced expertise; and (4) reviewing our manuals and

standards. The Division will increase the overall safety level by

identifying discrepancies in standards and rules between the

terminals and sharing best practices.

Group Safety Organization (FY 2014)

Our Challenge 2020 Vision sets forth the goal of creating a gas supply system that is safer and

more resistant to disasters. Tokyo Gas constantly strives to ensure the safe supply of city gas by

preparing for large earthquakes based on three pillars: preventive measures, emergency response

measures, and restoration measures.

How We Protect Customers

Imported LNG is stored in LNG tanks that have no risk of

leaking even in the event of a major earthquake.

Designed to connect terminals with district governors,

high/medium-pressure pipelines are composed of welded

steel pipes, which have excellent strength and flexibility

and can withstand large ground movements.

A gas holder stores smaller amounts of gas to supply it according to

demand. It is constructed of numerous steel plates joined together to

form a robust structure.

Low-pressure pipelines account for about 90% of the total

length of our gas pipelines and consist of polyethylene

pipes, which are elastic and thus less likely to rupture.

A district governor reduces the pressure of gas from medium to

low pressure before it is transferred to customers. There are

approximately 4,000 district governors across the Tokyo Gas

supply area, and they are equipped with earthquake sensors and

emergency shut-off devices.

The pipeline networks in the Tokyo metropolitan area are divided into 21 medium-pressure

blocks and 207 low-pressure blocks. Emergency measures (i.e., decisions on whether to

stop or continue supply) are taken for individual blocks according to the degree of damage.

The Supply Control Center comprehensively monitors gas production and supply in order to

properly control them around the clock, 365 days a year. In the event of an earthquake, it

gathers information through the earthquake disaster management system and remotely

stops gas supply.

Earthquake Disaster Management System

SUPREME is our earthquake disaster management system that uses earthquake

sensors installed densely (approximately one sensor per square kilometer). The system

quickly collects data from monitoring points, remotely turns off district governors, and

measures damage to pipelines.

Upon detecting an abnormal gas flow or an earthquake measuring 5 or greater on the

Japanese seismic scale, a gas meter automatically shuts off gas supply to the house or

building it is installed on.

Additional seismic evaluations are being performed in consideration of the issues identified in theGreat East Japan Earthquake. We determine the necessity of additional measures in view of tsunamiprojections and discussions on seismic design standards by the Central Disaster ManagementCouncil (Cabinet Office) and scientific societies.

Note:

Data as of May 2014Note:

Video Broadcast on TV after anEarthquake

Website

Systems are in place to collect information on districts

where gas is stopped so that the best way for restoration

can be quickly determined, and to manage restoration

work.

Customers will be notified of procedures to reset the gas meter and the gas stop/restoration

status through media such as TV and the Internet.

To ensure mutual support in the event of a major disaster, more than 200 city gas

companies across Japan are ready to cooperate for restoration through the Japan Gas

Association.

Safety Measures at Home Gas Equipment/Facilities with Advanced Safety Functions

Disaster Drills

At Tokyo Gas, all employees, including those from affiliates and cooperating partners, participate in annual

For instructions of how to reset the gas meter, see the illustration on the attached label.Note:

disaster drills. Our Supply Control Center, which plays the key role in initial response to an earthquake,

also conducts more than 100 exercises every year. We also

take part in joint drills with the national and local

governments to prepare and enable our employees to

respond appropriately to an emergency.

<Link>Social Report / Efforts to Ensure Gas Safety / Earthquake and Disaster Measures

Annual Disaster Drill in Fiscal 2014About 12,000 Group employees participated in adrill assuming an earthquake directly beneathTokyo.

Serving Society by Supplying Natural Gas

An LNG pioneer

Established in 1885, Tokyo Gas first began importing LNG to Japan in 1969.

For over 40 years, the company has worked to develop the LNG value chain and promote the use of

environmentally friendly and costeffective natural gas.

Japan's largest gas utility

Our operational base consists of metropolitan Tokyo and the Kanto region, where both demand and growth

potential for natural gas are high. We are Japan's largest gas utility, serving over 11 million customers and

supplying some 14 billion cubic meters of gas each year (approximately 12 million tons of LNG equivalent).

By promoting the use of natural gas, we aim to play an active role in solving the energy challenges of the

future.

Contributing to energy security

Gas is produced at three LNG terminals in the Tokyo Bay area and supplied via a pipeline network

measuring more than 61,000 kilometers in length. The completion of facilities including the planned Hitachi

LNG Terminal will, in combination with our existing infrastructure, further improve production stability and

our ability to supply gas.

We are committed to our mission of sustaining the safe and stable supply of energy in and around the

metropolitan region.

Supply Area and Pipeline Network

Negishi Sodegaura Ohgishima

An Operational Focus on the LNG Value Chain

At the core of the Tokyo Gas Group's business operations is the LNG value chain, which extends from

procurement of feedstock at one end to transportation, production, supply, and sale of gas to the customer

at the other.

We have supplied competitive energy safely and stably, delivering a variety of solutions to allow use of

advanced energy applications and reduce the impact on the environment.

Employing the disasterproof infrastructure and wideranging knowhow that we have developed to date,

we are expanding our gasfueled power generation and gas supply operations overseas.

LNG upstream

Extending our involvement in upstream business areas such as the development, production,

and liquefaction of natural gas, we are working to procure competitively priced, stable supplies

of LNG and expand our revenue base.

Procurement and transportation

In order to make procurement more flexible and competitive to meet gas demand, we are

diversifying our sources and transporting supplies more responsively using our own fleet of

LNG carriers.

LNG terminals

Using the LNG that we receive, we produce electricity in addition to gas to help ensure energy

security in metropolitan Tokyo. We have mutual backup systems in place to maintain stable

energy supplies even in the event of power outages, disasters, and similar events.

Pipeline transmission

We are working to expand our pipeline network to

extend our gas service to more customers. In order

to accommodate demand in other areas, we also

sell LNG delivered by road and coastal tankers.

Highpressure pipelines

Customers

We deliver a diverse range of energy solutions,

including the application of distributed energy

systems and services incorporating use of

renewables, as well as sale of gas appliances and

energy systems that help conserve energy, reduce

carbon dioxide emissions, and lower peak load.

Technology development and IT

We are developing nextgeneration technologies to

deploy fuel cells, smart energy systems,

renewables, and similarly environmentally friendly

resources.

We are also developing disasterproof IT

infrastructure and making use of IT to improve

efficiency of energy use.

Solar heat panels

Environmental policies of Tokyo Gas. Our approach and efforts toward the

realization of a low carbon society and the

prevention of climate change.

Implementation of the environmental

management system, etc., and various

environmental conservation activities that the

entire Group is involved in.

Data regarding utilization amount of energy

and resources, amount of generated waste,

investment and costs related to environmental

activities, etc.

Philosophy

The Tokyo Gas Group will promote more sustainable ways of energy use to contribute to the protection ofregional and global environments as well as to the sustainable development of society.

Policies

1. Reduce the Environmental Impact of Customers' Energy Use Tokyo Gas will actively and continuously attempt to reduce the environmental impact by promoting

the use of environmentally friendly energy (natural gas) and providing highly efficient appliances and

systems.

2. Reduce the Total Environmental Impact of Tokyo Gas's Business Operations Tokyo Gas will continuously reduce energy intensity and resources used in its business operations

through the implementation of efficient and effective environmental management to contribute to the

realization of a sustainable society. At the same time, we will reduce our business operations' overall

environmental impact by aggressively promoting "green purchasing" and the 3R Initiatives (Reduce,

Reuse, and Recycle).

3. Strengthen Environmental Partnerships with the Local and InternationalCommunities Tokyo Gas will strengthen its environmental partnerships with both the local and international

communities by engaging in a wide variety of programs such as participating in local environmental

events or technology transfer to developing countries.

4. Promotion of Environmental Related Technology R&D Programs Tokyo Gas will promote R&D programs for environmental technologies, including renewable energy,

to protect regional and global environments.

Benefits of Natural Gas

Environmentally Friendly: Not only does natural gas release fewer greenhouse gases and otherpollutants during combustion, but also it helps power many highly efficient energy and heating systems.Supply Security: Recently discovered sources of natural gas — i.e. shale gas — will help contribute tothe current supply of natural gas available for import. This will help keep prices lower and more stable.Versatile: Natural gas is a primary energy source and so can be used both as direct fuel and in thecreation of energy carriers like hydrogen and electricity

Natural Gas Grid

Japan is currently facing several energy and climate problems, and Tokyo Gas believes that the bestsolution is the greater use of natural gas as an indispensable source of energy. This makes expansion ofthe natural gas grid necessary. The current natural gas grid is the basis of a distributed energy systemwhich provides gas to residences, businesses, and industries for a diverse range of purposes. As demandfor natural gas continues to rise, we will continue expanding and upgrading this system further to service aneven greater number of customers.

Map of Natural Gas Pipeline

Installing Efficient Technology

As our Scope 3*1 emissions are much larger than our Scope 1*2 & 2*3 emissions, we focus mitigationefforts on increased efficiency at our customers' sites (avoided emissions) through the introduction of highlyefficient technologies. This includes systems such as

Combined Heat and Power generatorsENE-Farm/residential CHP generatorsRegenerative Burner Systems

Quick & easy reductionsWe encourage industrial customers not just to switch from heavy oils to natural gas, but also to install ourhighly efficient furnace, the Regenerative Burner. By simply switching to natural gas and installing efficientsystems, we can reduce CO emissions by up to 50%.

Emissions created by the use of sold products*1

Scope 1 emissions are direct emissions from energy use*2

Scope 2 emissions are indirect emissions from purchased energy*3

2

Renewable energyRenewable Energy is the cleanest energy there is, but it is difficult to store, has unreliable output(intermittency), and has low energy density. We believe, however, that there is great potential in thecombined use of renewable energy with natural gas. Used alongside renewable energy, Tokyo Gas co-generation systems provide a secure and stable level of energy. In this way, various types of energydemand can be met while still incorporating renewable energy.

Smart Energy Network

The Smart Energy Network uses efficient electricity & heating systems with IT technology to create a fullyintegrated energy management system which services a large network area encompassing a wide range ofdemands. By also utilizing bio-gas, renewable, and local energy sources (e.g. waste, woodchips, etc.), itcan help reduce carbon emissions. In total, the Smart Energy Network is a flexible, resilient,environmentally friendly, and optimally managed distributed energy network.

What are the Environmental Protection Guidelines?

As a company that plays a major role in the energy industry, we developed the Environmental ProtectionGuidelines in fiscal 2000. These guidelines provide details on environmental issues that we need toaddress, as well as specifying quantitative goals. In fiscal 2005, the scope of the guidelines was expandedto include Group companies under the following three pillars: global warming countermeasures; promotionof resource saving; and promotion of green purchasing. In fiscal 2009, three additional pillars were addedfor the realization of a low carbon, resource saving society and society co-existing with nature: promotion ofbiodiversity conservation; promotion of environmental communication; and promotion of the development ofenvironment-related technology. Furthermore, following the announcement of the "Challenge 2020 Vision"in fiscal 2011, we revised our global warming countermeasures in fiscal 2012 and made other revisions infiscal 2014. The entire Tokyo Gas Group is now making concerted efforts to achieve our goal for theenvironmental protection by the target year of fiscal 2020.

Framework for Establishing the Guidelines Index

The framework for establishing quantitative indices for the Environmental Protection Guidelines isexplained in the following section.

Guidelines for Global Warming CountermeasuresIn our city gas business, the amount of CO2 emissions at customers' sites far exceeds that fromour business operation. Thus, reducing the amount of CO2 emissions at customers' sites is theutmost importance, and our targets have been established accordingly.Regarding the CO2 emissions from our own business operation, our primary goal is to reduceenergy usage intensity of city gas production at our LNG terminals, which have the highestenergy usage. We also reduce absolute emission amount from the energy usage at our offices.Targets have also been set for reducing CO2 emission factors and heat sales intensity of powergeneration and heating and cooling business.

Guidelines for Promotion of Resource SavingThe gas industry is involved in three waste management fields: industrial waste, general waste,and excavated soil.In particular, industrial waste is managed by: efforts to achieve zero emissions target atproduction plants of Tokyo Gas Group, and by promoting the 3Rs (Reduce, Reuse, Recycle);and efforts to enhance recycling rate of industrial waste generated from locations other thanthose production plants. Under the Guidelines revised in fiscal 2014, we are stepping up such efforts by further dividingindustrial waste from locations other than production plants into that from construction sites andthat from offices and other locations.When conducting construction work of gas pipeline, roads and other surfaces must be drilled,which results in the generation of excavated soil (soil, asphalt concrete, etc.). Thus, we areinvolved in efforts to reduce, reuse, and recycle in order to reduce the amount of excavated soilgenerated.

Guidelines for Promoting Green PurchasingWe strive to reduce our overall environmental burden not only by working to improve our ownoperations to use less energy and produce less waste, but also by helping to reduce the

environmental burden in upstream activities through the promotion of green purchasing. Amongour efforts, we are indexing and controlling the green purchasing rate targeting overall purchasesfrom electronic catalogs (however, this excludes difficult to acquire eco-friendly items such astools, safety items, and physics and chemistry equipment).

Our quantitative indices for the "Guidelines for Global Warming Countermeasures," "Guidelines forPromotion of Resource Saving" and "Guidelines for Promoting Green Purchasing" are under third partyguarantee by KPMG AZSA Sustainability Co., Ltd., in the document titled "Tokyo Gas EnvironmentalActivities 2014."

Guidelines for Global Warming Countermeasures

Global warming countermeasures at customers' sites*1

We aim to reduce CO2 emissions at customers' sites by 8 million tons by fiscal 2020. This will beachieved through our Group efforts implemented since fiscal 2011 to promote the use of natural gasand to develop and disseminate gas equipment and systems that have higher efficiency and lowerenvironmental load.

[Reduction of CO2 Emissions at Customers' Sites]

[FY2013 Target and Results]

FY2013 FY2014

Target Results Target

Reduce CO2 emissions by 1,500,000 tons



When "Challenge 2020 Vision" was announced, we reexamined our guidelines on globalwarming countermeasures, and changed our base year to fiscal 2011. Our target for fiscal2013 was achieved mainly by promoting a shift in fuel to city gas for industrial use andgenerators.

Global warming countermeasures in our power supply business*2

We aim to achieve a CO2 emission factor of 0.35 kg - CO2/kWh by fiscal 2020 for our power supplybusiness.

[CO2 Emission Factor in the Power Supply Business]

Global warming countermeasures in our business activities

(1) Global warming countermeasures at LNG terminals

We aim to meet energy usage intensity target (consumption of primary energy usage per gasproduction unit) of 250 GJ/million m3 at our LNG terminals by fiscal 2020.


FY2013 FY2014


CO2 emission factor 0.36



Even with power demand remaining robust since the Great East Japan Earthquake, theGroup's high-efficiency power stations helped us achieve the target.


FY2013 FY2014


Energy usage intensity of 210GJ/million m3



The above target was achieved through the promotion of energy-efficient operation, however,energy usage intensity is expected to increase toward fiscal 2020 due to a rise in gas supplypressure to meet growing gas demand.

[Energy Usage Intensity at LNG Terminals]

(2) Global warming countermeasures in district heating and cooling centers

We aim to meet energy usage intensity target (consumption of primary energy usage per heat salesunit) of 1.19 GJ/GJ at district heating and cooling centers by fiscal 2020.

[Heat Sales Intensity for District Heating and Cooling Centers]

(3) Global warming countermeasures in Tokyo Gas offices

We aim to meet energy usage reduction target (primary energy usage) of 910,000 GJ at our offices byfiscal 2020.


FY2013 FY2014


Heat sales intensity 1.39GJ/GJ



The fiscal 2013 target was achieved as a result of equipment renewal based on our studies onoptimal systems for each district heating and cooling center.

[Energy Usage at Offices, etc.]

Promoting the widespread use of renewable energy

We are working to contribute to the realization of a low carbon society through efforts to maximize theimplementation of renewable energy. Such efforts include providing products and services that utilizerenewable energy, supplying renewable energy (including power generation businesses), andpromoting both networked use of energy and energy usage in certain aspects.

[Activities in fiscal 2013]

We are verifying the effectiveness of using renewable energy through our efforts to create a smart energynetwork, as demonstrated at the Senju Smart Energy Network and Isogo Smart House (Yokohama SmartCity Project) and are applying it to other redevelopment projects. The input and injection of biogas derivedfrom food waste into city gas is taking place as well. In fiscal 2013, we received 610,000 m3 of biogas(amounting to a CO2 reduction of about 1,500 tons).


FY2013 FY2014


Energy usage 950,000GJ



Though the results fell slightly short of the target, our energy usage was maintained at thefiscal 2012 level through continued efforts such as installation of energy-efficient equipmentand implementation of energy conservation measures.

Reduction of CO emissions from "Global warming countermeasures at customers' sites" has been calculated in thecategories of Combined Heat and Power (cogeneration, including ENE-FARM) installation, enhanced efficiency of gasequipment, fuel switching, and increased power supply from highly efficient natural gas power plants. Reduction effectsof Combined Heat and Power (cogeneration) and the increase of power generation from natural gas power plants werecalculated with a marginal emission factor (0.69-CO /kWh).

*1 2

2

The average CO emissions factor for transmitted power of all wholesale electricity, including not only business-usepower purchased from power plants of our Group, but also that of other companies and markets.

*2 2

Guidelines for Promoting Resource Saving

Promoting Resource Saving of Industrial Waste

(1) Efforts toward zero emissions at production plants*3

Original Guidelines (effective until 2013)

Production plants within our Group, will achieve zero emissions by fiscal 2015 through reduction, reuse,and recycling of industrial waste.

Revised Guidelines (since 2014)

Production plants within our Group will maintain zero emissions (final disposal rate of less than 0.1%) untilfiscal 2020 through the reduction, reuse, and recycling of industrial waste.

(2) Efforts to recycle waste at locations other than production plants


We aim to increase the recycling rate of waste, including construction waste, produced from businessactivities within our Group at sites other than production plants to 94% by fiscal 2015.

Revised Guidelines (since 2014)*4

We will maintain the recycling rate of construction waste produced from business activities by our Groupcompanies at 98% or above until fiscal 2020.We will achieve the recycling rate of construction waste produced at the sites of our Group companies to90% or above by fiscal 2020.


FY2013 FY2014


One or less underperforminglocations

Zero underperforming locations(out of 19 locations)

Final disposal rateLess than 0.1%

For fiscal 2013, we were able to reduce waste to less than 1 ton at 5 out of 24 locations. Ofthe 19 locations that produced not less than 1 ton of waste, all were able to achieve zeroemissions.

[Efforts to Recycle Waste at Sites other than Production Plants]

Promoting Resource Saving of Paper Resources

(1) Efforts to separate and recycle paper


Our Group companies are working to reduce the amount of paper waste generated, as well as promotingthe methodical separation of paper waste. With these efforts, we will maintain a recycling rate of 90% ormore through fiscal 2015 and promote further recycling of paper.


Our Group companies will work to reduce the amount of general waste produced and increase therecycling rate of general waste to 75% or above by fiscal 2020 through stricter separation of waste and thepromotion of recycling.


FY2013 FY2014


Recycling rate 93%

Recycling rate 95%

Recycling rate 98% or above for construction work

88% or above for other sites

In fiscal 2013, we achieved a recycling rate that was 2 percentage points above our target,although the amount of waste generated increased by 6,000 tons. We will continue to makefurther efforts in implementing the 3Rs.

[Paper Waste Generation and Recycling Rate]

(2) Efforts to reduce usage of copy paper


We aim to reduce the amount of copy paper used in our Group companies by 13% of the fiscal 2007results, by fiscal 2015.


We will reduce the amount of copy paper used by our Group companies by 8% of the fiscal 2012 results to132 million sheets or less by fiscal 2020.


FY2013 FY2014


Paper waste recycling rate 90%

Paper waste recycling rate 95%

General waste recycling rate 75% or above

The target of the paper waste recycling rate was achieved because of the wider efforts toseparate waste. We will continue efforts to promote recycling, thereby further enhancing ourrecycling rate of overall general waste.


FY2013 FY2014


Reduction from previous yearReduction by 2% from previous year

Reduction by 1% from previous year

We achieved our target for fiscal 2013 by successfully reducing usage of copy paper by 2%from the previous fiscal year. We will continue to make efforts toward reduction of copy paperuse through efforts such as promoting paperless meetings and visualizing usage byindividuals.

[Copy Paper Usage and Reduction Rate]*5

Promoting Resource Saving of Excavated Soil

Promoting the 3Rs for excavated soil from gas pipeline construction


We are working to reduce, reuse, and recycle (3Rs) excavated soil from roadside construction workconducted by our Group companies. These efforts resulted in a reduction in excavated soil to 16% in fiscal2010, and we will maintain this level through to fiscal 2015.


We are working to reduce, reuse, and recycle (3Rs) excavated soil arising from roadside construction workordered by our company and its subsidiaries and affiliates. Through these efforts, we will maintain theamount of excavated soil at 16% or less until fiscal 2020.


FY2013 FY2014


Reduce excavated soil to 16% or less

Reduced excavated soil to 15.5%

Reduce excavated soil to 16% or less

To reduce soil excavation during construction to bury gas pipelines, we promote the 3Rs ofexcavated soil through the shallower-laying of pipes in narrow trenches and non-open-cutconstruction methods, as well as by reburying the excavated soil and increasing the use ofimproved soil and recycled roadbed material. As a result, we achieved the fiscal 2013 targetfor the residual soil disposal rate.

[Soil Disposal Rate in Gas Pipeline Construction]*6

Guidelines for Promoting Biodiversity Conservation

Making efforts at each process, from natural gas procurement, production, distribution, andmaintenance at customer sites

Our Group companies are aware of the importance of the benefits born from biodiversity (ecosystemservice). As such, we work to understand and analyze the impacts our business activities have onbiodiversity, and work to improve our business operations, promoting activities for biodiversityconservation. Moreover, as part of our social programs, we are also involved in issues concerningbiodiversity, even in areas that do not relate to our own business activities.


The following activities were conducted at the point of procurement and production: assessing the level ofenvironmental impact on the gas fields; managing ballast water from LNG carriers; researching theecosystems of greenery areas at LNG terminals; and reducing the use of pit sand through 3R efforts madefor excavated soil in pipeline construction work. Forest preservation activities were continued at NaganoTokyo Gas Forest in Nagano Prefecture, which is being utilized for purposes of environmental education.

Production plants refers to designated energy management plants in accordance with the Energy Efficiency Act thathave been producing 1 ton of waste or more in the past three years and that wish to make efforts toward zero emissions.The Original Guidelines define the achievement of zero emissions as a state where the annual waste production is 1 tonor more, but the annual landfill disposal rate is less than 1%. The New Guidelines define zero emissions as a statewhere the annual landfill disposal amount of industrial waste from production plants divided by the annual wasteproduction is less than 0.1%. The waste production here excludes asbestos and other non-recyclable industrial waste.

*3

Our sites refer to our business locations except for production plants and construction work sites. Construction work onmain and branch supply pipelines, for which orders are placed by Tokyo Gas and received by its subsidiaries andaffiliates, produce a large amount of industrial waste, most of which is recycled. This has therefore been excluded fromthis category.

*4

Amount of copy paper sheets are calculated based on A4-sized paper.*5

Disposal rate refers to the rate of reduction when compared to excavated soil generated from traditional constructionmethods.

*6

Guidelines for Promoting Green Purchasing

(1) Contributing to the realization of a low carbon society through purchasing activities conductedin concert with our business partners

Our Group companies work in concert with our business partners toward the realization of a low carbonsociety by making efforts toward energy conservation and CO2 reduction in our purchasing activities.


When purchasing equipment to be used at the plants, we appraised the life-cycle cost and conducted acompetitive tender to select our business partner. One of the requirements for entering the bid was that theequipment would be energy efficient and have a low environmental impact. We are also continuing ourefforts to reduce transportation of construction material.

(2) Contributing to the realization of a resource saving society through purchasing activitiesconducted in concert with our business partners

Our Group companies work in concert with our business partners toward the realization of a resourcesaving society through our purchasing activities, by making efforts to promote the 3Rs (reducing wasteproduced, reusing, and recycling) for gas meters, gas pipes, paper, and other items.


For gas meters, 57% (679,000 units / 1,186,000 units for all meters) were reused, thereby reducing theamount of waste by 2,827 tons and 100% of waste gas pipes were recycled. We are also continuing ourefforts to recycle waste paper generated from our company into paper for printing and other uses in ourTokyo Gas Recycled Paper program.

(3) Green purchasing rate for purchases through electronic catalogs*7


The green purchasing rate for purchases made through electronic catalogs was established at 70% orabove for fiscal 2010. This standard will be maintained until fiscal 2015.


The green purchasing rate for purchases made through electronic catalogs will be maintained at 75% orabove until fiscal 2020.

[Green Purchasing Rate]

Guidelines for Promoting Environmental Communication

Tokyo Gas Group works together with our customers under a variety of programs to create the kind of eco-friendly and happy lifestyles that are desired for sustainable future.

(1) Realizing an environmentally friendly lifestyle by working with local communities

We work with local communities through our environmental contribution activities and provideinformation on easy ways to conserve energy, thus helping to realize an environmentally friendlylifestyle together with our customers.


Through environmental events organized with local governments as well as seminars and our website, weoffered information on our environmental activities and proposed lifestyles that help people save energywhile having fun. We also aided NPOs and other organizations through the "Tokyo Gas EnvironmentSupport Fund," proposed dietary habits that are environmentally friendly, with our "Eco-cooking" program,and contributed to community greenification through the "Tokyo Gas Tree Planting Project."


FY2013 FY2014


Green purchasing rate of 70%



Our target was achieved with a green purchasing rate of 76%. This was realized by promotingthe placement of environmentally friendly items in the electronic catalogs and by choosingenvironmentally friendly ones through our website.

Subject items consist of all items purchased through electronic catalogs, including office supplies, office furniture, officefixtures, business cards, envelopes, and printed materials (but excluding tools, safety items, laboratory instruments, etc.).Calculation was made based on the purchase amount.

*7

(2) Promoting education on energy and the environment to the next generation

We are communicating with stakeholders, including future generations, to help them learn about theimportance of energy and the environment, how it relates to each person, and how the Tokyo GasGroup contributes to environmental protection.


We provided programs for future generations to learn about energy and the environment through thefollowing activities: classrooms taught by our employees at elementary and junior high schools; trainingprograms for teachers; provision of educational websites and materials; operation of corporate museumsthat provide an opportunity to experience elements associated with the environment and energy; offeringthe "Donguri (Acorn) Project" nature program, etc.

(3) Fostering an "eco-happy" mindset in Tokyo Gas Group employees and their families, andpromoting the application of an "eco-happy" lifestyle in households and the community

We are fostering environmental consciousness among Tokyo Gas Group employees and their families,and encouraging them to work toward environmental conservation in their offices, homes andcommunities.


We made the following efforts to foster environmental consciousness among Tokyo Gas Group employeesand their families, and to encourage them to work toward environmental conservation in their homes andcommunities: environmental education programs for Tokyo Gas Group employees; symposiums; eco-driving seminars; "Environmental Program Promotion Award" to reward environmental activities carried outby the Tokyo Gas Group and our business partners; family environmental seminars for employees andtheir families; and other initiatives.

Guidelines for Promoting the Developmentof Environmental Technologies

Development of innovative environmental technologies to contribute toward the realization of a lowcarbon society

We will accelerate the development of innovative environmental technologies in the fields of fuel cells,renewable energy, and in the management of hydrogen and CO2, and will promote the expansion of asmart energy network.

[Activities for fiscal 2013]

We have promoted technological development in the fields of fuel cells, renewable energy, hydrogen andCO2 management, and the smart energy network. To make hydrogen widely available at hydrogen stationsas a promising next-generation energy source, we are developing technologies for low-cost hydrogenproduction.

Our company believes that being actively involved in both regional and global environmental issues is animportant aspect of our corporate management, and we are conducting our business activities as such. Wetake our own initiative to research and announce the environmental impact and pollution levels of ouroperation in the past, and believe that we must take swift action against any concerns that arise in order toprotect our environment. We also make efforts to identify potential environmental risks and take appropriate actions to preventcausing significant environmental harm.

Conditions of Compliance to Environmental Regulations

We discovered that a company that manages designated transaction sites of specific types of homeappliances, including those from our company, had not been properly recycling some waste householdappliances. Upon this discovery, admonishment was issued jointly by the Ministry of Economy, Trade andIndustry and by the Ministry of the Environment dated October 21, 2010 to the manufacturers and othercompanies that were using the transaction site managed by said company, as having violated the recyclingrequirements of manufacturers as stipulated in Article 18 of the Law for the Recycling of Specific Kinds ofHome Appliances. Our company also received said admonishment. In response to this issue, all parties were notified and made thoroughly aware of the situation and weredirected to implement the following two points.

When a specific kind of home appliance is received, the appliance must immediately be recycledaccordingly.When receiving not in pair, be sure to take actions such as inquiring about the reason for disposal ofthe single unit in order to prevent pilfering at the designated transaction site.

Since fiscal 1999, we have been conducting soil tests on all the land that we owned, on which thepossibility of soil contamination exists, such as the sites of the old plants. When contaminants were found,we have proactively released the relevant information through a variety of methods, including reporting theissue to the local administration, announcing to the media, and explaining the situation to neighborhoodresidents. The revised Soil Remediation Measures Act came into force in 2010, and we will continue toabide by the applicable laws and ordinances in a responsible manner. Press releases related to soilcontamination can be viewed under the List of Measures Taken For Soil Remediation on our website.

Tokyo Gas manages chemical substances in accordance with applicable laws and regulations and strivesto reduce emissions of chemical substances.

Response to the PRTR Law*

In fiscal 2013, Tokyo Gas handled or otherwise dealt with the following amounts of substances subject toreporting under the PRTR Act.

(Unit: kg)

Substance Amount handled Emissions Transfer Remarks

1,2,4-Trimethylbenzene 1,200 1,200 0 Atmospheric release (from coating)

PCB Measures

Waste owned by Tokyo Gas that contain PCBs are collectively stored at the Negishi LNG Terminal andother sites, and managed appropriately in accordance with the Act on Special Measures concerningPromotion of Proper Treatment of PCB Waste. Items such as high voltage transformers and capacitors areprocessed properly in line with administrative processing schedules and policies. Although the processingperiod and methods have not yet been fixed, we will appropriately dispose of high PCB level ballast andcontaminants as well as low PCB level waste over time.

[Disposal of PCB Waste at Tokyo Gas]

High PCB level waste

FY Substance Disposal amount

FY2012 PCBcontaining waste oil 1 can

FY2013 PCBcontaining capacitor 151 units

Measures for Fluorocarbons

The amount of fluorocarbons recovered during procedures such as maintenance of GHP products totaled38.9 kg, and 69.8 kg was destroyed.

Act on Confirmation, etc. of Release Amounts of Specific Chemical Substances in the Environment and Promotion ofImprovements to the Management Thereof

*

VOC Measures

Since 1991, Tokyo Gas has been working on reducing VOCs (volatile organic compounds) emission whenpainting items such as gas holders. Recent efforts include the transition to a painting method that usesweak solventbased paints (low VOC paint method). We will continue to work on further VOCs emissionreduction.

[Amount of Fluorocarbons Handled (FY2013)]

(Unit: kg)

Recovered Destroyed

HCFC (Hydrochlorofluorocarbons) 24.2 54.1

HFC (Hydrofluorocarbons) 14.7 15.7

Total 38.9 69.8

Paintwork on gas holder

Procurement Production Distribution Offices With our customers

Establishing Guidelines as Part of Our Efforts to Protect Biodiversity

The precarious balance of Earth's ecosystem is being threatened by human activities, rendering uselessthe habitats of plants and animals that previously were able to live. In order to protect the Earth and tocontinue conducting our business operation, Tokyo Gas considers it of great importance to preserveecosystems that can sustain bio diversity, which is rudimentary to nurturing a healthy Earth environment.As such, we are involved in a variety of efforts to preserve fauna and flora and especially to protect andcare for our forests, among others.

Efforts in Our Business Activities

We are promoting efforts to preserve biodiversity throughout our chain of operations, from natural gasprocurement to transportation, production and distribution of city gas.

Procurement

Efforts being made at the site of procurement

The companies from whom we procure LNG (liquefied natural gas) are taking a variety of measures toprotect biodiversity in their gas fields, including protection of endangered wildlife, forest conservation,afforestation, and protection of marine life. For example, the following activities are being implemented atthe LNG project in Alaska to protect endangered wildlife.

Spectacled Eider Attention is being paid to the development of gas fields so as not to threaten the habitats theycontain. Moreover, the local company from whom we procure LNG conducts annual surveysto monitor the number of Spectacled Eiders there.

Efforts being made during the transport of LNG

Carriers are used to transport LNG from the gas fields to Japan. Ballast water is used to weigh down thecarrier, and concerns have been raised regarding the effects that aquatic organisms in the ballast watercan have on the local ecosystem when the water is released from the carrier. Tokyo Gas carriers thereforeexchange ballast water on the open seas to reduce its effects on the local ecosystem.

Production

We are currently involved in planting trees around our LNG terminals at Sodegaura, Negishi, andOhgishima. We are aiming to make a green area that is in harmony with the local natural habitat, and forthis purpose, we have been receiving assistance by the Jumoku Kankyo Network Society (NPO) to surveythe plants, insects, and animal life in these locations. The results of the surveys are being used as areference for conservation activities at these locations.

Bowhead Whales Since Bowhead Whales travel during the spring and fall season along the coastline where gasfields are located. Exploratory mining is being conducted only during the winter months tominimize the negative effects, such as noise or residue, on the whales.

LNG carrier Hard Clams that were not known to exist inJapan.

Distribution

Construction work consists of excavation work and burying gas pipes. However, we are reducing theamount of excavations by implementing shallower-laying of pipes in narrow trenches, as well as using less-excavation method. We used to bury the excavated site with mountain soil. But we are currently reducing the amount ofmountain soil as part of our efforts to protect the ecosystem by reusing the dug up soil from the excavationwork, as well as using treated soil and recycled road surface materials. We are also using new types ofrefilling material when the excavated site needs to be temporarily refilled.

Greenification is being promoted at each of theLNG terminals at Sodegaura, Negishi, andOhgishima. (Photo of Negishi LNG terminal)

Planting activities within the terminal. Planting isdone by the employees themselves.

[Greenification of LNG terminals]

Surveys are conducted on the animals, insects,and plants that live at the sites, with the help ofthe Jumoku Kankyo Network Society (NPO).

The Thrush is one of the main winter birds foundat the terminal during the surveys. A wide varietyof bird species have been found in green areasof the LNG terminals.

[Conducting surveys on the ecosystems within the terminals]

Offices

We are planting trees on the rooftops and creating "green curtains" at our offices and corporate museums.

[Pipe laying work using the less-excavation method]

The amount of excavated soil is reduced using a method that requiresminimum road excavation to bury the pipes. (Photo: Shaft to thrust in thegas pipes)

[Pipe laying construction using "ECO ball," a new type oftemporary refilling material]

If the same location will be excavated again, a new refilling material called"ECO ball" is used to reduce the amount of soil required.

[Recycling excavated soil]

Soil generated from gas pipeline work (excavated soil) is processed at thesoil improvement center, and reused as refilling soil. This helps to protectthe mountains and other environments.

Efforts to Enhance Biodiversity through Social Action Programs

With our customers

We are working together with our customers to create forests and preserve biodiversity through our"Donguri Project" and "Watashi no Mori Project." We also provide support to organizations working topreserve biodiversity through our Tokyo Gas Environment Support Fund.

[Rooftop greenification at Gas Science Museum]

The facility is used to effectively promote communication with customersand local communities, including elementary schools.

At the Kumagaya building, greenery is grown onthe walls and the windows, thereby keeping theoffices in the shade to help lower the roomtemperature.

Kumagaya building (inside)

[Green curtain made of bitter gourds helps to cool down in the summer heat]

[Donguri (Acorn) Project]

Program participants learn about creating forests by cutting undergrowth,thinning trees, and maintaining forestry nurseries, as well as learningabout the workings of the forest and its bounties. This program has beenheld since 1993 with the help of Donguri no Kai (NPO).

[Tokyo Gas Environment Support Fund]

The Nature Conservation Society of Japan, which received funds in fiscal2012, held a seashell class to let participants examine shells to learnabout environmental changes on the seashore.

In order to promote environmental protection activities in line with our Management Philosophy, CorporateAction Philosophy, Our Code of Conduct, and our Environmental Policies, we have developed and areoperating an EMS (Environmental Management System) that is in accordance with the ISO standard. Weare able to systematically conduct a variety of environmental efforts by ensuring that we follow the PDCAcycle. These efforts include saving resources and energy, which also have the additional benefit ofreducing costs. Furthermore, promoting business operations that follow the ISO standard makesemployees more aware of the environment and affirms their compliance with the law. And by keepingrelated records of these systematic efforts, it enhances the transparency level of the Company, therebyincreasing trust placed in our company by our stakeholders.

[Environmental Management System 2014]

Concerted Efforts of the Group

We provide support to our subsidiaries and affiliates to obtain ISO14001:2004 certification for the purposeof enhancing the environmental management of our entire Group.

Status of implementation of Environmental Management System by Tokyo Gas and its subsidiariesand affiliates (April 1, 2013 to March 31, 2014)

Period: FY2013 (April 1, 2013 to March 31, 2014)

Tokyo Gas Co., Ltd. [ISO]*1

<Residential Sales and Service Unit>Tosetz Co., Ltd. / Tokyo Gas Remodeling Co., Ltd. / Tokyo Gas Lease Co., Ltd. / Tokyo Gas TelemarketingCo., Ltd. / Tokyo Kiko Co., Ltd. / Gastar Co., Ltd. (Residential Sales and Service Division)[ISO] / Tokyo GasLiving Line Co., Ltd. (former Capty Livelic Co., Ltd.) [ISO] / Tokyo Gas Lifeval Kazusa Co., Ltd. / Tokyo GasLifeval MinamiSetagaya Co., Ltd. / Tokyo Gas Lifeval Chiba Co., Ltd. / Tokyo Gas Lifeval MinamiTamaCo., Ltd. / Tokyo Gas Lifeval Sagamihara Co., Ltd. / Capty Co., Ltd. (Residential Sales and ServiceDivision) [ISO]*2 / Living Design Center Co., Ltd.

<Energy Solution Unit>Energy Advance Co., Ltd. [ISO] / Gastar Co., Ltd. (Energy Solution Division) [ISO] / Tokyo Gas YokosukaPower Company, Ltd. / Ohgishima Power Company, Ltd. / Nijio Co., Ltd.*1 / Tachikawa ToshiCenter Co.,Ltd. / Capty Co., Ltd. (Energy Solution Division) [ISO]*2

<Regional Development Marketing Unit>Tokyo Gas Energy Co., Ltd. / Enelife Carrier Co., Ltd. / Tokyo Auto Gas Co., Ltd. / Tokyo Gas LPGTerminal Co., Ltd. / Chiba Gas Co., Ltd. [ISO]/ / Tochigi Gas Co., Ltd. [ISO]/ Tsukuba Gakuen Gas Co.,Ltd. [ISO]/ Washinomiya Gas Co., Ltd. [ISO]/ Shoei Gas Co., Ltd. [ISO]/ Miho Gas Co., Ltd. / Nagano ToshiGas Co., Ltd. [ISO]/ Tokyo Gas Yamanashi Co., Ltd. / Showa Unyu Co., Ltd.

<Pipeline Network Unit>Capty Co., Ltd. (Pipeline Network Division) [ISO]*2 / Capty Tech Co., Ltd. [ISO]*2 / Kawasaki Gas PipelineCo., Ltd.*1/ Tokyo Gas Pipeline Co., Ltd.

<Energy Production Unit>Tokyo Gas Bay Power Co., Ltd. (Sodegaura Power Station) [ISO]*1

<Energy Resources Unit>Tokyo LNG Tanker Co., Ltd. [ISO]*1

<Other>TG Information Network Co., Ltd. / Tokyo Gas Auto Service Co., Ltd. / Tokyo Gas Urban Development Co.,Ltd. [ISO] #1 / Tokyo Gas Facility Service Co., Ltd. [ISO] #2 / Tokyo Gas Site Development Co., Ltd. / UrbanCommunications, Inc. / Tokyo Gas Chemicals Co., Ltd. / Tokyo Oxygen And Nitrogen Co., Ltd. / TokyoCarbonic Co., Ltd. / Tokyo Rare Gases Company, Ltd. / Tokyo Gas Engineering Co., Ltd. / Japan SuperFreeze Co., Ltd. [ISO]/ Niccho Operation Co., Ltd. *3/Park Tower Hotel Co., Ltd. (Total of Tokyo Gas Co.,Ltd. and 51 consolidated subsidiaries)

Result of Internal Audit

In fiscal 2013, as a result of conducted audit in 49 divisions in accordance with the categories listed in theinternal audit plan, "Non Conformity" was not found in any of those as required by the ISO14001:2004standard, and the EMS was found to be in effective.

[ISO] ISO14001:2004 certification

Included in the EMS activities of Tokyo Gas Co., Ltd.*1

Included in the EMS activities of Capty Co., Ltd.*2

Included in the EMS activities of Japan Super Freeze Co., Ltd.*3

The ISO registration scope covers operational activities of the building of Shinjuku Park Tower (excluding the hotel).#1The ISO registration scope covers the head office and the management division of the Park Tower.#2

Our business activities concerning city gas involve feedstock procurement, transportation, reception,production, and distribution to our customers. We clarify the amount of feedstock, energy, and resourceswe consume during this process, as well as the environmental impact, such as CO2, wastewater and wastegeneration. Our resource saving efforts are also displayed in numerical values.

Business Activities and Material Balance (PDF: 700KB)

For Tokyo Gas Co., Ltd. nonconsolidated. Calculation for the fiscal 2013 period.*1

For the energy equivalent of electricity usage by district heating and cooling centers and Tokyo Gasoffices etc., the amounts purchased from power utility companies have all been calculated using daytimeelectricity factors (9.97 MJ/kWh).

*2

The results for fiscal 2011 and 2012 have been corrected to reflect enhancement in calculation accuracy.*3

Amount recycled includes the amount of generated soil used.*4

Calculated based on the ordinance in the Act on Promotion of Global Warming Countermeasures. Citygas has been calculated based on our company's representative formation (CO in standard conditions<0°C, 1 atmospheric pressure>: emission intensity unit 2.29 kg CO / m N)

*52

2 3

CH (methane) has been converted into the CO emission equivalent by multiplying it with the globalwarming potential value of 21 as stipulated by the Act on Promotion of Global WarmingCountermeasures.

*6 4 2

Data on wastewater consists of specified effluent and domestic wastewater.*7

City gas has been calculated based on our company's representative formation (CO in low pressuresupply: emission intensity unit 2.21 kg CO / m )

*8 22 3

[Subjects for Data Tabulation (Tokyo Gas and Group Companies)] * Subject companies

Category Unit FY2009 FY2010 FY2011 FY2012 FY2013

Number of Customers (Note)

thousands 10,637 10,739 10,855 10,978 11,111

Number of Consolidated Subsidiaries companies 53 54 53 51 51

Usage of Energy & Water / Emissions into the Atmosphere& Water System

Feedstock and Production


City gasfeedstock(Note 1)

FeedstockLNG

thousandtons

10,322 10,192 10,530 10,760 11,057

FeedstockLPG

thousandtons

262 327 321 368 418

Production City gassales (Note 2)

millionm3 13,452 13,765 14,160 14,211 14,527

Heat sales(Note 3)

thousandGJ

3,568 3,771 3,282 3,282 3,353

Powersales (Note 4)

thousandkWh 1,016,916 5,527,167 6,107,577 6,955,414 6,666,310

Energy Usage*2,3


Crude oil (Note 1) kL494,398 1,360,467 1,451,121 1,614,176 1,560,039

Number from Tokyo Gas and consolidated subsidiaries.Note:

For city gas production by Tokyo Gas on a nonconsolidated basis.Note 1:

Includes amount supplied to other gas companies. Excludes Group sales volume.Note 2:

Includes sales volume from LNG terminals, in addition to district heating and cooling center. Also includes intergroupsupply.

Note 3:

Sales volume at power plants, district heating and cooling center. Also includes intergroup supply. Power plantsinclude only those on a consolidated basis. Includes Ohgishima Power from fiscal 2010.

Note 4:

equivalent (Note 5)

LNG terminals kL 86,786 95,799 97,401 98,179 100,247

District heating andcooling centers(Note 5)

kL124,271 133,385 117,629 116,445 112,512

Power plants (Note 2)

kL215,718 1,056,069 1,168,455 1,335,019 1,283,099

Tokyo Gas BusinessOffices, etc.

kL39,444 40,969 38,539 37,891 37,493

Other groupcompanies

kL41,229 45,788 43,363 39,626 39,751

(Tokyo Gas nonconsolidated)(Note 4)

kL135,244 147,716 144,161 144,114 145,711

Electricpower (Note 3)

thousandkWh

517,819 575,752 543,186 542,724 546,218

LNG terminals thousandkWh

252,631 286,329 289,115 298,742 305,788

District heating andcooling centers

thousandkWh

87,105 88,632 72,585 76,975 76,446


thousandkWh

11,242 11,181 16,055 13,263 10,732


thousandkWh

61,339 65,995 55,405 55,022 54,499


thousandkWh

121,749 138,603 131,163 118,785 118,673

(Tokyo Gas nonconsolidated)

thousandkWh

321,212 359,810 350,876 359,707 365,971

City gas (Note 4) thousandm3 322,603 1,087,174 1,177,796 1,324,428 1,275,444

LNG terminals thousandm3 21,119 21,620 22,496 20,978 21,378


thousandm3 90,764 98,567 87,713 85,647 82,570


thousandm3 191,624 946,045 1,047,873 1,198,427 1,152,267

Tokyo Gas BusinessOffices, etc.(Note 4)

thousandm3 17,042 18,891 17,699 17,149 16,900


thousandm3 2,054 2,052 2,015 2,228 2,328

(Tokyo Gas nonconsolidated)(Note 4)

thousandm3

43,682 46,246 45,630 43,542 43,837

Heat (Note 3)

thousandGJ

29 29 25 24 31


thousandGJ

91 92 105 104 176


thousandGJ

88 94 86 88 89


thousandGJ

211 226 205 165 167


thousandGJ

117 113 102 102 99

Other fuels kL 155 136 126 119 139

LNG terminals kL 4 7 4 5 5


kL22 25 17 7 16


kL129 104 105 107 118


kL26 32 21 12 21

Fuel forvehicles

Gasoline kL 3,328 3,360 3,449 3,634 3,571


kL1,434 1,517 1,465 1,494 1,461

Diesel oil kL 221 232 206 243 228


kL30 36 35 36 37

City gas thousandm3 307 292 297 237 218


thousandm3 258 247 257 201 185

LPG kL 343 341 273 274 295


kL— — — — —

LNGcryogenicenergy

thousandtons

2,643 1,991 2,504 2,487 2,659

Cryogenic powergeneration

thousandtons

788 525 816 696 796

Portion sent tosubsidiaries and

thousandtons 839 839 769 818 821

affiliates

BOG treatment, etc. thousandtons

1,016 627 918 973 1,042

Water Usage


Tap waterandindustrialwater

thousandm3 5,219 5,700 5,273 5,647 6,023

LNG terminals thousandm3 1,348 1,480 1,271 1,460 1,542

District heatingand coolingcenters

thousandm3 1,756 1,995 1,628 1,711 1,597


thousandm3 1,230 1,243 1,437 1,504 1,890

Tokyo GasBusiness Offices,etc. (Note 2)

thousandm3

562 603 554 595 607

Other groupcompanies (Note 3)

thousandm3

322 379 383 376 387


thousandm3 1,962 2,138 1,880 2,111 2,192

Seawater LNG terminals thousandm3 637,597 701,643 765,369 791,092 795,227

Emissions into the Atmosphere


Greenhousegas

CO2

*2,(Note 1)(Note11)

thousandtons of CO2

935 2,616 2,795 3,154 3,074

Excludes double counting by intergroup supply of heat and electricity.Note 1:

Power plants include only those on a consolidated basis. Includes Ohgishima Power from fiscal 2010.Note 2:

Excludes double counting by intergroup supply.Note 3:

The results for fiscal 2011 and 2012 were revised to reflect the improvements in calculation accuracy.Note 4:

The results for fiscal 2009 to 2012 were revised to reflect the improvements in calculation accuracy.Note 5:


From fiscal 2012, the calculation method was changed, and revisions were made to improve accuracy.Note 2:

Fiscal 2011 results were revised to reflect the improvements in calculation accuracy.Note 3:

4LNG terminals (Note 2)

thousandtons of CO2

153 160 160 180 200

District heatingand coolingcenters (Note 3)(Note 11)

thousandtons of CO2

235 250 231 225 223


thousandtons of CO2

421 2,078 2,297 2,627 2,522

Tokyo GasBusinessOffices, etc. (Note 5)

thousandtons of CO2 76 81 71 72 75

Other groupcompanies (Note 6)

thousandtons of CO2 76 80 75 76 81

(Tokyo Gasnon-consolidated) (Note 7)

thousandtons of CO2

245 257 246 268 290

CH4 (Note 8) thousandtons of CO2

equivalent3 7 3 3 4

NOx tons 137 310 290 264 272

LNG terminals (Note 9)

tons 14 14 13 12 14

District heatingand coolingcenters

tons64 69 61 62 59


tons 42 205 200 175 182

Tokyo GasBusinessOffices, etc. (Note 9)

tons

17 22 16 16 17

(Tokyo Gasnon-consolidated)

tons32 37 30 29 32

Excludes double counting by intergroup supply. Totaling 3,022 (after application of credits) for the Tokyo Gas Groupoverall.Breakdown: CO emissions for SCOPE 1 total 2,800,000 tons; CO emissions for SCOPE 2 total 278,000 tons

Note 1:

2 2

171 (after application of credits)Note 2:


Emissions into the Water System


Wastewater Thousandm3 1,073 1,147 1,187 1,154 1,106

LNG terminals(Note 1)

Thousandm3 443 379 372 274 242


Thousandm3 324 394 361 398 321


Thousandm3 305 374 454 483 544


Thousandm3 452 389 381 284 249

COD tons 1.3 1.6 1.7 1.7 1.9

LNG terminals tons 1.2 1.4 1.3 1.4 1.2

Power plants tons 0.2 0.2 0.3 0.3 0.6


tons 1.2 1.4 1.3 1.4 1.2

Greenhouse Gas Emissions from Feedstock Procurement

Category Unit FY2011 FY2012 FY2013

LNG procured million tons 11.91 12.71 12.80

Greenhouse gas (CO2

equivalent) (Note)

Excavation million tons ofCO2

0.53 0.56 0.57

Liquefaction million tons ofCO2

5.44 5.80 5.84

Marine million tons of 1.28 1.37 1.38

2,521 (after application of credits) Power plants include only those on a consolidated basis. Includes OhgishimaPower from fiscal 2010.

Note 4:




About 192 tons of CH emissionsNote 8: 4

Emissions from facilities that generate soot and smoke specified in the Air Pollution Control Law.Note 9:


The results for fiscal 2009 to 2012 were revised to reflect the improvements in calculation accuracy.Note 11:

Data on wastewater consists of specified effluent and domestic wastewater.Note 1:


transport CO2

CO Emissions and Emissions Reduction at Customers' Sites


CO2 Total amount million tons of CO2 25.80 26.12 26.94 27.09 27.67

Amount of Reduction Based on FY2005 (Note)

million tons of CO2

Base 1.00 1.28 — —

Amount of Reduction Based on FY2011 (Note)

million tons of CO2

— — Base 0.87 1.52

Energy Usage for Cargo Transportation (for Tokyo Gas on a nonconsolidated basis)


Transportation amount million tonskm 70.50 78.77 82.91 81.32 93.12

Energy usage (crude oilequivalent)

kL 2,823 3,028 3,172 3,109 3,258

Energy usage intensity kL/million tonskm

40.0 38.4 38.3 38.2 35.0

Conversion Factor, etc.

[CO2 Emission Factor]


City gas (Tokyo Gas 13A) (Note 1)

kg-CO2/m3 2.21

Purchased electricity (average of allpower sources) (Note 2)

kg-CO2/kWh 0.384 etc. 0.464

etc.0.525

etc.

Calculated based on greenhouse gas emission intensity throughout the lifecycle from natural gas excavation toprocessing and transport, which was analyzed with an LCA method, where emission intensity is 0.81 for excavation,8.36 for liquefaction, and 1.97g CO /MJ (in gross calorific value) for marine transport.

Note:

2

2

Results from fiscal 2010 to fiscal 2011 represent the amount of reduction based on results from fiscal 2005. Uponreview of the Guidelines, results from fiscal 2012 are based on results from fiscal 2011.

Note:

Amount of CO emissions from cargo transportation in fiscal 2013 totaled 8,576 tons.Note: 2

Heat (Note3)

Steam (excluding industrialuse), hot water, cold water

kg-CO2/MJ

0.057

Industrial steam kg-CO2/MJ

0.060

Otherfuels (Note3)

Heavy oil A kg-CO2/L 2.71

Diesel kg-CO2/L 2.58

Kerosene kg-CO2/L 2.49

Gasoline kg-CO2/L 2.32

LPG kg-CO2/kg

3.00

[Unit Thermal Output]


City gas (Tokyo Gas 13A) (Note 1)

MJ/m3N 45.00

Purchasedelectricity (Note 2) *5

Daytime electricity MJ/kWh 9.97

Nighttime electricity MJ/kWh 9.28

Other than generalelectricity companies

MJ/kWh 9.76

Heat (Note 2)

Steam (excludingindustrial use), hot water,cold water

MJ/MJ1.36

Industrial steam MJ/MJ 1.02

Other fuels (Note 2)

Heavy oil A MJ/L 39.1

Diesel MJ/L 37.7

Kerosene MJ/L 36.7

Gasoline MJ/L 34.6

Calculated based on the typical composition of city gas (type 13A) supplied by Tokyo Gas (15°C, gauge pressure of 2kPa).

Note 1:

Emission factors from electric power companies, released in accordance with the ministerial ordinance stipulated bythe Act on Promotion of Global Warming Countermeasures.

Note 2:

Calculated using the unit calorific value, released in accordance with the ministerial ordinance stipulated by the Acton Promotion of Global Warming Countermeasures, and multiplying this amount by the emission factor per unitcalorific value and by 44/12.

Note 3:

LPG MJ/kg 50.8

Crude oil equivalent coefficient (Note 2)

kL/GJ 0.0258

City gas calorific value of Tokyo Gas (0°C, 1 atmospheric pressure)Note 1:

Law Concerning the Rational Use of Energy (the Energy Efficiency Act)Note 2:

All or part of the data for consolidated affiliated companies located in the Tokyo Gas Hamamatsucho head office buildingand other Tokyo Gas buildings (Tokyo LNG Tanker Co., Ltd., Energy Advance Co., Ltd., Nijio Co., Ltd., Tokyo GasPipeline Co., Ltd., etc.) are included in the figures of Tokyo Gas. Feedstock refers to the city gas feedstock of Tokyo GasCo., Ltd.

*1

In accordance with guideline revisions, for district heating and cooling centers that sell power using Combined Heat andPower (cogeneration), the amount of energy usage is divided between those for heat production and those for powergeneration using a allocation factor stipulated in the Act on Promotion of Global Warming Countermeasures. Data forenergy used to produce heat is reflected in "District heating and cooling centers," and data for energy used for powergeneration is reflected in "Power plants." Data for "Tokyo Gas Business Offices, etc." does not include energy used forLNG terminals and district heating and cooling centers. "Other group companies" refers to data of group companiesexcluding district heating and cooling centers, and power plants.

*2

Some variance in the data listed under different categories may exist since the data has been processed to properlyassess the changes in energy usage intensity for each business activity, such as reflecting the amounts commissionedby other companies at LNG terminals.

*3

CH (methane) was converted into CO emission amounts by multiplying the CH emission figures by the globalwarming potential of 21, as stipulated in the Act on Promotion for Global Warming Countermeasures.

*4 4 2 4

For the crude oil equivalent of electricity usage under "District heating and cooling centers" and "Tokyo Gas BusinessOffices, etc.," the amounts purchased from power utility companies were all calculated using daytime electricity factors.

*5

Industrial Waste*1


Industrial waste*2 Generation tons 119,668 131,568 118,733 117,832 122,705

Amountrecycled

tons 114,535 128,594 116,478 114,994 119,039

Finaldisposal

tons 2,662 1,580 1,167 1,956 2,450

Recyclingrate

% 96 98 98 98 97

Finaldisposalrate

%2 1 1 2 2

Productionplants (group)

Generation tons 1,031 1,371 1,213 1,254 1,476

Amountrecycled

tons 956 1,297 958 1,089 1,062

Finaldisposal

tons 10 11 1 0 2

Recyclingrate

% 93 95 79 87 72

Finaldisposalrate

%1 1 0 0 0

Constructionwork*2 (group)

Generation tons 116,133 127,209 114,060 113,451 118,111

Amountrecycled

tons 111,557 124,843 112,543 111,160 115,303

Finaldisposal

tons 2,471 1,396 1,016 1,820 2,258

Recyclingrate

% 96 98 99 98 98

Finaldisposalrate

%2 1 1 2 2

Business Generation tons 2,503 2,988 3,460 3,128 3,118

Offices, etc. (group) Amount

recycledtons 2,023 2,454 2,976 2,746 2,647

Finaldisposal

tons 180 172 149 136 190

Recyclingrate

% 81 82 86 88 86

Finaldisposalrate

%7 6 4 4 6

Tokyo Gasnon-consolidated (group)

Generation tons 4,456 3,924 4,413 3,903 4,137

Amountrecycled

tons 4,109 3,514 4,074 3,531 3,647

Finaldisposal

tons 122 140 102 117 194

Recyclingrate

% 92 90 92 90 88

Finaldisposalrate

%3 4 2 3 5

Results by Major Sites (FY2013)

[Major LNG terminals (Negishi, Sodegaura, Ohgishima)]

Category Generation(tons)

Amountrecycled (tons)

Finaldisposal (tons)

Recyclingrate (%)

Final disposalrate (%)

Sludge 67.7 20.9 0.3 30.8 0.4

Scrap metal 52.5 52.5 0.0 100.0 0.0

Waste oil 8.9 8.7 0.0 97.9 0.0

Waste plastics 9.2 5.5 0.1 59.8 0.7

Specially-controlledindustrial waste

28.8 27.5 0.0 95.2 0.0

Other 4.1 1.5 0.0 37.6 0.0

Data for "Production plants" includes that from business offices that manufacture city gas and other products, districtheating and cooling centers, and power plants. Data for "Construction work" is for construction taken on by our groupcompanies as an original contractor. Data for "Business Offices, etc." includes all data other than that from "Productionplants" and "Construction work."

*1

Including construction work for customers of our subsidiaries and affiliates.*2

Total 171.3 116.6 0.4 68.1 0.2

[Gastar Co., Ltd. (gas appliance manufacturer)]




Recyclingrate (%)


Scrap metal 703.1 703.1 0.0 100.0 0.0

Sludge(drainagetreatmentsludge, paintsludge, etc.)

35.7 35.7 0.0 100.0 0.0

Waste plastics 30.2 30.2 0.0 100.0 0.0

Waste oil 6.0 6.0 0.0 100.0 0.0

Total 775.0 775.0 0.0 100.0 0.0

[District Heating and Cooling Centers]



Final disposal(tons)

Recycling rate(%)

Final disposal rate(%)

Sludge 9.2 7.0 0.0 76.6 0.0

Scrap metal 25.1 24.7 0.0 98.6 0.0

Waste oil 111.3 110.2 0.0 99.0 0.0

Wasteplastics

16.3 16.3 0.0 100.0 0.0

Other 119.2 111.1 0.0 93.1 0.0

Total 281.1 269.3 0.0 95.8 0.0

[Waste from Construction Work]




Recyclingrate (%)


Debris 108,968 108,001 967 99.1 0.9

Sludge 2,338 1,367 511 58.5 21.9

Scrap metal 2,096 2,056 34 98.1 1.6

Wood chips 1,444 1,311 96 90.8 6.7

Waste plastics 1,184 847 303 71.5 25.6

Glass, concrete, ceramicwaste

1,558 1,271 285 81.6 18.3

Paper waste 210 197 7 93.4 3.3

Other 312 253 54 81.0 17.4

Total 118,111 115,303 2,258 97.6 1.9

[Business Offices, etc.]




Recyclingrate (%)


Scrap metal 741 711 28 96.0 3.7

Waste plastics 878 815 57 92.9 6.5

Waste oil 286 282 0 98.5 0.2

Sludge 448 171 50 38.1 11.3

Glass, concrete, ceramicwaste

152 133 19 87.3 12.5

Debris 117 117 0 99.7 0.3

Other 497 445 35 89.7 7.0

Total 3,118 2,674 190 85.8 6.1

General Waste


GeneralWaste

Generation tons 3,389 3,498 3,335 3,407 3,645

Amountrecycled

tons 2,565 2,497 2,473 2,489 2,755

Recyclingrate

% 76 71 74 73 76

Tokyo Gasnon-consolidated

Generation tons 1,280 1,211 1,147 1,213 1,154

Amountrecycled

tons 1,070 1,004 943 1,020 977

Recyclingrate

% 84 83 82 84 85

Paperwaste

Generation tons 2,281 2,195 2,134 2,199 2,329

Amountrecycled

tons 2,080 2,010 1,974 2,060 2,220

Recyclingrate

% 91 92 93 94 95

Tokyo Gasnon-consolidated

Generation tons 1,005 926 856 920 863

Amountrecycled

tons 927 869 801 876 821

Recyclingrate

% 92 94 94 95 95

ByProducts from Gas Pipe Construction Work


Gas pipe (Note 1)

PE pipe Amountrecovered

tons 216 178 219 250 231

Amountrecycled

tons 216 178 219 250 231

Recycling rate % 100 100 100 100 100

Steelandcastironpipe

Amountrecovered andrecycled

tons4,844 4,240 3,864 3,711 3,995

Recycling rate % 100 100 100 100 100

Excavated soil (Note 2)

Pipe extension work km 1,070 1,092 1,027 1,183 1,160

Estimated excavatedamount

ten thousandtons

337 331 333 359 357

Actualreducedamount

Reduction (byshallower-laying of pipesin narrowtrenches andless-excavationmethod)

ten thousandtons

141 141 136 140 143

From fiscal 2009, general waste (including paper waste) includes that generated by the tenants of Park Tower ownedby Tokyo Gas Urban Development Co., Ltd. Fiscal 2011 results were revised to reflect the improvements in calculation accuracy.

Note:

Reuse(generatedsoil)

ten thousandtons

43 44 43 47 49

Recycle(improved soil,regenerationtreatment)

ten thousandtons 101 98 104 110 110

Total reductionamount

ten thousandtons

285 282 283 298 302

Residual soil (actualamount)

ten thousandtons

52 49 50 61 55

Rate of residual soil(comparison toestimated excavatedamount)

%

15 15 15 17 16

Tokyo Gasnon consolidated(Note 2)

Pipe extension work km 955 983 931 1,064 1,064

Estimated excavatedamount

ten thousandtons

311 306 311 332 333

Actualreducedamount

Reduction (byshallower-laying of pipesin narrowtrenches andless-excavationmethods)

ten thousandtons

135 133 128 134 136

Reuse(generatedsoil)

ten thousandtons

38 38 39 41 45

Recycle(improved soil,regenerationtreatment)

ten thousandtons

99 96 102 108 107

Total reductionamount

ten thousandtons

272 267 269 283 289

Residual soil (actualamount)

ten thousandtons

40 39 41 49 45

Rate of residual soil(comparison toestimated excavatedamount)

%

13 13 13 15 13

Recovery from Our Customers


Waste,etc.

Subject toHomeApplianceRecyclingLaw

Home air- condition-ing unit

Units recovered item 22,195 29,259 21,594 20,045 22,009

Units sent toprocessingplants

item— 29,302 21,611 20,041 21,892

Units disposed ofbyremerchandising,etc.

item

21,758 28,341 22,471 19,764 19,962

Weight disposedof byremerchandising,etc.

tons

931 1,200 959 829 836

Remerchandisedweight

tons789 1,017 827 732 740

Remerchandisingrate

%84 84 86 88 88

Fluoro carbons

Recoveredweight

kg13,078 17,316 13,180 12,718 13,036

Clothesdryer

Units recovered item 5,053 5,461 5,591 5,604 6,873

Units sent toprocessingplants

item— 5,464 5,579 5,607 6,820

Units disposed ofbyremerchandising,etc.

item

4,958 5,495 5,569 5,390 6,671

Weight disposedof byremerchandising,etc.

tons

167 190 198 193 247

Remerchandisedweight

tons136 156 164 158 209

Tokyo Gas nonconsolidatedNote 1:

Data for excavated soil and asphalt concrete. Includes affiliated city gas companies.Note 2:

Remerchandisingrate

%81 81 82 81 84

SRIMS recoveryamount (Note)

Used gasappliances, etc.

tons3,732 3,916 4,136 4,423 4,345

Other tons 3,859 3,442 3,399 3,804 4,343

Total tons 7,592 7,357 7,535 8,227 8,687

SRIMS Recovery Results (FY2013)

Category Recovery(tons)



Recyclingrate (%)


Used gas appliances andscrap metal

4,344.6 4,344.6 0.0 100.0 0.0

Wasteplastics

619.9 616.5 3.5 99.4 0.6

Polystyrenefoam

13.1 13.1 0.0 100.0 0.0

Cardboard boxes 727.1 727.1 0.0 100.0 0.0

Debris 655.4 655.4 0.0 100.0 0.0

Concrete and tile scraps 300.1 164.2 135.9 54.7 45.3

Other 2,040.4 1,888.2 57.1 92.5 2.8

Total 8,687.4 8,395.9 196.5 96.6 2.3

Excludes waste from specified kinds of home appliances.Note:

Our environmental protection costs in fiscal 2013 totaled 7.39 billion yen, an increase of 280 million yenfrom the previous fiscal year.Investments totaled 1.06 billion yen, which was 230 million yen more than the previous year due to therenovation of corporate museums and increased social contribution activities, such as voluntarygreenification.Expenses totaled 6.32 billion yen, an increase of 30 million yen from the previous fiscal year, due toincreased costs associated with resource recycling and environmental management.The economic effect totaled 12.94 billion yen, an increase of 2.02 billion yen from the previous fiscal year.This can be attributed to factors such as greater cost savings from reduced amounts of excavated soil.

[Environmental Accounting of Tokyo Gas Co., Ltd. on a NonConsolidated Basis (FY2013 Results)]

Period: April 2013 to March 2014 Scope: Tokyo Gas Co., Ltd. (capture rate for Tokyo Gas and its consolidated subsidiaries *1: 90.4%) Standard of reference: "Environmental Accounting Guidelines 2005" issued by the Ministry of the Environment, and"Manual for the Introduction of Environmental Accounting in City Gas Business" prepared by the Japan GasAssociation

1. Environmental Protection Costs

(Unit: million yen)

Categories ofEnvironmentalProtection Costs

Investment Expenses Difference

Major items(examples)

FY2012 FY2013 FY2012 FY2013 Investment Expenses

Pollutionprevention

Capitalinvestment,maintenanceexpenses,depreciation costs,personnelexpenses, etc. forprevention of airpollution, waterpollution, noisepollution, etc.

38 88 290 286 50 -4

Capitalinvestment,maintenanceexpenses,

Although our environmental reports cover Tokyo Gas and its consolidated subsidiaries, our environmental accounting islimited to Tokyo Gas Co., Ltd. on a nonconsolidated basis.The capture rate is shown to make it easier to understand how much of the total consolidated results this limited dataaccounts for.Capture rate = Nonconsolidated sales for Tokyo Gas Co., Ltd. / Consolidated sales

*1

Companybusiness

Globalenvironmentalprotection

depreciation costs,personnelexpenses, etc. forenergyconservation,effective use ofenergy, protectionof the ozone layer,etc.

243 213 604 628 -30 24

Resourcerecycling

Capitalinvestment,maintenanceexpenses,depreciation costs,personnelexpenses, etc. forreduction/recyclingof excavated soil,waste control, etc.

22 28 362 559 5 197

Environmentalmanagement

Costs for greenpurchasing,environmentaleducation,development andoperation of theEnvironmentalManagementSystem,environmentalorganizations, etc.

3 2 406 553 -1 147

Other

Costs associatedwith greenificationand soilrehabilitation inaccordance withthe FactoryLocation Act andordinances

0 39 1,201 961 39 -240

Customersites

EnvironmentalR&D

Costs for researchand developmentof technologies tominimizeenvironmentalimpact and highefficiencyappliances andsystems

421 451 1,505 1,479 30 -26

Recyclingused gasappliances

Costs of recoveryand recycling ofsold gasappliances,packaging, etc.

0 0 9 13 0 4

Social

Voluntary greenification, landscapeconservation, nature conservation,beautification, support of local

actionprograms

environmental activities,environmental advertising,disclosure of environmentalinformation

104 235 1,909 1,837 131 -72

Total 831 1,056 6,287 6,316 225 29

Note:Since decimal places have been rounded off to the nearest whole number, the calculated total and amount of increase ordecrease may not match.Within expenses, depreciation costs were posted as 564 million yen for fiscal 2012 and 615 million yen for fiscal 2013.Since the costs for environmental R&D are extracted from those for environmental protection, they may differ from the figuresstated in the financial report.Capital investment of Tokyo Gas Co., Ltd. alone was 138.8 billion yen, with a sales volume of 1,908,505 million yen.

<Main differences from the previous fiscal year>

Pollution prevention The increased investment was due mainly to the growth in investments in water pollution preventionfacilities by the production department.Global environmental protection The reduced investment amount was due mainly to a decrease in capital investments both by the realestate department and in district heating and cooling. The increase in expenses was due mainly to the increased cost of depreciation and repairs associatedwith capital investments in energy and power saving systems.Resource recycling The increase in expenses was due mainly to the increased cost of waste disposal and transport.Environmental management The increase in expenses was due mainly to the increased cost of industrial waste disposal.Other The increased investment was due to the growth in greenification investments by the productiondepartment. The decrease in expenses was due mainly to the reduced cost of soil treatment work.Environmental R&D The increased investment was due to R&D for combined heat and power (cogeneration) technology,GHP/airconditioning technology, fuelcell technology, smart technology, hydrogen technology, etc. The decrease in expenses as a whole was due to the efforts to promote selection and concentration inthe range of investment.Social action programs The increased investment was due to the renewal of displays at corporate museums and greenificationat gas supply facilities. The decrease in expenses was due to a reduction in the cost of outsourced work and demanddevelopment in the sales department.

2. Level of Environmental Burden

Level of Environmental Burden

Category FY2012 FY2013

Pollutionprevention

NOx (plants) mg/m 0.5 0.5

NOx (district heating and cooling centers) g/GJ 8.5 7.2

3

3

Companybusiness

COD (plants) mg/m 0.1 0.0

Globalenvironmentalprotection

Production intensity (plants) GJ/million m 203 206

Heat sales intensity (district heating and cooling centers) GJ/GJ 2.2 2.1

Energy usage (business offices) 1,000 GJ 952 952

Resourcerecycling

Excavated soil (thousand tons) 485 448

Industrial waste (tons) 3,903 4,137

General waste (tons) 1,213 1,154

Customersites

EnvironmentalR&D

(Reference figures)CO emissions reduction (ten thousand tons CO )

87 152

Recycling ofused gasappliances

(Reference figures)Recovery of used gas appliances and scrap metal by SRIMS(tons)

4,423 4,345

Note:Level of environmental burden is based on environmental performance data.The total and difference figures may not be equal to actual calculation results because the numbers are rounded off to thenearest integer.

3. Economic Effect

(Unit: million yen)

Economic effect FY2012 FY2013 Differentiation amount

Cost reduction from the operation of energysaving equipment 604 744 140

Cost reduction from a reduction in the amount of excavated soil 9,966 11,794 1,828

Sale of valuables 356 403 47

Other (cost reduction from water conservation) 0 0 0

Total 10,926 12,941 2,015

<Main differences from the previous fiscal year>

Economic effect The economic effect increased from the previous fiscal year due mainly to greater cost savings fromreductions in excavated soil. The greater cost savings from reductions in excavated soil are mainly attributable to the cutting ofexcavated soil treatment costs associated with the construction of underground tanks in urban LNGterminals.

3

3

2 2

The total and difference figures may not be equal to actual calculation results because the numbers are rounded offto the nearest integer.

Note:

Earthquake and disaster measures and efforts

to protect our customers.Providing onestop service to our customers

and efforts to reflect the opinions of our

customers.

Social action programs conducted in the three

fields, and the support we provide to volunteer

activities.

Activities to increase awareness of human

rights, with the aim of instilling respect for

human rights and building a vibrant workplace.

Our concept on personnel management, as

well as our involvement in human resources

development and in occupational safety and

health.

Basic IR policy and the company's profit

distribution policy.

Guidelines for purchasing and efforts to

realize fair transactions.

High-pressure gas pipeline Gas holder Low-pressure gas pipeline

Tokyo Gas is taking measures against earthquake and disasters to ensure that our customers can always

use gas safely and conveniently, 24 hours a day and 365 days a year. These measures involve three

categories: preventive measures, emergency response measures, and restoration measures. Should a

disaster strike, we will strive to keep its impact on our customers to a minimum level.

Preventive Measures

Gas delivery facilities with high earthquake resistance.Facilities involved in the production and supply of city gas not only possess high earthquake resistance, but

are also constructed with a double or triple layer of safety devices installed. Important facilities are built to

withstand major earthquakes as large as the Great Hanshin-Awaji Earthquake and Great East Japan

Earthquake.

Sodegaura LNG Terminal

Emergency Response Measures

Gas supplies can be stopped swiftly to prevent secondary damage.In preparation for a major earthquake, Tokyo Gas has established an earthquake disaster prevention

system that is able to stop the supply of gas to residences and commercial buildings by their gas meters as

well as entire regions through remote operation. The pipeline network is also divided into small "disaster

prevention blocks" to minimize the inconvenience caused by the termination of gas supplies.

System to stop gas supplies to residences and commercial buildings

In the event of earthquake with a seismic intensity of 5-upper or more, or an abnormal gas leakage, the

intelligent has meter is activated to automatically shut off the gas supply immediately. Gas valves with fuse

Underground mall / underground room High-rise building

function and safety functions of gas appliances are also in place to ensure safety of the household. For

safety measures at underground malls and high-rise buildings, the gas supply for the entire facility can be

stopped by remotely operating the emergency shut-off valve from the

facility's disaster prevention center or administrator's office.

System to discontinue gas supplies to an entire region that received significant damage

Seismographs have been installed in all district supply governors (pressure regulators that convert gas

from mid to low pressure) at approximately 4,000 locations throughout our supply area. If the sensors

detect a major earthquake, each supply governor will automatically shut off the local gas supply, while also

making it possible to shut down gas supplies by remote control. Our supply area contains the highest

concentration of seismographs in the world - one for approximately every 1.0 km - which serves to

efficiently monitor the safety of the entire area.

SUPREME by Tokyo Gas is an earthquake disaster prevention system that utilizes a high

concentration of installed seismographs. The system has the capacity to gather earthquake

information from approximately 4,000 locations and monitors the safety of the area through its

ability to remotely stop the supply governor, as well as estimate the damage sustained by gas

pipes. When a large-scale earthquake occurs, the system utilizes the data that it acquires from its

seismographs to ascertain the damage within five minutes from the start of the initial shaking. By

around ten minutes after the start of the earthquake, supply governors are remotely operated to

stop gas supplies to areas where large-scale damage is expected, thus acting swiftly to provide

safety.

If the gas supply for the entire building needs to be stopped to increase safety during a disaster, a Tokyo Gasemployee will manually close the shut-off valve regardless of whether or not fires or earthquakes are occurring. Thisvalve cannot be operated by customers.

Note:

2

Gas meter

Location of seismographs in the Tokyo Gas supply areaand tremor strength in the southern Kanto regionat the time of the Great East Japan Earthquake of March 11, 2011

Restoration Measures

Gas supply can be resumed, swiftly and safely.Tokyo Gas will work to resume service as quickly as possible in order to reduce the inconvenience

experienced in areas where gas supplies have been stopped. We will make full use of our equipment and

systems, which are always maintained and at the ready on a daily basis, and will work together with gas

utilities nationwide to restore gas supplies at the earliest possible time.

Establishment of a relief and support system for times of disaster

Based on the lessons drawn from disaster relief support

activities conducted in the wake of the Great Hanshin-Awaji

Earthquake and the Niigata Chuetsu Offshore Earthquake,

Tokyo Gas has been readying mobile gas generation

equipment (large PA-13A) at different locations to provide relief

support when gas supplies stop. This gas generation equipment

can be used to operate facilities (kitchens, etc.) until gas

supplies resume, and will be provided to customers with social

priority needs, such as hospitals. Mobile gas generation

equipment was actually utilized in the aftermath of the Great East Japan Earthquake. Continuing from fiscal

2013, we will further our efforts in fiscal 2014 to develop various measures of support, improve and

enhance the information we have available on customers with social priority needs, and provide education

and training in relief support by utilizing the actual equipment to be used in times of disaster.

Mobile gas generation equipment

To Support the Restoration Effort

In the case of large-scale restoration activities, a system of cooperation has been developed for gas

utilities nationwide to work with The Japan Gas Association to provide personnel and equipment

toward restoration activities. In the wake of the Great East Japan Earthquake, the Tokyo Gas Group

resumed service for our about 30,000 customers within about one week, and continued to provide

supporting personnel for two months to 6 gas utilities (maximum of 1,950 personnel in one day).

The entire group worked together in the restoration activities, repairing pipes and providing a new

gas service so that customers could access gas supplies as soon as possible.

Gas restoration activities

Efforts Made During Normal Times

Tokyo Gas has formulated a business continuity plan (BCP) for times of disasters and established a

disaster prevention system that is operational during normal times in order to prepare for the risk of a major

earthquake occurring in the Tokyo Metropolitan area.

Establishment of the Business Continuity Plan (BCP)

In order to cut off gas supplies to prevent secondary disasters while also continuing to provide safe gas

supplies to areas where damage is limited, Tokyo Gas reviews all of its business operations, which number

more than 600, and ranks them in order of priority during the disaster.

If the gas supply for an area is stopped, the entire company will put forth its best effort to resume supplies

as early as possible, such as by dispatching operation staff to the recovery effort.

Comprehensive disaster prevention training

Each year, the head office and business offices of Tokyo Gas

conduct the company's own disaster prevention training for all

employees. We make constant efforts to ensure that each and

every employee is able to take appropriate actions during

emergencies.

Head office meeting drill

Information transmission system in times of earthquakes

We developed a system that sends earthquake data collected at SUPREME to the mobile phones of

employees in a matter of minutes after an earthquake strikes. By sharing information swiftly and accurately

within the company, it is possible to take swift and appropriate measures against the disaster. This system

can also be used to verify the safety of employees and contact them in an emergency.

Tokyo Gas has a 24hour, 365day emergency mobilization system in place to prepare for emergencies

such as gas leaks. We operate and maintain a security system on a daily basis, and have taken all

appropriate measures to prepare for all types of incidents in order to protect the safety of our customers.

Security System of Tokyo Gas

Security Command Center

When the Tokyo Gas Customer Center receives a report of a

gas leak, the call is immediately transferred to the Security

Command Center, which then makes inquiries to ascertain the

situation and offer safety advice. Gaslight 24 is swiftly

dispatched to the scene from its various locations. Our security

system also has a hotline for coordinating with the fire

department and police.

Security Command Center

Gaslight 24

Gaslight 24 locations are on call, 24 hours a day, to provide an

immediate response to gas leaks and other emergencies. Each

location within the Tokyo Gas supply area is stationed by staffs

that are specialized in emergency security response

procedures. Staffs respond immediately when a command is

issued from the Security Command Center, regardless of time

or day.

Station 24

We provide a wide variety of feebased services, such as "My Tsuho" and "Mimamoru," to provide even

more security to our customers.

"My Tsuho" is a gas security service that connects home gas meters to Station 24 via telephone lines. It

provides our customers with three services: remotely shutting off the gas supply upon request from the

customer who is away from home by calling Station 24; reporting incidents of gas being left on or other

irregular gas use; and using mobile phones or computers to remotely check if the gas has been turned off,

and if not, to shut it down remotely.

"Mimamoru" is an adaptation of the system used for "My Tsuho," and allows our customers to monitor the

level of gas utilization of their family members who live apart from them. The information is sent to

customers by email to their mobile phone or computer. Information on the level of gas use helps to monitor

the lifestyles of the family members, such as determining daily patterns in preparing food and bathing, thus

making it possible for our customers to unobtrusively watch over their family members even if they live far

away.

In addition to the above, we also provide 24hour remote monitoring of gas equipment in buildings and

apartments by connecting them to Station 24 via telephone lines.

Safety Management System

In our role as a city gas supplier, the basic mission of Tokyo Gas is to ensure security. Tokyo Gas

recognizes that ensuring security is an extremely important issue that requires the direct

involvement of our top management, and the company has been organizing our management

structure accordingly. In order to further enhance security, in August 2006, we established the

Safety Committee (Chair: President) to deliberate and coordinate on security measures. And in

order to be able to actively respond to various issues, we established the Safety Promotion

Committee (Chair: Chief Executive of Pipeline Network Div.) under the Safety Committee, as well

as various task forces (permanently established).

In addition to these permanent committees, for serious gasrelated incidents or accidents that

require individual responses, temporary Security Measures Committees have been established

under the Safety Committee to promptly respond to such situations.

Gaslight 24 emergency vehicle

In fiscal 2013, the Safety Committee set up seven Security Measures Committees and implemented

measures to enhance gas security. A total of 386 confirmed gasrelated accidents occurred during

that year (314 at the consumer stage, 72 at the supply stage, and 0 at the production stage). We

will work to reduce the number of such incidents.

Safety Management System

Regarding instructions from the Ministry of Economy, Trade and Industry on the fraudulentrepair of gas leaks

It was discovered that our company had submitted a false report on October 2013 regarding gas

leak repair to a gas pipeline buried under a road, stating that the gas leak had been wrongfully

neglected. With this discovery, a study was conducted at 8,283 locations where repairs had been

made based on the most recent gas leak inspection regulations. As a result, a total of 20 fraudulent

repairs were found, with one of our employees, four gas construction companies, and seven

construction groups found to have been involved in this fraud.

As a result, in December of the same year, we received a written reprimand from the Ministry of

Economy, Trade and Industry. In addition, we received instructions to provide a report on efforts

being implemented to prevent similar incidents from happening again, as well as to report on the

situation regarding efforts to promote the exchange of aging gas pipelines.

Tokyo Gas takes this issue very seriously and will bolster companywide efforts to prevent such a

fraud from recurring. We will also be thorough in submitting reports as instructed by the Ministry.

We deeply apologize to our customers for the inconvenience and worry that we have caused.

Efforts being made on this issue by the Tokyo Gas Group to prevent a recurrence

We will increase the proportion of pipeconversion to polyethylene pipes by about 30%annually and work toward reducing the numberof gas leak incidents.

This incident is considered to be an issue for theentire Group. As such, we will organize theissues and carry out the action plan related to

Swift implementation of various measuresthat place the highest importance onensuring a level of quality that providessafety to our customers.

(1) Correct and revise the checking system forour operations

1.

Resolve the problems of inadequate rulesand their insufficient enforcement

2.

Improve the lack of balance between theworkload and manpower

3.

Promote the exchange of old gas pipes(branch pipe wrapped with asphalt jute).

(2)

Strengthen the safety of the Group overallwith involvement from the topmanagement.

(3)

operations that involve the safety of the entireGroup.First stage: We will establish a SafetyEnhancement and Review Division to conductcomprehensive inspections and take inventorieson all operations related to safety, while alsokeeping in mind the varying perspectives of ourcustomers and of people working at the site.Second stage: Having conducted thecomprehensive inspection activities above, theyear 2014 will be established as the Year forStrengthening Safety, and will implement radicalmeasures to strengthen safety.

Tokyo Gas is making a variety of efforts to reassure our customers on the safety of gas equipment and

appliances, both from a hardware aspect and from the services we provide. These efforts include

performing periodic safety inspections of gas equipment in accordance with Gas Business Act, as well as

providing information and raising awareness of our customers and appliance manufacturers on the safe

use of gas.

Periodic Safety Inspections of Gas Equipment

As required by the Gas Business Act, Tokyo Gas Group conducts periodic safety inspections of gas

equipment and appliances for all customers once every three years, looking for gas leaks and checking air

supply and exhaust equipment, as well as inspecting bath and water heaters installed indoors. To ensure

that our customers feel safe in using gas, we have continued to review the contents of our inspections

where necessary and enhanced the training of our inspectors. We have also been making efforts to not

only maintain but also enhance the quality of our inspection work by providing questionnaires to customers

after the inspection and verifying the results of the inspection by visiting the customer again at a later date.

Periodic Safety Inspections of Largescale Gas Facilities

Customerowned Gas Lines Maintenance Center and Local Branch Offices conduct periodic inspections

(metro inspections) to ensure the safety of largescale gas facilities, such as conducting leak tests and

checking the operation of the shutoff system, in accordance with the Gas Business Act. In fiscal 2013,

22,000 buildings and 190,000 meters were inspected.

We also make every effort to ensure that our inspections cause the least amount of inconvenience to our

customers, such as by putting up notifications on the upcoming inspection through the management

company of the building approximately seven to ten days before the scheduled inspection date, and by

confirming the date and time for the inspection in advance while considering the business hours of the

tenants.

Developing Intrinsic Product Safety

In order to enhance the safety of gas appliances and to ensure the safety of our customers in using gas,

Tokyo Gas has been promoting the development of equipment with high safety features, as well as

strengthening our system for acquiring information on malfunctions, and conducting surveys on the

condition of aging appliances.

We are continuing to promote the development of technologies to enhance safety, some of which have

been commercialized. As part of these efforts, we developed a new type of CO sensor that can be installed

in water heaters, which had previously proved difficult due to the nature of the device's functional

restrictions, as well as also developed equipment to automatically signal the timing for maintenance

inspections based on the number of years in usage.

Also, in order to enhance the level of safety of the entire gas industry, we are actively participating in the

Study Group for the Development of Widespread Use of Advanced Safety Gas Appliances* that was

established for industrywide cross section discussions on advancements in the safety of gas appliances.

All gas stoves manufactured from April 2008 are called "Si" SensorEquipped Cooking Stoves and come

with the following standard safety features: preventing cooking oil from overheating; automatically turning

off the flame when the user forgets to do so (safety sensor); and ensuring flame failure safety.

At the same time, we have also worked on producing intrinsically safe appliances for smallsize water

heaters and CF bathtub water heaters. By installing additional safety functions to smallsize water heaters

in April 2008 and to CF bathtub water heaters in June 2008, we commercialized a line of appliances that

are always able to operate safely regardless of improper usage or breakdown.

To Enhance the Safety of Gas Appliance Products

The revised Consumer Product Safety Act came into effect in May 2007. In response, the Voluntary Action

Plans of Tokyo Gas Concerning Product Safety was developed in order to serve our role as a company

that sells, repairs, and installs home gas appliances by ensuring product safety, while also developing a

culture of providing product safety.

In keeping with this Action Plan, we are working to cultivate a culture of ensuring the safety of gas

appliance products, as well as providing a level of assurance and enhanced security that meet the needs

and expectations of society toward our company. Furthermore, we plan to offer a website page entitled

"important notices on home gas appliances" under the "notice" tab of the Press Release section, where

customers can acquire timely and accurate information on the correct use of gas appliances, in addition to

viewing notices on recalls and defects.

We will continue to place importance on our communications with our customers based on the core values

of "Safety, Security, and Reliability." Moreover, the entire Tokyo Gas Group will work together to act swiftly

and appropriately to further enhance the safety and quality of gas appliances.

Voluntary Action Plans of Tokyo Gas Concerning Product Safety(established November 7, 2007)

Tokyo Gas defines the following Voluntary Action Plans to not only ensure product safety but also

to establish a culture of product safety, thereby strengthening our group values of "Safety, Security,

and Reliability," and supporting our role as a company that sells, repairs, and installs home gas

appliances.

1. Compliance with laws

We shall comply with laws and regulations concerning product safety, formulate inhouse

voluntary standards for repair and installation work, and strive to ensure product safety.

2. Establishment of a product safety promotion system

We shall improve our company's product safety promotion system to ensure product safety.

3. Risk reduction of productrelated accidents

We shall contribute toward reducing the risk of productrelated accidents by sending feedback

Study Group for the Development of Widespread Use of Advanced Safety Gas Appliances This is a study group established by organizations such as The Japan Gas Association and the Japan IndustrialAssociation of Gas and Kerosene Appliances. The study group is comprised of gas providers, gas equipmentmanufacturers and consumer representatives, and works on the development and widespread use of gas appliancesthat consumers can use safely.

*

on productrelated accidents and problems that come to our attention to the manufacturers and

importers of gas appliances.

4. System for collecting and transmitting information on productrelated accidents

If we learn of a productrelated accident, the information shall be promptly forwarded not only to

senior management, but also to related departments in the company, as well as to the

manufacturers and importing companies.

5. Maintenance and enhancement of product safety

We shall promote awareness and disseminate information to our customers on the proper use of

gas products, provide followup to questions from customers on product safety, and commit to

the cultivation of a culture of product safety.

6. Cooperation with manufacturers and importers

When manufacturers or importers recover products due to recalls or other reasons, we shall

cooperate with them to facilitate smooth product recovery.

Promoting a Switch to Safe Appliances

Since January 2007, we have been working to promote the switchover to safe appliances. For example, by

sending direct mails or explaining the benefits of a switchover during periodic safety inspections of gas

equipment, we have been approaching our customers who have water heaters and bathtub water heaters

that are not equipped with incomplete combustion avoidance devices to make the switchover as soon as

possible. In fiscal 2013, we also continued to promote the switchover to safe appliances from the following

devices that are not equipped with incomplete combustion avoidance devices: small water heaters, wire

mesh stoves, conventional flue type water and bath water heaters, and forced exhaust type water heaters

(with downdraft diverters). As a result, the number of target appliances decreased from about 160,000 units

under our company's control at the launch of the initiative, to 26,647 units at the end of March 2014.

We will continue to implement these switchover measures and work to steadily improve safety, thus

ensuring that our customers will feel secure in using their gas appliances.

Progress in the Switchover to Safe Appliances

Air supply & exhaustmethod Target appliances Target number of units at the launch

of the initiative (units)Number of units at the end of

FY2013 (units)

Opentype gasappliances

Small water heaters 37,000 3,207

Wire mesh stove 4,200 619

Semiclosedtype gasappliances

Conventional flue typewater heaters & bathwater heaters / forcedexhaust type waterheaters (with downdraftdiverters)

120,000 22,821

Enhancing the Quality of House Pipe Construction Work andTransmitting Knowhow to the Next Generation

Tokyo Gas not only delivers on convenient usage of gas appliances, but also provides further "Safety,

Security, and Reliability" to our customers.

As part of these efforts, we offer an "Exhibition of Technical Skills" hosted once every three years and an

"Engineering Presentation" hosted once very two years, along with other events, with the purpose of

enhancing the quality of construction work inside our house pipes and to transmit our knowhow to the next

generation of workers.

In the event "Exhibition of Technical Skills," representative groups from our company, Tokyo Gas Lifeval,

and the entire Tokyo Gas Group (GASTIS) motivate each other to further boost their level of technical

skills. These programs not only help to enhance the skills of the workers, but also to transmit such

knowhow to the next generation.

Scenes from the Exhibition of Technical Skills

Customeroriented CS Mindset

In order to continue to be a company chosen by our customers, we place importance not only on the

products we provide to our customers, but on whether or not we provide satisfaction to them as well. Based

on this concept, the basic stance of the Tokyo Gas Group has been stipulated under the CS Mindset, which

is clarified in Our Code of Conduct. The CS Mindset serves as the policy on which we base our standard of

judgment and our actions. We will continue to ensure that all individuals in our Tokyo Gas Group are

thoroughly aware of this CS Mindset, thus working to create a corporate group where the customer comes

first.

Representation of the CS Mindset

Structure of CS Promotion

We receive opinions and requests from our customers through calls to our Customer Center, through the

Internet, or from customer satisfaction surveys. These "voices of our customers" are shared within the

company all the way up to the top management, and are being actively utilized to improve our daily

activities and to enhance the quality of our products and services.

Structure of CS Promotion

Customer Satisfaction Promotion Committee

CS improvement is considered an important issue in our management, and as such, the company has

been hosting the Customer Satisfaction Promotion Committee since fiscal 2004, composed of the members

of the Corporate Executive Meeting with the President serving as the Chairperson. This Committee

deliberates on issues that are difficult to be resolved by the onsite locations and departments themselves,

as well as other issues that need to be considered by the company as a whole. Furthermore, a CS

Improvement Promotion Subcommittee has also been established, composed of leaders of the

departments that come into heavy contact with customers, in order to promote a variety of programs to

enhance customer satisfaction.

Customer Satisfaction Promotion Committee Chairperson's Award

In order to develop personnel and a corporate culture within the Tokyo Gas Group that place our customers

first, we present the "Customer Satisfaction Promotion Committee Chairperson's Award" to the organization

that has excelled in their creative efforts to further improve customer satisfaction. The recognized efforts

are then shared within and implemented horizontally across the Tokyo Gas Group.

Implementation of CS Meeting in Each Department

In order to listen to our customers and swiftly respond to their needs, each business department and group

holds various CS meetings for the following purposes: to gain an understanding of the current situation via

customer feedback; to deliberate and implement business improvement plans; and to discuss and share

information on CS programs.

CS Survey

In order to respond to the diverse needs of our customers, we conduct CS surveys at major business

activities that come into contact with customers to gain an understanding of the customers' level of

satisfaction with our services.

Survey Outline

Target businessoperations

Regular safety inspections of gas facilities; opening gas (operation to open the gas line); TES inspection (feebased); TES usage explanations; appliance repair; sales and installation; meter replacement (replacingmeters whose validation period has expired), etc.

Survey method Sending the survey by postal mail

Survey details Service quality and overall satisfaction

Efforts Taken by the Customer Center

The Customer Center serves as the point of contact for a wide range of issues associated with Tokyo Gas,

and receives about 5 million telephone calls per year. There are three Customer Center locations staffed by

about 1,000 expert people. In order to answer inquiries from our customers as swiftly and as accurately as

possible, we have created an optimum shift scheduling system based on a detailed forecast of calls we

may receive, and a system for managing the required personnel. We have continued our efforts to further

enhance our arrangements for responding to our customers, such as by developing a system for answering

specialized inquiries, including technical questions on construction work and appliances.

Concept of Social Action Programs

Tokyo Gas works together with local communities to implement activities based on the guideline below for

the purpose of creating a sustainable society.

1. Basic PolicyWorking towards the realization of a society that is pleasant and comfortable to live in, at Tokyo Gas

we work together with local communities to engage in a variety of activities that only we can do,

including efforts to resolve issues related to our daily lives.

2. Purpose of ActivitiesWe seek to contribute to the development of a sustainable society, and at the same time, strengthen

links with the local communities and become a trusted and dependable company.

3. Areas for ActivitiesUnder the activity keywords of safe, secure, environment and enriched lifestyle, we focus on the

development of the next generation as well as the support of the elderly, in cooperation with local

communities.

Building Communities and a Way of Life That is Safe and Secure

We are working together with the local community to build neighborhoods where people can live with a

sense of safety and security, with a focus on preventing disaster.

Promoting countermeasures for earthquakes at local disaster prevention events

Local branch offices, in addition to our corporate museums, provide and share information on disaster

countermeasures at events to promote disaster prevention so that we will be able to coordinate smoothly

with the local administration and community in times of disasters.

For example, at a local training event for disaster prevention hosted by the regional administration, we

explained how to reset the home gas meter on after it had been shut off following an earthquake of a

seismic intensity of 5upper or more. We provided other useful information to enhance safety in the daily

lives of our customers.

Building communities and a way of life that is safe and secure(1)

Building a society and a way of life that is good for the environment(2)

Enriching our life and culture(3)

Also, starting in 2006 we developed our own disaster training

program for families with the aim of enhancing disaster

prevention abilities of the local community. The program entitled

"Iza! Kaeru Caravan!" is being jointly operated with Plus Arts

(NPO), and is being offered at the Gas Science Museum and

the Energy & Earth Exploratorium*.

*The Energy & Earth Exploratorium closed as of March

16, 2014.

Building a Society and a Way of Life That is Good for the Environment

As an energy company, we seek ways to enhance awareness about energy and the environment, and offer

a variety of methods to conserve energy in our daily lives in order to help resolve the Earth's environmental

issues.

Making contributions toward the next generation with activities to support school education

Tokyo Gas educates children, who are our future, about the

importance of energy and our environment, and helps nurture

their fortitude to live, which is at the core of school education.

We offer training to teachers interested in energy and

environmental education, hosting visits to our sites that can be

incorporated into the teacher's educational plan, and offer

special classes taught by our employees. These programs have

been very well received among those involved in children's

education. In fiscal 2013, we hosted 59 training programs,

attended by 1,123 teachers. We also conducted 1,317 special classes, with 39,357 participants.

Additionally, we offer an educational website ("Odoroki! Naruhodo! Gas World!") that provides families with

a fun way to learn about energy and the environment, as well as various educational materials that offer

explanations on the topic of gas in an easy to understand manner. These efforts help to familiarize

participants with energy and our environment.

Our corporate museum, the Gas Science Museum, is a facility where visitors can have fun learning about

energy and the environment. The Museum is involved in providing educational support, such as accepting

field trips and offering workshops, which can be used as a place for offcampus learning. The Museum had

254,383 visitors in fiscal 2013.

Enriching Our Life and Culture

We are offering a variety of programs with the participation of the local community on ways to use energy

more efficiently and continue to enjoy a prosperous life, while taking into consideration the issues of an

aging society and a declining birthrate.

Participation in a local disaster training event

Teacher training program

Cooking class and "Fire Education (HIIKU)" to communicate the benefits of fire

As a company that has long dealt with "fire," we are actively

involved in programs to promote the value of fire and the

benefits of fire within our lifestyles.

Our cooking class, which celebrated its 100th anniversary in

2013, offers a variety of classes that teach the appeal of

cooking with fire. These classes include "Kids in the Kitchen*," a

program that teaches children to be able to cook for themselves

and to use their five senses in the process, and "La Cucina

Espressa*," which offers recipes where multiple dishes can be

simultaneously prepared quickly, as can only be possible when

cooking with gas. Moreover, all of these cooking classes incorporate "eco-cooking*," which promotes being

environmentallyconscious in our approach to our eating habits. We will continue to offer other unique and

attractive classes in the future.

Since fiscal 2012, we have been actively promoting our participation-type

"Fire Education" program, "HIIKU." This program teaches participants on the

history of fire, how fire is connected to our livelihood, and the correct ways of

using fire. It also provides an opportunity to experience the benefits of fire,

which helps to develop the ability to survive and find ways to enrich our lives

abilities that will be useful in times of disasters. Other programs that are

popular include: making fire with ancient methods to learn the difficulty of

creating an energy source; learning the correct way to light a match; and

HIIKU in times of disaster.

"Kids in the Kitchen," "La Cucina Espressa," and "ecocooking" are registeredtrademarks of Tokyo Gas Co., Ltd.

*

Cooking class to promote the benefits ofcooking with fire

Learning how to light a match

Larrakia Trade Training Centre Learning skills of the trade

Regional Contribution Activities Ichthys Project

Tokyo Gas participates in the Ichthys Project in Australia, led by Operator, the International Petroleum

Exploration Corporation (INPEX). The project is being progressed with thorough care to prevent any

adverse effects on the beautiful natural environment or on the traditional cultures of the local indigenous

people.

In this regard, the project is engaged in many activities that focus on education, environmental preservation

and indigenous social aspects. It endeavors to make social contributions to the entire region such as by

supporting the provision of employment opportunities for Darwin area indigenous youth, who face high rate

of unemployment, by helping to build the Larrakia Trade Training Centre, where students can learn

specialized skills such as electrical work and automobile mechanics.

Concept for Supporting Volunteer Activities

We provide a variety of assistance to volunteers (providing opportunities, skills, and information for

volunteering), based on the idea that, aside from the personal growth gained from the work involved,

volunteering gives employees a chance to develop their mind, enrich their human qualities, and help them

grow as people.

Providing Volunteering Opportunities

We provide and plan a variety of volunteer opportunities for those who are interested in volunteering but

cannot find the opportunity to get involved.

Disaster recovery efforts: earthquake relief volunteers

In order to help areas affected by the Great East Japan

Earthquake, every year, more than 200 Tokyo Gas employees

and their families participate in volunteer activities, visiting

disasterstricken areas twice a year (spring and fall). In fiscal

2013, about 240 volunteers helped to restore farmland in

Higashi Matsushima City, Miyagi prefecture. We will continue to

provide high quality and quantity assistance in line with the

needs of disasterstricken areas.

Providing Information

We provide information on volunteering through wall posted newspapers and other methods to motivate

our employees to volunteer.

Issuance of "Join us!"

"Join us!" is a wall newspaper issued four times a year that

provides employees within the Tokyo Gas Group information

related to volunteering.

It introduces topics such as independent volunteer activities

conducted by individual Tokyo Gas employees, social

contribution activities that are being practiced at the workplace,

and the voices of people who work at places such as facilities

for the elderly and disabled. The objective of this newspaper is

to inform Tokyo Gas employees about social issues, the current

situation, and details of various volunteer activities so that they

themselves will feel motivated to participate as volunteers.

Restoring farmland

Wall newspaper "Join us!" with informationon volunteering issued 4 times a year

The Tokyo Gas Group establishes policies on human rights for Our Code of Conduct, which is based on

our Corporate Action Philosophy, as follows.

1. We will respect human rights, and will not discriminate or engage in harassment on grounds of race,

religion, gender, age, descent, nationality, disability, academic qualifications, and social standing.

2. Regardless of differences in employment status and gender as well as job titles, we will respect the

position of others and treat everyone fairly.

3. We will not act in any way that may cause affront to the dignity of individuals, such as through

sexual harassment or power harassment, and will not allow such acts to be ignored.

The concept of human rights includes the basic human rights laid out not only in the Constitution of Japan

and the Labor Standards Act, but also in the Universal Declaration of Human Rights. It also includes the

basic rights in labor (freedom of association, rights to collective bargaining, elimination of forced labor,

abolition of child labor, elimination of discrimination) stipulated in the ILO International Labor Standards, as

well as the local laws, culture, and practices of the countries in which our offices are located.

Tokyo Gas believes that the starting point for advancing human rights is in practicing a fair selection

process for its personnel and in creating a vibrant workplace that is free from discrimination, and is

implementing various measures to this effect. We believe that awareness of respect for human rights is the

foundation that allows our employees to exert their full potential and build smooth relationships with our

stakeholders. To this end, we are continuing to make efforts to provide training on raising awareness of

human rights for all employees of Tokyo Gas and our subsidiaries and affiliates, as well as Tokyo Gas

LIFEVAL, while taking aspects of ISO26000 into consideration.

Promotion Structure

Human Rights Promotion System Chart

Human rights advisory service desk

Advisory service desks for communication have been established both inside and outside of the company

to respond to issues concerning communications within the workplace. A total of 44 consultations were

received in fiscal 2013. We make our best effort to conduct facetoface consultation interviews wherever

possible under the precondition of protecting those seeking council, while working together and supporting

the company to create a work environment where workers can feel safe and comfortable.

Groups in Charge of Advisory Service Desk

Internal servicedesk

Communication Support Section

External servicedesk

External consultants

Training Structure

Tokyo Gas conducts a variety of training programs, from levelspecific training within a group, to human

rights training within a district sponsored by the workplace, as shown below. We not only learn about

antidiscrimination and other numerous human rights issues, but also gain awareness on the various human

rights issues surrounding the company. We discuss the company's social responsibility and human rights,

as well as stakeholder management and other diverse themes and issues, from the varying perspectives of

society, the company, and each and every person that works within the company, for the purpose of

reinforcing our awareness on human rights.

Our common theme is "to create a vibrant workplace." And one of the key issues for realizing this is to

create a work environment where each employee is able to bring out their full potential. The training

programs, including the levelspecific oneday training course, are designed to incorporate many

participationtype training activities, and place importance on having participants make realizations on their

own. We also focus on providing programs themed toward workplace communication that include various

case studies of harassment, such as sexual harassment and power harassment, and that include training

on assertion and stress management in the curriculum.

FY2013 Status of Implementation

Type Classification OverviewNumber of participants

(people)

Company-wide

(1) Levelspecific trainingTraining at four levels: upon entering the company,during the third year, and during qualification promotions(two levels)

FY2012 FY2013

1,533 1,531

(2) Training programs &followup for human rightspromotion leaders

Oneyear human rights training for employeesrecommended by their workplace

333 255

(3) Planningtype trainingHuman rights study sessions Training to create a vibrant workplace, etc.

350 390

(4) Training assistance foraffiliates and subsidiaries

Training implemented upon direct request to thesecretariat (ordermade training)

637 538

(5) Dispatch of lecturers tooutside workshops

Training by request from corporate administrative bodiesamong others, including the Industrial Federation forHuman Rights, Tokyo.

366 295

Byworkplace

Human rights training atbranch offices

Themed training by workplace 7,136 7,187

Basic Policies on Human Resources

Tokyo Gas implements various personnel policies under the belief that the vitality of the company is

dependent on its people, and that company growth cannot be achieved without the growth of its personnel.

Our system of compensation is designed to reflect the performance of each employee over a certain period

of time, so that each and every employee who has contributed to the business performance of our

company through their efforts to enhance their own capabilities and their daily hard work will receive a

sense of satisfaction in knowing that their efforts were worthwhile. By offering varied benefits and

compensation, we aim to enhance the motivation and satisfaction of our employees, thereby creating an

organization that is full of vitality.

Overview of Employees

As of March 2014, there were a total of 8,002 employees (6,692 men, 1,310 women), with an average age

of 45.0 years.

Average Age by Gender (as of March 31, 2014)

Data is for Tokyo Gas employees on a nonconsolidated basis.

Length of Years of Employment by Gender (as of March 31, 2014)


Percentage of People Leaving the Company (as of March 31, 2014)

Personnel Management System and Appraisal

Starting April 2013, Tokyo Gas implemented a multipletrack personnel management system to further

promote personnel development by better appraising the distinct traits and strengths of each and every

employee, and maximizing the results achieved by the organization.

Overview of the Multitrack (contribution type) Personnel Management System

Expert General Business Fellow

What is aimed for

Supervises or supports dutiesat onsite locations of theTokyo Gas Group by utilizingthe skills, techniques,knowledge, and networkacquired through experience ina specialized work field.

Promotes the business of the Tokyo GasGroup from the perspective of what isbest for the group overall, whilestrengthening their field of expertisebased on the skills, techniques, andknowledge they have acquired fromvarious work experience.

Promote improvement in thefunctions of solutions andinnovation of the Tokyo GasGroup through their highlevel of skills, techniques,and knowledge in aspecialized field.

Goal Management System

In order to ensure that employees understand the goals of the company and of their division as well as their

own roles and responsibilities, and to ensure that employees can plan their own growth, Tokyo Gas

implements a goal management system for managing individual employee goals and their level of

contribution to the organization.

360degree Appraisal System

In order to make further improvements to not only the business results, but also the method of conducting

business and actions within the workplace, we implemented a 360degree appraisal system where the daily

actions of employees are appraised not only by their superiors, but also by their colleagues of equal

standing as well as their subordinates. Through these actions, we aim to not only promote the growth of

employees, but also to heighten their sense of justification in the results of their appraisal.

Personnel Development Systems

Basic concept

Tokyo Gas develops the skills of our employees in recognition of the fact that people experience growth

through their jobs. To this end, we focus on providing instructive training from superiors on the job (OJT),

effectively combined with education and training (OffJT) programs, selfdevelopment programs, as well as

workplace transfers and rotations. We also provide an open recruitment system and conduct interviews on

career plans so that employees can find selffulfillment and a sense of satisfaction in their work.

Education and Training Structure

The Human Resources Development Program, which is our company's framework for the development of

human resources, is composed of two pillars of development; the development of foundational and

common skills as business people, and the development of a broad range of expertise. By expanding,

enhancing, and increasing the skills required of the contributiontype employee in the multitrack personnel

management system, we aim to develop employees that can think for themselves, are able to take action

themselves while drawing people in as they go, and can adapt flexibly to changes in the business

environment. Thus, we aim to maximize the distinct traits and strengths of each and every employee,

enhancing productivity through their individual growth, and thereby developing employees who will take an

active role as the driving force of the Tokyo Gas Group.

Human Resources Development Program Training Structure

Transfers and Rotations

Allocating the right person to the right position

We aim to allocate the right person to the right position so that our employees will feel a sense of challenge

and satisfaction in their work. Every year, employees have an interview with their superiors regarding their

career plan. Their selfevaluation along with the evaluation by their superiors are registered into the

personnel system to be utilized for relocation plans and further career development.

Open recruitment system and free agent system

As a system to supplement the regular method of personnel transfers, we offer an open recruitment system

where employees can raise their hands for positions in new business projects among other opportunities,

as well as an FA (free agent) system where employees can challenge themselves by applying for positions

that they wish to be considered for.

Active Promotion and Development of Women and Youthful Employees

Tokyo Gas strives to create an energetic workplace where each and every employee is able to bring out

his/her full potential, and where the distinct characteristics of each individual are respected. We also

actively provide a broad range of opportunities to foster and promote women and youthful employees into

upperlevel positions. We also make sure that each and every employee is afforded fair treatment that

reflects their abilities and performance, regardless of gender or educational background.

Ratio of Women in Management (as of April 1, 2014)


Reemployment System (Second Life Support System)

The mandatory retirement age at Tokyo Gas is 60. However, we implemented the Second Life Support

System, which is a system for continued employment, before enforcement of the revised Law Concerning

the Stabilization of Employment of Older Persons. This system has been providing appropriate employment

opportunities to employees who have both the ability and motivation to continue working. Moreover, with

enforcement of the above revised law, we clarified the standards for realizing detailed and objective

recruitment and contract renewals, and have also signed a labormanagement agreement.

Reemployment after Mandatory Retirement (FY2009 FY2013)

2009 2010 2011 2012 2013Number mandatorily retired (percent ratio)

59 people (22.6%)

59 people (26.0%)

48 people (22.9%)

52 people (22.7%)

64 people (18.8%)

Numberreemployed (percent ratio)

Tokyo Gas *1

176 people (67.4%)

148 people (65.2%)

121 people (57.6%)

157 people (68.6%)

239 people (70.3%)

Subsidiaries andaffiliates, etc.

26 people (10.0%)

20 people (8.8%)

41 people (19.5%)

20 people (8.7%)

37 people (10.9%)

Early retirement*2 30 people 21 people 21 people 19 people 21 peopleNumber of people employed as senior contracted employees (special employees).*1

Number of employees who utilized the early retirement system, which is one of the options available under the SecondLife Support System.

*2


Employment of People with Disabilities

At Tokyo Gas, people with disabilities work alongside our other employees and are performing a variety of

duties. In order to further our efforts to employ people with disabilities, we are improving our facilities in

accordance to the type and level of the disability, creating a work environment that is safe and comfortable,

while also expanding the locations and scope of work opportunities for people with disabilities. As of April

2014, 147 people with disabilities were in our employment, which is 2.06% of total employees, achieving

the statutory rate.

Lecture on promoting the active participation of diverse human resources

Tokyo Gas hosted a lecture on promoting the active

participation of diverse human resources on October

2013. Our executive officer responsible for Personnel

Dept. gave an explanation on the concept of diversity

held by Tokyo Gas, followed by a lecture from Tsuneo

Sasaki, the Special Adviser at Toray Corporate

Business Research, Inc., on the theme of promoting

active participation by diverse human resources. The

lecture was attended by around 400 people, mainly those in management positions at Tokyo Gas

and our subsidiaries and affiliates. The event served to heighten the consciousness of participants

toward diversity, as well as deepen their understanding of the programs that are being implemented

by our company.

Lecture by Mr. Sasaki

Promoting WorkLife Balance

As one of the main pillars of our nextgeneration personnel system, Tokyo Gas is making efforts to

strengthen our organization by striving to bring out the skills of each and every employee to their full

potential. We will promote the type of management that makes the best use of their diverse characteristics

and abilities, and create a workplace environment that is comfortable for both men and women, so that

every employee is able to fulfill their roles and demonstrate their strengths.

Creating a workplace environment that allows for balance between work and childcare or nursingcare

Tokyo Gas created a system that allows for longer leaves and shorter working hours in excess of what is

mandated by law, so that our employees will have flexibility in choosing their style of work. For example,

from April 2014, the period for childrearing work has been extended from completion of the third year to

the sixth year of elementary school. We also offer systems that allow employees to take a leave of absence

for fertility treatments, to attend the school events of their children or grandchildren, or to provide nursing

care to their family members. These systems are being widely used by our employees.

Major Systems and the Number of Users

System Details Category

Number of Users (Fiscal Year)

2009 2010 2011 2012 2013

Male Female Male Female Male Female Male Female Male Female

Child-rearingleave

Until the end of Aprilimmediately followingthe child's 3rdbirthday

Numberof users(persons)

1 118 1 100 0 89 0 79 1 71

Rate ofreturn towork(%)

100 100 100 97.5 - 100 - 100 100 100

Child-rearingwork

During pregnancyand until the childcompletes his/hersixth year ofelementary school*

Numberof users(persons)

207 202 235 219 226

Flextime system forchildcare is available

Nursing careleave

Up to 3 years for onerelative within thesecond degree ofkinship requiringnursing care.

4 5 3 1 1

Nursing carework

Up to 2 years for onerelative within thesecond degree ofkinship requiringnursing care. 4 3 3 2 1

Flextime system fornursing care isavailable

Communityserviceleave

Special leave (paidleave) of a maximumof 5 days within ayear

21 20 149 134 77

Refreshmentsystem

Provided toemployees whoreach the age of 30,35, 40, and 50

637 685 657 651 631Provided withcommemorative giftsand special leave(paid leave)

Leave forspouse'schildbirth

Special leave (paid leave) totaling 5 days is provided when a spouse gives birth

Leave systemto attend tospouse

When an employee's spouse is transferred overseas, he/she can receive up to 3 years of leave with the caveatthat the employee live at the overseas location with the spouse

(New system: From April 2014)

Hosting seminars related to worklife balance

Tokyo Gas offers seminars from various perspectives as part of our efforts to promote worklife balance. In

fiscal 2013, we had a total of 257 participants. We will continue to promote our initiatives to become a

strong and flexible company by having each of our employees fulfill their maximum potential.

Seminars offered in FY2013

Month & year Category Theme of the seminar Targets Participants

May 2013Improvingproductivity

Seminar for work/life harmony Leaders at the workplace 129 persons

September 2013 ChildcareSeminar to think about work stylesduring childcare

Employees on childcare leaveEmployees involved in childcarewhile working, and their superiors

35 persons

October &November 2013

Nursingcare

Seminar to support creating abalance between work and nursingcare

All employees 75 persons

February & March2014

ChildcareSeminar for persons taking childcareleave before returning to work

Employees on childcare leave whoare scheduled to return to work fromthe next fiscal year, and theirspouses

18 persons

Total number of participants of worklifebalancerelated seminars held in FY 2013 257 persons

Data is for Tokyo Gas unconsolidated

Seminar to think about work styles during childcare

Until March 31, 2013, the system was available up to the time when the child completed his/her 3rd year of elementaryschoolData is for Tokyo Gas unconsolidated

*

Day for Leaving Work on Time

At Tokyo Gas, one day each month is designated as a day for employees to leave work on time. This day

is designed to give employees a renewed awareness for striving to achieve their business goals within the

allotted work hours, and provides an opportunity for them to take another look at their methods of working

so that they can achieve maximum results within a limited period of time.

Employee Survey

Survey results

We conduct surveys for all employees on a regular basis on the subjects of work, workplace, lifestyle, and

other aspects, which is also linked to other initiatives such as our personnel system. The surveys have

shown us that, in general, our employees are satisfied working for this company, and that they have a

sense of motivation in fulfilling their duties.

Responding to the Jury Service System

Tokyo Gas believes that it is the social responsibility of the company to create a workplace environment

where employees can feel at ease when participating in the jury system. Therefore, employees who have

been selected as a juror candidate or juror are provided with special paid leave that is equal to the amount

earned on their regular work days.

Building Positive Communication between Labor and Management

Tokyo Gas employees are members of the Tokyo Gas Labor Union in accordance with the union shop

agreement*. The company and the union enjoy a healthy and positive relationship based on mutual

understanding and trust. Both sides engage in frank and direct exchanges of opinions on issues regarding

management and working conditions. We strive to improve the working environment for our nonfull time

workers as well, and have also signed an agreement on minimum wages.

Union Shop Agreement Under the agreement, employers agree to dismiss workers who do not become union members or who withdraw or areexpelled from the union.

*

Basic Principles on Occupational Safety and Health Activities

Occupational safety and health, which protects the lives and health of workers, is the foundation of a

company's existence and a social responsibility that companies must bear. We believe that the values of

"Safety, Security, and Reliability" that we advocate as our corporate brand are accepted only when we

continue to secure occupational safety and health. We consider occupational safety and health as one of

the most important challenges of corporate management.

Tokyo Gas gives the highest priority to ensuring safety and health, and enforces compliance, including

adherence to related laws and regulations, making every effort to eliminate the risk of disasters and

accidents in its aim to be a company with an excellent safety and health record. We also strive to provide

maximum support to our subsidiaries and affiliates and business partners in order to ensure the same level

of safety and health throughout the Tokyo Gas Group.

Implementation of Safety and Health Education Programs (FY2013)

Details PeriodNumber ofparticipants(people)

Levelspecific training on safety & healthand on safety planning

New employee training April (1 time) 265

Safety and health training for newmanagers

April (2 times) 228

Risk management seminar on safety and health (General Manager level) July 353

Foreman training (by law) April February (6 times) 153

Training for safety supervisors at the time of appointment (by law) April 48

Hygiene supervisor training May 80

Traffic safety and driving training (new drivers, people involved in accidents,etc.)

April March 880

Safe driving with attendant instructors utilizing drive recorders May March 619

Seminars on promoting health April March (30 times) 1,376

Maintaining and Enhancing Health

Tokyo Gas is strengthening primary prevention (occupational health activities) for the purpose of

maintaining and enhancing the health of our employees. As part of this endeavor, we have established

industrial health teams that visit employees' workplace to provide attentive services in health consultation,

career ladder consultation, and health education. We have also been making thorough efforts to ensure

that 100% of our employees receive health checkups, which is a prerequisite for healthcare, aiming at the

early detection of diseases, the effective use of outside medical institutions, and the provision of follow-up

observations for employees for whom concerns have been raised.

We will further strengthen the close coordination between the workplace and individual workers, and

continue to make efforts toward disease prevention and maintaining the health of the mind and body. To

realize this, we will continuously reinforce our efforts to provide mental and health consultations, improve

the work environment, and prevent the recurrence of diseases, among other initiatives.

Approaches toward mental health

Of all the sick leave days taken, about 60% can be attributed to mental health diseases. As such, we will

continue to take measures toward ensuring mental health such as:

Countermeasures taken against novel influenza strains

We are providing support for various activities based on requests from Headquarters for Measures Against

Novel Influenza Strains, including:

Preventing Workrelated Injuries

Aiming to further strengthen occupational safety and health activities practiced at each workplace on a daily

basis, in fiscal 2006, Tokyo Gas introduced the Occupational Safety and Health Management System

(OSHMS), which is being operated companywide to prevent industrial accidents. And by utilizing the risk

assessment that was implemented as part of the above, we are also working to reduce the risk of accidents

by treating them quantitatively.

We also provide education on occupational safety and health as well as safety considerations according to

the rank of the employee, e.g., for new employees, new managers, employees in new posts, and top

management of business offices. Additionally, we actively train legal administrators by offering a variety of

inhouse training programs, including Health Administrator training, training for Safety Administrator at the

time of appointment, and foreman training.

We also strive to comply with related laws such as the Industrial Safety and Health Act, periodically

confirming and checking the occupational safety and health systems across the company. The

Occupational Safety and Health Management System (OSHMS), which is a system that ensures that all

safety and health activities are based on the PDCA cycle, is now in its ninth year of operation, and we are

making efforts to further boost our commitment to this system. In the common framework applied across

the company, we strive to eliminate workrelated injuries by urging employees at each workplace to take

their own initiatives in keeping with the conditions of their workplace to prevent such injuries, and continue

to make what improvements they can.

Conducting stress checks for all employees using the Internet.(1)

If requested, results of stress checks will be determined by the workplace and the results will beprovided to managers.

(2)

Providing education at manager training seminars and other such opportunities on how to make theright approaches as a manager, and ways to improve the workplace environment, among others.

(3)

Regarding our system of consultation, in addition to having industrial physicians and nurses available,we have also contracted with outside organizations to create an environment where employees caneasily reach out for help through telephone consultations and counseling.

(4)

Briefings to people in charge of the stronghold building on how to receive supplies in times ofemergency.

(1)

Stockpiling and managing items to protect against infection and supplies in the event of quarantine.(2)

Providing the latest information using the Intranet and by other means.(3)

Conducting exercises on how to put on masks when returning home during a state of emergency, etc.(4)

Structure of Safety and Health Management

Operational Diagram of the Occupational Safety and Health Management System

Transition in the Number of Workrelated Injuries, Number of Traffic Accidents, Rate of Lost Worktime Injuries, and Severity Rate for Absence (Tokyo Gas employees and special employees)

2009 2010 2011 2012 2013

Workrelated injuries(number of cases)

17 22 18 22 21

Traffic accidents (numberof cases) 123 152 138 149 131*1

Rate of lost worktime0.71 0.35 0.42 0.24 0.60

injuries*2

Severity rate forabsence*3

0.009 0.002 0.008 0.002 0.005

Transition in Rate of Lost Worktime Injuries*2

Transition in Severity Rate for Absence*3

Breakdown of fiscal 2013 traffic accidents: Injury caused 14, injury suffered 7, property damage caused 30, propertydamage suffered 29, singlecar accidents 51

*1

Rate of lost worktime injuries: Rate of people taking work leaveper 1 million total actual working hours

*2

Severity rate for absence: Number of workdays lost as a result ofaccidents/injuries per 1,000 total actual working hours

*3

Tokyo Gas seeks to provide its shareholders and investors with fair, timely and prompt disclosure of

information. We disclose the information required by all relevant laws and ordinances, as well as a wide

range of management information and other IR information to enable shareholders, investors and the

general public to better understand our business activities.

Profit Distribution Policy

In "Challenge 2020 Vision", the Group plans to use the cash flow resulting from the steady execution of the

plan for aggressive investment and financing in the total energy business that will support. In addition, the

Group will appropriately distribute profits to its shareholders. Specifically, the Group has set a 60-percent

target for the total payout ratio to shareholders (dividends plus treasury stock acquisition divided by

consolidated net income).

Total payout ratio of year n = [(dividends from unappropriated profit in year n) + (amount of treasury

stocks acquired in year n + 1)] / (consolidated net income in year n)

Based on this "total payout ratio" approach, dividends from fiscal 2012 are 10.0yen a year, up 1.0yen from

fiscal 2011. In fiscal year 2013, we also bought back about 60 million shares for about 360 billion yen. As a

result, the fiscal 2012 total payout ratio was 60.7%.

Total Payout ratio:60.7% = (25.7billion yen : dividend in FY2012 + 36billion yen : Share buy back in

FY2013) / 101.6billion yen : Net income in FY2012

<Link>Investor Relations

Guidelines for Purchasing

Tokyo Gas established guidelines and basic requirements in 1992 to ensure open, fair, and equitable

conduct in its purchasing activities. These guidelines and basic requirements have been made public

through the website since July 2000.

We will continue to win the trust of our business partners by putting the above guidelines and basic

requirements into practice, and conducting business transactions that are based on being highly

transparent, fair, and equitable, thus enhancing our brand value of "Safety, Security, and Reliability."

Principle of OpennessIt is the policy of the Company to purchase its goods and services both at home and abroad, insofar as

the quality and the price of the goods to be purchased meet the Company's requirements.

The simplest and most reasonable purchasing procedure possible will be followed.

Principles of Fairness and EqualityThe Company will select the supplier fairly and equally on the basis of economic rationality, in

consideration of its quality, price, reliability, delivery date, service, integrity with facilities, and the

technological ability, management condition and actions for CSR comprehensively.

Principle of Mutual TrustThe mutual trust and coprosperity of the Company and its suppliers shall be established through

purchase transactions based on the principles of fairness and equality. We consider it is essential to

have highquality goods and services supplied steadily, on time, and at reasonable prices for the stable

and economical supply of city gas. We believe that such supply should be based on mutual trust

between the Company and its suppliers.

Consideration to CSR

Basic Requirements for purchasing

The Company will offer the Basic Requirements for purchasing which should be accomplished based on

mutual understanding between buyer and seller. We would like to ask for your cooperation.

1. Quality GuaranteeProducts to be supplied should meet the requirements for quality and performance set by Tokyo Gas,

and such quality and performance must last for a certain period of time to be determined on the basis

of what is considered reasonable. Furthermore, all products to be supplied must be superior in terms of

shape, structure, operability and maintenance system support.

2. Reasonable Pricing

Practice of the Compliance

Both of the business partners must obey the Laws and Social norms about labor and human

rights and corporate ethics.

(1)

Environmental Conservation / Green Purchasing

The Company shall promote Green Purchasing towards realization of Recycling Society from the

perspective of economy and environment.

(2)

The prices of the products to be supplied must be reasonable in light of the quality and performance of

the product, the specifications, terms of delivery, purchasing quantities, payment terms and conditions,

and the trend in market prices.

3. Delivery on TimeSuppliers must observe the contractual time of delivery specified by the Company.

4. Securing SafetyProducts to be supplied shall be absolutely safe in their use and operation.

5. Maintenance and ServiceSuppliers of the goods and services to be purchased by the Company must be able to provide

inspection, maintenance, and repair services quickly and properly when required by the Company. The

goods and services should therefore be designed and supplied with this requirement in mind. Suppliers

must be capable of providing necessary parts and technical assistance quickly for standard repairs or

in the event of an emergency.

6. Actions for Corporate Social Responsibility ("CSR")

Specifications for common environmental management

Specifications for common environmental management describe rules on construction and other work that

has been commissioned by us. It stipulates issues such as compliance to laws, reduction of environmental

burden, and considerations toward the safety and health of workers. Our business partners are shown this

specification and requested to follow its contents in every job that we commission.

Efforts for Fair Transactions

In order to maintain and strengthen the trust of our customers, compliance must be observed not only by

the Tokyo Gas Group, but also by our business partners. Tokyo Gas has therefore stipulated a set of rules

to prevent compliance violations before they occur.

To avoid violation of compliance by our company

Our Code of Conduct contains provisions regarding transactions and relationships with our business

partners, while the Guidelines for Purchasing clearly specifies compliance to guidelines with ethical

Practice of the Compliance

We should obey the antitrust law, the subcontractor law and all related laws. Furthermore,

personal information, confidential information, intellectual property and the like must be protected

properly.

(1)

Environmental Conservation (Green Purchasing)

We should take enough measures to soften Environmental Impact for not making negative effect

on the environment in consideration of Environmental Issues. So, the Specifications of goods and

services must be based on our "Green Purchasing Promoting Manual" and "Environmental

Common Specifications."

(2)

Risk Control

The quick response to quality troubles and disasters is needed.

(3)

Consideration on Labor and Human Rights

We should obey the Laws and Norms about labor and human rights, and must take measures for

providing safe and clean workplace environment.

(4)

principles as well as laws and regulations. We use various opportunities to promote and enforce

compliance.

To prevent violation of compliance by our business partners

Our Basic Requirements for Purchasing request that our business partners also ensure their thorough

compliance to laws and regulations. In order to clarify what constitutes a compliance violation, as well as to

explain how to deal with such cases and to prevent recurrences, we developed the Guidelines for Dealing

with Compliance Violations by Our Business Partners in 2004, and are dealing with such issues

accordingly.

Communication with Our Business Partners

In addition to guidelines and basic requirements for purchasing, we have disclosed on our website primary

items to be procured and their method of procurement, in an effort to provide other companies with

opportunities to do business with our company.

We also share information with our business partners through regular meetings and other occasions, and

strive to maintain mutual communications. In addition, we conduct annual surveys on general information,

compliance, and environmental efforts for each of our business partners. Upon review of the survey results,

we discuss them with executives of our business partners when necessary.

Results of the Survey on CSR Efforts Made by Our Business Partners

Initiatives for Green Purchasing

Green purchasing

Green purchasing is the practice of giving preference to those that have lower environmental burden when

purchasing items and services.

Policy on green purchasing

Tokyo Gas has systematically practiced green purchasing since fiscal 1996, and established the Green

Purchasing Guidelines in 2000.

We not only ask that consideration be given toward the environment in our Guidelines for Purchasing, but

demand that the specifications are in line with our basic purchasing policies addressed in our Green

Purchasing Promotion Guidebook.

Percentage of respondents that takes measures to each issue shown above.Note 1:

Survey subjects are limited to business partners that obtained a transaction volume above a certain level with TokyoGas in the previous fiscal year.

Note 2:

We are also involved in various other measures to promote green purchasing.

Example of promoting green purchasing through the electronic catalog purchasing system

The electronic catalog* we use has more than 100,000 registered items.

We give preference to items that meet green purchasing requirements when selecting the main products

featured in this electronic catalog, which include office supplies, fixtures, equipment, printed material, etc.

Presently, we have achieved a green purchasing rate of about 80%.

This system gives high priority to items that meet green purchasing standards and makes it possible to

select environmentally conscious products for purchase.

Electronic catalog purchasing (our company's system name: PASPO) is a system that utilizes the Internet for orderingitems conveniently and efficiently through an electronic catalog.

*

Corporate governance basic policies and

promotion system

Development of internal control system

Systems and various bodies, such as

committees and meetings, concerning

management

Structure to strengthen mutual collaboration in

order to improve the quality of various audits

Enterprise risk management (ERM) system

and crisis management system and initiatives

to promote risk management

Compliance basic policies and promotion

system and initiatives to implement

compliance practices

Information security basic policies and

promotion system and initiatives to ensure

information security

Intellectual property basic policies and

promotion system

Corporate Governance Systems

Corporate governance basic policies

As an "Energy Frontier Corporate Group" focusing on natural gas, Tokyo Gas Group shall actively

contribute to create a pleasant lifestyle and environmentally friendly society and works to ensure continued

development while consistently earning the trust of customers, shareholders, and society. 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 and executive responsibilities.

Overview of corporate governance systems

In 2002, we reduced the number of directors to raise the speed and effectiveness of management decision

making. In addition, we have invited outside directors to serve on the Board of Directors in order to improve

transparency and to reinforce the supervision of business operations. The Board of Directors has 11

members, including 3 outside directors. Furthermore, we have established the Advisory Committee, which

is made up of 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 appropriate manner and deliberates on officer

remuneration in accordance with the Company's basic policy for officer remuneration. In the past, the

Company had invited 2 outside audit & supervisory board members, and in 2006 the number of outside

audit & supervisory board members was increased by one. The five audit & supervisory board members,

which now include three outside audit & supervisory board members, conduct strict audits. The Corporate

Executive Meeting, which meets weekly as a general rule, deliberates on provisions stemming from Board

of Directors' resolutions and important managementrelated issues, thus realizing accurate, rapid decision

making and efficient business operations. The Company has introduced an executive officer system for

business operations in accordance with decisions of the Board of Directors. Substantial authority has been

delegated to executive officers in their designated areas of responsibility, while directors, as appropriate,

receive reports on the status of operations from executive officers and monitor the executive officers. In

addition, executive officers report to the Board of Directors as needed. (To clarify management

responsibility and executive responsibility, the terms of office of directors and executive officers have been

fixed at one year.) In fiscal 2002, the Company established the Management Ethics Committee, chaired by

the President. We also formed inhouse committees to address issues that are important from a

management perspective, such as compliance, risk management, customer satisfaction, and safety to

promote transparent management and create a flexible and open corporate culture. This structure

facilitates the sharing of information within the Group, as well as deliberations, adjustments, and decisions

regarding the Group's overall direction.

Thus, Tokyo Gas takes a proactive stance in employing outside directors and outside audit & supervisory

board members and has created a system featuring multiple auditing and monitoring layers in its aim to

achieve highly objective and transparent governance.

Corporate Governance System

<Link>Annual Reports

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)

*1

Advisory Committee: 3 representatives from outside directors and outside audit & supervisory board members, Chairman(1), and President (1)

*2

Audit & Supervisory Board: 5 audit & supervisory board members (3 outside auditors and 2 internal auditors)*3

Corporate Executive Meeting: President, 2 Executive Vice Presidents, and 11 Senior Executive Officers (3 of therepresentative directors also serve as President and Executive Vice Presidents)

*4

Internal Control System

To secure legality, soundness and transparency of our management, and to realize the management

philosophy, the Company has formulated the "Basic Policy on Development of Corporate Structures and

Systems for Ensuring Appropriateness of Operations (Internal Control System) for the Tokyo Gas Group"

and the Company is applying this policy in an appropriate manner.

Directors and Board of Directors

In 2002, we reduced the number of directors to raise the speed and effectiveness of management decision

making. In addition, we have adopted an executive officer system and invited outside directors to serve on

the Board of Directors in order to improve transparency and to reinforce the monitoring of business

operations. As of the end of June 2014, the Board of Directors has 11 members, including 3 outside

directors. Their respective terms of office are set at one year.

Officer Remuneration System

In April 2005, we formulated a basic policy on officer remuneration not only to clarify our officers'

management responsibilities for the Company's performance but also to ensure objectivity and

transparency regarding officer remuneration (the policy was revised in February 2012, with revisions made

to some expressions). Based on this policy, we reexamined the officer remuneration system, centering on

the abolishment of allowances for retirement benefits for officers and the introduction of a performance-

linked remuneration system. In order to reflect shareholders' perspectives in management, all directors

excluding outside directors are mandated to buy our company's stock every month and possess said stock

during the term of their service in accordance with the Guidelines for Stock Purchases.

Executive Officer System

By adopting an executive officer system, we have delegated substantial authority pertaining to business

operations in individual business departments to corresponding executive officers and established a

system where officers can perform their duties responsibly. The executive officers execute the business

operations of a Unit, which is composed of a Strategic Division, as well as subsidiaries and affiliates to

maximize the Group's value under the policies determined by the Board of Directors. To ensure clear

accountability, executive officers are appointed for terms of one year.

Advisory Committee

We have established an Advisory Committee made up of the representatives of outside directors and

outside audit & supervisory board members, the Chairman, and the President. In response to inquiries from

the Board of Directors, the committee deliberates on issues such as the appointment of officer candidates

and officer remuneration, thus ensuring transparency and objectivity in management.

Corporate Executive Meeting

We have the Corporate Executive Meeting in place to deliberate on measures pertaining to corporate

management issues. It is composed of 14 members, including the President, Executive Vice Presidents

and Senior Executive Officers (excluding those on loan). In addition, two fulltime audit & supervisory board

members also attend the committee.

Inhouse Committees

For our business operations, Tokyo Gas has adopted a Unit system composed of the divisions of the

Company, subsidiaries and affiliates as a basic structure in line with the LNG Value Chain in order to place

further emphasis on efficiency, professionalism and promptness. However, when it comes to important

management issues regarding the overall policies of the Company, we need to investigate, review and

make arrangements beyond the scope of units. Therefore, in order to enhance the consistency,

effectiveness, and cohesiveness of our policies, we have established crossdivisional inhouse committees

(currently totaling 14 bodies). In these committees, executive officers assume the role of chairperson.

However, in three particularly important committees comprising ethics, safety and customer satisfaction,

the President assumes the role of chairperson. The matters reviewed at each committee are reported to

the Corporate Executive Meeting as necessary.

Mutual Collaboration among Audit & Supervisory Board Members' Audit,Internal Audit, and Independent Auditors' Audit

In order to enhance the effectiveness of socalled threeway auditing (audit & supervisory board members'

audit, internal audit, and independent auditors' audit) as well as to improve the quality of audits as a whole,

Tokyo Gas makes efforts to strengthen close mutual collaboration between each audit in areas such as the

reporting of audit plans and results, as well as exchanges of opinions and witnessing of audits, as shown in

the diagram below:

Threeway Auditing

Audit & Supervisory Board Members and the Audit & Supervisory Board

The audit & supervisory board of our company consists of five members, including three outside audit &

supervisory board members, and the audit & supervisory board members' office independent from business

execution has been established for support with four dedicated staff members. In line with the Corporate

Auditor's Audit Standards, the audit & supervisory board members attend the meetings of the Board of

Directors, the Corporate Executive Meeting, and other important meetings. They also state their opinions

relating to legality and other perspectives when necessary, conduct research into the state of operations at

the head office, major business offices, and subsidiaries, and hold discussions with top management to

exchange opinions on a regular or adhoc basis. The audit & supervisory board members cooperate closely

with the Internal Audit Department and independent auditors and strictly audit the execution of duties by the

directors to enhance and strengthen highquality corporate governance systems.

Internal Audit Department

Our company has established the Internal Audit Department as an internal audit body (with 36 staff

members assigned as of April 1, 2014, including those in charge of operations in response to the Internal

Control Reporting System) with a structure that can effectively implement specialized audits from the

perspectives of accounting, operations, compliance, information systems, and risk management, among

others.

Procedures and Status of Internal Audits

The audit of Tokyo Gas is conducted for the Company, as well as our subsidiaries and affiliates. The

results of the internal audit are reported not only to the President, Corporate Executive Meeting, Board of

Directors, and audit & supervisory board members, but also to the manager of all audited offices. All of

these offices are obliged to submit their replies on the recommendations provided. The implementation

status of the submitted replies is updated in the following year and the results are reported to the Corporate

Executive Meeting, etc. In fiscal 2013, 5 divisions of our company and 7 subsidiaries and affiliates were

audited, 5 divisions and 11 subsidiaries and affiliates were given follow up audits, and audits focusing on

compliancerelated matters were conducted.

Collaboration on Audits within the Group

In the Tokyo Gas Group, audit & supervisory board members, audit & supervisory board members of

subsidiaries and affiliates, and the Internal Audit Department periodically exchange opinions. We have

established a system that ensures efficient and effective audit activities across the Group by coordinating

closely with each other through liaison meetings and workshops. In fiscal 2013, we held 4 liaison meetings

and 4 workshops for audit & supervisory board members of subsidiaries and affiliates.

Risk Management System

Enterprise risk management system

In fiscal 2003, the Company established an enterprise risk management (ERM) system and drew up risk

management regulations, which include documented rules concerning major risks faced by the Group.

The Risk Management Committee was established in fiscal 2008 with the aim of identifying progress

regarding the establishment and the operational status of the ERM system, as well as improving the level

of ERM. The committee periodically undertakes risk assessments and checks on progress regarding the

establishment and the operational status of the ERM system. It also reports to the Corporate Executive

Meeting and obtains the necessary approvals. Moreover, since the start of fiscal 2011, the risk

management function has been the responsibility of the Corporate Planning Department, and there has

been a framework in place for implementing unified ERM together with operational management.

Under the framework, around 120 Risk Management Promotion Officers are deployed in the business

departments of Tokyo Gas and its subsidiaries and affiliates in order to promote ERM. Each year, we

assess risks and the implementation and improvement status of countermeasures. This system facilitates

the steady implementation of the ERMPDCA (PlanDoCheckAct) cycle.

Enterprise Risk Management (ERM) System

Crisis management system

Because the Company provides public services that comprise a lifeline, for many years it has also had a

crisis management system that serves as a response system in case an accident or other risk-related

event actually occurs. Specifically, we have formulated Emergency Response Organization Regulations. In

case of 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, failures in mission-

critical IT systems, and compliance problems, the Emergency Response Organization responds to the

situation 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 responses in the event of a major

earthquake of the magnitude assumed by Japan's Cabinet Office, a major accident disrupting gas supply,

big power blackout, an outbreak of influenza, etc. This plan is in place to reinforce the Company's risk

management system.

Emergency Response Organization

Promoting Risk Management

Provision of risk management training

The Tokyo Gas Group provides various training programs in order to promote risk management.

Specifically, in fiscal 2013, we held training for Risk Management Promotion Officers and newly appointed

department heads and managers (newly appointed office bearers) in each department of our company, as

well as subsidiaries and affiliates, so that they could appropriately perform necessary risk management in

their respective positions and enhance their risk management capabilities.

Escalation Rules

In order to further enforce a corporate and organizational culture in which, when a major risk becomes

apparent, the information is reported to a superior at the necessary level in a timely and appropriate

manner, we established "Reporting rules when major risks become apparent (Escalation Rules)" as sub-

rules under the risk management regulations mentioned above, and are enforcing these rules in an

appropriate manner.

<Link>Risks of Businesses

Basic Policies

Compliance with laws and regulations based on high ethical standards is the foundation on which the

Tokyo Gas Group continually cultivates our brand value consisting of "Safety, Security, and Reliability,"

which is the source of our competitiveness. Tokyo Gas has identified the following three points as basic

policies and promotes compliance together with our subsidiaries and affiliates, and Tokyo Gas LIFEVAL.

1. Fostering of a compliance oriented mentality

We aim to establish values and a corporate culture in which each executive and employee practices

compliancebased decisionmaking and actions.

"Our Code of Conduct" (as revised in April 2004)

Stating guidelines for decision making and actions based on a framework of

Seven Pledges that all employees, including those in our subsidiaries and

affiliates and Tokyo Gas LIFEVAL, must share

1. We will constantly think and act responsibly as individual members of this

"energy frontier corporate group" so that people will continue to trust our

group and make it their first choice.

2. We will constantly take a clearcut and fair stance on all issues.

3. We will deal with everyone sincerely and equitably.

4. We will respect all colleagues who work with us.

5. We will act for the protection of the global environment.

6. We will handle information appropriately.

7. Leaders will lead from the front and take action themselves.

2. Compliance efforts by each business department based on the basic policies

Under the basic policies formulated by the Management Ethics Committee, each business department of

our group takes specific and independent approaches closely connected to each operation.

3. Establishment of the compliance PDCA cycle

In order to execute business activities in a flexible and consistent manner in accordance with changes in

operations or the legal environment, we have established a PDCA cycle that enables us to review our

operations from the perspective of compliance in order to improve them.

Compliance PDCA Cycle

Compliance Promotion Structure

Twice a year (principally in May and December), the Management Ethics Committee chaired by the

President discusses and confirms issues such as the response of compliance advisory service desks,

auditing results regarding awareness of compliance by employees, and compliance audit results.

In November 2002, the Compliance Department was established as the secretariat division of the

Management Ethics Committee to proactively promote compliance promotion activities. We have also

established Compliance Committees in each Unit to build a structure whereby compliance activities are

continuously and independently promoted.

In order to promote more specific activities at each workplace, more than 300 management level personnel

have been appointed to serve as compliance officers and promoters, who are the core of compliance

promotion activities.

They mutually exchange information through various opportunities such as the Compliance Promoter

Liaison Committee to routinize and encourage compliance activities (in fiscal 2013, the committee met in

February, with 282 participants).


Compliance Advisory Service Desks

We established the system of Compliance Advisory Service Desks for Tokyo Gas and all of our

subsidiaries and affiliates in October 2004.

Employees can directly access the Compliance Advisory Service Desks when they feel hesitant to consult

within their organization, and have a choice of two routes: internal (Compliance Department) and external

(law firms). All who use the desks are assured protection of privacy and freedom from incurring any

disadvantage as a result of using the desks. The Compliance Advisory Service Desks also function as an

internal contact under the Whistleblower Protection Act. In line with the expanded scope of protection

following the enforcement of the Whistleblower Protection Act in April 2006, the coverage of the desks was

also expanded to include clients of the Tokyo Gas Group. The desks have been established and are

already in operation at our subsidiaries and affiliates, and in October 2010 were also established in all 43

Tokyo Gas LIFEVAL companies.

Through the proper operation of these desks, our company can quickly discover and solve problems

related to compliance, thus ensuring that our selfgoverning actions taken as a company function more

effectively.

In addition, in September 2013, we implemented training sessions that followed those offered in the

previous year, for staff who were responsible for operating the desks at our subsidiaries and affiliates as

well as at Tokyo Gas LIFEVAL companies in order to exchange information and enhance their ability to

mount effective responses.

Status of Use of Compliance Advisory Service Desks (FY2013)

Type of Case Number of Cases

Interpersonal Relations on the Job 22

Laws and Regulations 7

Internal Rules 20

Other 7

Total 56

Compliance Practices

Tokyo Gas, our subsidiaries and affiliates, and Tokyo Gas LIFEVAL not only work to encourage employees

to understand the contents of Our Code of Conduct, but also hold levelspecific training as well as tailored

training and workshops to ensure that individual employees apply the training to their specific compliance

practices.

Tokyo Gas Group compliance promotion

Tokyo Gas works to promote the compliance of Tokyo Gas LIFEVAL, which provides services in each

region on behalf of Tokyo Gas. We implement onsite training and provide educational tools adapted to the

current status of each Tokyo Gas LIFEVAL company, and encourage implementation of the PDCA cycle.

In addition, Tokyo Gas Merchandisers Organizations (TOMOS) has established the TOMOS Charter of

Conduct in accordance with Our Code of Conduct in order to share its principles with Tokyo Gas.

As part of compliance promotion efforts, Tokyo Gas distributes a leaflet common to the Tokyo Gas Group

called "For protection of personal information" to support onsite training sessions at the partner companies

and holds lectures for partner company staff at the management level. Since fiscal 2010, we have provided

opportunities for various partner companies to exchange opinions on compliance in order to share the

Tokyo Gas Group's philosophy.

Verification regarding Penetration of Compliance

Compliance awareness surveys

To ascertain the effects of compliance promotion activities, Tokyo Gas conducts yearly surveys with all

employees, including our subsidiaries and affiliates.

As shown in the figure below, the results of these surveys demonstrate that scores have been maintained

at a high level over the years.

Feedback was also provided during the Compliance Promoter Liaison Committee in February 2014 and

individually to our subsidiaries and affiliates between February and March in order to use the conclusions

drawn from survey results to implement actions in subsequent fiscal years. These survey results and the

direction of future actions are released on the intranet for the perusal of all employees of Tokyo Gas and

our subsidiaries and affiliates.

Tokyo Gas Compliance Questionnaire Points (Highest score: 4 points)

Basic Policies

For business activities, ensuring information security is the foundation on which the Tokyo Gas Group

maintains our brand value of "Safety, Security, and Reliability," which is the source of our competitiveness.

In particular, we make it our social responsibility as a public utility company to prevent any leakage or

destruction of, or manipulation of important information, including, notably, information on over 10 million

customers.

In light of environmental changes such as sophisticated Internet use and information-communication

technology development, Tokyo Gas will establish a PDCA cycle to further strengthen our approach to

ensuring information security.

PDCA Cycle in Ensuring Information Security

Information Security Promotion System

To promote the proactive utilization of information, enhance the Tokyo Gas Group's brand value, and

realize its sustainable growth, we have established an information security promotion system at each

division/department with an eye to preventing information security incidents such as loss or theft of

confidential information, and minimizing damage and undue influence in the event of such incidents.

Furthermore, in order to make a concerted effort to ensure information security within the Tokyo Gas

Group, the same information security promotion system is also in place in a total of about 170 subsidiaries

and affiliates, and companies of the Tokyo Gas Group.

Tokyo Gas Group Information Security Promotion System Chart

Practices to Ensure Information Security

In light of the development of information technology and the information security situation in the field, we

provide information security education and conduct selfinspections (selfchecks) to continuously ensure

information security.

In fiscal 2013, security education was provided to regular and dispatched employees at around 60

companies, including our company, our subsidiaries and affiliates, and Tokyo Gas Lifeval companies. In

addition learning about various issues, including removal of confidential information, the employees learned

anew how to deal with emails from unidentified senders as well as points to keep in mind when using

smartphones and tablet devices, thus deepening their understanding of information leakage and virus

infection risks.

For self inspection, employees verify whether they are acting in accordance with the knowledge and rules

gained during their security education and feed the results back to relevant job sites so that employees can

change their workplace behavior.

Our company, subsidiaries and affiliates, and Tokyo Gas Lifeval continue to implement education and self-

inspection activities in order to maintain and improve the information security level of individual employees.

Protection of Personal Information

Policy on protection of personal information

Tokyo Gas recognizes that properly protecting and handling personal information is at the foundation of its

business activities and an important responsibility for the Company. In fulfilling these responsibilities, Tokyo

Gas has established the following policies under which the Company makes its best efforts to protect

personal information:

(1) Observing lawsIn addition to observing all applicable laws and regulations governing the protection of personal

information and all relevant laws, regulations, and guidelines, Tokyo Gas establishes its company

policy and internal rules for the protection of personal information, and strives to improve them.

(2) Managing personal informationTokyo Gas takes necessary actions under relevant laws, regulations and guidelines and properly

manages personal information in order to prevent any loss or leakage of or unauthorized changes to

said information. In addition, a person responsible for the protection of personal information is assigned

at each workplace to educate and monitor employees in relation to this issue.

(3) Obtaining and using personal informationTokyo Gas obtains personal information in appropriate ways in order to properly and smoothly carry out

its business activities. When obtaining such information, Tokyo Gas informs the person concerned in

advance of the purpose of use of his or her information, and uses said information only within the

scope necessary to achieve this purpose.

(4) Providing personal information to third partiesTokyo Gas does not provide personal information to any third party without obtaining the agreement of

the person involved, except when allowed to do so under relevant laws, regulations or guidelines, and

in certain cases where, for example, parties receiving the entrusted information are not deemed by law

to be third parties. When providing personal information to, for example, an entrustee, Tokyo Gas

selects a party that can meet and fulfill the necessary standards and obligations for managing personal

information, makes appropriate arrangements for the protection of the personal information, and

exercises monitoring over said party.

(5) Disclosure, correction, etc. of personal informationWhen a person seeks to, for example, disclose or correct his or her personal information, Tokyo Gas

endeavors to respond to the request promptly, within reasonable limits under relevant laws and

guidelines, after confirming the person's identity.

Safety control of personal information

Tokyo Gas Group collects and utilizes a large amount of personal information, including information on

over 11 million customers. We established the personal information companywide safety control system

from April 1, 2005, ahead of the total enforcement of the Act on the Protection of Personal Information. We

also reexamined our inhouse rules and manuals in response to the requirements of the law and

implemented awarenessraising activities for all employees of the Tokyo Gas Group. After the law took

effect, personal information protection audits were performed by the Internal Audit Department in addition

to selfinspections in order to ensure the proper functioning of personal information safety control.

Basic Policies

Tokyo Gas has established the following two basic policies regarding intellectual property activities in order

to perform our company's business operations without infringing on the intellectual property rights of other

parties.

1. Effective protection and strategic use of created intellectual property

Tokyo Gas promotes efforts to "turn intellectual properties into rights and utilize them" with an awareness of

various business scenarios in order to ensure a degree of freedom in our business development.

Specifically, in addition to promoting the acquisition of necessary rights, including patents, for intellectual

properties created from the accomplishments of technology development with an eye to our future business

development, we are promoting the utilization of intellectual properties owned by our company to the

maximum extent with the possibility of even forming alliances with other parties in order to maximize the

value of goods and services provided to our customers.

2. Reinforcement of intellectual property risk management(1) To respect the rights of other partiesTokyo Gas conducts a thorough priortechnology search from the initial stage of technology development

and reflects the results in our technology development activities so that we do not infringe upon the rights

of other parties when conducting our business. We also conduct similar studies before putting our products

and services on the market.

(2) To respect the rights of employeesWe are implementing a compensation system that ensures rationality and transparency as required by the

provision of "Inventions by Employees" in the Patent Act. Specifically, we assess royalties from inventions

every year and provide 5% as compensation to inventors in this system. We also make it possible for

employees to file an appeal should they object to the compensation offered.

Promotion System

Tokyo Gas consolidates companywide intellectual property operations to the Intellectual Property Office

and controls them under a uniform management system. We also collaborate with subsidiaries and

affiliates of our Group as needed, including for the provision of support and information.

Intellectual Property Control System

Awareness Education

For employees and managerial staff engaged in technology development activities, educational activities

are conducted using specific internal and external cases in addition to providing information on the

intellectual property system to foster awareness of respecting the ownership rights of others.

Status of implementation of Stakeholder

Dialogue in fiscal 2013.

Inclusion in SRI (Socially Responsible

Investing) indices and the results of the CDP

(Carbon Disclosure Project).

Disclosure of incidents that affected our

stakeholders.

Tokyo Gas aims to be a corporate group that achieves continuous growth by diligently fulfilling our social

responsibilities. To realize this, we will communicate and engage in dialogue with our stakeholders,

listening to their opinions and requests regarding the overall business activities of the Tokyo Gas Group,

and relaying what we learn into improving our daily business activities.

We received diverse comments on various aspects of our daily business from people in a wide range of

social positions. We will continue with our efforts to incorporate the voices of our stakeholders into our

business activities to the greatest extent possible.

As part of our efforts to promote CSR, we regularly host the Stakeholder Dialogue, which is considered to

be an important measure to verify our direction of approach and to lead toward further improvements.

For this Stakeholder Dialogue, we invited Mr. Masamichi Shimizu, chairman of the Japan Society for

Corporate Communication Studies, to talk about how Tokyo Gas should deal with communication to

improve its CSR activities.

Date Tuesday, June 17, 2014

Location Conference room at the

Tokyo Gas Co., Ltd. Head

Office

Attendees Stakeholder: 1 person

Facilitator: 1 person

Tokyo Gas: 2 executives, 6

employees

The Tokyo Gas Group defined CSR indicators in fiscal

2013 and plans to use them to report the progress of our

PDCA activities, starting this fiscal year, with the aim of

holding more active dialogue with our stakeholders. In

this context, Stakeholder Dialogue 2014 focused on how

the Group should engage in communication if it wants to

meet the expectations of an everchanging society and

improve its future CSR efforts.

Den Miyake Uchiumi Kajima Nakatsuka Iwashita Akutagawa

Masamichi Shimizu Chairman, Japan Society for CorporateCommunication Studies

Yoshihiko Yamabuki General Manager for CSRCommunication Cetus & General Press Inc.

Masahiro Mikami Director, Senior Executive Officer

Hirotoshi Kajima Chief Manager of the Compliance Section, ComplianceDepartment

Kiyotada Den Executive Officer, General Manager of the CorporateCommunications Department

Chie Nakatsuka Chief Manager of the Planning & Promotion Section,Environmental Affairs Department

Satoshi Miyake Chief Manager of CSR, Corporate CommunicationsDepartment

Masato Iwashita Area Public Information and Promotion Section, RegionalDevelopment Planning Department

Takahiro Uchiumi Chief Manager of the Corporate Planning Section, CorporatePlanning Department

Hirokazu Akutagawa Chief Manager of the Residential Sales PR Section,Residential Sales Promotion Department

Main Comments and Responses from Tokyo Gas

Comments on our communication activities

The wideranging communication activities at Tokyo Gas should be strategically examined by

organizing them on temporal ( short, medium and long term) and on spatial scales (e.g., target,

objective, indicator, method, output).

The results should be evaluated not only by the figures or the degree of achievement but also from the

viewpoint of whether communication has helped change the stakeholders' awareness and action.

We will take into consideration the idea of organizing communication activities both

temporally and spatially. Although we believe communication with stakeholders should

be a twoway activity, our past CSR reports have only described our efforts. To address this issue, we

have decided to disclose CSR indicators from fiscal 2014. By faithfully reporting the state of our PDCA

activities, we hope to deepen communication with stakeholders and better promote CSR based on their

voices.

Comments on our communication with customers

Communication is about building relationships. The way the same message is interpreted and

perceived may vary between individuals. Likewise, individuals are different from businesses in terms of

the amount of information handled and the communication method used. As the difference widens

between businesses and individuals or between businesses and the public, a gap is created. This gap

needs to be eliminated. To do this, the Company should provide an opportunity for individual

employees to meet individual customers face to face repeatedly and sincerely.

Although our employees communicate with customers through their everyday work,

they cannot identify the potential needs of customers without a relationship of trust.

Some of our departments believe that it is not until you visit a new customer 60 times that the customer

becomes our true customer. This demonstrates how we foster the awareness that dialogue and

continuity are indispensable for winning customer trust. We will continue to value direct communication

with customers by encouraging employees to go into the field.

Comments on our internal communication

If individual departments of a company communicate with different intentions and by different

approaches, using variable tools and messages, it is unproductive and, because of inconsistent

messages, ineffective for establishing or improving the company's image.

A recommended solution to this is internal coordination; for example, you can let each department

present its information internally first so that companywide discussion can be held on departmentlevel

plans and effective methods available. What is your approach to internal communication for the sake of

communication that works?

To improve CSR activities across the Tokyo Gas Group, representatives of related

departments meet at liaison meetings on CSR activities, where they exchange

information on specific awarenessraising efforts and support initiatives. The meetings have proven

effective, strengthening ties among those involved as well as helping them carry out well-planned

activities and providing information efficiently.

To improve the effectiveness of our diverse communication activities, we are also considering ways to

deepen interdepartmental collaboration and make our communication consistent and integrated.

Comments on our risk communication

Risk communication can be divided into two types: preventive and postevent communication. For

preventive purposes, continuous development of mutual trust relationships is indispensable; for post

event communication, you should be ready to respond to potential risks. The primary communicator

following an occurrence of a risk is top management. An essential factor of such communication is, in

addition to conveying necessary information, showing consideration for those affected. To ensure

successful risk communication, you should always follow the same basic principles yet plan ahead your

response to several potential scenarios.

The Tokyo Gas Group emphasizes the monitoring and early detection of risks through

its compliance awareness programs as part of employee education and through the

responsible operation of the advisory service desk. All Group employees are aware that as soon as a

risk becomes evident, they must first promptly report to top management in accordance with the

escalation rules.

We will also remain fully committed to preventive and postevent communication.

Upon receiving the comments

In our Group employees' daytoday communication with customers, the brand value of "Safety,

Security, and Reliability" forms the basis of business. The present dialogue has made me realize

the importance of increasing this brand value. Amid major changes in

the climate of the electricity and gas markets, we will do this through

the sharing and organization of information across the Group, which

will enable us to pay renewed attention to internal and external

communication. With our social responsibilities and public mission as

an energy supplier in mind, we will firmly recognize the expectations of

our stakeholders and endeavor to incorporate them into our business

operations.

Masahiro Mikami

Director, Senior Executive Officer (executive in charge of CSR)

Social Responsibilities and Expectations That Tokyo GasNeeds to Fulfill Stakeholder Dialogue 2013

Date: July 2013

As part of our efforts to promote CSR, we host the Stakeholder

Dialogue, which is aimed at verifying our direction of approach

and inducing further improvements. For Stakeholder Dialogue

2013, we invited Mr. Junichi Mizuo, Professor of the Faculty of

Economics and Management at Surugadai University.

At the Stakeholder Dialogue, opinions were extensively

exchanged on the social responsibilities that are expected to be

carried out by our Group, including evaluation of and further

expectations for our efforts regarding the three key CSR issues (enhancement of energy security;

contribution to the environment; and contribution to the regional community), as well as compliance and

human resources development.

Corporate Communications Promotion Committee Chair (Director, Senior Executive Officer)

Managers and

General

Managers

Chief Manager of Personnel System Planning & Labor Relations Section, Personnel

Department; Chief Manager of Compliance Section, Compliance Department; Chief

Manager of Planning & Promotion Section, Environmental Affairs Department; Chief

Manager of Area Public Information and Promotion Section, Regional Development

Planning Department; Corporate Planning Section, Corporate Planning Department;

General Manager of Corporate Communications Department; Chief Manager of CSR,

Corporate Communications Department

8 people in total

CSR Workshop

Date: March 2014

To provide employees with an opportunity to deepen their

understanding of CSR and consider what CSR means to them,

we organized a CSR Workshop taught by Mr. Yoshinari

Koyama, Professor at Kanto Gakuin University. Professor

Koyama gave a simple briefing on the gap in CSR awareness

between society and companies and the importance of

incorporating social expectations into the work of individuals.

During the group work session that followed, participants

exchanged opinions on ongoing efforts at their workplaces as

they play "CSR Every Day," a card game developed by Tokyo

Gas for CSR education.

We received positive feedback from participants, such as "I have learned CSR terms through everyday

examples," "Mr. Koyama's words have made me more aware that continuing activities in the main line of

business is not enough," and "I realized I must broaden my horizons, breaking away from stereotypes."

Members of the CSR report editorial working group, applicants from Tokyo Gas and its subsidiaries and

affiliates

About 50 people in total

Participants were fascinated by Mr.Koyama's enthusiastic talk

FTSE4Good Index Series Morningstar SociallyResponsible InvestmentIndex

SRI (Socially Responsible Investing)

SRI (Socially Responsible Investing) is the process of making investments in a stock by reviewing not only

the financial situation and the growth potential of a company, but also by verifying and evaluating how the

company is fulfilling its social responsibilities.

Tokyo Gas has in place a policy and system of governance as well as a system for environmental

management, and has been receiving high marks for making overall efforts that are well balanced and of

high quality, which are reflected in our SRI index and SRI fund.

SRI index that includes Tokyo Gas

CDP

CDP is one of the rating indexes used by overseas investors. It began in the year 2000 and calculates and

announces annually the amount of greenhouse gas emissions produced, as well as company strategies

toward climate change, thus promoting the implementation of global warming countermeasures.

CDP assesses corporate responses based on two schemes: disclosure and performance. In fiscal 2014,

our score was 94 (of 100) for the former criterion and "B"(on a scale of A to E) for the latter criterion, both of

which ranked in the highest class.

Disclosure of Information on Events That Affected Stakeholders

Tokyo Gas issued 205 press releases (media announcements) in fiscal 2013, of which 16 were about

events that had affected customers and/or society. These issues are listed here as "important notices" and

are also posted on our website.

Events That Affected Customers and/or Society

Press Release

Subject

No. of

Cases

Our Response

Loss of customers'

information

(including theft)

2

To prevent further damage from occurring in these cases, we immediately contacted every

customer involved to explain the situation and apologize. Recognizing the protection of customer

information as a crucial issue, we take these cases seriously and strive to prevent a recurrence

of similar incidents in cooperation with the responsible departments, as well as subsidiaries,

affiliates and outsourcing partners that are contracted to handle such information. To the extent

of our knowledge, none of the lost customer information was leaked to and/or used by any third

parties.

Countermeasures for

defects and other

problems with gas

equipment sold with

the Tokyo Gas brand

6

For the following cases, we have taken countermeasures such as notifying identified customers,

setting up a tollfree number, inspecting/replacing/collecting the products in question, and

providing the users with safety precautions.

Parts replacement for Housetec Inc.'s HKS816RFWHBRA wallthrough installation type

bathtub water heater

Additional recall items and collection of Sanyo Electric Co., Ltd.'s SND503 countertop

dishwasher/dryer

Caution regarding the longterm use of Panasonic Corp.'s water heaters for bathtubs and

space heating (TES heat source) sold with the Tokyo Gas brand

Replacement of GASTAR Co., Ltd.'s cordless floor heater remote controls (3 models)

Inspection and parts replacement for SETAGAYA Co.'s bathtub water heater (for reheating

only)

Collection of PA516FEA and PA516FFB indoor installation type water heaters made by

Paloma Industries Inc. and sold with the Tokyo Gas Co., Ltd. Brand

Results of the soil

survey at the Toyosu

district site and our

next actions

1

We announced the method and results regarding our soil survey, the situation that led to the

survey, the estimated cause of the soil contamination, influence on the surrounding environment,

and our followup actions. We concluded that there were no airborne effects since no

contamination was found in any part of the soil 50 cm below ground at the site and that there

was no impact on the living environment in the surrounding area since no wells exist around the

site that use underground water for drinking.

Request regarding

the use of drawer

type cabinet storage

under the gas stove

1

We sent letters with enclosed flyers and labels to customers using the product in question to

provide them with safety precautions regarding the use of the drawertype cabinet; e.g., making

sure to keep any items in storage from making contact with the gas valve. To accelerate

implementation of this countermeasure, we also carried out voluntary inspections of customers

whose equipment had not been inspected during the course of use of other services.

Supply of odorless

gas in the Gunma

area

3

Having recognized that some of the gas supplied to customers in the Gunma area may be

odorless, we provided them with safety precautions regarding gas use. After the problem was

successfully resolved, we notified customers of the results. We subsequently announced the

identified causes and measures to be taken to prevent a recurrence.

Improper gas

We discovered that, under our employee's direction, gas fitting companies and execution teams

contracted to repair gas leaks had left the pipes in a state of disrepair and created false repair

leakage repair of gas

pipes buried under

roads

3reports to make it seem as though the repairs had been completed. We investigated all gas leak

repair sites and all personnel concerned and announced the results, along with the identified

cause and measures to prevent a recurrence. Tokyo Gas received instructions from the Ministry

of Economy, Trade and Industry on this issue, which was announced to the public as well.

1. Strategy and Analysis

Section Indicator ISO 26000 Cross Reference

1.1

Statement from the most senior decision-maker ofthe organization (e.g., CEO, chair, or equivalentsenior position) about the relevance of sustainabilityto the organization and its strategy.

6.2Organizationalgovernance

Top Commitment

1.2 Description of key impacts, risks, and opportunities.6.2Organizationalgovernance

Top Commitment

Challenge 2020 Vision and CSR


2. Organizational Profile


2.1 Name of the organization. Company Profile / Financial Data

2.2 Primary brands, products, and/or services.

Company Profile / Financial Data

Supplying Energy to the Tokyo

Metropolitan Area

Earthquake and Disaster Measures

2.3Operational structure of the organization, includingmain divisions, operating companies, subsidiaries,and joint ventures.



<Link>Group Companies

2.4 Location of organization's headquarters. Company Profile / Financial Data

2.5

Number of countries where the organizationoperates, and names of countries with either majoroperations or that are specifically relevant to thesustainability issues covered in the report.

—

2.6 Nature of ownership and legal form. Company Profile / Financial Data

2.7

Markets served (including geographic breakdown,sectors served, and types ofcustomers/beneficiaries).


2.8

Scale of the reporting organization, including:• Number of employees;• Number of operations;• Net sales (for private sector organizations) or netrevenues (for public sector organizations);• Total capitalization broken down in terms of debtand equity (for private sector organizations); and• Quantity of products or services provided.


Significant changes during the reporting period

2.9

regarding size, structure, or ownership including:• The location of, or changes in operations, includingfacility openings, closings, and expansions; and• Changes in the share capital structure and othercapital formation, maintenance, and alterationoperations (for private sector organizations).

—

2.10 Awards received in the reporting period. —

3. Report Parameters

Report Profile


3.1Reporting period (e.g., fiscal/calendar year) forinformation provided.

Editorial Policy

3.2 Date of most recent previous report (if any). Editorial Policy

3.3 Reporting cycle (annual, biennial, etc.) Editorial Policy

3.4Contact point for questions regarding the report or itscontents.

Questions & Comments

Report Scope and Boundary


3.5

Process for defining report content, including:• Determining materiality;• Prioritizing topics within the report; and• Identifying stakeholders the organization expects touse the report.


Editorial Policy

3.6

Boundary of the report (e.g., countries, divisions,subsidiaries, leased facilities, joint ventures,suppliers). See GRI Boundary Protocol for furtherguidance.

Editorial Policy

3.7State any specific limitations on the scope orboundary of the report.

—

3.8

Basis for reporting on joint ventures, subsidiaries,leased facilities, outsourced operations, and otherentities that can significantly affect comparability fromperiod to period and/or between organizations.

—

3.9

Data measurement techniques and the bases ofcalculations, including assumptions and techniquesunderlying estimations applied to the compilation ofthe Indicators and other information in the report.

Business Activities and Material

Balance

Environmental Performance Data

(1)

Environmental Performance Data

(2)

Environmental Accounting

3.10

Explanation of the effect of any re-statements ofinformation provided in earlier reports, and thereasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature ofbusiness, measurement methods).

—

3.11Significant changes from previous reporting periodsin the scope, boundary, or measurement methods —

applied in the report.

GRI Content Index


3.12Table identifying the location of the StandardDisclosures in the report.

GRI Guidelines and ISO Standards

Assurance


3.13

Policy and current practice with regard to seekingexternal assurance for the report. If not included inthe assurance report accompanying the sustainabilityreport, explain the scope and basis of any externalassurance provided. Also explain the relationshipbetween the reporting organization and theassurance provider(s).

Editorial Policy

4. Governance, Commitments, and Engagement

Governance


4.1

Governance structure of the organization, includingcommittees under the highest governance bodyresponsible for specific tasks, such as settingstrategy or organizational oversight.



4.2

Indicate whether the Chair of the highest governancebody is also an executive officer (and, if so, theirfunction within the organization’s management andthe reasons for this arrangement).


4.3

For organizations that have a unitary board structure,state the number and gender of members of thehighest governance body that are independentand/or non-executive members.


4.4Mechanisms for shareholders and employees toprovide recommendations or direction to the highestgovernance body.


4.5

Linkage between compensation for members of thehighest governance body, senior managers, andexecutives (including departure arrangements), andthe organization’s performance (including social andenvironmental performance).


4.6Processes in place for the highest governance bodyto ensure conflicts of interest are avoided.


Internal Control


Audit Structure


4.7

Process for determining the composition,qualifications, and expertise of the members of thehighest governance body and its committees,including any consideration of gender and other

—

indicators of diversity.

4.8

Internally developed statements of mission or values,codes of conduct, and principles relevant toeconomic, environmental, and social performanceand the status of their implementation.

Top Commitment


4.9

Procedures of the highest governance body foroverseeing the organization’s identification andmanagement of economic, environmental, and socialperformance, including relevant risks andopportunities, and adherence or compliance withinternationally agreed standards, codes of conduct,and principles.



Risk Management

4.10Processes for evaluating the highest governancebody’s own performance, particularly with respect toeconomic, environmental, and social performance.



Commitments to External Initiatives


4.11Explanation of whether and how the precautionaryapproach or principle is addressed by theorganization.


Measures Taken against

Environmental Risks

Risk Management System


4.12Externally developed economic, environmental, andsocial charters, principles, or other initiatives towhich the organization subscribes or endorses.

—

4.13

Memberships in associations (such as industryassociations) and/or national/international advocacyorganizations in which the organization:• Has positions in governance bodies;• Participates in projects or committees;• Provides substantive funding beyond routinemembership dues; or• Views membership as strategic.

Editorial Policy

Stakeholder Engagement


4.14List of stakeholder groups engaged by theorganization.



Efforts to Enhance Customer

Satisfaction

Creating a Comfortable Work

Environment

Communication with Our Business

Partners

<Link>IR Events

4.15Basis for identification and selection of stakeholderswith whom to engage.


4.16Approaches to stakeholder engagement, includingfrequency of engagement by type and bystakeholder group.


Efforts to Enhance Customer

Satisfaction

Creating a Comfortable Work

Environment

Communication with Our Business

Partners

<Link>IR Events

4.17

Key topics and concerns that have been raisedthrough stakeholder engagement, and how theorganization has responded to those key topics andconcerns, including through its reporting.


5. Management Approach and Performance Indicators

Economic


Disclosure on ManagementApproach

6.2 Organizational governance

6.8 Community involvement and

development

<Link>Management Strategy

Economic Performance Indicators | Aspect: Economic Performance


CoreEC1.

Direct economic value generatedand distributed, includingrevenues, operating costs,employee compensation,donations and other communityinvestments, retained earnings,and payments to capital providersand governments.


development

6.8.3 Issue 1 : Community

involvement

6.8.7 Issue 5 : Wealth and

income creation

6.8.9 Issue 7 : Social investment

Basic IR Policy

<Link>IR Library

CoreEC2.

Financial implications and otherrisks and opportunities for theorganization’s activities due toclimate change.

6.5.5 Issue 3 : Climate changemitigation and adaptation

Risk Management

Energy and Climate Change

Environmental Accounting


CoreEC3.

Coverage of the organization’sdefined benefit plan obligations.

—

CoreEC4.

Significant financial assistancereceived from government.

—

Economic Performance Indicators | Aspect: Market Presence

AddEC5.

Range of ratios of standard entrylevel wage by gender comparedto local minimum wage atsignificant locations of operation.

6.3.7 Issue 5 : Discrimination andvulnerable groups6.4.4 Issue 2 : Conditions of workand social protection6.8 Community involvement anddevelopment

—

CoreEC6.

Policy, practices, and proportionof spending on locally-basedsuppliers at significant locationsof operation.

6.6.6 Issue 4 : Promoting socialresponsibility in the value chain


development

6.8.5 Issue 3 : Employment

creation and skills development


income creation

Resource ProcurementManagement

CoreEC7.

Procedures for local hiring andproportion of senior managementhired from the local community atlocations of significant operation.


development

6.8.5 Issue 3 : Employment

creation and skills development


income creation

—

Economic Performance Indicators | Aspect: Indirect Economic Impacts

CoreEC8.

Development and impact ofinfrastructure investments andservices provided primarily forpublic benefit throughcommercial, in-kind, or pro bonoengagement.

6.3.9 Issue 7 : Economic, socialand cultural rights6.8 Community involvement anddevelopment6.8.3 Issue 1 : Communityinvolvement6.8.4 Issue 2 : Education andculture6.8.5 Issue 3 : Employmentcreation and skills development6.8.6 Issue 4 : Technologydevelopment and access6.8.7 Issue 5 : Wealth andincome creation6.8.9 Issue 7 : Social investment

Social Action Programs throughOur Main Line of Business

AddEC9.

Understanding and describingsignificant indirect economicimpacts, including the extent ofimpacts.

6.3.9 Issue 7 : Economic, socialand cultural rights6.6.6 Issue 4 : Promoting socialresponsibility in the value chain6.6.7 Issue 5 : Respect forproperty rights6.7.8 Issue 6 : Access toessential services6.8 Community involvement anddevelopment6.8.5 Issue 3 : Employmentcreation and skills development6.8.6 Issue 4 : Technologydevelopment and access6.8.7 Issue 5 : Wealth andincome creation6.8.9 Issue 7 : Social investment

—

Environmental



6.2 Organizational governance6.5 The environment

Basic Policy

Environmental ProtectionGuidelines and FY2013 Results

Environmental Performance Indicators | Aspect: Materials


CoreEN1.

Materials used by weight orvolume.

6.5 The environment6.5.4 Issue 2 : Sustainableresource use

Business Activities and MaterialBalance

CoreEN2.

Percentage of materials used thatare recycled input materials.



Environmental Performance Indicators | Aspect: Energy

CoreEN3.

Direct energy consumption byprimary energy source.



CoreEN4.

Indirect energy consumption byprimary source.



AddEN5.

Energy saved due toconservation and efficiencyimprovements.


Environmental Performance Data(1)

AddEN6.

Initiatives to provide energy-efficient or renewable energybased products and services, andreductions in energyrequirements as a result of theseinitiatives.


—

AddEN7.

Initiatives to reduce indirectenergy consumption andreductions achieved.


—

Environmental Performance Indicators | Aspect: Water

CoreEN8. Total water withdrawal by source.



AddEN9.

Water sources significantlyaffected by withdrawal of water.


—

AddEN10.

Percentage and total volume ofwater recycled and reused.



Environmental Performance Indicators | Aspect: Biodiversity

CoreEN11.

Location and size of land owned,leased, managed in, or adjacentto, protected areas and areas ofhigh biodiversity value outsideprotected areas.

6.5 The environment6.5.6 Issue 4 : Protection of theenvironment, biodiversity andrestoration of natural habitats

—

CoreEN12.

Description of significant impactsof activities, products, andservices on biodiversity inprotected areas and areas of highbiodiversity value outsideprotected areas.


Activities to Protect Biodiversity

AddEN13.

Habitats protected or restored.


—

AddEN14.

Strategies, current actions, andfuture plans for managingimpacts on biodiversity.

6.5 The environment6.5.6 Issue 4 : Protection of theenvironment, biodiversity andrestoration of natural habitats6.8.3 Issue 1 : Communityinvolvement

Environmental ProtectionGuidelines and FY2013 Results

Activities to Protect Biodiversity

AddEN15.

Number of IUCN Red Listspecies and nationalconservation list species withhabitats in areas affected by

6.5 The environment6.5.6 Issue 4 : Protection of theenvironment, biodiversity and

—

operations, by level of extinctionrisk.

restoration of natural habitats

Environmental Performance Indicators | Aspect: Emissions, Effluents, and Waste

CoreEN16.

Total direct and indirectgreenhouse gas emissions byweight.

6.5 The environment6.5.5 Issue 3 : Climate changemitigation and adaptation


CoreEN17.

Other relevant indirectgreenhouse gas emissions byweight.


—

AddEN18.

Initiatives to reduce greenhousegas emissions and reductionsachieved.


—

CoreEN19.

Emissions of ozone-depletingsubstances by weight.

6.5 The environment6.5.3 Issue 1 : Prevention ofpollution

Management of ChemicalSubstances

CoreEN20.

NO, SO, and other significant airemissions by type and weight.




CoreEN21.

Total water discharge by qualityand destination.



CoreEN22.

Total weight of waste by type anddisposal method.




CoreEN23.

Total number and volume ofsignificant spills.


—

AddEN24.

Weight of transported, imported,exported, or treated wastedeemed hazardous under theterms of the Basel ConventionAnnex I, II, III, and VIII, andpercentage of transported wasteshipped internationally.


—

AddEN25.

Identity, size, protected status,and biodiversity value of waterbodies and related habitatssignificantly affected by thereporting organization’sdischarges of water and runoff.

6.5 The environment6.5.3 Issue 1 : Prevention ofpollution6.5.4 Issue 2 : Sustainableresource use6.5.6 Issue 4 : Protection of theenvironment, biodiversity andrestoration of natural habitats

—

Environmental Performance Indicators | Aspect: Products and Services

CoreEN26.

Initiatives to mitigateenvironmental impacts ofproducts and services, and extentof impact mitigation.

6.5 The environment6.5.4 Issue 2 : Sustainableresource use6.6.6 Issue 4 : Promoting socialresponsibility in the value chain6.7.5 Issue 3 : Sustainableconsumption

—

CoreEN27.

Percentage of products sold andtheir packaging materials that arereclaimed by category.

6.5 The environment6.5.3 Issue 1 : Prevention ofpollution6.5.4 Issue 2 : Sustainableresource use6.7.5 Issue 3 : Sustainableconsumption

—

Environmental Performance Indicators | Aspect : Compliance

CoreEN28.

Monetary value of significantfines and total number of non-monetary sanctions fornoncompliance withenvironmental laws andregulations.

6.5 The environmentMeasures Taken againstEnvironmental Risks

Environmental Performance Indicators | Aspect : Transport

AddEN29.

Significant environmental impactsof transporting products andother goods and materials usedfor the organization’s operations,and transporting members of theworkforce.

6.5 The environment6.5.4 Issue 2 : Sustainableresource use6.6.6 Issue 4 : Promoting socialresponsibility in the value chain

—

Environmental Performance Indicators | Aspect : Overall

AddEN30.

Total environmental protectionexpenditures and investments bytype.

6.5 The environment Environmental Accounting

Social Performance Indicators | Labor Practices and Decent Work



6.2 Organizational governance6.4 Labour practices6.3.10 Issue 8 : Fundamentalprinciples and rights at work

For Our Employees

Labor Practices and Decent Work Performance Indicators | Aspect: Employment


CoreLA1.

Total workforce by employmenttype, employment contract, andregion, broken down by gender.

6.4 Labour practices6.4.3 Issue 1 : Employment andemployment relationships


Human Resources Policies and the

Employment Situation

Efforts Toward Diversity

CoreLA2.

Total number and rate of newemployee hires and employeeturnover by age group, gender,and region.

6.4 Labour practices6.4.3 Issue 1 : Employment andemployment relationships

Human Resources Policies and theEmployment Situation


AddLA3.

Benefits provided to full-timeemployees that are not providedto temporary or parttimeemployees, by significantlocations of operation.

6.4 Labour practices6.4.3 Issue 1 : Employment andemployment relationships6.4.4 Issue 2 : Conditions of workand social protection

Creating a Comfortable WorkEnvironment

CoreLA15.

Return to work and retentionrates after parental leave, bygender.

6.4 Labour practices6.4.4 Issue 2 : Conditions of workand social protection


Labor Practices and Decent Work Performance Indicators | Aspect: Labor/Management Relations

6.3.10 Issue 8 : Fundamental

CoreLA4.

Percentage of employeescovered by collective bargainingagreements.

principles and rights at work6.4 Labour practices6.4.3 Issue 1 : Employment andemployment relationships6.4.4 Issue 2 : Conditions of workand social protection6.4.5 Issue 3 : Social dialogue

Promoting Work-Life Balance

CoreLA5.

Minimum notice period(s)regarding operational changes,including whether it is specified incollective agreements.

6.4 Labour practices6.4.3 Issue 1 : Employment andemployment relationships6.4.4 Issue 2 : Conditions of workand social protection6.4.5 Issue 3 : Social dialogue

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Labor Practices and Decent Work Performance Indicators | Aspect: Occupational Health and Safety

AddLA6.

Percentage of total workforcerepresented in formal jointmanagement–worker health andsafety committees that helpmonitor and advise onoccupational health and safetyprograms.

6.4 Labour practices6.4.6 Issue 4 : Health and safetyat work


CoreLA7.

Rates of injury, occupationaldiseases, lost days, andabsenteeism, and total number ofwork-related fatalities, by regionand by gender.


Preventing Work-related Injuries

CoreLA8.

Education, training, counseling,prevention, and risk-controlprograms in place to assistworkforce members, theirfamilies, or community membersregarding serious diseases.

6.4 Labour practices6.4.6 Issue 4 : Health and safetyat work6.8 Community involvement anddevelopment6.8.3 Issue 1 : Communityinvolvement6.8.4 Issue 2 : Education andculture6.8.8 Issue 6 : Health

Maintaining and Enhancing Health

AddLA9.

Health and safety topics coveredin formal agreements with tradeunions.



Efforts Toward Occupational Safetyand Health

Labor Practices and Decent Work Performance Indicators | Aspect: Training and Education

CoreLA10.

Average hours of training peryear per employee by gender,and by employee category.

6.4 Labour practices6.4.7 Issue 5 : Humandevelopment and training in theworkplace

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AddLA11.

Programs for skills managementand lifelong learning that supportthe continued employability ofemployees and assist them inmanaging career endings.

6.4 Labour practices6.4.7 Issue 5 : Humandevelopment and training in theworkplace6.8.5 Issue 3 : Employmentcreation and skills development

Personnel Development and CareerDevelopment

AddLA12.

Percentage of employeesreceiving regular performanceand career development reviews,by gender.

6.4 Labour practices6.4.7 Issue 5 : Humandevelopment and training in theworkplace

Structure of Our PersonnelManagement System and Appraisal

Labor Practices and Decent Work Performance Indicators | Aspect: Diversity and Equal Opportunity

CoreLA13.

Composition of governancebodies and breakdown ofemployees per employeecategory according to gender,age group, minority groupmembership, and other indicatorsof diversity.

6.3.7 Issue 5 : Discrimination andvulnerable groups6.3.10 Issue 8 : Fundamentalprinciples and rights at work6.4 Labour practices6.4.3 Issue 1 : Employment andemployment relationships

Overview of Employees


Labor Practices and Decent Work Performance Indicators | Aspect : Equal Remuneration for Women and

Men

CoreLA14.

Ratio of basic salary andremuneration of women to menby employee category, bysignificant locations of operation.

6.3.7 Issue 5 : Discrimination andvulnerable groups6.3.10 Issue 8 : Fundamentalprinciples and rights at work6.4 Labour practices6.4.3 Issue 1 : Employment andemployment relationships6.4.4 Issue 2 : Conditions of workand social protection

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Human Rights



6.2 Organizational governance6.3 Human rights6.3.3 Issue 1 : Due diligence6.3.4 Issue 2 : Human rights risksituations6.3.6 Issue 4 : Resolvinggrievances6.6.6 Issue 4 : Promoting socialresponsibility in the value chain

Basic Stance on Human Rights

Human Rights Performance Indicators | Aspect: Investment and Procurement Practices


CoreHR1.

Percentage and total number ofsignificant investmentagreements and contracts thatinclude clauses incorporatinghuman rights concerns, or thathave undergone human rightsscreening.

6.3 Human rights6.3.3 Issue 1 : Due diligence6.3.5 Issue 3 : Avoidance ofcomplicity6.6.6 Issue 4 : Promoting socialresponsibility in the value chain

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CoreHR2.

Percentage of significantsuppliers, contractors, and otherbusiness partners that haveundergone human rightsscreening, and actions taken.

6.3 Human rights6.3.3 Issue 1 : Due diligence6.3.5 Issue 3 : Avoidance ofcomplicit6.4.3 Issue 1 : Employment andemployment relationships6.6.6 Issue 4 : Promoting socialresponsibility in the value chain

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CoreHR3.

Total hours of employee trainingon policies and proceduresconcerning aspects of humanrights that are relevant tooperations, including thepercentage of employees trained.

6.3 Human rights6.3.5 Issue 3 : Avoidance ofcomplicit

Building a Workplace that RespectsHuman Rights: Creating a VibrantWorkplace

Human Rights Performance Indicators | Aspect: Non-discrimination

6.3 Human rights

CoreHR4.

Total number of incidents ofdiscrimination and correctiveactions taken.

6.3.6 Issue 4 : Resolvinggrievances6.3.7 Issue 5 : Discrimination andvulnerable groups6.3.10 Issue 8 : Fundamentalprinciples and rights at work6.4.3 Issue 1 : Employment andemployment relationships

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Human Rights Performance Indicators | Aspect: Freedom of Association and Collective Bargaining

CoreHR5.

Operations and significantsuppliers identified in which theright to exercise freedom ofassociation and collectivebargaining may be violated or atsignificant risk, and actions takento support these rights.

6.3 Human rights6.3.3 Issue 1 : Due diligence6.3.4 Issue 2 : Human rights risksituations6.3.5 Issue 3 : Avoidance ofcomplicity6.3.8 Issue 6 : Civil and politicalrights6.3.10 Issue 8 : Fundamentalprinciples and rights at work6.4.3 Issue 1 : Employment andemployment relationships6.4.5 Issue 3 : Social dialogue


Resource ProcurementManagement

Human Rights Performance Indicators | Aspect: Child Labor

CoreHR6.

Operations and significantsuppliers identified as havingsignificant risk for incidents ofchild labor, and measures takento contribute to the effectiveabolition of child labor.

6.3 Human rights6.3.3 Issue 1 : Due diligence6.3.4 Issue 2 : Human rights risksituations6.3.5 Issue 3 : Avoidance ofcomplicity6.3.7 Issue 5 : Discrimination andvulnerable groups6.3.10 Issue 8 : Fundamentalprinciples and rights at work6.6.6 Issue 4 : Promoting socialresponsibility in the value chain

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Human Rights Performance Indicators | Aspect: Forced and Compulsory Labor

CoreHR7.

Operations and significantsuppliers identified as havingsignificant risk for incidents offorced or compulsory labor, andmeasures to contribute to theelimination of all forms of forcedor compulsory labor.

6.3 Human rights6.3.3 Issue 1 : Due diligence6.3.4 Issue 2 : Human rights risksituations6.3.5 Issue 3 : Avoidance ofcomplicity6.3.7 Issue 5 : Discrimination andvulnerable groups6.3.10 Issue 8 : Fundamentalprinciples and rights at work6.6.6 Issue 4 : Promoting socialresponsibility in the value chain

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Human Rights Performance Indicators | Aspect: Security Practices

AddHR8.

Percentage of security personneltrained in the organization’spolicies or procedures concerningaspects of human rights that arerelevant to operations.

6.3 Human rights6.3.5 Issue 3 : Avoidance ofcomplicity6.4.3 Issue 1 : Employment andemployment relationships6.6.6 Issue 4 : Promoting socialresponsibility in the value chain

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Human Rights Performance Indicators | Aspect: Indigenous Rights

6.3 Human rights6.3.6 Issue 4 : Resolving

AddHR9.

Total number of incidents ofviolations involving rights ofindigenous people and actionstaken.

grievances6.3.7 Issue 5 : Discrimination andvulnerable groups6.3.8 Issue 6 : Civil and politicalrights6.6.7 Issue 5 : Respect forproperty rights

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Human Rights Performance Indicators | Aspect: Assessment

CoreHR10.

Percentage and total number ofoperations that have beensubject to human rights reviewsand/or impact assessments

6.3 Human rights6.3.3 Issue 1 : Due diligence6.3.4 Issue 2 : Human rights risksituations6.3.5 Issue 3 : Avoidance ofcomplicity

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Human Rights Performance Indicators | Aspect: Remediation

CoreHR11.

Number of grievances related tohuman rights filed, addressedand resolved through formalgrievance mechanisms.

6.3 Human rights6.3.6 Issue 4 : Resolvinggrievances

Building a Workplace that RespectsHuman Rights: Creating a VibrantWorkplace

Society



6.2 Organizational governance6.6 Fair operating practices6.8 Community involvement anddevelopment

Social Action Programs

Thorough Implementation ofCompliance

Society Performance Indicators | Aspect: Local Communities


CoreSO1.

Percentage of operations withimplemented local communityengagement, impactassessments, and developmentprograms.

6.3.9 Issue 7 : Economic, socialand cultural rights6.8 Community involvement anddevelopment6.8.3 Issue 1 : Communityinvolvement6.8.9 Issue 7 : Social investment

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CoreSO9.

Operations with significantpotential or actual negativeimpacts on local communities.

6.3.9 Issue 7 : Economic, socialand cultural rights6.5.3 Issue 1 : Prevention ofpollution6.5.6 Issue 4 : Protection of theenvironment, biodiversity andrestoration of natural habitats6.8 Community involvement anddevelopment

Measures Taken for SoilRemediation

CoreSO10.

Prevention and mitigationmeasures implemented inoperations with significantpotential or actual negativeimpacts on local communities.

6.3.9 Issue 7 : Economic, socialand cultural rights6.5.3 Issue 1 : Prevention ofpollution6.5.6 Issue 4 : Protection of theenvironment, biodiversity andrestoration of natural habitats6.8 Community involvement anddevelopment

Measures Taken for SoilRemediation

Society Performance Indicators | Aspect: Corruption

CoreSO2.

Percentage and total number ofbusiness units analyzed for risksrelated to corruption.

6.6 Fair operating practices6.6.3 Issue 1 : Anti-corruption

Enterprise risk management system

Verification regarding Penetration ofCompliance

CoreSO3.

Percentage of employees trainedin organization’s anti-corruptionpolicies and procedures.


Compliance Practices

CoreSO4.

Actions taken in response toincidents of corruption.


Toward Greater Safety and Security

Society Performance Indicators | Aspect : Public Policy

CoreSO5.

Public policy positions andparticipation in public policydevelopment and lobbying.

6.6 Fair operating practices6.6.4 Issue 2 : Responsiblepolitical involvement6.8.3 Issue 1 : Communityinvolvement

Building Communities and a Way ofLife That is Safe and Secure

AddSO6.

Total value of financial and in-kind contributions to politicalparties, politicians, and relatedinstitutions by country.

6.6 Fair operating practices6.6.4 Issue 2 : Responsiblepolitical involvement6.8.3 Issue 1 : Communityinvolvement

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Society Performance Indicators | Aspect: Anti-Competitive Behavior

AddSO7.

Total number of legal actions foranticompetitive behavior, anti-trust, and monopoly practicesand their outcomes.

6.6 Fair operating practices6.6.5 Issue 3 : Fair competition6.6.7 Issue 5 : Respect forproperty rights

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Society Performance Indicators | Aspect: Compliance

CoreSO8.

Monetary value of significantfines and total number of non-monetary sanctions fornoncompliance with laws andregulations.

6.6 Fair operating practices6.6.3 Issue 1 : Anti-corruption6.6.7 Issue 5 : Respect forproperty rights6.8.7 Issue 5 : Wealth andincome creation

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Product Responsibility



6.2 Organizational governance6.6 Fair operating practices6.7 Consumer issues


Product Responsibility Performance Indicators | Aspect: Customer Health and Safety


CorePR1.

Life cycle stages in which healthand safety impacts of productsand services are assessed forimprovement, and percentage ofsignificant products and servicescategories subject to suchprocedures.

6.3.9 Issue 7 : Economic, socialand cultural rights6.6.6 Issue 4 : Promoting socialresponsibility in the value chain6.7 Consumer issues6.7.4 Issue 2 : Protectingconsumers' health and safety6.7.5 Issue 3 : Sustainableconsumption


AddPR2.

Total number of incidents of non-compliance with regulations andvoluntary codes concerninghealth and safety impacts of

6.3.9 Issue 7 : Economic, socialand cultural rights6.6.6 Issue 4 : Promoting socialresponsibility in the value chain6.7 Consumer issues —

products and services duringtheir life cycle, by type ofoutcomes.

6.7.4 Issue 2 : Protectingconsumers' health and safety6.7.5 Issue 3 : Sustainableconsumption

Product Responsibility Performance Indicators | Aspect : Product and Service Labeling


CorePR3.

Type of product and serviceinformation required byprocedures, and percentage ofsignificant products and servicessubject to such informationrequirements.

6.7 Consumer issues6.7.3 Issue 1 : Fair marketing,factual and unbiased informationand fair contractual practices6.7.4 Issue 2 : Protectingconsumers' health and safety6.7.5 Issue 3 : Sustainableconsumption6.7.6 Issue 4 : Consumer service,support, and complaint anddispute resolution6.7.9 Issue 7 : Education andawareness

For the Safety of Our Customers

AddPR4.

Total number of incidents of non-compliance with regulations andvoluntary codes concerningproduct and service informationand labeling, by type ofoutcomes.

6.7 Consumer issues6.7.3 Issue 1 : Fair marketing,factual and unbiased informationand fair contractual practices6.7.4 Issue 2 : Protectingconsumers' health and safety6.7.5 Issue 3 : Sustainableconsumption6.7.6 Issue 4 : Consumer service,support, and complaint anddispute resolution6.7.9 Issue 7 : Education andawareness

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AddPR5.

Practices related to customersatisfaction, including results ofsurveys measuring customersatisfaction.

6.7 Consumer issues6.7.4 Issue 2 : Protectingconsumers' health and safety6.7.5 Issue 3 : Sustainableconsumption6.7.6 Issue 4 : Consumer service,support, and complaint anddispute resolution6.7.8 Issue 6 : Access toessential services6.7.9 Issue 7 : Education andawareness

Customer-oriented Structure andActivities

Product Responsibility Performance Indicators | Aspect : Marketing Communications


CorePR6.

Programs for adherence to laws,standards, and voluntary codesrelated to marketingcommunications, includingadvertising, promotion, andsponsorship.

6.7 Consumer issues6.7.3 Issue 1 : Fair marketing,factual and unbiased informationand fair contractual practices6.7.6 Issue 4 : Consumer service,support, and complaint anddispute resolution6.7.9 Issue 7 : Education andawareness

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Total number of incidents of non-6.7 Consumer issues6.7.3 Issue 1 : Fair marketing,

AddPR7.

compliance with regulations andvoluntary codes concerningmarketing communications,including advertising, promotion,and sponsorship by type ofoutcomes.

factual and unbiased informationand fair contractual practices6.7.6 Issue 4 : Consumer service,support, and complaint anddispute resolution6.7.9 Issue 7 : Education andawareness

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Product Responsibility Performance Indicators | Aspect : Customer Privacy

AddPR8.

Total number of substantiatedcomplaints regarding breaches ofcustomer privacy and losses ofcustomer data.

6.7 Consumer issues6.7.7 Issue 5 : Consumer dataprotection and privacy

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Product Responsibility Performance Indicators | Aspect: Compliance

CorePR9.

Monetary value of significantfines for noncompliance with lawsand regulations concerning theprovision and use of productsand services.

6.7 Consumer issues6.7.6 Issue 4 : Consumer service,support, and complaint anddispute resolution

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tokyo gas csr report 2014（2013.4～2014.3） contents

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