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Regarding implementation of “2024 Tokyo Gas Group Comprehensive Disaster Prevention Drill”

Regarding implementation of “2024 Tokyo Gas Group Comprehensive Disaster Prevention Drill”
*Tokyo Gas Co., Ltd.*
Press release: July 10, 2024
Regarding implementation of “2024 Tokyo Gas Group Comprehensive Disaster Prevention Drill”
Tokyo Gas Co., Ltd. (President: Shinichi Sasayama, hereinafter referred to as “Tokyo Gas”) and Tokyo Gas Network Co., Ltd.
(President: Shinichi Sawada)
Satoshi (hereinafter referred to as “Tokyo Gas Network”) today conducted a comprehensive disaster prevention drill with its group companies, simulating a complex disaster caused by the eruption of Mt. Fuji in addition to a large-scale earthquake in the Tokyo metropolitan area.

This fiscal year, we will take into consideration the liquefaction damage that caused major damage to various infrastructures in the 2020 Noto Peninsula Earthquake, based on the premise of an earthquake directly hitting the capital as predicted by the Cabinet Office’s Central Disaster Prevention Council. In light of the increasing attention to the volcanic eruption of Mt. Fuji, we also confirmed the initial response to the eruption of Mt. Fuji. This training was conducted as a “blind training (*1)” in order to pursue reality.

Comprehensive disaster prevention drills have been conducted since 1983 with the aim of strengthening the Tokyo Gas Group’s disaster response capabilities. This time, in addition to approximately 20,000 employees of the Tokyo Gas Group, including partner companies, the Metropolitan Police Department, Metropolitan Expressway Co., Ltd., TEPCO Power Grid Co., Ltd., East Nippon Telegraph and Telephone Co., Ltd., and East Japan Railway Company also participated. In response, we confirmed and verified the reliable disaster response within the holdings-type group structure. The training was also attended by seven gas retail companies that would be mobilized to respond in the event of a disaster, as well as the Tokyo Metropolitan Bureau of Waterworks, with which we concluded a comprehensive agreement last year. The Tokyo Gas Group will continue to advance disaster prevention measures against earthquakes and other disasters, and work to realize a resilient and safe energy supply.

* -Main training content- *
[Until the day of training]
・Prior to the day of the training, the training secretariat, group companies, related organizations, and other infrastructure companies will conduct sparring sessions*2 to further enhance their imagination and response capabilities in the event of a disaster.
[On the day of training]
・Based on the assumption that an earthquake with a maximum seismic intensity of 7 would occur with its epicenter in the southern part of the city during the daytime on a weekday, an emergency response headquarters was established immediately after the disaster occurred. ・At an emergency response headquarters meeting (hereinafter referred to as the “emergency response headquarters meeting”) assumed to be two hours after a disaster occurs, we will grasp the status of gas supply outages and damage to each facility, and activate a business continuity plan*3.
・At a task force meeting assumed to be 6 hours after the disaster, important matters such as disaster response policies are discussed in collaboration with Tokyo Gas Group companies, related organizations, and other infrastructure companies based on “information cards” that describe the disaster situation, etc. decision making.
・At the task force meeting, which is assumed to be 36 hours after the disaster, decisions will be made regarding the recovery system and basic recovery plan to achieve early recovery.
・Furthermore, by assuming an additional eruption of Mt. Fuji, we confirmed and verified the impact and initial response on the Tokyo Gas Group in the event of an eruption.

* -Summary of the training by the Director of Emergency Response Headquarters (Tokyo Gas President: Shinichi Sasayama)- *

This time, we were able to check out the flow of the initial response up to the formulation of a recovery plan, based on the premise of damage expected from an earthquake directly hitting the Tokyo metropolitan area. Also, through sparring, we were able to deepen our consideration of a wide range of topics, including the effects of liquefaction and the eruption of Mt. Fuji, not just limited to this scenario.

In order to respond quickly and appropriately to disasters, I believe it is important to use our imagination on a daily basis and prepare to respond to any situation. At the same time, cooperation with external related organizations is essential in the event of an emergency. To this end, it is important to maintain close cooperation even during normal times, such as through mutual participation in training exercises.
We don’t know when an earthquake will hit the capital directly. However, it is said that it will definitely come in the near future. The Tokyo Gas Group also intends to further deepen and strengthen its measures in order to improve the resilience of local communities.

* -Comprehensive disaster prevention drill- *
Emergency response headquarters meeting
Emergency Response Headquarters Director (Tokyo Gas President: Shinichi Sasayama, photo = left) and Deputy Director (Tokyo Gas Network President: Satoshi Sawada, photo = right)
*1: Practical training in which each team at the emergency response headquarters responds on the spot, following pre-prepared guidelines, based on pre-given information on situations that could actually occur in an emergency.
*2: Each business department considers and organizes response policies, etc. based on assumed information provided in advance. The training office confirms the response policy, etc., and increases imagination and response ability in the event of a more specific disaster through repeated questions and confirmations.
*3: Business continuity plan
Plan). This plan identifies important operations that should be carried out in the event of an emergency and operations that will be interrupted, such as sales operations and staff operations, and considers the allocation of management resources, such as shifting personnel for interrupted operations to important operations.

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