Team size: approx. 30

What are the key projects that you have been involved in over the past twelve months?

Over the past twelve months, our legal team has acted as a strategic partner to the business in several critical overseas initiatives supporting Tokyo Gas’s global growth and energy transition. These included our first equity investment in an operational overseas LNG terminal in the Philippines, participation in a high‑quality carbon credit project in Ghana, and the joint development of an e‑methane project in Canada. Rather than providing purely reactive legal support, the legal department was deeply involved from the outset, working alongside business teams to shape transaction structures, address regulatory and ESG risks and drive negotiations and due diligence. This integrated approach enabled informed decision making and helped the business achieve major milestones efficiently and responsibly.

Please describe a situation where your advice had a significant impact on business outcomes or objectives.

The Philippines floating LNG terminal project is a clear example of the legal team’s role as a strategic business partner. From the early development stage, the project involved significant regulatory uncertainty and evolving commercial conditions. The legal department worked closely with the business team, not only to manage legal risk, but also to actively support value creation by designing a flexible contractual framework aligned with the project’s long‑term strategy. As circumstances changed, the team proactively adjusted structures and negotiation positions to reflect updated realities. This collaborative, solutions‑driven legal support was instrumental in securing a 20% equity stake in Tokyo Gas’s first overseas operational LNG terminal and positioning the company for future growth in Southeast Asia.

What are the key trends that in-house counsel should be monitoring over the coming months?

We need to closely monitor the conflict between the United States and Iran and its wide‑ranging implications. Disruptions in the supply of oil and petroleum‑related products, as well as resulting price increases, could have significant impacts on our business across the entire supply chain, from procurement to end‑market demand. In such circumstances, situations may arise that require legal department involvement and response. In addition, from a medium‑ to long‑term perspective, we believe it will be necessary to review and strengthen our overall approach to risk management, taking into account these heightened geopolitical risks.

AI remains at the forefront of conversations about the future. How can in-house counsel ensure the successful integration of legal tech, while maintaining the human element?

The key to success lies in a phased and well‑designed approach: first, centralising the entry point for legal consultations; second, systematically accumulating knowledge and data; and only then applying AI in a controlled and targeted manner. It is essential to design the objectives, KPIs, allocation of responsibilities and decision‑logging mechanisms upfront, before introducing AI into daily operations.

AI should be limited to functions such as summarisation, issue‑spotting and initial triage. Human professionals must retain responsibility for judgement based on specific circumstances, negotiations and stakeholder communications and ultimate accountability, thereby preventing over‑reliance on AI outputs. By embedding responsible AI (RAI) governance and continuous training, the organisation can ensure that critical human decision points are preserved while enabling sustainable and trusted adoption of AI.