Acceptance of Diversity

Specific Materiality
  • Diversity and Equal Opportunity

    405-1

Principle and Outline

As a way of enhancing its corporate value, the Daigas Group believes that it is essential for the Group to promote diversity in its corporate membership and corporate structure whereby employees can maximize their potential, irrespective of gender, age, nationality or physical disability. Recognizing that it is necessary for the Group to foster a corporate culture, the Group has adopted the Daigas Group Diversity Promotion Policy aiming for people with diverse personality and talent are respected, accepted, they can feel rewarded and fulfilled through their work.

Supporting a More Active Role for Female Employees

As the working population is expected to decline in Japan, Osaka Gas believes it important to accept diverse values and has been striving to create a work environment where women can exercise their abilities and play active roles. Working in line with their aptitude and wishes, women have been displaying their abilities in various fields, including gas production, gas supply and marketing. We revised the Daigas Group Diversity Promotion Policy in FY2022, in accordance with which we will implement various measures, including institutional reforms, to achieve the numerical targets set forth in the revised Policy, such as increasing the percentage of women on the board to 20% or higher and the percentage of women among career-track employees promoted to managerial positions* to 30% or higher by FY2031 and maintaining the percentage of women among career-track hires at 30% or higher. We have made various efforts to achieve a healthy work-life balance and taken measures for career development. These endeavors have led to a steady increase in the percentage of women in management positions.

In FY2019, Osaka Gas received gold in the PRIDE Index, Japan’s first index introduced by a volunteering group called “work with Pride” to evaluate corporate efforts to support inclusiveness of LGBT employees and other sexual minorities. Osaka Gas became the first gas provider to receive the award. In FY2021, Osaka Gas was selected as a Semi-Nadeshiko Brand. The Nadeshiko Brand is an initiative that the Tokyo Stock Exchange (TSE) and the Ministry of Economy, Trade and Industry (METI) have jointly conducted to introduce certain TSE-listed enterprises that are outstanding in terms of encouraging the empowerment of women in the workplace as attractive stocks for investors who emphasize improving corporate value in the mid and long term. Semi-Nadeshiko Brands are selected from the high-scoring enterprises that have been ranked within the top 15% or higher of all candidate enterprises but have not been selected as Nadeshiko Brands. These enterprises are selected regardless of the industry to which they belong.

Osaka Gas has also been selected as a constituent of the MSCI Japan Empowering Women Index (WIN), an ESG investment index for Japanese stocks adopted by the Government Pension Investment Fund (GPIF).

  • * Percentage of women among all career-track employees promoted to managerial positions
    The percentage of women promoted to managerial positions among career-track employees promoted to managerial positions in that fiscal year
  • MSCI Japan Empowering Women Index (WIN)

    MSCI Japan Empowering Women Index (WIN)

  • Semi-Nadeshiko Brand

    Semi-Nadeshiko Brand

  • Gold in the PRIDE Index

    Gold in the PRIDE Index

■ Change in the Percentage of Women in Managerial Positions (Osaka Gas)*

Change in the Percentage of Women in Managerial Positions (Osaka Gas)

■ Main Actions Taken in FY2021

Main Actions Taken in FY2021
Recruitment Seminars for female students interested in working at Daigas Group companies, and seminars for science-major female students
Leaflets Posting of articles about career plans pursued by female workers
Development of human resources Appointment of employees for various positions Appointment of employees for certain positions based on interviews conducted by Business Units and interviews conducted to address problems facing front-line operations, and career plans (personnel management plans)
Education for career promotion Mentoring program* Career-design seminars
Roundtable talks between female workers on careers (reinforcement of contacts with in-house role models)
Interviews with young workers during their training period (young workers in their third year after assignment interviewed)
Dispatch to seminars conducted by a NPO J-WIN (clarification of the next step for one to become a candidate for managerial positions)
Enhancement of work motivation Cross-industry exchange and career development workshop for professional-career track employees
(Diversity West Japan Study Group)
Training for supervisors Training sessions for newly appointed managers
Holding of a Diversity Promotion Forum (lecture by knowledgeable person and workshop)
Supervisor’s presence in training sessions for women (different-field job workshop, childcare worker training + supervisor forum)
Environment Child rearing
(Men are also eligible.)
Child-rearing luncheon meeting (job networking event)
Childcare Worker + Supervisor Forum
Intranet networking for workers on leave and returners
Roundtable talk for people taking childcare leave
Holding of a cross-industry exchange forum for workers with working spouses
Seminar on Balancing Work and Childcare for Men (Diversity West Japan Study Group)
Corporate culture Provision of information through continued distribution of e-mail news
Continued implementation of measures to promote efficient working

Action period: April 1, 2021—March 31, 2031

  • * Mentor system (mentoring program)
    A program experienced mentors provide to female employees being on the occasion of their life events and promotion in job career to develop a network and raising awareness for management.

Training for newly appointed managers/supervisors

Osaka Gas conducted training for about 300 persons already serving in managerial positions in FY2014 but since FY2015 it has offered diversity training as part of the training given to newly appointed managers/supervisors.

■ Number of Participants in Training for Newly Appointed Managers/Supervisors

  FY2017 FY2018 FY2019 FY2020 FY2021
Group* 193 138 171 156 176
Osaka Gas 88 63 98 77 46
  • * Group
    Group consolidated companies

■ Number of Participants in Mentoring Program

  FY2017 FY2018 FY2019 FY2020 FY2021
Osaka Gas 13 24 22 12 17

Creating a Work Environment for the Disabled

Hiring the disabled

Osaka Gas does all it can to hire disabled persons and creates a work environment conducive to the talents of each individual. As a result of these efforts, disabled persons accounted for 2.34% of our workforce as of June 2021, well above the legal minimum of 2.3%. Of the 35 Group companies subjected to the law, sixteen companies including Osaka Gas have achieved the legal minimum.

■ Percentage Rate of Disabled Employees (Osaka Gas)

Percentage Rate of Disabled Employees (Osaka Gas)

Creating a Work Environment for Seniors

Reemployment scheme

Osaka Gas has implemented a reemployment scheme to rehire employees who have reached mandatory retirement age, under which applicants are placed in jobs that match their skills and preferences. All Daigas Group companies have similar reemployment programs.

Post-retirement support

Osaka Gas established the Career Development Center to help its diverse workforce plan for post-retirement. Here, employees receive career guidance (training) and a career development interview at age 45 and 53.

This training offers the employees briefings on circumstances inside and outside the company as well as various support systems, and through closer examinations of their work histories and group discussions, the employees are encouraged to seek out career paths that are consistent with their values and motivation and to develop their own career plans. After the training, each employee will fill out a career track questionnaire and then attend a one-on-one interview with an in-house career counselor to discuss their career aspirations and growth plans. About 270 employees received career development interviews in FY2021.

When employees reach the age of 54, they are invited to attend a “Nice Life Seminar” with their spouse. They are briefed about various systems that may affect their post-retirement life plans.


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