Acceptance of Diversity
- Aspects Determined as Materiality
Diversity and equal opportunity
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. With their aptitude and wishes taken into account, women have been displaying their abilities in various fields. 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 FY2022, Osaka Gas won the “Eruboshi” (highest level) certification from the Minister of Health, Labor and Welfare as an excellent company in terms of the status of women’s participation and advancement in accordance with the Act on the Promotion of Women’s Participation and Advancement in the Workplace. Osaka Gas was also selected for the Nadeshiko Brand by the Tokyo Stock Exchange (TSE) and the Ministry of Economy, Trade and Industry as one of the TSE-listed companies which actively promote the utilization of female human resources, including the development of an environment where women can continue to work.
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).
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.
* 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
Gold in the PRIDE Index
MSCI Japan Empowering Women Index (WIN)
Osaka Gas acquires Eruboshi certification
(third stage, which is the highest)
- *The inclusion of Osaka Gas Co., Ltd. in any MSCI Index, and the use of MSCI logos, trademarks, service marks or index names herein, does not constitute a sponsorship, endorsement or promotion of Osaka Gas Co., Ltd. by MSCI or any of its affiliates. The MSCI Indexes are the exclusive property of MSCI. MSCI and the MSCI Index names and logos are trademarks or service marks of MSCI or its affiliates.
■ Change in the Percentage of Women in Managerial Positions (Osaka Gas)*
The target of 5% or more for the percentage of women in managerial positions was attained by FY2021.
- * Percentage of women in manager positions or higher (non-consolidated)
|Percentage of female employees in management positions||0.3||2.3||2.7||3.8||3.4||3.5||5.0|
In FY2022, a new indicator was set to attain “30% or more for the percentage of women among employees promoted to managerial positions by FY2031 (managerial positions changed to “managerial positions or equivalent,” including Osaka Gas’s loaned employees).” Efforts will be made to attain the target.
|Percentage of women among all employees promoted to managerial positions*1||6.3|
|Percentage of female employees in management positions*2||4.2|
- *1 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 (including loan employees)
- *2 For the percentage of female employees in management positions, the target was changed from female employees on a non-consolidated basis to all employees, including loan employees.
■ Main Actions Taken in FY2022
|Main Actions Taken in FY2022|
|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||Mentor system (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 when they are employed/after assignment/after three years)|
|Dispatch to seminars conducted by a NPO J-WIN (clarification of the next step for one to become a candidate for managerial positions)|
|Training for supervisors||Training for newly appointed/existing managers/supervisors|
|Holding of a Diversity Promotion Forum (lecture by knowledgeable person and workshop)|
|Attendance of supervisors in various training programs for women|
(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|
|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 and in-house web magazines|
|Continued implementation of measures to promote efficient working|
* 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.
Action period: April 1, 2021 March 31, 2031
Training for newly appointed managers/supervisors
Osaka Gas conducts diversity training as part of training for newly appointed managers/supervisors.
■ Number of Participants in Training for Newly Appointed Managers/Supervisors
Group consolidated companies
■ Number of Participants in Mentoring Program
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 2.45% of our workforce as of June 2022, well above the legal minimum of 2.3%. Of the 33 Group companies subjected to the law, sixteen companies including Osaka Gas have achieved the legal minimum.
■ Percentage Rate of Disabled Employees (Osaka Gas)
Creating a Work Environment for Seniors
Creating a Work Environment for Seniors
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.
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 240 employees received career development interviews in FY2022.
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.
- Sustainability of
the Daigas Group
- Values and Sustainability Promotion of the Daigas Group
- Daigas Group's Values Daigas Group Charter of Business Conduct and Management Policy Daigas Group Code of Business Conduct Sustainability Promotion System and Management Stakeholder Engagement Initiatives the Daigas Group Participates In Commendation from the Outside
- Sustainability Management and Value Creation Process
- Value Creation Process of the Daigas Group Long-Term Management Vision 2030 Medium-Term Management Plan 2023 Daigas Group Carbon Neutral Vision
- Actions on Materiality
Materiality of the Daigas Group
Materiality Review Cycle
Creating Value for Customers
(Charter I) Contributing to the Sustainability of the Environment and Society
(Charter Ⅱ) Engaging with and Contributing to Society (Charter Ⅲ) Respecting Human Rights
(Charter IV) Complying with Laws and Regulations (Charter V) Providing Work Environment That Supports Employees’ Personal Growth (Charter VI)
- Corporate Governance
- Corporate Governance Risk Management Compliance Messages from Outside Directors
- Value Chain and Sustainability
- Consideration for the Value Chain and Stakeholders Social Impact of Business Activities in Our Energy Value Chain and Our Efforts toward Sustainability
- FY2022 Activities Report
- Creating Value for Customers (Charter I)
Charter I Index
Management for Creating Value for Customers
Safety and Security 1:
Procurement Stage Safety and Security 2:
Processing Stage Safety and Security 3:
Distribution Stage Safety and Security 4:
Consumption Stage Incorporating Customer Opinions Proposing New Value
- Contributing to the Sustainability of the Environment and Society (Charter Ⅱ)
- Charter Ⅱ Index Management toward Contributing to the Sustainability of the Environment and Society Environmental Management Environmental Management: Indicators, Targets and Results Actions for Climate Change: Recognition of and Action on Risks and Opportunities Actions for Climate Change: Method to Evaluate Effects of CO2 Emissions Reduction Actions for Climate Change: Working to Reduce CO2 Emissions in Business Activities Actions for Climate Change: Working to Reduce CO2 Emissions at Customer Sites Efforts in Resource Recycling Conserving Biodiversity Developing Environmental Technologies Addressing Environmental Risk Promotion of Green Purchasing Environmental Communication
- Engaging with and Contributing to Society (Charter Ⅲ)
- Charter Ⅲ Index Management of Engagement with and Contribution to Society Activities for Promoting Communication with Society Corporate Volunteering Activities under the Small Light Campaign Social Contribution Activities Activities at Osaka Gas' Foundations
- Respecting Human Rights (Charter IV)
- Charter IV Index Status of Management regarding Respect for Human Rights Human Rights Due Diligence Action on Human Rights
- Complying with Laws and Regulations (Charter V)
- Charter V Index Management for Complying with Laws and Regulations Compliance Promotion Efforts Efforts for Protection of Personal Information Information Security Consultations and Reports from Partner Companies
- Providing Work Environment That Supports Employees’ Personal Growth (Charter VI)
- Charter VI Index Status of Management to Support Employees' Personal Growth Employment Acceptance of Diversity Balancing Work and Family Human Resource Development and Rewards Communication Between Employees and Company Improving Occupational Health and Safety
- Reporting Guidance and Guidelines and ESG Data
- Reporting Guidelines