Sustainability Promotion System
and Management
Promoting Sustainability in the Daigas Group
The Daigas Group aims to become a corporate group that helps further the evolution of customers’ livelihoods and businesses. To this end, the management and employees act based on the “Daigas Group Charter of Business Conduct (“the Charter”),” which stipulates the basic concept of our CSR. As the Group's business field expands, the scope of its stakeholders customers, local communities, shareholders, investors, and employees all of whom are affected by our business operations, is expanding further.
In order to recognize the impact our business activities may have on society and the environment, and conduct business while taking such impact into account, the Daigas Group has been promoting CSR activities. Specifically, in 2009, the Group introduced indicators under each chapter of the Charter to promote CSR activities and visualize their processes. In FY2015, we identified important aspects for the Group (materiality) by turning to the opinions of outside knowledgeable people.
In addition, to promote ESG-conscious management in conformity with global standards, which the Long-Term Management Vision advocates, in FY2021, we renamed the CSR Committee the ESG Committee, and the CSR Promotion Council the ESG Council. Since FY2022, we have set new materiality that contributes to the embodiment of the Charter under this promotion system and the achievement of a sustainable society. We are also striving to appropriately assess our initiatives and our progress in achieving the targets for the respective indicators and ensure that the PDCA (plan-do-check-act) management of the activities will work more effectively.
Sustainability Promotion System
The ESG Council, which consists of executives, deliberates sustainability plans and reports on the results of activities under the supervision of the president. From the viewpoint of integrating the promotion of overall sustainability activities, the Daigas Group has established the ESG Committee, chaired by the Executive in Charge of ESG Promotion (Vice President), who supervises the Group’s sustainability activities. Consisting of the heads of related organizations, the ESG Committee coordinates and advances Group-wide activities to ensure that the activities will be conducted in an appropriate and proactive manner.
The Environment Subcommittee, the Social Contribution Subcommittee, and the Compliance and Risk Management Subcommittee have been established to promote CSR activities in a cross-departmental manner.
All these moves represent the Daigas Group’s efforts to strengthen sustainability activities to live up to higher social expectations for the Group through communication with internal and external stakeholders.
■ Sustainability Promotion Structure (as of April 1, 2022)

Indicators under Each Chapter of the Charter
Efforts to Promote Sustainability Activities Based on the Charter and to Visualize the Process
In 2009, the Daigas Group introduced indicators under each chapter of the Charter to promote sustainability activities based on the Charter and to visualize the process. Under the Group’s policy of promoting sustainability, the indicators cover the medium-term period between FY2018 and FY2021.
In FY2022, the indicators under each chapter of the Charter were integrated into materiality indicators, which have been re-established as indicators for new material issues.
■ Changes to the Indicator Structure

■ Results of Efforts to Achieve Targets Set under Indicators under Each Chapter of the Charter (FY2022)
Charter I: Creating value for customers
Important Issues (Materiality) |
Value for a sustainable future | Initiatives to create value for a sustainable future | Indicators | Targets | FY2022 Results |
Fiscal year to be achieved |
---|---|---|---|---|---|---|
Maintain and expand customer base | Establishing lifestyles and businesses adjusted to the new normal | Maintain and expand customer base | Number of customer accounts | 10 million or more | 9.81 million | 2031 |
Improvement of customer satisfaction and quality of services | Enhance customer relationship management | Customer satisfaction rate | 90% | 92% | 2024 | |
Customer health and safety | Enhancing resilience of customers and society | Maintain safety and quality levels | Number of serious accidents | Continued zero serious accident | Zero serious accident | 2031 |
Stable supply of services | Strengthen resilience of energy supply | Build a resilient energy supply facilities | Implementation of measures for disaster prevention and aging pipes | Ratio of strengthening of earthquake resistance: about 89% Number of supply area subdivision: 709 blocks |
2031 |
Charter II: Contributing to the sustainability of the environment and society
Important Issues (Materiality) |
Value for a sustainable future | Initiatives to create value for a sustainable future | Indicators | Targets | FY2022 Results |
Fiscal year to be achieved |
---|---|---|---|---|---|---|
Climate change | Achieving a low carbon / carbon neutral society | Implement carbon neutral measures | Group CO2 emissions |
Net-zero CO2 emissions | 26.79 million t | 2051 |
Provide clean energy and expand renewable energy value chain | Percentage of renewables in our power generation portfolio in Japan*1 | Nearly 50% | 8.1% | 2031 | ||
Contribution to developing renewables capacity on a global basis*1 | 5 GW | 1.398 GW | 2031 | |||
2.5 GW | 2024 | |||||
Promote advanced utilization of natural gas and environmental products | Contribution to reduction in CO2 emissions (compared to FY2017) |
10 million t | 3.36 million t | 2031 |
Charter III: Engaging with and contributing to society
Important Issues (Materiality) |
Value for a sustainable future | Initiatives to create value for a sustainable future | Indicators | Targets | FY2022 Results |
Fiscal year to be achieved |
---|---|---|---|---|---|---|
Coexistence with local community | Building foundations that support the realization of value for a sustainable future | Promote communication with local communities | Number of our participations in local governments’ activities (i.e. community development planning) | 14 cases | 26 cases | 2024 |
Number of joint efforts with local communities | 170 times | 167 times | 2024 |
Charter IV: Respecting human rights
Important Issues (Materiality) |
Value for a sustainable future | Initiatives to create value for a sustainable future | Indicators | Targets | FY2022 Results |
Fiscal year to be achieved |
---|---|---|---|---|---|---|
Supply chain management | Building foundations that support the realization of value for a sustainable future | Build a responsible supply chain | Appropriate new supplier ratio | 100% | 100% | 2024 |
Charter V: Complying with laws and regulations
Important Issues (Materiality) |
Value for a sustainable future | Initiatives to create value for a sustainable future | Indicators | Targets | FY2022 Results |
Fiscal year to be achieved |
---|---|---|---|---|---|---|
Compliance | Building foundations that support the realization of value for a sustainable future | Promote the Group's compliance | Number of serious violations of laws and regulations | Continued zero serious violation | Zero serious violation | 2024 |
Charter VI: Providing work environment that supports employees’ personal growth
Important Issues (Materiality) |
Value for a sustainable future | Initiatives to create value for a sustainable future | Indicators | Targets | FY2022 Results |
Fiscal year to be achieved |
---|---|---|---|---|---|---|
Employee engagement | Building foundations that support the realization of value for a sustainable future | Create a workplace where employees can feel a sense of fulfillment | Employee Attitude Survey | Maintained and improved employee engagement | Completion of planning and implementation | 2031 |
Development of employee skills | Annual average hours of training per employee | Implementation of human resource development and work environment improvement |
28.6 hours/person Hours of e-learning (security, information security, environment, etc.) taken*2 4.50 hours/person |
2031 | ||
Diversity and inclusion | Promote diversity and inclusion | Percentage of women in 1. executives, 2. members newly promoted to the middle management positions, and 3. new recruits for career-track positions |
1. 20% or more 2. 30% or more 3. Continue 30% or more |
1. 13.3% 2. 63.% 3. 28.1% |
2031 |
- *1Includes power sources covered by feed-in tariff (FIT) schemes
- *2Includes some temporary employees and part-time workers
■ Results of Efforts to Achieve Targets Set under Indicators under Each Chapter of the Charter (FY2018-FY2021)
CSR Charter |
CSR Indicators | Targets | FY2018 Results | FY2019 Results | FY2020 Results | FY2021 Results |
---|---|---|---|---|---|---|
Charter I | Customer Satisfaction Survey: Seven customer service duties | |||||
Overall satisfaction rate | 91% or more | 92% | 92% | 92% | 92% | |
Satisfaction rate for each of seven customer service duties | 86% or more | 89% or more | 89% or more | 90% or more | 90% or more | |
Charter Ⅱ | Environmental Management Indicator | |||||
Environmental Management Efficiency (yen / 1,000 m3) | 14.2 yen / 1,000 m³ or less |
11.6 yen / 1,000 m³ | 12.5 yen / 1,000 m³ | 13.6 yen / 1,000 m³ | 14.0 yen / 1,000 m³ | |
Charter Ⅲ | Communication events | |||||
Number of such events held (environmental education and food education, and visit to the Gas Science Museum) |
1,950 events or more | 3,710 events |
3,414 events
|
2,979 events
|
1,742 events
|
|
Social contribution activities | ||||||
Number of such events held | 600 events or more | 1,099 events |
1,085 events
|
1,099 events
|
777 events
|
|
Charter IV | Scores on compliance awareness | |||||
(Individual) Recognition level of “Code of Conduct” | Higher than the previous year | Up 4.0 percentage points year-on-year (85.6%) | Down 1.2 percentage points year-on-year (84.4%) | Down 1.7 percentage points year-on-year (82.7%) | Up 1.2 percentage points year-on-year (83.9%) | |
(Organization) Degree of compliance penetration in the organization | Higher than the previous year | Up 4.3 percentage points year-on-year (91.9%) | Down 0.1 percentage points year-on-year (91.8%) | Up 1.3 percentage points year-on-year (93.1%) | Up 0.9 percentage points year-on-year (94.0%) | |
Percentage of employees receiving the “Compliance Training” | ||||||
Attendance rate | 100% | 100% (Number of target employees: 22,349) |
100% (Number of target employees: 22,231) |
100% (Number of target employees: 23,063) |
100% (Number of target employees: 22,835) |
|
Charter V | Employee Attitude Survey | |||||
Job satisfaction and attachment to the company | Maintained sufficient levels |
Maintain sufficient levels (3.85 for job satisfaction, 4.38 for employees' sense of attachment to the Company / five-scale survey)
|
Maintain sufficient levels (3.86 for job satisfaction, 4.25 for employees' sense of attachment to the Company / five-scale survey) |
Maintain sufficient levels (3.86 for job satisfaction, 4.25 for employees' sense of attachment to the Company / five-scale survey)
|
Maintain sufficient levels (3.86 for job satisfaction, 4.25 for employees' sense of attachment to the Company / five-scale survey)
|
- Sustainability of
the Daigas Group -
President's Commitment
Transition Finance
- 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
- 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