Providing work environment that supports employees’ personal growth(Charter VI)
We act in accordance with the Daigas Group Charter of Business Conduct to contribute to the realization of a sustainable society.
■ Materiality of Charter Ⅵ
Materiality (Important issues) | 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 | FY2031.3 |
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 taken*: 4.50 hours/person |
FY2031.3 | ||
Diversity and inclusion | Promote of 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. 6.3% 3. 28.1% |
FY2031.3 |
- * The calculation includes some temporary employees and part-time workers. Subjects of e-learning include safety, information security, environment, etc.
Employee Engagement (FY2022)
Materiality Indicators
Management Approach
Why the topic is material
In the Daigas Group Corporate Principles, the Group declares its aim to create “value for society,” “value for shareholders,” and “value for employees,” as well as “value for customers,” its top priority. We believe that developing human and intellectual capital is a source of value creation. Based on the belief that developing human and intellectual capital is a source of value creation, the Daigas Group considers it important to implement better measures to promote a workplace culture where employees can take on challenging work.
Boundary
Within the Group
Management systems and performance
Indicator (GRI Standards: Not applicable (General disclosure item: 102-43))
Creating a workplace where employees can feel a sense of fulfillment (Employee awareness survey)
Commitment
The Daigas Group strives to become a company that promotes the growth of its employees through work by enhancing its personnel system to respect individuality and initiative and creating an environment in which the safety and physical/mental health of employees are ensured and diverse talent can play an active role.
(International and domestic standards)
- ・U.N. Global Compact
- ・Labor Standards Act
- ・Act for Measures to Support the Development of the Next Generation
- ・Act on the Promotion of Women’s Participation and Advancement in the Workplace
(In-house policy and standards)
- ・Daigas Group Code of Business Conduct
- ・Daigas Group Diversity Promotion Policy
- ・Daigas Group Human Rights Policy
Responsibilities
In addition to the system for “Employee Capacity Development,” the Daigas Group has established the Daigas Group Safety and Health Council to discuss measures for and share information about industrial accident prevention and health maintenance and enhancement.
■ Daigas Group Health and Safety Action Promotion System

Performance
In FY2022, the content of the awareness survey, which was previously conducted at Osaka Gas, was reviewed. A new “employee awareness survey” was designed and conducted to grasp the employee engagement across the group. In FY2023 and beyond, the “employee awareness survey” will be conducted each year. Employee engagement will be measured on an ongoing basis based on four general indicators (overall satisfaction, loyalty, willingness to continue working, and recommendation intention) as evaluation indicators.
Specific Actions Taken Regarding Materiality
In a trial survey conducted in FY2022, 5,967 employees at Osaka Gas responded, and the response rate was 93.2%. At affiliates, 6,322 employees responded, and the response rate was 93.2%. Four indicators were used as evaluation indicators: “overall satisfaction,” which indicates the current level of satisfaction with the company, “loyalty,” which indicates the level of dedication to the company, “willingness to continue working,” which indicates the intention to continue working at the company, and “recommendation intention,” which indicates the degree to which employees recommend the company to their friends and acquaintances. It was confirmed that the levels were higher than those in general at Osaka Gas and its affiliates. The results of the awareness survey were analyzed by age bracket, organization, etc. Measures have been implemented to address identified issues.
Development of Employee Skills (FY2022)
Materiality Indicators
Management Approach
Why the topic is material
In the Daigas Group Corporate Principles, the Group declares its aim to create “value for society,” “value for shareholders,” and “value for employees,” as well as “value for customers,” its top priority. We believe that developing human and intellectual capital is a source of value creation. The Daigas Group's Long-Term Management Vision 2030 lists the promotion of work style reform and development of human resources as important goals to be attained by that year. We consider it vital to develop personnel who are capable of working actively in a rapidly changing business environment, and to that end we offer a range of training and educational programs aimed at developing individual capabilities.
Boundary
Within the Group
Management systems and performance
Indicator (GRI Standards: 404-1)
Creating a workplace where employees can feel a sense of fulfillment (Average hours of training per year per employee)
Commitment
The Daigas Group Code of Business Conduct includes our intention to create a workplace where employees can work peacefully. The Group is committed to respecting the individuality of its employees and developing their careers and skills to enable diverse personnel to reach their full potential.
(International and domestic standards)
- ・U.N. Global Compact
- ・Act for Measures to Support the Development of the Next Generation
- ・Act on the Promotion of Women’s Participation and Advancement in the Workplace
(In-house policy and standards)
- ・Daigas Group Code of Business Conduct
- ・Daigas Group Diversity Promotion Policy
Responsibilities
The personnel system of Osaka Gas helps all employees understand their roles and expectations through meetings with their managers, who serve as personnel development advisors, and allows employees to choose their own development course to pursue. We offer a wide range of training programs for all positions and job descriptions, in addition to the training system for each development course. These include training programs by level junior/new, mid-level, managerial, etc., along with self-directed training. Overseas business training is also provided to develop personnel who can play an active role globally.
■ Human resources development system
Human Resources Department | Leading the development of common elements across the company | |
---|---|---|
Respective organizations | Leading the development of organization-specific elements (operational expertise, acquisition of qualifications, etc.) | |
Supervisor | Person responsible for development | |
Instructor for new employees (PTA) | Development promoter for three years after joining the company | |
General affairs of the organization | Confirmation of the development status and support |
Performance
Regarding employees’ capacity development, a follow-up and an evaluation are conducted periodically through an interview with a supervisor, etc. based on management by objectives (MBO) to encourage and motivate each employee to achieve growth on a voluntary basis and formulate a development plan toward the future. The average hours of training per year per employee in FY2022 were as follows.
- ・Average hours of training per year per employee: 28.6 hours/person
- ・e-learning (security, information security, environment)
Hours of e-learning: 4.50 hours/person
Number of persons who took e-learning: 5,226 persons/course
* Including some temporary and part-time employees
Specific Actions Taken Regarding Materiality
In FY2022, the method of implementing respective training programs was reviewed following the previous year due to the COVID-19 pandemic. To produce substantial results through online training, planning and operation of training have been optimized to develop human resources who can cope with the rapidly changing business environment. E-learning programs for developing DX human resources were also launched.
Diversity and Inclusion (FY2022)
Materiality Indicators
Management Approach
Why the topic is material
In order to expand into new fields of business, it is vital to build a corporate infrastructure that promotes diversity and allows everyone to participate. The Daigas Group recognizes the need for the Group to foster a corporate culture that encourages the free expression of opinions and a transformation into a corporate entity that promotes diversity in its ranks and corporate structure in a way that encourages employees to maximize their potential, irrespective of gender, age, physical ability, or nationality. This intention is spelled out in the Daigas Group Diversity Promotion Policy.
Boundary
Within the Group
Management systems and performance
Indicator (GRI Standards: 405-1)
Achievement of diversity and inclusion (Percentage of female executives, women promoted to management positions, and women hired for career-track positions)
Commitment
The Daigas Group has formulated the Daigas Group Diversity Promotion Policy with the aim of creating a strong organization that can create new value. The Policy guides us to be a corporate group that can accept diverse values by respecting and approving diverse human resources without discrimination.
(International and domestic standards)
- ・U.N. Global Compact
- ・Act for Measures to Support the Development of the Next Generation
- ・Act on the Promotion of Women’s Participation and Advancement in the Workplace
(In-house policy and standards)
- ・Daigas Group Code of Business Conduct
- ・Daigas Group Diversity Promotion Policy
- ・Daigas Group Human Rights Policy
Responsibilities
In the area of diversity and equal opportunity, we take action across the organization in line with the UN Global Compact, related laws, and the Daigas Group Diversity Promotion Policy to make improvements in recruitment, the development of human resources, and the workplace environment.
Performance
At Osaka Gas, efforts to empower women have been promoted to attain targets set for 2030. In FY2022, the company reviewed the evaluation of the results of efforts made in respective layers and opinions obtained through interviews, etc. and endeavored to reflect them in respective measures.
In FY2022, the percentage of female executives, women promoted to career-track management positions, and women hired for career-track positions were 13.3%, 6.3%, and 28.1%, respectively.
Specific Actions Taken Regarding Materiality
The Daigas Group has been working to create an environment where diverse human resources take active roles regardless of gender, age, disability, nationality, form of employment, lifestyle, religion, sexual orientation, and gender identity.
Osaka Gas was selected for the Nadeshiko Brand in FY2022 because it was highly evaluated for the following main measures implemented.
■ Main measures to promote diversity
1. Implementation of career education (including balancing of work and childcare)
2. Creation of an environment where life events do not disrupt career
3. Enhancement of recruitment activities for female students
- * Men’s participation in childcare is regarded as part of efforts to develop a culture where women are empowered. 1 (childcare-related measures) and 2 target both men and women.
- 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