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CSR Charter ⅤManagement Policy for Human Growth

Communication Between Employees and Company

Aspects Determined as Materiality

  • Labor Practices Grievance Mechanism

Principle and Outline

The Osaka Gas Group believes it important that employees and companies enjoy mutual trust and respect if they are together to help Group companies achieve sound growth. Views are exchanged during informal meetings between labor unions and the management team and at the meetings of various exploratory committees, and communication between employees and companies is being encouraged through such approaches as workplace visits by Osaka Gas' president to Group companies and organizations.

Labor-Management Relations

Labor and management cooperation to resolve issues

Osaka Gas has a union shop system in which all employees except those in management level are union members.

The Osaka Gas Workers Union has about 5,300 members, including workers seconded to affiliate companies, and its goal is amicable labor-management relations. The labor union and company management hold council meetings and review committee sessions at which they discuss changes in working conditions, management issues, and company business in general. Through opinion exchanges that build up mutual understanding and trust, the two sides form, maintain, and strengthen solid and amicable labor-management relations.

Efforts to Maintain a Stable Labor-Management Relationship Based on Mutual Trust Even in a Changing Business Environment

Hiroaki Kuramoto Chairman, Central Executive Committee Osaka Gas Workers Union

Hiroaki Kuramoto
Chairman, Central Executive
Committee
Osaka Gas Workers Union

More than 40 years have passed since the Osaka Gas Workers Union was formed through the 1973 merger between its predecessor labor union and another employee union. During this period, union members have supported each other and have been united in resolving problems facing individual members—a fundamental policy that has remained unchanged despite the significant changes that have occurred in society.

Effectively as a partner of the Management, the Union has monitored and checked the Management's decisions and other activities by making policy proposals at informal meetings with the President and executives, and separate informal meetings with officials of regional divisions (approximately 60 meetings each year). Through these meetings, the Union has conveyed the voices of union members directly to the Management.

The Union has drawn up Challenge 3 (Cube), a medium-term action plan covering three years from FY2017. Under the plan, the Union has embarked on three challenging missions: 1) bracing itself for possible changes in the business environment, 2) pursing a bright and hopeful future and 3) invigorating the Union's organizational structure.

We will maintain the “equal and amicable labor-management relations” that we have inherited from our predecessors over the Company's long history. Our goal is to bring labor and management together as a team as a means of improving company performance and boosting union members' sense of commitment toward their work.

President Tours Workplaces

Provision of opportunities for face-to-face dialog between the president and employees of group companies

President's tour of workplaces: Takarajima Meetup at Osaka Gas Chemicals Co., Ltd.

President's tour of workplaces: "Takarajima
Meetup" at Osaka Gas Chemicals Co., Ltd.
(President Honjo in the center back)

The President of Osaka Gas tours workplaces for face-to-face talks with employees, "Takarajima Meetups," to create a feeling of togetherness across the Company. He has used these meetings to convey his thoughts on the Osaka Gas Group's corporate motto “Service First” and to foster a sense of Group solidarity by engaging in frank exchanges of views with members in these workplaces.

In FY2017, the President visited a total of 12 business bases both in Japan and abroad, including Himeji LNG Terminal and Osaka Gas UK, Ltd. Wrapping up his tour to these places, the President posted his impressions and comments on the tours on the Company's Intranet as a way of promoting information sharing among employees of the Osaka Gas Group.

Company Award System

President's awards created to build employee awareness

Osaka Gas presents President's Awards in late May of each year to recognize the efforts of employees who have made outstanding contributions in numerous areas and to boost environmental awareness within the company. Employees of Osaka Gas, temporary workers, and employees of affiliate companies are eligible for these awards, given out for remarkable performance at the workplace, for social contributions on behalf of the environment or communities, for the transmission of skills, for safety efforts, etc.

CSR of Osaka Gas Group

President's Commitment
Management and CSR of the Osaka Gas Group
Policies on CSR
Osaka Gas Group Long-Term Management Vision 2030 and Medium-Term Management Plan 2020 [Going Forward Beyond Borders]
Contribution to the Sustainable Development Goals (SDGs)
Corporate Governance
Stakeholder Engagement
Value Chain of the Osaka Gas Group
Actions on Materiality
CSR Charter Ⅰ
Creating Value for Customers
CSR Charter Ⅱ
Harmonizing with the Environment and Contributing to Realizing a Sustainable Society
CSR Charter Ⅲ
Being a Good Corporate Citizen Contributing to Society
CSR Charter Ⅳ
Complying with Laws and Regulations and Respect for Human Rights
CSR Charter Ⅴ
Management Policy for Human Growth
Reporting
President's Commitment
Management and CSR of
the Osaka Gas Group
Corporate Principles and CSR Charter
Osaka Gas Group Code of Conduct
Global Compact and ISO 26000
Long-Term Management Vision 2030
Medium-Term Management Plan 2020
Policies on CSR
Osaka Gas Group Long-Term
Management Vision 2030 and
Medium-Term Management Plan 2020
[Going Forward Beyond Borders]
Becoming an Innovative Energy &
Service Company that Continues to Be the First Choice of Customers
CSR Efforts to Realize Long-Term Management Vision 2030
We will Work Hard to Build a Low-Carbon
Society by Conducting Environment-Friendly Business
Development of Human Resources and Work Environment
for Continuously Providing Services that Exceed the Customers Expectations
Contribution to the Sustainable
Development Goals (SDGs)
Corporate Governance
Corporate Governance
Risk Management
CSR Management
Stakeholder Engagement
Dialogue and Cooperation with Stakeholders
Response to Stakeholders' Voices
Value Chain of the Osaka Gas Group
CSR Efforts Throughout the City Gas Value Chains
Social Impact of Business Activities in Our Energy Value Chains and Efforts to Reduce Such Impact
CSR Efforts Throughout Supply Chain
Electricity and Gas Industry Reform
Actions on Materiality
Materiality
Customer Health and Safety
Product and Service Labeling
Energy / Emissions
Effluents and Waste
Local Communities
Customer Privacy
Grievance Mechanism
Supplier Assessment
CSR Charter Ⅰ
Creating Value for Customers
Index
CSR Indicator
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
Multi-Energy Business
Proposing New Value
CSR Charter Ⅱ
Harmonizing with the Environment and Contributing to Realizing a Sustainable Society
Index
CSR Indicator
Environmental Management
Environmental Action Targets
Environmental Impact throughout the Osaka Gas Group Value Chain
Efforts Contributing to Realizing a Low-Carbon Society
Helping Customers' Efforts for Realizing a Low-Carbon Society
Efforts in Resource Recycling
Conserving Biodiversity
Developing Environmental Technologies
Addressing Environmental Risk
Green Purchasing and Green Distribution
Environmental Communication
Environmental Performance Data
CSR Charter Ⅲ
Being a Good Corporate Citizen Contributing to Society
Index
CSR Indicator
Corporate Volunteering Activities under the "Small Light Campaign"
Social Contribution Activities
Activities for Promoting Communication with Society
Activities at Osaka Gas' Foundations
CSR Charter Ⅳ
Complying with Laws and Regulations and Respect for Human Rights
Index
CSR Indicator
Compliance Promotion Efforts
Action on Human Rights
Efforts for Protection of Personal Information
Information Security
Consultations and Reports from Partner Companies
CSR Charter Ⅴ
Management Policy for Human Growth
Index
CSR Indicator
Employment
Acceptance of Diversity
Balancing Work and Family
Human Resource Development and Rewards
Communication Between Employees and Company
Improving Occupational Health and Safety
Reporting
CSR Report Policy
Commendation from the Outside
Third Party Review / Verification
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Course Taken Since the Company's Foundation
Reporting Guidelines
CSR Report 2017 Terminology
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