CSR Charter ⅤManagement Policy for Human Growth
Acceptance of Diversity
- Principle and Outline
- Supporting a More Active Role for Female Employees
- Voices of Staff: Sakura Information Systems aims to establish a work environment that enables employees to pursue their careers while engaging in child rearing and nursing care with peace of mind.
- Creating a Work Environment for the Disabled
- Creating a Work Environment for the Elderly
Principle and Outline
As a way of enhancing its corporate value, the Osaka Gas 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 “Osaka Gas 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
In view of the declining working population in Japan, Osaka Gas is endeavoring to create a workplace environment in which women can exercise their abilities and play active roles.
Working in line with their aptitude and wishes, women have been displaying their abilities in the fields of gas production, gas supply and marketing. Following such efforts, Osaka Gas has received high evaluation from outside the Company, as shown by its selection as the leading company in empowering women, awarded by the Mayor of Osaka City in February 2016, and its selection as a “Nadeshiko Brand, ” an award established by METI that has been given to the Company for three years in a row since FY2014.
In March 2016, we developed an “Action Plan” for further empowerment of women which is the higher level of target following the numerical targets set two years earlier along with the “Osaka Gas Group Diversity Promotion Policy.” The Company will continue to work on achieving the goal of raising the percentage of women out of the total fast-track workforce to more than 30%, and the goal of raising the percentage of female managers out of the total number of employees in management positions to 5% by 2020, with implementing various measures including institutional reforms.
In part the outcome of efforts to encourage a work-life balance that harmonizes employees' professional and personal lives, the percentage of women in management positions* was 3.8% in April 2017, improved compared to the previous year.
- * Managerial positions
- Positions at the manager level or higher
Change in the Percentage of Women in Managerial Positions (Osaka Gas)
Main Actions Taken in FY2017
|Main actions taken during FY2017|
|Recruitment||Informal meeting for students who have secured jobs at Osaka Gas Group companies after graduation, and seminars for female students interested in working at Osaka Gas Group companies, and seminars for science-major female students|
|Leaflets||Posting of articles about career plans pursued by female workers|
|Interns||Internships to enable students to get a first-hand look at the work-life balance of Osaka Gas Group employees
* Students to visit the homes of Osaka Gas employees on child-rearing leave
|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|
|Dispatch of employees to women's networking forums|
*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 by the team in charge of recruitment and development of human resources)
|Dispatch to J-WIN (Clarification of the next step for one to become a candidate for managerial positions)|
|Technical forums for female employees (co-sponsored by Osaka Gas Chemicals)|
|Training for supervisors||Training sessions for newly appointed managers|
|Advice to section and other chiefs (Diffusion of interviews with management-position officials whose subordinates have become pregnant to support their child-rearing leave in the future.)|
|Enhancement of work motivation||Temporary dispatch of employees on the professional-career track to outside companies to enable them to experience jobs in different fields|
|Environment||Systems||1) Introduction of homeworking 2) Introduction of additional conditions for employees to take another period of child-rearing leave. 3) Relaxation of conditions regarding when employees are expected back to work after taking child-rearing leave|
|Child rearing||Holding of both parents-working forums aimed at encouraging the active participation of male workers in child rearing (co-sponsored by companies belonging to a study group called “Diversity Western Japan Benkyo-Kai” )|
|Seminar to support the resumption of work for employees who have taken child-rearing leave|
|Meeting with expecting female workers (luncheon between such workers) and Human Resources Department staff|
|Corporate culture||Provision of information through continued distribution of e-mail news|
|Continued undertaking of “smart” work (an action plan aimed at enhancing productivity)|
- * 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 and diversity indicators
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
Number of Participants in Mentoring Program
Female Employee Ratio
Female Management Ratio
* Management refers to persons assigned to positions at the manager level or above who oversee, and complete personnel evaluations for, subordinates
Number of Female in Executives
* Includes executives serving concurrently
- * Group
- Group consolidated companies
OGIS-RI Co., Ltd. and Sakura Information Systems Co., Ltd.
received the highest “Eruboshi” ranking.
Two Osaka Gas Group companies—OGIS-RI Co., Ltd. and Sakura Information Systems Co., Ltd.—received the highest “Eruboshi” (L-Star) ranking from the Ministry of Health, Labour and Welfare for their strong initiatives to empower women.
Five indicators are used to assign an “Eruboshi” ranking. They are “recruitment of new workers,” “continued employment,” “labor conditions, including working hours,” “ratio of employees in management positions” and “availability of various career courses.” The two companies won the “Eruboshi” ranking for meeting the standards in all five indicators.
Sakura Information Systems aims to establish a work environment that enables employees to pursue their careers while engaging in child rearing and nursing care with peace of mind.
The company's management policy respects each employee's individuality, transforming itself into “a company with a rich sense of humanity” and making corporate growth compatible with employees' pursuit of fulfillment in their work. We believe it is important to foster a workplace environment that enables all employees to feel fulfilled while working. Based on this idea, we are implementing measures to empower women and establish a system that enables employees to pursue their careers while spending a great deal of time with their families.
In FY2017, our company received the highest “Eruboshi” (L-Star) ranking from the government for our initiative to empower women. Furthermore, our company has been allowed to use the “Tomonin” logo for efforts in fostering a work environment that enables employees to pursue their careers while at the same time allotting much of their time to family nursing care.
At a time when our society is aging further, we will continue to work on improving employees' workplace so that they can be less obsessed with making their work compatible with child rearing and nursing care.
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 2.30% of our workforce as of June 2017, well above the legal minimum of 2.0%. Of the 38 affiliate companies subjected to the relevant law, 23 have achieved the legal minimum.
Percentage Rate of Disabled Employees (Osaka Gas)
OGIS-RI Co., Ltd.
Establishing a portal site for disabled applicants
On the recruitment section of its Web site, OGIS-RI, belonging to the Osaka Gas Group, has a portal where disabled persons can apply for work. It also holds interviews several times a year with prospective employees who have applied or have been introduced by recruiting companies in efforts to hire the people it needs when it needs them.
Creating a Work Environment for the Elderly
Osaka Gas has a system known as the Reemployment Scheme to rehire employees who are 60 and older after retirement, under which applicants are placed in jobs that match their skills and desires. All Osaka Gas Group companies have similar reemployment schemes.
Number of Employees Utilized the Scheme at Osaka Gas
|No. of retirees||138||219||236||239||277|
|No. of persons seeking reemployment||99||167||200||184||214|
|No. of persons reemployed||99||167||200||184||214|
|No. of reemployed persons working full-time||27||33||106||105||184|
Number of Elderly Employment of the Osaka Gas Group
* Employees 60 years or older at domestic consolidated companies
Second life support
Osaka Gas established a Career Development Center to help its diverse workforce plan for post-retirement. Here, employees receive career guidance, consisting of a training session and an interview, at age 45 and in their early 50s.
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 is consistent with their values and motivation and to develop their own career plans. After concluding the training session, the participants are asked to fill out a career track questionnaire and then discuss their career development options in an interview with an in-house career counselor. More than 300 employees have such “career development interviews” every year.
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.
No. of employees who participated in career-guidance sessions (training) and who received career development interviews
|career-guidance Ⅰ (No. of persons)||221||157||123|
|career-guidance Ⅱ (No. of persons)||202||187||220|
* Career guidance Ⅰ : held for employees aged 45, Career guidance Ⅱ : held for employees aged 50-55