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Long-Term Management Vision 2030

  • Becoming an Innovative Energy & Service Company that Continues to Be the First Choice of Customers
  • CSR Efforts to Realize Long-Term Management Vision 2030
  • Building an Environment-Friendly Business that Contributes to the Emergence of a Low-Carbon Society
  • Developing Personnel and Creating a Work Environment to Provide Services That Always Exceed Customer Expectations

CSR Efforts to Realize Long-Term Management Vision 2030

CSR Efforts to Realize Long-Term Management Vision 2030

The Daigas Group has formulated the Long-Term Management Vision 2030 and the Medium-Term Management Plan 2020, in which we adopted “three guiding principles” under its corporate philosophy. One of these principles is setting global ESG (environment, social and governance) standards in its business operations, with the aim of becoming a corporate group that continues to be trusted by investors, business partners, citizens and employees.

We have stepped up our ESG efforts in line with the Daigas Group CSR Charter. To get the campaign moving further, the Group has identified important aspects in its CSR activities, which we call “materiality.” Based on the materiality, we have undertaken specific CSR activities. We will continue to see ESG as an important element of our business operations and redouble our efforts to realize the sustainable development of society and the Daigas Group.

ESG Efforts in the Long-Term Management Vision Materiality of our CSR
Management that wins confidence of stakeholders Work style reform and development of
human resources to improve productivity
Osaka Gas CSR Charter /
Identified material aspects
  • Support customers in introducing high-efficiency energy equipment, and provide them with energy services
  • Promote fuel conversion to natural gas, a clean energy source, and introduction of energy-saving technologies
  • Develop and introduce leading-edge thermal power plants and renewable energy
  • Promote environmental management focusing on resources recycling, biodiversity, chemical substances safety, etc.
Attitude Reform
  • Think and act independently and remain reform-minded with readiness to change our mindset if necessary
  • Execute assigned duties wisely and efficiently
  • Shift to flexible thinking
  • Pursue growth by taking up challenges beyond the boundaries
Work Style Reform
  • Develop human resources who can play important roles in the global community
  • Increase business efficiency through the active use of ICT
  • Share business know-how among employees to make them immediately available in business and improve service quality
  • Make workplaces attractive for employees
Work Environment Improvement
  • Promote collaboration among individuals and companies with diverse values
  • Provide employees with equal opportunities irrespective of nationality, age, gender or location of residence
  • Develop a work environment and system whereby employees can work anywhere and any time

  • Amount of energy consumption
  • Emissions into the air
Common themes
  • Economic Performance
  • Supplier Assessment (Impact on the environment and society, human rights and labor practices)
  • Pursue activities in accordance with international norms, such as the Global Compact
  • Promote activities relevant to the entire value chain including initiatives to protect human rights
  • Engage in co-creation with local communities (social contribution activities, community communication activities, community building, etc.)

  • Customer Health and Safety
  • Local Community
  • Customer Privacy
  • Training and Education
  • Diversity and Equal Opportunity
  • Promote dialogue with stakeholders
  • Pursue fair business practices
  • Enhance diversity of employees and executives
  • Disclosure of ESG information in accordance with global standards
  • Take measures to ensure information security

Refer to “Corporate Governance”

  • Basic ideas on corporate governance
  • System and measures to promote corporate governance
  • Roles and functions of outside board directors
  • Efforts under way to strengthen the function of auditors
  • Risk management
  • Situation on internal control
Long-term management goals
Indexes toward fiscal 2031
Expansion of business fields
Amount of electric sources procured*1 :
9 million kW
Number of customer accounts :
10 million or more
Scale of natural gas business*2 :
17 million tons
Environment and CSR
Amount of CO2 emissions reduced*3 :
about 70 million tons
Ensure security and safety in gas pipeline installation, gas processing and power generation business :
Maintain zero serious accidents
Customer satisfaction at contact points*4 :
95 %
Amount of investment for growth*5 :
1.45 trillion yen

*1 Upon changes in country's institutional designs, procurement from the market / other companies will be considered.
*2 Include LNG sales to energy companies both in Japan and abroad, and natural gas handled at overseas LNG terminals
*3 Cumulative total of CO2 emissions reduced during fiscal 2018-2031, which includes reduction at customers and overseas projects
*4 Degree of customer satisfaction in gas line opening, appliance repairs, marketing and engineering services
*5 Cumulative investment during fiscal 2018-2031

President's Commitment
Management and CSR of the Daigas Group
Corporate Principles and CSR Charter
Daigas Group Code of Conduct
Global Compact and ISO 26000
Long-Term Management Vision 2030
Medium-Term Management Plan 2020
CSR Integrated into
Management Strategy
Policies on CSR
Special Feature The Daigas Group addresses social issues with its
human resources and technical expertise
Reducing greenhouse gas emissions
through efficient use of natural gas and expansion of renewable energy
Constructing resilient infrastructure for disaster-resistant urban development
Promoting the evolution of ICT/IoT
services to solve customer problems
Corporate Governance
Corporate Governance
Risk Management
CSR Management
Stakeholder Engagement
Dialogue and Cooperation with Stakeholders
Response to Stakeholders' Voices
Value Chain of the Daigas Group
Enhancement of CSR in Our Value Chain
Social Impact of Business Activities in Our Energy Value Chain and Efforts to Reduce Such Impact
CSR Efforts Throughout Supply Chain
Electricity and Gas Industry Reform
Actions on Materiality
Customer Health and Safety
Energy / Emissions
Local Communities
Customer Privacy
Supplier Assessment
Training and Education
Diversity and Equal Opportunity
Economic Performance
CSR Charter Ⅰ
Creating Value for Customers
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
Proposing New Value
CSR Charter Ⅱ
Harmonizing with the Environment and Contributing to Realizing a Sustainable Society
CSR Indicator
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
Green Purchasing and Green Distribution
Environmental Communication
CSR Charter Ⅲ
Being a Good Corporate Citizen Contributing to Society
CSR Indicator
Social Contribution Activities
Corporate Volunteering Activities under the “Small Light Campaign”
Activities for Promoting Communication with Society
Activities at Osaka Gas' Foundations
CSR Charter Ⅳ
Complying with Laws and Regulations and Respect for Human Rights
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
CSR Indicator
Acceptance of Diversity
Balancing Work and Family
Human Resource Development and Rewards
Communication Between Employees and Company
Improving Occupational Health and Safety
ESG Data
Environmental Performance Data
Social Data
Governance Data
CSR Report Policy
Commendation from the Outside
Third-Party Review / Third-Party Verification
Course Taken Since the Company's Foundation
Reporting Guidelines
CSR Report 2019 Terminology
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