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CSR Charter ⅤManagement Policy for Human Growth

Acceptance of Diversity

Principle and Outline

As a way of enhancing its corporate value, the Daigas 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 Daigas 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

Nadeshiko Brand

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 five years in a row since FY2014.

In FY2107, Osaka Gas received silver in the PRIDE Index, Japan's first index introduced by a volunteering group called “work with Pride” to evaluate corporate efforts to support inclusiveness of LGBT employees and other sexual minorities. Osaka Gas became the first gas provider to receive the award.

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 "Daigas 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 3.4% in April 2018.

* Managerial positions
Positions at the manager level or higher

Change in the Percentage of Women in Managerial Positions (Osaka Gas)

Change in the Percentage of Women in Managerial Positions

Main Actions Taken in FY2018

Main actions taken during FY2018
Recruitment Seminars for female students interested in working at Daigas 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 Daigas 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
Round-table talks between female workers
*Reinforcement of contacts with in-house role models
Lunch communication sponsored by Directors
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 seminars conducted by a NPO J-WIN (Clarification of the next step for one to become a candidate for managerial positions)
Training for supervisors Training sessions for newly appointed managers
Holding of a Diversity Promotion Forum (lecture by knowledgeable person and workshop)
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 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” )
Forum for employees engaging in child rearing and their supervisors
Disclosure of a manual used by supervisors in interviews with their subordinates
Corporate culture Provision of information through continued distribution of e-mail news
Continued implementation of measures to promote efficient working
* 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

  FY2015 FY2016 FY2017 FY2018
Group* 136 129 193 138
Osaka Gas 71 61 88 63
* Group
Group consolidated companies

Number of Participants in Mentoring Program

  FY2015 FY2016 FY2017 FY2018
Osaka Gas 24 26 13 24

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 2.39% of our workforce as of June 2018, well above the legal minimum of 2.0%. Of the 33 affiliate companies subjected to the relevant law, 19 have achieved the legal minimum.

Percentage Rate of Disabled Employees (Osaka Gas)

Percentage Rate of Disabled Employees (Osaka Gas)

Creating a Work Environment for the Elderly

Reemployment scheme

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 Daigas Group companies have similar reemployment schemes.

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.

CSR of Daigas Group

President's Commitment
Management and CSR of the Daigas Group
Policies on CSR
Special Feature
Contribution to the Sustainable
Development Goals (SDGs)
Corporate Governance
Stakeholder Engagement
Value Chain of the Daigas 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
ESG Data

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
Policies on CSR
Special Feature
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Addressing Social Issues through Energy Services
Promote Efforts for Recognition, Understanding and Penetration of SDGs
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
Product and Service Labeling
Energy / Emissions
Effluents and Waste
Local Communities
Customer Privacy
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Incorporating Customer Opinions
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CSR Charter Ⅱ
Harmonizing with the Environment and Contributing to Realizing a Sustainable Society
CSR Indicator
Environmental Management
Environmental Action Targets
Environmental Impact throughout the Daigas Group Value Chain
Risks and Opportunities Related to Climate Change
Method to Evaluate Effects of CO2 Emissions Reduction and Results
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
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
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Course Taken Since the Company's Foundation
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CSR Report 2018 Terminology
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