Actions on Materiality
Materiality (1/3)
Review of Important Aspects of CSR (materiality) and Setting of New KPIs
The Daigas Group newly identified important aspects of CSR (materiality) in FY2018, and began PDCA management in FY2019. In identifying the new materiality, the Group evaluated the progress of activities related to previous materiality identified in FY2014 (FY2015–2017) with reference to the opinions of external experts. In addition, based on changes in the business environment and social trends related to sustainability, we referred to the procedures shown in the GRI Standard, which is the latest version of the GRI Guidelines. Based on the identified materiality, we will introduce main KPIs and conduct the PDCA cycle. We will report on its progress on a yearly basis.
New Materiality Analysis Map
Based on the 33 seemingly important items set under the GRI Standard, we have tried to link them in accordance with their importance, judged from the viewpoints of both ourselves and stakeholders, as shown in the chart below. The upper right portion of the chart lists aspects recognized as important both by our company and stakeholders, which we call “materiality.”
Two items - “training and education” and “diversity and equal opportunity” - were newly added to the previous materiality (FY2015-FY2018). On the other hand, three items were deleted from the previous materiality or modified in line with a change in specifications in the fourth edition of the GRI Guideline (G4). The three items are “Product and Service Labeling,” “Effluents and Waste” and “Grievance Mechanisms.” (For further information, see “Revision of Materiality,” shown at the bottom of the page.)
* The GRI Standard consists of the 100 Series, a common standard, and three item-by-item standards — the 200 Series (economic items), 300 Series (environmental items) and 400 Series (social items). The items recognized by our company as materiality, listed above under “1,” were chosen from among the 33 items covered by the item-by-item standards.
New Materiality, Key Performance Indicators (KPIs) and FY2019 Goals and Results
| CSR Charter | Materiality | Indicators(changed point) | FY2019 goals | Achievement of FY2019 |
|---|---|---|---|---|
| Ⅰ | Customer Health and Safety | Percentage of city gas for which health and safety impacts are assessed for improvement against total city gas provided by Osaka Gas | 100% | 100% |
| Ⅱ | Energy / Emissions | Boundary expanded Contribution to reduction in CO2 emissions |
Reduction of 7 million tons (FY2021 goal) | Total reduction of 1.67 million tons |
| Ⅲ | Local Communities | Percentage of operations with implemented local community engagement, impact assessments and development programs | 100% | 100% |
| Ⅳ | Customer Privacy | Total number of substantiated complaints regarding breaches of customer privacy | Assessment of management situation | Took measures to prevent recurrence of mishandling of information |
| Ⅴ | Training and Education | Newly added item Average hours of training per year per employee |
Development of human resources, improvement of work environment | ∙ Average hours of training per employee: 25.1 ∙ e-Learning (safety, information security, environment) program No. of participants: 5,029 / course No. of hours: 3.67 hours / person Note: Includes some temporary employees and part-time workers |
| Diversity and Equal Opportunity | Newly added item Percentage breakdown of employees and executives by gender and age |
Promotion of diversity | ∙ Percentage of women among personnel hired for career-track positions in April 2019: 28.3% ∙ Percentage of women in management positions: 3.5% (as of April 1, 2019) |
|
| Common Themes | Supplier Assessment (Impact on the environment and society, human rights and labor practices) |
Boundary expanded Percentage of new suppliers that have been selected using criteria regarding environment, social impact, human rights and labor practice |
100% | 100% |
| Economic Performance | Content changed Financial impacts, risks and opportunities due to climate change |
Recognition of risks and opportunities | Recognition of risks and opportunities |
FY2018 Materiality Revisions (FY2019 Indicators)
| Items continuously recognized as materiality | Reasons |
|---|---|
| Customer Health and Safety | Ensuring customers' health and safety is the responsibility of a company whose fulfillment must be given top priority in its business activities. We believe that it is necessary for us to continue making efforts on this item so as to curb social impacts in the event of an accident or disaster to the minimum level. |
| Energy / Emissions | We believe addressing the reduction of greenhouse gas emissions is an extremely important mission for us. The Daigas Group's Long-Term Management Vision 2030 lists CO2 reduction goals to be achieved by that year. |
| Local Communities | To ensure sustainable business operations, dialogue with local communities and regional development in collaboration with them are essential. We believe it is important grasp our operations' impact on local communities, step up information disclosure and deepen communication with them. |
| Customer Privacy | We recognize the importance of protecting customer information. To maintain the trust of stakeholders, we believe it is necessary to take appropriate response actions continuously. |
| Supplier Assessment (Impact on the environment and society, human rights and labor practices) |
We believe that we can build a relationship of mutual trust with stakeholders by curbing social impacts from value-chain operations to the minimum level and fulfill our social responsibility in cooperation with suppliers — our important partners. |
| Economic Performance | We believe that grasping risks and opportunities of climate change and disclosing relevant information to stakeholders will lead to sustainable development of local communities and the Daigas Group. |
| Newly added items | Reasons |
|---|---|
| Training and Education | 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. |
| Diversity and Equal Opportunity | As a way of expanding our business fields, we will strive to build a sound business environment in which all people are given opportunities to play important roles in society, in pursuit of promoting a work style that leads to higher productivity and of striking a work-life balance. |
