Tokyogasgroup csr report

Enhancement of People-Centered Management Base

Targets and Performance

Promotion of Diversity

<Reasons for identification of material aspects>

To work to create an energetic workplace in which every employee can exercise his or her knowledge, skills, and experience to the full.


Performance in FY2016 and FY2017: Overview and Assessment
Criteria for evaluating indicators 
○
Target achieved (100% or above)
△
Target not achieved but improved from previous fiscal year (not 100% achieved but improved from previous fiscal year)
×
Target not achieved
*
Qualitative indicators with no evaluation axis are evaluated on the basis of whether or not progress has been made since the previous fiscal year.
 
Target
(CSR indicator)
FY2016 and FY2017 results Evaluation
Promoting the active participation of diverse human resources and workstyle flexibility

Promotion of the active participation of diverse human resources

≪Details of activities≫
April 2016: Tokyo Gas's first female executive officer appointed.
April 2016: Adopted target of having 10.0% of management positions occupied by women by 2020.
April 2016: Grand Career Support Program launched to provide greater employment opportunities for older workers.
June 2016: Formulated "Overarching Commitment to Diversity" and "Basic Policy Regarding Promotion of Diversity" policies.
June 2016: Established "Group Diversity Promotion Team."
December 2016: Introduced details of the Act on Promotion of Women's Participation and Advancement in the Workplace, the group's response, and the current state of action to promote employment of people with disabilities in the Group’s newsletter. Took action to further raise awareness throughout the Group to promote diversity.
March 2017: Designated a Nadeshiko Brand.
April 2016 – March 2017: Raised awareness through training, seminars, etc. (over 750 participants in all).
  • For employees: Organization of events including seminars on subjects such as women's career development, employees returning to work from parental leave, and career development for parents of small children, and a panel discussion on promoting women’s participation in the workplace.
  • For managers: Organization of program of lectures on promoting the active participation of diverse human resources, seminars for managers with subordinates on parental leave, and other subjects, and awareness raising incorporated into various forms of management training.
  • For both employees and managers: Provision of seminars to help employees balance the demands of work while caring for a relative at home. 
 
≪Performance≫
Third-party assured
Ratio of women in management (as of April 1, 2018)
 7.6% (3.5 points up from 9 years earlier)
Average length of employment by gender (as of March 31, 2018)
 Male 19.3 years, female 19.3 years
 Employment of people with disabilities (as of March 1, 2018)
150 people (2.1% of the workforce)
*Figure has risen to 167 people, or 2.35% of the workforce (as of June 2018).

 

Development of conditions to accommodate diverse work styles 

 
Third-party assured

FY2017 results of application of main systems, etc.

  • Shorter hours for parents of small children (used by 217 employees), parental leave (used by 50 persons, 93.3% of whom returned to work afterwards)
  • Shorter working hours for employees caring for relatives (used by 2 employees), nursing care leave (used by 1 person) 
July-September 2016: Encouraged summer leave-taking.
July-August 2016: Adopted morning-oriented work arrangements so employees can enjoy more leisure during longer summer evenings.
February 2017: Launched “Premium Friday” campaign to encourage employees to finish work early on designated Fridays.
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Key Future Initiatives from FY2017
Target
(CSR indicator)
Key initiatives
Promoting the active participation of diverse human resources and workstyle flexibility

April 2017: Adoption of homeworking arrangements in some workplaces (to be progressively rolled out to other workplaces).
April 2017: Prohibition of overtime from after 10:00 p.m. .
April 2017: Expansion of number of times that parental leave periods can be changed and commencement of promotion of taking of paternity leave.
July-September 2017: Promotion of taking of summer vacations.
July-August 2017: Adoption of morning-oriented work arrangements so employees could enjoy more leisure and family time during long summer evenings.
August 2017: “Premium Friday” held every Friday (normally only the last Friday of every month).
Consideration of introduction of support services  for employees providing nursing care.
Further promotion of employment of people with disabilities
Awareness raising through training, seminars, etc.

 

DFF Inc., Corporate Social Responsibility Sect, General Administration Dept., Corporate Planning Dept., Resources & Global Business Division, Energy Solution Div, Power Buisiness Dept., Pipeline Network Division, IT Division, Residential Sales Div., Fundamental Technology Dept., Energy Solution Div, Environmental Affairs Dept., Purchasing Dept. , Health Insurance & Employees' Welfare Sect., Personnel Dept., Internal Audit Dept., Audit & Supervisory Board Member's Office, Compliance Dept., Regional Development Div., Finance Dept, TGES, TOKYO GAS COMMUNICATIONS, INC.

Development of Human Resources

<Reasons for identification of material aspects>

Because developing and hiring highly expert, ethically responsible human resources is essential to increasing future competitiveness and contributes to maintaining corporate sustainability.


Performance in FY2016: Overview and Assessment
Criteria for evaluating indicators
○
Target achieved (100% or above)
△
Target not achieved but improved from previous fiscal year (not 100% achieved but improved from previous fiscal year)
×
Target not achieved
*
Qualitative indicators with no evaluation axis are evaluated on the basis of whether or not progress has been made since the previous fiscal year.
 
Target
(CSR indicator)
FY2016 results Evaluation
Development of training structure We introduced a "contribution-type personnel management system" designed to utilize and cultivate individuals' strengths and abilities. This functions alongside a “role fulfilment assessment” scheme used to track the development of the abilities required for expected roles by contribution type and their fulfilment, a "goal management system" for managing individual employee goals and achievements and their level of contribution to the organization, and a "360-degree appraisal system" under which employees' daily actions are evaluated by superiors, colleagues and colleagues.
We developed employee skills through an effective combination of training provided by superiors on the job (OJT) supplemented by off-the-job training and education (Off-JT) programs, self-development programs, and workplace transfers and rotations.
We ran a human resource development program founded on the twin pillars of fostering foundational and common skills, and developing a broad range of expertise. Human resources were developed throughout the Group by providing numerous forms of training and seminars for subsidiaries as well.
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Key Future Initiatives from FY2017
Target
(CSR indicator)
Key initiatives
Development of training structure We will continue to operate our contribution-type personnel management system, role fulfilment assessment system, goal management system, and 360-degree appraisal system.
We will develop employee skills through an effective combination of training provided by superiors on the job (OJT) supplemented by training (Off-JT) programs, self-development programs, and workplace transfers and rotations.
Our human resources development program will continue to be composed of two pillars: the fostering of foundational and common skills, and the development of a broad range of expertise. We will enhance global leadership training to keep pace with changes in the business environment.
DFF Inc., Corporate Social Responsibility Sect, General Administration Dept., Corporate Planning Dept., Resources & Global Business Division, Energy Solution Div, Power Buisiness Dept., Pipeline Network Division, IT Division, Residential Sales Div., Fundamental Technology Dept., Energy Solution Div, Environmental Affairs Dept., Purchasing Dept. , Health Insurance & Employees' Welfare Sect., Personnel Dept., Internal Audit Dept., Audit & Supervisory Board Member's Office, Compliance Dept., Regional Development Div., Finance Dept, TGES, TOKYO GAS COMMUNICATIONS, INC.

Occupational Safety and Health

<Reasons for identification of material aspects>

Because continuing to ensure employees’ safety and health is of fundamental importance to our management base.
 

Performance in FY2016: Overview and Assessment
Criteria for evaluating indicators
○
Target achieved (100% or above)
△
Target not achieved but improved from previous fiscal year (not 100% achieved but improved from previous fiscal year)
×
Target not achieved
*
Qualitative indicators with no evaluation axis are evaluated on the basis of whether or not progress has been made since the previous fiscal year.
 
Target
(CSR indicator)
FY2016 results Evaluation
Promotion of occupational safety and health Implementation of initiatives to maintain and improve the health of employees
  • In order to strengthen primary prevention through occupational health activities, we established teams led by occupational health physicians to visit workplaces and provide health consultations, career ladder consultations, and health education. Action was taken to prevent lifestyle-related diseases through strategies including ensuring that all employees receive health checkups (a 100% checkup rate was achieved in FY2016) and providing follow-up observation for employees about whom health concerns have been raised.
  • As 60% of all the sick leave days taken can be attributed to mental health diseases, we have continued to take measures toward ensuring mental health, such as conducting stress checks for all employees, providing education of managers, enhancing our system of consultation, etc.
 
Promotion of activities to prevent work-related injuries
  • We have provided education on occupational safety and health and safety considerations and implemented the Occupational Safety and Health Management System (OSHMS), urging employees at each workplace to act on their own initiative in keeping with conditions in their workplace to prevent work-related injuries, and to continue making further improvements.
  • To prevent traffic accidents, we have provided various forms of driver training to employees through our own in-house driving license system, including provision of behind-the-wheel instruction by outside driving instructors using driving recorders. Everyday instruction on road safety was also provided through both behind-the-wheel and classroom training taught by "safety driving instructors" assigned to each workplace.
■Implementation of stress checks, measures to prevent passive smoking, and chemical risk assessments in compliance with the revised Industrial Safety and Health Act.
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Key Future Initiatives from FY2017

Target
(CSR indicator)
Key initiatives
Promotion of occupational safety and health Embedding of chemical risk assessments.
Promotion of stress check system.
Promotion of measures to prevent passive smoking.
DFF Inc., Corporate Social Responsibility Sect, General Administration Dept., Corporate Planning Dept., Resources & Global Business Division, Energy Solution Div, Power Buisiness Dept., Pipeline Network Division, IT Division, Residential Sales Div., Fundamental Technology Dept., Energy Solution Div, Environmental Affairs Dept., Purchasing Dept. , Health Insurance & Employees' Welfare Sect., Personnel Dept., Internal Audit Dept., Audit & Supervisory Board Member's Office, Compliance Dept., Regional Development Div., Finance Dept, TGES, TOKYO GAS COMMUNICATIONS, INC.