Tokyo Gas Group will promote diversity to ensure sustainable growth and development into the future.
With competition between companies in the energy market continuing to intensify, the Tokyo Gas Group aims to maintain its position as the customer's choice and achieve sustainable growth and development in the future by realizing its Challenge 2020 Vision. One important priority for the Group as a whole is the promotion of diversity. For us to continue to meet diversifying customer needs, it is vital that every single person employed by the Group should have the chance to excel and make maximum use of his or her knowledge, ability, and experience. We are committed as a corporate group to developing and expanding systems to achieve this goal and foster employee awareness of it while continuing to proactively create an organizational culture in which everyone can excel, regardless of gender, age, disability, nationality, or whether they were hired straight out of university or mid-career.
Tokyo Gas Co., Ltd.
Tokyo Gas Group will promote diversity in order to become a corporate group that gives every single working person the chance to excel by making maximum use of their knowledge, abilities, and experience.(1)We aim to realize an organization (diverse working styles and productivity enhancement) in which every person accepts each other's working style while enhancing productivity.
Tokyo Gas has long worked to actively elevate women in the workplace. We are now further stepping up our efforts to foster employee awareness and create an organizational culture conducive to developing the careers of female employees through a variety of initiatives. These include seminars and a system to assist those with young children to balance work and childcare.
We are also steadily promoting more women. The ratio of women in management positions has climbed 3.0 percentage points over the past eight years from 4.1% in 2009 to 7.1% in April 2017. This includes a dramatic expansion in the number of departmental heads and managers from 4 to 17, and in April 2016 we appointed our first female Executive Officer. By 2020, our aim is to have 10% of all management positions filled by women.
■Action to promote women's participation in the workplace (under the Act on Promotion of Women’s Participation and Advancement in the Workplace)
Tokyo Gas is actively fostering employee awareness and developing an organizational culture conducive to the elevation and support of women in the work place through seminars for both female employees and their managers.
Seminars and Lectures Held in FY2016*8
|Month/year||Theme||No. of participants|
|May 2016||Seminar for managers with subordinates who have small children||40|
|October 2016||Panel discussion on promoting women’s participation in the workplace||300|
|October 2016||lecture program on promoting the active participation of diverse human resources 2016||350|
|November 2016||Seminar on women's career development||31|
|November 2016||Seminar on career development for parents of small children||12|
|March 2017||Seminar for employees returning to work after parental leave||24|
*8 Data are on Tokyo Gas Group employees.
Education for Female Employees
Seminar on women's career development
These seminars for women in their twenties provide pointers on active career development in order to help them build their careers from an early stage.
Seminar for employees returning to work after parental leave
These seminars are taken by employees on parental leave before they return to the workplace. They are designed to give them a clearer picture of work arrangements after their return and how they can work with superiors and coworkers to both smooth their return and balance work and parenting.
Seminar on career development for parents of small children
This is held for employees who have returned from parental leave and have been balancing work and parenting for a certain period in order to give them an opportunity to consider their long-term career development.
Manager Awareness-Raising and Development of Organizational Culture
Seminar for managers with subordinates who have small children
These seminars for managers with subordinates who have small children give participants a better understanding of how to support employees' work-parenting balance, and equip them with the management skills needed to nurture subordinates and help them make the most of their abilities.
Lecture program on promoting the active participation of diverse human resources
Outside speakers give talks to department heads, managers, and other relevant personnel on how to create workplaces that provide opportunities for all. The 2016 lecture was delivered by Yukako Uchinaga, Board Chair of J-Win (an NPO).
Panel discussion on the promotion of women’s participation in the workplace
In October 2016, a panel discussion featuring Tokyo Gas executives was held on “Further Empowering Women at Tokyo Gas.” The panelists discussed expanding the types of jobs open to women and transforming management mindsets in front of an audience of some 300. The event generated strong interest among our female employees.
We have been awarded the “Kurumin” certification logo by the Minister of Health, Labour and Welfare under the Act on Advancement of Measures to Support Raising Next-Generation Children for our active support of parents with young children. In fiscal 2016, we were also designated a Nadeshiko Brand by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange for our active encouragement of women’s participation in the workplace.
|Number mandatorily retired (total number)*2||Persons||387||319||348|
|Number reemployed||Tokyo Gas *3||Persons
|Subsidiaries and affiliates, etc.||Persons
At Tokyo Gas, people with disabilities perform all kinds of work alongside our other employees. People with disabilities made up 2.10% of our workforce as of March 2017, which is well above the statutory employment rate.*1 The Liaison Committee to Promote Employment of Disabled People launched in April 2016 seeks to foster understanding in order to further expand employment and create more opportunities for people with disabilities to succeed professionally at Tokyo Gas. It is also working to develop safer, more accessible working conditions.
*1 The statutory employment rate is determined by the Employment Rate System for Persons with Disabilities, and is the percentage of regular workers who are required to be employees with disabilities.
Our Code of Conduct, which lays down the values and standards of behavior that everyone working at Tokyo Gas Group is required to share, explicitly prohibits discrimination and harassment on the grounds of sexual orientation or gender identity. In addition, our advisory service desks fulfil the requirement that employers adopt “employment management measures concerning problems caused by sexual harassment in the workplace” specified in Article 11 of the Act on Securing, etc. of Equal Opportunity and Treatment between Men and Women in Employment. We provide training in LGBT issues (which is incorporated into training courses for human rights promotion leaders, for example) and organize related talks given by outside speakers for mid-level managers and human resource managers.
A training course for human rights promotion leaders
As one of the main pillars of our personnel policy, we are working to strengthen our organization by bringing out the skills of each and every employee so they can achieve their full potential. We promote the kind of management that cultivates and makes the best use of employees' diverse characteristics and abilities, and creates a workplace environment that is comfortable for employees at various stages of their lives, so that all are able to meet the expectations for their respective roles and make the most of their abilities.
In April 2014, we extended the period of eligibility to work shorter hours in order to care for a small child from the end of the child’s third grade to the end of sixth grade, and we developed more generous parental leave, nursing care leave, and shortened working hour schemes than required by law. Provision was further enhanced in April 2017 when it was made possible for employees to flexibly change the date on which they intended to return to work from parental leave if they found themselves unable to obtain a nursery place for their child. We also offer systems that allow employees to take a leave of absence for fertility treatment, to attend events at their children's and grandchildren's schools, and to provide nursing care for family members, and these systems are being widely used by our employees.
We have introduced other arrangements too to give employees a more flexible choice of work styles, including leave to allow employees to accompany a spouse working overseas.
|Parental leave||Until end of April immediately following child’s 3rd birthday||Number of users||Persons||0||80||2||83||2||65|
|Rate of return to work
|Shorter hours for parents of small children||During pregnancy and until child completes 6th grade
Flex-time system for childcare is available.
|Number of users||Persons||221||213||3||224|
|Nursing care leave||Up to 3 years for one relative within the second degree of kinship requiring nursing care.||Number of users||Persons||2||3||0||4|
|Nursing care work||Up to 2 years for one relative within the second degree of kinship requiring nursing care.
Flex-time system for nursing care is available.
|Number of users||Persons||0||0||0||3|
|Leave to accompany partner||For employees accompanying a spouse working overseas||Number of users||Persons||1||4||4|
|Community service leave||Special leave (paid leave) for up to 5 days within 1 year||Total number of users (including repeat users)||Persons||42||88||48|
|Sabbatical system||For employees who reach the age of 30, 35, 40, and 50
Provided with commemorative gifts and special leave (paid leave)
|Number of users||Persons||626||594||514|
*1 Main Systems and Numbers of Users
*2 Percentage of employees taking parental leave each fiscal year who returned to work at the company.
Support for Balancing Work and Parenting
■Designated "no overtime days"
At Tokyo Gas, one day each month is designated as a day for employees to leave work on time. This provides an opportunity for employees to take another look at how they approach their work so that they can achieve maximum results within a limited period of time.
■Encouraging summer leave-taking
The period from July to September has been designated "summer leave-taking time" with the aim of getting all employees to take at least seven days of paid leave during this window.
■“Waku Waku Work” work style innovation
In fiscal 2016, we established an Operational Reforms Project Department to explore new work styles for the Group.
Punning on the similarity of the Japanese word for “to bubble up or be excited about something” (waku) and the word “work,” we have defined positive, exciting styles of work that generate value and raise productivity as “Waku Waku Work”—work that is, in other words, value creating, varied, and fun. Using ICT and other resources, we have trialed the following three forms of Waku Waku Work categorized according to objective.
The IT Application Dept. has been given responsibility for these programs from fiscal 2017, and work style innovation continues. Moving forward, exciting waku waku work styles tailored to the needs of each workplace will be explored and implemented.
Challenges to Overcome to Achieve Goals
* Working hours = hours invested + hours expended
Hours invested: time used to generate value (thinking, communicating, etc.)
Hours expended: time consumed without generating value (administrative tasks, searches, transit time, etc.)
Three Styles of Work as Means of Operational Reform