Tokyogasgroup csr report

Enhancement of People-Centered Management Base

Targets and Performance

Promotion of Diversity

Why Is this Materiality?

  • To work toward creating an energetic workplace in which every employee can fully exercise his or her knowledge, skills, and experience.

FY2017 Performance and Evaluation

Criteria for evaluating KPIs   
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Target achieved (100% or above)
△
Target not achieved but improved performance from the previous fiscal year
✕
Target not achieved

Note: Qualitative indicators with no evaluation axis are assessed on the basis of whether progress has been made since the previous fiscal year.

Target (CSR KPIs) FY2017 Results Evaluation
Promotion of active participation of diverse human resources and workstyle flexibility

Promotion of opportunities for diverse human resources

Details of activities:

  • November 2017: Held a meeting to share initiatives on promoting the active participation of diverse human resources.
  • March 2018: Designated a Nadeshiko Brand company for the second consecutive year.
  • April 2017– March 2018: Raised awareness through training and seminars (total attendance: 900).
  • - For female employees: Held seminars on subjects including women’s career development, returning to work after childcare leave, and support for balancing work and nursing care.

  • - For supervisors: Held lectures on promoting the active participation of diverse human resources, held seminars for supervisors with subordinates who are parenting, and raised awareness through various management training programs.

 

Results:

Third-party assured

  • Ratio of women in management (as of April 1, 2018): 7.6% (up 3.5% from 9 years ago)
  • Average length of service by gender (as of March 31, 2018) Male: 19.3 years, female: 19.3 years
  • Employment of people with disabilities (as of March 31, 2018) 150 (employment rate: 2.1%)
Note: The figure has risen to 167 (employment rate: 2.3%) as of June 2018
 

Development of conditions to accommodate diverse workstyles

Details of activities:

  • April 2017: Introduced a work-at-home program, which we plan to expand in several stages.
  • April 2017: Increased the number of times parental leave periods can be changed and reinforced our promotion of paternity leave.
  • July–September 2017: Encouraged employees to take summer vacations.
  • July–August 2017: Adopted a morning-oriented work program that enables employees to enjoy more leisure and family time during long summer evenings.
  • August 2017: “Premium Friday” held every Friday (typically just the last Friday of every month).
  • October 2017: Shared the president’s message on correcting and limiting long working hours and shifting to workstyles that emphasize the value of time.
  • November 2017: Launched a website related to the management of working hours and improving productivity.
  • January 2018: Introduced agency services to support employees who are providing nursing care.
 

Performance:

Third-party assured

Major programs and the number of users in FY2017

  • Employees working shorter hours as parents of small children: 217, employees taking parental leave: 50 (93.3% subsequently returned to work)
  • Employees working shorter hours to care for relatives: 2, employees taking nursing care leave to care for relatives: 1
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Key Initiatives for FY2018 and Beyond

We reviewed the Tokyo Gas Group’s key CSR activities and materiality in fiscal 2017. Please visit the related link to view the latest information on our materiality and CSR KPIs.
 
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

Why Is this Materiality?

  • To ensure corporate sustainability by developing highly expert, ethically responsible human resources as a prerequisite to raising future competitiveness.

FY2017 Performance and Evaluation

Criteria for evaluating KPIs   
〇
Target achieved (100% or above)
△
Target not achieved but improved performance from the previous fiscal year
✕
Target not achieved

Note: Qualitative indicators with no evaluation axis are assessed on the basis of whether progress has been made since the previous fiscal year.

 
Target (CSR KPIs) FY2017 Results Evaluation
Development of a training structure

■ Continued to operate our contribution-type personnel management system, role fulfilment assessment system, goal management system, and 360-degree appraisal system.
 

■ Developed 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.
 

■ Maintained a twin-pillared human resource development program consisting of the fostering of foundational and common skills and wide-ranging expertise.
 

■ Implemented a supporter program to assist in the development of  younger employees.

マル

Key Initiatives for FY2018 and Beyond

We reviewed the Tokyo Gas Group’s key CSR activities and materiality in fiscal 2017. Please visit the related link to view the latest information on our materiality and CSR indicators.
 
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

Why Is this Materiality?

  • To continue ensuring the safety and health of employees, which is of fundamental importance to our management foundation.

FY2017 Performance and Evaluation

Criteria for evaluating KPIs   
〇
Target achieved (100% or above)
△
Target not achieved but improved performance from the previous fiscal year
✕
Target not achieved

Note: Qualitative indicators with no evaluation axis are assessed on the basis of whether progress has been made since the previous fiscal year.

 
Target (CSR KPIs) FY2017 Performance Evaluation
Promotion of occupational safety and health

■ Promotion of stress check program
Widely promoted the program by recommending regular and semi-regular employees to take stress check-up.


■ Promotion of measures to prevent passive smoking
Implemented a campaign based on our Guidelines on Preventing Passive Smoking at all 53 offices, and completed preventive measures such as prohibiting smoking indoors and implementing construction work to improve smoking rooms.

 

■ Establishment of chemical risk assessment
Implemented risk assessments for all 7 newly purchased chemical substances as legally mandated. Also implemented a voluntary risk assessment and other measures related to chemical substances for which we are not obliged by law to obtain SDSs (safety data sheets).

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Key Initiatives for FY2018 and Beyond

We reviewed the Tokyo Gas Group’s key CSR activities and materiality in fiscal 2017. Please visit the related link to view the latest information on our materiality and CSR KPIs.
 
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.