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Sustainability
Sustainability of the OKI Group For Employees
Promotion of Diversity and Inclusion (D&I)
The OKI Group's Diversity and Inclusion (D&I) is a management strategy for strengthening human resources. It supports respecting and valuing the diversity of employees with the aim of creating innovation, increasing motivation, and achieving sustainable growth for the organization. In order to foster a corporate culture in which diverse human resources respect each other's differences in gender, age, disability, SOGI (sexual orientation and gender identity), nationality, and personal life, and in which they can engage in their work with a sense of fulfillment and demonstrate their full potential, the Group conducts internal awareness-raising activities, establishes diversity-conscious programs, realizes flexible work styles that increase efficiency, and develops a scheme for appointing individuals based on their evaluation. In addition, meetings chaired by the head of the OKI Human Resources and General Affairs Division have been conducted to promote D&I through coordination among OKI Group companies.
Sentiments Contained in the Diversity Promotion Logo
Diversity promotion logo
OKI's diversity promotion logo contains the sentiment that "We will combine each of our differing colors to paint one picture while respecting one another. From that pictures expands a creative, hitherto unseen world that cannot be expressed monochromatically. We will create innovation through diversity." This logo was designed by "OKI Networkers (members who work from home in many parts of the country, including people with severe physical disabilities)" who works for OKI Workwell, a group company.
Learning about D&I Together
For continuous learning on respecting each other and making the most of diversity, we hold an annual joint learning event on D&I promotion for executives, managers, and general employees of the OKI Group. In fiscal year 2021, we held a seminar on "unconscious bias" with the aim of encouraging behavioral changes among employees to ensure fair and objective assessment of each other's abilities and motivation. Approximately 350 employees attended, and 95% of them answered in a survey immediately afterwards that the seminar was beneficial. In a survey conducted one month later to check changes in behavior, 96% of the 228 respondents said they had become more conscious of their behavioral biases.
To Enable Everyone to Balance Work and Private Life
At OKI, the labor union and management members confirm employee work hours and paid leave and maintain a host of systems to support balancing work with childcare/caregiving, among other duties, including the flextime system without core time (super flextime), the flextime system, the teleworking system, systems to provide special work conditions for people caring for children and nursing the elderly, as well as a Special Leave for Particular Purposes system which can be used to nurse family members, to attend children's school events, and so forth. In addition to providing OKI Group employees with "Training on Balancing Work and Childcare," OKI has established a system that enables everyone to balance work and childcare, including holding "Returning Employee Meetings" among the three parties of employees who have returned from childcare leave, their superiors, and the Human Resources and General Affairs Division for anyone who is interested. The OKI return-from-childcare-leave rate was 100% in fiscal year 2021. In the same year, we held a new seminar on balancing work and caregiving, which was attended by 240 employees from Group companies. We have also established paid leave systems that employees can utilize for infertility treatment and external volunteer activities.
Promoting Older Employees' Participation in the Workplace
In order to leverage and smoothly pass on the techniques and skills cultivated by employees, OKI supports the workplace participation and diverse work styles of older employees who continue to be hired after retirement. Based on the principle of continued employment in workplaces where the employee can be expected to play the most active role while meeting his/her needs and expertise, we support pre-retirement employees in designing their careers after retirement by holding meetings with them and confirming their career paths. In addition, as with regular employees, we have introduced systems that lead to increasing the participation and motivation of older employees, such as target management and evaluation system. The continuous employment system is for all employees who wish to continue working until they reach the age of 65. Since April 2021, we also have a continuous employment system for those who meet certain criteria for employment until they reach the age of 70.
Promotion of Hiring of Challenged People
The OKI Group promotes the hiring of challenged people. OKI provides support at the time of hiring and at work, raise awareness at the workplace where challenged people are assigned, and develop a training system so that challenged employees can play an active role in a variety of workplaces without being limited in their job areas or occupations. In addition, OKI WorkWel, a special subsidiary established in 2004 with the aim of providing opportunities for people with serious physical impairments to work from home using the network, employs 77 challenged employees as of June 2022. Among them, 59 with serious physical impairments work from home in 22 prefectures, utilizing their IT skills for tasks such as building websites. The OKI Group's employment rate for challenged people(*) as of June 2021 was 2.44%.
- * Employment rate of challenged people is the aggregate of seven special subsidiary-applied Group companies in Japan.
Transition of employment rate for challenged people
Employer Action Plan for the Act on Promotion of Women's Participation and Advancement in the Workplace
Aiming to support women so they can pursue their own growth, and they can grow and develop their careers in ways that allow them to demonstrate their full potential, OKI has drawn up the following action plan.
Period of plan
April 1, 2020 to March 31, 2023
OKI's Challenges
Challenge 1: Long working hours make it difficult to balance work and family life.
Challenge 2: The ratio of women among managers is low.
Targets and Details of Initiatives/Implementation Period
Target 1: Achieve the number of overtime hours for full-time employees that is equal to or lower than the fiscal year 2019 monthly average (24 hours).
<Details of Initiative>
- From April, 2020
- Implement working hour constraints through the promotion of activities of the Work-Life Balance Promotion Committee and work-style reform projects.
- From June, 2020
- Carry out training regarding balancing childcare and work.
<Progress>
The number of overtime hours for full-time employees at OKI (monthly average) in fiscal year 2021 was 28 hours. The Work-Life Balance Promotion Committee, which comprises the labor union and management members, continues to monitor employees' work hours and usage of paid leave and is strengthening awareness of work hour management in the workplace. (The training for balancing work and childcare is described in "To Enable Everyone to Balance Work and Private Life.")
Target 2: Increase the ratio of female managers from the current 3% to 5%.
<Details of Initiative>
- From June, 2020
- Conduct training and external assignments to develop female leaders.
- From June, 2020
- Conduct seminars and training to cultivate career awareness and skill improvement.
<Progress>
The percentage of female managers in fiscal year 2021 was 3.6% in OKI and 5.1% in the OKI Group. We continue to conduct training to develop female leaders on a targeted basis, and we are working on developing women in the workplace for promotion to managerial positions while raising awareness of the need for female employees to become managers.
- * We will aim to achieve numeric targets by continuously conducting the above measures throughout the period of the plan.
Female Executives and Employees
| End of FY2019 | End of FY2020 | End of FY2021 | ||
|---|---|---|---|---|
| Number of female executives | OKI | 2 | 2 | 1 |
| OKI Group | 5 | 5 | 6 | |
| Percentage of women in managerial positions | OKI | 3.4% | 3.3% | 3.6% |
| OKI Group | 5.9% | 5.3% | 5.1% | |
| Percentage of female employees | OKI | 12.8% | 13.1% | 13.5% |
| OKI Group | 22.4% | 22.9% | 23.2% | |
OKI was recognized for its efforts to promote women's participation and advancement in the workplace, and has received the highest level (Grade 3) of certification from the Ministry of Health, Labour and Welfare since 2017.
Support System that Can Be Used to Balance Work with Childcare, Caregiving, etc.
| OKI | Legal Requirement | |
|---|---|---|
| Special Leave for Particular Purposes | Saved leave (paid) for which up to 50 days can be taken each year for reasons such as the care of sick/injured family members or the caregiving of family members, the vaccination of children, health examinations for infants, health examinations for children, and children's school events, fertility treatment, volunteer activities. | - |
| Sick/Injured Childcare Leave | 5 days per child. Furthermore, up to 50 days can be taken each year using the Special Leave for Particular Purposes system, which is paid. | Can be taken for 5 days each year (10 days in the case of 2 or more children). |
| Caregiving Leave | 5 days for each applicable individual. Furthermore, up to 50 days can be taken each year using the Special Leave for Particular Purposes system, which is paid. | Can be taken for 5 days each year (10 days in the case of 2 or more applicable individuals). |
| Yearly Paid Leave | Units of usage: 1-day units, half-day units, and hourly units. | Units of usage: 1-day units. |
| Pre-Natal Working System | A working system with shortened hours that can be used, following the start of pregnancy, from the date pre-natal work conditions are requested until pre-natal leave is taken, or until childbirth. | - |
| Pre-Natal Leave | 56 days can be taken before delivery, including the date of childbirth. | 42 days can be taken before delivery, including the date of childbirth. |
| Childbirth Leave | Paid leave that can be taken for 5 days within 56 days of childbirth. | - |
| Childcare Leave | Can be taken until the child reaches 2 years of age. | In principle, can be taken until the child reaches 1 year of age. |
| Caregiving Leave | A total of 365 days can be taken for each applicable family member. | A total of 93 days can be taken for each applicable family member. |
| Shortened Working Hours (Childcare Work Conditions) | Can be used until the child completes the sixth year of elementary school. | Can be used until the child reaches 3 years of age. |
| Shortened Working Hours (Caregiving Work Conditions) | Can be used an unlimited number of times until the reason for the caregiving of the applicable family member has been resolved. | At least twice in the three-year period from the start of usage. |
| Overtime Limitation and Late-Night Work Exemption | Applied in the case of a request during the period from pregnancy until the child reaches completion of the sixth year of elementary school. | Applied in the case of a request during the period from pregnancy until the child reaches the beginning period of elementary school enrollment. |
| Flextime system | A system that enables employees to independently choose which hours they work during their workdays, subject to achieving contracted total monthly hours. We also offer a "superflex" system, with no "core time" requirements. | - |
| System of Working Outside the Commuting Area | System enabling employees who live outside the commuting area to telework. | - |
Percentage of otal Employees Taking Parental Leave and Employees Using the Parental Leave Program(OKI)
| FY2019 | FY2020 | FY2021 | |
|---|---|---|---|
| Men | 77% | 65% | 53% |
| Women | 100% | 100% | 100% |
Number of Employees who Received "Training for Balancing Job and Childcare" (domestic Group)
| FY2019 | FY2020 | FY2021 | |
|---|---|---|---|
| Women | 11 | 9 | 25 |
| Men | 24 | 16 | 18 |
Training for balancing job and childcare (September and October, 2019. Held online from fiscal year 2020 onwards.)
As a result of its support activities for balancing childcare and work, OKI received Platinum Kurumin certification as an excellent supporting company for child-raising. Based on the Act on Advancement of Measures to Support Raising Next Generation Children, the certification is awarded to Kurumin certified companies (OKI has granted Kurumin certification since 2017) that have executed such measures at a higher standard than before. OKI Software, based in Warabi City, Saitama Prefecture, has also received Kurumin certification since 2014.
Initiatives for Sexual Minorities
Aiming to become a workplace in which everyone is respected and able to securely demonstrate their abilities, since fiscal year 2019, the OKI Group has provided e-learning materials that allow users to gain basic information at any time about LGBTQ, which refers to sexual minorities. In fiscal year 2021, 99.9% of employees of the OKI Group in Japan took e-learning to help entrench this knowledge.
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