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ESG Activities For Employees

Initiatives for Human Resource Development

The OKI Group is carrying out human resource development aimed at fostering autonomous employees who act not self-righteously, but based on their own values, and who can also create results by involving people around them in the organization according to their roles.

A Focus on Developing Autonomous Employee

The OKI Group is focusing on fostering autonomous employees who act, not self-righteously, but based on their own values, and who also can create results by involving people in the organization according to their roles. In order to promote employee autonomy, the whole Group is working on developing human resources through on-the-job training (OJT) based on practical experience and direction in the workplace, and off-the-job training (OffJT) through internal and external training, as well as self-development and support systems.

Autonomous Employee
  • Make correct decisions based on one's own value standards and be capable of self-management
  • Based on the mission (one's own role in the organization), discover the problem and look for the solution on one's own
  • Act with a logical mind
  • Respond quickly without missing the right timing

Diverse Training Curriculum

The OKI Group delivers a diverse training curriculum by purpose: training based on job position; training for business skills including marketing, innovation, accounting, and foreign languages; and departmental training to hone professional expertise, such as sales, technical, and production skills. Furthermore, as it is essential for employees to build an image of their own career path for their own growth, the OKI Group is also committed to career design training. In addition to training in which employees can take stock of their own future careers at the ages of 30, 40, and 50, we also provide training which allows employees to consider, at the age of 54, retiring their (managerial) positions and continuing their careers thereafter. In fiscal year 2019, the average number of training days for each OKI employee was 2.75 days. In fiscal year 2020, as a part of measures to prevent the spread of COVID-19, we have rolled out companywide online training.

Developing Executive Talent

In order to gradually develop from a young age management executives and business leaders who will be responsible for the future OKI Group, we are carrying out development training for the next generation of management executives to help selected employees grow through their own hard work by participating in internal training programs and going to external business schools, and implementing tough assignments that require on-site practice. Moreover, for senior management such as executives, seminars with in-house and outside experts as lecturers are regularly held to provide the opportunity to acquire the literacy required for management.

FY2019 Next-Generation Management Executive Candidate Development Training Results [For OKI Group]
  • External dispatch programs (managers): 10 employees
  • Internal training programs (general employees): 17 employees

Invigorating the Organization

We believe that amid a drastically changing and increasingly complex world, as a foundation for building a vibrant workplace culture in which employees can take on challenges without fear of failure, it is necessary to cultivate a psychologically safe and secure "say, can say, and listen" culture, where employees can talk openly with each other and constructive criticism beyond personal interests and positions is accepted. To that end, since fiscal year 2018, we have been conducting "So-Komi," which is two-way communication training to start a cycle of success from the quality of our relationships, that is, relationships of trust, within the organization. So-Komi is a program consisting of workshops within divisions and a fivemonth practical workplace program; we plan to have participation in this program from all of our over 500 divisions within the domestic OKI Group by fiscal year 2021.

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