ESG Activities For Employees

Initiatives for Smart Work-Life

The OKI Group is taking initiatives to enable diverse human resources to demonstrate their full potential, and in anticipation of lifestyle changes during and after the COVID-19 pandemic. Namely, the OKI Group is reviewing its systems and promoting the digital transformation of work styles in order to derive maximum value out of time and dramatically improve work life quality. To accelerate this movement, we launched the Smart Work-Life Project in August 2020 and are promoting the following initiatives.

Main Measures

Greater Flexibility in Work Location and Hours

To enable employees to flexibly choose their work location and hours, we expanded the scope of application of the teleworking system (*1) and the flexible working system from fiscal year 2020. To make teleworking stress-free, we expanded our satellite offices and enhanced our network environment. At the same time, OKI is digitizing invoices and contracts and systemizing operations (*2). In April 2021, OKI introduced the "System of Working Outside the Commuting Area," which allows employees who live outside the commuting area to telework, with the aim of reducing the number of employees who must transfer (move) because they were assigned to an area outside their commuting area or must move without their families (live separately from their families), as well as reducing the number of employees who leave OKI due to their spouse's relocation, childcare, or caregiving.
In order to identify the issues facing the teleworking environment and management, we conducted a pulse survey of approximately 5,000 teleworking employees on three occasions. The results showed that work efficiency increased as the teleworking environment improved. On the other hand, the survey showed that there were communication issues among some employees. In October 2020, we held a seminar for approximately 750 employees to provide management support.

• *1 Approximately 3,000 employees are designated as "teleworkers" and receive telework allowances. As a ripple effect, commuting expenses decreased by approximately ¥400 million.
• *2 Coupled with the systemization of operations, we have been reducing the use of seals on internal application documents. In fiscal year 2020, the use of seals decreased by 80% for the documents under consideration.

Office Reorganization and Rearrangement

OKI has been reorganizing its offices and reducing office space in the Tokyo metropolitan area since fiscal year 2020, in anticipation of the spread of teleworking and lifestyle changes after the COVID-19 pandemic. We plan to reduce office space by 50% by the end of fiscal year 2021. At the same time, we have been significantly reducing paper documents. In fiscal year 2020, we reduced documents kept at our applicable offices by 70% (through disposal, storage in storage room, and digitization). As part of the reorganization, OKI has defined its head office as a "space for co-creation with customers" and a "space for employee collaboration." Rearrangements have also been made to enhance collaboration within and outside OKI, such as introducing open seating at workspaces and establishing café-style meeting spaces.

Project logo which symbolizes "society, daily life, and company"

Aiming to Increase Work Engagement

The OKI Group conducts an awareness survey of all employees once a year to see whether the measures described above are contributing to a positive workplace and to job satisfaction for each employee. We will continue to promote our measures with the goal of achieving a 70% positive response rate (*3) for the item "rewarding workplace (the workplace is positive and work is rewarding)" in fiscal year 2022, the final year of MediumMid-term Business Plan 2022.

Results of Awareness Survey of All OKI Group Employees (in Japan)

• *3 Positive response: Very much so / more or less so

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