The OKI Group launched the Smart Work-Life Project in August 2020 to enable diverse human resources to demonstrate their full potential in anticipation of lifestyle changes during and after the COVID-19 pandemic. The Group is reviewing its systems and promoting the digital transformation of work styles based on the concept of "derive maximum value out of time and dramatically improve work life quality."
Project logo which symbolizes "society, daily life, and company
|Greater flexibility in working location and hours||Introduction of teleworking system||Introduced in FY2020, and initially available to 3,000 employees|
|Establishment of necessary network environments||Improved connection quality and increased speed of teleworking and internal environments|
|Introduction of System of Working Outside the Commuting Area||Introduced in FY2021, and initially available to 5 employees|
|Introduction of superflex system||Introduced in FY2021, and initially available to 45 employees|
|Promoting the digitization of invoices and contracts||Introduced in FY2021|
|Awards systems||Introduced in FY2021|
|Office reorganization and rearrangement||Reducing office space in the Tokyo metropolitan area||Reorganizing Toranomon and Shibaura offices, reducing space by 50%|
|Reducing and digitizing documents kept at offices||60% reduction at eligible offices via disposal, external storage, and digitization|
|Refurbishing Toranomon Office||Open plan offices and transforming offices into showrooms|
|Monitoring to improve work engagement||Pulse surveys||Held three times a year; expanded to 8,200 Group employees in FY2021|
|Awareness surveys||Held once a year; monitoring employee awareness of the increase of job satisfaction via various initiatives|
In April 2021, OKI introduced the "System of Working Outside the Commuting Area," which permits employees who live outside the commuting area to telework, with the aim of reducing the number of employees who must transfer (move) because they are 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. Furthermore, as part of the activities to link employees' smart work-life efforts and endeavors to company-wide productivity improvements, OKI launched the "Smart Work-Life Award System" in fiscal year 2021. Through this system, employees vote for and praise work style efforts which have been registered on the intranet. OKI also offers online seminars on target management and communication as part of its management support. Approximately 2,000 OKI Group managers have attended these seminars as of fiscal year 2021.
In fiscal year 2021, OKI newly defined its Toranomon office as a "space for co-creation with customers" and a "space for employee collaboration," introducing open seating at workspaces and establishing café-style meeting spaces. We have increased co-creation opportunities by turning our rooms into showrooms, including conducting demonstration testing of our remote communication system, and guiding customers through these showrooms along with our existing product and solution showrooms.
The OKI Group continues to conduct an annual awareness survey of all employees to see whether the measures described above are contributing to a positive workplace and to rewarding work for each employee. Our goal is to achieve a 70% positive-response rate for "rewarding workplace (the workplace is positive and work is rewarding)" in fiscal year 2022, the final year of Medium-Term Business Plan 2022.
Increasing work engagement requires understanding managerial issues and providing appropriate support. To this end, we have been conducting an employee pulse survey since fiscal year 2020. In fiscal year 2021, we expanded the survey to approximately 8,200 OKI Group employees, and conducted triannual routine monitoring and analyzed its results. We found that improvements in work environment led to greater work efficiency. The importance of communication with others and linkages with organizational targets was also confirmed.
|Employees who gave a positive response (%)|
|The workplace is positive and work is rewarding||60%(68%)||63%(71%)||54%(64%)||70%|
The goal of the Smart Work-Life Project is to dramatically improve employee work-life balance and maximize the value of time, and to this end, we have formulated the Work Style Vision Book. We encourage employees to use the Work Style Vision Book to think about productivity, work efficiency, and their work styles, and to utilize it in their day-to-day work.
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