Sustainability of the OKI Group For Employees

Initiatives for Smart Work-Life

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

Major Initiatives of the Smart Worklife Project

Objective Main measures Results
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

Main Measures

Greater Flexibility in Work Location and Hours

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.

Office Reorganization and Rearrangement

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.

Monitoring for Increasing Work Engagement

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.

Results of Awareness Survey of All OKI Group Employees (in Japan)
  Employees who gave a positive response (%)
FY2019 FY2020 FY2021 FY2022 target
The workplace is positive and work is rewarding 60%(68%) 63%(71%) 54%(64%) 70%
  • * Positive response: Very much so / more or less so
  • * Figures in parentheses represent only OKI

Work Style Vision Book

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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