Diversity and inclusion within the OKI Group is a means to strengthen human resources as a management strategy. The goal is to create innovation, improve motivation, and achieve sustainable growth of the organization by accepting and respecting the diverse differences of every person, and utilizing this diversity as something positive. As a first step, we have positioned women's participation and advancement in the workplace as a matter of the highest priority, and made efforts primarily through our "Diversity Team," a dedicated organization.
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."
Diversity was utilized in the creation of the logo itself. To explain, the responsibility for the design was in the hands of members of "OKI Networkers" within the group company OKI WorkWel. These members work from home in locations throughout Japan, and include people with severe physical disabilities and the like. While using "WorkWel Communicator®," an audio communication system, to establish a connection between the Tokyo Head Office and locations around the country, the members of OKI Networkers demonstrated their uniqueness to share various ideas, and this logo is the result.
This is an example of people using a method of maximally leveraging their personal strengths to communicate with others and create new value, even if their physical conditions, their working locations, and/or their working styles differ. This demonstrates one of the visions we aim to achieve.
Aiming to support women so they can pursue their own growth and develop their careers in ways that allow them to demonstrate their full potential, OKI has drawn up an action plan to promote women's participation and advancement in the workplace. "Increasing the ratio of women among all new graduate hires to 20% or more," which was set as a target for 2020, was achieved in fiscal year 2019 with a figure of 26.7%, but "a 4% ratio of female managers" was not achieved, as the result was 3.4%. As a new action plan target based on these results, we have set the following targets to be achieved by fiscal year 2022: (1) achieve a number of overtime hours for full-time employees that is equal to or lower than the fiscal year 2019 monthly average (24 hours); and (2) increase the ratio of female managers to 5%.
The ratio of female employees has improved due to the ratio of hires improving etc.; the next step is giving women more opportunities to demonstrate their abilities to play a more active role in the workplace. From here, talent for leader candidates becomes available, and more women can be appointed as managers.
As a part of this initiative, every year since fiscal year 2014, the OKI Group has been holding seminars on promoting women鈥檚 participation and advancement in the workplace, bringing together top management, executives, managers, and female employees in the hundreds. These seminars have become established as opportunities for female employees to gain a better understanding of proactive career development, and for encouraging managers to recognize and practice the importance of managing such diverse talent.
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.
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.
April 1, 2020 to March 31, 2023
Challenge 1: Long working hours make it difficult to balance work and family life.
Challenge 2: The ratio of women among managers is low.
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OKI has established a Work-Life Balance Promotion Committee comprised of the labor union and management members. As well as confirming employee work hours and paid leave, the Committee maintains a host of systems to support balancing work with childcare/caregiving, including 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 participate in volunteer activities, to treat illness and injuries, to nurse family members, to attend children's school events, and so forth. As a part of these efforts, "Returning Employee Meetings," held with the three parties of employees who have returned from childcare leave, their bosses, and the Human Resources and General Affairs Division, and "Work and Childcare Balance Training" are carried out, and at OKI's six business sites, consultation counters have been set up to accept a wide range of concerns related to balancing work with childcare, caregiving, etc.
|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.||-|
|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.|
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.
Aiming to become a workplace in which everyone is respected and able to securely demonstrate their abilities, in fiscal year 2019, OKI began providing e-learning materials that allow users to gain basic information about LGBT, which refers to sexual minorities, at any time.
The OKI Group is making efforts to promote the hiring of challenged people, centered on OKI WorkWel, a special subsidiary established in 2004 for the employment of challenged people. As of June 2020, 73 out of 86 OKI WorkWel employees have disabilities, and 55 of them with serious physical impairments are working from home in 20 prefectures, utilizing their IT skills for tasks such as building websites. The OKI Group's employment rate for challenged people(*) in fiscal year 2019 was 2.33%, exceeding the mandatory employment rate.
Having a diverse group of human resources alone will not improve performance. The OKI Group has been training managers to deal with diversity based on the idea that they can produce results only if they have an inclusive workplace culture and management that accepts and utilizes each person鈥檚 diverse differences. In order to improve awareness, in 2019, training was conducted on handling the concepts of unconscious assumptions, unconscious prejudices, and general unconscious biases, which constitute major factors hindering diversity promotion, and a total of 50 managers, including all of OKI鈥檚 division managers, participated.
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