多样性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.

Sentiments Contained in the Diversity Promotion Logo

多样性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."
多样性是利用创建的标志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.


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.



A seminar on promoting women's participation and advancement in the workplace (December, 2019)

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.

Employer Action Plan for the Act on Promotion of Women's Participation and Advancement in the Workplace

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.

Period of plan



Challenge 2: The ratio of women among managers is low.




From April, 2020
Implement working hour constraints through the promotion of activities of the Work-Life Balance Promotion Committee and work-style reform projects.
From June, 2020
Carry out training regarding balancing childcare and work.
Target 2: Increase the ratio of female managers from the current 3% to 5%.


From June, 2020
Conduct training and external assignments to develop female leaders.
From June, 2020
Conduct seminars and training to cultivate career awareness and skill improvement.
  • *我们的目标是通过在计划期间不断进行上述措施来实现数字目标。


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.

Support System that Can Be Used to Balance Work with Childcare, Caregiving, etc.

OKI Legal Requirement
特别休假 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 每个孩子5天。此外,每年可以使用高达50天的每年使用特殊的特定目的系统,即支付。 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. 使用单位:1天单位。
预先工作系统 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. -
预先离开 在交货前可以采取56天,包括分娩日期。 在交货前可以采取42天,包括分娩日期。
Childbirth Leave Paid leave that can be taken for 5 days within 56 days of childbirth. -
托儿假 可以采取,直到孩子达到2岁。 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. 每个适用的家庭成员可以采取共度93天。
Shortened Working Hours (Childcare Work Conditions) Can be used until the child completes the sixth year of elementary school. 可以使用,直到孩子达到3岁。
缩短工作时间(护理工作条件) 可以使用无限的次数,直到解决适用的家庭成员的理由已经解决。 从使用开始时,在三年期间至少两次。
加班限制和深夜工作豁免 在怀孕期间的要求中申请,直到儿童达到小学六年的完成。 在怀孕期间的要求的情况下适用,直到孩子达到小学入学的开始时期。

Number of Employees who Took Childcare Leave(OKI anone)

2017财年 2018财年 2019财年
女性 17. 19. 15.
Men 1 1 1

Number of Employees who Received "Training for Balancing Job and Childcare" (domestic Group)

2018财年 2019财年
女性 19. 11.
Men 23. 24.
Training for balancing job and childcare (September and October, 2019)




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.

Promotion of Hiring of Challenged People

冲电气集团正在努力促进雇佣ing 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.

  • *Employment rate of challenged people is the aggregate of eight special subsidiary-applied Group companies in Japan.

The Key Person for Promoting Diversity Is the Manager

单独拥有各种人力资源,不会提高性能。oki集团一直在培训管理人员,以基于这些想法来处理多样性,只有他们只有包含含有的包容性工作场所文化和管理,这些想法只能接受并利用每个人的多种差异。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’s division managers, participated.

Reports on misuse of public research funds and misconduct related to research

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