Corporate Culture and Human Capital Transformation

「Furthermore, we are pursuing corporate culture transformation to strengthen our capacity to create value.」

「As a new initiative, in fiscal 2020 we launched an internal project aimed at increasing employee autonomy and flexibility and creating new services that contribute to resolving social issues. Project members were recruited internally, and teams were formed with an emphasis on diversity, bringing together employees with various occupations and areas of expertise, genders and ages. We also adopted a holacracy-style organization without hierarchical relationships, piloted a management model that decentralizes decision-making, goal setting and personnel evaluations, and aim to create new services and form business ecosystems through activities that transcend the boundaries of the company and its organizations.」

「Regarding corporate culture transformation, we are promoting diversity to connect stakeholders with diverse values across industries and create business ecosystems. Our initiatives were recognized through a training and on-the-job development program aimed at building a talent pipeline for female employees, the promotion of diverse and flexible workstyles through telework, and work-life balance support measures including shorter working hours exceeding statutory requirements and workshops on maternity and parental leave. We received the Cabinet Office Minister of State Award for Gender Equality in the Leading Companies Where Women Shine Awards. We will continue to further promote diversity, including women's participation in the workplace, and foster a culture that enables diverse individuals to thrive.」

「Next, regarding corporate culture transformation, we have pursued initiatives from various perspectives, including transforming the corporate culture into one characterized by creativity and innovation to generate innovation beyond differences in attributes and circumstances such as gender, childcare and caregiving; organizational reform to incorporate diverse perspectives; and development programs to harness individual creativity and innovation. As part of workstyle reform, we have also expanded the use of satellite offices and telework and are developing an environment in which all employees can work securely anytime and anywhere using ICT.」

「Furthermore, regarding corporate culture transformation, we are pursuing 3 pillars: Workstyle Foresight®, which advances organizational, human capital and workstyle reform; Diversity Foresight®, which promotes diversity; and Management Foresight®, which reviews and transforms systems and business processes. In November 2018, we received the Minister for Internal Affairs and Communications Award in the Telework Pioneers 100 program, hosted by the Ministry of Internal Affairs and Communications.」

「Next, regarding corporate culture transformation, we are pursuing three pillars: Workstyle Foresight®, which advances organizational, human capital and workstyle reform; Diversity Foresight®, which promotes diversity; and Management Foresight®, which reviews and transforms systems and business processes. We recently won the Grand Prix in the Work-Life Balance Support category of the Ikumen Company Awards 2018.」

「Regarding corporate culture and human capital transformation, we have implemented measures including the use of satellite offices, the full-scale operation of telework, initiatives to promote a balanced approach to overtime, and the promotion of paid leave uptake as part of workstyle reform. Through Diversity Foresight®, our diversity initiatives, including the promotion of women's participation in the workplace, we also obtained the Level 3 certification, the highest level under the certification program commonly known as Eruboshi, based on the Act on Promotion of Women's Participation and Advancement in the Workplace.」

「Regarding corporate culture and human capital transformation, we have implemented measures including the use of satellite offices, the full-scale operation of telework, initiatives to promote a balanced approach to overtime, and the promotion of paid leave uptake as part of workstyle reform. Through our diversity initiatives, we also obtained the Level 3 certification, the highest level under the certification program commonly known as Eruboshi, based on the Act on Promotion of Women's Participation and Advancement in the Workplace.」

「Regarding corporate culture and human capital transformation, we are developing the working environment through a management and transformation leader development project, the promotion of working from home and telework, the rollout of flexible seating and the establishment of satellite offices as part of workstyle reform.」

「Finally, regarding corporate culture and human capital transformation, one of the key strategies, we are developing the working environment through the promotion of working from home and telework, the rollout of flexible seating and the establishment of satellite offices as part of workstyle reform. We are also pursuing a culture in which employees themselves generate innovation to achieve the medium-term management plan, and research and business creation ahead of future needs, through various measures aimed at creating new businesses through open innovation.」

「Centered on the Organizational Development Department, established in the fiscal year ended March 2017, we are expanding the environment supporting workstyle reform through a management and transformation leader development project, the promotion of working from home and telework, and the establishment of satellite offices.」

「Finally, regarding corporate culture and human capital transformation, one of the key strategies, we are fostering a culture in which employees themselves generate innovation to achieve the medium-term management plan through a management and transformation leader development project, expanded measures supporting the working environment, including the promotion of working from home and the establishment of satellite offices through workstyle reform, and participation as a partner in the seed acceleration program TECH PLANTER. We are also pursuing research and the creation of businesses ahead of future needs.」

「Finally, regarding corporate culture and human capital transformation, one of the key strategies, we are fostering a culture in which employees themselves generate innovation to achieve the medium-term management plan through a management and transformation leader development project, expanded measures supporting the working environment, including the promotion of working from home and the establishment of satellite offices through workstyle reform, and participation as a partner in the seed acceleration program TECH PLANTER.」

「Finally, regarding corporate culture and human capital transformation, one of the key strategies, we are fostering a culture in which employees themselves generate innovation to achieve the medium-term management plan, through initiatives including a management and transformation leader development project and the creation of an environment supporting new ways of working through workstyle reform.」

「日本ユニシスグループ is making every effort to achieve its medium-term management plan, Innovative Challenge Plan, whose key strategies are transformation in the business ICT platform domain, expansion in the digital/life innovation domain, and corporate culture and human capital transformation, with the goal of achieving the important objective of increasing revenue and profit.」