Human Resources Strategy
We link our Human resources strategy to management strategy and actively invest in people.
Human Resource Policy
The TIS INTEC Group sees human resources as our most prized capital. We actively invest in people to help them undertake new challenges that will drive business innovation and market creation.
As expressed in OUR PHILOSOPHY, the TIS INTEC Group aspires to be a "social system driving the pursuit of happiness" by meeting stakeholder expectations and contributing to people's well-being through value exchange. Our goal is for employees to feel motivated to contribute, deliver great results as professionals, and grow alongside the company for the long term.
Message from Officer in Charge of Human Resources
Since its inception, the Group has expanded its business based on a cycle of building and providing high-quality systems and services for clients and operating them safely. This achievement was made possible by our excellent human resources. Based on the premise that "business cannot thrive without a human resources strategy," we have endeavored to build an organization that maximizes the value of its human resources by increasing the value exchange between employees and the company.
In recent years, industrial structures and cutting-edge technologies have evolved rapidly as social issues become more complex. In this context, we are expected to enhance our ability to resolve social issues through our business by further refining the human capital we have cultivated, leveraging the latest technologies, and co-creating with various partners.
In our medium-term management plan, our human resource strategy focuses on the key theme of "providing high added value to society by frontier development, our fundamental strategy, thereby simultaneously achieving economic growth and addressing social challenges." We urgently need to move beyond our successful experiences as system integrators and foster a culture and organization that integrate and support individuals who are willing to explore new possibilities and take on challenges with creative and open-minded thinking.
The TIS INTEC Group Philosophy , OUR PHILOSOPHY, defines a company as a social system that pursues happiness. We provide the platform for growth and success, while the diverse talent within our Group takes responsibility for shaping their own careers. If we can experience the joy of contributing to society through our corporate activities, we are convinced that the possibilities offered by IT to society will be unlimited.
Masakazu Kawamura
Director responsible for human resources strategy
Managing Executive Officer and
Division Manager of Human Resources SBU, TIS Inc.
Human Resources Strategy Overview
We consider human resources to be the core of value creation and our most vital business asset. In the Medium-term Management Plan (2024-2026), we set the goal of simultaneously achieving economic growth and solving social issues by providing society with high added value through pioneering new frontiers to achieve our Group vision. To achieve this, we must further deepen our approach to human capital management and enhance the alignment between our business strategy and human resources strategy. To ensure that our skilled professionals can deliver high added value, we will pursue initiatives based on the three key themes listed below.
●Linking our management and human resource strategies
Three themes
(1) Secure cutting-edge human resources to drive business strategies forward
(2) Secure and develop human resources matched to business expansion and changes in operating environment
(3) Create atmosphere and culture where diverse human resources thrive and innovation flourishes
(1) Secure cutting-edge human resources to drive business strategies forward
The strategic domains outlined in Group Vision 2026 represent high-value-added focus areas essential for the Group's sustainable growth, and increasing the ratio of these strategic domains to our total business is an important challenge for us. To continue providing high added value, we highlight the need to attract top-tier talent with Issue-resolution capabilities, Power of insight and Comprehensive capabilities in our Medium-Term Management Plan (2024–2026).
In addition to our reinforced pool of consultants, we have identified IT architects and high-level marketing talent as critical talent and are working strategically to attract these highly skilled people.
By engaging in the processes of business and service planning and development, service delivery, and sales and proposal activities, our top-tier talent will drive our efforts to provide more profitable businesses and services, secure high-margin contracts, and successfully complete projects. This will help increase the ratio of our strategic domains.
(2) Secure and develop human resources matched to business expansion and changes in operating environment
Amid the rapid decline in Japan's working-age population, ensuring sustainable growth hinges on how effectively we can recruit and develop the talent that will drive our future business. This is a critical management challenge. We actively recruit talent who align with the Group's philosophy and vision, providing an environment for new challenges and diverse growth opportunities.
(3) Create atmosphere and culture where diverse human resources thrive and innovation flourishes
To foster an environment where diverse talent can collaborate, contribute with strong motivation, and excel autonomously while pursuing shared goals, we are dedicated to fair personnel evaluation and compensation that reflects individual value and advancing diversity and health management. We regard motivation to contribute as an important indicator of our talent strategy. Accordingly, we are making a Groupwide effort to increase job satisfaction.
HR Strategy Overview
●Human resources portfolio
Our human resources portfolio enables us to visualize the experience and skill requirements, as well as the necessary number of personnel at each level, for each business area. This ensures we secure the talent needed to continuously support the growth of our business. We develop our plans based on the gaps between our current state and our desired future state.
With respect to our talent portfolio, in addition to our reinforced pool of consultants, we have identified IT architects and high-level marketing talent as critical talent and are working strategically to attract these highly skilled people.
●Expand human resources and cultivate an organizational culture for them to demonstrate their strengths
Aligned with our human resources portfolio, we are advancing talent expansion by integrating the three strategies of talent development, talent deployment, and talent acquisition.
We are committed to supporting employees in shaping their desired careers by providing learning opportunities and promoting talent mobility within the Group. By giving employees new experiences and new challenges, we accelerate our own growth. At the same time, we will continue recruiting individuals who resonate with the Group's values and can adapt to business expansion and change.
Sustainable engagement is a talent strategy aimed at creating a work environment where employees, as self-driven professionals, are highly motivated to contribute and can fully leverage their strengths. We aim to build a corporate culture that connects individual talent to corporate value by enhancing systems and workplace environments in the following areas: a "human resources system" that encourages voluntary action from each employee; "diversity and inclusion" that allows diverse talent to express their true selves and fully utilize their abilities; "health management" focused on improving employee well-being through their work; and flexible "work styles" that align with each individual's values.
In addition, we are developing a Group HRDX infrastructure as a system and mechanism to support the above strategies.
●Visualization of human resource portfolios using "Career Frame"
TIS has introduced a "Career Frame" effective April 2023 to adapt to the new business model and to create multilayered career paths for employees. Using Career Frame, we will define the human resource requirements, their levels and numbers required to achieve the medium-term goals of the business. We will also identify gaps from the current situation, and promote recruitment,training, and placement for expansion.
Employees utilize Career Frame to chart their medium- to long-term career paths, allowing them to develop expertise in multiple areas and assume the roles required of them. Employees do not limit themselves to one career path, but rather view their careers in several multilayered paths, and seek to improve their own abilities and expertise through education and work experience.
Structure of career frame
Promotion system
Human capital directionality is discussed by the Corporate Sustainability Committee and reported to the Board of Directors. Measures related to human capital are evaluated and deliberated at the Management Committee and reported to the Board of Directors. Group companies plan initiatives following the Group human resources policies and implement them in collaboration with the HR Business Partners in each operating organization. HR Business Partners embed the human resources strategy in ways that fit the environment and challenges of each business. They help execute business strategy by advising on and supporting initiatives ranging from recruiting, developing, and allocating local talent to shaping organizational culture.
●Collaboration among HR Business Partners and SBUs
- The skill levels, areas of expertise, and number of personnel required to execute each strategic domain are analyzed using career frames*1 to create human resources portfolios based on the current situation. We conduct periodic reviews based on actual performance and expand our human resources taking a medium- to long-term perspective.
- In terms of human resource development, recruitment, appointment, and assignment, senior executives and HR business partners (HRBPs) share business and organizational issues and work through a cycle of activities aimed at achieving business goals.
*1. We will highlight the human resources needed and the level required as a company to realize medium- to long-term business strategies.
●HRDX supporting the human resources strategy participation
- TIS has begun to develop an HRDX platform to measure the results of its human resource strategies and visualize the value of its human resources. Through HR reports and our Talent Management System (TMS)*2, we support the execution of data-driven management strategies and the autonomous career development of each employee.
*2.HR Reports:Monitoring performance indicators, supporting data-driven decision making
Talent Management System (TMS):Supporting employees' autonomous career development by integrating human resource portfolios and employee career plans
Increase added value by investing in human resources
The Group actively invests in its most vital business asset-its people. We support each employee in taking on new challenges, ensuring that those with specialized expertise can fully utilize their abilities. Developing human resources who are keen to contribute and provide value to customers and society will facilitate our next round of investments in human resources. We aim to create a virtuous cycle that enhances the reciprocal exchange of value between employees and the Company.
The indicator we use for value-added improvement of human resources is productivity improvement. Any progress in productivity improvement will lead to increased compensation and, consequently, greater job satisfaction.
We are strengthening our investment in human resources along three themes: significance of work, work environment, and compensation. To differentiate ourselves and establish a superior position, the medium-term management plan focuses on investments in high-value-added human resources and competitive compensation levels.
●Significance of work
We are developing a human resources system that encourages diverse talent to autonomously shape their careers
and take independent action.
●Working environment
We are expanding our systems to offer flexible work options that accommodate diverse values and life stages.
We also strive to improve the workplace and promote health management to enhance energy and productivity.
●Compensation
To establish competitive compensation levels, we are making a Groupwide effort to raise wages.
Quantitative Targets for our human resources strategy
Under Medium-Term Management Plan (2024-2026), we have established initiatives and indicators corresponding to each theme within the three-tier structure of our human resources strategy*. We continuously monitor performance over time and implement improvement measures as needed.
*theme within the three-tier structure of our human resources strategy
- Secure cutting-edge human resources to drive business strategies forward
- Secure and develop human resources matched to business expansion and changes in operating environment
- Create atmosphere and culture where diverse human resources thrive and innovation flourishes