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.
Brief of HR Strategy
Our human capital underpins management strategy and is foundational to growth. In our Group Vision 2032, which outlines our medium- to long-term management goals, we aim to accomplish business innovation and to create new markets by diversifying and globalizing our business while proactively employing innovative technologies and incorporating capabilities from other industries in order to help solve societal challenges. We have established a HR strategy and are increasing our investment in human resources based on this strategy to develop personnel with high-level expertise who can lead efforts to expand our frontiers and generate high added value.
The Group's human resources strategy consists of talent acquisition, talent development, and talent deployment to successfully manage its human resources portfolio, as well as an engagement strategy that serves as a common foundation underpinning the active participation of diverse talent. We are also developing an HR digital transformation (HRDX) platform to better understand and analyze the implementation status of these various strategies and support their execution.
＜Structure of HR Strategy＞
●Visualization of human resource portfolios using "Career Frame"
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 view their careers in several multilayered paths, and seek to improve their own abilities and expertise through education and work experience.
●Data-Driven Visualization and Support for Career Development
TIS has developed an HRDX platform to measure the results of its HR strategies and visualize the value of its human resources. Through mechanisms such as outcome metrics monitoring, provision of HR reports that facilitate data-driven decision making, and a Talent Management System (TMS) that assists employees' self-directed career development by integrating talent portfolios and employee career plans, we support the implementation of business strategies.
＜HRDX Concept＞
Human Resources Strategy in Medium-Term Strategies (2024–2026)
●Overview of Human Capital Initiatives
In our human capital management initiatives, we are working on three key themes. First, we aim to "create an atmosphere and culture where diverse human resources thrive and innovation flourishes," in order to enable human resources with specialized expertise to be at the forefront of frontier development and deliver high added value. Based on this, we will enhance and expand our managerial resources over the medium to long term by working to "secure and develop human resources matched to business expansion and changes in the operating environment" and will "secure cutting-edge human resources to drive business strategies forward."
＜HR Strategy; Three key themes＞
●Link Between Management Strategy and Human Resources Strategy
In our medium-term Strategies (2024-2026), we are investing more than 10 billion yen in our human capital over the three-year period, in areas such as talent acquisition and career development, improvement of the work environment, and compensation. Through this investment in our human capital, we plan to achieve a 52% strategic domain ratio, sales of 620 billion yen, and operating income per employee of 3.5 million yen in the fiscal year ending March 31, 2027. Building on this platform, we aim to achieve our Group Vision 2032, transforming the TIS INTEC Group into an indispensable presence in society.
＜Human capital scenarios＞
●Three Themes of Human Resources Strategy
1. Secure cutting-edge human resources to drive business strategies forward
Strategic domains in our Group Vision 2032 are high-value-added domains in which we can expand profitability, and increasing the ratio of sales in strategic domains is therefore a key goal. Cutting-edge human resources will play an integral role in this effort by adding value and increasing operating income per employee.
In our medium-term management plan (2024-2026), we have defined "consultants," "IT architects," and "high-level marketing talents" as cutting-edge human resources who can lead efforts to expand our frontiers. These human resources will drive business profitability by applying their skills to the fields of "business and service planning and development," "service provision," and "sales and solution proposal," respectively.
As part of our efforts to secure cutting-edge human resources, we are working to improve the capability of our existing human resources through reassignment and reskilling by equipping employees who possess abilities and skills cultivated through involvement in our existing businesses with additional skill sets required in new business domains. Furthermore, we are hiring highly skilled personnel through collaboration between HRBP and respective business organizations, and expanding our talent pool through mergers and acquisitions, etc. We are also developing a management foundation that provides opportunities and encourages cutting-edge human resources to generate results.
2. Secure and develop human resources matched to business expansion and changes in the operating environment
In order to maintain sustainable growth amid the rapid decline in Japan's working-age population, a critical management challenge is how to recruit talent that will drive our future business, and how to enhance the overall human capital of the Group's members. We will actively acquire talent who align with the Group's philosophy and vision, providing them with fields in which they can take on new challenges and with diverse growth opportunities.
3.Create an atmosphere and culture where diverse human resources thrive and innovation flourishes
The motivation of employees to contribute autonomously and lead the business to success is the engine that drives a company's growth. Accordingly, we place great emphasis on bringing out the unique strengths of individuals with diverse attributes, backgrounds, and values to create new corporate value. We are working to create a fulfilling work environment in which diverse human resources can draw on their unique strengths and work with a high level of motivation toward their goals in cooperation with those around them. In addition, we actively promote health management initiatives to support the physical and mental well-being of our employees and to foster a vibrant workplace. We are also dedicated to strengthening our management foundation to ensure the sustainable growth of the entire organization.We also believe being a corporate group where employees can experience the joy of contributing to society through their work will help reduce potential human resource-related risks and losses. We will therefore strive to build a corporate culture that respects the values and work styles of each individual and encourages them to actively express their intentions and opinions.
Quantitative Targets for our human resources strategy
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.
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.
