Aim of SCSK’s Well-Being Management
Executive Officer,
Assistant General Manager, Human
Resources & General Affairs
(DEIB & Well-Being Promotion)
Since FY2021, the SCSK Group has been committed to Well-Being Management. Our aim is to become a company that contributes to society through value creation, and one where people can feel a sense of job satisfaction.From FY2023, as a guideline for Well-Being Management,we have defined the seven values of Well-Being at SCSK, and by promoting specific measures, we are working to ensure that the policies are disseminated to our employees and to foster a corporate culture that reflects them.
Well-Being is generally defined as good physical,mental, and social condition. In the Well-Being Management that we promote, we pay particular attention to the Well-Being of our employees as it relates to work.
Underpinning this is our strong desire for all employees to experience self-realization, a sense of accomplishment, and job satisfaction in contributing to society through our business and various other activities, which can only be realized through SCSK.
Seven values of Well-Being at SCSK
Originating with the work style reforms initiated in 2012,we have been working for many years to create a comfortable working environment for our employees. This includes management's efforts begging in 2015, to promote employees' physical/mental health, diversity in workplace, and human resource development. SCSK's seven values of Well-Being build on these initiatives and further define “Motivational Well-Being” and “Future Well-Being.”
Our wish is for our employees to be fully engaged in SCSK's business and various other activities. At the same time, while prioritizing health—the premise of the personalized work style and quality of life we value—we aim to improve the Well-Being of each and every employee while balancing the seven values. Going forward, we will focus more on job satisfaction than comfort and work to construct a new corporate culture rife with fulfillment and future creation with all employees.
Well-Being Cycle
Along with defining the values that serve as the core of Well-Being Management, we have also launched the Well-Being Cycle as a process to put them into practice.We define 27 indicators for the seven values and visualize employees' true sense of Well-Being through the measurement results, in the form of the SCSK WellBeing Score. The purpose is not to evaluate highs or lows in terms of numbers, but to use the data to ascertain the condition of the company/organization. By comparing the results with the actual situation, the company, organization, and employees will establish a cycle that improves employees' Well-Being.
SCSK conducted a preliminary survey of Well-being Score in March 2024. The results revealed the perceived levels of comfort and job satisfaction at SCSK, as well as the factors we need to emphasize to improve this level.By implementing such visualization and analysis, we clarify the current Well-Being status, provide employees and the organization with feedback, and consider actions for future human resource strategies and put them into practice. Moreover, implementing a variety of measures from perspectives such as management, organization, and human resources in parallel is a process that is essential in enhancing Well-Being.
Going forward, we will expand the Well-Being Score survey to Group companies and promote Well-Being Management groupwide.
Virtuous circle achieved through Well-Being Management
Thus, the primary objectives of SCSK's Well-Being Management are to foster an environment in which employees, the organization, and the company grow together, and to become a company where all employees feel comfort and job satisfaction in their work. We hope this results in further increased engagement.
In realizing our long-term goal of becoming a co-creative IT company, the driving force behind value creation will be the fostering of a willingness to contribute proactively on the part of each employee. We will move forward with initiatives to create a virtuous circle in which the realization of value creation leads to further engagement and a heightened sense of Well-Being in our people.
