No end to the task of creating the “best workplace”
President and General Manager, Cisco Systems G.K.
Asia Pacific Japan President, Cisco Systems
Vision & Strategy, Thought Leadership, Collaboration
Cisco Japan has recently been ranked as #1 in the large enterprise category (1,000 employees or more) of the Great Place to Work Institute Japan’s Best Workplaces Japan 2018 survey.
We are greatly honored to have received this award, as we believe that it represents social recognition of Cisco Japan’s initiatives to build a workplace where employees can work comfortably while grappling with the challenges of their work in a fulfilling manner, which include our efforts over many years to promote work style reforms and talent diversity.
In keeping with the accelerating pace of digitalization, Cisco Japan is committed to contributing to the digital transformation in Japan by connecting everything in a safe manner and enabling everything with the power of network. To that end, we provide our customers in Japan with access to the business value that Cisco offers globally. Recently, we have been powerfully promoting our own management reforms in Japan in order to better align the company with the needs of our markets and customers in Japan and also to become a company that is truly rooted in Japan.
Cisco believes that sharing opinions and ideas freely and frankly and collaborating with diverse employees is the most important driver of innovation and business transformation. In order to offer the best possible working environment for all our employees, we implemented an HR framework called People Deal in 2015. This framework is based on an idea of realizing and maximizing both the company’s business growth and our employees’ career achievements through mutual commitment by clearly defining both what the company offers to its employees and what the company expects from them.
At Cisco Japan, we have worked to enhance our competitive edge in the industry and to enrich our employees’ experience of talent management, including with regard to hiring, fostering, and treating employees and providing rewards and benefit programs, as well as conducting social contribution activities. In particular, we have pioneered advanced initiatives on talent diversity and work style reform, which have been big issues for the business community in Japan.
As for work style reform, we created telework rules in 2001, and subsequently issued a statement in 2008 to promote telework for all our employees. Currently, almost all of our employees telework routinely and adopt innovative work styles. In addition to making available IT tools to allow employees to work remotely, we have worked systematically to develop a corporate culture that all our employees can share and agree with, and to follow procedures that enable transparent goal management and achievement management so that employees can fully demonstrate their expertise and contribute to the company’s business.
“Work style reform” is now a major subject in Japan for both the public and private sectors. Cisco Japan hopes to continue demonstrating our leadership in this field and powerfully supporting our customers’ work style reforms. There is no end to the task of creating the “best workplace”, and so this is a task that we will remain committed to carrying out from now on too.