Health

Fujitsu, the example of the transition of employee welfare to a flexible model – ORH

Fujitsu Technologies Solutions Spain has emerged as the winner of this second edition of the SFS Awards in the Large Company category for, as the jury has appreciated, “the cultural transformation that it has carried out in recent years that has allowed it to live and share our own healthy, flexible and sustainable values, thanks to a strategy that has had the participation of all employees and in direct collaboration with the legal representatives of the workers”.

In its analysis, the jury has taken into account the context of change carried out in a company in which, due to its own activity, it had a deeply rooted culture of prevention and occupational health very influenced by union activity (they have representatives from four main unions: CCOO, UGT, USO and CGT); something that has defined, for a long time, the framework of labor relations in the organization.

With this starting point, the company has implemented a transformation plan whose main line of work has been revolutionize labor relations and, taking advantage of the changes that the pandemic has brought, update the relationship with the employee. The jury understands that Fujitsu has worked over the last three years to enable two-way channels, improve listening and take advantage of this remaining knowledge to innovate and renew itself.

From online training to psychological support for family members during the pandemic

With almost 2,000 direct employees (and more than 1,000 indirect), Fujitsu develops products and provides maintenance, consulting, cybersecurity and AI services, which makes it one of the large technology companies with a presence in Spain. It is a company with young blood (the average age of the workforce is 43.5 years) but established (the average seniority is 11 years).

In recent years we have made a very strong commitment to being closer to the employee and promoting policies so that we are all committed to well-being and flexibility” – Miriam Scheherazade Miletich, HR director-lead CSR at Fujitsu.

FujitsuThis demographic profile of the workforce has allowed it to almost instantaneous transition to digitization caused by the health crisis of recent years. But it has also served to quickly adapt physical and emotional well-being policies to the new model of employment relationship. Now, the workshops and seminars on physical and mental health prevention that the company has been giving for two decades have gone online. Since 2020, a 24/7 remote and confidential psychological help service for employees and family members.

All this complemented with face-to-face and online classes of pilates, yoga, stretching and back health. During the pandemic Fujitsu also launched online gym classes to prevent sedentary lifestyle. The success was such that they have been maintained and complemented with the possibility of exercising in the facilities, with the arrival of the de-escalation.

Pioneers in flexibility

On the other hand, flexible hours are not something new for this company, which implemented it 15 years ago and carried out its first teleworking pilot 10 years ago. Currently, the company offers a two-hour start window and employees organize their schedule .

In addition, they have 135 hours a year of intensive workdays and 89 hours of split workdays that they can enjoy freely. For example, there are people who work four days a week intensively and part time. While there are others, they work intensively at Christmas, Easter, and from May to October. In this sense, each employee is organized with his department. Perhaps for this reason, when assessing the work environment among the workforce, the engagement is the most valued KPI. Since 2020, this metric has grown by 13 points, to 77 out of 100. Something to which a social sustainability strategy linked to the company’s mission and vision also contributes, but with the employee always at the center: from the plantation of trees or the promotion of carsharing to go to the office, even the creation of a bicycle parking lot.

MEASURES IMPLEMENTED

  • Health: Remote prevention training plan, omline classes and workshops to avoid a sedentary lifestyle, 24/7 psychological help service, improvement of internal communication channels and an incentive program for intra-innovation.
  • Flexibility: Flexible start hours, intensive working hours/free departure, complete teleworking kit (equipment plus household expenses), remote work up to three days a week, vacations beyond the agreement and extended paid leave, as well as the adaptation of facilities to the hybrid model.
  • Sustainability: Double contribution program for employee donations, labor support for employees’ relatives with disabilities, promotion of carsharing, creation of a bicycle parking lot, incentive programs for international CSR projects.

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