# Uniio category evidence register

Verified 15 September 2026. Supports the pitch deck's problem and opportunity fold. Research findings and Uniio's intended product effects are separate claims.

## E01 — Time and organisational value — promoted to main fold
- Publisher: Deloitte Insights.
- Article: Strategies for finding—and unlocking—the hidden potential in your workforce.
- Publication: 3 November 2025 (not June 2026).
- Source: https://www.deloitte.com/us/en/insights/topics/talent/future-of-workforce-planning/hidden-workforce-capabilities.html
- Finding, paraphrased: Respondents describe 41% of daily working time as not contributing to organisational value.
- Denominator: respondents' daily time, self-reported in Deloitte Trends research. The article does not identify a separate sample size for this survey item.
- Approved deck wording: “41% of daily time spent on work that adds no organisational value.” The visible chart explicitly labels this self-reported time.
- Graphic: 41% highlighted, 59% remaining time. The remainder is not separately asserted to be proven productive work.
- Limits: not an audit, measured cash waste, recoverable saving, AI effect, or Uniio performance claim. Do not apply 41% to revenue, payroll or simulator savings.

## E02 — Job redesign around AI — retained in main fold
- Publisher: Deloitte, State of AI in the Enterprise 2026.
- Source: https://www.deloitte.com/cz-sk/en/services/consulting/research/the-state-of-ai-in-the-enterprise.html
- Methodology: https://www.deloitte.com/us/en/about/press-room/state-of-ai-report-2026.html
- Finding, paraphrased: 84% of surveyed companies have not redesigned jobs around AI capabilities.
- Population: AI-active organisations represented by 3,235 business and IT leaders, 24 countries, six industries; fieldwork August–September 2025.
- Denominator: surveyed companies, not jobs or workers. Do not multiply with E01: different measures and populations.
- Approved wording: “84% of surveyed companies have yet to redesign jobs around AI.”
- Graphic: 100 cells, 84 highlighted. Represents percentages, not 100 actual survey participants.

## E03 — Expectations — supporting detail
- Publisher: Gallup.
- Article: Anemic Employee Engagement Points to Leadership Challenges.
- Publication: 5 August 2025 (not November).
- Source: https://www.gallup.com/workplace/692954/anemic-employee-engagement-points-leadership-challenges.aspx
- Finding: 47% of US employees strongly agreed they knew what was expected of them at work in Q2 2025.
- Limits: retain US, quarter and strongly agree. Do not infer that 53% do not know their work, or that employers know nothing about roles. No causal effect of Uniio established.

## E04 — Job descriptions — supporting research, not promoted
- Publisher: Monster, Honest Job Descriptions, updated August 17, 2026.
- Source: https://www.monster.com/career-advice/research/honest-job-descriptions
- Finding: 10% say descriptions always match reality; another 28% say often.
- Limits: never paraphrase as “90% of descriptions are wrong.” Recruitment framing is secondary to organisational work design.

## Claims held out
- Deloitte 93% important / 19% ready: paired figures and original source/year require verification. Not admitted to deck.
- AI 95% no profit / 89% no productivity: supplied via secondary summary; require original MIT/NBER sources, scope and definitions. Not admitted.
- “No existing system connects reviewed current work with approved future work”: unsupported market-wide exclusivity. Uniio's target architecture must be compared fairly with Reejig and other competitors.
- Engagement and new-hire experience: too indirect to demonstrate Uniio's core work-visibility problem.

## Editorial interpretation and product ambition
Research supports separate dimensions of the problem, not proof of the complete causal chain. Uniio's position is paid whole-company mapping, employee-reviewed contributions and personal Work Profiles, approved connected Blueprints and ongoing calibration. Customer validation must establish implementation effort, released capacity, realised financial impact, recurring adoption and renewal. Shared model learning requires explicit data rights and permissions.

## E05 — Long-term workforce planning — promoted to main fold
- Publisher: McKinsey, HR Monitor 2026, published 8 June 2026.
- Source: https://www.mckinsey.com/capabilities/people-and-organization/our-insights/hr-monitor
- Finding: Only 11% of organisations take a long-term perspective on workforce planning.
- Sample: approximately 1,300 HR professionals and 5,500 employees across ten countries, primarily Europe with US and China comparisons.
- Approved wording: “Only 11% of surveyed organisations take a long-term view of workforce planning.”
- Limit: the remainder cannot be described as having no plan. The horizon diagram is conceptual, not a measured time series.

## Current placement and visual interpretation
Dominant 84% redesign graphic: 25 symbolic job-structure tiles, 21 highlighted (84%). Tiles encode a share of surveyed companies, not a count of jobs. McKinsey 11% sits beside an illustrative planning horizon. Compact 41% ribbon shows self-reported daily time. Gallup 47% remains in supporting evidence. The three studies establish separate problems, not a measured causal chain.
Category diagram: company data (HRIS, systems, workflows) and reviewed employee contributions feed the shared Map. Connected Blueprints use that foundation and return reviewed learning. The diagram is an intended architecture illustration, not customer evidence.