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Social Challenge 9
Creating new work style models


Why it matters

We believe that creating a safe and secure workplace, developing employment conditions, and respecting a variety of work styles that suit life events means a workplace where employees can work energetically in good health, both physically and mentally, can be created, and so we are implementing initiatives to achieve this. We also believe that giving due consideration for the health of our employees as well as their families and partners will motivate and invigorate each of them and lead to the growth of the NTT Group as a whole.

What can be accomplished

We will be promoting diverse work styles with the use of remote work and "Super flex-time system". In addition to increasing productivity and efficiency, these initiatives allow employees to make more effective use of their time than before, and will result in a better balance between work and life. We will also strive to provide even better employment conditions, such as fair evaluation, equal opportunity, opportunities for growth, and benefit programs.

Future vision

We will create a workplace environment and culture where employees are able to work with peace of mind in a lively manner. We view maximizing well-being as a way of providing each and every employee with options for working style and career formation.

Business Activity 27
Promote remote work

Our commitment

The NTT Group is shifting toward new work styles centered on remote work, by upgrading IT environments and reviewing systems, in addition to advancing DX projects and work reforms with an eye on the postpandemic world

Our objective


Remote work ratio by FY2022

Implementation of Remote Work System, Super Flextime System, and Remote Standard

The global environment underwent unprecedented change as COVID-19 infections continued to spread, and our work styles also changed accordingly. Until that point there was a limit to the number of times employees could use the work from home system, but the NTT Group introduced a remote work system and lifted restrictions on how many times it can be used. The introduction of a super flex-time system also allowed for flexible work styles that are no longer constrained by location or time. Implementing various changes like these not only increases productivity and efficiency, but also allowed employees to make more effective use of their time than before, and resulting in a better balance between work and life. We introduced the "Remote Standard" system from July 2022 to implement a work style that is not restricted by one's place of residence. Through this initiative, we aim to eliminate work styles that require relocation or solo transfer assignments.

Remote Standard

  • Any residence in Japan is acceptable
  • Any reasonable transportation method to and from work that can be considered travel expenses (lodging expenses provided as well) is acceptable
  • No need to relocate to a remote location if the new location is an organization that accepts the Remote Standard

From employee satisfaction to employee engagement

In fiscal 2021, NTT Group revamped its existing Employee Satisfaction Survey, which focused on questions related to ease of working, and added questions related to job satisfaction. It also conducted a Group-wide Engagement Survey to quantify employees' attachment to and trust in the company to which they belong as an "engagement score." Approximately 132,000 Group employees in Japan responded.
By understanding current levels of engagement among NTT Group employees and the issues that need to be improved, and by taking action to make improvements, we hope to increase the number of highly engaged employees who identify with the company's and organization's policies and strategies, as well as feel pride and take initiative in their work.

NTT Group's Four KPIs

Willingness to make voluntary contributions

  1. (1)I am motivated to contribute more than is required to get the job done at the company Attachment to and pride in the company
  1. (2)I am proud to work at this company
  1. (3)I would recommend our company as a great place to work to those I know Job satisfaction
  1. (4)I gain a sense of personal accomplishment through my work

Business Activity

Ms. Shinohara, Section Manager, Public Relations Department, Global Marketing Headquarters

Ms. Shinohara currently lives in Nagano Prefecture where she balances her work in management with raising her children. Despite her husband being assigned to a position overseas, she continued her work while raising her children by herself because she was involved in a major project, and was subsequently promoted to a management role. Being selected for such a major project, Ms. Shinohara finds herself busy balancing work and her own life. She explains that while she has developed her skills as a manager, the most satisfying aspect of being in a management role is being able to train junior staff and lead other employees to help advance the company, which in turn allows her to achieve her own goals.
She made the decision to relocate to Nagano Prefecture right before the COVID-19 pandemic began spreading. Ms. Shinohara explains how remote work allowed her to achieve a balance between working and her private life: "The best part of relocating and teleworking is being surrounded by the natural environment while working on large, rewarding projects. I love jogging, and having the opportunity to run along forest paths is such a valuable time for me. The biggest advantage for me is that I have found more time to spend communicating with my children. I am so grateful to be able to witness my children growing up from so close.
Whether relocating or not, working from home is very convenient while raising children. If they develop a fever, I can take care of them while doing my work. The type of flexible working style is something that needs to be respected, and I will definitely continue recommending remote work."

Business Activity 28
Achieving zero fatal accidents as well as maintaining and promoting employee health

Our commitment

Health management is pursued as a key corporate strategy with the understanding that initiatives for maintaining and improving employee health also enhance motivation and productivity and ultimately lead to higher corporate earnings We also believe that giving due consideration for the health of our employees as well as their families will motivate and invigorate each of them and lead to the growth and development of the Group as a whole

Our objective


Number of accidents causing injury or death during construction work

Policies and Concepts

Health management is pursued as a key corporate strategy with the understanding that initiatives for maintaining and improving employee health also enhance motivation and productivity and ultimately lead to higher corporate earnings. The NTT Group has developed a personnel system that responds to diverse work styles and provides generous benefit programs for employees and their families.
We also believe that giving due consideration for the health of our employees as well as their families will motivate and invigorate each of them and lead to the growth and development of the Group as a whole.
We believe that ensuring employee safety should be the top priority of business management. To ensure occupational safety and health, the NTT Group has established its own Safety Management Rules and Health Management Rules to facilitate safety and health management in addition to observing relevant laws and regulations such as Japan's Labor Standards Act and Industrial Safety and Health Act. The NTT Group's businesses include telecommunications-related construction and maintenance involving high risk operations such as aerial work. Therefore, we continually implement measures to prevent accidents and enhance safety awareness across the NTT Group, including subcontractors and other corporate partners.

Organization for Implementation

In addition to establishing and maintaining safety measures and safety management systems based on relevant laws and internal rules, we have set up a health and safety committee for preventing industrial accidents across the NTT Group. Also, we are working to prevent accidents during telecommunications-related construction and maintenance that serve as the foundation of the NTT Group's businesses and create a safe working environment.
The NTT Group also established the Health Management Promotion Committee to promote health management through a collaborative effort between Group companies and the NTT Health Insurance Union. General managers of human resources department who are responsible for personnel at each Group company and directors of the NTT Health Insurance Union are appointed as officers in charge of promoting health management. The effectiveness of the initiatives is ensured by implementing PDCA cycles (formulate health management plans + set health targets → formulate and implement health focused actions → identify and confirm health results → verify the effectiveness of health-focused actions).
We have also designated KPIs for wellbeing using health data, and we endeavor to achieve them by planning and implementing initiatives for raising awareness and promoting health-focused activities.


Promoting Work-Life Management Work and Leave Style Reforms

The NTT Group seeks to create new value through innovation. In order to accomplish this goal, there is a strong need for all NTT Group employees to break away from traditional work styles to adopt more efficient practices not bound by time and place, and thereby exercise greater levels of independence and creativity. We are also aware of the great importance of supporting this shift by cultivating a deeper understanding of work-life management throughout workplaces and fostering a corporate culture that accepts the diverse work styles of each individual employee.
NTT has set a goal of shortening total hours worked by achieving under 1,800 total hours actually worked by the end of fiscal 2022.

Systems Promoting Work-Life Balance

Extensive Benefit Programs

The NTT Group operates a comprehensive optional benefit program (cafeteria plan). Employees are given points that can be used to freely choose from a wide range of benefit items, including health maintenance, such as scheduling comprehensive physical checkups or acquiring health and fitness technology devices as well as personal wealth building. Several core menu items do not require the use of points, such as comprehensive physical checkups aimed at the early discovery of lifestyle-related diseases and cancer, which tend to occur more frequently with age. We also offer items such as subsidies for fitness club memberships and health improvement activities using smartphones (d healthcare), which can be used by employees at their convenience.

Major Items on The Cafeteria Plan Menu

Core Menu Items for All Employees(Points Not Required)

Life Plan Study Sessions

In light of increasing diversity in employee life plans, the NTT Group provides website-based life plan design support for employees reaching a certain age or career milestones to help them consider how they wish to spend the rest of their lives, including their working lives. We have also established in-house system contact points to promote greater understanding of matters including support and in-house systems for maintaining and improving physical and mental health, personal wealth building, specialist advice for tackling lifestyle-related concerns and issues, life plan creation, and support for balancing work with child or nursing care.

Physical Healthcare

The NTT Group also takes steps to help employees fortify their physical health by using ICT. Specifically, we focus on the two measures below.

(1) Encourage healthy activities with smartphone app (d health care)

Information about how to refresh oneself and eat and sleep better, as well as information about NTT Group's sports teams (Exercise Videos), are pushed to the smartphone app to get employees more engaged in healthy activities

(2) Guidance for specific health guidance via smartphones

Introduce ICT-based specific health guidance so that employees can conveniently receive specific guidance anytime and anywhere on their smartphone apps
To augment periodic health checkups, employees are eligible for an extensive health checkup every five years, from age 30 to age 60 (younger and older people can also receive these checkups if they wish). We also support employees who wish to join sports gyms.

Mental Healthcare

The NTT Group has established contact points for handling mental health inside and outside the Company and has been implementing mental health initiatives such as stress testing, counseling on work-related issues, and training for line managers. As part of our initiative to promote remote work styles, we address mental health issues by periodically conducting simplified interviews to monitor changes in an employee's condition and their self-care efforts. Employees are also encouraged to communicate with superiors (line managers) by conducting pulse surveys that provides fixed point observations of employee awareness on a real-time basis.

Activities to Eliminate Accidents

In fiscal 2021 four*1 serious accidents resulting in casualties*2 occurred during construction and repair work ordered by NTT Group companies and performed by those companies or by subcontractors for the construction and maintenance of telecommunications equipment and building facilities. The incidents involved making contact with falling trees while cutting them.
The incidents involved two cases of trees falling down from the crane bucket while on an elevated work platform, and two cases of traffic guides being caught up in accidents.
To prevent accidents involving human casualties, NTT Group companies will continue to work in concert to reaffirm standard procedures, reinforce adherence, and improve the safety awareness of all workers.
Given the traffic guides being involved in one accident after another, and the large number of cases involving experienced employees including team leaders in particular, efforts continue to be made for all workers involved in NTT construction work--and not just NTT Group employees--for verifying details in a meeting before starting work, ensuring comprehensive KYT activities, and re-training experienced employees including team leaders.
Furthermore, we continue to engage in activities for achieving a safe labor environment and ensuring zero industrial accidents across the Group, such as exploring means to prevent passing vehicles from entering restricted areas as well as the use of advanced technologies including sensing, AI, and vital data.

※1Breakdown of accidents: 0 by NTT Group companies and 4 by subcontractors (in Japan)

※2Serious accidents resulting in casualties: Accidents that led to fatalities or disabling injuries that would prevent the employee from working again.

Business Activity

Use of DX Solution
"SmartMainTech®" (field trial)

NTT COMWARE is improve the safety of telecommunications facility construction with the use of multi-AI that can detect certain dangerous tasks and dangerous situations by using DX solution SmartMainTech®*, which was developed to contribute to more sustainable social infrastructure.
Work that uses stepladders requires special safety measures, and instead of simply relying on on-site supervisors to caution the construction workers, safety checkers are tasked to watch videos recorded at construction sites and provide guidance afterward if they notice dangerous work.
The use of multi-AI significantly reduces work that requires visual inspections, and also aims to shift the work of safety checkers to more detailed task analysis and appropriate safety guidance, thereby achieving safety measures that are both more sophisticated and more efficient.

"SmartMainTech®" is a registered trademark of NTT COMWARE CORPORATION.

Actions in Response to COVID-19

As society embraces social distancing as part of daily life in response to the COVID-19 pandemic, we have been creating safe workplace environments, which do not require close human interaction by, extending the use of ICT, and promoting digital transformation in operational processes. In operations that require present on-site presence, such as customer support, our employees have been applying safe practices. We are also conducting thorough measures to prevent our customers from being infected.
To combat the spread of COVID-19, the NTT Group is monitoring the number of employees who have tested positive, preventing the spread of infections, and implementing measures to prevent infections. We follow the basic principles of avoiding the "Three Cs" (closed spaces, crowds and close contact) by rigorously implementing such measures as social distancing, remote work, and staggered commuting. We are thoroughly committed to preventing infections by promoting telework in addition to encouraging the use of masks, disinfecting hands, installing hands-free door openers, employing appropriate seating arrangements, and installing acrylicglass dividing screens.

Maintaining and Improving the Health of Employees

The NTT Group helps employees maintain and improve their health by providing a full range of regular health checks and offering health guidance based on the results of these checks. Furthermore, as a measure for preventing lifestyle related diseases, we provide more extensive physical checkups for employees who request them and we require all employees to receive a comprehensive physical checkup every five years from ages 30 to 60. We also provide support to help employees use sports gyms. Together with the NTT Health Insurance Union, we are supporting employees' health-related activities by providing a portal site through which they can use a wearable device to record and check vital data such as the number of steps taken each day, as well as an app that uses health check data to predict and simulate potential future health risks related to metabolism and high blood pressure. Additionally, business sites with a cafeteria prepare lunch menus with the help of a nutritionist, and certain business sites offer massage services that employees can freely free of charge.

Prevention of Overwork

The NTT Group is striving to prevent overwork through actions that include recording and managing the times employees log in and off their computers to appropriately oversee the work hours of each individual employee, regardless of whether they work in the office or from a remote location. Health management staff also conduct interviews with employees working extended hours and offer appropriate advice and guidance on personal health care.
We are establishing a sound workplace environment for employees by introducing flex-time system, a discretionary work system, and a remote work system to offer a variety of flexible work styles.

Labor-Management Relationship

With the exception of managers, most NTT employees in Japan belong to the NTT Labor Union, a member of the Japan Labor Union Confederation, and labormanagement relations have remained stable (79.4% membership as of March 2020). There have been no labor union strikes for more than 10 years.
The Company adheres to the minimum notice period of 10 days before an official announcement, as designated by the Agreement on Employee Relocation under the collective agreement with the NTT Labor Union.


Organizational changes are implemented after discussion and negotiation with all labor unions. As in the previous year, no layoffs occurred in fiscal 2019.

Business Activity

NTT Live

With lockdown measures having an impact on employees around the world, NTT DATA developed an online video streaming platform that helped to link up with those working from home.
Based on Microsoft Azure, "NTT Live" was designed to run for a low cost with the latest technology by using NTT's internal IP addresses. Available videos covered topics like Go-To- Market and NTT value propositions, as well as topics related to individual lifestyles like health, fitness and well-being.

Business Activity 29
Supporting autonomous capacity development

Our commitment

We actively support employee career development. Increasing the specialization of each employee helps develop them into professionals capable of deciding their own careers
We also strive to understand the issues at hand in order to improve the working environment and corporate mechanisms toward creating companies that are acceptable for workers

Our objective

Improvement in employee satisfaction compared to previous year (engagement rate)

Policies and Concepts

Retaining a diverse array of human resources serves as a powerful management foundation for any organization. This requires the development of employment conditions, such as fair evaluation, equal opportunity, opportunities for growth and benefit programs. We are also currently constructing a personnel database for registering past career experience and expert knowledge of employees engaged in our international businesses to accelerate the pace of visualizing and nurturing global human resources toward ensuring an optimal allocation of personnel.

Helping Employees Develop their Abilities

In addition to Group training and on-the-job training to enable employees to gain necessary skills in various fields of business, we provide many other opportunities for employees who are eager to get ahead, including e-learning, distance learning, in-house certification of skill levels, and support for external qualifications. We have also introduced a Group-wide talent management system to create an environment that enables employees to play a more active role in developing their careers, and we recommend training courses that would be effective in achieving their career goals.
We actively support employee career development in various ways, including having superiors hold personal talks with their subordinates at the start, the middle and the end of the fiscal year to review performance and career plans, and holding management training for employees tapped for promotion. In particular, we have created a curriculum for nurturing experts in the security field given the heightening security risks of recent years, and we offer leadership development and a personal network building training curriculums to around 400 carefully selected general managers and section managers. With an eye on the further globalization of our operations, and to nurture personnel capable of performing in global markets, we also send employees to study at overseas graduate schools or participate in our overseas work experience programs.

Improving Human Resource Management and Payment Systems

The NTT Group implements policies aimed at enabling each and every employee to make the most of their abilities as members of Team NTT and to grow steadily as competent professionals and take the initiative in developing their careers. We consider it vital to have each and every employee further increase their area of specialization, acquire skills and create added value in a broad range of fields in order to better reform business, expand into new business areas, and supply and generate new value in various areas. A new compensation system will be introduced from 2023 that determines compensation based on the level of acquired "specialization" instead of the number of years employed, age, or years in the position, to help employees achieve their career vision while maintaining the motivation to acquire a higher level of specialization.

Business Activity

NTT DATA Academia

The IT training program "NTT DATA Academia" was launched in fiscal 2020 for elementary school students as part of efforts to promote IT education.
NTT DATA and group companies in Japan coordinated efforts to develop activities that teach how programming and IT systems work. This program will be used to assist with education by supporting children in regional communities, creating inquisitive minds toward IT and society amongst children, and nurturing children's capacity to act independently through experiences with IT.

Increasing employee engagement

In FY2021, NTT Group revamped its existing Employee Satisfaction Survey, which focused on questions related to ease of working, and added questions related to job satisfaction. It also conducted a Group-wide Engagement Survey to quantify employees' attachment to and trust in the company to which they belong as an "engagement score." Approximately 132,000 Group employees in Japan responded.
By understanding current levels of engagement among NTT Group employees and the issues that need to be improved, and by taking action to make improvements, we hope to increase the number of highly engaged employees who identify with the company's and organization's policies and strategies, as well as feel pride and take initiative in their work.

Fair Evaluation and Compensation

In our employee qualification system, the NTT Group puts priority on performance and sets behavior and performance targets tailored to each qualification rank. By steadily and accurately carrying out a series of evaluation processes that feedback evaluations based on these targets, our personnel system promotes autonomous and independent work by employees.

Programs for Cultivating Management Leaders and Capable Employees

NTT University


Personnel Evaluation System that Employees Find Very Fair

Rather than having each company operate its own mechanisms for human resources management and development, we operate an all-inclusive system for managing employees' placement, building skills, evaluation, rating and payment, centered on an employee qualification system that indicates our expectations in terms of behavior and performance according to the employee level.
Proper evaluation requires appropriate execution of a series of processes that span target setting, everyday communication, evaluation implementation, and interviews to provide feedback. Toward this end, we adhere to the following cycle (evaluation system applies to 60% of the NTT Group).

Regular Personal Interviews with Superiors and Human Resources Managers

NTT Group employees meet regularly with their superiors and human resource managers for personal interviews to ensure that they share the same perception as their superiors regarding performance targets and the processes required to achieve them, to share thoughts on areas that can be improved, and to discuss career paths and personal growth.
Employees are given six opportunities each year to talk with their superiors, once each at the start, middle, and end of each fiscal year, plus one overall evaluation feedback interview and two performance evaluation feedback interviews (April and October). The first interview of the year is for employees and their superiors to align their views on targets for the year and for the superiors to provide advice.
The mid-year, year-end and feedback interviews are for managers and their subordinates to review results, performance, and the processes for achieving targets, and for managers to provide advice and motivation for making further improvements and growth. The implementation of these interviews is managed so they are held without fail, except when vacations or leave prevent them from being held in the allotted time.

In-house recruitment

At the NTT Group, in addition to offering the NTT Group Job Challenge which provides opportunities for regular employees with ambition to take on the challenge of shaping their own careers, we also operate NTT Group Job Offerings, a program for the management staff who will advance the transformation of the NTT Group. The program enables a variety of individuals who offer fresh ways of thinking to apply for important positions in each business area.
We are actively promoting the usage of these internal job posting systems as part of efforts to build a group-wide culture that supports employees taking on new challenges.

Skill Mapping and Encouraging and Supporting Acquisition of Qualifications

Each Group company sets up a unique program of skill mapping based on the characteristics of their respective business operations and conducts human resources training according to those categories. Companies measure the level of each employee according to the mapping, identify the number of employees who are qualified for each level, and measure the status of implementation. Specifically, the process is operated as follows:
(1) Designate areas of expertise according to the expert skills required by each operation;
(2) Define and certify levels according to the skill set for each area of expertise; and
(3) Develop a PDCA cycle based on the employee's own career plan, supported by supervisors and the organization.

The NTT Group also encourages employees to acquire qualifications related to their respective duties, including major qualifications that are in broad demand in the ICT industry such as Professional Engineer, Information Technology Engineer and Certified Information Systems Security Technology Professional qualifications, and we intend to boost the number of qualified employees.

Placing the Right People in the Right Jobs

The NTT Group engages in businesses across a broad range of fields. The development of each business requires placing the right people in the right jobs so that each employee can fully demonstrate their potential.
Therefore, we periodically rotate personnel on the basis of each employee's overall skill development and career plan decisions.

Evaluator Meetings

Evaluator meetings have been held twice annually-- once in the spring and once in the autumn--since fiscal 2001.
We endeavor to enhance the fairness and objectivity of our evaluation process and prevent subjective and arbitrary evaluations by having all of the evaluators in the same business unit hold evaluator meetings to align their evaluation criteria and perspectives.

Evaluator Training

We provide employees in evaluator positions with evaluator training (e-learning) and new manager training as well as our Human Resources Evaluation Manual as part of our efforts to further improve the fairness of evaluations and employee satisfaction. We also provide employees with training for the evaluations, setting targets, and, a handbook explaining the process using evaluation, target setting, online educational tools for promoting the understanding of our human resources management and pay systems, and a collection of high performance model examples.

Business Activity

NTT Ltd.
Educational program to protect girls' rights to learn

For those in poverty of India, education is a low priority and 66% of girls are unable to receive appropriate education. With this in mind, NTT Ltd. started the "Our Girl Children" initiative in 2017 that focuses on overall development and preparation for future employment, which included building a computer room and science lab at a public school for girls of the poorest families in Mumbai, as well as inviting them to the company offices to give them an opportunity to experience the latest technologies. Other initiatives included the installation of water coolers to provide clean drinking water, provision of mid-day meals, health initiatives such as dental check-ups, as well as holding various training programs on a regular basis. Since starting this program, attendance, graduation rate and the percent of students that has gone on to college have increased significantly. Thanks to this initiative, the girls have started to dream about an educated and empowered future and, by extension, contributing to India's economic growth.

Business Activity 30
Promoting paperless operations

Our commitment

Proactively promoting business transformation and DX to increase work efficiency

Our objective


Amount of paper used by 2025

Promotion of business transformation and DX

Promoting DX for business operations aims to increase work efficiency as well as implement initiatives for addressing environmental issues. The NTT Group is ramping up measures aimed at reducing the use of paper, such as charging for printed documents and changing invoices from envelopes to postal cards. In fiscal 2021, paper usage has been reduced by around 76% compared to fiscal 2008 levels. We also aim to completely phase out paper, including that used for bills and order processing documents, by fiscal 2025 together.

Paper Management and Recycling

We established a closed loop recycling system in 1999 to collect old telephone directories and recycle them to produce new ones.
We undertake numerical management for our use of virgin pulp. We are also working to reduce paper consumption of society through the use of ICT, which includes measures such as our Web billing service*1.

  1. A service enabling customers to check their charges and usage at any time online.

Amount of peper resources (office paper + billing statements)*2

*2Total amount used including recycled paper

Social Contribution

Policies and Concepts

The NTT Group has operating bases located not only in Japan but also around the world, from which it provides telecommunications networks, an important lifeline, and develops business that works to realize a smart world and Society 5.0 by leveraging ICT and data to solve social issues.
Thus, it is essential that we not only aid the various organizations aiming to develop ICT but also pursue harmonious relationships and strive to resolve local issues in collaboration with local residents, central and local governments, NGOs, NPOs, and educational institutions.
The NTT Group looks to address the various issues faced by local communities in which we operate, including those related to environmental issues, aging populations, declining birthrates, and the education of children. NTT believes it is important to contribute to the development of flourishing and vibrant local communities through the actions of each member of Team NTT comprising NTT Group employees, their families, and retired employees.
We seek to have each employee of the 30,000 NTT Group interact with members of their local community, identify local needs, and contribute in even small ways to addressing issues through our business activities. We believe that these efforts will eventually come back to us in the form of business opportunities and avoidance of risk, and thus we view activities that invest in local communities as our most important area of activity. Herein lies the strength of the NTT Group, a global enterprise that engages in businesses deeply rooted in local communities.

Organization for Implementation

The NTT Group Sustainability Charter calls on the NTT Group to work together to help achieve a sustainable society. In accordance with this policy, six key social contribution activities of "Environmental conservation," "Social welfare," "Education and cultural promotion," "Local community development and dialogue," "International exchange activities," and "Sports promotion" have been defined, and each NTT Group company engages in citizenship activities following the policies and detailed action plan set by NTT's Sustainability Promotion Office.

Main Initiatives Citizenship Activity Categories

Community Investments
Corporate citizenship activities carried out over the medium- to long-term to address social issues that concern both the NTT Group and local communities
Charitable Donations
Corporate citizenship activities that are carried out on a one-time basis or are expected to be completed within a short period
Commercial initiatives
Corporate citizenship activities that generate profit for the NTT Group

Measures to Support Citizenship Activities

Promoting volunteer activities through the NTT Group Volunteer Portal Site

The NTT Group Volunteer Site was established in 2017 to introduce and support a diverse range of volunteer activities for NTT Group employees. Under the motto "Smiles for all," we promote group-wide social contribution activities that can bring smiles to everyone involved in these activities. Going forward, we will expand activities that use the NTT Group's workforce strength to develop the site as a "third place" venue for creative interaction, with the aim of enhancing the well-being of employees and local communities.

Support for Citizenship Activities by Employees

With the belief that participation in citizenship activities can help to broaden the mind, the NTT Group is implementing an increasing range of policies to support employee citizenship activities, informing employees of support programs, and commending citizenship activities carried out under such programs. Other programs include a Matching Gift Program under which Group companies match donations collected independently by employees, and a Volunteer Gift Program under which Group companies donate goods to facilities and other places where employees are engaged in voluntary citizenship activities.

Business Activity

image ICT x sports x regional co-creation using avatar robot OriHime
Non-contact project



We aimed to solve the social problem of "lonely meal problems" that has increased in severity with the COVID-19 pandemic by using technology and regional assets for co-creation with multiple stakeholders.
We delivered one OriHime unit to the home of an elementary school student residing in Urayasu City, and another unit to facilities used by the ShiningArcs rugby team. The OriHime robots at each location were controlled by the junior-high school student and ShiningArcs players so they could enjoy having a conversation while eating together.