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Diverse work styles

NTT values employees's work life balance, well-being and engagement.

Promoting work-life management: work style and leisure style reform

Each and every employee in NTT is required to display independence and creativity more than ever by shifting to more efficient work styles unrestricted by time and place. In addition, as the groundwork to support this shift, it is crucial to establish a richer understanding of work-life management across all workplaces and create a culture that acknowledges the diverse work styles of individuals.

From this perspective, NTT has released the Work Style Reform Declaration for all its managers, supervisors, and employees. The Group pursues many different efforts to ensure the physical and mental health of employees and their own personal reforms while improving all business processes with business partners.

Utilizing remote work and other systems

We are seeking to realize efficient and flexible work styles for all employees in NTT by reviewing work processes and proactively utilizing telework and flextime systems as an ICT company, including work from home systems.

In addition, we have introduced many different working systems (flextime system, one-year variable working hours system, discretionary labor system, split-shift system, etc.) to suit the circumstances of NTT companies in order to nurture an environment that enables flexible work styles. More than 100 NTT companies have participated in the government-promoted "Telework Days 2019" campaign and practiced flexible work styles, such as telework and staggered commuting, by utilizing a wide range of working systems.

Encouraging employees to utilize many different systems for taking leave

In addition to work style reform, NTT is actively working on "leisure style reform." We are striving to create an environment where employees can easily take leave through a variety of systems. For example, we encourage employees to take extended holidays near to Japan's Golden Week, New Year's holidays, and summer holidays. In addition, we are working on "Value up Friday," an initiative that encourages employees to take half a day or longer at least once a month on Fridays so that everyone, including supervisors, can actively utilize their annual paid leave.

Number of Employees Using Company Systems, Working Hours, etc.

*You can scroll horizontally

Boundary Unit 2017 2018 2019
Special leave (childbirth) D Employees 1,147 1,081 1,164
Childcare-related D Employees 2,199 2,370 2,394
Childcare leave Male 120 169 257
Female 2,079 2,201 2,137
Ratio that returned to work % 97.1 98.1 99.2
Shortened working hours for childcare Male Employees 27 39 36
Female 2,391 2,491 2,006
Nursing care-related D Employees 116 94 58
Nursing care leave Male 65 42 28
Female 51 52 30
Shortened working hours for nursing care Male D Employees 25 36 31
Female 29 50 36
Leave programs D Days 19.7 19.3 17.7
Paid vacation days Male % - 97.0 89.3
Female - 93.8 85.8
Percentage of total entitled leave 98.4 96.4 88.7
Working hours Total hours actually worked NTT Hours 1,911 1,933 1,906
Average annual overtime hours 23.0 22.2 23.0
Overtime hours D Hours - - 17.5
Overtime pay D Yen - - 48,180
Number of employees working from home*1 D Employees 15,046 26,719 38,962
Male 10,498 18,171 29,442
Female 3,500 5,626 9,520
Number of employees taking leave for mental health A Employees 1,648 1,550 1,815
Male 1,293 1,202 1,323
Female 355 348 492
Number of industrial accidents A - 44 36 71
Operational accidents 9 8 7
Commuting accidents 35 28 64
Frequency rate - 0.10 0.09 0.11
  1. Including DOCOMO Group