NTT values employees's work life balance, well-being and engagement.
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.
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.
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.
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|Special leave (childbirth)||D||Employees||1,147||1,081||1,164|
|Ratio that returned to work||%||97.1||98.1||99.2|
|Shortened working hours for childcare||Male||Employees||27||39||36|
|Nursing care leave||Male||65||42||28|
|Shortened working hours for nursing care||Male||D||Employees||25||36||31|
|Paid vacation days||Male||%||-||97.0||89.3|
|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|
|Number of employees working from home*1||D||Employees||15,046||26,719||38,962|
|Number of employees taking leave for mental health||A||Employees||1,648||1,550||1,815|
|Number of industrial accidents||A||-||44||36||71|
Diversity and Inclusion
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