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.

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			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
	Shortened working hours for childcare	Female		Employees	2,391	2,491	2,006
Nursing care-related			D	Employees	116	94	58
	Nursing care leave	Male			65	42	28
	Nursing care leave	Female			51	52	30
	Shortened working hours for nursing care	Male	D	Employees	25	36	31
	Shortened working hours for nursing care	Female	D	Employees	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	NTT	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

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