Diversity & Inclusion

Policies and Concepts

Diversity and Inclusion (D&I) is an important management strategy for the NTT Group, which aims to become "NTT as a Creator of New Value and Accelerator of a Global Sustainable Society". In May 2023, we announced our medium-term management strategy, which positions D&I as the foundation of the corporate culture necessary for the creation of new value. In recent years, customer needs have diversified, social issues have become more complex, and the pace of technological evolution has increased. This means each employee must enhance their expertise and challenge themselves to create and innovate while combining knowledge and values from different fields and cultures.
By allowing diverse members to openly share their opinions in the decision-making process, we can overcome the risks that homogeneous organizations run into.

NTT's D&l for achieving a sustainable society

Organization for Implementation

The NTT Group has positioned diversity and inclusion as an important management strategy and the president himself is communicating inside and outside the Group the importance of accepting a diverse range of values. We are working to implement initiatives aiming for diversity and inclusion companywide. In 2007, NTT established the Diversity Management Office to bolster efforts to create an environment which enables participation by diverse human resources across the whole Group, and by April 2008, diversity promotion supervisors were in place in Group companies.

The Diversity Management Office and diversity promotion supervisors continue to cooperate to promote diversity, equity and inclusion, to achieve Healthy work in daily life (health management) and career development, and to conduct educational activities aimed at reforming corporate culture and ingrained practices.We regularly hold diversity promotion meetings with each Group company to share their activities and discuss future diversity promotion measures for the Group based on female employee ratios by position, the status of hiring people with disabilities, and other diversity management parameters.

Also, management meetings attended by directors are held when necessary to report on and discuss diversity-related initiatives, which are then promoted companywide.

Targets and Performance

Sustainability Indicators

^{(15-1)、(15-2)、(16-1)、(16-2)、(16-4)、(17-2)}Boundary：NTT, NTT DOCOMO (including NTT DOCOMO BUSINESS), NTT DATA Group (including NTT DATA and NTT DATA Inc.), NTT East, NTT West

^(16-3)Boundary：NTT, NTT DOCOMO (including NTT DOCOMO BUSINESS), NTT DATA Group (not including NTT DATA and NTT DATA Inc.), NTT East, NTT West

^(15-3)Boundary：Domestic NTT consolidated subsidiaries with 40 or more full-time employees

Main Initiatives

Empowerment of Women in the Workforce

In the NTT Group, we have established numerical targetsfor female board members, female managers, and newlyappointedfemale managers to ensure that a diverse rangeof opinions is represented in decision-making processes. In June 2024, the percentage of female directors was 23.7% (+2.7 points year-on-year). With regard to fiscal 2024 results, the percentage of new female managers was 28.3％ (+0.4points year-on-year), and the percentage of female managers was 13.1% (+1.3 points year-on-year).

In terms of ensuring diversity, we aim for a continuous promotion of female employees into key managerial roles. At NTT University, we have maintained a female ratio of over 30% among the targeted participants. We carry out various training programs targeted at female employees across all layers of the organization, as well as for those returning from maternity leave and their superiors.

Also, in addition to off-the-job training, we provide on-the-job training, including putting employees in tough assignments, with the intention of training female employees with the skills, mindsets and experiences necessary for promotions.

Gender Pay Gap Initiatives

The NTT Group consists of regular workers (97.5％ of women and 97.1％ of men) and non-regular workers (2.5％ of women and 2.9％ of men).
We do not establish gender-based differences in wages in our human resources or compensation systems.

Reason for differences between regular workers

Our analysis has showed that there is a gender-based wage gap due to the percentage of female managers being lower than males among regular employees.

Initiatives for International Women's Day

On the occasion of International Women's Day on March 8, we held a seminar for initiatives for balancing work with treatment.Seminars involved talks by experts aimed at having employees learn about gynecological symptoms such as infertility treatment, breast cancer, PMS, and menopausal and andropausal disorders and their treatment, as well as alleviating concerns about balancing treatment and work.

Signing statement of support for the Women's Empowerment Principles and joining the 30% Club

The NTT Group endorses the goals of the Women's Empowerment Principles (WEPs), which establish action principles for actively supporting the advancement of women in the workplace starting fiscal 2022, and has signed a statement in which it pledges to act in accordance with these principles. In addition, in an effort to achieve sustainable growth for the company, the Group joined the 30% Club, which aims to increase the percentage of female directors.

Ratio of Women at Five Major Domestic Companies

Hiring to Secure Diverse Human Resources

The NTT Group conducts a variety of hiring activities. New graduates make up about 60% of hires, and experienced individuals are about 40% of hires. For both new graduates and experienced hires, we assess employee expertise and skills to assign appropriate grades.

Alumni Initiatives

The NTT Group operates an alumni community for human resources who have left the Group. We implement workshops and other activities in order for them to find others they can create value for society with through a new kind of relationship that is not bound by employment. Through such activities, we aim to promote the creation of new business opportunities and open innovation unconfined by the NTT Group's areas of business.

Mid-career Employment / Retiree Employment

Active Promotion of Outside Personnel

The NTT Group hires outside personnel (mid-career hires) in order to incorporate diverse opinions in business operations, with the ratio at the six major domestic Group companies at 30% in fiscal 2023.
In fiscal 2023, the six major NTT Group companies achieved the target with a percentage of 40%.

While these targets have already been met, continued monitoring in the future will be carried out in order to maintain these standards.

Continuous Employment of Employees at Retirement Age

In 1999, the NTT Group introduced a continuous employment program for employees who have reached the retirement age of 60 in response to employee needs and public expectations regarding elderly employment.Furthermore, from the standpoint of making maximum use of limited human resources in managing the NTT Group's businesses in the future, we introduced a new program in October 2013 that will enable applicants to continue working in a way that fits their lifestyles up to the age of 65 and demonstrate their abilities by putting their experience to work.

Systems to Prevent the Interruption of Employee Careers Due to Life Events

A significant number of employees who left the Company for reasons such as childcare, care for parents or the relocation of their spouse aspire to resume work at the NTT Group in the future.To respond to their requests and to effectively use the experience and skills they had acquired during their previous period of employment, NTT has established a rehiring program.

The program applies to employees who worked more than three years and were forced to leave due to their need to care for children under the age of the third grade of elementary school or elderly family members, or due to their inability to continue commuting because of the change of address necessitated by the relocation or career change of their partner, or by marriage.A request for reinstatement is followed by interviews and a health checkup, and the Company decides whether or not to reemploy them.

Diversity

Outside Interaction and External Certifications

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Initiatives for LGBTQ

Enhanced Systems and Welfare

To realize an organization and a society in which everyone can be themselves and work freely regardless of sexual orientation or gender identity, in 2016 we began applying programs related to important life events, such as marriage leaves, bereavement leaves, congratulatory/ condolence money, and the sending of congratulatory/ condolence telegrams, to same sex partnerships.In 2018, we extended all allowances, benefit programs, and other programs involving spouses and families to samesex partners as well.

Initiatives for Encouraging Understanding

Employment of People with Disabilities

Expanding Employment Opportunities for People with Disabilities

The NTT Group provides more employment opportunities for people who have disabilities.

The NTT Group currently employs a total of around 4,500 people with disabilities, with around 1,100 of them working at special-purpose subsidiaries. The hiring rate of persons with disabilities in June 2025 for the Group as a whole was 2.62% (up 0.05 points compared to the previous year), exceeding the mandatory proportion of 2.5%.

With regards to activities by employees with disabilities, we are deploying efforts that put them at the center, such as holding social gatherings of affected persons and training sessions whose speakers are employees with disabilities.

NTT Group's special-purpose subsidiaries (4 companies)

• NTT Claruty (Japanese only)
• NTT West Lucent (Japanese only)
• NTT DATA DAICHI (Japanese only)
• Docomo PlusHearty (Japanese only)

Business Partnership with OryLab Inc.

In July 2020, NTT began providing reception desk duties using OriHime-D, a robot that can be controlled remotely by people with disabilities.NTT entered into a capital and business tie-up with OryLab Inc. in October 2020, for the purpose of strengthening its business responsiveness in remote environments while advancing the interests of people with disabilities. Through this partnership, NTT Group's R&D capabilities are combined with the advanced product development capability of OryLab, such as OriHime, a robot that can be controlled remotely by people who have disabilities. We aim to provide employment opportunities and broader access to people with physical disabilities or find it difficult to go outdoors through this effort to connect remotely to the world.

Use of OriHime Remote-Controlled Robot

NTT Group uses OriHime, a communication tool operated remotely by people with disabilities, to handle reception duties at the head office reception desk (guiding visitors to meeting rooms and answering inquiries) and to provide information at showrooms and events. The Group is also executing various initiatives at Avatar Robot Cafe DAWN, opened by Ory Laboratory in 2021. They include conducting demonstration experiments of remote robot operation using local 5G and communication quality control technology to realize natural communication that supports the social advancement of people with physical disabilities.

Global Commitment

In December 2019 we joined The Valuable 500, an international initiative to promote the participation of people with disabilities in business. In December 2020, applicable regions were expanded to a global scale.

Childcare and Nursing Care Support Systems

Amid ongoing changes in employees' needs concerning health, childcare, and nursing care, in 2018 we conducted a major review of our benefit program menu to prepare environments even more conducive to work, and enhanced our childcare and nursing care support menu as the NTT Benefit Package.Specifically, we introduced a Childcare Concierge to support childcare placement in employees' areas of residence, and greatly enhanced services such as childcare subsidies.For nursing care, we also established a Nursing Care Concierge for consultations on nursing care, including matching of care managers.

The NTT Group has opened company-sponsored nurseries and day nurseries as well as breast-feeding and lactation facilities within offices so that employees can return to work when they want to. We use Tomonin a symbol created by the Ministry of Health, Labour and Welfare to promote the establishment of working environments that allow the balancing of work and nursing care. NTT uses the symbol to publicize its initiatives and develop a workplace environment that enables employees to balance work and nursing care.

Initiatives for Balancing Work with Nursing Care

Looking ahead to the coming age of major nursing care needs, our Group companies organize nursing care study sessions and other events aimed at creating an environment that enables their employees to balance work with nursing care commitments.With many interested employees participating in these events, we plan to continue providing such opportunities.
The NTT Group also maintains an environment where both employees can strike a balance between nursing and work. In addition to approving nursing-care leave or short-term leave due to nursing, we have also established a life plan leave system with no set purpose for issues related to life plans.

Taking of Paternity Leave

NTT's target for paternity leave taken^* is 100%. In fiscal year 2024, we reached this target with 120%. In order to achieve a work-in-life environment, we have created guidelines and distributed videos to promote active participation in childcare, and we have created a Communication Handbook that goes out to various Group companies to promote communication between individuals and their supervisors. We are also introducing measures to promote the taking of childcare leave across the entire Group such as holding seminars on balancing childcare and work, spreading real-life stories from senior employees who took paternity leave, and more.

^*Includes parental leave and paid leave for childrearing.

Initiatives for diverse work styles

NTT has opened a child and nursing care support website for employees, and distributes a wide range of information, such as details on different kinds of systems and how to use them, as well as the real-world experiences of employees who take care of children and elderly relatives as they work.

Other support tools include interview sheets and manuals that explain the system, a revised Communication Handbook that covers the necessary procedures for life events, and posters to encourage employees to take childcare leave.We are committed to creating systems and work environments where employees feel free to take time off for childrearing.