Human Resources Strategy

Our Policy and Approach

To create new value, improve the customer experience (CX), and realize a sustainable society, we attach importance to the employee experience (EX) and aim to establish a virtuous cycle that generates new value.
As part of the human resources strategy to realize our management strategy, we will improve EX to ensure that diverse talent can challenge themselves to create new value and innovations while finding their work rewarding and experiencing personal growth. The effectiveness of these initiatives will be monitored over time by establishing indicators for the three pillars of the human resources strategy. By properly reviewing and continuously implementing these initiatives, we will deliver outcomes that lead to improved CX and increased productivity, which in turn will improve business growth and corporate value.

Targets and Performance

(Common to 15-18) Employee Engagement rate
Performance in fiscal 2023: 54% (approx. 100 domestic Group companies)
Target for fiscal 2024: improvement (compared to 57% in fiscal 2022) (approx. 100 domestic Group companies)

Main Initiatives

Employee Engagement Survey

The NTT Group has been conducting engagement surveys since fiscal 2021.

Four KPIs have been set to measure employee engagement at the NTT Group.

We introduced Qualtrics, our Group-wide system experience management platform, at approximately 100 domestic Group companies. This enables us to measure engagement and identify areas that need to be improved.

Engagement is analyzed with an eye to improvement, and action is taken to increase it. We expect that this will lead to a greater number of employees who resonate with their company's and organization's policies and strategies, take pride in their work, and work proactively.

To improve employee engagement as a company, we have made it a metric for executive compensation, as well as an assessment item for performance bonuses for all managers. We will strive to increase employee engagement as a company and as an organization.

NTT Group's Four KPIs

--The willingness to make voluntary contributions--
①I am motivated to contribute more than is required to get the job done at the company

--Attachment to and pride in the company--
②I am proud to work at this company
③I would recommend our company as a great place towork to those I know

--Job satisfaction--
④I gain a sense of personal accomplishment through my work

Specific Initiatives

We have conducted correlation analyses with engagement (four KPIs) and have identified the elements that have an impact, and we prioritize our strategies accordingly.

Maintenance Area Initiatives

"Safety," "respect," and "trust in superiors" were highly correlated with engagement and received high positive ratings.

At NTT, we have been promoting diverse work styles unrestricted by time, place, or location of residence.

To this end, we have striven to deal hold one-on-one meetings with employees, and believe that efforts to improve trust in superiors, respect for individuals, and safety are bearing fruit.

Areas Needing Improvement Initiatives

The items with a strong correlation to engagement but lower positive evaluations were "Opportunities for growth (ability to achieve career goals)" and "Strategy penetration (having confidence in the future of the company)/change management (receiving support for organizational changes)."

These have been ongoing issues since the previous fiscal year.

To support growth, in April 2023, we revised the system to allow for salary hikes and promotions depending on the acquisition and demonstration of expertise. We have also enriched the career consulting function, which allows employees across the Group to discuss their career plans.

Additionally, we have established the NTT Group Job Board as a framework for supporting those who want to try to transfer jobs through public recruitment.

This has made it possible for each employee to take ownership of their careers and act accordingly.

The system has already been established, and we are currently introducing role models and offering operational support for using the system.

For strategy penetration/change management, we are broadening the scope of management outreach.

We are also holding discussions regarding survey results within each company and organization, consistently deliberating over organizational-specific issues.

We also implement initiatives that get leaders at each level to commit to their respective actions.