Value Creation through Social Contributions

Last updated : October 31, 2016

Contributions to Increased Productivity in Agriculture through ICT

NTT Group is accelerating its transition to the B2B2X model and stepping up efforts to create services that will become standard for the next generation. As one facet of these efforts, we aim to help resolve the various issues faced by local governments and companies by using ICT. We are thus pushing forward with joint projects with local government agencies and partner companies in the fields of such as agriculture and public infrastructure.

CASE Verification Project for Innovative Rice Cultivation Management System Using Rice Paddy Sensors

As the number of agricultural workers declines and active workers age, Japan’s agricultural industry is suffering from a serious lack of successors to replace those who leave the industry. To address this issue, NTT DOCOMO concluded a partnership agreement with Niigata City, vegetalia, inc., and water-cell inc. to advance a verification project for an innovative rice cultivation management system.
This verification project was conducted over the period from May 2015 to March 2016 with the goal of improving the productivity and value of rice cultivation. The management of rice paddies has long been dependent on the experience and intuition of individual farmers. Seeking to create an agricultural ICT solution that will realize more efficient management, we introduced a management system on a test basis at the paddies of rice farmers seeking to reform large-scale operations in Niigata City, which has been designated as a National Strategic Special Zone for implementing innovative agricultural techniques. This system comprises rice paddy sensors and a cloud-based system linked to these sensors to allow for easy management of water levels, one of the more time-consuming chores of rice cultivation. Leveraging the telecommunications technologies used in its core business, NTT DOCOMO created the environment for communications between this cloud-based management system and rice paddy sensors through collaboration with vegetalia and water-cell. This system helps improve the efficiency of daily management tasks while enabling farmers to view information that contributes to labor savings, cost reductions, and increased crop yield and quality via their smartphone.
The verification project sought to determine the extent to which improvements in the efficiency of work and water management by farmers could contribute to increased productivity and yield volumes. Going forward, we will look to deploy the insight gained through this project across the nation with the aim of further instilling ICT into Japan’s agricultural industry.

Contributions to Addressing Global Increase in Information Security Threats

In recent years, the techniques used to access systems without authorization and launch other cyberattacks have been growing more sophisticated, and the need to address to such threats is garnering attention as an issue of global importance. NTT Group is expanding its global business under the Medium-Term Management Strategy and views information security services as an important offering in growing our operations globally. We are therefore actively developing sophisticated information security technologies and services to address customers’ security issues.

CASE Victory in Contest of Personal Data Protection Technologies

A 2015 revision to the Act on the Protection of Personal Information has created requirements for technologies to ensure anonymity in order to allow personal data to be protected while being used effectively. These anonymization technologies must guard the privacy of individuals by guaranteeing that they cannot be identified while at the same time enabling this anonymized data to be utilized. It can be assumed that, in the development of privacy protection technologies and standards that fulfill both of these requirements, it will be important for the academic institutions advancing research and development to proactively engage in discussion and other exchanges with the technicians that use data in the field.
It was based on this perspective that the first Privacy Workshop (PWS2015) was held over the period from October 21 to 23, 2015, alongside Computer Security Symposium 2015, an event at which nearly 500 security researchers, technicians, and other representatives assembled. The PWS CUP, a contest testing anonymization and anonymized data re-identification technologies, took place at PWS2015. A team from NTT entered this competition armed with their accumulated anonymization technology development and safety verification expertise. The contest consisted of the following events.

  • Anonymization: Competition of ability to anonymize simulated microdata and make it unable to be re-identified (defense)
  • Re-identification: Competition of ability to re-identify simulated microdata and anonymized data created in anonymization competition (offense)
  • Simulated microdata creation: Competition of ability to develop programs for creating simulated microdata from statistical data

The team from NTT claimed first place in all three of these competitions, being named the overall champion of the event. The winners of these competitions were decided based on the total score of created anonymized data, which was determined using several predetermined indicators.
Maximizing scores for each indicator required teams to go beyond simply applying standard anonymization procedures by implementing carefully crafted techniques. The NTT team specialized in randomization techniques, which they utilized in anonymizing data to ensure that the data was both highly usable and highly secure. This approach won them the top score in the anonymization competition. In the re-identification competition, the team took advantage of its broad knowledge of anonymization procedures to address unusual re-identification methods not encountered in the course of normal research, thereby succeeding in re-identifying the highest number of datasets. The team earned great praise in the simulated microdata creation competition for its sophisticated technology for randomizing the characteristics of data while it remained saved.

NTT is committed to helping further the development of society and industry by contributing to the realization of a society in which personal data can be utilized appropriately without fear of violations of people’s privacy. For this reason, we will continue to take part in activities for establishing domestic anonymity and privacy standards while forging ahead with research and development of sophisticated privacy protection and anonymization technologies.

Reinforcement of Information Security and Personal Information Protection

NTT Group serves numerous customers, ranging from individuals to enterprises, and it has thus been entrusted with vast quantities of personal information. Recent occurrences of large-scale personal information leaks in Japan and overseas are increasing customers’ expectations for the protection of personal information. The regulatory environment is also becoming a greater influence on the needs for personal information protection, as indicated by the introduction of personal information protection regulations by the European Union. Accordingly, the requirements for effective information management are growing ever more rigorous.
Were a leak of personal information to occur, NTT Group’s operations would suffer from a decrease in corporate value, the loss of customers, and other negative impacts. It is therefore crucial that we reinforce our information security and personal information protection systems to ensure stringent information management.

Measures to Reinforce Information Security and Personal Information Protection

NTT Group has established policies and rules concerning customer, shareholder, employee, and other information in accordance with NTT Group Information Security Policy.
In the Group’s information management structure, a senior executive vice president (Representative Member of the Board) takes charge as the Chief Information Security Officer (CISO), the highest authority for information management, guiding us in ensuring stringent information management. The Group CISO Committee was established in 2015 as a body for promoting rigorous information security by formulating initiative policies, planning and instituting various measures, and reviewing activities. In addition, Groupwide working groups have been created to seek out resolutions to information security issues. Similar structure are in place at Group companies.
Furthermore, each Group company has developed a personal information protection structure that matches its particular business and formulated its own information protection policies. Group companies are also advancing various other initiatives, including establishing organizations for promoting information security management and introducing security systems. Specific measures include introducing security systems and implementing strict hardware and software security measures to prevent unauthorized access to information; loss, alteration, or leakage of information; and infection of systems by computer viruses and to manage removal of information from Company premises. At the same time, we are conducting other ongoing information security measures, including thoroughly educating employees and appropriately supervising outsourcing contractors.

Security Personnel Development Measures

Threats to information security are becoming increasingly sophisticated and diverse, making damage from cyberattacks and information leaks a public concern. However, Japanese companies currently lack a sufficient number of technicians capable of undertaking information security tasks, and those they do have are often lacking in skills. In this context, NTT Group is working to enhance its staff of security personnel. Believing that such efforts are also necessary at the national level, we will cooperate with the government, other companies, and educational institutions to contribute to the training of security personnel across Japan.
For its security personnel development measures, NTT Group set a goal to increase the number of security experts in Japan from the level of 2,500 in November 2014 to about 10,000 by the fiscal year ending March 31, 2021. Meanwhile, Group companies are implementing human resources development measures based on the types and levels of security personnel.
The number of certified security personnel reached close to 20,000 on March 31, 2016. We will continue to enhance our range of ever more practical development programs to increase the number of intermediate and advanced personnel, who are core to our security field operations.
Furthermore, NTT Group has participated in the Cross-Industry Committee on Cybersecurity Personnel Development as a secretariat since its establishment in June 2015. This committee is comprised of companies related to cybersecurity from various industries centered on important infrastructure sectors. Through this participation and various other initiatives, the Group is contributing to the development of security personnel on the national level.


NTT Group established NTT-CERT (computer emergency response team) in 2004 to function as a computer security incident response team (CSIRT). This team collects information regarding security incidents associated with the Group. It then offers support for addressing these incidents, formulates measures to prevent reoccurrence, develops training programs, and provides security-related information. As a central element of NTT Group’s security initiatives, NTT-CERT provides a reliable venue for consultations regarding information security. The team also collaborates with organizations and specialists inside and outside NTT Group to offer support for detecting and resolving security incidents, minimizing damages, and preventing occurrence. NTT-CERT is thereby contributing to better security for both NTT Group and societies that are permeated by information networks.

Ensuring Stable and Reliable Telecommunications Services

NTT Group has defined three key themes for disaster countermeasures— improving communications network reliability, securing critical communications, and promptly restoring telecommunications services. We have been strengthening efforts based on these themes since the Great East Japan Earthquake.
Specifically, we are taking measures to improve the reliability of our telecommunications infrastructure. To ensure that our telecommunications services operate without interruption at all times, we employ transmission trunk line multi-routing, have enacted blackout countermeasures for communications buildings and base stations, and are making communications buildings more disaster resistant. In addition, we are expanding the assortment of power supply vehicles and other disaster response equipment that we have positioned throughout Japan and are continually conducting training to prepare for major natural disasters. We are also stepping up coordination with external institutions with regard to disaster response measures. For example, we have concluded agreements with the Japan Post Group and the Petroleum Association of Japan to coordinate efforts in times of disaster and share information even under normal circumstances.
In the fiscal year ended March 31, 2016, no serious telecommunications disruptions*1 occurred at any of the four telecommunications business companies (NTT East, NTT West, NTT Communications, and NTT DOCOMO) and service stability was maintained at 100%*2.

NTT Group’s Basic Policy on Disaster Countermeasures

  • *1 Number of disruptions that led to a stop of or lower quality for telecommunications services and that fulfill the following conditions:
    • Voice services usable for emergency reports (110, 119, etc.): Service impacted for more than 1 hour with more than 30,000 people affected
    • Voice services not usable for emergency reports: Service impacted for more than 2 hours with more than 30,000 people affected or service impacted for more than 1 hour with more than 100,000 people affected
    • Internet-related services (free): Service impacted for more than 12 hours with more than 1,000,000 people affected or service impacted for more than 24 hours with more than 100,000 people affected
    • Other services: Service impacted for more than 2 hours with more than 30,000 people affected or service impacted for more than 1 hour with more than 1,000,000 people affected
  • *2 [1 – total hours under the impact of serious disruptions (number of affected users × hours of serious disruptions) / total hours of major service provision (number of users × 24 hours × 365 days)] × 100%

Pursuit of Customer Satisfaction

NTT Group companies supply products and services for consumers and services for enterprises, serving a wide range of customers. For this reason, improving customer satisfaction will not only help to ensure ongoing usage by existing customers but also to acquire new customers.
Based on this recognition, NTT Group companies work to provide high-value-added products and services and offer fine-tuned support in the pursuit of improved customer satisfaction.

Customer Consultation Venues

NTT Group companies build and deploy frameworks for gathering opinions, requests, and other feedback from stakeholders, including customers, and for improving their work processes, products, and services and developing new products and services based on that feedback. They also each implement their own initiatives for improving customer satisfaction.
Specifically, each Group company has established call centers for responding to customer inquiries regarding products and services and for addressing service failures. Major NTT Group call centers receive more than 180 thousand calls each day on average, and we strive to respond to inquiries without keeping customers waiting.
Unique targets have been set to improve response rates and the quality of responses and support provided by each call center. In addition, we hold call response contests, conduct trainings for improving response skills, and implement various other initiatives for the betterment of call centers.
As a result, the average response rate* at major call centers was 73.3% in the fiscal year ended March 31, 2016.

  • * Average response rate = Total number of calls responded to in a year / Total number of calls received in a year × 100%

Improvement of Customer Support

NTT Group companies have in place frameworks for improving work processes, products, and services and developing new products and services based on opinions, requests, and other feedback from customers received through call centers and other venues.

NTT East "Service with a Smile" Activities
NTT East discusses the opinions and requests received from customers through its Customer Consultation Center and other channels from various angles. This input undergoes final examination at the Smile Committee, which is chaired by the president, after which NTT East applies the committee’s recommendations on a companywide basis. Negative feedback is shared with relevant sections, and the whole company acts to prevent recurrence.
NTT West "Customers First" Activities
Every month, the Customers First Activities Working Group convenes under the leadership of a senior executive vice president to discuss customer feedback received through NTT West’s 116 customer service line, the Customer Consultation Center, and other channels. At meetings of this working group, directives for groupwide improvements are decided, which are then reflected into service improvement activities.
NTT Communications Analyses of Customer Opinions Based on Social Media Postings
NTT Communications’ efforts to gather customer feedback extend beyond voice of the customer surveys to include analyses of customer input received through daily call center operations and based on postings on Twitter and other forms of social media. The customer opinions and requests identified through these activities are communicated to customer service divisions and related service improvement measures are disclosed on the company’s website.
NTT DOCOMO Communication of Customer Input and Uncovered Desires to Employees
Customer feedback received through docomo shops, call centers, customer surveys, and other venues is made readily available to NTT DOCOMO employees, and information is transmitted throughout the NTT DOCOMO Group practically in real-time. In addition, an internal system is in place to inform the appropriate division of customer desires related to product, service, or work process improvements that have been uncovered by any of the staff or employees related to NTT DOCOMO operations during their interactions with customers.

In the fiscal year ended March 31, 2016, these four companies implemented 558 improvements to work processes based on customer feedback.

Customer Satisfaction Surveys

NTT Group companies have been rated highly in customer satisfaction surveys conducted by external investigation firms. We will continue to improve upon products and services to earn even greater levels of customer satisfaction on into the future.

NTT East Nikkei Computer 2015–2016 Customer Satisfaction Survey
(Nikkei Business Publications, Inc.)
Network Service (Wired) Category
Ranked No. 1 for 3 consecutive years
NTT Communications Voice of the Customer: Global Data VPN, Issue 20
(Ocean82, Ltd., of the United Kingdom)
Ranked No. 1 in overall customer satisfaction for
5 consecutive years (as of May 2016)
NTT DOCOMO Ranked No. 1 for mobile phone service customer satisfaction
Source: 2015 Japan Business Mobile Phone Service StudiesSM,
J.D. Power Asia Pacific (

Initiatives to Help Employees Fully Exercise Their Talents

NTT Group believes that enabling employees to realize their full potential is an important management issue needing to be addressed in order to become a "Value Partner" that customers continue to select by responding to rapidly changing markets and diversifying customer needs. To this end, we are advancing initiatives for (1) improvement of procedures for developing, evaluating, and assigning human resources, (2) promotion of diversity, (3) support for work-life management, and (4) management of employee health and safety.

(1) Improvement of Procedures for Developing, Evaluating, and Assigning Human Resources

Human Resources Development

We are committed to establishing human resources development systems that enable all of our employees to make the most of their abilities through their work and deliver high value. Employees formulate their own career plans based on the special skills necessary for each job. Skills are then improved through the implementation of the plan-do-check-act (PDCA) cycle. In addition, we have taken steps to establish a variety of systems related to human resources development, such as instituting a framework for defining specialized fields in line with business characteristics and work details and certifying skills.

Support for Training to Improve Capabilities

In addition to Group training and on-the-job training for enabling employees to gain necessary skills in their respective fields of business, we provide many other opportunities for employees who are eager to get ahead, including distance learning, e-learning, in-house certification of skill levels to verify the results of education programs, and support for acquiring qualifications. In addition, to nurture personnel capable of performing on the global stage, we also send employees to study at overseas graduate schools or participate in overseas work experience programs.

Status of Training at Each Company
Group Companies Annual Training Expenditures per Employee (¥10,000 / Person) Annual Training Time per Employee (Hours / Person) Number of Training Programs
NTT (Holding Company) 14.6 17 570
NTT East 4.4 8 1,255
NTT West 3.4 6 1,400
NTT Communications 8.9 11 1,070
NTT DOCOMO 7.4 50 1,040
NTT DATA 12.2 77 1,676
NTT COMWARE 6.2 25 510
NTT FACILITIES 13.0 43 230

Employee Evaluations

NTT Group operates an in-house qualification system that puts priority on performance and sets behavior and performance targets tailored to each qualification rank. Our human resources management system is designed to encourage employees to think and act for themselves in the execution of their work duties through the steady implementation of an evaluation process that incorporates the setting of targets and the provision of feedback to employees.

Fair Evaluation Process

We endeavor to enhance the fairness and objectivity of our evaluation process. To this end, we have taken steps to prevent inappropriate evaluations due to subjective and arbitrary elements by having all of the evaluators in the same business unit hold evaluator meetings to align their evaluation criteria and perspectives.

Human Resources Management and Salary Systems

In October 2013, we reconstructed our human resources management and salary systems. The new systems, which reflect the distinctive business characteristics of NTT Group, are designed to better reward employees who perform the roles and produce the results expected of them through introducing evaluation-based compensation and expanding results-based awards.

Employee Assignment

NTT Group’s businesses extend over a wide range of areas. To smoothly advance these various businesses, it is important to place the right person in the right job so that all employees can work to their full potential. From this perspective, we implement periodic human resources rotations with consideration for the status of each employee’s skill development status and career plan.

In-House Recruitment Program

We raise motivation and promote networking within the Group by providing ambitious employees with opportunities to seek new challenges in a wide range of fields through our NTT Group Job Challenge in-house recruitment program. In recent years, to raise the number of employees across the whole Group who are capable of working globally, we have been actively providing opportunities for employees to transfer to global posts by creating new global posts and increasing recruit numbers. In the fiscal year ended March 31, 2016, 317 employees used the Job Challenge program, with 99 transferring as a result to their desired workplace.

(2) Promotion of Diversity

NTT Group, which aims to be a global ICT company and to increase overseas sales and profits, has about 80,000 employees working overseas. We are endeavoring to establish workplaces at which a diverse range of people can actively participate, regardless of their gender, age, race, nationality, mental or physical disability, sexual orientation, or gender identity.
In October 2007, NTT established the Diversity Management Office, and by April 2008 diversity promotion supervisors were in place in Group companies. Since that time, the Diversity Management Office and diversity promotion supervisors have worked together to conduct educational activities aimed at reforming corporate culture and ingrained practices.
We also hold twice yearly diversity promotion conferences to enable individual Group companies to share their initiatives with the whole NTT Group, and we monitor female manager ratios, the status of the hiring of people with disabilities, and other diversity management indicators.

Employment Data

  • *1 Estimated number of employees of 907 consolidated companies for NTT Group as of March 31, 2016
  • *2 As of March 31, 2016, total number of employees of NTT, directly affiliated companies in Japan, and their affiliated companies in Japan (total of 41 companies)
  • *3 Section manager level or higher
Promotion of Active Participation by Women

In December 2013, we announced a plan to double the ratio of female managers in Japan by the fiscal year ending March 31, 2021. We are intensifying our efforts to support the career development of female employees in the 41 companies of NTT Group. We thereby aim to increase the ratio of female managers from 2.9% on March 31, 2013, to 6.0% by March 31, 2021.
In addition, NTT Group companies also hold joint forums and training sessions to promote networking among managerial-level female employees and motivate them to nurture future female leaders.

External Recognition
  • Highest ranking of "Eruboshi (‘L Star’: L stands for Lady, Labour and Laudable)" certification for superior companies bestowed by the Ministry of Health, Labour and Welfare (NTT East, NTT Communications)
  • Inclusion in the FY 2015 New Diversity Management Selection 100 sponsored by the Ministry of Economy, Trade and Industry (NTT East, NTT Communications, NTT DOCOMO)
  • * As of March 31, 2016
Employment of Globally Capable Human Resources

Approximately 30% of Group employees are working overseas in various countries. We apply the same conditions to the hiring and promotion of non-Japanese personnel as we do to our Japanese employees, and we allow non-Japanese candidates to be interviewed or give presentations in English.

  • * As of March 31, 2016
Consideration for the LGBT Community

NTT Group aims to create an organization that allows people to work while being themselves, regardless of their sexual orientation or gender identity, and it strives to contribute to the realization of a society that is equally accepting. To this end, we are developing a working environment that is receptive toward diversity and in which everyone can fully exercise their talents.
In April 2016, NTT Group announced that its support systems related to important life events are applicable to same-sex partners. These systems include leave, monetary payments, and telegrams to congratulate employees, such as in the case of marriage, or to offer condolences, such as in the case of the passing of a family member.

Employment of People with Disabilities

NTT Group actively recruits people with disabilities and endeavors to expand hiring opportunities for them. To this end, we have established special purpose subsidiaries*2 and are working to create pleasant workplaces for people with disabilities. In September 2015, DOCOMO PlusHearty, a special-purpose subsidiary of NTT DOCOMO, was established, bringing the total number of NTT Group special-purpose subsidiaries to four.
The Group’s special-purpose subsidiaries and NTT Laboratories are working together to create systems to ensure that NTT Group is able to guarantee web accessibility*3 while undertaking other initiatives that utilize the unique capabilities of people with disabilities.

  • *1 As of June 2016
  • *2 Subsidiaries that give special consideration to the employment of people with disabilities in order to promote and stabilize the employment of people with disabilities
  • *3 Provision of access to information through the Internet to all people, including senior citizens and people with disabilities, regardless of their access environment or any physical or mental limitations
Continued Employment of Post-Retirement Age Workers

From the perspective of fully utilizing limited human resources in business operations going forward, we introduced an employment extension system in October 2013 that enables employees who want to continue working after the mandatory retirement age to receive employment up to age 65.

  • * As of April 1, 2016

(3) Support for Work-Life Management

Encouragement of Paid Vacation Day Usage

To further promote the work-life management of all employees, NTT Group encourages them to use their annual paid vacation days. In conjunction with consecutive holidays and the summer vacation period, we conduct activities to encourage employees to use their annual paid vacation days, and we are working to create an environment in which it is easy to use these days. In the fiscal year ended March 31, 2016, the average of paid vacation days used was 19, and the ratio of paid vacation days used was 95.1%.

Changes in Work-Style through Promotion of Working-from-Home System Use

NTT Group seeks to create new value through innovation. In order to accomplish this goal, we are focused on changing work-style to help employees break away from traditional work styles to adopt more efficient practices and thereby exercise greater levels of independence and creativity.
We are changing the work styles of all NTT Group employees, regardless of their rank or position, and actively promoting the usage of the working-from-home system and other teleworking systems as well as flextime systems as an ICT provider. We thereby aim to realize more efficient and flexible work styles.

Rehiring of Former Employees

Many former Group employees who left their jobs to raise children or provide long-term care to family members, because their spouse was transferred elsewhere, or for other similar reasons are eager to return to work at NTT Group. To address such aspirations and to leverage the experience and skills they gained while working for the Group, we have established a system for rehiring former employees.
As of March 31, 2016, 39 people had been rehired through this system.

Promotion of Childrearing and Family Care Support Systems

NTT Group believes in the importance of balancing careers with private life and offers childcare and family care benefits that go beyond legally mandated levels. In April 2008, NTT was awarded "Kurumin" mark certification by the Ministry of Health, Labour and Welfare in recognition of Company efforts to support childrearing by employees. Following the revision to the Act on Advancement of Measures to Support Raising Next- Generation Children, NTT acquired new "Kurumin" mark*1 certification in August 2015. Each Group company has also acquired new "Kurumin" mark certification as well*2. With regard to family care support, the Ministry of Health, Labour and Welfare created the "Tomonin" symbol mark in November 2014 to encourage the establishment of working environments for balancing work and family care. NTT has been actively using the mark to publicize its initiatives and promote the development of a working environment in which employees can achieve a balance between work and family care.

  • *1 "Kurumin" mark
    Companies that have developed an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children and achieved the goals set out in the plan while also meeting certain standards can apply to be recognized as childcare supporting companies by the Minister of Health, Labour and Welfare and awarded "Kurumin" mark certification.
  • *2 Companies that have acquired either "Kurumin" mark or new "Kurumin" mark certification: NTT, NTT East, NTT West, NTT Communications, NTT DOCOMO, NTT DATA, NTT URBAN DEVELOPMENT, NTT FACILITIES, NTT COMWARE, etc.
On-Site Day Care Centers

NTT DATA set up the Egg Garden day care center in its head office building (Koto-ku, Tokyo) in 2011, while NTT East established the DAI★KIDS HATSUDAI on-site day care center in its head office building (Shinjuku-ku, Tokyo) in 2012. By creating an environment in which employees can return quickly from childrearing holidays or leave and participate fully at work, these companies are strengthening support for employees in leveraging their strengths and engaging in highly productive work, even when their life stage changes, such as due to childbirth or childrearing.

NTT Group Childrearing and Childcare Support Site

We have created NTT-LiFE+, a childrearing and family care support site, on NTT Group intranet. In addition to providing details and instructions on the use of the Group’s various support systems, NTT-LiFE+ offers all sorts of other information, including articles about employees who have succeeded in balancing work, childrearing, and family care commitments, and other new additions.

Seminars and Individual Interviews

In regard to childrearing, we hold seminars on childcare support and returning to work after childcare, and conduct personal talks with employees prior to maternity leave and after returning from childcare leave. In regard to family care, Group companies are organizing family care study sessions.

Rehiring of Employees Who Left Their Jobs for Childrearing or Family Care Reasons

We have established a system for rehiring employees who had worked for three consecutive years prior to leaving their job to look after a child that has not yet completed the third grade or to care for a family member. If employees request such a reemployment, we will decide whether or not to rehire them after conducting interviews and health examinations.

(4) Management of Employee Health and Safety

In order for diverse human resources to fully exercise their talents, it is vital that a working environment be in place that allows employees to remain safe and healthy in their jobs. To ensure occupational health and safety, NTT Group observes relevant laws and regulations, such as the Labor Standards Act and the Industrial Safety and Health Law, and has also established its own Safety Management Rules and Health Management Rules with the objective of promoting safety and health management. In this way, the Group is working to better protect its employees’ safety and health and to advance initiatives targeting smooth business operations.

Prevention of Overwork

NTT Group implements measures to prevent employees from overworking and protect their health, including designating every Wednesday as a day on which employees should refrain from working outside business hours. Group companies are taking steps to ensure appropriate working hours and to prevent overwork, such as the use of log management, which records the time when employees log into and out of their computers.
In the fiscal year ended March 31, 2016, the average overtime hours worked per person over the year was 14.7.

Mental Health Care

To enhance the day-to-day management of the mental health of employees, NTT Group has established internal and external consultation services and is implementing mental health examinations and interviews regarding overwork. In addition, we offer periodic training to raise employee awareness.

Initiatives to Eliminate Accidents

In the fiscal year ended March 31, 2016, two severe accidents occurred during telecommunications-related works and repairs conducted by NTT Group or commissioned to partner companies. One accident entailed an individual falling during high-place work and the other involved an individual falling during nighttime work. Both accidents were the result of a failure to observe basic procedures. To prevent future accidents, we have taken steps to reconfirm and re-entrench basic procedures and redoubled efforts to understand potential dangers at worksites before beginning work and to raise caution. Initiatives such as these are being advanced through a Groupwide effort to raise the safety awareness of individuals and help all employees maintain a mindset that has not been dulled by familiarity.
In addition, we have designated one day each month as "Safety Day." This day is observed throughout NTT Group and involves all employees taking part in such activities as hazard prediction drills based on past accident cases. We have also installed frameworks to allow for details of accident occurrences to be quickly shared with workers to swiftly raise caution in on-site work. Furthermore, NTT Group institutes Safety Measure Reinforcement Periods, which it has been holding twice a year since the fiscal year ended March 31, 2015 (June 1–July 7 and December 1–January 15 of the following year, periods only held once a year previously). During these periods, we promote the understanding of safety measures to eliminate accidents through initiatives that include reconfirming previously established rules for preventing reoccurrence of past accidents and displaying standardized NTT Group safety posters.

  • * Severe accidents: Accidents in which an individual passed away or was rendered permanently unable to work
Enhancement of Employee Satisfaction

NTT Group strives to understand the obstacles to making working environments more comfortable for employees. As part of these efforts, we regularly conduct surveys of employees at Group companies and use the results to improve working environments. Results of the survey conducted at Group companies in the fiscal year ended March 31, 2016, showed the level of employee satisfaction at 3.88 out of 5.00 points, representing a year-on-year increase of 0.19 points.

Fiscal year ended March 31 2015 2016
Employee Satisfaction (Out of 5.00 points) 3.69 points 3.88 points
Turnover Rate

Human resources play a crucial role in the growth of companies and the advancement of corporate strategies, and the ability to secure talented human resources is vital for a company to achieve sustainable growth.
We collect data on the turnover rate at NTT Group’s 8 principal companies (including their affiliated companies). In the fiscal year ended March 31, 2016, the turnover rate was 8.5%*, improved 0.3 points year on year.

  • * Including employees retiring at the mandatory retirement age

Respect for Human Rights

NTT Group is expanding its global business in accordance with the Medium-Term Management Strategy, "Towards the Next Stage 2.0." As our business grows more global, it is crucial that we act in compliance with global expectations for human rights with regard to the rights of our employees worldwide as well as the various other people connected to NTT Group’s value chain.

The NTT Group’s Human Rights Charter

NTT Group realizes that one of its social responsibilities is to respect the human rights of employees and all of its other stakeholders. In 2014, the NTT Group’s Human Rights Charter was established to make clear our commitment to fulfilling this responsibility. This charter incorporates the ideals of such standards as the Guiding Principles on Business and Human Rights, which were approved by the United Nations Human Rights Council in 2011.
The human rights needing to be respected are defined in the charter as "internationally recognized human rights." We thus believe that the basis for standards of universal human rights is represented by the standards described in the Universal Declaration of Human Rights, the International Bill of Human Rights*, and the eight core conventions of the ILO Declaration on Fundamental Principles and Rights at Work. We expect all Group companies to observe these standards. As a new initiative in the fiscal year ending March 31, 2017, human rights management surveys will be conducted with regard to human rights. We will also continue efforts to ensure that the contents and principles of the NTT Group’s Human Rights Charter are understood and entrenched throughout the Group. At the same time, the Group will share this commitment to human rights with its various partners, working together with them to promote respect for human rights on a global basis.

  • * Name given to the United Nations General Assembly resolution consisting of the Universal Declaration of Human Rights; the International Covenant on Economic, Social and Cultural Rights; and the International Covenant on Civil and Political Rights
The NTT Group’s Human Rights Charter

We recognize that the respect for human rights is a corporate responsibility and aim to create a safe, secure and rich social environment by fulfilling our responsibility.

  • 1.We*1 respect internationally recognized human rights*2, including the Universal Declaration of Human Rights in all company activities.
  • 2.We responsibly respect human rights by efforts to reduce any negative impacts on human rights holders. We respond appropriately when negative impacts on human rights occur.
  • 3.We aim to not be complicit in infringing human rights, including being involved in discrimination, directly or indirectly.
  • 4.When negative impacts on human rights are done by a business partner and are linked to a product or service of NTT Group, we will expect the business partners to respect human rights and not to infringe on them.
  • *1 "We" means NTT Group and its officers and employees.
  • *2 "Internationally recognized human rights" are rights included in declarations and rules that form the basis for international standards of universal human rights throughout the world and specifically refer to the following.
    • United Nations (the Universal Declaration of Human Rights and the two Covenants on human rights)
      • The Universal Declaration of Human Rights (adopted by the United Nations General Assembly in 1948)
      • International Covenant on Economic, Social and Cultural Rights and the International Covenant on Civil and Political Rights (adopted by the United Nations General Assembly in 1966, in force from 1977)
    • International Labour Organization (eight core conventions of the ILO Declaration)
      • ILO Declaration on Fundamental Principles and Rights at Work (adopted at the 86th International Labour Conference in 1998) core conventions: Forced Labour Convention, Right to Organise and Collective Bargaining Convention, Freedom of Association and Protection of the Right to Organise Convention, Equal Remuneration Convention, Abolition of Forced Labour Convention, Discrimination (Employment and Occupation) Convention, Minimum Age Convention, and Worst Forms of Child Labour Convention

Measures for Strengthening Human Rights Management

A company that develops its business on a global scale must consider the impacts of its activities on the human rights of various stakeholders. To ensure that such consideration is entrenched throughout the organization, it is essential for a company to be aware of how its activities can and do impact the human rights of stakeholders.
As one facet of its activities to understand its impacts on human rights, NTT plans to conduct human rights management surveys of all Group companies, including those overseas, during the fiscal year ending March 31, 2017. These surveys are designed to determine what human rights issues are viewed as important to specific Group companies and how these issues are being addressed. The next step will be to perform assessments based on survey findings. In addition, we will examine the possibility of creating tools for checking human rights-related areas of operations while referencing reviews from external experts on these matters. Through these and other efforts, the Group will advance a concerted effort to strengthen human rights management, which will include the implementation of a PDCA cycle.

Cooperation with Business Partners

Companies have responsibilities with regard to their own activities as well as to activities related to their business across the value chain, spanning from upstream to downstream areas. It is therefore vital for companies to monitor the entire value chain to identify environmental, social, and governance (ESG) risks and impacts on the sustainability of operations.
NTT Group’s value chain extends to manufacturers of mobile phones and telecommunications equipment as well as to construction contractors, software developers, and other business partners. Furthermore, it can be expected that our value chain will become more even extensive in the future as we endeavor to grow our global business and expand the B2B2X model under the Medium-Term Management Strategy, "Towards the Next Stage 2.0." For this reason, NTT Group will need to step up its monitoring activities across the value chain.

Promotion of CSR Procurement

In recent years, a variety of supply chain issues have been exposed, including excessive work hours, child labor, unlawful disposal of chemicals, bribery, and other examples of malpractice. These issues have served to intensify society’s expectations for companies to fulfill their social responsibilities by complying with legal and social standards in their procurement activities.
In light of this situation, we formulated the NTT Guidelines for CSR in Supply Chain in December 2013 to guide our efforts as we work together with business partners, suppliers in particular, in order to conduct procurement activities in a socially responsible manner.
The NTT Guidelines for CSR in Supply Chain have been released in both Japanese and English and provided to our various suppliers in Japan and overseas. We have also disclosed the Procurement Policies and the Guidelines for Green Procurement.
The Guidelines for Green Procurement were established to stipulate concrete requirements related to the environment. We have also created the Energy Efficiency Guidelines for the same purpose.
In addition, aiming to procure products that are of high quality while also being safe and eco-friendly, we have formulated and released technical requirements that include provisions for helping lower environmental impacts. We ask all suppliers to adhere to these requirements.

Procurement Policies
  • 1.NTT will strive to provide competitive opportunities with fairness to both domestic and foreign suppliers, and to build mutual trust and understanding.
  • 2.NTT will conduct economically rational procurement of competitive goods and services that meet its business needs, deciding on suppliers based on quality, price, delivery times, and stable supply in a comprehensive manner.
  • 3.NTT will conduct procurement in a manner that follows laws and regulations as well as social norms, and takes the environment, human rights, and other issues into account to contribute to society.

Supply Chain Risk Assessments

NTT Group assesses social and environmental risks along the supply chain through supply chain CSR surveys using supply chain CSR promotion check sheets in order to confirm that suppliers are in compliance with its various guidelines and technical requirements.
Specifically, we check suppliers with regard to such factors as general environmental management, freedom of association, child labor, forced labor, prevention of discrimination, and general management, requesting further improvements where necessary. These surveys target tier-one suppliers but also include items confirming the supplier’s efforts to raise social responsibility awareness among tier-two suppliers. We thereby assess risks further upstream on the supply chain.
In the fiscal year ended March 31, 2016, 100% of tier-one suppliers asked to take surveys complied, and no high-risk suppliers were identified.

Cooperation with Suppliers

In addition to the above, we also conduct seminars and hold other forums for suppliers and present awards to suppliers that have provided us with improvement proposals related to such areas as environmental preservation. These activities help strengthen relationships with suppliers and facilitate efforts to cooperate with them in smoothing the process of procuring products that are considerate of the environment and human rights.