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Global communications are supported by 10,680 employees in
44 companies in respective areas around the world.
In 2002, NTT Communications launched the NTT Communications Women's Training and Advancement Plan with the aim of promoting a range of activities based on specific strategies and targets related to the employment, training, and advancement of women.
Our commitment to gender equality in the private sector has been recognized as a result of promoting measures based on this plan. In June 2004, NTT Communications was awarded "The Minister's Award of Excellence" by the Ministry of Health, Labour and Welfare, stating "NTT Communications' efforts to assist women in developing their professional skills are an example for others to follow, and their results are clearly recognized.
Furthermore, in July 2003, the government officially announced the Law to Promote Measures for the Support of Next-Generation Training Initiatives. Based on the provision of this law, the Company devised an action plan to support a suitable balance between work and home life.
In terms of career advancement, NTT Communications has appointed 128 female employees to management positions above the assistant manager level since 2002. The percentage of women in management as of the end of March 2006 was 3.0%.
Breakdown of Number of Employees and Newly Recruited Employees by Gender
(NTT Communications Corporation)
| Number of employees | 7,650 persons (Male: 90.4%; Female: 9.6%) (As of March 2006) |
|---|---|
| Newly recruited employees | 225 persons (Male: 70.7%; Female: 29.3%) (New employees who joined the Company in fiscal 2006) |
As indicated in the table on the right, NTT Communications has instituted a strong system of support for employees' childcare and eldercare duties, thereby empowering its people to strike a balance between the demands of work and home. In order to foster a workplace where employees feel encouraged to use these systems, the NTT Group has developed a website on its childcare/eldercare support programs. By accessing this site, employees can become familiar with the details of these programs as well as childcare, eldercare, and other social-service programs available from the public and private sectors. Consequently, it is being praised as a valued tool that facilitates smooth reinstatement of employees returning from leave. In this way, we are actively supporting the nurturing of children for the next generation, and in turn, addressing the need to resolve social issues concerning the declining birthrate.
Overview of Support System and Number of Employees Who Utilized the System in Fiscal 2005
(NTT Communications Corporation)
| Type of system | Overview | Number of employees who utilized the system (FY2005) |
|---|---|---|
| Maternity leave | 6 weeks before birth and 8 weeks after birth. | 53 persons |
| Childcare leave | Taking leave for up to 3 years from the date of a child's birth | 80 persons (including 1 male employee) |
| Special working system for childcare (Reduced work hours) | Reduced work hours for childcare until a child reaches the age of 7 (up until the first year-end of elementary school) (4-6 hours) | 60 persons (including 1 male employee) |
| Eldercare leave | For the care of elderly family members, employees may take up to 93 days as designated by law, plus 15 months in accordance with company rules, for eldercare leave. | 5 persons (including 2 male employees) |
| Reduced work hours for eldercare | For the care of elderly family members, employees may take up to 93 days as designated by law, plus 33 months in accordance with company rules (4-6 hours). | None |
"A bold decision to use the support system enabled me to strike a balance between my work and home life."
Tsuguo Komiya
Network Business Division
I have always wanted to raise a child together with my wife even before I got married. When my child was actually born, I strongly felt that there would never be a better time to be with my child. I discussed matters with my wife, who is also working, and we decided to alternately take childcare leave.
Specifically, after my wife returned to work following her childcare leave, from October 2004 I took leave for eight months when my child was 20 months old. Afterwards, I continued using the special working system for childcare, whereby I reduced my work hours to five hours and worked from 10 am to 4 pm until my child reached the age of three and a half years old. This made it possible for me to take my child to and from nursery school.
Raising a child has been much harder than I had imagined; however, such an opportunity provided by childcare leave enabled me to share the same burden, problems, and pleasure of raising a child with my wife, as well as gain an even greater sense of each other's thoughts and feelings. It was a great experience that nothing else can take the place of.
I appreciate my boss and colleagues for giving me their understanding and support in using this system.
NTT Communications has long been at the forefront of providing employment opportunities for persons with disabilities and diligently pursuing hiring targets mandated by Japanese law. Since the Company was founded, we have constantly expanded the number of persons with disabilities employed, as reflected by achieving continuous increases of 1.33%, 1.34%, and 1.41% in the employment rate of persons with disabilities in fiscal 2004, fiscal 2005 and as of June 2006, respectively. We will continue to undertake active measures to achieve the statutory employment rate.
As a company with network services as its core business, NTT Communications is constantly aiming to improve personnel and training systems, with respective departments working to achieve better communications and deeper emotional ties, thereby enabling each and every employee to bring out his or her individuality. To realize this objective, we have reviewed our Human Resource Management (HRM) and launched the "New HRM" policy in April 2006 accompanied by the keywords "Gemba skills and teamwork."
"New HRM"Human Resources Development Policy
Redefinition of Ideal Image of Personnel
Focusing on "Gemba skills"and "teamwork," we have redefined our ideal image of personnel as being an "on-site professional who takes pride in supporting customers backed by experience, practical technological capability, and skill,"and "personnel who can proactively make decisions and act as a team member along with maximizing added-value through team play."
Review of Recruitment Policy
As a replacement to the conventional approach to recruitment employed in each area of business, a new system will be launched to collectively hire personnel on a Company-wide basis, in which the Company seeks diverse personnel who can expand their own field of specialty and who can act proactively from Company-wide perspectives.
Review of Personnel Assignment and Development Policy
Based on the concept of "Professional growth through practices,"we have eliminated the system in which an employee is assigned to a certain position over the long term, and instead, are aiming to expand his or her perspective of business operations through the cross-sectional and Company-wide transfer of personnel as a general rule. We will in turn promote appointment to a management position followAing accumulated work experience in respective value chains.
Review of Goal Setting and Personnel Evaluation System
Based on a simple and easy-to-understand framework, we aim to realize goal setting and overall optimal goal orientation (teamwork) from the bottom up by reflecting voices from the workplace and improving day-to-day communication between managers and subordinates.
At NTT Communications, we have implemented an internal job posting system since 2001 in order to provide employees with opportunities to work in a desired position and become actively engaged in the promotion of business. Internal job postings within NTT Communications and the NTT Group are implemented approximately three times a year. Since this system maintains the confidentiality of employee applications and the position to which they wish to be assigned, it is widely used mainly by young people as a personnel scheme that aims to place the right people in the right jobs. This in turn enables employees to bring out their capabilities to the fullest in their professional areas of strength or in career areas in which they want to gain experience. Additionally, it is presumed to be an effective way of energizing the organization to establish an inviting workplace that attracts employees.
In fiscal 2005, the number of transferred employees using this system within NTT Communications and the NTT Group was 94 and 103 persons, respectively.
| Fiscal Year | 2001 | 2002 | 2003* | |||
|---|---|---|---|---|---|---|
| Number of applications | Transfers | Number of applications | Transfers | Number of applications | Transfers | |
| NTT Communications | 361 | 120 | 243 | 73 | 141 | 69 |
| NTT Group | - | 76 | ||||
| Fiscal Year | 2004 | 2005 | ||
|---|---|---|---|---|
| Number of applications | Transfers | Number of applications | Transfers | |
| NTT Communications | 176 | 88 | 173 | 94 |
| NTT Group | - | 92 | - | 103 |
* Job postings within the NTT Group were initiated from fiscal 2003.
We are seeking to enhance employee skills through providing a wide variety of training programs tailored to personnel development, including training for new employees and junior staff as well as general training and management training. We view training as a supplement of "on-site practices," whereby training based on the Career Development Plan (CDP) of each employee is determined upon consulting with his or her supervisor. To ensure a conducive environment in which training can be successfully completed, respective employees and supervisors both take responsibility for doing so.
Furthermore, rotational training for new employees is being implemented to enable them to gain experience in related departments that mainly involve contact with customers. This in turn allows them to gain experience in different cross-related operations and ultimately contributes to strengthening on-site capabilities and people skills. In this way, we are undertaking efforts to nurture employees capable of considering internal operations from a broad perspective.
| Trainings at Azabu Seminar House* | Trainings at external facilities | Schooling |
|---|---|---|
| 5,271 persons | 2,930 persons |
1,721 persons |
* NTT Communications·training facility
■Participation of Top Management in Training Activities
NTT Communications actively organizes opportunities to enable senior management executives to participate in training and directly discuss management issues with trainees. For example, in February and March 2006, dialogue meetings where management responds to employees' questions were conducted for members of top management and employees who joined the Company from fiscal 2000 to fiscal 2002 and had little daily contact with the management.
Since employees were highly interested in the opportunity of sharing the Company's management issues and directly exchanging opinions with senior executives, we will actively promote the participation of top management in the future.
Number of Dialogue Meetings Held in FY2005: 3/ Number of employee participants: 237 persons
(NTT Communications Corporation)
Reference
| February 27, 2006 | 97 persons (mainly employees who joined the Company in FY2001) |
| February 28, 2006 | 99 persons (mainly employees who joined the Company in FY2002) |
| March 2, 2006 | 41 persons (mainly employees who joined the Company in FY2000) |