Human Resources Development and Evaluation

We launched our Human Resource Management (HRM) policy in April 2006 to draw on employee experience and encourage teamwork. This policy encourages continuous improvement, by defining ideal employees and desired skills, assessing individuals' skills to identify areas needing improvement, and creating an effective job assignment and training plan to close the skill gap.
In fiscal 2009, we extended our training framework to seconded employees from other Group companies. Through this initiative, training guidelines at Group companies are gradually being set, and training was newly provided to 1,070 seconded employees at 32 Group companies.
We plan to promote human resource development based on our HRM policy, and aim to reinforce business competitiveness brought on by accelerating company's globalization.

Global HRM Initiative

Diversity management is attracting attention as a means to utilize various concepts of values from a diverse workforce. NTT Communications and its entire Group believe that by engaging in HRM from a global perspective, it will lead to resolving management issues.
In fiscal 2009, we encouraged global HRM through the following measures and are continuing to implement them throughout our operations.
1. Promote the global use of human resources (by increasing opportunities for international exchanges and transfers between overseas subsidiaries.)
2. Offer individual opportunities for personal growth (by expanding our training programs.)
3. Aim for the integration and support of teamwork throughout the entire Group (by promoting a collective philosophy and vision.)

Training Systems

We improve employee skills and encourage career development through an array of training programs.
We provide rotational training for new employees, mainly in business units that deal directly with customers. The goal here is to cultivate customer-oriented mindsets and encourage these employees to gain objective perspectives on individual operations. After the junior training period, employees move to the professional human resources development program, where they discuss their career development plans with supervisors and choose courses accordingly.
After an employee has been with us for three years, we encourage their development as a professional human resource and their growth through real onsite experience based on employee Career Development Plans. In fiscal 2009, we established the “Mid-Career Training” program for employees in their fifth year with the company who has reached the point where the promotion of hands-on mid-management experience is needed.
We develop practical and systematic training menus, partly based on employee survey results.

Overview of Training Programs

Click here for an enlarged diagram of our training system.

Number of Employees Trained

	January through December 2007	January through December 2008	January through December 2009
Employees undertaking group training	6,173	4,052	2,817
Employees trained at external facilities	3,194	2,827	2,762

*Scope: NTT Communications (non-consolidated)

Top Management Involvement in Training Programs

We also hold training classes for second-year employees, new section chiefs, new managers, and second-year managers' opportunities to reflect upon what they have learned so far. We offer opportunities for our senior executives to participate in the trainings and discuss management issues directly with employees.
Participants greatly value the discussions about management specifics. We will arrange more such gatherings in the years ahead.

Meetings for Dialog Between Senior Management and Employees

	Fiscal 2007	Fiscal 2008	Fiscal 2009
Meetings for dialog	11	12	12
Number of participants	990	817	833

*Scope: NTT Communications (non-consolidated)

Internal Job Posting System

We established this system to provide employees challenging opportunities to maximize their potential in a wide range of fields. An internal job posting system has been introduced for jobs within the NTT Communications Group and NTT Group, and is widely used particularly by younger employees who are in the earlier stages of their career.
We will continue to use this system to help employees build their careers and energize the entire organization.

Employee Transfers

	Fiscal 2007		Fiscal 2008		Fiscal 2009
	Number of applications	Number of transfers	Number of applications	Number of transfers	Number of applications	Number of transfers
Within NTT Coms Group	140	71	40	19	9	3
To other NTT Group companies	152	108	163	69	132	54

*Scope: entire NTT Group

Personnel Evaluation

To further motivate our employees, we introduced a performance evaluation and compensation system that values results. This system places importance on fairness and transparency, and does not tolerate discrimination of any kind, including, for example, gender-based discrimination.
Accurately assessing employees' performance against their goals is a crucial aspect of this system. Therefore, after voluntarily setting their own goals and assessing their results, employees participate in semiannual performance review meetings with their supervisors to ensure agreement on the results of their job performance evaluation.
In April 2010, we revised our training program to develop truly capable workers by establishing a set training period for younger employees, and to better evaluate the duration and enthusiasm of their challenges.

Number of Total Employees and New Employees

	Fiscal 2007	Fiscal 2008	Fiscal 2009
Number of employees	8,550	8,360	8,350
Male	7,650	7,455	7,410
Female	900	905	940

*Scope: NTT Communications (non-consolidated), excluding seconded employees