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We aim to realize diverse workstyles geared to ensuring quality of life.

In order for us to tackle the social issues stemming from a declining birthrate and aging population, we need to create working styles that meet the individual needs of employees. Therefore, we are advancing various reforms toward becoming a leader in terms of work style innovation.

Continuously Implementing Work Style Reforms in Stages

In 2012, we participated in the Tokyo business model program for work style reforms, which was the catalyst that drove us to make our own such reforms. In the beginning (STEP 1), the focus was on reducing paper usage and reforming our meetings. In 2014, we moved to the next phase (STEP 2) and worked on productivity and working hours reduction by implementing technological solutions to create smart device-enabled environments.

Continuously Implementing Work Style Reforms in Stages

Working Hours Reduced and Employee Satisfaction Increased with Three Areas of Focus

We are currently on the third phase (STEP 3). Based on our belief that feeling satisfied in a “lifestyle” will also lead to feeling satisfied at “work,” we push forward with our reforms focusing on three areas: 1) policies and rules, 2) environment and tools,and 3) awareness and culture. In 1, we updated our work-from-home policy, which was previously limited to those with childcare and nursing care needs, and made it available to all employees, and made flextime also available to all, to open up new working style options adequate for our diverse workforce. In 2, we established a new IT environment that enhances collaboration and leveraged digitization to promote automation, optimization, and labor-saving in business operations.Here we also facilitated better working hour management by combining our attendance management systems. In 3, we are working on awareness-raising activities with both top-down and bottom-up approaches, such as periodic communication from management and employee-led events. Our ongoing work style reform activities based on these three focus areas have allowed us to achieve a reduction in working hours and raise employee satisfaction. With the aim of becoming the most innovative company for employee work styles, we are accelerating our actions, including the creation of off-site workspaces in karaoke rooms by partnering with other companies. Moreover, our head office will move into a new building in January 2019,with Wi-Fi in all rooms as well as other features, enabling our employees to work more efficiently.

NTT Communications’ Actions toward the SDGs

The NTT Communications Group contributes to achieving the SDGs by making extensive use of ICT to provide innovative services while continuously taking on challenges with a firm eye on what lies ahead.

Contribution to SDGs through Work Style Reforms

  • The goal of our work style reforms is satisfying each individual “lifestyle” of our employees. The happiness of our employees will lead to the happiness of their families and of people around them. This will, in turn, generate motivation for work.

  • We are driven to create a work environment that allows our employees to work flexibly and stay with us for a long time over their life events. This contributes to the goal of creating a sustainable society.

  • We strive to be the leading company of work style reforms through the use of the latest ICT. We challenge ourselves to invent new services and solutions that change how work is done in Japan and push forward with our reforms through collaboration within and outside our organization.

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