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NTT Communications

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NTT Ltd.

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Respect for Human Resources

People

While carrying out the responsibilities of companies, employees independently aim for their own happiness and development and are partners that grow with those companies. At the NTT Communications Group, we have measures in place to nurture talented employees with a keen awareness of globalization to grow together with our employees. Over the past few years, attention worldwide has focused on diversity in management as more emphasis is placed on supporting the wellbeing of employees and turning diversity into a competitive advantage. As more women join the workforce and new working styles are adopted, NTT Communications is trying out various new measures, including personnel exchanges around the world.

  • Our Ambition
  • A society where everyone acknowledges and lifts each other higher
  • Targeted SDGs

Human Resource Development

Our Approach

A company that invests in human resource development and building sustainable, mutually beneficial relationships with its employees is the foundation for achieving SDG 8 “Decent Work and Economic Growth.” These are important management issues. Our goal is to develop our employees so that they become capable of independently operating our businesses. To that end, we have positioned our Professional Human Resource Development Program as the main pillar of our human resource development policy and encourage all Group companies to take advantage of it.
Under the program, we first define the ideal employees and visualize the required skillsets.
We then assess each individual’s skills and identify current gaps. Finally, we take these into consideration when assigning duties and reviewing training needs.
This is a virtuous cycle that supports continuous growth.
The implementation rate for our Professional Human Resource Development Program reached virtually 100% in fiscal 2010 and remains steady. We have also achieved solid progress in both raising employee skills and increasing the number of senior rank employees.
To boost competitiveness by accelerating digital transformation, we are currently promoting measures that emphasize the development of personnel who can drive digital transformation. While maintaining our belief that practical experience is the most effective, we will particularly develop human resources that strengthen specialist expertise with a view toward cultivating human resources in line with our mediumterm growth strategies.

Primary Concept

Customer needs are becoming more diverse, sophisticated,and complex, and the pace of transition into new businesses and new consumption models is accelerating.
Given thesechanges in the operating environment and customer needs, NTT Communications is investing in developing its frontline professionals to be more globally competitive. Specifically,we have established nine specialized categories for our professional human resources.
For each category, we have identified necessary skill standards from both internal and external perspectives, including applied expertise, experience and skills, ability to communicate with employees on-site, and specialization. In this way, we help each employee to become an expert in their specialized category.
We flexibly revise these specialized categories and the skill standards on an ongoing basis while also taking into account changes in the market and evolving operational strategies.

Respect for Diversity and Equal Opportunities

Our Approach

The NTT Communications Group focuses on creating workplaces that allow personnel with diverse backgrounds to work to the best of their ability, regardless of gender, sexual orientation or sexual identity, age, birthplace, nationality, or disability.
We established the Diversity Promotion Office in April 2008, and our diversity-related initiatives have mainly focused on supporting career development for women and hiring people with disabilities as well as work style reforms and establishing a shared understanding of diversity in the workplace.
The general public has demonstrated particular interest in promoting active roles for women.
For example, in Japan more advanced measures are being implemented through public-private partnerships based on the Act of Promotion of Women’s Participation and Advancement in the Workplace.
On a global scale, corporations are expected to lead by example to achieve SDG 5 “Gender Equality.” To this end, we are taking steps to advance in this area as well.
In addition, given the increased globalization of our own business activities, we are also advancing diversity in terms of nationality.
In response, we have been working to expand the scope of Global Human Resource Management (GHRM) since 2010.
In 2016, we created a position in the Human Resource Department so that someone would be specifically responsible for driving GHRM-related initiatives together with offshore representatives.
Diversity promotion is thus positioned as being essential for the sustainable development of business.
In order for diversity to take root, top management shares diversity messages in and outside of the Group.

Primary Concept

To respond to diversifying customer needs, the NTT Communications Group is striving to create a work environment that encourages employees with different personalities and backgrounds to work together.
This maximizes their abilities as they deliberate over values and generate ideas that open up new business opportunities.
Therefore, we are actively promoting and disseminating diversity across the organization.

Diversity Promotion

Promotion of Diversity Fundamental Policy
  • ・Foster a corporate culture that leverages employee diversity to achieve targets stated in management strategies
  • ・Continue to create environments that allow employees to perform at their full potential to develop human resources who further their own transformation and creativity
Diversity and Inclusion Trends
Diversity Promotion Office established

Maintaining and Improving Employee Health

Our Approach

The concept of “decent work” as declared by the International Labour Organization (ILO) at the 1999 International Labour Conference has been widely adopted by many global corporations, with the goal of implementing human resources and occupational safety and health initiatives to ensure that employees find satisfaction and human dignity in their work. In addition, spurred on by SDG 8 “Decent Work and Economic Growth,” there has been a greater public expectation for building a framework in which people can lead healthy, satisfying lives that include working.
Thoroughly implementing occupational safety and health policies is clearly a key to establishing work environments in which employees can perform to the best of their abilities.
However, we have always believed that another factor is just as important: ensuring that the work environment is and remains a place that allows employees to lead healthy and satisfying working lives.
We therefore value both respect for work-life balance and the thorough implementation of occupational health and safety practices. These provide the pillars for our actions directed toward maintaining and improving employee health.

Primary Concept

The Work-Life Committee at NTT Communications, established to create more satisfying workplaces and help employees improve their work-life balance, is the core organization for advancing Groupwide initiatives in this area.
The committee, comprised of management and employee representatives, continually strives to implement a range of measures for realizing work styles that are more efficient and productive while also ensuring that duties are carried out effectively and thoroughly.
In fiscal 2018, we sought to promote the use of remote working systems, including flextime and teleworking, which had been introduced across the Group in the previous fiscal year.
With particular respect to remote working, we accelerated the pace of employee use of the system by actively participating in the Telework Days national campaign, spearheaded by Japan’s Ministry of Internal Affairs and Communication to promote teleworking as part of the government’s work style reforms.
We also developed initiatives to raise awareness of efforts to encourage leaving work at standard times by such measures as designating promotional months, early planning of annual leaves, and periodic distribution of e-mail newsletters that feature improving work efficiency and communications.

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