ESG approaches (environment, social, and …...Turning non-regular employees into regular employees...
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ESG approaches (environment, social, and governance)
Transcript of ESG approaches (environment, social, and …...Turning non-regular employees into regular employees...
ESG approaches
(environment, social, and governance)
1. Strengthening corporate governance
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External evaluation of ESG
2013 2014 2015 2016 2017 2018 2019
Infiltration of
principles
Handling
important
issues
Enhancing
information
disclosure
CSR
promotion
DJSIScore
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Strengthening ESG approaches using the DJSI
Handling new issues Governance, renewable
energy, etc.
New: Asia Pacific Asia PacificNew: World
Promoting CSR strategy
(domestic)
Promoting CSR
strategy
(domestic/overseas)
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100
Asia Pacific Asia Pacific Asia Pacific Asia PacificWorld
Infiltration of the CSR Charter (various training sessions, etc.)
Revision of the CSR Charter
Revision of the Charter
CSR Conference (every year)
CSR Award (every year)
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Data processing▲ ▲Information disclosure
Expanding information disclosure and improving accuracy (PDCA cycle management)
Determining disclosure items and policies
Strengthening transmission of information on CSR activities
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76 81 83 84
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Environment Dimension Social Dimension Economic Dimension Total Score
2013Average 2013Best Score 2013NTT 2019NTT
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10
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30
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Environment Dimension Social Dimension Economic Dimension Total Score
2013Average 2013Best Score 2013NTT 2019NTT5
Dow Jones Sustainability Indices 2013→2019
（Ｅ） （Ｓ） （Ｇ） 総合
2013 Average 2013 Best 2013 NTT 2019 NTT
NTT was included
in the DJSI World
in 2018 and 2019.
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Issues concerning governance
Issues
Increasing the number of outside board members
Diversifying executive positions
Increasing the transparency of executive compensation
Effectiveness assessment of the Board
Performance-based compensation
Succession plan
Number of board members
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Efforts for each issues
Issues
Increasing the number of outside board members
Diversifying executive positions
Increasing the transparency of executive compensation
Effectiveness assessment of the Board
Performance-based compensation
Succession plan
Number of board members
- Two females were nominated as board
members.
- Three foreign nationals were
nominated as board members of the
intermediate holding company for global
operations.
The number of outside board members was
increased by two to four.
KPI assessment was
revised.
- Questionnaire surveys were conducted.
- Meetings were held to exchange opinions with outside
members of the Board and Audit & Supervisory Board
members.
Disclosed information was revised.Succession plan was disclosed.
2. Diversity(Women’s empowerment,
Diverse human resources and work-style reforms)
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(1) Global Gender Gap Index (GGGI)
Global Gender Gap Index (GGGI)
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Japan ranked lowest
among the Group of Seven
nations.
Source: The Global Gender Gap Report 2018, World Economic Forum
1st・
12th14th15th16th・・
51st・
70th・・
110th・
149th
Iceland・FranceGermanyBritainCanada・・United States・Italy・・
Japan・Yemen
GGGI for Japan
The main factor is a gender gap in
terms of Economy and Politics.
Source: The Global Gender Gap Report 2018, World Economic Forum
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30
60
90
120
150
健康
教育
政治
経済 Education
(65th)
Economy
(117th)
Politics (125th)
Health (41st)
- Estimated earned income
- Legislators, senior officials, and managers
- Professional and technical workers
- Females in parliament
- Females in ministerial positions
- Years with female head of state
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- Female literacy rate
- Female net primary/ secondary/ gross tertiary
enrolment rate
- Sex ratio at birth
- Healthy life expectancy
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0.2
0.4
0.6
0.8
1
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Average salary at NTT
Managers Non-Managers
Employees
Males Females Males Females
Variable for “Economy”- Estimated earned income- Legislators, senior officials, and managers- Professional and technical workers
Average age: 46.3 / 44.6 37.4 / 35.6
There is almost
no gender gap in
terms of salary.
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Ratio of female managers at NTT
12%
33%
6%
17%
0%
5%
10%
15%
20%
25%
30%
35%
Nationwide NTT Nationwide NTT
Both ratio of female managers &non-management
employees are about half the nationwide ratio.
Variable for “Economy”- Estimated earned income- Legislators, senior officials, and managers- Professional and technical workers
Managers Non-Management
Employees
Data on managers Source: International Labour Organization (ILO), 2018
Ratio of non-management employees Source: Labour Force Survey for 2018, Statistics Bureau, Ministry of Internal Affairs and
Communications
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Ratio of female managers in the NTT Group
10％ or higher
Plan to double the ratio of female managers
2012 2018 2025
2.9%(717 persons)
5.7%(1,468 persons)
(Targeted ratio)
Ratio of female employees to all employees:13.8％ 17.0％ 22.1％
0%
5%
10%
15%
20%
25%
30%
2019 NTT新卒採用
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Ratio of female researchers at NTT
Average
↓
Actively hiring
female researchers9%
10%
0%
5%
10%
15%
20%
25%
30%
2016 日本 2016 NTT
26％
Variable for “Economy”- Estimated earned income- Legislators, senior officials, and managers- Professional and technical workers
2016 Nationwide 2016 NTT 2019 NTT hiring
Source: Report on the Survey of Research and Development for 2016, Ministry of Internal Affairs and Communications
*In this survey, “researchers” are persons who have completed university courses (excluding two-year college courses) or
have equivalent or more expert knowledge. They are engaged in research with specific themes.
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(2) NTT’s diverse human resources
and work-style reforms
Diverse human resources
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Foreign
employees
40%(120K/ 300K employees)
People with
disabilities
2.43%
Turning non-regular employees into regular employees
More than 40,000 in 8 years (2012-2019)
LGBT people,
etc.
Expand the system applicable to spouses to all partners (2018)
*Legal ratio of employment of people with disabilities: 2.2%
Efficiency improvement and work-style reforms
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Stay-home/
Remote work
system
27,000 employees
(FY2018)
Robotic Process
Automation
(RPA)
Introduction of
15,000 robots
Total working
hours
1,836 hours (FY2018)
Paid holidays
Childcare leave
by male
employees96.4%(FY2018)
58%(as of the end of December 2018)
※Basic Survey of Gender Equality in Employment Management, Ministry of Health, Labour and Welfare,
Childcare leave by male employees; 6％
※General survey on Diverse ways of working,Tokyo Metropolitan Government, Ratio of companies
had introduced such systems in Tokyo; 19%
※General survey on Working hours, Nippon Keidanren (Japan Business Federation);
1,998 hours (FY2018)
※General survey on Working Conditions,
Ministry of Health, Labour and Welfare; 51％
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For further growth
A company where employees create
innovation and have high levels of job
satisfaction
Diverse
human
resources
- Operational
efficiency
improvement
- Productivity
enhancement
Use of RPA, AI, etc.
Work styles /
Management
reforms
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Strengthening energy business for the environment
Participating in Membership
of international initiatives,
EP100 and EV100,
for energy efficiency etc.
Launching new energy business through
NTT Anode Energy Corporation
Green power generation business- Supplying power using renewable energy
Advanced EV (electric vehicle)
station business- Providing charging infrastructure utilizing storage battery / charger
・・
