Slide 1: ESG approaches (environment, social, and governance)
ESG approaches (environment, social, and governance)
Slide 2: 1. Strengthening corporate governance
1. Strengthening corporate governance
Slide 3: External evaluation of ESG
External evaluation of ESG MEMBER OF 2018 Constituent MSCI 2 Msci¥v/tvesG Dow Jones | ; eb7k- J—-9—288 Sustainability Indices In Collaboration with RobecoSAM «@ LAS S&P/JPX & a { aA-—mhy »: LItyIvk EL FTSE Blossom Japan FTSE4Good
Slide 4: Strengthening ESG approaches using the DJSI
Strengthening ESG approaches using the DJSI 2013 2014 2015 2016 2017 2018 2019 Infiltration of Infiltration of the CSR Charter (various training sessions, etc.) principles Establishment of a next action plan Promoting CSR Handling new issues Establishment of a roadmap Handling Promoting CSR strategy
Slide 5: Dow Jones Sustainability Indices 2013→2019
Dow Jones Sustainability Indices 2013→2019 （Ｅ） （Ｓ） （Ｇ） 総合 100 90 80 70 60 50 NTT was included 40 in the DJSI World 30 in 2018 and 2019. 20 10 0 Environment Dimension Social Dimension Economic Dimension Total Score 2013Average 2013 Average 2013Best Score 2013 Best 2013NTT 2013 NTT 2019NTT 2019 NTT 5
Slide 6: Issues concerning governance
Issues concerning governance Increasing the number of outside board members Number of Diversifying board executive members positions Issues Increasing the Succession transparency plan of executive compensation Performance- Effectiveness based assessment compensation of the Board 6
Slide 7: Efforts for each issues
Efforts for each issues The number of outside board members was increased by two to four. Increasing the number of outside board - Two females were nominated as board members members. Number of Diversifying - Three foreign nationals were board executive members positions nominated as board members o
Slide 8: 2. Diversity (Women’s empowerment, Diverse human resources and work-style reforms)
2. Diversity (Women’s empowerment, Diverse human resources and work-style reforms)
Slide 9: (1) Global Gender Gap Index (GGGI)
(1) Global Gender Gap Index (GGGI) 9
Slide 10: Global Gender Gap Index (GGGI)
Global Gender Gap Index (GGGI) Iceland 1st ・ ・ France 12th Germany 14th Britain 15th Canada 16th ・ ・ ・ ・ United States 51st Japan ranked lowest ・ ・ among the Group of Seven Italy 70th ・ ・ nations. ・ ・ Japan 110th ・ ・ Yemen 149th Source: The Global Gender Gap Report 2018, World Economic Forum 10
Slide 11: GGGI for Japan
GGGI for Japan The main factor is a gender gap in terms of Economy and Politics. 健康 (41st) - Sex ratio at birth Health 0 - Healthy life expectancy 30 60 90 120 経済 Economy 150 教育 Education (117th) (65th) - Female literacy rate - Female net primary/ secondary/ gross tertiary - Estimated earned income
Slide 12: Average salary at NTT
Variable for “Economy” Average salary at NTT - Estimated earned income - Legislators, senior officials, and managers - Professional and technical workers Managers Non-Managers Employees 1 0.8 There is almost 0.6 no gender gap in 0.4 terms of salary. 0.2 0 Males Females Males Females Average age: 46.
Slide 13: Ratio of female managers at NTT
Variable for “Economy” Ratio of female managers at NTT - Estimated earned income - Legislators, senior officials, and managers - Professional and technical workers Managers Non-Management Employees 35% 33% 30% Both ratio of 25% female managers & 20% 17% non-management 15% employees are about 12% 10%
Slide 14: Ratio of female managers in the NTT Group
Ratio of female managers in the NTT Group (Targeted ratio) 10％ or higher Plan to double the ratio of female managers 5.7% (1,468 persons) 2.9% (717 persons) 2012 2018 2025 Ratio of female employees to all employees: 13.8％ 17.0％ 22.1％ 14
Slide 15: Ratio of female researchers at NTT
Variable for “Economy” Ratio of female researchers at NTT - Estimated earned income - Legislators, senior officials, and managers - Professional and technical workers 30% 30% 26％ 25% 25% 20% Average 20% 15% ↓ 15% 10% 9% 10% Actively hiring 10% 5% female researchers 5% 0% 0% 2016 Nationwide 2016 NTT
Slide 16: (2) NTT’s diverse human resources and work-style reforms
(2) NTT’s diverse human resources and work-style reforms 16
Slide 17: Diverse human resources
Diverse human resources Turning non- regular LGBT people, employees into regular etc. employees Expand the system applicable to More than 40,000 spouses to all partners (2018) in 8 years (2012-2019) People with Foreign disabilities employees 40% 2.43% (120K/ 300K employees) *Legal ratio of employmen
Slide 18: Efficiency improvement and work-style reforms
Efficiency improvement and work-style reforms Stay-home/ Robotic Process Remote work Total working Automation system hours (RPA) Introduction of 27,000 employees 1,836 hours (FY2018) (FY2018) 15,000 robots ※General survey on Diverse ways of working, ※General survey on Working hours, Tokyo Metropolit
Slide 19: For further growth
For further growth - Operational Diverse efficiency Work styles / improvement human Management - Productivity resources reforms enhancement Use of RPA, AI, etc. A company where employees create innovation and have high levels of job satisfaction 19
Slide 20: Strengthening energy business for the environment
Strengthening energy business for the environment Participating in Membership Launching new energy business through of international initiatives, NTT Anode Energy Corporation EP100 and EV100, for energy efficiency etc. Green power generation business - Supplying power using renewable energy Advanced