In 2005, NTT DATA was engaging in workstyle innovation, aiming to become a company that provided its customers with change through IT in accordance with its Group Vision at the time, “Global IT Innovator.” Starting in fiscal 2018, we have changed our Group Vision to“ Trusted Global Innovator” and are continuously working to provide this innovation, currently through changes in our workstyles and how they affect our customers. Our workstyle reforms involve more than just simply reducing working hours; while raising their own work quality, all employees are making time within their days to aim for self-actualization. By using this time effectively, they are achieving growth and making continuous and active contributions, helping us to achieve our goal of maintaining a strong level of competitiveness. At the same time, NTT DATA is implementing health management practices, and aims to become a “Companies ＇to be elected’ in the Labor Market” by improving systems and working environments, improving development productivity, and correcting long working hours through cooperation with customers and business partners. We will continue to grow by having our employees and the company influence each other positively.
[WEPs Principle 2] Treat all Women and Men Fairly at Work without Discrimination
Starting from fiscal 2019, we have introduced the self-innovation time initiative, in which employees spend a part of their work hours on the innovation domain, such as enhancement of digital and global skills, innovation of workstyles by taking advantage of digital tools, and sharing of knowledge across the Company and with other organizations. As the common KPI for all organizations within the Company, we aim to take 40 hours of self-innovation time per employee in fiscal 2019.
In the IT industry, long working hours are an ongoing problem. NTT DATA is promoting efforts aimed at decreasing total working hours based on the appropriate management of working hours.
Up to now, we have sought to manage working hours by recording computer log on and log off times and managing working hours using smartphones to log start and stop times. We have also set reduction targets for total working hours at each workplace and promoted the consideration and implementation of measures for attaining the targets. We report the progress toward the achievement of the reduction targets for each organization to the top management every quarter. Additionally, we have implemented a plan-do-check-act (PDCA) cycle, through which we continuously review and improve initiatives. In this way, we achieved the target for fiscal 2018 to reduce our average annual working hours to 1,890 per employee.
In addition, we are using RPA (robotics process automation) and AI in our operations to improve the sophistication of operations and work quality. As a result of our ongoing efforts to improve productivity, per capita labor productivity in fiscal 2018 increased by 22% compared to fiscal 2013.
NTT DATA promotes work–life balance for its employees by encouraging them to be proactive in taking paid refreshment leave*1 and anniversary leave*2. As a result of our promotional eff orts, employees took an average of 17.6 days of paid leave per person in fiscal 2018 (Non-consolidated). Moving forward, we will continue to incorporate various policies and measures while working to increase employee utilization of paid leave.
By using the BI platform Tableau, we also visualize the analysis results of data related to working hours in a secure and timely manner and share them within the Company. We use AI to detect the indication of long working hours and drive forward initiatives to prevent overwork.
NTT DATA has operated a teleworking employment program since February 2008 as one specific strategy aimed at workstyle reform. In April 2018, we revised our teleworking system to increase policy flexibility regarding where and for how long our employees can utilize teleworking. These revisions included removing limits on the number of teleworking days and allowing employees to telework in places other than their homes. Currently, about 90% of NTT DATA employees are taking advantage of this system. Additionally, we have encouraged workstyle reform by establishing flexible time policies; more than half of our employees utilize our flex-time system, which began in April 1993, and our discretionary work system, which began in December 2010. Furthermore, we are establishing new infrastructure by moving our development environment to the cloud and implementing teleconferencing. Moving forward, we will continue to promote workstyle reforms that enable our diverse human resources to contribute actively.
|Participants in the initiative
|Shifting commuting times by taking advantage of discretionary work and flex-time systems||31,200 people|
|Taking time off for annual paid leave and summer vacations||15,700 people|
NTT DATA continues to promote measures related to workstyle innovation. As a company that broadly deploys IT services that support corporate workstyle reforms, we are also contributing to workstyle innovation in Japan.