Employee Data
Diversity Indicator
Indicators | FY2023 | |
---|---|---|
Female share of total workforce | Consolidated | 32.4% |
Females in all management positions, including junior, middle and senior management (as % of total management workforce) | Consolidated | 21.5% |
Females in junior management positions, i.e. Practical supervisor (as % of total junior management positions) | Non-consolidated | 12.8% |
Females in top management positions, i.e. maximum two levels away from the CEO or comparable positions (as % of total top management positions) | Non-consolidated | 27.3% |
Female managers in profit center departments (e.g. sales) (as % of total all female managers (excluding support departments such as HR, IT, and legal affairs)) | Non-consolidated | 9.1% |
Females in STEM-related positions (as % of total STEM positions). | Non-consolidated | 25.0% |
Employment rate of people with disabilities | Non-consolidated | 2.50% |
New Hires
FY2020 | FY2021 | FY2022 | FY2023 | |||
---|---|---|---|---|---|---|
Number of newly recruited graduates | Non-consolidated | 477 | 511 | 548 | 674 | |
Men | 312 | 340 | 355 | 403 | ||
Women | 165 | 171 | 193 | 271 | ||
Number of mid-career hires | 325 | 314 | 507 | 565 | ||
Men | 250 | 246 | 381 | 411 | ||
Women | 75 | 68 | 126 | 154 | ||
Total number of hires | 802 | 825 | 1055 | 1239 |
Employee Data
FY2020 | FY2021 | FY2022 | FY2023 | ||||
---|---|---|---|---|---|---|---|
Number of employee separations (Turnover rate) |
Non-consolidated | 455 | 547 | 612 | 616 | ||
3.8% | 4.2% | 4.6% | 4.4% | ||||
Men | 381 | 457 | 503 | 521 | |||
(Turnover rate) | 4.1% | 4.5% | 4.9% | 5.0% | |||
Women | 74 | 90 | 109 | 95 | |||
(Turnover rate) | 2.8% | 3.2% | 3.6% | 2.9% | |||
Number of voluntary turnover (Turnover rate) |
265 | 372 | 441 | 416 | |||
2.2% | 2.9% | 3.3% | 3.0% | ||||
Men | 204 | 293 | 339 | 335 | |||
(Turnover rate) | 2.2% | 2.9% | 3.3% | 3.2% | |||
Women | 61 | 79 | 102 | 81 | |||
(Turnover rate) | 2.3% | 2.8% | 3.4% | 2.4% | |||
Ratio of basic salary per employee and remuneration of women to men*1 | Managers | Basic salary (Women : Men) | 1 : 1.04 | 1 : 1.05 | 1 : 1.06 | 1 : 1.07 | |
Remuneration (Women : Men) | 1 : 1.04 | 1 : 1.05 | 1 : 1.07 | 1 : 1.09 | |||
Non-managerial employees | Basic salary(Women : Men) | 1 : 1.16 | 1 : 1.16 | 1 : 1.15 | 1 : 1.15 | ||
Remuneration (Women : Men) | 1 : 1.17 | 1 : 1.16 | 1 : 1.16 | 1 : 1.14 |
- *1 We have a single pay scale for men and women. Differences are due to age and job grade.
Status of Human Resources Development
FY2023 | |||
---|---|---|---|
Average annual training | Hours per employee(Hours) | Consolidated | 40 |
Cost per employee(Yen) | Consolidated | 111,000 |
Employee Development Programs
Program1 | Program2 | |
---|---|---|
Name & Description of the program | Program Name: Program for cultivating digital human resources We are strengthening the development of human resources who could lead digital businesses and are providing the following program: ・Digital Boot Camp: A two-month intensive program aimed at acquiring digital skills |
Program 2 Program Name: GLP (Global Leadership Program) We have been conducting a program globally, together with Group companies across the world, for potential senior management at the headquarter and overseas OpCos aimed at leadership skills and networking to develop next-generation global leaders. |
Description of program objective/business benefits | The training program reflects the company's practical expertise and provides practical training to learn the latest technologies, enabling our employees to expand the businesses and provide high-quality services using advanced technology | By developing next-generation global leaders, we enable ourselves to contribute to expanding our business performance in the global market |
Quantitative impact of business benefits (monetary or nonmonetary) | We contribute to business expansion by nurturing cutting-edge technical experts, and by accelerating the use of advanced technologies in business, we achieved the highest evaluation* in the market position in the field of generative AI in 2023, with 200 advanced case studies proposed, 140 software development proposals and applications, and more than 10 generative AI-related assets created in 2023.
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In GLP, participants consider issues related to both global and local strategies and independently consider what is needed and what they should do to realize "One NTT DATA" both globally and locally. 930 employees have completed these types of global programs (33 employees completed GLP in fiscal 2023). In addition, by developing next-generation global leaders with an eye on the global stage, the program contributes to the stable expansion of overseas business, and overseas sales have continued to increase over the past five years. Overseas sales in fiscal 2023 are expected to be 2,654.5 billion yen (1,880.4 billion yen in fiscal 2022). |
% of FTEs participating in the program (percentage of consolidated employees (193,513 employees in total)) |
0.5% | 0.01% |
Type of Performance Appraisal
Evaluation methods
We strive for transparency in our appraisals of performance by examining diverse aspects, including an evaluation of achievements against the employee's personal goals, through one-on-one meetings/discussions with managers and multidimensional evaluations.
We conduct one-on-one meetings between all employees and their supervisors four times a year. These meetings include the "Goal Setting Meeting (Beginning of the new fiscal year)," "Mid-Term Goal Review Meeting," "End-of-Term Goal Review Meeting (End of the current fiscal year)," and "Behavior and Performance Evaluation Feedback Meeting (around April, which is within a month after entering into the new fiscal year)." During the "Goal Setting Meeting (Beginning of the new fiscal year)," employees and their supervisors discuss and decide on the goals of the employees for the new fiscal year, with the supervisors providing advice and guidance. In the "Mid-Term Goal Review Meeting," "End-of-Term Goal Review Meeting," and "Behavior and Performance Evaluation Feedback Meeting," they review the achievements and performance of the employees, as well as the process of reaching those achievements. These meetings provide opportunities for further improvement, growth, and motivation of the employees through feedback and advice from their supervisors.
Regarding employees' career aspirations, traditionally, we have conducted discussions and alignments within the communication with their immediate supervisors. However, starting in fiscal 2023, as part of efforts to further encourage autonomous career development, we will expand on these existing practices. Higher-level superiors will engage in career discussions with employees to understand their long-term career visions and provide support to help them achieve their desired career goals.
Long-Term Incentives for Employees
Extensive benefit programs
Our company offers a flexible benefit plan (the Cafeteria Plan). This plan includes various options aimed at promoting health, such as comprehensive medical check-ups and acquiring health IT devices, as well as financial support for wealth building, and economic assistance before and after purchasing one's home. Employees can use the points allocated to them to freely choose from these options. Additionally, as a long-term incentive to boost employee motivation, we have implemented several programs, including an employee stock purchase program that allows employees to acquire company shares through regular monthly contributions, aimed at aiding long-term wealth building. We also offer retirement benefits and corporate pension plans, including both defined benefit and defined contribution pensions.
Trend of Employee Engagement
Employee engagement | Unit | FY2020 | FY2021 | FY2022 | FY2023 | Target for FY2023 |
---|---|---|---|---|---|---|
Employee engagement | % of actively engaged employees | 71 | 76 | 76 | 83 | 73 |
Data coverage | % of total employees | 76 | 73 | 73 | 67 | - |
Labor relations
Managers are ineligible to join the labor union because they are involved in the management of the company. Excluding managers, almost 100% of employees join the labor union.
Human Capital Return on Investment
FY2020 | FY2021 | FY2022 | FY2023 | |
---|---|---|---|---|
Total Revenue (Yen) | 2,318,658,000,000 | 2,551,906,000,000 | 3,490,182,000,000 | 4,367,387,000,000 |
Total Operating Expenses Currency (Yen) | 2,179,485,000,000 | 2,339,315,000,000 | 3,231,072,000,000 | 4,057,837,000,000 |
Total employeerelated expenses (salaries + benefits) Currency (Yen) | 953,786,742,578 | 1,046,884,943,627 | 1,374,280,754,384 | 1,657,751,170,572 |
Total Employees (people) | 139,677 | 151,991 | 195,106 | 193,513 |