The maximization of the capabilities and strengths of diverse employees is critical for active innovation and corporate growth. Based on the spirit of doing things “for the team,” the Toshiba Group promotes diversity by fostering a culture in which employees from diverse backgrounds can display their individual strengths to their full extent.
To achieve the company's growth by enabling a diverse workforce who share the Values and Essence of Toshiba Group to excel globally.
(Toshiba and key Group companies)
As globalization and other global trends advance, we will proactively reflect the diverse values of our employees in our management. In particular, we will strive to promote managerial diversity, appointing diverse human resources as women and foreign national employees in executive posts, as well as developing candidates. We will also work to expand the place of handicapped people in the workforce. We will create a work environment where each employee can demonstrate his or her talents to the greatest extent possible.
We are working to promote diversity in order to establish a corporate culture that enables diverse personnel to play active roles irrespective of gender, nationality, or whether they have disabilities or not.
In 2004, we at Toshiba established our Kirameki Life & Career Promotion Office, an organization under the CEO's direct control, to promote gender equality.
After that, we expanded the scope of our activities to include foreign nationals and people with disabilities. As diversity became the very core of our human resources work, the office was reorganized into the Human Resources & Administration Diversity Development Division in FY2013, which has been advancing diversity measures as a general human resources matter. In 2015, this was further reorganized into the Management Reform Division, Corporate Culture Reform & Diversity Group, which worked to achieve an open corporate culture. The office was once again reorganized into the Human Resources & Administration Personnel and Organizational Development and Planning Division in April 2018. The new office promotes measures to expand the role of women in Japan, policy and measures to proactively appoint women to managerial positions, support of the active role of persons with disabilities and the fostering of global human resources and establishment of an environment conducive to this.
Toshiba Group strives to create an organizational culture where diverse individuality and employee values are accepted and respected and where each employee is provided the opportunity to maximize their capabilities and strengths. Our efforts include diversity training where employees learn to accept and respect diversity of each individual and study about human rights for all employees.
Further, we conduct awareness surveys targeted at Group employees in Japan, and monitor the level of diversity awareness throughout the workplace. Where improvements are called for, we conduct training as necessary, and strive for better work environments.
Toshiba Group has set up an intranet web page about diversity management. On it, we provide information about topics such as supporting employees in balancing their child-raising and nursing care duties with their work, a portal site to support personnel who work with non-Japanese employees, and support for employees with disabilities.
Intranet web page "Kirameki"
Toshiba is promoting measures to accelerate success for female employees.
The Act to Advance Women's Success in Their Working Life was enacted in FY2016. The act defines the obligations of national and local governments and private business owners to advance women's careers to realize a society that enables women to fully develop their creativity and abilities. Based on this act, Toshiba has developed an action plan aimed at increasing the percentage of female managers to at least 7.0% by FY2020. We have also set our recruitment target for new female university graduates at 50% for administrative positions and 25% for technical positions. In our action plan, we formulated measures to achieve these targets, including following progress in training for female manager candidates and awareness raising for managers and workers.
Trends in the number / percentage of female managers
(Toshiba , section manager level or higher)
* FY2017: Sum of Toshiba and key Group companies.
* FY2017: Sum of Toshiba and key Group companies.
Percentage of female recruits (Toshiba and key Group companies)
The ratio of new female graduates to join the Company in April 2018 was 35% for administrative positions (target 50%) and 8.1% for technical positions (target 25%).
Number of Employees (Toshiba and key Group companies)
|Career training for young female employees||From FY2015, we have conducted career design training for all female employees in their third year since joining the company.
|Sending employees to cross-industrial exchange training for female employees||We send female prospective leadership candidates to cross-industrial exchange training, to encourage them to widen their perspective, engage in networking, and improve their communication skills (initiated in FY2014, and participated in by young female employees from 8 different cross-industry companies, including Toshiba).|
|Awareness promotion training for top management||A subject covering diversity management (how to train and communicate with diverse subordinates) has been included in the curriculum for mandatory training for persons promoted to manager (since FY2010, roughly 170 programs have been held with a total of over 5,300 participants until FY2017).|
|Seminar to support employees returning after childcare leave (for the relevant employee and supervisor)||Since FY2015, we have conducted seminars for those scheduled to return to work after childcare leave, those who have already returned to work (as well as for the supervisors of such employees), to support their smooth return to the workplace. The seminars for the returnees require the attendance of their partner, in order to provide an opportunity to think together about balancing work and family.|
Group work at the career training for young female employees
Seminar by an external instructor at the cross-industrial exchange training for female employees
Working with spouses in a seminar to support employees returning after child care leave
As a manufacturing company, Toshiba Group engages in activities to increase the number of female students who choose to study science and engineering fields, and to support their development.
In February 2018, Toshiba held a "PC disassembly workshop" at Toshiba Science Museum. With the support of employee volunteers acting the role of disassembling experts, students actually took apart PCs and further learned how electrical products function. Our female engineers also interacted with female junior high students and helped them to create a vision for their future career.
A female engineer of Toshiba talking about the joy of manufacturing at a career event
PC disassembly workshop
As part of our diversity promotion program, we are increasing the recruitment of non-Japanese employees.
Since FY2006, in addition to employing people who have studied in Japan as foreign exchange students, we have been carrying out our Global Recruitment Program in an effort to directly recruit students graduating from foreign universities.
After entering Toshiba, they play active roles in the various fields as sales, development and design. To facilitate their adaptation to life and work in Japan, we provide a wide range of life-related assistance as well as work-related support such as providing each non-Japanese employee with a mentor who provides them with guidance based on a tailor-made job skill improvement plan.
Since FY2011, we have conducted regular assessments of job duties and work environments in order to improve them, presenting good examples from other workplaces. In these assessments, global recruits and their superiors discuss what they each respectively regard as challenges, as well as good methods/means of encouraging foreign national employees to actively involve themselves in their workplaces. Training is also provided for managers and trainers in workplaces receiving those who are newly employed through global recruitment.
Since FY2013, we have designated prayer rooms and prayer spaces in head quarter and some of our offices, to provide a work environment where employees from diverse cultural backgrounds can work comfortably.
We have set up a portal site on the intranet web page to assist those involved with employees who are foreign nationals. On the portal is basic information, knowhow and more on the subject of employing non-Japanese employees, training on understanding other cultures, and testimonials and case studies concerning accepting non-Japanese employees. This helps cultivate work environments where foreign national employees can work comfortably.
Trends in the number of non-Japanese employees (Toshiba)
* FY2017: Sum of Toshiba and key Group companies.
As of June 1st, 2018, the percentage of employees with disabilities has become 2.37% at Toshiba (including a special subsidiary company). We have also been making efforts to improve work environments for employees with disabilities. In FY2010, we established a network connecting seven divisions engaged in supporting people with disabilities, including Human Resources and Administration Division and the Design Center. This network has enabled us to devise and implement comprehensive measures to support such employees.
Toshiba With Corporation was established in February 2005 as a special subsidiary company, which, in accordance with Toshiba's basic policy, aims to employ people with disabilities. It was named "With" in the hope of creating an environment where people with and without disabilities can live and work together.
Currently, 41 employees, most of whom have intellectual disabilities, are working at 6 different business sites of Toshiba Group.
In FY2013, Toshiba With was awarded the Toshiba Corporate Citizenship Award in "Social Contribution by Business" category for its contributions to society through business.
Clean-up activities by employees at Toshiba With
Toshiba Group has been providing employees with a monthly sign language lesson, Toshiba Sign Language Club, since FY2009. At the club, employees with impaired hearing serve as instructors, teaching sign language to facilitate smooth communication and providing information to promote understanding of hearing disabilities. By the end of FY2017, approximately 5,200 people in total have participated in such lessons. Sign Language Club members are engaged in activities outside the company as well. As part of school support programs conducted by Minato Ward in Tokyo, we conduct on-site lessons with the theme "Let's talk with people who can't hear," to teach elementary school children how to communicate with those who are hearing impaired. In FY2017, we conducted the lessons in 6 classes at 3 schools. We also invited Ayako Imamura, a movie director with hearing impairments, to a charity presentation of her movie Start Line and donated the proceeds to the Kanagawa Welfare Association of the Deaf.
On-site lesson, "Let's talk with people
who can't hear," at an elementary school
In 2001, amidst the backdrop of the declining birthrate and aging of the society, we established a system to extend the employment of older employees until they reach age 65. Under this system, wage levels are determined according to skills and abilities and employees are expected to provide expertise and knowledge as seasoned professionals.
According to the revised Act on Stabilization of Employment of Elderly Persons enforced in April 2013, we have decided to extend employment opportunities to all persons reaching age 60 in April 2013 or thereafter if they so desire.
We will continue to actively encourage older employees to play active parts in their workplaces according to their work styles, needs, and skills.
Toshiba is working on activities toward accelerating so-called work-life balance under the unique name of "Work-style Innovation (WSI)." WSI refers to a campaign aimed at creating a positive spiral, where employees work very hard and efficiently and also make the most of their private lives to rejuvenate and improve themselves so that they can add higher value to their work.
At Toshiba Group companies, each employee promotes activities to increase productivity by changing their working styles and methods.
In Toshiba, the average total number of annual actual working hours per employee was 1,996 hours, and the average number of annual non-scheduled working hours per employee was 382 hours in FY2017. Toshiba is making the transition to a style of work that does not depend on overtime work, in order to allow the utilization of diverse personnel, and to promote WSI. We publicly disclose on our intranet site the efforts of each office aiming at reducing overtime work and share the most effective measures.
|Flexible work system||Flextime system, discretionary labor system, work-at-home system (trialing since October 2017)|
|Long Leave System||Employee can avail of a maximum of 20-day accumulated leaves for clear and meaningful objectives, such as self-development, social contribution activities, nursing, and also for treatment of non-occupational injuries and diseases, and other conditions including infertility.|
|"Family Week" initiatives and days set to leave the office at normal quitting time||In order to accelerate WSI and create time for employees to spend with their families, employees are prompted to leave work at the official quitting time at least two days during Japan's "Family Week" in November. Special announcements and after-hour patrols are made to promote awareness during such days.|
|Enforcing an 8 pm lights-out||We extinguish the lights in working areas at 8 pm every day (enacted at the headquarters).|
|Annual Paid Vacation||For the employees' rejuvenation, Toshiba has been facilitating the planned use of annual paid vacation. In FY2017, percentage of annual paid vacation taken by union members was 85%.|
|Making working hours visible||Toshiba has introduced systems such as "Monitoring Display of Office-Stay Hours" (FY2009), "Work Record Notification" (FY2010), and "Work Record Display" (FY2010) to increase transparency of working hours.|
|Addressing long working hours at Toshiba Group workplaces||We implement measures in various divisions and business sites to address the problem of long working hours, and publish case examples on our intranet site to spread good practice among departments (e.g. declaring target time (time of leaving work), forbidding employees from coming to work on Sundays, banning late-night overtime in principle, setting "focus hours," and banning meetings outside normal working hours in principle).|
In order to effectively monitor the working conditions of our employees, Toshiba launched a system that allows employees to visually monitor working hours on their computers (FY2009). We also started using the systems called Work Record Notification and Work Record Display in order to ensure for employees and their superiors to pay constant attention to work hours (since FY2010).
The Work Record Notification system automatically sends an e-mail to each employee and their superior on the work record of the employee. The Work Record Display system indicates each employee's current work status with three signal colors (red, yellow, and green) to draw attention to overtime work hours.
Since 1990s, Toshiba Group has been supporting employees to balance their work and personal life. Starting in 2005, in accordance with the Law for Measures to Support the Development of the Next Generation, we have implemented various measures and systems, which surpass the legal standards, and continue to make them more adaptable and flexible.
In FY2014, we revised our Hourly-Unit Annual Leave system. Now employees can take leave on a quarterly hour basis instead of hourly when they take a leave over an hour.
In an effort to support Work-style Innovation we opened an internal childcare center named "Kirame-kids Yokohama" on the premises of one of our business sites, Yokohama Complex in FY2011. The center, which has a large garden and abundant greenery, provides full-time high-quality childcare in a relaxed atmosphere and hosts various age-appropriate events for children throughout the year.
In order to spread the concept of Work-style Innovation and put it into practice, we raise awareness through various means such as training programs and distributing brochures.
|"Easy! How-To Guide for our nursing care support system"
(from FY2010 onward)
|A handbook that provides information on the various plans supporting family / nursing care so as to help balance work and family care.|
|"Easy! How-to Guide for our nurturing support system"
(from FY2008 onward)
|An easy-to-understand brochure on systems designed to support working mothers and fathers from pregnancy through to their return to work, including necessary procedures (being distributed to eligible employees).|
Due to changes in family compositions and increase of two-income households, an increasing percentage of employees are expected to take care of elderly family members while working full time. In FY2012, Toshiba conducted a fact-finding survey on nursing care, which revealed a strong need for information on nursing care among employees. As a result, we held nursing care seminars by sites from FY2015.
Nursing care seminar at Tokyo HDQ
Toshiba Corporate Pension Plan: For our employees' lives after retirement, we have the Toshiba Corporate Pension Plan (defined benefit plan), in addition to their old-age pension from Japan's welfare pension insurance scheme. In October 2015, we also introduced a defined contribution pension, in order to improve employees' post-retirement funds still more.
Teatime, a selective welfare system: Toshiba offers a selective welfare system called "Teatime" under which employees can make choices according to their needs and receive subsidiaries from a wide range of welfare benefits. In addition to costs for self-development and the purchase of company products, the system also covers support for childcare and nursing care, including costs for day-care centers, child-rearing, education, and nursing care.