Toshiba Group states "We turn on the promise of a new day" in "The Essence of Toshiba." To achieve this, our richly diverse human resources with a passion for change work together with sincerity to generate new value based on a vision of the future of the company. Furthermore, we have created an open corporate culture and established fair evaluation systems while seeking to develop and deploy talents to the greatest extent.
To create an open corporate culture and to enable a diverse workforce who share “The Essence of Toshiba” and our values to excel and grow.
To create a better corporate culture, we conducted the 360-degree survey, which is designed to raise the awareness of organizational leaders, to 666 general managers.
In order for Toshiba Group to “turn on the promise of a new day,” we will clarify the roles required of our employees within the organization and channel our entrepreneurial spirit to help drive continuous innovation aimed at creating a new future. We will shift to a framework that assesses and treats employees fairly based on their achievements. In addition, Toshiba Group will continue to support each and every employee in developing his/her skills and career through our diverse systems for talent development.
To initiate a new future for Toshiba Group, the new Human Resource System will provide total support for people with a sincere passion for transformation who envision the company’s future and cooperate with one another to create new things.
Global Marketing Leaders Program
Toshiba Group emphasizes the importance of training to develop well-rounded global-minded talents who have deep cross-cultural understanding and the ability to perform their jobs through direct communication with stakeholders around the world in order to ensure that diverse human resources can play an active role and grow. We provide "Liberal Arts Training*1" to develop well-rounded individuals who can embrace diversity and have the ability to think thoroughly.
In addition, we aim to develop global-minded personnel through international joint trainings such as the Overseas Management Course, which helps to promote understanding of Toshiba Group's philosophy and nurture bridge-builders*2 both inside and outside Japan.
Such region-specific education has a long history, with Europe and Asia boasting the longest with programs commencing more than 20 years ago. To enhance our education programs, the Toshiba China Academy and Toshiba University in the United States provide training courses in China and the Americas, respectively.
Toshiba Group has various training systems to help form a common ground of understanding among employees and programs based on requirements at each career level.
Talent Development Program Roadmap (Toshiba Group in Japan)
Talent Development Program Roadmap (Toshiba Group Overseas)
|Number of employees who participated in company-wide standardized educational program/training for the year||65,612|
|Total cost of company-wide standardized educational program/training||¥3,162 million|
Toshiba supports the career development of each employee in an effort to maximize his/her current and future job performance.
The Career Design System, for example, provides each employee with an annual opportunity to discuss and share their views on long-term career development plans as well as on mid-term goals for skill acquisition, improvement, and the way to utilize such skills with their superiors. Performance Management System gives each employee a semi-annual opportunity to review and discuss with their superiors their job performance over the past six months as well as their job objectives for the next six months. In FY2018, we confirmed that 74% of all employees received regular reviews.
|Reviews implemented for||74% of all employees|
|By attribute||Male 75%, Female 74%|
|Executive officers 71%, General employees 78%|
We introduced the 360-degree survey in FY2015 to investigate managers from various perspectives with regard to their day-to-day work performance and activities, with such perspectives including those of managers themselves, as well as of their subordinates, peers, and supervisors. The survey is implemented every other year, and targeted 666 general managers in FY2018. The major aims of this survey are to encourage growth by objectively and repeatedly identifying their strengths and weaknesses and confirming progress on change and enhancing leadership in order to create healthier organizations. Managers must accept survey results in a sincere manner and use the results to improve themselves and workplace communication, thereby creating a better corporate culture. Toshiba also provided follow-up training programs to promote ongoing self-improvement for general manager-class employees.
We also have career development systems that encourage employees to plan their careers autonomously. For example, our Internal Job Posting System allows each employee to apply for personnel transfer in order to fill a vacant post announced by a division, and the Internal FA System enables each employee to apply for personnel transfer to a division of their choice.
Since FY2003, Toshiba Group has conducted the TEAM Survey every year for the purpose of soliciting the opinions of employees. Through the survey, we periodically monitor the level of employee awareness of various measures and how far they have propagated into the organization. Where issues are identified, we seek to resolve them, applying the results to improve the corporate culture.
In FY2018, we conducted an anonymous survey targeting about 60,000 employees in 68 Toshiba Group companies in Japan and overseas, and received responses from approximately 94% of the employees. This survey assesses employees' understanding of the company policies, and whether their working conditions allow them to exercise their abilities. In addition, since FY2015, we have also asked questions about opinions regarding the president and top management as well as about legal compliance.
Although the score was lower for such statements as “Desire to contribute” and “Sense of accomplishment” compared with FY2017, it improved for “Corporate culture enabling open discussion” and “Understanding of diversity.”
Based on these survey results, in order for management and employees to come together and improve, our top management is taking the lead in declaring a commitment to build a workplace environment where everyone can voice their opinions frankly. By transmitting messages from top management and disclosing information more actively, we are endeavoring to build an open corporate culture.
In addition, we are working to create an environment that prioritizes change and preparing and implementing an action plan for each workplace so that leadership, mechanism and workplace each serve as drivers to enhance organizational capabilities.
We aim to have all employees take ownership of change and work to improve organizational culture.
TEAM survey execution cycle (annual)
We established the “Toshiba Hotline” for receiving reports on action that may be a breach of laws, regulations, social norms, corporate ethics, Standards of Conduct for Toshiba Group, or internal regulations. Employees can anonymously consult full-time counselors on concerns they may have on such matters as workplace culture and interpersonal relations, personnel conditions, or harassment, etc. by phone or e-mail.