Toshiba Group states "We turn on the promise of a new day" in "Our Purpose" under the Essence of Toshiba, and is working to create an open corporate culture in which diverse employees can exercise their respective capabilities to achieve this. Furthermore, we have established fair evaluation systems and seek to develop and deploy talents to the greatest extent.
To create an open corporate culture and to enable a diverse workforce who share Toshiba Group's Basic Commitment, Our Purpose and Our Values to excel and grow.
To create a better corporate culture, we conducted the 360-degree survey to 241 executive officers, which is designed to raise the awareness of organizational leaders, and is implemented every other year to measure progress.
In order for Toshiba Group to "turn on the promise of a new day," it is essential for inspired individuals with a broad perspective to thrive.
Toshiba Group will continue to support each and every employee in developing his/her skills and career through our diverse systems for talent development.
In Toshiba Group, we specify in Toshiba's Human Resources Management Policy, that human resources are our most valuable assets, and make it our duty to provide all our employees with opportunities for skill development and self-actualization.
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 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 and Global Organization Leadership Development training for next-generation leaders of Toshiba Group in Japan and overseas in order to develop leaders who can take on active roles on the global stage.
In addition, we aim to develop global-minded personnel through internationally unified 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)
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 FY2017, we conducted the 360-degree survey, which was introduced in FY2015 and is implemented every other year, targeting approximately 241 executive officers. 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. We 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 supervisors, peers, and subordinates. 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 in the previous fiscal year to promote ongoing self-improvement for general manager-class employees by using the 360-degree survey.
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 has conducted the TEAM Survey 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 FY2017, we conducted an anonymous survey targeting about 70,000 employees in 67 Toshiba Group companies in Japan and overseas, and received responses from approximately 90% of the employees. This survey assesses employees' understanding of 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.
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 created an "employee consultation room," where employees can get individual advice. Employees can anonymously consult full-time counselors on workplace culture and interpersonal relations, personnel moves, sexual harassment, or bullying, etc. by phone, FAX, e-mail, or letter. One male and one female counselor address employee concerns together to create an inclusive and comfortable working environment.