Promotion of Diversity and Inclusion

[SDGs] 5 GENDER EQUALITY[SDGs] 5 GENDER EQUALITY[SDGs] 8 DECENT WORK AND ECONOMIC GROWTH[SDGs] 10 REDUCED INEQUALITIES

Diversity refers to the differences between individuals in attributes ranging from race, nationality, age, gender, sexual orientation, gender identity to religion, beliefs, culture, disability, career and lifestyle.
Inclusion means the state that the abilities and skills of individuals with different and varied values and ideas are recognized and each and every person is provided the opportunity to take on an active role in the organization.
Toshiba Group will promote diversity and inclusion (D&I) that will lead to sound and sustainable growth by respecting, accepting, and optimizing individual differences among employees, thereby generating new values and ideas so that the company, organization, and employees with differing backgrounds thrive in their respective levels of operation.
We also aim to create a work environment and foster a culture in which all employees feel that their personalities are respected, and their existence is valued.

Medium- to Long-term Vision

To achieve the company’s growth by enabling a diverse workforce who share values and The Essence of Toshiba to thrive in the global stage.

Quantitative Target

Percentage of female exempt employees
(Toshiba and key Group companies*1, at the end of FY2025)

8.0%

Childcare leave utilization rate among male employees

(Toshiba and key Group companies*1, at the end of FY2025)

70.0*2%

  • *1. Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation
  • *2. Sum of the 15% childcare leave utilization rate and the 55% paternity leave utilization rate among male employees
  • Toshiba Group has drastically expanded the scope of working from home, allowing employees to take care of their children while working from home without interrupting their careers. As work styles significantly change in the future, we will continue to provide support based on the work styles of employees raising children.

FY2020 Achievements

Percentage of female exempt employees
(Toshiba and key Group companies*1)

Achievement 5.1%

Childcare leave utilization rate among male employees
(Toshiba and key Group companies*1)

Achievement 55.0*3%

  • *3. Sum of the 11% childcare leave utilization rate and the 44% paternity leave utilization rate among male employees
  • In April 2020, to prevent the spread of COVID-19, working from home for employees at workplaces was implemented where it is feasible, in principle. Access lines providing connection to internal systems were increased fivefold as a means to enhance this work environment. Under the selective welfare system Teatime, additional points were provided to support employees working from home.

Future Challenges and Approaches

A female executive was appointed internally in April 2019. Going forward, we will make further efforts to promote diversity in the management team, appointing such diverse human resources as women and non-Japanese employees in executive posts, as well as developing candidates. We will also work to expand the presence of people with disabilities in the workforce. We will create a work environment where each employee can demonstrate his or her talents to the greatest extent possible.

Policy on Promoting Diversity and Inclusion

Toshiba Group believes that promoting diversity and inclusion and equal opportunity leads to greater corporate value in areas such as securing workforce and creating innovation, and aims to establish a corporate culture that enables diverse employees to play active roles irrespective of gender, nationality, or whether they have disabilities or not.
We are working to enhance our systems and initiatives, especially for female employees, non-Japanese employees, employees with disabilities, and LGBT+ employees.

Structure of Promoting Diversity and Inclusion

In 2004, we at Toshiba established our Kirameki Life & Career Promotion Office, an organization under the President and CEO’s direct control, to promote gender equality. After that, we expanded the scope of our activities to include non-Japanese and people with disabilities. As diversity became the very core of our human resources policy, the office was reorganized as a structure under the umbrella of the Human Resources and Administration Division in FY2013, to advance diversity measures as part of a general human resource policy. The office was once again reorganized into the Human Resources and Administration Division, Human Resources Management Dept. 1, Organization & Talent Development and Diversity Group in April 2020. The new office promotes policies and measures to expand the role of women in the workforce in Japan, proactively appoint women to managerial positions, support the active role of persons with disabilities, foster global-based human resources and establish an environment conducive to this in conjunction with key Group companies.

Approach to Diversity and Inclusion

Toshiba Group strives to create an organizational culture where diverse individuality and employee values are accepted and respected and where each employee can fully demonstrate their capabilities and strengths. Our efforts include education programs on diversity and human rights for all employees.
Furthermore, we conduct awareness surveys targeted at Toshiba Group employees in Japan, and monitor the level of diversity awareness throughout the workplace. Where improvements are called for, we give guidance as necessary, and strive for better work environments.

Disseminating Information about Diversity and Inclusion

Toshiba Group has set up an intranet web page about diversity and inclusion for employees in Japan, which features useful information on support for employees in balancing their child-raising and nursing care duties with their work, a portal site to support non-Japanese employees and their workplace, support for employees with disabilities.

In-house Community for Diversity and Inclusion

Chameleons Club

In December 2020, we launched an internal volunteer-based community dedicated to diversity and inclusion, the Chameleons Club. The Chameleons Club is an online platform on our intranet in Japan. It has four channels, including LGBT+ Allies*, for employees to hold seminars and exchange information. In this community, employees are learning from one another about diverse languages, cultures, and ideas, regardless of nationality, religion, age, position, sexual orientation, or gender identity. We believe that enhancing employees’ language and communication skills and promoting their understanding and awareness of diversity will facilitate inclusion in the entire workplace. We also hope that this community helps deepen the bonds and understanding among employees and create an organizational culture that is more respectful and accepting of individuality.

  • * Supporters of LGBT+ regardless of their own sexual orientation

Promoting the Career Development of Female Employees

Toshiba is promoting measures to accelerate the success of 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 the Act, Toshiba developed an action plan aimed at increasing the percentage of female exempt employees to at least 7% by the end of FY2020. However, it stopped short at 5.1%, partly due to factors such as the subsequent status of Toshiba brought by organaizational and business restructuring. In the second-term action plan formulated in April 2021, Toshiba and key Group companies* set a target percentage of female exempt employees at 8% to be achieved by the end of FY2025 through systematic human resource development and mid-career employment. In addition, a new 15% target has been added for childcare leave utilization rate among male employees by the end of FY2025. We formulated measures to achieve these targets, including training for female manager candidates, support for male employees to utilize childcare leave, and awareness raising seminars for supervisors and workers.

Trends in the number / percentage of female exempt employees
(Toshiba and key Group companies*, section manager level or higher)

Trends in the number / percentage of female managers (Toshiba, section manager level or higher)

* FY2011 through FY2016: figures for Toshiba
From FY2017 onward: Sum of the figures for Toshiba Corporation, Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation

Percentage breakdown of female exempt employees
(Toshiba and key Group companies*)
  FY2016* FY2017 FY2018 FY2019 FY2020
Percentage of female exempt employees 4.3% 4.3% 4.7% 4.9% 5.1%
  Section manager class 5.1% 5.1% 5.6% 5.7% 5.5%
Division manager class 3.0% 3.2% 3.4% 3.6% 4.0%

* FY2016: figures for Toshiba
From FY2017 onward: Sum of the figures for Toshiba Corporation, Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation

Toshiba had one female director (10% of all directors) and one corporate officer (11% of all corporate officers) as of the end of FY2020.

Percentage of female recruits (Toshiba and key Group companies)

The ratio of new female graduates to join Toshiba and key Group companies in April 2021 was 34% for business administrative positions (target 50%) and 15% for R&D/engineer positions (target 25%).

Number of Toshiba Group employees by gender (as of end of March 2021)

Number of Employees (Toshiba and key Group companies, as of end of March, 2021)

Employment and Labor Relations (Employee Data)

Key training systems and measures for promoting the career development of female employees
(for Toshiba Group’s full-time employees in Japan)
System/Measure Overview
Career training for young female employees Implemented career design training for all female employees in their third year of employment since fiscal 2015.
Program overview:
  • Thinking about how to balance possible future life events and work
  • Interviewing supervisors
  • Role model lectures from senior female colleagues
Participation in 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 (since FY2014, and attended by young female employees from eight different cross-industry companies, including Toshiba).
Awareness promotion training for exempt employees A subject covering diversity management (how to communicate with diverse junior colleagues) has been included in the curriculum for mandatory training for persons promoted to exempt employees (since FY2010, roughly 210 programs have been held with a cumulative total of over 6,641 participants up to FY2019). In FY2020, diversity and inclusion education was given via e-learning.
Seminar to support employees returning after childcare leave Since FY2015, we have been holding seminars to support a smooth return to work for those who plan to return from childcare leave and those who have returned.
The seminars accept the attendance of the spouses, in order to provide an opportunity for them to think about balancing work and family.
Group work at the career training for young female employees

Group work at the career training for young female employees

Seminar by an external instructor at the cross-industrial exchange training for female employees

Seminar by an external instructor at the cross-industrial exchange training for female employees

Group work at the cross-industrial exchange training for female employees

Group work at the cross-industrial exchange training for female employees

Working with spouses in a seminar to support employees returning after childcare leave

Working with spouses in a seminar to support employees returning after childcare leave

Careers

Non-Japanese Employees Recruitment and Support

Toshiba Group actively recruits non-Japanese employees as part of its policy to promote diversity and inclusion as well as to secure talent in fields where hiring is difficult in Japan.
In FY2006, in addition to employing non-Japanese students who have studied in Japan as exchange students, we started our Global Recruitment Program in an effort to directly recruit graduates of universities overseas. By FY2020, more than 400 global recruits have joined Toshiba and they play active roles in various fields such as sales, R&D and design. In FY2020, we strengthened our approach to global recruitment, such as revising our structure, internal system, and training system. Other efforts include testing indexes that measure the readiness for globalization and environmental arrangement of workplaces to support departments working with non-Japanese employees. We also worked on creating a mechanism that helps non-Japanese employees succeed in their workplaces.
We support global recruits so they can start a new life in Japan smoothly and assign mentors to each new non-Japanese employee to give guidance based on a personalized job skill improvement plan. In addition, we accept global recruits upon confirming that their status of residence is in compliance with the Immigration Control and Refugee Recognition Act. To obtain and confirm their residence qualification, we cooperate with outsourced service providers with specialized teams. Besides, we provide in-house export control training for non-Japanese employees to understand Japan’s requirements.
We introduce non-Japanese employees to the Chameleons Club, an internal community designed to promote diversity and inclusion, and encourage them to connect with other employees.

Designated Prayer Rooms

Since FY2013, we have designated prayer rooms and prayer spaces at the headquarters and some of our offices, to provide a work environment where Toshiba Group employees from diverse cultural backgrounds can work comfortably.

Portal Site for the Non-Japanese Employees and Their Workplace

We established a portal site for non-Japanese employees and their workplace, which can be utilized by all Toshiba Group’s employees. The site provides information for non-Japanese employees themselves on the company and public services as well as useful information on life in Japan in English. For their Japanese colleagues, the site provides basic information, knowhow and more on the subject of employing non-Japanese employees, training on understanding other cultures, and testimonials and case studies that facilitate smooth onboarding at workplaces. We strive to provide enough information to cultivate work environments where non-Japanese employees can work comfortably.

Trends in the number of non-Japanese employees (Toshiba and key Group companies)

Trends in the number of non-Japanese employees (Toshiba)

* FY2011 through FY2016: figures for Toshiba

Careers

Employment of People with Disabilities

As of June 1, 2020, the percentage of employees with disabilities has become 2.41% and as of June 1, 2021, it was 2.51% 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 of seven departments, including the Human Resources and General Affairs Departments and the Design Department, that are involved in supporting people with disabilities, and are working to develop and implement comprehensive support measures.

Trends in employment of employees with disabilities
(Toshiba incl. a special subsidiary company in Japan)
  June 2017 June 2018 June 2019 June 2020 June 2021
Toshiba incl. a special subsidiary company in Japan Number of people 637.5 594.5 573.0 574.5 578.5
Percentage of employment 2.33% 2.37% 2.31% 2.41% 2.51%

A Special Subsidiary Company Toshiba With Corporation

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, 53 employees, most of whom have intellectual disabilities, are working at six business sites of Toshiba Group. Core work revolves around cleaning, collecting and delivering in-house mail, and a health keeper (in-house therapist) inside Toshiba Group. In FY2013, Toshiba With Corporation was awarded the Toshiba Corporate Citizenship Award in the Social Contribution by Business category for its contributions to society through business.

Clean-up activity

Clean-up activity

Collecting and delivering in-house mail

Collecting and delivering in-house mail

A health keeper (in-house therapist) in action

A health keeper (in-house therapist) in action

Toshiba With Corporation (Japanese)

Active Utilization of Elderly People

In 2001, amidst the backdrop of the declining birthrate and aging of society, Toshiba established a system to extend the employment of older employees until they reach age 65, to give them a place to play an active role. Under this system, wage levels are determined according to skills and abilities and employees are fully deployed as seasoned professionals and expected to hand down skills and expertise after mandatory retirement at 60. 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 full-time employees reaching age 60 in April 2013 or thereafter if they so desire.
Toshiba will continue to promote the activities of elderly employees in accordance with the needs of their working styles and their individual skills and abilities.

Efforts to Promote Understanding of LGBT+

In the Standards of Conduct for Toshiba Group, the code of conduct for executives and employees of Toshiba Group, it clearly states that human rights shall not be violated, prohibiting discriminatory speech or behavior based on sexual orientation.
In addition, we aim to create a workplace in which employees with diverse values can work comfortably by being considerate of names used in the company and the gender noted on the insurance card.
In addition, in May 2020, we formulated the Toshiba Group Basic Policy on Prohibition and Elimination of LGBT+ Discrimination and made it available to all employees to eliminate discrimination against sexual minorities.

Toshiba Group Basic Policy on Prohibition and Elimination of LGBT+ Discrimination

Toshiba Group sets Respect for Human Rights as a core concept within the Standards of Conduct for executives and employees. It clarifies that it will not engage in behavior violating human rights, such as discriminatory language or action related to race, religion, gender, nationality, disability, age or sexual orientation, as well as violence, sexual harassment, and power harassment (bullying and harassment in the workplace). Toshiba Group takes responsibility for protecting LGBT+ (Lesbian, Gay, Bisexual, Transgender and other sexualities) and other minority groups according to the following policy.

We do not discriminate against minorities.
Gender identity and sexual orientation are unrelated to the ability of a person that the Group values, and there should be no discrimination or harassment simply for being a minority.
We respect individual autonomy.
Information related to gender identity and sexual orientation, its disclosure or non-disclosure, and their expression are controlled by the preferences of the person, and must not be unjustly interfered with.
We remove barriers to work and operations.
Barriers to work and operations for minorities such as LGBT+ must be removed to a reasonable extent through consensus building by appropriate process.

To initiate a new future for Toshiba Group, it is essential to draw out the individuality and diverse abilities of people with a sincere passion for transformation who envision the Company’s future and cooperate with one another to create new things. We formulated the aforementioned basic policy for this reason and it will be implemented for all Toshiba Group employees.

Creative commons Based on the Basic Principles and Guidelines on LGBT+ Inclusion at University of Tsukuba.

In March 2021, we held a webinar to promote the understanding of LGBT+ and prevent harassment, attended by 280 employees, including harassment consulting service staff and managers. The webinar featured outside lecturers and LGBT individuals as speakers. They shared problems faced by LGBT+, the difficulty of coming out, and their expectations of the future society, and helped deepen employees’ understanding of LGBT+.
In addition, we included LGBT+ related content in our in-house communication magazine, level-based training, and Group-wide e-learning to ensure better understanding. Moreover, in December 2020, we set up an internal ally group to disseminate information, exchange opinions, and provide information on LGBT+ events.

Awarded Gold and Bronze in PRIDE Index 2021

PRIDE Index 2021

PRIDE Index 2021

In November 2021, Toshiba won a gold award in the PRIDE Index 2021, an award system developed by work with Pride, a voluntary group, to evaluate the LGBT+ related efforts of companies and organizations.
It was our second time to apply for this award. The award for FY2020 recognized the various efforts that we had made, including (1) establishment and dissemination of the Basic Policy on Prohibition and Elimination of LGBT+ Discrimination; (2) operation of the Toshiba Hotline and the Harassment Consultation Center; and (3) promotion of understanding and awareness through our various training programs. In addition to such efforts, the award for FY2021 recognized (4) our social contribution and public relations activities facilitated by participating in an online Ally Project hosted by OUT JAPAN Co., Ltd., a company that offers comprehensive support for LGBT-related efforts of companies and organizations.
Since FY2021, Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation have also participated in this project and each won the bronze award.

Work-Style Reform and Work-Life Balance

Toshiba Group has been promoting work-style reform since April 2019 to resolve social issues as an infrastructure services company and contribute to the further development of society. By encouraging flexible work styles, business reform and health and productivity management , we aim to reduce long working hours and deliver work with high added value so that each and every employee can work safely, happily and in health. In addition, since April 2020, to cope with the spread of COVID-19, we have applied working from home to all employees who can, and promoted online meetings. In order to make working from home a common practice and improve its productivity, we distribute videos on how to communicate properly and even better when working remotely and provide online IT skills training. We increased the number of lines used to access our internal systems from outside to 50,000 lines in April 2020, which is five times more than before, as a means to improve the working environment.

Reduction of Working Hours and Consideration of Scheduled Working Hours

We have set goals for hours of overtime work and are aiming to gradually reduce overtime work to rectify the long working hour situation and enable work with high added value. Toshiba is striving to transition to a style of work that does not depend on overtime work, so that more diverse personnel can be deployed and work-style reform is promoted.

Key systems and measures concerning working hours for full-time employees (Toshiba)
System/Measure Overview
Flexible work system Flextime system, discretionary labor system, and work-at-home system (trial since October 2017, introduced in full-scale in April 2019)
*
Partially applied to non-regular employees as well
Long leave system Employees can take a maximum of 20-day accumulated leave for personally selected 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 regular work hours Employees are prompted to leave work at regular work hours 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.
* Applies to non-regular employees as well
Introduction of PC shutdown system Introduction of a system that automatically shuts down PCs at a specified time
* Applies to non-regular employees as well
Annual paid vacation We have been facilitating the planned use of annual paid vacation. In FY2020, the percentage of annual paid vacation taken was 65.7%.
* Since FY2020, the scope of the report has been changed to cover the percentage of annual paid vacation taken by employees of Toshiba Corporation, Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation.
Making working hours visible
  • Introduced a system to visually monitor working hours on PC (FY2009)
  • Operates Work Record Notification and Work Record Display (since FY2010)
  • The attendance system was upgraded to visualize overtime across months as well as manage it on a monthly basis (since June 2021).
* Applies to non-regular employees as well
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. having employees declare the target time (time to leave work); setting focus hours; and restricting work on Sundays, late-night overtime in principle, and meetings outside normal working hours in principle).
* Applies to non-regular employees as well

In Toshiba, in FY2020, the average total annual actual working hours per employee was 2,180 hours, and the average annual overtime working hours per employee was 320 hours.

Activity Example: Use of a System that Makes Working Hours Visible

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 operating the systems Work Record Notification and Work Record Display to ensure a setting where employees and their supervisors are made aware of their work hours (since FY2010).

The Work Record Notification System automatically sends an e-mail to each employee and their supervisor on the work record of the employee. The Work Record Display System sends records and alerts to each employee and their supervisors to draw their attention to overtime work hours in line with the Work Style Reform Bill that came into effect in April 2019.

Efforts to Prevent Recurrence of Labor Issues

Although Toshiba Group had implemented measures to ensure the health and safety of employees, a labor issue arose in FY2019. We have taken this seriously and implemented the following measures to prevent recurrence.
Specifically, top management regularly sent out messages on health and safety. At the same time, we took measures to prevent overwork and to encourage communication within the workplace. We are also working to improve employees’ self care and implemented initiatives to maintain and promote their physical and mental health.
In accordance with the Toshiba Group Occupational Health and Safety (OHS) Management Policy and the Toshiba Group OHS Management Declaration, preventing the recurrence of labor issues continues to be the top management priority. We remain fully committed to creating an environment where Toshiba Group employees, including non-regular employees, can work with peace of mind.

Supporting Employees in Balancing Work with Childcare/Nursing Care

Since the 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.

Major supporting systems for full-time employees’ work and childcare (Toshiba)
  System Toshiba system As required by law
Childbirth/ Child-rearing Childcare leave Period Until the end of the month in which the child turns three years old Up to one year old except when certain requirements are met
Number of times Up to three times per child Up to once per child
Life Support Leave*1 Five days of paid leave (100%) may be taken continuously or dividedly within six weeks before and after the spouse’s expected date of giving birth. (Life Support Leave can also be used for marriage and bereavement)
Short-time shift Target Employees who are raising children in elementary school Employees who are raising children under three years old
Others 1) No limits to the number of times one can apply
2) Possible to combine with the flextime system
3) Can be set in 15-minute units
Hourly leave system Leave is available in one-hour units. If more than one hour is taken at a time, however, employees may take leave in 15-minute units*2 for those over an hour.
Family care Family care leave Up to 365 days in total per person requiring nursing care Up to 93 days in total per person requiring nursing care
Short-time shift Possible to use for three years in total per person requiring nursing care, separately from the period for family care leave (including up to one year for short-day shifts)
Hourly leave system Leave is available in one-hour units. If more than one hour is taken at a time, however, employees may take leave in 15-minute units*2 for those over an hour.
Returning to work Subsidies for expenses Allowance for raising the next generation To be provided to each eligible child
* Even if the applicant’s spouse who works at another company is the head of household, the child is still eligible for the allowance.
Selective welfare system Teatime For child-rearing and nursing care points will be worth 1.2 to 1.5 times the value of normal points.
Mutual understanding program The program offers the opportunity for employees to discuss future career plans and any necessary arrangements with their supervisor and HR personnel before taking a leave of absence or after resuming work, thus helping to reduce concerns of the employees who take such leave.
Reemployment system (return to work system) Established a system to reemploy employees who had to resign for the following reasons:
1) Resignation in order to accompany a spouse who has been transferred (within five years)
2) Resignation in order to provide nursing care for those requiring nursing (within five years)
3) Resignation for childbirth, childcare, and raising children (within five years)
  • *1. Consolidated the paternity leave system , the marriage leave system and the bereavement leave system in 2020.
  • *2. Until FY2013, leave was taken in one-hour units.
Employee participation of diverse working style options (Toshiba and key Group companies)
(Persons)
  FY2016* FY2017 FY2018 FY2019 FY2020
Childcare leave Male: 17
Female: 348
Male: 20
Female: 363
Male: 10
Female: 277
Male: 34
Female: 316
Male: 72
Female: 299
Paternity leave Male: 388 Male: 382 Male: 194 Male: 203 Male: 210
Family care leave Male:  2
Female:   2
Male:  5
Female:   2
Male:  6
Female:   5
Male:  9
Female:   4
Male:  9
Female:   2
Short-time shift Male:  10
Female: 426
Male:  11
Female: 462
Male:  5
Female: 329
Male:  5
Female: 411
Male:  11
Female: 416
  • * FY2016: figures for Toshiba

Activity Example: Our Internal Childcare Center Kirame-kids

Handmade signboard of our internal childcare center Kirame-kids Yokohama
Handmade signboard of our internal childcare center Kirame-kids Yokohama

As part of our work-life balance support system for full-time employees of Toshiba Group, 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.

< User Feedback on Kirame-kids Yokohama >

Upon returning to work after childbirth and childcare leave, my husband and I made the decision to take advantage of Toshiba Group’s internal childcare center Kirame-kids Yokohama. We both split the drop-off and pick-up duties and because it’s a little far from home, we’re grateful that there’s a parking space. Although it’s sometimes difficult to get there straight away when sudden pick up is necessary in cases such as my child having a fever, the childcare staff is very accommodating and flexible depending on the situation, with options available to extend the childcare time if required, which really relieved the burden both time-wise and stress-wise. Even though I was concerned about returning to work, I was able to start full-time work without holding back thanks to this system. I want to continue giving my best to both childcare and work as my family grows and life stage changes. This is made possible because Toshiba Group offers enhanced welfare programs, including the childcare center and childcare leave system in addition to the cooperation of family and the community. Such an environment has provided me the opportunity to pursue my career the way I want to.

Chiho Ishii (in charge of general affairs in the Administration Department at Toshiba Business Expert Corporation)
Chiho Ishii
(in charge of general affairs in the Administration Department at Toshiba Business Expert Corporation)

Raising Awareness

In order to spread the concept of work-style reform and put it into practice, we raise awareness through various means such as training programs and distributing brochures.

Key awareness-raising measures concerning work-style reform and diverse work styles
System/Measure Target Overview
Time management training Full-time employees of Toshiba Group in Japan Learning diverse work styles (work-life balance), how to work efficiently, and time management of junior colleagues, as part of training programs based on levels.
Nursing care seminars Employees of Toshiba Group in Japan Nursing care seminars (held at 46 business sites in FY2020)
Cancer treatment seminars Employees of Toshiba Group in Japan Cancer treatment seminars (held at 43 business sites in FY2020)
Informational materials concerning work-life balance support system
Title Contents
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 (posted on the intranet)
Easy! How-to Guide for our child care 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 (distributed to eligible employees)

Providing information on the intranet website

Our intranet website for employees of Toshiba Group in Japan introduces external websites that are helpful for coping with needs that arise from life events or finding out about them beforehand, such as nursing care, balancing work life with treatment of illnesses, to ensure employees’ access to the information they need.

Name Details
Consultation on mental and physical wellbeing Free telephone consultation for people with questions or concerns about nursing care
Introduction of external websites
  • Ministry of Health, Labour and Welfare website: Nursing care facilities information for daily life
  • Toshiba Health Insurance Association website: System of nursing care insurance

Activity Example: Nursing Care Seminars and Cancer Treatment Seminars

Nursing care seminar at Toshiba Smart Community Center
Nursing care seminar at Toshiba Smart Community Center

Due to changes in family makeup and increase of two-income households, more employees are expected to need 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. In response, we held nursing care seminars per business site from FY2015 for Toshiba Group employees in Japan, with a cumulative total of 226 seminars conducted in the six years up to FY2020. In FY2020, we also started a seminar to support employees balancing between cancer treatment and work, which was held seven times in total (43 business sites participated) in a live-streaming format.

Benefits

Toshiba Corporate Pension Plan: For full-time employees at Toshiba Group in Japan, we provide the Toshiba Corporate Pension Plan (defined benefit plan) in addition to the old-age pension from Japan’s welfare pension insurance scheme to support their lives after retirement. Currently, around 63,000 employees from 85 business sites have subscribed to the Toshiba Corporate Pension Plan. In October 2015, we also introduced a defined contribution pension to further improve employees’ post-retirement funds.

Health Insurance Association: Toshiba Group in Japan operates the Toshiba Health Insurance Association to which 172 business owners and approximately 221,000 people (including retirees and dependents) have subscribed. The Association strives to prevent illness and enhance the health and physical strength of the Group employees as well as supports medical expenses and provides benefits in the event of illness, injury, childbirth, etc. for Group employees and their families.

Teatime, a Selective Welfare System: Toshiba offers a selective welfare system called Teatime under which full-time employees can make choices according to their needs and receive support from a wide range of welfare benefits. This system has been introduced at 21 companies of Toshiba Group in Japan (approximately 40,000 employees). In addition to reimbursement for spending on self-development programs and health support, the system also covers support for childcare and nursing care, including costs for day-care centers, child-rearing, education, and nursing care, among others. Our wide-ranging support caters to the various needs of employees.

Other Welfare Programs:Toshiba Group in Japan has a program for medical, accident and life insurance for its employees that takes advantage of the Group’s scale to provide a range of insurance policies at low premiums, as a means for life with reassurance for Group employees. We also provide programs in Japan to support the financial independence of Group employees such as an accumulation scheme for purchasing homes and funding life after retirement.