Promotion of DEIB(Diversity, Equity, Inclusion, Belonging)


Toshiba group promotes DEIB based on the belief that a corporate culture in which people channel the differences (diversity) of each and every employee into strengths and feel fulfilled and grow through various challenges while demonstrating their abilities will lead to innovation that will lead to Basic Commitment of the Toshiba Group, "Committed to People, Committed to the Future.".
In accordance with the International Labor Organization (ILO) Convention No. 111, "Discrimination (Employment and Occupation) Convention, " Toshiba Group prohibits discrimination and exclusion in employment for any reason, including race, color, sex, religion, political opinion, national extraction, or social origin.

KPIs to Be Addressed and Achievements

Percentage of female employees in executive and in managerial positions
(Percentage of female exempt employees)*1

FY2021 Achievement 5.5 %
FY2022 Target 6.0 %
FY2022 Achievement 5.8 %
FY2023 Target 6.5 %
FY2021 Achievement 5.5 %
FY2022 Target 6.0 %
FY2022 Achievement 5.8 %
FY2023 Target 6.5 %
  • Set a target of 8% for FY2025

FY2022 Key Achievements

  • As part of the project to advance women’s careers (corporate measures), we started the first phase of the WEoT30 (Women Empowerment of Toshiba) Program, and implemented cross-mentoring with senior management, dialogue with female executives, and workshops, etc. In addition, we started operating the Next-generation Female Leader Development Program (WEoT Mirai Workshop), which started out on a trial basis in FY2021, on a regular basis, and 112 female employees and their superiors have attended this to date.
  • We held seminars for both managers and general personnel to promote the understanding of males taking childcare leave. As well as deepening understanding of the law revisions, it was an opportunity to learn about the benefits of taking childcare leave and the importance of participating in housework and childcare.
  • Childcare leave utilization rate among male employees*2
    FY2022 Achievement: 59.8%*3
    * Set a target of 70% in FY2025*4
  • Toshiba won a gold award in the PRIDE Index 2022, an award system established by work with Pride, a voluntary group, to evaluate the LGBT+ related efforts of companies and organizations.
  • The percentage of employees with disabilities at Toshiba (including a special subsidiary company) was 2.52% (FY2022 achievement). In order to help employees with disabilities thrive, we provided training for the counselors to persons with disabilities concerning their work and life. We also strengthened information sharing and cooperation among parties in charge.
  • At Toshiba, Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation
  • At Toshiba and key Group companies (Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation)
  • Sum of the 35.9% childcare leave utilization rate and the 23.9% paternity leave utilization rate among male employees (excluding those taking childcare leave)

Toshiba Group Policy on Diversity, Equity, Inclusion and Belonging


Toshiba Group’s policy on diversity, equity, inclusion and belonging (DEIB) provides definitions and objectives for the benefit and understanding of all stakeholders. Toshiba Group companies promote specific initiatives to realize this policy in the counties and regions where operate, while respecting the laws, culture and customs of those countries and regions. 

Toshiba Group aims to achieve personal growth for its employees and the growth and development of the Group, so as to realize its corporate philosophy, “Committed to People, Committed to the Future.”
To this end, it is important to channel the differences (diversity) of each and every employee into strengths, link them for the value creation (innovation) and cultivate a corporate culture in which employees feel fulfilled and grow through various challenges while demonstrating their abilities.
This is done in a sustainable manner through promotion of DEIB.

Defining Diversity, Equity, Inclusion, Belonging

Toshiba Group’s definition of the elements of DEIB is as below.

Diversity
The individuality and differences found in people and groups. They are the source of new ideas and the driving force behind Toshiba Group ‘s growth. We respect the diversity of our people, including their race, nationality, age, gender, sexual orientation and gender identity, religion, creed, culture, disability, values, skills, experience and lifestyle. We do not and will not tolerate discrimination on the basis of individual characteristics.

Equity
The fair provision of opportunities that allow all employees to take on challenges and flourish. Each of us has our own characteristics and situations, and it is important to provide appropriate support. Toshiba Group develops structures and environments and provides opportunities, so that all of our employees are able to maximize their abilities and contribute to the organization.

Inclusion
The determination to make the most of individuality and differences within an organization. Each individual is respected as a person, and able to feel that they are contributing to day-to-day business activities. Unconscious bias impacts on individuality and difference. Aware of this, we actively listen to opinions that differ from our own. People can be themselves, share diverse opinions and grow together only in a work environment and corporate culture where people show mutual respect, and where psychological safety is guaranteed.
Toshiba Group is committed to co-creating value while respecting the diversity and wide-ranging opinions of the people who make up society, with the aim of realizing a better world.

Belonging
The situation where each individual feels that, “As a member of the organization, I am in a place where I can make the most of myself.” This perception occurs naturally, unforced, in a corporate culture and work environment where all employees are respected as individuals and given fair opportunities to meet challenges and grow. It is achieved through the promotion of Diversity, Equity, and Inclusion. Toshiba Group is committed to a corporate culture and work environment where a diverse range of employees embrace the desire and intention to contribute to "Committed to People, Committed to the Future.”
Toshiba Group aims to be an attractive and valuable workplace and corporate Group where all kinds of people can continue to take on challenges and realize their ambitions and intention to contribute to "Committed to People, Committed to the Future.”

Structure of Promoting DEIB


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 DEIB


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 take actions as necessary, including additional surveys, training, and interviews, and strive for better work environments.

Disseminating Information about DEIB

Toshiba Group has set up an intranet web page about DEIB 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. We are also strengthening information dissemination activities using our internal social networking tools to help employees better understand the activities to promote DEIB.

In-house Community for DEIB

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. In the second-term action plan formulated in 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. To achieve these targets, we are implementing measures, including training female manager candidates, offering awareness raising seminars for supervisors and workers, and providing support for employees who are on childcare leave or those returning after childcare leave.

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

  • FY2012 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*)

  FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
Percentage of female exempt employees 4.3% 4.7% 4.9% 5.1% 5.5% 5.8%
Section manager class 5.1% 5.6% 5.7% 5.5% 5.9% 6.3%
Division manager class 3.2% 3.4% 3.6% 4.0% 4.1% 4.0%
  FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
Percentage of female exempt employees 4.3% 4.7% 4.9% 5.1% 5.5% 5.8%
Section manager class 5.1% 5.6% 5.7% 5.5% 5.9% 6.3%
Division manager class 3.2% 3.4% 3.6% 4.0% 4.1% 4.0%
  • 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 (8% of all directors) and two corporate officers (15% of all corporate officers) as of the end of FY2022.

Number and Percentage of female recruits (Toshiba and key Group companies)

The number of new female graduates to join Toshiba and key Group companies in April 2023 was 32 for business administrative positions and 45 for R&D/engineer positions.
And the ratio of new female graduates to join Toshiba and key Group companies in April 2023 was 40% for business administrative positions (target 50%) and 14% for R&D/engineer positions (target 25%). 
As of the end of FY2022, the percentage of female employees was 27% for business administrative positions and 9% for R&D/engineer positions.

Number of Toshiba Group employees by gender (as of end of March 2023)

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
The project to advance women’s careers (WEoT*) In FY2021, as measures to promote diversity and inclusion, we established a new project system to create human resource pools of female employees who can be candidates for executives, to introduce a training program for them, and to implement support programs for employees taking childcare leave as well as measures to encourage male employees to take childcare leave. Based on our vision: Create a company where every one of employees from diverse backgrounds can thrive, and aim for improved job satisfaction, we are promoting diversity and inclusion from the viewpoint of advancing women’s careers.
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 nine different cross-industry companies, including Toshiba).
Development program of female employees who can be candidates for executives (WEoT30)
In addition to strategic training rotations, we are implementing regular training rotations, dialogue with role models, leadership training, and networking with the aim of increasing the size of our human resource pool and empowering our female employees.
Next-generation female leader development program (WEoT Mirai Workshop)

We hold seminars for female employees just under managerial positions for the following purposes:

  • To demonstrate self-leadership, have self-understanding, and foster self-confidence
  • To provide opportunities to broaden one's viewpoints and gain new insights by encountering different values and corporate culture through exchanges with other female employees of the same generation.

Since superiors of female employees can play an important role in their growth and development, such superiors also participate in part of the program, which leads to mutual understanding.
At the start of the program, executives send messages to the participants and their superiors.

Awareness promotion training Until FY2021, a subject covering diversity management (how to communicate with diverse junior colleagues) had been included in the curriculum for mandatory training for persons promoted to exempt employees. However, as of FY2022, we added diversity and inclusion training sessions and unconscious bias training sessions through on-demand videos to all level-based trainings irrespective of persons being promoted to exempt employees.
Seminar to support employees returning after childcare leave We have been holding seminars to support a smooth return to work for those who plan to return from childcare leave (including some who have returned). This is an opportunity to deepen understanding of work-life balance support systems, simulations of work-life balance after returning to work, and the impact of unconscious bias. These are open not only to female employees but also to male employees whose spouses are about to give birth, and HR personnel who are supporting employees' return to work at the workplace.
System/Measure Overview
The project to advance women’s careers (WEoT*) In FY2021, as measures to promote diversity and inclusion, we established a new project system to create human resource pools of female employees who can be candidates for executives, to introduce a training program for them, and to implement support programs for employees taking childcare leave as well as measures to encourage male employees to take childcare leave. Based on our vision: Create a company where every one of employees from diverse backgrounds can thrive, and aim for improved job satisfaction, we are promoting diversity and inclusion from the viewpoint of advancing women’s careers.
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 nine different cross-industry companies, including Toshiba).
Development program of female employees who can be candidates for executives (WEoT30)
In addition to strategic training rotations, we are implementing regular training rotations, dialogue with role models, leadership training, and networking with the aim of increasing the size of our human resource pool and empowering our female employees.
Next-generation female leader development program (WEoT Mirai Workshop)

We hold seminars for female employees just under managerial positions for the following purposes:

  • To demonstrate self-leadership, have self-understanding, and foster self-confidence
  • To provide opportunities to broaden one's viewpoints and gain new insights by encountering different values and corporate culture through exchanges with other female employees of the same generation.

Since superiors of female employees can play an important role in their growth and development, such superiors also participate in part of the program, which leads to mutual understanding.
At the start of the program, executives send messages to the participants and their superiors.

Awareness promotion training Until FY2021, a subject covering diversity management (how to communicate with diverse junior colleagues) had been included in the curriculum for mandatory training for persons promoted to exempt employees. However, as of FY2022, we added diversity and inclusion training sessions and unconscious bias training sessions through on-demand videos to all level-based trainings irrespective of persons being promoted to exempt employees.
Seminar to support employees returning after childcare leave We have been holding seminars to support a smooth return to work for those who plan to return from childcare leave (including some who have returned). This is an opportunity to deepen understanding of work-life balance support systems, simulations of work-life balance after returning to work, and the impact of unconscious bias. These are open not only to female employees but also to male employees whose spouses are about to give birth, and HR personnel who are supporting employees' return to work at the workplace.
  • WEoT : Woman Empowerment of Toshiba

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

Seminar at the development program of female employees who can be candidates for executives (WEoT30)

Group work at the development program of female employees who can be candidates for executives (WEoT30)

Promotion of the understanding of males taking childcare leave and measures towards this


In addition to improving employees’ motivation to work, reforming work-styles, and fostering varied values, Toshiba encourages male employees to take childcare leave and is taking a wide range of measures towards this, aiming to foster a culture in which both male and female employees can balance their child-raising with their work. The second-term action plan formulated in April 2021 based on the Act to Advance Women’s Success in Their Working Life sets a target for Toshiba and key Group companies* to achieve 15% of male employees taking childcare leave by the end of FY2025. In FY2022, we conducted seminars and e-learning to promote male employees to take childcare leave, in addition to sending the President's message, with the aim of promoting better understanding among employees.

Excerpts from the measures to promote the understanding of males taking childcare leave (for Toshiba Group’s full-time employees in Japan)

System/Measure Overview
Dissemination of the Company policy messages We clearly set out the Company’s overall policy to encourage employees to take childcare leave, using our intranet and internal social networking tools to disseminate such messages.
Seminars to promote the understanding of males taking childcare leave Our aim is to promote better understanding of this issue by sharing details of the revised Act on Childcare Leave, etc. (a new system), companies’ obligations, the significance of male workers taking childcare leave, and case studies of corporate initiatives in this area. We held seminars for managers in August 2022, and held another for general personnel in January 2023.
Support programs for balancing child-raising with work

We made partial revisions to the Mutual Understanding Program, introduced in 2008, which is to be taken prior to commencing childcare leave. From April 2022, this program is carried out under the Support Program for Balancing Child-raising with Work. We hold a three-way interview among an employee, his or her supervisor, and HR personnel in charge of personnel and labor matters to have an individual opportunity of a thorough briefing and to check the employee’s intention to take childcare leave.

Implementation of e-learning to promote understanding We take the issues concerning acquisition of childcare leave by male employees as a challenge we need to address as an entire organization. The e-learning program gives participants the opportunity to learn key points related to such issues. In addition to learning the necessary information for taking childcare leave, we also look at case studies to encourage participants to imagine and understand respective positions of employees, their colleagues, and their supervisors.
System/Measure Overview
Dissemination of the Company policy messages We clearly set out the Company’s overall policy to encourage employees to take childcare leave, using our intranet and internal social networking tools to disseminate such messages.
Seminars to promote the understanding of males taking childcare leave Our aim is to promote better understanding of this issue by sharing details of the revised Act on Childcare Leave, etc. (a new system), companies’ obligations, the significance of male workers taking childcare leave, and case studies of corporate initiatives in this area. We held seminars for managers in August 2022, and held another for general personnel in January 2023.
Support programs for balancing child-raising with work

We made partial revisions to the Mutual Understanding Program, introduced in 2008, which is to be taken prior to commencing childcare leave. From April 2022, this program is carried out under the Support Program for Balancing Child-raising with Work. We hold a three-way interview among an employee, his or her supervisor, and HR personnel in charge of personnel and labor matters to have an individual opportunity of a thorough briefing and to check the employee’s intention to take childcare leave.

Implementation of e-learning to promote understanding We take the issues concerning acquisition of childcare leave by male employees as a challenge we need to address as an entire organization. The e-learning program gives participants the opportunity to learn key points related to such issues. In addition to learning the necessary information for taking childcare leave, we also look at case studies to encourage participants to imagine and understand respective positions of employees, their colleagues, and their supervisors.

Message from President Shimada


Diversity is important for the growth of a company. Diversity is not just about empowering women, although women's empowerment is also an important factor. In terms of the Toshiba’s work style, I believe it is important to eliminate any gender differences to create a company where women can play an active role. Therefore, I believe that it is essential for men to take childcare leave. The ratio of male employees taking childcare leave in FY2021 at Toshiba and key group companies* was 14.6%. I would like to see an immediate increase in this figure. In order to realize the new initiatives that Toshiba is currently trying to implement, it is important to have experiences that differ from day-to-day work. Even for that purpose, I would like to ask you to reduce overtime work, and I encourage men to take childcare leave. I would like to request the understanding and support of all superiors.

  • Key group companies : Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation

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 (as of the end of FY2022, the percentage of non-Japanese employees at Toshiba and its key Group companies was 1.5%).
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 FY2022, more than 400 global recruits have joined Toshiba and they play active roles in various fields such as sales, R&D and design. In FY2022, 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. As an example, we have started career advisory interviews for non-Japanese employees with the aim of supporting their career development.
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)

  • FY2012 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

Employment of People with Disabilities


Toshiba Group is actively working to employ people with disabilities and support their active participation. As of June 1, 2023, the percentage of employees with disabilities has become 2.6% at Toshiba (including a special subsidiary company). 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. In addition, in September each year, we hold a seminar to promote understanding of employment of people with disabilities, and in the second half of each fiscal year we conduct communication training with hearing-impaired employees in efforts to deepen understanding of disabilities. Since FY2021, we have been implementing training for the counselors (HR personnel) to persons with disabilities concerning their work and life so that they can become more aware of their roles and have opportunities to share information and build networks. Starting from FY2022, we expanded this training to include Toshiba Group employees (general personnel, exempt employees, and healthcare workers), and conducted it as a “seminar to deepen understanding of employees with disabilities.”

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 June 2022 June 2023

Toshiba incl. a special subsidiary company in Japan
Number of people 637.5 594.5 573.0 574.5 578.5 570.0 587.5
Percentage of employment 2.33% 2.37% 2.31% 2.41% 2.51% 2.52% 2.60%
  June 2017 June 2018 June 2019 June 2020 June 2021 June 2022 June 2023

Toshiba incl. a special subsidiary company in Japan
Number of people 637.5 594.5 573.0 574.5 578.5 570.0 587.5
Percentage of employment 2.33% 2.37% 2.31% 2.41% 2.51% 2.52% 2.60%
Seminar to promote understanding of employment of people with disabilities Held in September every year for the purpose of further deepening understanding of employees with disabilities, and increasing the number of workplaces that accept them. We have established two courses: a basic course for learning about employment-related laws and the types and characteristics of disabilities, and an advanced course for deepening understanding, with a different theme each year. The FY2022 advanced course covered mental health issues, and helped participants acquire practical skills by dealing with points and areas of consideration at the time of recruitment and selection, and through role-playing of interviews.
Seminar to deepen understanding of employees with disabilities In FY2022, we dealt with the theme of acquired vision impairment. In addition to enhancing understanding of people who have acquired vision impairment later in life, this initiative provided an opportunity to share the challenges of continuing to work through lectures by people with disabilities, and to think about how to make the organization inclusive of employees with disabilities.
Communication training with hearing-impaired employees This was held to provide those who have colleagues with hearing impairments with an opportunity to correctly understand the circumstances, concerns, and requests of such colleagues, as well as to learn effective communication methods in the workplace and points to note to ensure work proceeds smoothly.
Seminar to promote understanding of employment of people with disabilities Held in September every year for the purpose of further deepening understanding of employees with disabilities, and increasing the number of workplaces that accept them. We have established two courses: a basic course for learning about employment-related laws and the types and characteristics of disabilities, and an advanced course for deepening understanding, with a different theme each year. The FY2022 advanced course covered mental health issues, and helped participants acquire practical skills by dealing with points and areas of consideration at the time of recruitment and selection, and through role-playing of interviews.
Seminar to deepen understanding of employees with disabilities In FY2022, we dealt with the theme of acquired vision impairment. In addition to enhancing understanding of people who have acquired vision impairment later in life, this initiative provided an opportunity to share the challenges of continuing to work through lectures by people with disabilities, and to think about how to make the organization inclusive of employees with disabilities.
Communication training with hearing-impaired employees This was held to provide those who have colleagues with hearing impairments with an opportunity to correctly understand the circumstances, concerns, and requests of such colleagues, as well as to learn effective communication methods in the workplace and points to note to ensure work proceeds smoothly.

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 in order to support the independence of people with disabilities, particularly those with intellectual disabilities. It was named With in the hope of creating an environment where people with and without disabilities can live and work together. Currently, 58 employees, most of whom have intellectual disabilities, are working at five business sites of Toshiba Group. Core work revolves around cleaning, collecting and delivering in-house mail, a health keeper (in-house therapist), and the conversion of documents to PDF files inside Toshiba Group, and through these tasks, employees learn the significance of working and rules and manners as a member of society. In addition, in order to promote the independence of people with intellectual disabilities, we believe that support for daily life and health is also important, and we are creating a system that is integrated with families and local support organizations. 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.Toshiba With Corporation will continue to support independence through the development and utilization of human resources, so that each and every employee can be more active by raising awareness and understanding of disabilities, as well as fostering a sense of self-reliance among employees.

Clean-up activity

Collecting and delivering in-house mail

A health keeper (in-house therapist) in action

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.

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

Participation in external events

In FY2022, we participated in external events "Ally Project" pertaining to LGBT+ issues three times, and presented our internal efforts for these issues online. We also exchanged opinions with other companies participating in those events, expanding the circle of LGBT+ Allies among companies.

Implementation of “Toward the Realization of a Workplace Environment where Everyone Feels Comfortable” training sessions to promote the understanding of LGBT+ issues

In readiness for the establishment of a system for same-sex partnerships in FY2023, we conducted online training for approximately 170 employees who volunteered, serving in roles at the Harassment Consultation Center, as HR personnel, or as occupational health workers at Toshiba Group companies. We invited a lecturer from NPO Nijiiro Diversity, a certified NPO, who provided explanations, starting from the basics, on potential workplace harassment scenarios. This was followed by a question-and-answer session and an exchange of opinions with participants in efforts to further promote understanding.

Awarded Gold and Bronze in PRIDE Index 2022

In November 2022, Toshiba won a gold award in the PRIDE Index 2022, an award system developed by work with Pride, a voluntary group, to evaluate the LGBT+ related efforts of companies and organizations.
It was our third time to apply for this award. The award again 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; (3) promotion of understanding and awareness through our various training programs; and (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. Toshiba Energy Systems & Solutions Corporation, Toshiba Infrastructure Systems & Solutions Corporation, Toshiba Electronic Devices & Storage Corporation, and Toshiba Digital Solutions Corporation, which have participated in this project since FY2021, each won the bronze award for the second consecutive year.

DEIB-related Consulting Service and Hotline


Toshiba Group receives reports and consultations concerning DEIB by email, postal mail and FAX through points of contact for employees (including temporary employees) and business partners.
The Toshiba Hotline, Harassment Consulting Center, and Audit Committee Hotline, which form the whistleblower system and consulting service for employees for matters other than DEIB, are described in the whistleblower system and consulting service under Respect for Human Rights.

Questionnaire for Sustainability Website

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