Human Resources Development

Cultivating Global Human Resources

Based on Toshiba's corporate philosophy, Toshiba Group emphasizes the importance of cultivating well-rounded global human resources who have a deep cross-cultural understanding and the ability to perform their jobs through direct communication with stakeholders around the world.

In an effort to develop such human resources, we offer country and/or region-specific education programs such as “Toshiba Value Education” to cultivate the desired attitude and mindset fostered over the course of Toshiba's history, “Liberal Arts Training” to develop well-rounded individuals who can embrace diversity, and global-integrated training programs such as “Innovation Leaders Program” targeted at future leaders of Toshiba Group companies around the world.

Using Full-fledged Career Development Systems

Toshiba supports the career development of each employee in an effort to maximize their current and future job performance.

We have well-developed career development systems in place. For instance, the performance management system gives each employee a semi-annual opportunity to review with their superior their job performance over the past six months and to discuss the job objectives for the next six months. The career design system allows each employee to share their medium-term goals for skill development as well as their planned means of developing and utilizing the skills. In addition, each employee is given an annual opportunity to review their long-term career development plan with their superior.

We also have career development systems to allow employees to build their careers autonomously instead of the company deciding their career paths for them. For example, the internal job posting system allows each employee to apply for personnel transfer in order to fill a vacant post announced by a division. The internal FA system enables each employee to apply for personnel transfer to a division of their choice.

Job Transfers Involving Use of Open Recruitment in Toshiba Group and the In-house Free Agent System

System	Eligibility	FY2009	FY2010
Open recruitment in Toshiba Group	Full-time employees of the eligible Toshiba Group companies who have been employed by the company for 3 years or more	34	46
In-house free agent	Full-time employees who have been employed by the company for 5 years or more.	19	22

Training Programs at Toshiba Group

Toshiba Group has various training and development programs in place such as those that aim to cultivate certain shared values in all employees and others based on individual needs and career stage requirements.

Training Category	Outline
Toshiba Value Training	Includes Innovation (MI) Training, Toshiba Value Education and Liberal Arts Training. (Liberal Arts refers to developing intellectual capabilities and cultivating the power of thinking in people.)
Global Training	Seeks to develop global-minded people who can not only perform the jobs within the scope of their countries or regions but at a global level as well as people who can work by communicating with a wide range of stakeholders and accept cross-cultural differences.
Training by Grade	A compulsory program that must be taken by all employees each time they are promoted. This program allows participants to acquire the skills and knowledge that are required for their new roles and responsibilities.
Training by Job Function	Aims to equip employees, based on ther career stages, with knowledge and skills required for different job functions.
Leadership Development	A development program based on selection that aims to develop future leadership candidates for Toshiba Group.

Systems for Soliciting Employee Opinions (Checks and Audits for Development of Employee Capabilities)

Toshiba encourages group companies to conduct the TEAM Survey for the purpose of soliciting the opinions of employees.
In FY2010, 34 Toshiba Group companies in Japan conducted this in-depth survey of employee values and attitudes concerning company policies, attitudes toward and evaluation of workplaces and superiors, and attitudes toward employee evaluation and treatment.
Participating companies hold meetings at each department and, in light of the findings of the survey, implement measures to enhance communication in the workplace and vitalize organizations.