Home > About Toshiba > CSR > CSR Performance > Labor Practices > Support for Diverse Work Styles
Support for Diverse Work Styles
Work-Style Innovation
Internal website: Enjoy your work !
Work-style innovation (WSI) refers to a campaign aimed at creating a positive spiral, where employees work very hard and efficiently and also make the most of their private live to rejuvenate and improve themselves so that they can add higher value to their work.
In connection with this, Toshiba Group has been promoting a work-style reform through the following two approaches: the self-management approach, taken by each employee, and the team management approach, led by a team leader. We have also been conducting a campaign with the catchphrase “Enjoy your work!”, for which we have created a related web page on our intranet as a way of letting employees learn from the experiences of top managers and co-workers.
Toshiba Initiative: Use of the system for visualizing working hours
In order to promote WSI, it is necessary to accurately monitor the work hours of each employee. For this purpose, Toshiba introduced a system that allows employees to display and visually monitor hours worked on their computers. We also operate the systems for work record notification and work record display, in order to ensure that employees and their superiors pay constant attention to work hours. The work record notification system automatically sends an e-mail to each employee and their superior to inform them of their work record.
The work record display system uses the three colors of traffic lights (red, yellow, and green) to classify each employee’s current work record, thereby drawing attention to overtime work hours. Thus, this system supports the visualization of work hours.
Supporting Employees' Work and Childcare
Toshiba Group strives to enhance the flexibility and scope of systems that allow employees to change their working styles according to their personal circumstances. Toshiba has supported the concept of work-life balance since the 1990s, implemented various measures based on the Act on Advancement of Measures to Support Raising Next-Generation Children since FY2005, and established support systems that exceed the statutory requirements.
| System | Period | FY2010 | FY2011 |
|---|---|---|---|
| Childcare leave | Until the child is 3 years old, even if the spouse is not working |
Male:11 | Male:16 |
| Female:269 | Female:258 | ||
| Paternity leave | Up to 5 days including the day of birth within 2 weeks of the birth*1 | Male:356 | Male:399 |
| Familycare leave | Up to 365 days per person requiring nursing | Male:5 | Male:2 |
| Female:3 | Female:5 | ||
| Short-time shift | For childcare: Until the child finishes the third grade of elementary school*2 For nursing care: Up to 3 years per person |
Male:8 | Male:7 |
| Female:399 | Female:398 |
- *1:
- Until FY2011: Up to 5 days including the day of birth within 2 weeks of the birth
- *2:
- Until FY2011: Until the child finishes grade three of elementary school
Evaluation by External Parties
Certification Label (May 2007)
We implemented measures in accordance with the Next Generation Education and Support Promotion Act since April 2005 and obtained the Next Generation Support Certification Label in 2007.
With these pace-setting initiatives Toshiba won the Nikkei Kosodate (“Child-Rearing”) Award in 2007.
Senior Research Scientist Rieko Fukushima receives the APEC Women Innovators Award
UN Women Executive Director Michelle Bachelet and Japanese delegation members
Rieko Fukushima, a Senior Research Scientist, is on the far right of the front row
Rieko Fukushima, a Senior Research Scientist at Toshiba’s Corporate Research & Development Center, who won the Grand Prize at the Woman of the Year 2011 Award Ceremony, which was held by Nikkei Woman and supported by the Cabinet Office (Japan), received the APEC Women Innovators Award* at the APEC Women and the Economy Summit (WES) held in San Francisco, United States in September 2011.
Her achievements in the development of glass-free 3D displays have greatly contributed to the future development of the display market. Furthermore, in Toshiba Group companies in Japan, she is regarded as a role model for working mothers seeking to balance career and family.
* This award is given to women who have contributed to economic development in various fields. Two women from each APEC country–a total of 42 recipients– receive the award.
Our internal childcare center “Kirame-kids”
In an effort to support the work-life balance of employees, we opened an internal childcare center named “Kirame-kids Yokohama” on the premises of one of our business sites, Yokohama Complex, in April 2011. Its flexible childcare services such as two-day-a-week care, three-day-a-week care, and temporary care are designed to meet the needs of working mothers as well as working fathers. The center, which has a large garden and abundant greenery, provides full-time high-quality childcare in a relaxed atmosphere.
Comments by users
- I appreciate the center’s flexible handling of childcare schedulechanges.
- I like the teachers because they are always cheerful and energetic.
- I have used other childcare centers, but I think this is the most pleasant and reassuring childcare center.
- The meals provided at the childcare center are really tasty. My child always asks for another helping and eats everything.
Kirame-kids Yokohama
Handmade signboard
Toshiba Initiative: Male employee participating in childcare
Junpei Matsumoto,
HR & Administration Division,
Toshiba Semiconductor Company
I took paternity leave to attend my wife's delivery in her parents' hometown, and also took an additional 10-day leave. Having watched the process, including childbirth, I am convinced that childcare should not be sole the responsibility of my wife. I am, therefore, taking an active part in raising our child along with my wife.
Availability of Diverse Work Styles
At Toshiba, there is a provision of flextime so that employees can work more efficiently according to their independent time management. We aim to increase work efficiency by cultivating a corporate culture that emphasizes self-motivation and creativity.
“Family Day” initiatives and days set to leave the office at normal quitting time
In order to accelerate work-style innovation and create time for employees to spend with their families, Toshiba Group is implementing various initiatives, such as ensuring that all employees leave work at the official quitting time at least two days during Japan's “Family Week” in November.
During others months also, particular days are fixed for each operation site to encourage employees to leave the office at normal quitting time during such days.
Long Leave System
In order to encourage employees to take leaves for clear and meaningful objectives, Toshiba has introduced a long leave system so that each employee can avail of a maximum of 20-day accumulated leaves for self-development, social contribution activities, nursing, and treatment of non-occupational injuries and diseases and conditions, including infertility.
Benefits
Toshiba Corporate Pension Plan
In addition to old-age pension plans by government-managed welfare pension insurance, Toshiba has a corporate pension plan for increased benefits.
Teatime, a selective welfare system
Toshiba offers a selective welfare system called “Teatime” under which employees can make choices according to their needs from a wide range of welfare benefits and can receive subsidies from the company for such choices.
Education and Training on Nurturing Diversity
Listed below are some of Toshiba's activities to enhance employees' awareness of the importance of nurturing diversity and inclusion, while promoting work-style innovation.
“Kirameki Forum” (from FY2005∼)
Toshiba Group has positioned the promotion of diversity and WSI as one of its management strategies. The president has, in his start-of-term addresses to employees and at “Kirameki Forum” for employees (which also features experts from outside the company), spoken directly on the importance of diversity every year.
“Kirameki” Booklet (from FY2004 to 2006)
“Kirameki” Booklet
Internal PR magazines focusing on the importance of a healthy work-life balance were distributed to all employees. (Approximately 80,000 copies of the nine issues of the magazine were distributed, including to employees at group companies in Japan)
Distribution of Work-Style Innovation Handbook (FY2007-FY2008)
Since FY2007, we have established a training program to help employees acquire the skills to work more efficiently according to priorities. In FY2008, we distributed to all our employees in Japan copies of the work-style innovation handbook (approximately 100,000 copies) that summarizes the management know-how for working efficiently and the concept of work-style innovation, also providing examples of the various work-style innovation initiatives at business sites.
“Kirameki Times” Newsletter (from FY2007 onward)
Kirameki Times
As part of our awareness-raising activities regarding diversity and WSI, we issue a quarterly internal newsletter called the “Kirameki Times.” This Japanese-English bilingual newsletter carries messages including from the president and other executive officers, offering examples of the implementation of WSI.
(Approximately 100,000 copies distributed, including to employees at group companies in Japan)
Handbook on support of work-life balance (from FY2006)
A brochure on systems designed to support the achievement of a healthy work-life balance and communication concerning maternity, childcare, etc. at workplace was distributed to all employees.
Handbook on systems to support child-rearing (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, was distributed to employees concerned.
Handbook on plans to support nursing care (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.
Note: Available on intranet only.
Category Menu
CSR Performance
- Strengtheing CSR Management Based on the Principles of ISO 26000
- FY2011 and Targets & Plans for FY2012
Seven Core Subjects
- Organizational Governance
- Human Rights
- Labor Practices
- Stable Employment
- Fair Evaluation and Treatment
- Human Resources Development
- Promotion of Diversity
- Support for Diverse Work Styles
- Occupational Health and Safety
- The Environment
- Fair Operating Practices
- Customers
- Community Involvement and Development
