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Promotion of Diversity

Top Commitment

Toshiba Group will contribute to the development of a sustainable society by actively developing and utilizing various human resources as a driving force while aiming to achieve “growth through activity and innovation” through creating new values and cultivating new markets.
The maximization of the capabilities and strengths of diverse employees is critical for active innovation and corporate growth. Based on this belief, the Toshiba Group has positioned the promotion of diversity as one of its integral management policy visions, and under the strong top commitment, top management has issued a message on the importance of diversity for both employees and those outside the company.
In FY2011, Toshiba Group presented a new concept “Toshiba Diversity”. Furthermore, in FY2013, the Toshiba Group specified “globally develop diverse, talented, creative people” as one of its management policy visions, and has accelerated human resources planning, human resources development, and diversity promotion activities.

Medium-Term Strategies for Future Growth through Creativity and Innovation (August 7, 2013)
Medium-Term Strategies for Future Growth through Creativity and Innovation (August 7, 2013)

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Structure for Promoting Diversity

In FY2004, Toshiba Group set up the Diversity Promotion Advisory Committee as an advisory body to the personnel department with the aim of promoting diversity in the entire Toshiba Group. In FY2012, the Diversity Promotion Advisory Committee was upgraded to a promotional organization named the Diversity Strategy Committee, which meets every six months to encourage each in-house and Group companies to voluntarily and actively implement diversity measures.
The Diversity Strategy Committee is convened, consisting of the Corporate Senior Executive Vice President who acts the Chief Diversity Officer (CDO) as the chair, the executive officer in charge of personnel affairs, and the presidents of in-house and major Group companies as top management members. In this committee, discussions are held to determine the direction of diversity strategies for each company, such as measures to expand the domestic recruitment base to include more females, policies and measures to develop female employees in order to increase the percentage of female managers, and the development of global human resources and environmental improvement.

Promotion Structure for Diversity Strategy Committee
Figure of Promotion Structure for Diversity Strategy Committee

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Education and Training on Respect for Diversity of Human Resources

Toshiba Group intranet site “Kirameki”
Toshiba Group intranet site “Kirameki”

The Toshiba Group strives to create an organizational culture where diverse individuality and employee values are accepted and respected and where each employee is provided the opportunity to maximize their capabilities and strengths. Our efforts include diversity training where employees learn to accept and respect diversity of each individual and study about human rights for all employees.
In the mandatory training at the time of promotion to manager, diversity training is conducted for five hours, and training on compliance-including human rights-for one day. While incorporating work or case studies, they are learning about diversity management methods and human rights to take full advantage of the power of diverse human resources. Other training programs include “career training for early career female employees who have worked for the company for five to ten years;” training for employees with disabilities, which is designed to “develop skills that emphasize their strengths;” and communication training for departments that accept employees with hearing impairments. Through these efforts, we are enhancing our diversity training programs.
Also, Toshiba Corp. has set up an exclusive email address for counseling related to workplace grievances. Based on opinions and requests from employees, a special networking site has been set up to provide opportunities for exchanging information among employees. Thus, unified initiatives between the company and employees have been accelerated to enhance interactive communication.

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Raising Awareness

Toshiba's president has, in explaining management policies to employees and at the forum for diversity, “Kirameki Forum” for employees (which also features experts from outside the company), spoken directly on the idea of diversity as the Group's management policy. We are also distributing the video and entire text of the message through the company's internal website to communicate the message to employees who are unable to attend the Kirameki Forum.

Activity Example: Communicating the president's message

Internal newsletter “Kirameki Times”
Internal newsletter “Kirameki Times” (issued quarterly from FY2007 onward)

In September 2013, then President Tanaka's message on diversity was distributed by the internal newsletter “Kirameki Times Vol.27” to all Toshiba Group employees, including those in offices outside Japan.

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Evaluation by External Parties

Name of Award Year Awarded
Awarded the next generation support certification label named “Kurumin Mark,” a certification provided by the Ministry of Health, Labor and Welfare in recognition of company efforts to support child rearing by employees. 2007
Received the Diversity Management Selection 100 Award from the Ministry of Economy, Trade and Industry 2013
Nikkei Woman's Female Workers' Workplace Opportunity Rankings (ranked 5th in the category of the Active use of women's abilities) 2013
Toyo Keizai's Top 200 Diversified Companies Ranking (ranked 1st place) 2013
Toyo Keizai CSR Ranking (1st place in the category of Workforce and HR Utilization) 2013
Nikkei survey of Companies that Effectively Utilize its Employees (ranked 8th in the category of workplace environment and communication) 2013

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Promoting the Utilization of Female Employees

<Toshiba Corporation's Target>

In its medium-term management plan, the Toshiba Corp. has set a target of increasing the percentage of female managers to at least 5.0% by FY2015 by implementing measures to accelerate the utilization of female employees. Furthermore, it aims to increase the number of senior female managers to three times that of the 11 people (nine Vice Presidents and two Chief Fellow engineers) in FY2012.

∇Changes in the number/percentage of female managers (Toshiba Corp. (Japan))section manager class or higher)
Graph of Changes in the number/percentage of female managers (Toshiba Corp. (Japan))section manager class or higher)

∇Percentage breakdown of female managers (Toshiba Corp.(Japan))

  FY2012 FY2013
Percentage of female managers 3.8% 3.8%
  Section manager class 4.6% 4.4%
Division manager class 2.4% 3.0%

<Efforts to promote activities for female employees>

In order to promote activities for female employees, Toshiba Corp. has, since FY2004, taken measures seeking to achieve the following three objectives: increasing the number of female recruits; increasing (developing) female managers; and increasing the retention rate.

(1) Increasing the number of female recruits

Toshiba Corp. has carried out recruiting activities by setting the target ratios of female recruits for administrative and technical positions at 50% and 25%, respectively. As for technical staff, since the percentage of female students in science and technology departments is only slightly above 10%, Toshiba Corp. has promoted efforts to recruit more female engineers by implementing various measures such as holding recruiting seminars dedicated only to female students in science and technology departments and actively presenting female engineer role models in the recruitment media.

∇Ratio of female recruits (Toshiba Corp.(Japan))
Graph of Ratio of female recruits (Toshiba Corp.(Japan))

∇Employee Breakdown (Toshiba Corp.(Japan))
Graph of Employee Breakdown (Toshiba Corp.(Japan))

Activity Example: Participating in and sponsoring events to convey the appeal of choosing science and engineering courses of study in college to female junior high and high school students

A female engineer of Toshiba Corp. communicating the joy of manufacturing at a career event
A female engineer of Toshiba Corp. communicating the joy of manufacturing at a career event

A scene from the TV disassembly workshop
A scene from the TV disassembly workshop

Toshiba Corp. also actively participates in and sponsors events to convey the appeal of choosing science and engineering courses of study in college to female junior high and high school students. In September 2013, Toshiba Corp. held a “TV disassembly workshop” at an all-girls school in Tokyo. With the support of employee volunteers acting the role of disassembling experts, students actually disassemble TVs using tools such as screwdrivers, and they deepened their understanding of the mechanism of how electrical products work. At the same time, we helped female junior high students create their visions for their future careers through their interacting with female engineers.
In August 2013, we also participated in the career event “MY FUTURE CAMPUS Girls 1day” that targeted female high school students and female freshman and sophomore college students and was sponsored by Mynavi Corporation. In the event, our female engineers explained the fun of manufacturing to students.

(2) Increasing (developing) female managers

When Toshiba Corp. started our career support activities, the percentage of female managers in Toshiba Corp (Japan). was 0.9% in FY2004. However, through career shaping support trainings, such as “Kirameki Juku” for managerial candidates and “Kirameki Koza” for working-level employees, the ratio of female managers has been steadily increasing. For early career female employees, since FY2010, we have been regularly conducting the “career training for early career female employees who have worked for the company for five to ten years,” and as a result, the percentage of female managers in FY2012 increased to 3.8%.

∇Changes in the percentage of female managers (Toshiba Corp. (Japan))section manager class or higher)
Graph of Changes in the percentage of female managers

Activity Example: Career training for young female employees

Photo of A scene from group work of training program
A scene from group work of training program

Toshiba Corp. developed a career training program for early career female employees for the purpose of developing prospective female managers and has implemented this training program for approximately 140 employees every year since FY2010. In this training, they learn how to develop an idea about their career, and then a group activity of five to six employees is held for six hours in total and a career design expert gives advice to each employee. In FY2012, a lunch time gathering after the completion of the training program was newly implemented for employees who have finished the program, which has contributed to the expansion of networks of same-generation employees.

(3) Increasing the retention rate

Toshiba Group has set up a system to support diverse work styles of employees.

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Recruiting More Non-Japanese Employees

As part of our diversity promotion program, we are increasing the recruitment of non-Japanese employees. Since 2006, in addition to employing people who have studied in Japan as foreign exchange students, we have been carrying out our “global recruitment” program in an effort to directly recruit students graduating from foreign universities. Approximately 60 graduates are employed every year and they play an active role in the fields of sales, development and design. To facilitate their adaptation to life and work in Japan, we provide a wide range of life-related assistance as well as work-related support such as providing each non-Japanese employee with a mentor who provides them with guidance based on a tailor-made job skill improvement plan.

Since FY2011, we have conducted regular assessment of job duties and work environments in order to improve them by presenting good examples from other workplaces in which those employed through global recruitment and their superiors discuss what they each respectively regard as the challenges and good methods/means of encouraging foreign national employees to actively involve themselves in their workplaces. Training is also provided for managers and trainers in workplaces receiving those who are newly employed through global recruitment.

Engaging in interactive communication between the company and employees on the intranet site set up exclusively to promote diversity.

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Employment of People with Disabilities

As of April 1, 2014, Toshiba Corp. had 523 employees with disabilities, accounting for 2.09% of the overall workforce. Of the 120 Group companies, 114 have already achieved the statutory employment ratio of people with disabilities. We are striving for Group-wide achievement of this statutory target in April 2015.
We have also been making efforts to improve work environments for employees with disabilities. In FY2010, we established a network connecting seven divisions engaged in supporting people with disabilities, including the Human Resources and Administration Division and the Design Center. This network has enabled us to devise and implement comprehensive measures to support such employees.

Employment Ratio of People with Disabilities
June 2012 April 2013 April 2014
Toshiba Corp. Number of people 512 528 533
Employment ratio 1.96% 2.04% 2.09%
Toshiba Group Number of people 1,760.5 1,772 1,781.5
Employment ratio 2.16% 2.24% 2.37%
Number of companies meeting the ratio 134 119 114

Activity Example: Toshiba With to promote employment of people with disabilities

Cleaning up activities by employees at Toshiba With
Clean-up activities by employees at Toshiba With

Toshiba With 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, 25 employees, most of whom have intellectual disabilities, are working at five business sites of Toshiba Group.
Toshiba With was awarded the Toshiba Corporate Citizenship Award in “Social Contribution by Business”, category which was newly-established in FY2013, for its contributions to society through business.

Activity Example: Sign language club members organizing a PC Disassembly Workshop at a school for the deaf

Employee with a hearing disability explaining how to disassemble a PC
Employee with a hearing disability explaining how to disassemble a PC

Toshiba Group has been providing employees with a monthly sign language lesson, “Toshiba sign language club,” since FY2009. At the club, employees with impaired hearing serve as instructors, teaching sign language to facilitate smooth communication and providing information to promote understanding of hearing disabilities. By FY2013, a total of 1,658 people have participated in such lessons.
The sign language club members are engaged in activities outside the Company as well. In FY2013, five members participated in a PC Disassembly Workshop for elementary school children in grades three through six at the Koto Branch of the Otsuka School for the Deaf (Koto-ku, Tokyo) to explain the roles of different parts using sign language.

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Active Utilization of Older Employees

In 2001, amidst the backdrop of the declining birthrate and aging of the society, we established a system to extend the employment of older employees until they reach age 65. Under this system, wage levels are determined according to skills and abilities. We expect employees to continue to display their abilities even after reaching the mandatory retirement age of 60 and pass on high-level skills to the next generation. Thus, we provide workplaces in which older employees can play active roles in daily operations.
The revised Act on Stabilization of Employment of Elderly Persons came into force in April 2013. As a general rule, in consideration of the purpose of the revised Act, we have decided to extend employment opportunities to all persons reaching age 60 in April 2013 or thereafter if they so desire.
We will continue to actively encourage older employees to play active parts in their workplaces according to their work styles, needs, and skills.

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