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Support for Diverse Work Styles

Work-Style Innovation

Toshiba Group is working on activities toward accelerating so-called work-life balance under the unique name of “work-style innovation.” 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 lives to rejuvenate and improve themselves so that they can add higher value to their work.
At Toshiba Group companies, each employee promotes activities to increase productivity by changing their working styles and methods. We also present WSI initiatives implemented at different workplaces on our company website to share lessons from model examples.

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Reduction in Long Working Hours

In Toshiba Corp., the average total number of annual actual working hours per employee was 2,064 hours and the average number of annual non-scheduled working hours per employee was 350 hours in FY2013. Employees who work more than 60 hours of overtime per month are considered long-hour workers, and those who work more than 60 hours of overtime per month for three consecutive months are considered chronic long-hour workers. We are striving to reduce the number of chronic long-hours workers to zero.
The Toshiba Group has been pushing work-style reform through the following two approaches: a self-management approach, taken by each employee, and a team management approach, led by a team leader. We have also been carrying out 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.

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Annual Paid Vacation

For the employees' rejuvenation, Toshiba Corp.has been facilitating the planned use of annual paid vacation. In FY2013, percentage of annual paid vacation taken by union members was 83%.

Activity Example: 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 (FY 2009). 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 (FY2010- ). 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.

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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.

Diverse Working Style Options and Employee Participation (Toshiba Corp.(Japan))
System Toshiba system As required by law
Childcare leave Period Until the end of the month when the child turns 3 years old Up to 1 year old except when certain requirements are met
Number of times Possible to apply up to three times per child Possible to apply up to once per child
Paternity leave Up to 5 paid holidays (100%) consecutively or separately, including the day of birth, within 6 weeks of the birth*1 -
Familycare 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 Target Employees who are raising children who have not yet completed elementary school*2 Employees who are raising children under three years old
Others 1) No limit to the number of times one can apply
2) Possible to combine with the flextime system
Subsidies for expenses Allowance for raising the next generation To be provided to each eligible child
* The child being taken care of by the spouse of the applicant, who works for the other company, is also eligible for the allowance.
Welfare system “Teatime” The points used for the childcare menu will be worth 1.2 to 1.5 times the usual points.
Reemployment system
(return to work system)
Establish a system to reemploy employees who have no choice but to resign for the following reasons:
1) Resignation in order to accompany a spouse who has been transferred (within 5 years)
2) Resignation in order to provide nursing care for those requiring nursing (within 3 years)
3) Resignation for childbirth, childcare, and raising children (within 3 years)
Mutual understanding program This program was introduced to allow an employee to have a discussion about treatment during their leave of absence or their future career with his/her superior and HR personnel before taking a leave of absence or after resuming work to reduce concerns held by the employee who takes or has taken a leave of absence from work.

*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

Employee Participation of Diverse Working Style Options (Toshiba Corp.(Japan))

FY2011 FY2012 FY2013
Childcare leaveMale:16
Paternity leaveMale:399Male:423Male:384
Family-care leaveMale:2
Short-time shiftMale:7

∇Average length of service (Toshiba Corp.(Japan), FY2013)

Average length of service 17.7 years
  Male 17.9 years
Female 16.0 years

Activity Example: Awarded the Diversity Management Selection 100 by the Ministry of Economy, Trade and Industry

 Awarded the Diversity Management Selection 100 award by the Ministry of Economy, Trade and Industry
Awarded the Diversity Management Selection 100 by the Ministry of Economy, Trade and Industry

In FY2012, the Ministry of Economy, Trade and Industry launched its new Diversity Management Selection 100 project. Over a period of several years from FY2012, this project selects and recognizes a total of approximately 100 companies that have achieved excellent results in diversity management by encouraging diverse human resources to display their abilities to realize innovation and create value. Toshiba was chosen and officially commended as one such company in the project's first year.

Activity Example: Authorization by the Act on Advancement of Measures to Support Raising Next-Generation Children

Certification Label (May 2007)
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.

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. 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. In FY2013, children graduated from the nursing program for the first time since the opening of the center.

Kirame-kids Yokohama
Kirame-kids Yokohama

Handmade signboard
Handmade signboard

Activity Example: Male employee participating in childcare

Masaomi Nakahata Mechanical Component Technology Research Center Corporate Manufacturing Engineering Center

Masaomi Nakahata
Mechanical Component Technology Research Center
Corporate Manufacturing Engineering Center

I took a three-month-long childcare leave. Since we got married, my wife, who also works as an engineer, and I have equally shared the household chores. After I experienced living with our child alone, I realized that rearing a child by oneself was much tougher than I had expected. It is important to balance work and childcare and to divide household chores between husband and wife so that there is never too heavy a burden placed on one of the two.

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Consideration of Working Hours

As for systems related to work style, Toshiba Corp. has introduced flexible working systems such as the discretionary labor and flextime systems to allow employees to work more efficiently and flexibly by carrying out their duties independently and autonomously. Approximately 95% of the employees in the Sales, Development & Engineering Design, and Corporate Staff divisions are utilizing the flextime system. In addition, we aim to increase work efficiency by cultivating a corporate culture that emphasizes self-motivation and creativity through lending smart phones and PCs for home use.

“Family Day” initiatives and days set to leave the office at normal quitting time

In order to accelerate WSI 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.

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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.

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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.

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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 WSI.

“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 once every year.

“Kirameki” Booklet (from FY2004 to 2006)

“Kirameki” Booklet
“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 WSI, also providing examples of the various WSI initiatives at business sites.

“Kirameki Times” Newsletter (from FY2007 onward)

Kirameki Times
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 120,000 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. (Approximately 80,000 copies distributed, including to employees at Group companies in Japan)

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.

Workplace Meetings on WSI (from FY2012)

CSR workplace meetings held for all Toshiba Group employees throughout the organization took up WSI (Work-Style Innovation) as their subject with the aim of spreading the concept and educating employees about efficient ways of working.

Nursing care seminar (from FY2013)

Due to changes in family compositions and the increase in two-income households, we expect an increasing percentage of employees to provide nursing care to family members while working for the company. In FY2012, Toshiba conducted a fact-finding survey on nursing care, which revealed a strong need for information on nursing care among employees. Therefore, in FY2013, we held a nursing care seminar at the head office in Tokyo and also distributed a video of the nursing seminar on our in-house website for employees who were unable to attend the seminar.

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