Home > About TOSHIBA > CSR > ESG Performance > Social > Fair Evaluation and Talent Development

CSR - Corporate Social Responsibility
Committed to People, Committed to the Future.

Fair Evaluation and Talent Development

Under the group management policy of achieving honest management, Toshiba Group is working to create an open corporate culture that serves as a basis for such management. To encourage diverse employees to exercise their respective capabilities, we have established fair evaluation systems and seek to develop and deploy talents to the greatest extent.

Medium- to Long-term Vision

To create an open corporate culture and to enable a diverse workforce who share Toshiba Group's management vision and values to excel and grow.

FY 2016 Achievement

To create a better corporate culture, we expanded the scope of the 360-degree survey, which is designed to raise the awareness of organizational leaders, and conducted the survey for approximately 800 general manager-class employees.

Future Challenges and Approaches

In order for Toshiba Group to be rebuilt, become trustworthy again and recover and enhance its financial basis quickly under a new management system, it is essential for inspired individuals with a broad perspective to thrive.

Toshiba Group will continue to support each and every employee in developing his/her skills and career through our diverse systems for talent development.

To Top

Policy on Fair Evaluation and Talent Development

In Toshiba Group, we specify in Toshiba's Human Resources Management Policy, that human resources are our most valuable assets, and make it our duty to provide all our employees with opportunities for skill development and self-actualization. Moreover, in order to unify and share the Group's image of the ideal employee worldwide, we have integrated the behavioral traits and mindset expected of "Toshiba People" that have been shaped over Toshiba's corporate history as "Toshiba-GLOBAL".

Contents of "Toshiba-GLOBAL"
Behavior / Mindset Description
Global Perspective
  • Respect a diverse sense of value and humanity
  • Open and direct communication skills in cross-cultural settings
  • Quantify targets and provide logical explanations
Leading Innovation
  • Recognize potential, set higher targets and challenge adversities
  • Read the signs of change in business environment, grasp essential issues, and respond proactively
  • Perform a strict benchmarking exercise and share mid-long term strategies and crisis protocol with the organization
Organizational Development
  • Respect the strength of individuals and cultivate organizational power by uniting each member's abilities
  • Reform work practices by enhancing efficiency at both the individual and organizational level
  • Eager to develop next generation human resources
Broad Outlook
  • Act with insight and inquiring mind that seek for fundamental principles
  • Valid thoughts and sense of value based on sophistication and well-rounded humanity
  • Focus on customer-centered actions and understand their counterparts' viewpoints
Action Oriented
  • Act with passion and commitment
  • Be action-oriented and proactive in planning and accomplishing goals
  • Defy stereotype with renewed sense of perspective
  • Honest and adhere to compliance
  • Listen to the frontline workers, see actual operations, and grasp and understand real issues

To Top

Training System for Talent Development

Cultivating Global Talents

Global Marketing Leaders Program
Global Marketing Leaders Program

Based on Toshiba's corporate philosophy, Toshiba Group emphasizes the importance of training to develop well-rounded global talents who have 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 talents, we offer country and/or region-specific education programs such as "Toshiba Value Education" to develop the desired attitude and mindset fostered over the course of Toshiba's history, or "Liberal Arts Training"*1 to develop well-rounded individuals who can embrace diversity and have the ability to think thoroughly. Such region-specific education has a long history, with Europe and Asia boasting the longest with programs commencing more than 20 years ago. To enhance our education programs, the Toshiba China Academy and Toshiba University in the United States provide training courses in China and the Americas, respectively.

We aim to develop global-minded personnel through internationally unified trainings such as the Overseas Management Course, which helps to promote understanding of the Toshiba Group's philosophy and nurture bridge-builders*2 both inside and outside Japan.

  • *1 Liberal Arts develop intellectual capabilities and techniques to deepen understanding in various subjects.
  • *2 A ‘bridge-builder' is our term for talented personnel who can foster smooth communication between our Japanese companies and overseas subsidiaries

Training Programs

Toshiba Group has various training systems to help form a common ground of understanding among employees and programs based on requirements at each career level.

Main Training Programs
Training Category Outline
Basic Training and Development A program that is designed to teach employees about the actions and values that form the shared basis for all members of the Toshiba Group, such as compliance education, Toshiba Value Education and Liberal Arts Training.
Global Training and Development A program that 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, by accepting cross-cultural differences and communicating with a wide range of stakeholders. The program also aims to teach the skills that allow people to succeed globally.
Training and Development based on Levels of Responsibility A program that seeks to improve basic knowledge, skills, and management capabilities required for employees assigned to a new position (leader, manager, etc.). This program also includes training to continuously improve the management capabilities required of managers, as well as education aimed at acquiring at an early stage knowledge and skills required for global business.
Job-type based Training and Development Aims to equip employees, based on their career stages, with knowledge and skills required for different job functions.
Training and Development for Management Talents Training program for the select group of individuals who are candidates to take up managerial/leadership positions in Toshiba Group. The training is held for senior management as well.

Talent Development Program Roadmap (Toshiba Group in Japan)

Talent Development Program Roadmap (Toshiba Group in Japan)

Talent Development Program Roadmap (Toshiba Group Overseas)

Talent Development Program Roadmap (Toshiba Group Overseas)

Using Full-fledged Career Development Systems

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

The Career Design System, for example, provides each employee with an annual opportunity to discuss and share their views on long-term career development plans as well as on mid-term goals for skill acquisition, improvement, and the way to utilize such skills with their superiors. Performance Management System gives each employee a semi-annual opportunity to review and discuss with their superiors their job performance over the past six months as well as their job objectives for the next six months.

In FY2016, we conducted the 360-degree survey, which was introduced in FY2015, targeting approximately 800 general manager-class employees. The major aim of this survey is to encourage the growth of managers based on objective data on their strengths and weaknesses and to enhance their leadership in order to create healthier organizations. We investigate managers from various perspectives with regard to their day-to-day work performance and activities, with such perspectives including those of managers themselves, as well as of their supervisors, peers, and subordinates. Managers must accept survey results in a sincere manner and use the results to improve themselves and workplace communication, thereby creating a better corporate culture. Toshiba also provides follow-up training programs to promote ongoing self-improvement.

We also have career development systems that encourage employees to plan their careers autonomously. For example, our Internal Job Posting System allows each employee to apply for personnel transfer in order to fill a vacant post announced by a division, and 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 (Toshiba Corp.)
System Eligibility FY2012 FY2013 FY2014 FY2015 FY2016
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 39 72 139 66 37
In-house free agent Full-time employees who have been employed by the company for 5 years or more. 19 42 21 22 16

To Top

Employee Morale Survey

Since FY2003, Toshiba has conducted the TEAM Survey for the purpose of soliciting the opinions of employees. Through the survey, we periodically monitor the level of employee awareness of various measures and how far they have propagated into the organization. Where issues are identified, we seek to resolve them, applying the results to improve the corporate culture.

In FY2016, we conducted an anonymous survey targeting about 70,000 employees in 54 Toshiba Group companies in Japan and overseas, and received responses from approximately 90% of the employees. This survey assesses employees' understanding of company policies, and whether their working conditions allow them to exercise their abilities. In addition, since FY2015, we have also asked questions about opinions regarding the President and top management as well as about legal compliance.

Based on these survey results, in order to achieve "honest management (creating an open corporate culture)," which is our management policy, our top management is taking the lead in attempting to make Toshiba trustworthy again, and building a workplace environment where everyone can voice their opinions frankly. By transmitting messages from the President and disclosing information more actively, we are endeavoring to build an open corporate culture. We will perform necessary measures in a successive manner, in order to address issues requiring improvement that surface in each division.

Visualizing employee understanding and identifying Toshiba Group's strengths and areas for improvement

Visualizing employee understanding and identifying Toshiba Group's strengths and areas for improvement

TEAM survey execution cycle (annual)

TEAM survey execution cycle (annual)

Establishment of Consulting Service

We created an "employee consultation room," where employees can get individual advice. Employees can anonymously consult full-time counselors on workplace culture and interpersonal relations, personnel moves, sexual harassment, or bullying, etc. by phone, FAX, e-mail, or letter. One male and one female counselor address employee concerns together to create an inclusive and comfortable working environment.

Consulting Services "Employee Consultation Room"

To Top