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

Fair Evaluation and Talent Development

Toshiba Group states "We turn on the promise of a new day" in "Our Purpose" under the Essence of Toshiba, and is working to create an open corporate culture in which diverse employees can exercise their respective capabilities to achieve this. Furthermore, 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 Basic Commitment, Our Purpose and Our Values to excel and grow.

FY 2017 Achievement

To create a better corporate culture, we conducted the 360-degree survey to 241 executive officers, which is designed to raise the awareness of organizational leaders, and is implemented every other year to measure progress.

Future Challenges and Approaches

In order for Toshiba Group to "turn on the promise of a new day," 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.

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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.

Global HR Policy

Our people are the most important resources of Toshiba

  • 1. Equal Opportunities:
    We provide equal opportunities to all employees to maximize their full potential and gain self-achievement.
  • 2. Value Performance & Commitment:
    We value and enhance employee performance, competency, potential and commitment.
  • 3. Diverse Business Culture:
    Diversity enabling an active and innovative organization culture.
  • 4. The Right Person in the Right Place:
    The key of Human Resource Management is assignment and development.

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Training System for Talent Development

Cultivating Global-Minded Talents

Global Marketing Leaders Program
Global Marketing Leaders Program

Toshiba Group emphasizes the importance of training to develop well-rounded global-minded talents who have deep cross-cultural understanding and the ability to perform their jobs through direct communication with stakeholders around the world in order to ensure diverse human resources can play an active role and grow. We provide "Liberal Arts Training"*1 to develop well-rounded individuals who can embrace diversity and have the ability to think thoroughly and Global Organization Leadership Development training for next-generation leaders of Toshiba Group in Japan and overseas in order to develop leaders who can take on active roles on the global stage.
In addition, we aim to develop global-minded personnel through internationally unified trainings such as the Overseas Management Course, which helps to promote understanding of Toshiba Group's philosophy and nurture bridge-builders*2 both inside and outside Japan.
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.

  • *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 FY2017, we conducted the 360-degree survey, which was introduced in FY2015 and is implemented every other year, targeting approximately 241 executive officers. The major aims of this survey are to encourage growth by objectively and repeatedly identifying their strengths and weaknesses and confirming progress on change and enhancing 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 provided follow-up training programs in the previous fiscal year to promote ongoing self-improvement for general manager-class employees by using the 360-degree survey.

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 FY2017
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 32
In-house free agent Full-time employees who have been employed by the company for 5 years or more. 19 42 21 22 16 22

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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 FY2017, we conducted an anonymous survey targeting about 70,000 employees in 67 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 for management and employees to come together and improve, our top management is taking the lead in declaring a commitment to build a workplace environment where everyone can voice their opinions frankly. By transmitting messages from top management and disclosing information more actively, we are endeavoring to build an open corporate culture.

In addition, we are working to create an environment that prioritizes change and preparing and implementing an action plan for each workplace so that leadership, mechanism and workplace each serve as drivers to enhance organizational capabilities.

We aim to have all employees take ownership of change and work to improve organizational culture.

We aim to have all employees take ownership of change and work to improve organizational culture.

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"

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