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Sustainability

Promotion of Diversity and Inclusion

[SDGs] 5 GENDER EQUALITY[SDGs] 8 DECENT WORK AND ECONOMIC GROWTH[SDGs] 10 REDUCED INEQUALITIES

Diversity as it pertains to human resources refers to the differences between people as individuals, from race, nationality, age, gender and sexual orientation or gender identity to religion, beliefs, culture, disability, career and lifestyle.
Inclusion means to recognize the abilities and skills of individuals with different and varied values and ways of thinking and provide the opportunity for each and every person to take on an active role in the organization.
By respecting, accepting, and making use of individual differences, Toshiba Group will promote diversity and inclusion (D&I) that will lead to sound and sustainable growth by generating new values and ideas and enabling company, organization, and employees with differing backgrounds to feel empowered at work.
We also aim to create a work environment and foster a culture in which all employees feel that their personal attributes are respected, and their existence is valued.

Medium- to Long-term Vision

To achieve the company's growth by enabling a diverse workforce who share the Values and Essence of Toshiba to excel globally.

Quantitative Target

Percentage of female managers
(Toshiba and key Group companies, at the end of FY2020)

7.0%

Targets for FY2021 and beyond are currently being formulated.

FY2019 Achievement

Percentage of female managers
(Toshiba and key Group companies)

Achievement4.9%

In April 2020, employees able to do so started working from home to prevent the spread of COVID-19. Lines providing connection to internal systems were increased fivefold as a means to enhance this work environment.

Future Challenges and Approaches

A female executive officer was appointed internally in April 2019. Going forward, we will make further efforts to promote managerial diversity, appointing diverse human resources as women and foreign national employees in executive posts, as well as developing candidates. We will also work to expand the place of people with disabilities in the workforce. We will create a work environment where each employee can demonstrate his or her talents to the greatest extent possible.

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Policy on Promoting Diversity and Inclusion

Toshiba Group believes that promoting diversity and inclusion leads to greater corporate value in such areas as securing labor and creating innovation, and aims to establish a corporate culture that enables diverse personnel to play active roles irrespective of gender, nationality, or whether they have disabilities or not.
Toshiba Group is working to enhance its systems and initiatives, especially for female employees, foreign employees, employees with disabilities, and LGBT+ employees.

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Structure of Promoting Diversity and Inclusion

In 2004, we at Toshiba established our Kirameki Life & Career Promotion Office, an organization under the CEO's direct control, to promote gender equality. After that, we expanded the scope of our activities to include foreign nationals and people with disabilities. As diversity became the very core of our human resources work, the office was reorganized as a structure under the umbrella of the Human Resources & Administration Division in FY2013, which has been advancing diversity measures as a general human resources matter.
The office was once again reorganized into the Human Resources and Administration Division, Human Resources Management Dept. 1, Organization & Talent Development and Diversity Group in April 2020. The new office promotes measures to expand the role of women in Japan, policy and measures to proactively appoint women to managerial positions, support of the active role of persons with disabilities and the fostering of global human resources and establishment of an environment conducive to this in conjunction with key Group companies.

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Approach to Diversity and Inclusion

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.
Further, we conduct awareness surveys targeted at Group employees in Japan, and monitor the level of diversity awareness throughout the workplace. Where improvements are called for, we conduct training as necessary, and strive for better work environments.

Disseminating Information about Diversity and Inclusion

Toshiba Group has set up an intranet web page about diversity and inclusion for employees in Japan. On it, we provide information about topics such as supporting employees in balancing their child-raising and nursing care duties with their work, a portal site to support personnel who work with non-Japanese employees, and support for employees with disabilities.

Intranet web page Kirameki

Intranet web page Kirameki

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Promoting the Career Development of Female Employees

Toshiba is promoting measures to accelerate success for female employees. The Act to Advance Women's Success in Their Working Life was enacted in FY2016. The act defines the obligations of national and local governments and private business owners to advance women's careers to realize a society that enables women to fully develop their creativity and abilities. Based on this act, Toshiba has developed an action plan aimed at increasing the percentage of female managers to at least 7% by the end of FY2020. We have also set our recruitment target for new female university graduates at 50% for administrative positions and 25% for technical positions. In our action plan, we formulated measures to achieve these targets, including training for female manager candidates and awareness raising for managers and workers.

Trends in the number / percentage of female managers (Toshiba, section manager level or higher)

Trends in the number / percentage of female managers (Toshiba, section manager level or higher)

* FY2017, 2018, 2019: Sum of Toshiba and key Group companies.

Percentage breakdown of female managers (Toshiba)
  FY2015 FY2016 FY2017* FY2018* FY2019*
Percentage of female managers 4.1% 4.3% 4.3% 4.7% 4.9%
  Section manager class 4.8% 5.1% 5.1% 5.6% 5.7%
Division manager class 2.9% 3.0% 3.2% 3.4% 3.6%

* FY2017, 2018, 2019: Sum of Toshiba and key Group companies.

Percentage of female recruits (Toshiba and key Group companies)

The ratio of new female graduates to join Toshiba and key Group companies in April 2020 was 37% for business administrative positions (target 50%) and 19% for R&D/Engineer positions (target 25%).

Number of Employees (Toshiba and key Group companies, as of end of March, 2020)

Number of Employees (Toshiba and key Group companies, as of end of March, 2020)
Key training systems and measures for promoting the career development of female employees
(for Toshiba Group's full-time employees in Japan)
System/Measure Overview
Career training for young female employees From FY2015, we have conducted career design training for all female employees in their third year since joining the company.
Program overview:
  • Thinking about how to balance possible future life events and work
  • Improving mindset via letters from supervisors
  • Role model lectures from senior female colleagues
Sending employees to cross-industrial exchange training for female employees We send female prospective leadership candidates to cross-industrial exchange training, to encourage them to widen their perspective, engage in networking, and improve their communication skills (initiated in FY2014, and participated in by young female employees from eight different cross-industry companies, including Toshiba).
Awareness promotion training for top management A subject covering diversity management (how to train and communicate with diverse subordinates) has been included in the curriculum for mandatory training for persons promoted to manager (since FY2010, roughly 210 programs have been held with a total of over 6,641 participants until FY2019).
Seminar to support employees returning after childcare leave Since FY2015, we have conducted seminars for those scheduled to return to work after childcare leave, those who have already returned to work to support their smooth return to the workplace. The seminars for the returnees require the attendance of their partner, in order to provide an opportunity to think together about balancing work and family.
Group work at the career training for young female employees

Group work at the career training for young female employees

Seminar by an external instructor at the cross-industrial exchange training for female employees

Seminar by an external instructor at the cross-industrial exchange training for female employees

Group work at the cross-industrial exchange training for female employees

Group work at the cross-industrial exchange training for female employees

Working with spouses in a seminar to support employees returning after childcare leave

Working with spouses in a seminar to support employees returning after childcare leave

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Recruiting Non-Japanese Employees and Utilizing Them Effectively

As part of our diversity and inclusion promotion, Toshiba Group is actively recruiting of non-Japanese employees.
In FY2006, in addition to employing foreign nationals who have studied in Japan as exchange students, we started our Global Recruitment Program in an effort to directly recruit foreign students who have graduated universities overseas. By FY2019, more than 400 global recruits have joined Toshiba and they play active roles in various fields as sales, R&D and design. We support global recruits’ smooth start of a new life in Japan and assign mentors to each new non-Japanese employee to give guidance based on a tailor-made job skill improvement plan.
Since FY2011, we have conducted regular assessments of job duties and work environments in order to improve them, presenting good examples from other workplaces. In these assessments, global recruits and their superiors discuss what they each respectively regard as challenges, as well as 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.

Designating Prayer Rooms

Since FY2013, we have designated prayer rooms and prayer spaces in head quarter and some of our offices, to provide a work environment where Toshiba Group employees from diverse cultural backgrounds can work comfortably.

Portal Site for Assisting those Involved with Non-Japanese Employees

We established a portal site assisting Toshiba Group employees involved with non-Japanese employees. The portal provides information on the company and public services as well as useful information on living in Japan in English to non-Japanese employees. The site also provides basic information, knowhow and more on the subject of employing non-Japanese employees for those in the workplace concerned, training on understanding other cultures, and testimonials and case studies concerning accepting non-Japanese employees. The abundance of information helps cultivate work environments where foreign national employees can work comfortably.

Trends in the number of non-Japanese employees (Toshiba)

Trends in the number of non-Japanese employees (Toshiba)

* FY2017, 2018, 2019: Sum of Toshiba and key Group companies.

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Employment of People with Disabilities

As of June 1st, 2020, the percentage of employees with disabilities has become 2.41% at Toshiba (including a special subsidiary company). 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 Human Resources and Administration Division and Toshiba Design Division. This network has enabled us to devise and implement comprehensive measures to support such employees.

Trends of the employment number of people with disabilities
(Toshiba incl. a special subsidiary company in Japan)
  June 2015 June 2016 June 2017 June 2018 June 2019 June 2020
Toshiba incl. a special subsidiary company in Japan Number of people 822.0 764.0 637.5 594.5 573.0 574.5
Percentage of Employment 2.03% 2.05% 2.33% 2.37% 2.31% 2.41%
  • * Until CSR Report 2016, we presented the percentage of people with disabilities for the Toshiba Group as a whole. However, since April 2017, our data has been limited to the employment percentage at Toshiba Corporation (including a special subsidiary company). Data for past fiscal years has been corrected accordingly.

A Special Subsidiary Company Toshiba With

Toshiba With Corporation 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, 49 employees, most of whom have intellectual disabilities, are working at 6 different business sites of Toshiba Group. Core work revolves around cleaning, copying/printing, collecting, and delivering in-house mail, and a health keeper (in-house therapist) inside Toshiba Group. In FY2013, Toshiba With was awarded the Toshiba Corporate Citizenship Award in Social Contribution by Business category for its contributions to society through business.

Clean-up activity

Clean-up activity

Copying and printing work

Copying and printing work

Collecting and delivering in-house mail

Collecting and delivering in-house mail

A health keeper (in-house therapist) in action

A health keeper (in-house therapist) in action

Toshiba With Corporation (Japanese)

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Active Utilization of Elderly People

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 and employees are expected to provide expertise and knowledge as seasoned professionals.
According to the revised Act on Stabilization of Employment of Elderly Persons enforced in April 2013, we have decided to extend employment opportunities to all full-time employees 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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Efforts to Promote Understanding of LGBT+

In the Standards of Conduct for Toshiba Group, the code of conduct for executive officers and employees of Toshiba Group, it clearly states that human rights shall not be violated, prohibiting such behavior as discriminatory speech and conduct related to sexual orientation.
In addition, we aim to create a workplace in which employees with diverse values can work comfortably by taking care with the handling of names used in the Company and the gender noted on the insurance card.
Further, regular training is held to improve the skills of employees in charge of harassment consultation. In FY2019, along with deepening the understanding of LGBT+, we created a system enabling employees at each site to easily consult with the personnel manager or other similar figure close to them.
In addition, in May 2020, we formulated the Toshiba Group Basic Policy on Prohibition and Elimination of LGBT+ Discrimination and made it available to all employees.

Toshiba Group Basic Policy on Prohibition and Elimination of LGBT+ Discrimination

Toshiba Group sets Respect for Human Rights as a core concept within the Standards of Conduct for executives and employees, and clarifies that it will not engage in behavior violating human rights, such as discriminatory language or action related to race, religion, gender, nationality, disability, age or sexual orientation, as well as violence, sexual harassment, and power harassment (bullying and harassment in the workplace). Toshiba Group takes responsibility for protecting LGBT+ (Lesbian, Gay, Bisexual, Transgender and other sexualities) and other minority groups according to the following policy.

We do not discriminate against minorities.
Gender identity and sexual orientation are unrelated to the ability of a person that the Group values, and there should be no discrimination or harassment simply for being a minority.
We respect individual autonomy.
Information related to gender identity and sexual orientation, its disclosure or non-disclosure, and their expression are controlled by the preferences of the person, and must not be unjustly interfered with.
We remove barriers to work and operations.
Barriers to work and operations for minorities such as LGBT+ must be removed to a reasonable extent through consensus building by appropriate process.

To initiate a new future for Toshiba Group, it is essential to draw out the individuality and diverse abilities of people with a sincere passion for transformation who envision the Company’s future and cooperate with one another to create new things. We formulated the aforementioned basic policy for this reason and will implement it for all Toshiba Group employees.

Creative commons Based on the Basic Principles and Guidelines on LGBT+ Inclusion at University of Tsukuba.

In January 2020, we held the CSR Forum and training for harassment consulting service staff, which included inviting an outside lecturer to discuss LGBT+ and run a workshop. Through the training, we deepened understanding of LGBT+ and reaffirmed the conditions necessary for creating a system enabling employees at each site to easily consult with the personnel manager or other similar figure close to them.
In addition, we will release content related to LGBT+ in our in-house communication magazine and Company-wide e-learning and continue to boost understanding and acceptance among a wider group of people.

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Work-Style Reform and Work-Life Balance

Toshiba Group has been promoting work-style reform since April 2019 to resolve social issues as an infrastructure service company and contribute to the further development of society.
By encouraging flexible work styles, business reform and health management, we aim to reduce long working hours and execute work that is of high added values on that each and every employee can work safely, healthily and happily. In addition, employees who can work from home have been asked to do so in principle since April 2020 due to the spread of COVID-19. We increased the number of lines used to access our internal systems from outside to 50,000 lines in April 2020, which is five times more than normal.

Reduction of Working Hours and Consideration of Scheduled Working Hours

We have set goals for hours of overtime work and are aiming to gradually reduce overtime work for reducing long working hours and executing work with high added values. In addition, Toshiba is making the transition to a style of work that does not depend on overtime work, to allow the utilization of diverse personnel and promote work-style reform.

Key systems and measures concerning working hours for full-time employees (Toshiba)
System/measure Overview
Flexible work system Flextime system, discretionary labor system, and work-at-home system (trialing since October 2017, introducing in full-scale in April 2019)
Long Leave System Employee can avail of a maximum of 20-day accumulated leaves for clear and meaningful objectives, such as self-development, social contribution activities, nursing, and also for treatment of non-occupational injuries and diseases, and other conditions including infertility.
Family Week 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, employees are prompted to leave work at the official quitting time at least two days during Japan's Family Week in November. Special announcements and after-hour patrols are made to promote awareness during such days.
Introduction of PC shutdown system Introduction of a system that automatically shuts down PCs at a specified time
Annual Paid Vacation For the employees' rejuvenation, Toshiba has been facilitating the planned use of annual paid vacation. In FY2019, percentage of annual paid vacation taken by Toshiba employees was 73.7%.
* To reflect the actual situation more accurately, Toshiba shifted to a report on leave utilization rate for Toshiba employees rather than for Toshiba Union members in FY2018.
Making working hours visible Toshiba has introduced systems such as Monitoring Display of Office-Stay Hours (FY2009), Work Record Notification (FY2010), and Work Record Display (FY2010) to increase transparency of working hours.
Addressing long working hours at Toshiba Group workplaces We implement measures in various divisions and business sites to address the problem of long working hours, and publish case examples on our intranet site to spread good practice among departments (e.g. declaring target time (time of leaving work), forbidding employees from coming to work on Sundays, banning late-night overtime in principle, setting focus hours, and banning meetings outside normal working hours in principle).

In Toshiba, the average total annual actual working hours per employee was 2,153 hours, and the average annual overtime working hours per employee was 317 hours in FY2019, down from FY2018.

Activity Example: Use of the System to Make Working Hours Visible

In order to effectively monitor the working conditions of our employees, Toshiba launched a system that allows employees to visually monitor working hours on their computers (FY2009). We also started using the systems called Work Record Notification and Work Record Display in order to ensure for employees and their superiors to pay constant attention to work hours (since FY2010).

The Work Record Notification system automatically sends an e-mail to each employee and their superior on the work record of the employee.

The Work Record Display system draws attention to overtime work hours to the employee concerned and his or her superior based on results and alerts in line with the Work Style Reform Bill that came into effect in April 2019.

Supporting Employees in Balancing Work with Childcare/Nursing Care

Since 1990s, Toshiba Group has been supporting employees to balance their work and personal life. Starting in 2005, in accordance with the Law for Measures to Support the Development of the Next Generation, we have implemented various measures and systems, which surpass the legal standards, and continue to make them more adaptable and flexible.
In FY2014, we revised our Hourly-Unit Annual Leave system. Now employees can take leave on a quarterly hour basis instead of hourly when they take a leave over an hour.

The Major Supporting Systems for Full-time Employees' Work and Childcare (Toshiba)
  System Toshiba system As required by law
Childbirth/Child- rearing Childcare leave Period Until the end of the month in which the child turns 3 years old Up to 1 year old except when certain requirements are met
Number of times Up to 3 times per child Up to once per child
Life Support Leave*1 Five days of paid leave (100%) may be taken continuously or dividedly within six weeks before and after the spouse's expected date of giving birth. (Life support leave can also be used for marriage and bereavement)
Short-time shift Target Employees who are raising children in elementary school Employees who are raising children under three years old
Others 1) No limits to the number of times one can apply
2) Possible to combine with the flextime system
3) Can be set in 15-minute units
Hourly leave system Leave is available in 1-hour units. If more than one hour is taken a time, however, employees may take leave in 15-minute units*2 for those over an hour.
Family care Family care 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 Possible to use for 3 years in total per person requiring nursing care, as separate from the period for family care leave (short-day shifts available for 1 year)
Hourly leave system Leave is available in 1-hour units. If more than one hour is taken a time, however, employees may take leave in 15-minute units*2 for those over an hour.
Returning to work 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.
Selective Welfare system Teatime For child-rearing and nursing care points will be worth 1.2 to 1.5 times the value of normal points.
Mutual understanding program The program offers the opportunity for employees to discuss future career plans and any necessary arrangements with their superior and HR personnel before taking a leave of absence or after resuming work, thus helping to reduce concerns of the employees who take such leaves.
Reemployment system (return to work system) Established a system to reemploy employees who had 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 5 years)
3) Resignation for childbirth, childcare, and raising children (within 5 years)
  • *1 Consolidate the spousal maternity leave system and the marriage leave system and bereavement leave system in 2020
  • *2 Until FY2013, leave was taken in 1-hour units
Employee Participation of Diverse Working Style Options (Toshiba)
  FY2015 FY2016 FY2017* FY2018* FY2019*
Childcare leave Male: 10
Female: 358
Male: 17
Female: 348
Male: 20
Female: 363
Male: 10
Female: 277
Male: 34
Female: 316
Paternity leave Male: 372 Male: 388 Male: 382 Male: 194 Male: 203
Family-care leave Male:  1
Female:   2
Male:  2
Female:   2
Male:  5
Female:   2
Male:  6
Female:   5
Male:  9
Female:   4
Short-time shift Male:  9
Female: 456
Male:  10
Female: 426
Male:  11
Female: 462
Male:  5
Female: 329
Male:  5
Female: 411
  • * FY2017, 2018, 2019: Sum of Toshiba and key Group companies.

Activity Example: Our Internal Childcare Center Kirame-kids

Our internal childcare center Kirame-kids Yokohama handmade signboard
Our internal childcare center Kirame-kids Yokohama handmade signboard

As part of our work-life balance support system for full-time employees of Toshiba Group, we opened an internal childcare center named Kirame-kids Yokohama on the premises of one of our business sites, Yokohama Complex in FY2011. 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.

< User Comment Concerning Kirame-kids Yokohama >

Upon returning to work after childbirth and childcare leave, my husband and I made the decision to leave our child at Toshiba Group's internal childcare center Kirame-kids Yokohama. We both split the drop-off and pick-up duties and because it's a little far from home, we're grateful that there's a parking space we can use when doing so. Although it's sometimes difficult to get there straight away when sudden pick up is necessary due to my child's fever or some other reasons, depending on the situation, the childcare worker are more than flexible, and we are even able to extend the childcare time if required, which really lessened the burden both time-wise and stress-wise. Even though I was concerned about returning to work, I was able to start full-time work without regret thanks to this system. I want to continue giving my best to both childcare and work as my family grows and life stage changes. To make this happen requires more than the cooperation of family and surroundings, and a major contributing factor has been the enhancement of the welfare program offered by Toshiba Group, including the childcare center and childcare leave system. Such an environment has provided me the opportunity to pursue my career the way I want to.

Chiho Ishii (in charge of general affairs in the Administration Department at Toshiba Business Expert Corporation)
Chiho Ishii
(in charge of general affairs in the Administration Department at Toshiba Business Expert Corporation)

Raising Awareness

In order to spread the concept of work-style reform and put it into practice, we raise awareness through various means such as training programs and distributing brochures.

Key awareness-raising measures concerning work-style reform and diverse work styles
System/Measure Target Overview
Time management training Full-time employee of Toshiba Group companies in Japan Learning diverse work styles (work-life balance), how to work efficiently, and managing subordinates' time, as part of training programs at based on levels.
Nursing care seminars Employees of Toshiba Group companies in Japan Nursing care seminars (held in FY2019 at 22 business sites)
Informational materials concerning work-life balance support system
Title Contents
Easy! How-To Guide for our nursing care support system
(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.
Easy! How-to Guide for our nurturing support system
(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 (being distributed to eligible employees).

Providing information on the intranet website

On our intranet website we provide information for employees of Toshiba Group in Japan, introducing external sources of information as well that can be used for reference when nursing care is needed or being considered, and when work life has to be balanced with treatment for an illness or this needs to be considered. That way employees are able to secure the information they need.

Name Details
Consultation on mental and physical wellbeing Free telephone consultation for people with questions or concerns about nursing care
Introduction to external websites
  • Ministry of Health, Labour and Welfare website: Nursing care facilities, living-related information search website
  • Toshiba Health Insurance Association website: System of nursing care insurance

Activity Example: Nursing Care Seminar

Nursing care seminar at Toshiba Smart Community Center
Nursing care seminar at Toshiba Smart Community Center

Due to changes in family compositions and increase of two-income households, an increasing percentage of employees are expected to take care of elderly family members while working full time. In FY2012, Toshiba conducted a fact-finding survey on nursing care, which revealed a strong need for information on nursing care among employees. As a result, we held nursing care seminars by sites from FY2015 for Toshiba Group employees in Japan, with 219 seminars conducted in the five years to FY2019.

Benefits

Toshiba Corporate Pension Plan: For our domestic Group full-time employees' lives after retirement, we have the Toshiba Corporate Pension Plan (defined benefit plan), in addition to their old-age pension from Japan's welfare pension insurance scheme. Currently, around 65,000 employees from 87 companies have subscribed to the Toshiba Corporate Pension Plan. In October 2015, we also introduced a defined contribution pension to further improve employees' post-retirement funds.

Health Insurance Association: Toshiba Group in Japan has the Toshiba Health Insurance Association to which 175 business owners and approximately 225,000 people (including retirees and dependents) have subscribed. The association strives to prevent illness and enhance the health and physical strength of the Group employees as well as bear the burden of medical expenses and provide benefits in the event of illness, injury, childbirth, etc. for Group employees and their families.

Teatime, a Selective Welfare System: Toshiba offers a selective welfare system called Teatime under which full-time employees can make choices according to their needs and receive support from a wide range of welfare benefits. This system has been introduced at 21 companies in domestic Toshiba Group (approximately 40,000 employees).
In addition to reimbursement for self-development programs and health support, the system also covers support for childcare and nursing care, including costs for day-care centers, child-rearing, education, and nursing care, among others. Our wide-ranging support deals with the various needs of employees.

Other Welfare Programs: In terms of medical, accident and life insurance for Toshiba Group in Japan, Toshiba's insurance takes advantage of the Group's scale to provide a fulfilling insurance at low premiums, thereby providing stable living to Group employees. We also have programs in Japan supporting the financial independence of Group employees such as a accumulating scheme for house acquisition, and for retirement funds.

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