Toshiba Group states “We turn on the promise of a new day” in “The Essence of Toshiba.” To achieve this, we are creating and promoting an open corporate culture, and have established fair evaluation systems while seeking to develop and deploy talents to the greatest extent in order for our sincere and richly diverse human resources with a passion for change to work together and to generate new value based on a vision of the future of the company.

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• Policy on Fair Evaluation and Talent Development
• Training System for Talent Development
• Employee Engagement Survey
• Establishment of Consulting Service

Policy on Fair Evaluation and Talent Development

To “turn on the promise of a new day”, the new Human Resource Policy will provide total support for people with a sincere passion for transformation who envision the company’s future and cooperate with one another to create new things.

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Training System for Talent Development

Cultivating Global-Minded Talents

Global Talents Development 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 that 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.
In addition, we aim to develop global-minded personnel through international joint 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: 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.

Talent Development Program Roadmap (Toshiba Group in Japan)

Talent Development Program Roadmap (Toshiba Group Overseas)

Participation in education/training for FY2019 (Toshiba Group)

Number of employees who participated in company-wide standardized educational program/training for the year	65,826
Total cost of company-wide standardized educational program/training	¥3,090 million
Training time per employee (average)	20.8 hours

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 Performance Management System was previously implemented on an individual basis, giving each employee an opportunity to review and discuss job objectives and job performance with their superiors. To enhance the creativity and productivity of the entire organization, however, this will now be implemented on an organizational basis. In addition, the Career Design System 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. In FY2019, we confirmed that 68% of all employees received regular reviews.

Implementation of reviews aimed at career development in FY2019 (Toshiba)

Reviews implemented for	68% of all employees
By attribute	Male 69%, Female 62%
	Exempt employees 70%, General employees 67%

We introduced the 360-degree survey in FY2015 to 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 subordinates, peers, and supervisors. The survey is implemented every other year, and targeted 666 general managers in FY2018. 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. 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 to promote ongoing self-improvement for general manager-class employees.

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.
To further strengthen support for the career development of employees who are strongly motivated and passionate about taking on challenges at work, we will integrate both of these systems into the Career Challenge System in FY2020, which is easier to understand, and put this into practice.

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Employee Engagement Survey

Since FY2003, Toshiba Group has conducted the TEAM Survey every year 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 FY2019, we conducted an anonymous survey targeting about 60,000 employees in 74 Toshiba Group companies in Japan and overseas, and received responses from approximately 92% of the employees. This survey assesses employees' understanding of the 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.
Although the score was lower for such statements as “Feedback from own manager,” “Swiftly invest in new ideas,” it improved for “Clear direction and decision-making by top management,” “Sense of accomplishment,” and “Corporate culture enabling open discussion.” The “Engagement score,” a key indicator, improved four percentage points year on year to 20%^*.

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 by 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.

TEAM survey execution cycle (annual)

* The percentage of employees from Toshiba and its four key Group companies who responded “Strongly agree” or “Agree” to the six questions pertaining to engagement.

Establishment of Consulting Service

We established the “Toshiba Hotline” as a whistleblower system for providing information and consulting on action that may be problematic relative to laws, regulations, social norms, corporate ethics, the Standards of Conduct for Toshiba Group, or internal regulations. The aim of the hotline is to prevent risks related to breaches of compliance such as legal violations and fraudulent transactions, and to promote problem resolution. All employees working in the Toshiba Group*, including non-regular employees, can anonymously consult full-time counselors on concerns they may have on such matters as workplace culture and interpersonal relations, personnel conditions, or harassment, by phone or e-mail etc.
In FY2019, there were 110 cases concerning harassment and other issues in the workplace were reported the Toshiba Hotline, and in each case we undertook measures that included conducting hearings with the person concerned and related party after obtaining the consent of the person who made the report.

* Employees from Toshiba and its consolidated subsidiaries in Japan

Whistleblower System “Toshiba Hotline” for Employees

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