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Every employee is respected, while proper evaluations and rewards are practiced. Safety control and healthcare are positioned as a top priority issue for management.
The TOSHIBA TEC Group respects every employee and strives to improve each employee’s capabilities.
The TOSHIBA TEC Group practices fair and proper evaluations and rewards, as well as creates an open, broad-minded and sound organizational culture. In addition, by providing a working environment where motivated personnel can bring their capabilities into full play, while striking a balance between work and family, the Group establishes a reward system for all human resources as it is an essential support system for its employees to form a powerful professional group which keeps on challenging itself.
The human resources system is designed to ensure that all employees realize "job satisfaction" and "a spirit of challenge" to achieve self-fulfillment through their tasks, as well as to practice proper rewards, by linking individual achievements with organizational achievements.
TOSHIBA TEC Corporation is devoting its energies to creating an open, broad-minded and sound organizational culture to form a professional group, that can accentuate its organizational strengths, while having each of its employees acquire more advanced capabilities in becoming independent.
| 1) Target Attribution System | The corporate goal is broken down and each employee's target is set. Rewards are based on results, by linking the achievement of each employee's target with the realization of the corporate goal. |
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| 2) Expertise Development Evaluation System | The expertise of each employee is evaluated. Rewards are based on manifest advances in skills applied to the task performed. |
| 3) Role Assignment System | The role assignment is designed depending on variations in capability. Rewards are based on variations in the degree of role-based responsibility and complexity of work. |
| 4) Utilization of In-house Job Posting | Providing opportunities to allocate human resources to business priority areas, and fulfilling employees' initiatives and hopes encourage the utilization of human resources. |
| 5) Employment Extension System | To strengthen and further actively utilize senior expertise, the employment extension system was introduced in fiscal 2002. The rich experience and knowledge of senior employees are incorporated into the system based on projected low birthrates and an aging population. |
On the basis of gender equality, TOSHIBA TEC Corporation is aiming to provide a working environment where motivated personnel can bring their capabilities into full bloom regardless of gender. In order to support the employees to balance work and family, the system below is provided:
| 1) Child-care leave | Until the end of the month when the child becomes three years old. |
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| 2) Nursingcare leave | Five days per child who has not completed the third year of elementary school on an annual basis. In addition, five days per child over the 4th grade at elementary school and under the age of 18 on an annual basis. Another five days per family member other than a child on an annual basis. |
| 3) Short-time job | For child care: Until the end of March in the year when the child completes the third year of elementary school For nursing care: Up to three years per nursed person from the day when the program is started |
| 4) Annual paid holidays on an hourly basis | An employee is allowed to take hours or days off on an hourly basis, up to the number of days which exceeds 20 days given in a fiscal year or carried over from the previous year. |
| 5) Leave for pregnant employees | 14 days are provided to employees who can hardly work for a doctor's appointment or treatment due to pregnancy-related problems during pregnancy and within eight weeks after a fourth or less month miscarriage. |
| Fiscal 2009 | Fiscal 2012 | |
|---|---|---|
| (1) Ratio of female employees | 12.9 % | 13.4 %(0.5% UP) |
| (2) Difference of male-female ratio in management post between ages 37 and 45 | 19.9 % | 16.9 %(3.0% UP) |
| (3) Number of foreign staff | 9 | 15 |
TOSHIBA TEC Corporation endeavors to create working environments where people with disabilities and those without disabilities can work together as equals. Employees with disabilities are involved in a variety of operations. Job opportunities for people with disabilities are expanded and working environments are improved to bring their capabilities into full play, through Internet recruitment and various other types of forums.
| June 2008 | June 2009 | April 2010 | |
|---|---|---|---|
| TOSHIBA TEC | 1.90 % | 1.91 % | 1.86 % |
| TOSHIBA TEC Group in Japan | 2.15 % | 2.11 % | 2.21 % |
The education and training system consists of several training programs, to enable employees to acquire sophisticated expertise in conjunction with their own goals and aspirations, to provide education including compliance education for all employees through enlightenment activities, and to provide education according to their position at every level throughout corporate life. A variety of training courses are provided in response to individual employees and task needs.
Starting with numerous introduction training programs for new employees, group training is provided for newly appointed specialists, with a view to mastering basic knowledge regarding management based on financial statements. Another group training is provided for these newly appointed specialists after a given period, with the aim of acquiring skills to understand roles as managers and achieve challenges.
Especially for newly appointed managers, basic knowledge for management regarding compliance and corporate accounting is provided. After a determined period, group training is provided for these managers to improve human skills such as coaching.
For general managers, group training and dispatch training are provided with the purpose of improving conceptual skills to devise strategies from a top management's point of view.
Education and training scene
Under the current business environment, the need for personnel who can play important roles within the international arena is magnified. TOSHIBA TEC Corporation established the global personnel development course for young employees to mid-career employees, to systematically develop human resources with ingenuity, cultural enrichment and a sense of internationalism, as well as language ability.
Corporate IT & Information
Systems Group
Hideki Igarashi
For about three months in the second half of fiscal 2009, I studied Chinese at Beijing Language and Culture University. All classes were conducted only in Chinese, so it was very hard to get used to it. However, it was a valuable experience for me since I could feel the remarkable growth of China in my bones. I hope to apply this experience to my work related to China after this.
Document Solutions
Business Group
Akiko Nakajima
Owing to the small-group class, I enjoyed learning English expressions through a wide variety of topics, from the latest news to hobbies, in a friendly atmosphere.
I asked the teacher to correct my emails and recommend English newspapers and books for me, which provided more incentive for me to improve my English.
TOSHIBA TEC Corporation started a "TEAM Survey" in fiscal 2009, in place of the corporate philosophy survey which has been conducted to root the corporate philosophy. We use this survey to listen to the voice of employees for fostering better corporate culture and workplace, as well as to root the corporate philosophy.
The labor contract governing laws for labor-management relations has been concluded between TOSHIBA TEC Corporation and its labor union, to foster the policy of coexistence, i.e. "corporate development encourages the economic status of its labor union members, while improvements in the economic status of its labor union members lead to corporate development." Under this policy, labor and management merge their energies to improve productivity, while openly discussing management issues and reviewing directions to deepen mutual understanding.
All production group companies have been accredited with OHSAS 18001, an international occupational safety and health management system specification. Additionally, non-production group companies launched preparation for introducing the system.
Thus, the TOSHIBA TEC Group will further seek safe working environments and employees’ health maintenance and promotion.
Many measures, such as health and safety patrols by top management, workplace safety patrols by the health and safety committee members and risk prediction training are implemented, while promoting employees' safety and health as one of the top priorities in corporate management.
Workplace safety patrol
Aiming to prevent and improve lifestyle-related diseases, interviews with medical professionals and guidance in the fitness seminar are provided based on the results of the annual health checkup. For preventing health disorders caused by work, all employees who have worked for 80 or more hours per month are obliged to take an interview and guidance with the doctor. In addition, the Return to Work program is established to help employees who have taken a long-term leave, adjust back into the working environment with ease, as well as prevent recurrence.
