Reporte DE SOSTENBILIDAD TOSHIBA 12 All

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Promoting CSR Management by Pursuing

Unshakable Integrity

As President and CEO o Toshiba, I recognize that the basis

or setting ambitious goals or the innovations that will make

Toshiba Group an even stronger global contender, and or

realizing the accelerated globalization essential or our u-

ture, is to promote CSR management as the cornerstone o

management policy. And we must do this with an unshak-

able integrity.

At Toshiba, integrity embodies two meanings. First, it reers

to meeting our responsibilities to society. We seek to contrib-ute to the uture o a sustainable planet Earth by addressing

global issues, such as global warming, and by carrying out

social contribution programs. Beyond that, integrity reers to

securing sound management and nances. To this end, we

place the highest priority on human lie, saety and compli-

ance in all areas o business. As we work toward securing a

strong nancial ooting, we will also endeavor to retain the

trust o all our stakeholders.

Continuing to Support Recovery rom the Great East

Japan Earthquake

Toshiba Group has channeled extensive resources into sup-

porting recovery rom the devastating earthquake and tsu-

nami that hit Tohoku on March 11, 2011.

As a rst step, we arranged or the early supply o emergency

aid, including provision o essential products manuactured

by the Group. Following on rom that, we believe that the

most important contribution we can make to reconstruction

is to create employment. Measures here include rebuilding

the shing industry by supplying shing boats and assisting

electrical appliance stores in resuming their business. We

have also set up a und and granted Toshiba scholarships to

230 university students who were victims o the disaster.

This is a long-term commitment, embodied in our “Toshiba

East Japan ASHITA (Future) Plan.” In FY2012, we will provide

support worth 500 million yen or the continued reconstruc-

tion o sheries and other job creation eorts, re-establish-

ing the independence o local communities, and other areas

o need. In April 2012, we dispatched 767 new employees to

the stricken areas to support reconstruction eorts and to

raise their awareness o the importance o embracing social

responsibility.

As a developer o nuclear power generation systems, we

realize the serious implications o the accident at the Fu-

kushima Daiichi Nuclear Power Plant. At the request o theJapanese government and Tokyo Electric Power Company,

Inc., we have made utmost eorts to implement measures

that ensure the integrity o the site. Drawing on our tech-

nology and expertise, we developed highly ecient, stable

contaminated water-disposal equipment that contributed to

the cold shutdowns o Units 1 to 3. We have also developed

portable water and soil disposal systems and proposed their

application to administrative agencies and other entities.

Toshiba Group will continue support reconstruction activities

in light o progress made. We will also oer support through

our business operations and contribute to the reconstruc-

tion by proposing and implementing sae, environmentally

aware city planning.

Implement the Fith Environmental Action Plan as

one o the World’s Foremost Eco-Companies

We are deeply aware o the many social issues acing the

world today, particularly environmental challenges, such as

global warming. We are committed to responding with ini-

tiatives guided by our key concepts: Greening o Products,

Greening by Technology, Greening o Process and Green

Management. In FY2012, as part o our Fith Environmental

Action Plan, Toshiba Group has set ambitious mid-term goals

or the period up to FY2015. Through Greening o Products we aim to develop products,

across our businesses, which oer the highest levels o envi-

ronmental perormance. We will increase sales o products

certied as Excellent Environmentally Conscious Products

(ECP), and in doing so reduce annual CO2 emissions by 15

million tons in FY2015.

Through Greening by Technology we will improve power

generation systems that utilize renewable energy and pro-

mote solar and wind power in addition to hydraulic power

and geothermal energy. We will also pursue the best mix o

energy generation, including high eciency thermal power

and saer nuclear power, thereby contributing to the realiza-

tion o a low-carbon society.

Toshiba Group is also taking the lead in smart community,

next-generation technologies or integrated management

Basic Management Policies

Aim to be a global contender

Allocate resources to strategic business areas

Continue to accelerate globalization

Set up ambitious goals or innovation and speed its pace

Push orward with CSR management

An Active Contributor to Society’s Development as a

Corporate Citizen o Planet Earth

CEO Commitment

Toshiba Group CSR Report 201250



Norio Sasaki

Director, President and CEO

Toshiba Corporation

and optimal control o all inrastructures, including electric-

ity and water supply, transportation, distribution, health care

and inormation. In May 2012, we were involved in 27 smart

community projects in Japan and abroad. In this essential

area, we will make ree use o the Group’s diverse capabilities

and collective strengths to contribute to the realization o a

secure, comortable and sustainable society.

Through Greening o Process we aim to minimize environ-

mental impact by boosting the eciency o manuacturing

processes. In FY2012 Toshiba Group will make investments

in energy conservation totaling 3.7 billion yen as part o an

all-out eort to cut power consumption in all o our acilitiesand to establish high eciency manuacturing systems. Our

target is to reduce overall CO2 emissions by 30,000 tons dur-

ing the year.

Green Management underpins these three approaches.

It centers on creating a greater environmental awareness

among all Toshiba Group employees worldwide and pro-

moting protection o biodiversity and other environmental

initiatives on a global scale. As one o the world’s oremost

eco-companies that drive the world, we will actively push

orward with these our initiatives.

Worldwide Social Contribution Programs

As it helps to ameliorate social problems through its business

activities, Toshiba Group also promotes social contribution

programs that support educational and cultural activities

around the world. Education provides sustenance or uture

generations, and we have long made this, particularly science

education, a ocus area. In North America we have sponsored

a K-12 student science contest since 1992; in China we have

helped build elementary schools in the provinces since 2002

and also run a competition or science teachers; in Japan we

work with NPOs to support hands-on science education.

We also contribute to preserving culture and the arts around

the world. For instance, we have supported the Japanesegalleries at Britain’s Victoria and Albert Museum since 1986.

In France, we have been installing LED lighting to illuminate

the Louvre Museum since 2011.

Meeting the Expectations o our Many Stakeholders

Toshiba Group strives to live up to the expectations o a di-

verse stakeholder base that includes shareholders, investors,

customers, suppliers and local communities, and to promote

CSR management that meets global standards. In 2004 Toshi-

ba became a signatory to the United Nations Global Compact,

as we share its commitment to human rights, labor standards,

the environment and anti-corruption. We also observe ISO26000, a set o international guidelines on social responsibility

published in 2010.

We consider it our responsibility as a global corporation to

request that our partners in our supply chain promote CSR

management. Toshiba Group ully recognizes the serious hu-

man rights issue posed by trade in confict minerals rom the

Democratic Republic o the Congo and adjoining countries.

In contributing to nding a solution to this problem we have

ormulated a policy that we ask our suppliers to join us in ob-

serving.

We will continue to operate as a corporate citizen o planet

Earth that contributes to the global environment while re-

specting the diverse histories, cultures and customs o dier-

ent countries. As we do so, I hope that we may rely on yourcontinued support and cooperation.

Toshiba Group CSR Report 2012 60



CoreSubjects

Sub-items Targets and Plans for FY2011 Major Achievements in FY2011

Or g a ni z a t i on a l G ov er n a n c e

CSRManagement

●Promote the implementation o high-priority CSR themesby all in-house companies

●Spread the concept o integrity to all Toshiba Group com-

panies in Japan and overseas

●Checked progress every three months with the Chie CSR Ocers o all in-house companies and established atotal o 60 CSR priority themes or implementation. The degree o goal achievement or FY2011 was 97.7%.

●Initiated meetings on integrity topics at each workplace in Japan (three meetings were held at each workplace

during the year with participation o 280,000 employees in total)

CorporateGovernance

Continue to promote appropriate inormation disclosure inaccordance with the revised Cabinet Oice Ordinance onDisclosure o Corporate Aairs in Japan, step up eectiveuse o indirect governance, and continue appropriate opera-tion o the Board o Directors

●Compiled nancial statements in accordance with the revised Cabinet Oce Ordinance on Disclosure o Corpo-rate Aairs

●Participated in discussions on revision o the Companies Act in Japan and a revision o the Tokyo Stock Ex-change’s independent director system

Dialogue withStakeholders

Enhance communication with analysts and investors world-

wide on Toshiba Group’s management policies and strate-gies to promote their understanding and strengthen inor-mation disclosure o the policies and strategies

Hosted meetings or investors to provide explanation on Toshiba’s businesses, a topic o great interest to investors.

Smart communities and energy-related business were explained by President Sasaki (December 2011 and March2012). The director in charge took part in discussions with Japanese organizations that had signed the United Na-tions’ Principles or Responsible Investment (May 2011). Toshiba Group’s response to the Great East Japan Earth-quake was explained to individual investors through its website and shareholder newsletters. Its website continuedto be highly rated.

Continue to conduct the employee morale survey, organizeorums that provide an opportunity or employees to direct-ly interact with the president, promote top executives’inter-actions with employees through their visits to manuactur-ing sites, and hold periodic meetings with variousstakeholders

●Conducted an employee morale survey (TEAM Survey)●President Sasaki interacts with employees at orums. Conducted “Top Executive Innovation Visits”by top execu-

tives to manuacturing sites worldwide (more than 29 visits).●Held periodic meetings with various stakeholders such as local communities, NPOs, and NGOs

H um a nR i gh t s / L a b or P r a c t i c e s

Respect orHuman Rightsand Prohibitiono Discrimination

Continue to organize human rights enlightenment pro-

grams

●Provided human rights education or new recruits and or employees at the time o promotion and appointmentto managerial positions

●Held a Human Rights Week Memorial Lecture during the CSR month in December

Continue to manage CSR (consideration o human rights) inthe supply chain (take appropriate steps in response to theissue o confict minerals)

●Put in place an internal system to cope with confict minerals. Toshiba established Toshiba Group Confict Mineral Poli-cy and announced it publicly (November 2011)

●Revised Toshiba Group Procurement Policy and requested that suppliers to pay due attention to human rights(May 2012)

●Began investigation o the status o use by suppliers o confict minerals or semiconductor and other businesses(November 2011)

Development o HumanResources

Upgrade educational programs and ensure their eectiveimplementation

Conducted education on topics such as innovation leadership, Toshiba value, and liberal arts to develop globallyminded personnel

Promotion o Diversity

Enhance recruitment rom overseas universities

Hired more employees directly rom among non-Japanese students studying in Japan and rom overseasuniversitiesAssessed the jobs and work environment o those who had already entered the Toshiba to improve their careerdevelopment

Continue to maintain the rate o employment o peoplewith disabilities at group companies in Japan above thestatutory level o 1.8%

●Continued operation o special subsidiary Toshiba With●Achieved the employment rate o 1.96% in Toshiba Corp. (2.12% in case o group companies in Japan) as o April

2012, surpassing the statutory employment rate

Support orDiverse Work

Styles

●Continue to periodically obtain data on work hours and topromote each workplace’s initiatives to reduce overtime

●

Continue to provide work-style innovation training

●Included questions or group leaders about check items to improve subordinate perormance in the employeemorale survey and gave them eedback on the results o the survey

●Continued to use the system to indicate the number o hours worked and the system or work record notication

●Continued to publish Kirameki Times, an educational tool

OccupationalHealth andSaety

Prevent serious accidents(Make all-out eorts to reduce risks through risk assessmentand implement other measures)

Conducted risk assessments based on OHSAS 18001 and took measures to reduce risks (Toshiba nished imple-menting measures to cope with all o the maximum risks identied in the previous year.)

Take measures to maintain the mental health o employees Conducted stress checks and provided individual employees with eedback on their results

Take measures to prevent and provide support to employ-ees with high risk o cerebrovrascular or cardiovascular dis-

eases

Conducted classication o employment based on the results o medical examinations (carried out at all workplac-es)

T h eE nvi r onm en t

Enhancement o EnvironmentalManagement

Enhance eorts to implement measures or achieving theEnvironmental Vision 2050 and emphasize Toshiba Group’senvironmental initiatives

Achieved the target o improvement in overall eco-eciency

Promote biodiversity conservation programs through re-gional cooperation at production sites

●Provided training to develop biodiversity promotion leaders●Developed simple biotopes at business sites and employees’homes to establish a network o habitats or wildlie

Creation o EnvironmentallyConscious

Products (ECPs)

Increase the ratio o sales o ECPs to 70%Surpassed the target by achieving a sales ratio o 72%. Further improvements were made on social inrastructureproducts with a long product development cycle.

Develop 20 new Excellent ECPsSurpassed the target by developing 29 new Excellent ECPs (six digital products, six social inrastructure products,and 13 home appliances, others)

Continue to eliminate all the 15 speciied hazardous sub-stances contained in products (100% ree rom such sub-stances)

Conrmed that all shipped products did not contain any o the specied substances. Attained the target with 100%

o products ree o such substances

Achieve 6.8 million tons o CO2 emissions control eectsthrough ECPs

Failed to achieve the target—achieved only 4.7 million tons o CO2 emissions reduction eects through ECPs. How-ever, CO2 emissions reduction eects rose by 0.7 million tons compared to the previous year (4 million tons orFY2010) although total sales o ECPs were less than a year earlier.

EnvironmentallyConsciousBusinessProcesses

Reduce energy-derived CO2 emissions per unit productionby 44%(Promote energy-saving and other activities based on analy-sis o the eects o the Great East Japan Earthquake)

Achieved the target by reducing energy-derived CO2 emissions per unit production by 49%—achieved the targetby continuing to implement energy conservation measures in a systematic way

Increase the expansion rate or the quantity o recycling o end-o-use products to 170%

Achieved the target, with the quantity o end-o-use products recycled at 219%. While the amount o cathode-raytube TV sets recycled continued to all with the shit to digital terrestrial broadcasting, that o other products recy-cled in Japan and overseas continued to rise.

Reduce water intake per unit production by 9.5%Achieved the target by reducing water intake per unit production by 24%—continuously promoted water reusethrough systematic introduction o wastewater treatment and collection equipment

Reduction o emissions o chemicals to air and water by 52%Failed to achieve the target, with a 44% reduction in the amount o chemicals discharged—ailed to achieve thistarget due to a delay in taking measures to reduce discharges at certain business sites where acility investmentswere not made

Promotion o EnvironmentalCommunication

Continue to promote environmental initiatives via Environ-

mental Report and corporate website

●Published Japanese, English, and Chinese versions o the Environmental Report (Environmental perormancedata acquired third-party certication)

●Updated the environmental pages o the corporate website by revamping the Top page’s structure and overall

design. In addition, new attempts such as announcements o awards received, active provision o inormation onnew product launches, and cooperation with the Toshiba Facebook page were made.

Adopt a strategic approach to environmental advertisingand publicity, exhibitions

Engaged in proactive promotion o Toshiba Group’s environmental initiatives at exhibitions in Japan and overseas(including the 21st Toshiba Group Environmental Exhibition, Eco-Products 2011 (Japan), Earth Day NY (UnitedStates), IFA Berlin 2011 (Germany), and 2011 International CES (U.S.)). Carried out active environmental publicity ac-tivities with “eco-style”as our concept

Major Achievements in FY2011 and Targets & Plans for FY2012

Annual Activity and Performance Report




Achievementlevel

Numeric valuePage No. Targets and Plans for FY2012

Target Result Unit

○ 95 98 % P25–26

●Establish priority themes or all in-house companies based on identiied ISO 26000 issues and promote theirimplementation. Achieve all goals established

●

Spread the concept o integrity to all Toshiba Group companies in Japan and overseas

○ 100* 100* % P27

●Disclose inormation appropriately in accordance with the revised Cabinet Oce Ordinance on Disclosure o CorporateAairs and the independent director system revised by the Tokyo Stock Exchange

●Enhance the role o indirect governance●Continue appropriate operation o the Board o Directors and ensure transparent management through independent

directors

○ 100* 100* %

P28

Continue communication with investors and individual shareholders in Japan and overseas to make Toshiba’s policy and

strategy recognized. In particular, enhance communication o inormation on the direction o its business structuretransormation and raise its level o recognition among global unds.

○ 100* 100* %●Conduct the employee morale survey●Hold dialogues with various stakeholders

○ 100* 100* % P29 Continue to organize human rights enlightenment programs

○ 100* 100* % P29, 45Educate members o the supply chain o the need to pay attention to human rights and request that they investigate thestatus o use o confict minerals

○ 100* 100* %

P30–33

Provide education to develop CSR-minded personnel

○ 100* 100* %Create an environment that enables employees to play an active role irrespective o nationality, gender, disabilities, and age

1) Hire more oreign employees2) Support the employment o emale employees by providing training and communication o inormation

3) Continue to maintain the rate o employment o people with disabilities at group companies in Japan above thestatutory level○ 1.8 2.12 %

○ 100* 100* % Continue to periodically obtain data on work hours and to promote each workplace’s initiatives to reduce overtime

○ 100* 100* %

P33, 34

Make all-out eorts to reduce risks through risk assessments (risk reduction, management, and monitoring)

(Implement risk-reduction measures or all new risks)

○ 100* 100* % Improve workplaces through stress checks

○ 100* 100* % Implement classication o employment based on periodic medical examinations at all workplaces without ail

○ 2.16 2.50 Factor

P35–42

Increase Eco-eciency

Overall eco-eciency: 2.5 times (compared to the FY2000 level)

○ 100* 100* %Product eco-eciency: 2.8 times (compared to the FY2000 level)Business process eco-eciency: 1.35 times (compared to the FY2000 level)

○ 70 72 %

Greening o Products

(Environmentally ConsciousProducts)/Greening by

Technology (Low CarbonEnergy Technologies)

Increase sales o Excellent ECPs to 500 billion yen and those produced by Greening by

Technology to 1.36 trillion yen

◎ 20 29No. o

productsMitigation o climate change: Reduce CO2 emissions by 6 million tons through Greening o Products initiatives

○ 100 100 % Ecient use o resources: Increase the percentage o products recycled to 33%

△ 6.8 4.7 M tonsManagement o chemicals: Reduce the amount o specied chemical substances (PVC andBFR) used (discontinue their use entirely or 20 product groups)* Except or specied purposes

○ 44 49 %

Greening o Process(Environmentally Conscious

Manuacturing)

Mitigation o climate change: Reduce total greenhouse gas emissions to 3.45 million tons(at 51% compared to the FY1990 level)

◎ 170 219 %Ecient use o resources: Reduce the amount o waste generated to 107,000 tons (at 65%compared to the FY2000 level)

◎ 9.5 24 %Ecient use o resources: Reduce water intake per unit production to 96% (compared tothe FY2000 level)

△ 52 44 %Management o chemicals: Reduce the amount o chemicals discharged to 1,694 tons (at66% compared to the FY2000 level)

○ 100* 100* %

Green Management(The Base o OurEnvironmental Management)

Conservation o biodiversity: Develop ecosystem networks in collaboration with localcommunities(Target percentage o biodiversity surveys conducted at major business sites: 5%)

Environmental education/human resource development: Develop 200 Toshiba eco-styleleaders

○ 100* 100* %Environmental communication: Expand environmental communication to connect peoplearound the world (employee community development)

Achievement level:◎ Surpassed target (*120% or above);○ Achieved;△ Not achieved

* Target or qualitative indicators set at 100%. Evaluation or remarkable progress: ◎ (120% or above); or targets achieved:○ (100% up to 120%); and or targets not achieved:△ (below 100%)




CoreSubjects

Sub-items Targets and Plans for FY2011 Major Achievements in FY2011

F a i r O p er a t i n gP r a c t i c e s

Risk Manage-ment andCompliance

Implement various compliance measures throughout Toshi-ba Group worldwide

Complied with the UK Bribery Act 2010 (established new anti-bribery guidelines, requested all group companies inJapan and overseas to adopt the guidelines, and took other measures)

Continue to develop educational programs or risk manage-ment and compliance

Continued to provide training by organizational level, job category, etc.Provided trainings in Europe, US, and Asia using e-learning materials in English

Fair Competitionand TradingPractices

Continue to reinorce the audit system to ensure compliancewith rules regarding procurement at relevant companies(Implement audit programs or Group companies)

●Implemented audit programs or 109 group companies (implementation rate: 100%)●Provided e-learning courses on the compliance with rules regarding procurement (attendance: 93,067)

InormationSecurityManagement

Continue to promote inormation security management

●Provided some 180,000 group employees, including 30,000 rom Toshiba, with education in inormation securityand protection o personal data

●Strengthened monitoring and countermeasures against cyber attacks●Conducted sel-audits on inormation security at Toshiba and 554 Group companies in Japan and overseas

Protection o IntellectualProperty

Continue to take measures against countereit products andto protect brands

Worked with local regulatory authorities to promote activities aimed at eradicating countereit products and regis-tered with customs oces in a wider range o countries (two more countries)

Reinorce risk management regarding intellectual propertiesand continue to provide intellectual property education

Completed the establishment o related regulations to ensure appropriate sotware management at group compa-

nies; Toshiba and its group companies conducted education and sel-audits to ensure appropriate sotware man-agement (implementation rate: 100%)

C u s t om er s

Dealing with

ProductAccidents

Continue to ensure 100% disclosure o product accident in-ormation based on the Consumer Products Saety Act

●Disclosed inormation on all serious product accidents related to Toshiba products, with the announcement be-ing made by the Consumer Aairs Agency on Toshiba’s corporate website

●Disclosed inormation on 196 cases—118 cases in which it was suspected that the accident was attributed to theproduct and 78 cases in which it was not conrmed whether the accident was attributed to the product

QualityAssurance andSaety

Increase awareness o the Electrical Appliance and MaterialSaety Act and conduct audits to ensure compliance (in-crease attendance rate or education on the Act)

●Provided e-learning courses on the Electrical Appliance and Material Saety Act to employees in Japan and Japa-nese employees at overseas subsidiaries (eligibility: approximately 103,000 employees; attendance: 99.9%)

●All 14 Toshiba models chosen or the Ministry o Economy, Trade and Industry’s trial purchase tests passed thetests

Enhance eorts to ensure product quality (utilize eedback rom the external quality survey, i.e., JUSE Quality Manage-ment Level Research; compare items o the survey with ourinternal quality survey to orm a common database)

Conducted no evaluation because the 2011 survey was cancelled by the Union o Japanese Scientists and Engi-neers, its organizer, due to review o the survey’s examination standards

Continue to promote training on quality management orpersonnel in charge (analyze the outcome o quality educa-tion and identiy the status o global personnel upgradingprograms)

Provided 21 courses on product quality, including those held at business sites in Japan and overseas, attended by atotal o 1,227 employees, and began measuring their eects

EnhancingCustomerSatisaction &Product andServiceImprovementBased on VOC

Improve satisaction levels o individual customers with re-gard to atersales services

As a measure to improve the quality o call centers, anonymous calls were made by call center personnel and out-siders to the call centers t wice a year. In addition to various training programs, the call centers conducted customersatisaction surveys immediately ater customer calls, as well as annual questionnaire surveys via e-mail and sel-checks using quality checklists.

Improve the quality o response to corporate clients or a-tersales services

●Shared examples o CS improvement with group companies through Toshiba Group CS Service Committee (atotal o about 200 employees attended 12 such meetings), and held joint training sessions or eld engineers (atotal o about 100 engineers attended the 10 sessions)

●Organized the Telephone Response Contest, with participation o 30 operators rom 22 call centers, includingthose or individual customers

Enhance customer satisaction with regard to productsand atersales services in the markets o Asia and emerg-ing economies

●Provided training or eld engineers, with participation o around 140 engineers in two cities in Vietnam and 280in three cities in China, and promoted the localization o teaching materials (completed the production o ver-

sions in our languages)●Conducted product assessments in emerging economies

Promotion o Universal Design

●Share internal UD examples with the relevant divisions (atleast 12 cases)

●Conduct UD evaluations mainly in consultation with UDadvisors (at least ten cases)

●Shared internal UD examples (12 cases), including education, research technology, and product development,among all group companies

●Conducted UD evaluations (10 cases) by surveying the situation and awareness o its users at the time o theEarthquake, product assessments as well as evaluation by UD advisors

C omm uni t y I nv ol v em en t

a n d

D ev el o pm en t

Corporate

CitizenshipActivities

Continue to promote Group-wide corporate citizenship ac-tivities, such as science education, disassembly workshops,the 1.5 Million Tree-planting Project, and the Pink RibbonCampaign (target participation: more than 3,000 employ-ees)

Promoted science education initiatives, disassembly workshops, the 1.5 Million Tree-planting Project, and the Pink Ribbon Campaign (participation: approximately 2,100 employees)

Continue to promote regional corporate citizenship activi-ties (target participation: more than 100,000 employees)

A total o 107,000 employees rom 190 Toshiba Group companies worldwide participated in these activities

Support in the

Atermath o Disasters

Provide appropriate relie support at disaster-stricken areas(relie aid to victims o the Great East Japan Earthquake)

● Toshiba Group carried out relie support activities worth 1.2 billion yen (including the provision o shing boats,

photovoltaic power generation systems, and home appliances as well as the reconstruction o Toshiba stores)●Provided 230 disaster-stricken students with a Toshiba scholarship worth 100,000 yen per month

Major Achievements in FY2011 and Targets & Plans for FY2012

Annual Activity and Performance Report




Achievement level:◎ Surpassed target (*120% or above);○ Achieved;△ Not achieved

Achievementlevel

Numeric valuePage No. Targets and Plans for FY2012

Target Result Unit

○ 100* 100* %

P43–44 Consider and establish systems to prevent serious violations in Asia in regards to compliance

○ 100* 100* %

○ 100* 100* % P45–46Continue to strengthen systems to audit compliance in Group-wide procurement (continue audit programs or groupcompanies; target implementation rate: 100%)

○ 100* 100* %

P46

Promote and strengthen inormation security measures(Target implementation rate or inormation security sel-audits: 100%)

○ 100* 100* % Take measures against countereit products and protect brands on an ongoing basis

○ 100* 100* % Continue to strengthen risk management or intellectual property (target implementation rate: 100%)

○ 100 100 %

P47–48

Remain committed to 100% disclosure o inormation on product accidents based on the Consumer Product Saety Act

○ 99.9 99.9 %Promote education on the Electrical Appliance and Material Saety Act and continue to conduct audits to ensure compliancewith the Act (increase the rate o course attendance)

– – – Rank Improve our position in the ranking o external quality evaluations (applying JUSE Quality Management Level Researchinternally and making third-party evaluations an integral part o quality initiatives)

○ 100* 100* % Foster quality awareness (expand educational programs and create a keener quality awareness among employees)

○ 100* 100* %

P49–50

Improve satisaction levels o individual customers with regard to atersales services

○ 100* 100* % Improve the quali ty o responses to corporate clients with regard to atersales services

○ 100* 100* % Enhance customer satisaction with regard to products and atersales services in the markets o Asia and emerging economies

○ 100 100 %●Implement measures to spread UD philosophy and standards among employees (at least six cases)●Share internal UD examples with the relevant divisions (at least 12 cases)

△ 3,000 2,100 Persons

P51–54

Promote business activities to help local communities develop and become independent

○ 100,000 107,000 Persons Continue to promote regional corporate citizenship activit ies (target participation: more than 100,000 employees)

◎ 100* 120* % P9–12 Continue to help reconstruction rom the Great East Japan Earthquake as part o the “Toshiba East Japan ASHITA

(Future) Plan”(providing support worth 500 million yen)

* Target or qualitative indicators set at 100%. Evaluation or remarkable progress: ◎ (120% or above); or targets achieved:○ (100% up to 120%); and or targets not achieved:△ (below 100%)




Toshiba Group’s Integrity

1 Meet our responsibilities to society

Proactively contribute to solutions to social issues such as cli-

mate change through business activities.

2 Secure sound management and nances

Ensure sound business management by according the high-

est priority to human lie and saety and to compliance so that

Toshiba continu es to be truste d by societ y.

Established KPIs based on ISO 26000

Workplace meetings on integrity held three times

and attended by a total o 280,000 employees in

Japan

Major progress and achievements in FY2011

Board of DirectorsPresident

Group companies in JapanChief CSR Ocers

In-house companies/Key Group companies

Risk Compliance

Committee

Corporate

Citizenship

Promotion Group

Central OH&S

Committee

CustomerSatisfactionPromotionCommittee

Chief CSR Ocers

Overseas Group companiesChief CSR Ocers

Environment

CorporateEnvironmentManagement

Committee

Chief Quality

Executive

Committee

CSR Governance Committee

CSR Implementation Office

CSR Division

Human Rights/Employee SatisfactionLegal Compliance Corporate Citizenship Health & SafetyCustomer Satisfaction Quality

Diversity Strategy

Promotion Committee

Human Rights

EnlightenmentCommittee

Toshiba Group CSR ManagementStructure

Organizational Governance

Conducting e-learning program or engineers in

Japan and overseas on the subject o engineering

ethics in accordance with ISO 26000.

Attention

Establishment o key perormance

indicators (KPIs) based on the outcome o aCSR Governance Committee meeting

The CSR Governance Committee, consisting o the Corporate

Senior Executive Vice President, who heads the CSR Division,

and the executives concerned, holds meetings twice a year

with the attendance o the President, in order to discuss and

determine Toshiba Group CSR Action Policies. Based on the

Positioning CSR as an integral part o management policyIn carrying out its business activities, Toshiba Group consid-

ers promotion o CSR management as one o its basic man-

agement policies. The key word in the promotion o CSR

management is integrity.

We are striving to raise employeeawareness o CSR throughout the year.In order to enhance CSR awareness among all Toshiba Group

employees and encourage them to put it into practice, the

President explains the Group’s policy with regard to CSR man-

agement on various occasions, such as at explanatory sessions

at the beginning o the hal-year terms in April and October,

in his address or the company’s anniversary, and in his New

Year’s greeting. These messages are also communicated to

our subsidiaries in Japan and overseas through appropriate

channels and also via in-house newsletters. In addition, Toshi-

ba educates employees working in dierent job positions,

such as new employees and newly appointed managers, and

provides e-learning throughout the year on various CSR topics

such as environment, inormation security, human rights, and

engineering ethics. In FY2011 we chose ISO 26000 as a subject

or engineering ethics and provided ethical education to all

engineers in Toshiba Group worldwide.

polices determined, the Corporate Environment Management

Committee, Risk Compliance Committee, Customer Satisac-

tion Promotion Committee, and other relevant committees

(see the chart below) ormulate and implement action plans

or the topics corresponding to their responsibilities.

As part o their business activities, in-house companies, busi-

ness sites, and Group companies in Japan and overseas ap-

point their own Chie CSR Ocers. To discuss CSR progress

and issues, the CSR Division holds a monthly meeting called

the Corporate CSR Meeting, which is attended by represen-

tatives rom CSR-related divisions such as human resources,

diversity, environment, and procurement.

Visit our ocial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/governance/index.htm

CSR Management




Workplace Meetings Focusing on Integrity

In order to promote the concept o integrity throughout our

entire organization, in FY2010 we initiated workplace meetings

ocusing on integrity or all our employees in Japan. In FY2011,

we held these meetings three times at each workplace, with the

participation o a cumulative total o 280,000 employees.

Three topics were oered or discussion at each meeting, and

the participants discussed the one most relevant to their work-

place or around 30 minutes. Major topics taken up during the

year included elimination o antisocial orces, inormation secu-

rity, engineering ethics, and business etiquette.

Unlike conventional one-way education, this kind o workplace

meeting aims to improve the workplace climate by encourag-

ing each and every employee to be aware o integrity issues and

to reely express their opinions. We will continue to hold these

meetings in FY2012.

Outstanding examples o CSR initiatives such as social con-tribution were oicially recognized at the CSR Conerence.

● Protection o copyright on the Internet

● Elimination o antisocial orces

AttentionReconrming at the CSR Conerence thestatus o support or reconstruction rom theGreat East Japan Earthquake and ToshibaGroup’s intention to oer ongoing support

Toshiba Group has designated December as its CSR Month

since FY2006. During this month, we assess our CSR initiatives

and hold a variety o events, such as the Group-wide CSR Con-

erence and other events at our companies and business sites

ocusing on social contribution and other CSR activities. In order

to allow each and every employee to conduct sel-assessments

o their CSR awareness and practices, we provided e-learning

rom November 2011 to January 2012 on topics such as export

control, inormation security, protection o personal data, en-

gineering ethics, copyright, and the Electrical Appliance and

Material Saety Act (in Japan). In addition to holding workplace

meetings ocusing on integrity, we asked our in-house compa-

nies and key Group companies to conduct sel-assessments o

their CSR activities in accordance with ISO 26000.

On December 14, we held our annual CSR Conerence, which

was attended by some 700 participants, including executive

ocers and labor union representatives. At the Conerence, a

ceremony was held to commend the teams that demonstrate

outstanding practices with regard to health and saety, envi-

ronmental initiatives, and social contribution. The winning

teams also shared examples o their outstanding CSR eorts.

In addition, the General Manager o the Tohoku Oce pre-

sented Toshiba Group’s eorts to support reconstruction

rom the Great East Japan Earthquake and reconrmed with

participants that the Group would continue its support or

such eorts in the uture.

Monitoring CSR progress throughoutglobal operationsIn management audits perormed by the Corporate Audit Di-

vision we monitor the progress o activities regarding com-

pliance and other priority issues throughout the Group.

We also conduct annual CSR surveys o overseas consoli-

dated subsidiaries to monitor the status o CSR initiatives or

human rights, labor standards, customer satisaction, and

social contribution based on the ten principles o the UN

Global Compact and the guidance provided in the ISO 26000

Standard. In the FY2011 survey we conrmed the absence

o problems with items such as the existence o a system

to resolve grievances about human rights violations, com-

munication with labor unions, and the promotion o CSR at

suppliers. Meanwhile, we included items on which Toshiba

had not concentrated its ull energies but that were attract-

ing much public attention—such as the protection o biodi-

versity and support or local community development and

independence—in our initiatives or FY2012 and establishednew KPIs or them.

We conrm compliance with our environmental guidelines

through the implementation o internal environmental au-

dits. Similarly, to ensure compliance with anti-corruption

guidelines, our Legal Aairs Division provides appropriate

instructions directly to those concerned at overseas sub-

sidiaries. In addition, CSR-related items such as compliance

awareness are included in the annual employee awareness

survey in order to keep track o the Group’s CSR progress.

In order to ensure that Toshiba Group’s policies and plans

are properly implemented, we also monitor the progress o

company activities through quarterly reports submitted to

the President as well as interviews with Chie CSR Ocers o

in-house companies and group companies conducted by the

CSR Implementation Oce prior to holding the semi-annual

CSR Governance Committee.

At its meeting held on March 28, 2012, the CSR Governance

Committee reported to top management on progress made

in major KPIs established by divisions such as Human Re-

sources and Administration, Procurement, and Environment,

and the President gave directions to accelerate Toshiba’s CSR

initiatives as a leading global corporation.

Examples o topics taken up in FY2011:




Organizational Governance

Aiming to enhance management mobilityand transparency

As a “company with committees,” Toshiba aims to enhance itsmanagement mobility, supervisory unctions, and increase

transparency. The board o directors consists o 14 members,

hal o whom are non-executive directors. The non-execu-

tive directors include our outside directors, the chairman,

and two ull-time Audit Committee members. Each commit-

tee has a majority o outside directors and the Nomination

and Compensation Committees are both chaired by outside

directors.

Notication has been led regarding all outside directors as

being independent directors stipulated in the Securities List-

ing Regulations o the Tokyo Stock Exchange.

Corporate GovernanceStrengthening internal control throughoutToshiba Group

The Toshiba Group Standards o Conduct prescribes the val-

ues and codes o conduct that all executives and employees

should share. In response to the Companies Act o Japan,

which came into eect in May 2006, we also determined ba-sic policies on the internal control system at a meeting o the

board o directors.

Accordingly, in order to enhance the Group-wide internal

control system, all group companies also adopted a similar

resolution at respective board o directors’ meetings and

established related regulations. Thus they are continuing to

strive to bolster their internal control systems.

In addition, Toshiba Group has created an organization or

the internal control reporting system and assesses the eec-

tiveness o internal controls over nancial reporting. We will

continue our eorts to properly manage the internal control

system regarding nancial reporting.Reinorcing audit procedures To help the Audit Committee perorm its duties, we have cre-

ated the oce or the committee. The personnel transers

o the sta members o the oce are determined by prior

consultation with the Audit Committee. The Corporate Audit

Division, which is in charge o internal audits, consults with

the Audit Committee in advance to ormulate annual audit-

ing policies and plans. The Corporate Audit Division also par-

ticipates in discussions on the audited divisions and shares

audit inormation through semimonthly liaison meetings

with the Audit Committee.

Along with these activities, the Audit Committee normally

draws on eld surveys conducted by the Corporate Audit

Division or detailed inormation. Though the Audit Commit-tee obtains reports on the results o audits conducted by the

Corporate Audit Division, it also conducts its own audits i

deemed necessary.

Compensation or directors and executiveofcersWe have designed a compensation system or retaining tal-

ented human resources, and or providing incentives to di-

rectors and executive ocers to eectively execute their du-

ties. Directors receive xed compensation according to their

duties and their status as ull-time or part-time directors.

Executive ocers receive basic compensation based on their

ranks and service compensation calculated according to

their duties; 40% to 50% o the service compensation fuc-

tuates rom zero (non-payment) to double depending upon

the year-end perormance o the division or which the ex-

ecutive ocer is responsible or that o Toshiba Corporation.

General Meeting of Shareholders

Cooperation

Board of Directors/Directors

Appointment/DismissalProposal submission

Nomination of candidates for

directors

Report Report

Appointment/Dismissal

Report

Supervision

Compensation determined for directors and executive ocers

Audit

AuditAudit

Corporate Audit DivisionNomination Committee

(1 internal director,

2 outside directors)

Audit Committee(2 internal directors,3 outside directors)

Compensation Committee(2 internal directors,

3 outside directors)

CEO (President)

Executive Ocers

Divisions

Appointment/Dismissal

Corporate Governance Structure

Visit our ocial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/governance/index.htm




Promoting CSR management while holdingdialogues with diverse stakeholders

In order to ensure a sound and just CSR management, we en-gage in dialogue with a wide range o stakeholders, includ-

ing shareholders, investors, customers, employees, suppli-

ers, and local communities.

Dialogue with StakeholdersWe held stakeholder dialogues onISO 26000.

In April 2012, we held a dialogue with experts, includingthe two who represented Japan in the development o

ISO 26000, under the theme o the “essence o stakehold-

er engagement.”

In the uture, in order to promote CSR management, we

will provide opportunities to analyze the status o our due

diligence process and monitor it with our stakeholders in

terms o initiatives or the supply chain and community

involvement (see p. 20).

Major Points o Contact or Stakeholder Dialogues and Examples o Dialogues Held during FY2011





Acquisition o OHSAS 18001 by 110 consolidated

companies in and outside Japan and implementation

o risk assessment and risk-reduction measure

Human Rights and Labor Practices

Establishing and Publicizing the Toshiba Group

Conict Mineral Policy, revising the Toshiba Group

Procurement Policy, and requesting suppliers to

respect human rights

EICC membership

Support or the Use o Conict-Free Minerals

For humanitarian reasons, Toshiba Group’s policy stipu-

lates that raw materials such as gold, tantalum, tungsten,

and tin mined in the Democratic Republic o the Congoand adjoining countries experiencing armed conicts

must not be used. In October 2011, we built an internal

system or conict minerals and established the Toshiba

Group Conict Mineral Policy and publicized it on our

website.

As a part o our eorts to carry out due diligence, we

conduct surveys with the suppliers o our semiconductor

department and other departments regarding the use o

conict minerals and the smelter verication using the

EICC-GeSI* reporting templates.

We are also a participant in the Public-Private Alliance

or Responsible Minerals Trade (PPA), which is a private-

public project advocated by the US Government. We

hope to eliminate the und sources o armed groups and

provide economic support to the Democratic Republic

o the Congo and adjoining countries. In February 2012,

we exchanged opinions with a US NGO (Enough Project)

and A SEED JAPAN, which are working on issues related to

conict minerals.

In June 2011, Toshiba joined the Electronic Industry Citi-

zenship Coalition (EICC), which is a CSR promotion group

in the electronics industry. We support the EICC Code o

Conduct and promote CSR throughout our supply chain

(see p. 45). In May 2012, we revised the Toshiba Group Pro-

curement Policy to speciy the use o conict-ree miner-

als as an additional request to our suppliers in the area o

human rights and to present specic examples o inhu-

mane acts such as slavery and human trafcking.

* Global e-Sustainability Initiative (mainly or Inormation and Communica-tions Technology (ICT) companies)

Supporting the principles o the UnitedNations Global Compact and ensuring thethree rights o labor to employees

Toshiba supports the principles o the Universal Declara-

tion o Human Rights, the United Nations Global Compact,

and the OECD Guidelines or Multinational Enterprises, and

works to ensure that its employees have undamental labor

rights.

In the labor agreement concluded with the Toshiba Labor

Union, Toshiba stipulates that the Labor Union has the three

rights o labor (the right to association, the right to collective

bargaining, and the right to act collectively).

Respect or human rights The “Toshiba Group Standards o Conduct” stipulates adher-

ence to all relevant laws and regulations, respect or unda-

mental human rights, and prohibition o discriminatory treat-

ment, child labor and orced labor. It requires that respect

be accorded to diverse values, individuality, and privacy o

individuals, prohibits discriminatory behavior based on race,

religion, gender, nationality, disability, age, or sexual orienta-

tion, and prohibits physical abuse, sexual harassment, abuse

o power, and any other actions that disregard the dignity

and individuality o others.

Human rights education initiative Toshiba Group strives to be a discrimination-ree organi-

zation in which employees enjoy optimal job satisaction,

based on our policy o respecting undamental human

rights and the diverse values o individuals and prohibiting

discriminatory treatment; and oster an awareness o hu-

man rights among our employees through the activities o

the Employee Wellness Division. Education on human rightsis provided to new recruits and to employees at the time o

promotion, including those promoted to managerial posi-

tions. In December every year during Human Rights Week,

Toshiba holds a Human Rights Week Memorial Lecture at the

Toshiba headquarters in Japan, as one o Toshiba Group CSR

month events.

Protecting human rights throughoutour supply chainHaving recognized the importance o implementing our hu-

man rights policy not only among Toshiba Group employees

but also throughout our supply chain, we urge our suppliers to

respect human rights in their business activities in accordance

with our supplier code o conduct “Supplier Expectations,”

which is specied in the Toshiba Group Procurement Policy.

Their compliance is monitored through our CSR survey.

Toshiba Group Conict Mineral Policy

Toshiba Group promotes the b an o n th e us e o cassiterite

(the crude ore o tin), wolramite (the crude ore o tung-

sten), coltan (the crude ore o tantalite), gold and their de-

rivatives, the demand or which is ueling the conict in the

Democratic Republic o the Congo and adjoining countriesand giving rise to inhumane acts such as human trafcking,

slavery, orced labor, child labor, abuse, and war crimes.

Visit our ofcial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/human_rights/

Respect or Human Rights andProhibition o Discrimination

Attention




Human Resources Management Policy (extract)

Human Resources are the Most Valuable Assets

We provide employees with opportunities to realize their poten-

tial and encourage them to develop their capabilities and maxi-

mize their value.

Utilization and Development o Human Resources

We endeavor to match the right person with the right assignment

to make the best use o human resources.

Wherever We Operate, We’re Mindul o Social Mores

We respect human rights and ensure that decisions within the

business are made using objective criteria; no discrimination is

tolerated against any sector in society (e.g. on grounds o gender,

race, age, nationality, religion, thought or disability). Whereverwe operate in the world, we comply with applicable laws and

regulations and respect local customs, culture and social mores.

Valuing human resources as our greatestassets

The Toshiba Group Human Resources Management Policyregards human resources as Toshiba’s greatest asset and

stipulates that employees should be provided with various

opportunities to enable them to realize their unlimited po-

tential, and to encourage them to develop their skills and

maximize their value. Based on this Policy, we ensure that la-

bor conditions conorm to the relevant laws and regulations.

Furthermore, having established the action guidelines or

stable employment, which were accepted by both labor and

management, we are carrying out business activities in line

with the spirit o these guidelines.

Principle o human resources cultivation Toshiba’s principle o human resources cultivation is to pro-

vide all employees with opportunities or skills developmentand sel-actualization in a air and non-discriminatory man-

ner.

Cultivating global human resources withintercultural communication skillsBased on Toshiba’s corporate philosophy, Toshiba Group em-

phasizes the importance o cultivating well-rounded global

human resources who have a deep cross-cultural under-

standing and the ability to perorm their jobs through direct

communication with stakeholders around the world.

In an eort to develop such human resources, we oer country

and/or region-specic education programs such as “ToshibaValue Education” to cultivate the desired attitude and mindset

ostered over the course o Toshiba’s history, and provide “Lib-

eral Arts Training” to develop well-rounded individuals who

can embrace diversity. Such region-specic education has a

long history, with Europe and Asia boasting the longest with

programs commencing more than 15 years ago.

Furthermore, we oer global-integrated training programs

such as the “Innovation Leaders Program” targeted at uture

leaders o Toshiba Group companies around the world.

Promoting labor-management dialogueWe provide various opportunities to promote labor-man-

agement dialogue in order to acilitate labor-management

relations and corporate business activities. Labor and man-

agement have agreed that important matters such as busi-

ness plans, business perormance, and major organizationalreorms must be periodically explained to the labor union,

and that other matters such as changes in labor conditions

must be discussed in advance by labor and management.

Using ull-edged systems to supportemployee career development

Toshiba supports the career development o each employee

in an eort to maximize their current and uture job peror-

mance.

We have well-developed career development systems inplace. For example, our perormance management system

gives each employee a semi-annual opportunity to review

with their superior their job perormance over the past six

months and to discuss their job objectives or the next six

months. The career design system provides each employee

with an annual opportunity to share their medium-term

goals or skills development as well as their planned means

o developing and utilizing such skills, and to review their

long-term career development plan with their superior.

We also have career development systems that allow em-

ployees to build their careers autonomously. For example,

our internal job posting system allows each employee to

apply or personnel transer in order to ll a vacant post an-nounced by a division, and the internal FA system enables

each employee to apply or personnel transer to a division

o their choice.

RegionNo. of

employees Business domainNo. of

employees

Japan

China

Asia*1 & Oceania

North America

Central & South America

Europe*2

Africa

Total

*1 Excluding Japan and China *2 Including Russia

Digital Products

Electronic Devices

Social Infrastructure

Home Appliances

Others

Common to the Group

Total

Toshiba Group Employees (as o March 31, 2012)

Stable Employment Human Resources Development

Visit our ofcial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/labor/

Europe Manager Education





Promotion o Diversity

Toshiba Group has been providing employees with a monthlysign language lesson, “Toshiba sign language club,” sinceFY2009. At the club, employees with impaired hearing serve asinstructors, teaching sign language to acilitate smooth com-munication and providing inormation to promote understand-ing o hearing disabilities.

The sign language club members are engaged in activitiesoutside the Company as well. In FY2011, they attended theEco-Products environment exhibition and provided explana-tions o stage presentation using sign language at the Toshibabooth. They also served as sign language teachers at a summereducational program o an elementary school near the Toshibaheadquarters.

Sign language club members attending the

Eco Products Exhibition

Toshiba Initiative:

Sign language interpretation at the Eco-Products exhibition

Attention

Promoting diversity as a managementstrategy

The maximization o the capabilities and strengths o diverseemployees is critical or active innovation and corporate

growth. Based on this belie, Toshiba Group has positioned

the promotion o diversity as one o its management strate-

gies. The president has, in his start-o-term addresses to em-

ployees and at “Kirameki Forum” or employees (which also

eatures experts rom outside the company), spoken directly

on the importance o diversity.

We have established a dedicated division, the Diversity De-

velopment Division, with the aim o promoting diversity by

taking measures including improvement o the personnel

management system.

Recruiting more non-JapaneseemployeesAs part o our diversity promotion program, we are increas-

ing the recruitment o non-Japanese employees.

Since 2006, we have conducted our “global recruitment” pro-

gram in an eort to directly recruit students graduating rom

oreign universities. To acilitate their adaptation to lie and

work in Japan, we provide a wide range o lie-related assis-

tance as well as work-related support such as providing each

non-Japanese employee with a mentor who provides them

with guidance based on a tailor-made job skill improvement

plan.

Beginning in FY2011, we conduct regular assessment o job

duties and workplace environments in order to urther im-

prove training and education.

Supporting employees with disabilitiesAs o April 1, 2012, Toshiba Corp. had 511 employees with dis-

abilities, accounting or 1.96% o the overall workorce. O the

137 Group companies, 134 have already achieved the statu-

tory employment ratio o people with disabilities. We are striv-

ing or Group-wide achievement o this statutory target.

We have also been making eorts to improve work environ-

ments or employees with disabilities. In FY2010, we estab-

lished a network connecting seven divisions engaged in

supporting people with disabilities, including the Human

Resources and Administration Division and the Design Center.

This network has enabled us to devise and implement com-

prehensive measures to support such employees.

● Toshiba With to promote employment o peoplewith disabilities

Toshiba With was established in February 2005 as a special

subsidiary which, in accordance with Toshiba’s basic policy,

aims to employ people with disabilities. It was named “With”

in the hope o creating an environment where people with

and without disabilities can live and work together. Current-

ly, 25 employees, most o whom have intellectual disabilities,

are working at ve business sites o Toshiba Group.

1.86

2.21

2.10

1.93

2.13

2.08

1.96

2.17

2.12

(%)

Toshiba

Group companies*

Group as a whole*

June 2010 June 2011 April 2012

* In Japan

Employment Ratio o People with Disabilities

Initiation ceremony or new employees hired under the global recruitmentprogram


President Sasaki, advocating diversity as a management strategy at theKirameki Forum





In an eort to support the work-lie balance o employees, weopened an internal childcare center named “Kirame-kids Yoko-hama” on the premises o one o our business sites, YokohamaComplex, in April 2011. Its exible childcare services such astwo-day-a-week care, three-day-a-week care, and temporarycare are designed to meet the needs o working mothers as wellas working athers. The center, which has a large garden andabundant greenery, provides ull-time high-quality childcare ina relaxed atmosphere.

Our internal childcare center “Kirame-kids”

Toshiba Initiative:

Kirame-kids Yokohama

● I appreciate the center’s exible handling o childcare sched-ule changes.

● I like the teachers because they are always cheerul and ener-getic.

● I have used other childcare centers, but I think this is the mostpleasant and reassuring childcare center.

● The meals provided at the childcare center are really tasty. Mychild always asks or another helping and eats everything.

Occupational Health andSaety

On March 27, 2011, Toshiba’s Oita Operations was awarded a Type-5no accident record (35.5 million hours) by the Director o the LabourStandards Bureau o the Ministry o Health, Labour and Welare.

Continuous eorts have been made at Oita Operations by vari-ous job saety expert committees and by Oita Operations as awhole, which independently designate special health and sae-ty weeks. As a result o such eor ts, since July 25, 2005, Oita Op-erations has been continuously operating or 68 months with-out any work-related accidents resulting in employee absencesrom work or more serious damage. This is the 23rd time that a Toshiba Group actory has received this award.

Toshiba’s Oita Operations achieve aType-5 no accident record (35.5 million

hours)

Toshiba Initiative:

Attention

Supporting employees’ work and childcare Toshiba Group strives to enhance the exibility and scope o

systems that allow employees to change their working styles

according to their personal circumstances. Toshiba has sup-

ported the concept o work-lie balance since the 1990s,

implemented various measures based on the Act on Ad-vancement o Measures to Support Raising Next-Generation

Children since FY2005, and established support systems that

exceed the statutory requirements.

Prioritizing employee health and safety asone of our top management issuesBased on our “Commitment to People,” the basic commit-

ment o the Toshiba Group, we have been striving to ensure

the health and saety o our employees.

Currently, the requency o work-related accidents o the

Toshiba Group in Japan is much lower than the national aver-

age or the manuacturing industry. We will continue to imple-

ment urther measures to prevent work-related accidents.

In particular, we will place priority on the reduction o haz-

ardous risks that could lead to serious injuries and diseases

and conduct a risk assessment o all workplaces and tasks.

Based on the results o this risk assessment, we will take nec-

essary measures according to a preset schedule such as areview o tasks, the improvement o acilities, and the provi-

sion o education and training to all employees. We will strive

to raise awareness o risks and prevent unsae behavior by

providing employees with saety education with a ocus on

human behavioral characteristics.

System Period FY2010 FY2011

Childcare

leave

Until the child is 3 years old,even if the spouse is notworking

Male: 11 Male:16

Female: 269 Female: 258

Male: 5 Male: 2

Female: 3 Female: 5

Male: 8 Male: 7

Female: 399 Female: 398

Paternity

leave

Up to 5 days including the

day of birth within 6weeks of the birth 1 Male: 356 Male:399

Family care

leave

Up to 365 days per personrequiring nursing

Short-time

shift

1 Until FY2011: Up to 5 days including the day of birth within 2 weeks of the birth

2 Until FY2011: Until the child finishes grade three of elementary school

For childcare: Until the childfinishes elementary school 2

For nursing care: Up to 3years per person requiringnursing care

99 00 01 02 03 04 05 06 07 08 09 10 FY11

(Scope of data: Toshiba Group in Japan)

1.01 1.02

1.951.90

1.83

1.09

0.150 0.118

1.12

1.75

1.02 1.020.97 0.98 0.98 0.99

0.400.37 0.39

0.48

0.34 0.38 0.34 0.36 0.350.39

1.80 1.821.79 1.77 1.78

1.85

0.180 0.155 0.135 0.140 0.1300.195 0.185

0.113

Average for all

industries in Japan

Average for manufacturing industry in Japan

0.101

(Number of accidents per million work hours resulting in at least 4 days off work)

Average for electrical appliance manufacturing industry in Japan

0.0

0.4

0.8

1.2

1.6

2.0

Toshiba Group

0.152 0.178

0.99

1.62

0.46

0.98

1.61

0.49

Note: Figures other than those for the Toshiba Group are calculated based on industrial

accidents statistics issued by the Ministry of Health, Labour and Welfare.

Rate of Work-related Accidents

Systems to Support Diverse Work Styles andEmployee Participation (Toshiba Corp.)


Comments by users




● Devising measures to support high-risk employees

through multiple projects

Toshiba Group has established multiple project teams consist-

ing o industrial doctors, public health nurses, and other nurses

sent rom various Toshiba companies in order to enhance the

health management system and implement various measures

to maintain and improve employee health.

Through the project aimed at high-risk employees, we haveestablished internal standards specically or employees at a

higher risk o developing cerebrovascular or cardiovascular dis-

ease and, based on the judgment o work classication, we pro-

vide each high-risk employee with appropriate work manage-

ment support, health guidance, and other priority assistance.

Meanwhile, through the mental health project, we are in the

process o reviewing the assistance process including the cri-

teria or determining the timing o returning to work under the

re-work assistance program or those with mental illness.

● Introduction o the mental health survey

Since FY2011, we have been conducting a mental health survey

as a part o our eort to protect employees’ mental health in

order to promote stress management or individual employeesand workplaces.

● Promoting communication by encouraging employees to

pay attention and talk to their co-workers

Employees are encouraged to pay attention to their co-work-

ers and talk to them in order to detect any unusual signs that

imply poor health. This practice has become the norm in the

workplace. In order to raise health and saety awareness at each

workplace, we have been promoting communication by hold-

ing periodic inormal workplace meetings.

Management o health risks and creation o a health-and-saety-conscious workplace

Toshiba Initiative:

ambulance service in the event o an emergency and o-

er overseas medical service visits whereby an industrial

health specialist periodically visits and consults with these

employees.

Overseas medical service visit to Toshiba Home Appliances Manuacturing(Nanhai) Co., Ltd.

Attention

Group-wide eorts to obtainoccupational health and saetymanagement system certifcationIn FY2007, the Toshiba Group introduced OHSAS 18001, an in-

ternational certication standard or its occupational health

and saety management system, to ensure global integra-tion o the health and saety management activities o the

Group. By the end o FY2008, all Group-wide manuacturing

consolidated subsidiaries had obtained the certication. The

implementation o this management system enables us to

identiy health and saety issues and make continuous im-

provements.

We will urther enhance global Group governance to ensure

saety, and continue to monitor and improve our saety man-

agement status based on the work-related accident data o

overseas Group companies.

Various measures to maintain and improveemployees’ physical and mental health

Toshiba Group strives to raise employees’ awareness o

the importance o health and takes various measures to

maintain their physical and mental health.

With a view to promoting standardization and greater e-

iciency o medical checkups and ollowup measures, we

introduced a system that centrally manages the results o

medical checkups and medical interviews or the purpose

o using the data to implement eective measures such as

the provision o health guidance and education.

In addition to health education provided at each business

site, we provide various services designed to help each

employee improve their quality o lie. These services in-

clude the provision o physical as well as mental health

counseling by telephone as well as in person. These

health-related services have been provided in coopera-

tion with the Toshiba Health Insurance Association.

Employees assigned to work overseas have to cope with

drastic liestyle changes, so it is important to ensure that

such employees can perorm their work without unneces-

sary health concerns. To this end, we implement a range

o measures such as organizing hospitals and the local

Consolidated Subsidiaries with OHSAS

18001 Certifcation

Note: As o the end o March 2012

* Excluding Japan and China





Certication o 29 Excellent ECPs (9 more than the

initial target)

The Environment

Formulation o the Fith Environmental Action Plan

ending FY2015

Promoting the three “Greens” based onEnvironmental Vision 2050

Toshiba endeavors to create values in harmony with the

environment based on recognition o the act that it is our

responsibility to maintain the health o the global environ-

ment as an irreplaceable asset or uture generations. In itsrole as one o the world’s oremost eco-companies, Toshiba

Group established its Environmental Vision 2050 to take

the lead in realizing a world where people can lead auent

lives in harmony with the Earth. The Group denes overall

eco-eciency (see p. 37) using an indicator to measure the

achievement o value creation in harmony with the environ-

ment, and aims to increase eco-eciency tenold rom the

2000 level by 2050.

In order to achieve this goal, we are promoting initiatives

aimed at reducing the environmental impact o all our

products and business activities, rom the perspective o

mitigation o climate change, ecient use o resources, and

management o chemicals, based on the concept o thethree “Greens”: Greening o Process, Greening o Products,

and Greening by Technology which are supported by Green

Management.

Becoming one o the world’s oremost eco-companies through the new EnvironmentalAction PlanIn FY2011 Toshiba Group determined that it had mostly

achieved the targets o the Fourth Environmental Action

Plan ending in FY2012, and ormulated the Fith Environmen-tal Action Plan ending in FY2015. The Fith Plan comprises a

total o 22 items, including new targets or biodiversity, en-

vironmental education and human resource development,

and environmental communication, in addition to reduction

o the environmental impact o all products and business

processes, which have been carried over as priority targets

rom the previous plan, in order to promote environmental

management in a comprehensive manner.

The Fith Environmental Action Plan’s targets include increas-

ing overall eco-eciency or FY2015 to three times that o

FY2000, with improvements in product eco-eciency be-

ing 3.4 times and business processes eco-eciency 1.5 times

greater the levels o FY2000. The principles o the “ThreeGreens” will be implemented continuously rom the Fourth

Action Plan. Under “Greening o Products/Greening by Tech-

nology,” targets are set or both the sales amounts and num-

ber o Environmentally Conscious Products (ECPs), thereby

promoting integration o business and environmental man-

agement. For the “Greening o Process,” targets are set or en-

vironmental impact and or per unit production, with the aim

o achieving the world’s highest eciency in production.

The three categories outlined below were established under

“Green Management.”

The rst, biodiversity, is an issue that drew attention in the

activity check based on ISO 26000. Toshiba intends to glob-

ally expand the development o ecosystem networks with

production sites playing a central role in cooperation with

local communities, in particular by ocusing on the conserva-

tion o ora and auna in ecosystems with regional charac-

teristics in mind.

For environmental education and human resource devel-

opment, Toshiba promotes development o environmental

leaders at each production site (Toshiba eco-style leaders)

and is urther enhancing activities at sites with the aim o

registering 2,000 leaders globally by 2015.

With regard to environmental communication, through

the commitment o 200,000 members o Toshiba Group to

community-based environmental activities throughout theworld, Toshiba Group is expanding environmental commu-

nication to connect people around the world.

Visit our ocial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/env

http://www.toshiba.co.jp/env/en (Environment website)

Environmental Vision andManagement

The Fith EnvironmentalAction Plan

Attention




Core Subjects Indicator FY2012 FY2015

General

Overall Eco-eciency (compared to FY2000 levels) 2.5 times 3 times

Product Eco-eciency (compared to FY2000 levels) 2.8 times 3.4 times

Business Process Eco-eciency (compared to FY2000 levels) 1.35 times 1.5 times

Greening o

Products/

Greening by

Technology

Sales Amounts o Excellent ECPs 0.5 trillion yen 1.8 trillion yen

Sales Amounts resulting rom Greening by Technology 1.36 trillion yen 1.9 trillion yen

Mitigation o Climate

Change

Reduction o CO2 emissions (Greening o

Products)*1 6 M tons 15 M tons

Reduction o CO2 emissions (Greening by

Technology)*2 450 M tons 490 M tons

Ecient Use o

Resources

Percentage o resource savings*3 33% 50%

Percentage o use o recycled plastics*4 2.6% 3%

Management o

Chemicals

Reduction o Specied Chemical Substances

(reduction o PVC/BFRs*5

)

Complete abolition in 20

product groups*6

Complete abolition in all 80

product groups*6

Greening o

Process

Mitigation o Climate

Change

Total greenhous e gas emissions (compared to

FY1990 levels)*7 3.45 M ton (51%) 4.39 M tons (65%)

Total energy- derived CO2 emissions per unit

production (compared to FY2010 levels)*7 96% 90%

Total CO2 emissions resulting rom product

logistics per unit production (compared to FY2010

levels)

98% 95%

Ecient Use o

Resources

Waste emissions (compared to FY20 00 levels) 0.107 M tons (65%) 0.117 M tons (71%)

Total volume o was te generated per unit

production (compared to FY2010 levels)96% 90%

Percentage o nal waste disposal (relative to

Toshiba Grou p total emissio ns)*8 1.8% 0.5%

Volume o water received per unit production

(compared to FY2010 levels)96% 90%

Management o

Chemicals

Total emissions (com pared to FY20 00 levels) 1,694t (66%) 1,967t (77%)

Chemical substance handling amounts per unit

production (compared to FY2010 levels)99% 95%

Green

Management

Conservation o

Biodiversity

Developing ecosystem networks with production

sites playing a central role in collaboration with

local communities

Percentage o major

production sites at which the

biodiversity survey was

conducted: 50%

Measures implemented to

improve biodiversity

Environmental

Education/Human

Resources

Development

Development o Toshiba eco-style leaders Development o 200 leaders Development o 2,000 leaders

Environmental

Communication

Expanding environmental communication to

connect people around the world

Creating an employee

community to raise eco-

awareness

Promotion o “Simultaneous

Environmental Actions” to

cope with global

environmental issues

Notes: Covers operation sites (manuacturing and non-manuacturing sites) worldwide.Unit basis targets, specically product quantity-base indices, which have real output as the denominator, were used to acilitate evaluation o environmental activities.Real production = [Nominal output in Japan] / [corporate goods price index (or electrical equipment) announced by the Bank o Japan or the year (compared to 1990 levels, where 1990 isrepresented as 1)] + [nominal output outside Japan]

*1 [CO2 emissions o assumed substitute products] – [CO2 emissions o shipped products] (Compares annual emissions during the usage stage and cumulates emissions or hal the productlie.)

*2 Compared with CO2 emissions (rate to net production output) or average thermal power o the same uel type; or nuclear power/renewable energy, compared with CO 2 emissions (rate tonet production output) or average thermal power o all types

*3 [Increase in the amount o resources saved] / [increase in product total by weight] × 100*4 [Amount o recyclable plastics] / [amount o plastics used or products] × 100*5 PVC: Polyvinyl chloride is one o the most common plastics and is used in a wide range o products. However, there is concern over the generation o hazardous substances due to

inappropriate treatment at disposal, as well as the toxicity o certain plasticizers (e.g., phthalate esters) added to PVCs.

BFRs: Brominated ame retardants are used in plastics. Some BFRs are raising health concerns while others persist in the environment or are bioaccumulative. There is also concern over thegeneration o hazardous substances due to inappropriate treatment at disposal.*6 Special uses are excluded.*7 3.50 t-CO2 /10-thousand kWh is used or the power actor in Japan, and GHG Protocol data is used overseas.*8 Toshiba Gro up's de inition o “zero emissions” o waste is th at th e amo unt o lan dill waste ater treatment is eq uivalent to le ss th an 0 .5% or ma nuactu ring sites and 1 .0% or non-

manuacturing sites o the total amount o by-products and other items generated (total amount o waste discharged) as a result o business activities (excluding the sites with restrictionsunder laws and administrative guidance).

The Fith Environmental Action Plan




The Environment

Achievement o the overall eco-efciencytarget or FY2011

Toshiba Group uses the degree o improvement in eco-eciency generally known as the “Factor” as the indicator

o improvement in its environmental management. This

is calculated by dividing the value o products ofered by

the assessment o environmental impact. The overall eco-

eciency is calculated by combining product eco-eciency

and business process eco-eciency.

In FY2011, product eco-eciency increased by 2.79 times

over the 2000 level, exceeding the target (2.38 times) due

to improvements in product value and reductions in envi-

ronmental impact mainly in the area o digital products and

electronic devices. Meanwhile, due to an increase in sales re-

sulting rom improvements in recycling and economic con-

ditions, business process eco-eciency increased by 1.36times over the 2000 level, also exceeding the target (1.28

times). Accordingly, overall eco-eciency increased by 2.50

times over the 2000 level, enabling us to achieve our target

(2.16 times).

The Fourth Environmental Action Plan:Target Achievement LevelIn our Fourth Environmental Action Plan, we have developed

indicators to assess improvements in product eco-eciency

rom the viewpoint o the development o environmentally

conscious products (ECPs). We have also developed indica-tors to assess improvements in business processes rom

three perspectives: mitigation o climate change, ecient

use o resources, and management o chemicals.

In FY2011 we achieved three out o our product target cat-

egories and seven out o nine business-process target cat-

egories. In particular, 29 products were certied as Excellent

ECPs, which is nine more than the initial target (see p. 40). Six

products including indirect hydrogen-cooled power genera-

tors were certied in the eld o social inrastructure systems.

As a result, ECPs are now ofered by all our business elds.

Meanwhile, while we did not achieve our targets or the re-

duction efect o CO2 emissions caused by eco products due

to the slow recovery in sales, we achieved an increase by 0.7million tons o reduction efect (rom 4 million tons in the

previous scal year). In the business process, due to delays in

the progress o zero emissions o waste at overseas sites and

execution o capital investment, we did not achieve the tar-

gets or reduction o chemical emissions into air and water.

Under the Fith Environmental Action Plan, we will urther

promote measures to achieve reductions in the three target

categories that were not achieved within the Fourth Environ-

mental Action Plan.Progress o overall eco-efciency

Plan

1.00

1.68

1.6

1.9

1.74

1.882.03

2.38

2.2

Result for FY2011

Result for FY2011

1.36times

2.79times

Result

Plan

3.0

2.5

2.0

1.5

1.0

0

2000 20092008 20102006 2007 2011 FY 2000 20092008 20102006 2007 2011 FY

1.00

1.21

1.19

1.20

1.19

1.22

1.20 1.201.28

1.20

ResultPlan

2.5

3.0

2.0

1.5

1.0

0

2000 20092008 20102006 2007 2011 FY

2.13

2.44

2.79

2.05

20%

Environmental impacts of

business processes(manufacturing)

80%

Environmental impacts

of products(from procurement of raw

materials through to nal

disposal and recycling)

Product eco-eciency

Business process eco-eciency

Backcasting from the Targetsfor FY2050

1.39 1.361.53

Progress of overall eco-eciency

Product eco-eciency (2.79 times) × 0.8 +

Business process eco-eciency (1.36 times) × 0.2 =

Overall eco-eciency (2.5 times)

1.00

1.59

1.52

1.77

1.741.86

2

3.0

2.5

2.0

1.5

1.0

0

1.97

2.502.26

Result

20092008 20102007 2011

cy (2.79 times) × 0.8 +

-eciency (1.36 times) × 0.2 =

y (2.5 times)

1.741.86

1.89

1.63

2.16

2.50times

Result for FY2011

If these two eco-eciency targets areachieved, overall eco-eciency (2.5 times)will be accomplished as follows:

Factor

12

10

8

6

4

2

0

2000 2011 2025 2050 FY

2.5

5

10

12.5

Actual Results or FY2011






Products: Creation of Excellent ECPs and ECPs Business Processes: Energy-derived CO2 Emissions, Total Amounts, and Emissions Per Unit Production

Business Processes: Total Amount of WasteGenerated

Business Processes: Emissions of ChemicalsRequiring Reduction

2 products

13 products5 products

16 products

29 products

20082006 2007 2009 2010 2011

L e v e l o f e n v i r o n m e n t a l c o n s c i o u s n e s s

FY

Number of Excellent ECPs created

Ratio of sales of

ECPs to total sales

Product that meet the ECP standards

Products that meet product

environmental assessment standards

27% 31%43% 65%

72%70% (10,000 t-CO2)

(%)

300

400

0

20

40

60

80

100

100

192

100

240

62

321

62

284

56 53 52 51

0

200

Emissions per unit real production (compared to the 1990 level)

CO2 emissions

FY20081990 2000 2007 2009 2010 2011

259 249 241

1,500

2,000

2,500

3,000

0

20

40

60

80

100

500

100

78

0

1,000

(t/year)

(%)

86

56

Non-PRTR substances

PRTR substances

Emissions compared to the 2000 level

1,951 1,999

1,567

2,416

2,796

2,183

20082000 2007 2009 2010 2011 FY

70 71

(1,000 t)

(%)

Scrap metal

150

200

250

300

0

20

40

60

80

100

50

100

0

100

65 6666 64

258275

68

Cinders

Waste plastics

*Other waste includes waste oil, wood chips, refuse glass, and specied hazardous industrial waste, etc.

Other waste*

Amount of waste per unit real production

318

278 281

20082000 2007 2009 2010 2011 FY

Sludge

Waste paper

Waste acids

266

Improvement of Product Eco-eciency

Indicator

Creation of ECPs

Ecient Use of Resources

Management of Chemicals

Mitigation of Climate Change

Percentage of ECPs to total net sales

Number of Excellent ECPs created

CO2

emissions reductions through Eco Products

15 specified chemicals contained in products*1(all use has been discontinued)

Evaluation*4

FY2011 Results

72%

29 products

4.7 M tons

50%

78%

FY2011 Plan

70%

20 products

6.8 M tons

44%

37%

56%42%

34%

83%

219%

24%

22%

100%

170%

9.5%

44%52%

49%44%

Note: Unless otherwise specified, the targets are based on comparison with FY2000 and cover manufacturing and non-manufacturing sites worldwide. Net production output means: Nominal output (Japan+ overseas) / Corporate goods price index (electrical equipment) announced by the Bank of Japan for each year (index for 1990 is 1); and is used for the purpose of evaluating activities.

*1 15 substance groups subject to restriction: [1] bis (tributyl tin) oxide (TBTO), [2] tributyl tins (TBTs), triphenyl tins (TPTs), [3] polychlorinated biphenyls (PCBs), [4] polychlorinated naphthalenes (PCNs with 3 or morechlorines), [5] short-chain chlorinated parans, [6] asbestos, [7] azo colorants, [8] ozone-depleting substances, [9] radioactive substances, [10] cadmium and its compounds, [11] hexavalent chromiumcompounds, [12] lead and its compounds, [13] mercury and its compounds, [14] polybrominated biphenyls (PBBs), and [15] polybrominated diphenyl ethers (PBDEs). (Detailed denitions and specic applicationsto be excluded are specied separately.)

*2 3.50 t-CO2 /10-thousand kWh is used for the power factor in Japan, and GHG Protocol data is used overseas.*3 Toshiba Group's denition of “zero emissions”of waste is that the amount of landll waste after treatment is equivalent to less than 0.5% for manufacturing sites and 1.0% for non-manufacturing sites of the

total amount of by-products and other items generated (total amount of waste discharged) as a result of business activities (excluding the sites with restrictions under laws and administrative guidance).*4 Evaluation: Targets surpassed (120% & above); Targets reached (100% & above but below 120%); Targets not reached (below 100%)

Innovation in Business Process

Reduction of greenhouse gas emissions (other than CO2) [Total emissions]

Reduction of CO2

emissions associated with product logistics in Japan[Rate to net production output]

Reduction in the total amount of waste generated [Rate to net production output]

Sites achieving zero emissions of waste*3

Increase in the amount of recycling of end-of-use products (compared with FY2001)

Reduction of total emissions of chemicals to air and water [Total emissions]

Manufacturing sites in Japan

Reduction in water intake [Rate to net production]

Reduction of energy-derived CO2 emissions (compared with FY1990)*2

(Rate to net production output)

Abolition of use of allthose substances

Abolition of use of allthose substances

The Fourth Environmental Action Plan: Target Achievement Level




The Environment

Toshiba has been promoting demonstration experiments at the Toshiba Fuchu Complex. These include “visualization” o CO2

emissions using cloud computing and establishment o an “ecosystem” to increase employee awareness o Company involve-ment in energy-saving initiatives.

Construction o the “visualized power usage” system using cloud computing

Toshiba Initiative:

Greening o ProcessEnvironmentally Conscious Manuacturing

In the “visualization” o CO2 emissions, data on power and gason a building basis are collected to identiy CO2 emissions and

conversion prices. To increase employee awareness o involve-ment in energy-saving actions, “visualization” o the workplaceis also carried out. Inormation on the temperature/humidity o the workplace together withCO2 emissions resulting rompower usage is shown on ourintranet web page, in additionto asking employees to ratehow they eel in temperatures o seven degrees as “comortable,”“hot,” “cold,” and so orth. Thesedemonstration experiments en-able us to analyze the results o visualization o CO2 emission re-ductions as well as the respons-es rom employees regarding

energy-saving activities in con-sideration o work eciency andwell-coordinated environmentalinvestment.

Image o a “visualization” screen showing monthly CO2 emissions inormation

Input and presentation o inormation on employee bodysensations

Eorts to reduce electricity consumption tocope with power shortages ater the GreatEast Japan Earthquake

Immediately ater the 3.11 Earthquake, Toshiba Group

implemented every possible measure to save power, in-

cluding removing some uorescent lamps and reducing

the use o air conditioning at operating sites, stopping

some elevators, and shiting production rom daytime to

nighttime. At the peak o power demand in the summer,

in order to cooperate with the Government’s policy on

the reduction o power consumption, urther eforts were

made throughout the entire Toshiba Group. From June

2011, power usage was monitored on a real-time basis at

major operation sites to strengthen ecient control. Fur-

thermore, in order to reduce power consumption during

the periods o peak power demand in the summer, sum-

mer vacation dates were changed, servers were decentral-

ized, and standby generators were installed. A reductiono 22% was achieved in the areas covered by both Tohoku

Electric Power Co., Inc. and TEPCO, an improvement on

the target reduction o 15% during the peak period or

power demand in July, August, and September.

Aiming to achieve the world’s lowest level o environmental impact while lowering coststhrough highly efcient manuacturingAn increase in production in response to growing demand

involves an increase in the consumption o energy and re-

sources. Manuacturers are thus aced with the challenge o

controlling increases in energy consumption.

As a manuacturer producing a wide range o products in

actories around the world, Toshiba Group is working contin-

uously to minimize the environmental impact o production

rom the perspective o mitigation o climate change, the

ecient use o resources, and the management o chemical

substances. Every Toshiba actory in the world is striving to

save energy in manuacturing by controlling material pro-curement to the lowest possible levels to eliminate unneces-

sary emissions, and working to minimize the increase in envi-

ronmental impacts resulting rom increased production.

As part o our eforts to mitigate the impacts o global climate

change, we implement energy-saving measures and produc-

tion eciency enhancement, including making air condi-

tioners and compressors more ecient and improving the

eciency o cleanrooms, mainly in semiconductor actories,

which account or around hal Toshiba Group’s greenhouse

gas emissions, in order to minimize increases in emissions. In

order to promote ecient use o resources, we are working

to achieve our zero-emission goal in all our production sites

by reducing the amount o waste generated and recycling it.With regard to the management o chemical substances, we

are working to replace hazardous chemicals with alternative

substances and eliminate their use in order to reduce hazard-

ous chemical emissions.

Greening o Process: Concept

Past Present Future Goals

Processinnovation

Improvement of process

Visualization of energy usageImprovement of power efficiency

Energy (electric power/heat), materials, consumables,chemicals, liquid chemicals, and industrial water

Greenhouse gases, waste, chemical substances, and wastewater

INPUT

OUTPUT






Greening o ProductsEnvironmentally Conscious Products

Example o Products Certifed as Excellent ECPs in FY2011

Digital products: 6 products

● LED TV: 32BE3 (equipped with Eco Chip™)

● LED TV models: 47Z2, 46A2, and 55A2

● Blue-ray disk recorder: DBR-C100

● Ultrabook™: dynabook R631

● Slim compact PC: dynabook R731

● Power slim mobile PC: dynabook R741, R751

Social inrastructure systems: 6 products

● Indirect hydrogen-cooled power generator:

ICH-670MVA

● Standard type elevator:

standard type (load: 1,000-kg class)

SPACEL-GR

● Circulation heating heat pump unit:

HWC-H451H

● Multi-slice CT system: Alexion

● Solid-state weather radar: TW4321A

● Hybrid shunting locomotive: HD300

Home appliances: 13 products

● Rerigerators: GR-E50FX and GR-E55FX

● Washer dryer: TW-Z9200

● Home air-conditioner: RAS-NDR1 series

● Air conditioner system or emerging countries:

MCY-MAP0804HT8-C

● Electric an: F-DLN10

● Vacuum cleaners: VC-C11 and VC-C11A

● LED light engines: LECF/24N-W20GHP50

and others

● LED light bulb (beam lamp type):

LDR9L-W and others

● LED light bulb (ball type): LDG10L

● LED light bulb (general bulb type):

LDA11L-G and others

● LED lighting (LED ceiling light):

LEDH82102Y-LC and others

● LED lighting (straight tube LED

base light):

LEDT-42307-LDJ and others

● LED lighting (high ceiling xtures):

LEDJ-20021W-DJ2 and others

The digital hi-vision LCD TV “REGZA 32BE3,” which is equippedwith the newly developed “Eco Chip™,” is the rst television inthe industry to achieve zero standby power.*1

In addition, this TV has a consumption power o only 45 kWh/yr,which is also the best in the industry,*2 by utilizing a low-power-consuming LED backlight or the panel. It also comes with twobacklight-saving modes that can be activated by simply press-ing the save button on the remote control to enable efectiveenergy saving.

Zero standby powerLCD TV equipped with Eco Chip™

Toshiba Initiative:

LCD TV “REGZA 32BE3” equipped with Eco Chip™

*1 Zero standby power

When the television is in standby mode, power is cut by the relay to create thesame condition as i the AC power was unplugged. However, when standby modecontinues or around 10 hours or more, approximately 0.5 W on average is con-sumed or about three minutes to recharge the large-capacity capacitor.

*2 Data surveyed by Toshiba in December 2011

Air conditioner oremerging countries

LED lighting ixtures

Indirect hydrogen-cooled power generator

Electric an

Hybrid shuntinglocomotive or JapanFreight Railway

Ultrabook

Creating highest environmental

perormance products and expandingExcellent ECPsAs the demand or social inrastructure products and the use

o home appliances in emerging and developing countries are

increasing considerably, signicant increases are expected in

power consumption and CO2 emissions. In order to support

convenient and comortable liestyles while at the same time

minimizing CO2 emissions everywhere, Toshiba Group is do-

ing its utmost to achieve the highest levels o environmental

perormance or all developed products, and urther increase

the number o Excellent ECPs with the highest environmen-

tal perormance in the industry. In FY2011 we successully in-

creased the number o Excellent ECPs to 29 products.

ECPs are developed through the procedures shown below.

1. Product planning stage

Setting “eco-targets,” which speciy the conditions required to

achieve the highest level o environmental perormance

2. Development and design stage

Assessing whether product designs meet ECP standards with

regard to the mitigation o climate change, the eective use o

resources, and the management o chemicals

3. Product approval stage

Conirming whether products have achieved the eco-targets and

meet ECP standards, and certiying products with the highest level o

environmental perormance (at the time o launch) as Excellent ECPs




The Environment

Greening by TechnologyLow Carbon Energy Technologies

Geothermal power generation takes hot water and steam gener-ated by the Earth’s magma and uses the energy to rotate steamturbines to generate power. As the amount o CO2 emitted orgeothermal power generation is extremely low, this technologyhas been drawing attention worldwide as a renewable energysource with a low environmental impact.

In 1966 Toshiba Group provided turbines and generators to theMatsukawa Geothermal Power Plant (Hachimantai City, IwatePreecture), Japan’s rst commercial geothermal power plant,and since then, we have delivered geothermal power genera-tion acilities to various countries around the world includingthe U.S., the Philippines, Iceland, and Mexico. Toshiba ofers

Geothermal power generation to contribute to mitigating the impacts o climate changeToshiba Initiative:

stable geothermal plant systems that can efectively use heat ina wide range o temperatures.

In FY2011 we received an order or two 83-MW acilities eatur-ing geothermal turbines and generators rom New Zealand-based Contact Energy and an order or 75-MW acilities eaturinggeothermal turbines and generators rom the Kenya ElectricityGenerating Company or the largest scale geothermal project inKenya. We also received an order or a geothermal power gen-eration project rom PT Geo Dipa Energi in Indonesia.

We are striving to ur ther expand geothermal power generationwhile working to supply energy rom wind power, hydroelectricpower, photovoltaic power, and other renewable energy re-sources in a stable manner.

Yanaizu Nishiyama Geothermal Power Station, Tohoku Electric Power Co., Inc. * Data surveyed by Toshiba

Toshiba Group’s Delivery Record or Geo-thermal Turbines and Generators and ourGlobal Market Share*

Aiming to achieve an optimum mixture o

power sources and realizing an energy-savingsociety by utilizing our cutting-edge low-carbonization technology around the world

Toshiba Group is working to supply stable power and miti-

gate the impact o climate change in the area o energy

through the development o technologies or low-carbon

energy supply.

In the area o main energy resources, we promote R&D or

high-eciency thermal power generation and sae nuclear

power generation. In thermal power generation, we globally

promote our highly advanced coal-red supercritical thermal

power plant and combined cycle power generation systems,

in which an advanced gas turbine and high-perormancesteam turbine/generator are combined, to contribute to a

reduction in CO2 emissions. With regard to nuclear power

generation, we are endeavoring to develop permanent sae-

ty measures or preexisting power plants while promoting

the development o next-generation nuclear reactors with

improved saety.

In the area o electric power distribution, our aim is to cre-

ate a smart community that enables both the efective use

o energy and stable supply o power by utilizing the main

energy resources and renewable energy resources in a well-

balanced manner.

Contributing to mitigating climate changeby promoting renewable energy

Toshiba Group is working to develop various power gen-

eration technologies such as photovoltaic, hydroelectric,

geothermal, and wind power, and promote expansion o

applications with the aim o contributing to mitigating theimpacts o climate change through the use o renewable en-

ergy resources.

In the area o photovoltaic generation, our power condi-

tioning system (500 kW) ofers the industry’s highest level

o power-conversion eciency (97.7%) and solar battery

modules that optimally correspond to the system, thereby

promoting the development o mega solar systems globally.

We are also working to expand installation o dispersed-type

power sources and increase the use o photovoltaic gen-

erators by providing photovoltaic generation systems or

homes. In the areas o hydroelectric power and geothermal

power, we are endeavoring to provide high-eciency power

generation systems mainly in emerging countries where anincrease in energy demand is expected, by ocusing on the

renewable energy resources that are best suited to a particu-

lar region, based on R&D and accumulated records o the de-

livery o systems in the past.

Furthermore, we have also begun studying the application

o solar thermal power generation in which turbines are ro-

tated by collected solar heat. We are working to contribute

to a reduction in CO2 emissions by making ull use o renew-

able energy.






Green Management The Base o Our Environmental Management

Exhibited at “Eco-Products 2011”

The Louvre Museum is promoting a lighting replacement project aspart o its environmental conservation activities and Toshiba provid-ed the LED lighting or Napoléon Court, Pyramids, Pyramidion, andCour Carrée under the partnership agreement. Toshiba developedlighting equipment that ofers an artistic element as well as environ-mental perormance without harming the beauty o the Louvre. Withregard to environmental perormance, a reduction in annual powerconsumption o 73%*1 has been achieved compared to existing lampssuch as xenon lighting.

The Grand Mecenat Award*2 was given to Norio Sasaki, the Presi-dent & CEO o Toshiba, by the French Government in recognitiono his contribution to the project.

Illumination of culture under LEDs (The Louvre Museum, France)

Toshiba Initiative:

The Louv re under Toshib a LED illumination(From let: Pyramid, Colbert, and Pyramidion)

*1 Comparison o 4,500 current lighting xtures (power consumption:

392 kWh) and the 3,200 Toshiba LED lighting xtures (power

consumption: 105 kWh) that replaced them.

*2 Award given to individuals or bu sinesses that have made a signicant

contribution to the development o culture in France by the French

Government. President Sasaki is only the second Japanese person to

receive the award.

Toshiba Group’s Global Environmental Man-agement Promotion Organizations

Toshiba

Overseas groupcompanies

European Regional Headquarters

Asia-Oceania Regional Headquarters

United States Regional Headquarters

ChinaRegional

Headquarters

European Regional Headquarters

Asia-Oceania Regional HeadquartersAsia-Oceania Regional Headquarters

United States Regional Headquarters

ChinaRegional

Headquarters




Global promotion of environmentalmanagement

Toshiba Group promotes environmental management

worldwide. Toshiba’s Corporate Environmental Ocer su-

pervises the entire Group, ensuring that in-house compa-

nies and key group companies are inormed o the relevant

policies, targets, and plans. We have organized regional envi-

ronmental divisions in Europe, the United States, China, and

Asia-Oceania in order to keep track o and share inormation

on the ormulation o environmental policies and trends in

legislation in each region, and to cooperate and support

group companies in the regions.

Furthermore, Toshiba intends to enhance the quality o its

environmental management by evaluating the degree o

implementation o environmental management by in-house

companies and key group companies based on the “Toshiba

Group’s Environmental Audit System.”

Developing environmental communicationactivities worldwide

Toshiba Group promotes various environmental communi-

cation activities around the world to create opportunities

or a wide range o stakeholders to gain an understanding

o Toshiba Group’s commitment to the environment and as ameans to discuss environmental problems together.

We have actively been participating in environmental exhibi-

tions around the world, where we have been able to demon-

strate our commitment to the environment. In “Eco-Products

2011” held in Japan, which attracted over 180,000 visitors, we

introduced environmentally conscious products and smart

communities and products and technologies that contribute

to the achievement o smart communities.

We provide inormation on various environmental activities

in a timely manner on our environmental management web-

site (see p. 56) where we collect opinions rom stakeholders

by conduction survey questionnaires. We began providingenvironment-related inormation on Facebook in FY2011.





Reviewing the Business Continuity Plan in light o the

Great East Japan Earthquake and the oods in Thailand

Risk Management and Compliance

Fair Operating Practices

Establishing new anti-bribery guidelines in response

to global regulatory trends and developing these

guidelines or Toshiba Group companies worldwide

Risk Management and Compliance Manage-ment Structure

Ensuring compliance worldwideAt Toshiba, throughout our worldwide operations, we strive

to ensure compliance with laws and regulations, social and

ethical norms, and internal rules. Giving top priority to hu-

man lie and saety and to compliance in everything we do

underpins our commitment to promoting business activities

through air competition and serving the interests o cus-

tomers to the best o our ability.

We consider thorough adherence to the Toshiba Group

Standards o Conduct (SOC), which embody the Basic Com-

mitment o Toshiba Group, to be the oundation o our com-

pliance. Thus we are working toward the SOC becoming an

integral part o the entire Toshiba Group.

I a serious noncompliance incident occurs, we switly con-

sider how to deal with it and take the necessary action in the

risk compliance system.

Furthermore, we endeavor to reinorce risk compliance man-

agement by closely examining ways to prevent SOC viola-

tions and the recurrence o similar incidences through coop-

eration among the relevant divisions.

Compliance education appropriate to thecircumstances o individual regionsWith a view to ensuring compliance with the SOC, Toshiba

Group provides various education programs such as educa-

tion based on the needs o dierent organizational levels

and job unctions, as well as seminars on compliance topics

or top executives. We also provide e-learning or all employ-

ees on a continual basis.

For overseas subsidiaries, we have developed e-learning

materials in English with a view to preventing serious SOC

violations such as the ormation o cartels and bribery. We o-

er such e-learning to our subsidiaries in Europe, the United

States, and Asia. In China, we have developed a collection

o risk compliance examples based on local circumstancesand distributed these materials or compliance education in

Toshiba Group companies in China.

We also provide education appropriate to the characteristics

o individual regions to prevent the recurrence o similar SOC

violations in each region (as in the past). Thus we have been

promoting initiatives that suit the circumstances o individ-

ual regions.

Establishing a risk compliance systemIn order to ensure thorough risk compliance management

at Toshiba, a board member is assigned the responsibility o

overseeing risk compliance.

Efective use o the whistleblower systemIn January 2000, Toshiba established a whistleblower system

to collect internal inormation on SOC violations, particular-

ly those concerning laws and regulations, and to deal with

wrongdoing through a sel-rectication system. Under this

system, an employee can report an incident and seek advice.

In April 2006, Toshiba also set up a supplier whistleblower

system to receive reports rom suppliers and business part-

ners to prevent SOC violations by employees in charge o

procurement and order placements or construction and

other works.

By putting in place systems to receive reports rom inside

and outside the company, Toshiba anticipates that the sys-

tem will play a role in deterring SOC violations in addition to

sel-rectication. Toshiba Group companies have also intro-

duced a similar whistleblower system.

In-house Company Technology &

ProductionComplianceCommittee

In-houseCompany CPLExaminationCommittee

In-house CompanyRisk Compliance

Committee

Technology & Production ComplianceCommittee

Sales Compliance Committee

President &

CEO

D e l i b

e r a t i o n o n , p

l a n n i n g , a n d p r o m o t i o n

o f p o l i c i e s a n d s p e c i c m e a s u r e s

A d d r e s s i n g i n d i v i d u a l c a s e s

Corporate Risk Management

Committee

Overseas Safety Committee

Corporate Lawsuit Committee

Corporate CPL* Examination

Committee

Risk Compliance Committee

Corporate level In-house companies

CPL: CPL is an abbreviation combining CL (contractual liability) and PL

(product liability).

Visit our ofcial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/air_practices/




Trainer education or su bsidiaries inAsian countries

Appropriate measures in response toviolationsIn the event o a major noncompliance incident, Toshiba

investigates all acts to identiy the cause o the violation,

treats the acts seriously, and handles such violations rigor-

ously by imposing appropriate disciplinary sanctions on the

oenders or implementing other such measures. It makesevery eort to prevent recurrence and discloses inormation

in a proper and timely manner as necessary.

In FY2011, we conducted a survey to check whether there

were any inappropriate business dealings similar to the dis-

honest act committed by a Group company employee. At

the same time, we are implementing Group-wide initiatives

to prevent the recurrence o similar incidents, including the

provision o e-learning.

Risk Management through theBusiness Continuity Plan (BCP)

Attention

Developing various measures to promoterigorous complianceIn light o global regulatory trends, Toshiba has been mak-

ing rigorous eorts to prevent cartelization and bribery. In

FY2011, the Company continued to step up its initiatives to

ensure thorough compliance.

Specically, the initiatives involve Toshiba Group compa-

nies worldwide perorming sel-audits based on two Toshi-

ba-developed guidelines: one on antitrust and the other on

anti-bribery. Through these audits, Toshiba Group aims to

identiy compliance levels at the companies concerned and

to provide thorough compliance education.

Furthermore, in order to prevent bribery in accordance

with the UK Bribery Act (enorced in July 2011), which stipu-

lates the prohibition o bribery to private citizens as well

as public ofcials, Toshiba established new anti-bribery

guidelines by drastically revising its old guidelines on brib-

ery to oreign public ofcials and requested Toshiba Groupcompanies worldwide to adopt the new guidelines. At the

same time, we also educated trainers in Japan as well as in

Europe, the United States, and Asia with the aim o promot-

ing the adoption and observance o these guidelines.

Toshiba promotes rigorous compliance with business-relat-

ed laws and regulations by providing education, eectively

utilizing databases that contain relevant inormation, and

perorming periodic sel-audits.

In addition, Toshiba’s compliance initiatives are objectively

evaluated by outside law-

yers once a year. We make

improvements to reduce

risks pointed out by thirdparties in order to continue

to enhance our compliance

structure.Developing measures to provide a stablesupply o parts based on BCP procurementguidelinesMany o our suppliers, including parts manuacturers, su-

ered damage rom the Earthquake, especially companies in

aected areas in the Tohoku region.

Since immediately ater the Earthquake, we have made every

eort to minimize the eects o material supply shortages

on production by using every available means to secure sup-

plies, including taking an inventory o all supplies (including

stock in trade), manuacturing parts at sites other than sup-

pliers’ plants, and implementing emergency measures to

use alternative products.

At the same time, we brought together Toshiba Group’s col-

lective eorts to support aected suppliers in restoring their

production lines as soon as possible.

Based on the experience o the Great East Japan Earthquake

and the oods that occurred in Thailand in September 2011,

the Procurement Division newly established BCP procure-

ment guidelines in order to clariy the procedures or risk as-

sessment during normal times, in addition to rules and basic

operations required in the event o an emergency. We have

also incorporated the BCP in the Toshiba Group Procurement

Policy, which was revised in May 2012, and explicitly speci-ed what cooperation is required rom suppliers in order to

minimize the eects o disasters on production and to acili-

tate quick disaster recovery.

Reviewing the BCP and disaster strategiesbased on experience o the Great East JapanEarthquake

The Great East Japan Earthquake was the largest earthquake

and tsunami ever recorded in Japan’s history and caused un-

precedented damage.

Iwate Toshiba Electronics Co., Ltd., Toshiba’s semiconduc-

tor manuacturing subsidiary located in Kitakami City, Iwate

Preecture, stopped operations immediately ater the Earth-

quake. However, the company partly restarted production in

mid-April and is now back in ull operation. In order to mini-

mize the eects on customers, we manuactured some o the

company’s products at our Oita Operations, Himeji Operations

- Semiconductor, and Kaga Toshiba Electronics Corp.

Based on the experience o the Great Earthquake, Toshiba

Group has reviewed its assumptions about damage in the

BCP that the Group has been developing company-wide

since 2007. We are currently working to protect the saety o

employees at individual business sites while also implement-

ing measures to ensure business continuity.

Developing measures to continue breakingrelationships with anti-social groups

In order to end relations with anti-social groups, Toshibahas made an explicit statement to that eect in the Toshiba

Group Standards o Conduct and has also taken various ac-

tions, including adding a clause to standard contracts to pro-

hibit relationships with gang groups. In support o the recent

enorcement o the Organized Crime Control Ordinances by

local governments across Japan, Toshiba will consult with its

legal advisors to request that all Toshiba Group companies

review their contract clauses and thoroughly investigate the

backgrounds o their business partners.




Fair Operating Practices

Fair Competition and TradingPractices

Managing CSR in the SupplyChain

Attention

Employee education and internal audits to

ensure sound procurementWe believe that ensuring compliance in transactions with

suppliers is a undamental requirement or building sound

partnerships with them. Toshiba Group provides e-learning

on the Act against Delay in Payment o Subcontract Pro-

ceeds, Etc. to Subcontractors or all employees and conducts

surveys on transactions with suppliers in order to prevent

noncompliance.

Accordingly, Toshiba Group will continue to share its man-

agement know-how acquired through experience with sup-

pliers worldwide, particularly those in emerging economies.

In addition to problems regarding the use o conict-ree

minerals (see p. 29), there are increasingly diversied con-

cerns about CSR among stakeholders, including laws on hu-man trafcking and slavery, such as the Caliornia Transpar-

ency Act and the UK Bribery Act, and environmental issues.

With a view to resolving these issues, Toshiba Group will o-

cus its eorts on programs or CSR in the supply chain.

Whistleblower system or suppliers andbusiness partnersWe have established a whistleblower system or business

partners called Clean Partner Line. We notiy our businesspartners o this system and request that they make use o

it to report any issues regarding noncompliance and unair

trading practices that involve Toshiba Group employees to

enable such concerns to be promptly resolved.

Free and air competition in accordancewith prevailing regulations

Toshiba Group strives to ensure that its business activities

are carried out in accordance with not only prevailing laws

and regulations but also sound business customs and social

norms. We provide guidelines on compliance with antitrust

laws and other regulations and conduct business throughree and air competition based on these guidelines. We re-

gard inormation as an important asset and use appropriate

methods to manage condential and personal inormation

concerning third parties obtained through our business ac-

tivities.

Sharing our management know-how withsuppliers worldwideIn order to enable customers to use Toshiba products sae-

ly as well as to ulll CSR in regards to human rights, labor,

and the environment in cooperation with suppliers, Toshiba

Group continues to ensure that its suppliers are also com-

mitted to improving working conditions and reducing their

environmental impact.

We also believe that in addition to proper management o

working hours and wages, ensuring improved communica-

tion between workers and managers, as well as paying at-

tention to occupational health and saety and to the environ-

ment in areas around actories will boost employee morale

and contribute to improved work efciency.

EICC membershipIn June 2011, Toshiba Group joined the Electronic Industry

Citizenship Coalition (EICC), the electronics industry’s CSR

promotion organization.

In order to ulll CSR or labor, occupational health and sae-ty, the environment, and ethical standards throughout the

supply chain in accordance with the spirit o the EICC’s code

o conduct, we provided education on the EICC’s code o

conduct or those working in semiconductor manuacturing

plants in Japan and overseas.

Requesting suppliers to observe laws andregulations as well as social normsIn May 2012, we also revised the Toshiba Group Procurement

Policy to accord priority to suppliers that comply with laws

and regulations as well as social norms when beginning new

transactions or continuing existing ones. In addition, in re-erence to the UK Bribery Act, we added the prohibition o

bribery to all interested parties as a requirement or suppli-

ers and made an announcement to that eect to all suppliers

in Japan and overseas.

Assessing the greenness level or suppliersto ensure environmentally consciousprocurementWith regard to suppliers’ environmental activities, Toshiba

Group assesses the greenness level (company-specic crite-

ria) in compliance with ISO 14001. In choosing suppliers, the

Group gives priority to higher ranked suppliers and constant-ly asks its other suppliers to improve their greenness level.

Note: Rank S (excellent), Rank A (good), and Rank B and lower than Rank B

(improvements requested)

Rank ARank S Rank B Lower than Rank B

(%)

85.4 11.8 1.8 1.0

Greenness level or suppliers in FY2011

Visit our ofcial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/air_practices/




Appropriate management of all corporateinformation worldwide

Toshiba Group regards all inormation managed by the

Group as important assets and adopts a policy to manage

all important corporate inormation as confdential inorma-

tion, as well as to ensure that the inormation is not inappro-

priately disclosed, leaked, or used.

Inormation SecurityManagement

Ensuring strict management of personalinformation

Toshiba was quick to recognize the importance o the pro-

tection o personal data, and in 2000 established the Toshiba

Personal Data Protection Program based on JIS Q 15001, a

management system standard in Japan, and in 2001 ob-

tained the Privacy Mark certifcation rom the Japan Institute

or Promotion o Digital Economy and Community. Toshiba

strives or continual improvement o its management sys-tem.

Toshiba adopts the principle o ob-

taining personal data directly rom

customers only ater obtaining their

approval to use the data or explic-

itly specifed reasons. All personal

data, including data on employees

and job applicants obtained with

prior approval or the purpose o

use, is strictly managed.

Continuing to enhance information securityIn order to identiy problems and make improvements, all

divisions o Toshiba perorm sel-audits each year to see

whether Company rules are observed. Sel-audit activities

are also being developed in Toshiba Group companies. In

FY2011, Toshiba and 554 Group companies worldwide, per-

ormed sel-audits.

In order to prevent cyber attacks and other unauthorized ac-cess rom the outside, including targeted attacks that have

caused serious problems in recent years, and to avoid inor-

mation exposure, Toshiba Group is implementing eective

measures to protect server data released to the public. We

are also working to strengthen the monitoring o internal

systems and to implement protection systems to enable us

to take quick action in the event o a virus inection.

Providing yearly education on informationsecurity

Toshiba Group provides education on inormation secu-

rity and the protection o personal data to all employees on

an annual basis to ensure adherence with internal rules. In

FY2011, nearly 180,000 Toshiba Group employees receivedsuch education through e-learning and other educational

programs.

Protecting our rights and respecting therights of others

Toshiba Group’s policy or intellectual property rights states

compliance with laws and regulations associated with those

rights, protection o the results o intellectual activities with

intellectual property rights and extensive use o those rights,

and respect or the legitimate intellectual property rights o

third parties. This policy is stipulated in the Toshiba Group

Standards o Conduct.

As part o this policy, we are working with the regulatory au-

thorities o each country to eliminate countereit products

that damage the Toshiba brand and enhance our manage-

ment system, including providing education to executives

and employees o Toshiba and other Group companies in Ja-

pan and overseas, with the aim o preventing the unauthor-

ized use o other people’s publications.

Protection o IntellectualProperty

Privacy mark

Chief Information Security OcerGeneral Executive of

Information & Security Group

Information Security Committee Information Security Center

Information Security Committee Implementation Manager

Management Executive(President of each in-house company/head of corporate sta)

In-house companies and corporate staff

Each division (employees)

Information security management structure

Group companies worldwide

President

Toshiba Group Information Security Management Structure





In order to enhance the quality o atersales service

in Vietnam and China, training programs were

implemented to improve customer satisaction

awareness and etiquette.

Quality Assurance and Saety

Customers

Disclosed inormation on all serious product accidents

related to Toshiba products, with the announcement

being made by the Consumer Aairs Agency on

Toshiba’s corporate website

Toshiba Group’s Basic Policy on Product Assurance: Standards

of Conduct

1 We engage in quality assurance rom the customers’ point o view.

2. We observe relevant laws and contracts and respect the rightso customers and third parties.

3. We maintain quality systems aimed at achieving 100% quality.

4. We ensure that all o our departments and all o our employeesact on this Policy.

5. We aim or essential improvement by investigating the rootcauses o process ailures.

In Toshiba Group, the plans and results o product saety-relatedactivities o in-house companies and key group companies areinvestigated and the inormation is shared by the Group. As parto the process, inormation is organized rom the perspectiveso “organization,” “process,” “technology,” “human resources/culture,” and “inormation,” and the results o activities in rela-tion to the target are evaluated on a sel-assessment basis.

To boost activities, in FY2011, the persons in charge o product-saety issues in in-house companies and group companies be-gan holding meetings to exchange opinions and inormation.Even though products dier rom person to person, they canlearn much rom each other by sharing views on product saety,thereby helping to improve product saety.

Promoting Product Safety Information Sharing

Toshiba Initiative:

Attention

Striving to establish a global quality controlstructure and ensure product quality and safetyUnder the global quality control structure, the Chie Qual-

ity Ocer is responsible or quality control throughout the

Group, while Chie Quality Executives are in charge o quality

control within in-house companies and key group compa-

nies. The Chie Quality Ocer convenes periodic meetings

to develop policies and discuss quality control measureswith the Chie Quality Executives who are responsible or

providing guidance and conducting audits o actories, sup-

pliers, maintenance and service companies and manuac-

turing outsourcees worldwide to enhance the quality level

throughout product lie cycles, rom development and pro-

duction through to fnal disposal.

In addition, we established the training system to oster

personnel who can contribute to quality improvement.

We develop and promote education programs depending

upon the requirements o each division in Toshiba Group

to improve awareness on quality management as well as to

improve skills on reliability techniques and quality control

methods.

Based on the Basic Policy on Product Saety,* we are com-

mitted to ensuring the saety o our products. In order to

eliminate product accidents and ensure customer saety, we

comply with the prevailing saety-related laws and regula-

tions and proactively disclose ull inormation to customers.

* Toshiba Group Basic Policy on Product Saety

http://www.toshiba.co.jp/csr/en/customer/saety.htm

Strengthening the system to preventreoccurrence of serious productaccidents by sharing information withinToshiba GroupIn 2011 we created the “Guidebook or Preventing Reoccur-

rence o Accidents,” which is a compilation o accident cases

that have occurred since 2004 in Toshiba Group. The Guide-

book was distributed to division managers and meetings

were held to explain the content to the persons in charge

o quality issues in the Group in order to strengthen mea-

sures to prevent reoccurrence o accidents. In addition, theinormation was converted into an e-book or access by per-

sonnel in charge o quality and saety-related issues in the

Company via the intranet. A serious accident not only signals

an alarm or the quality and saety o products, but also can

provide precious insight into product development and as-

sessment. We will promote the system o sharing inorma-

tion within the Group and strive to prevent reoccurrence o

product accidents.

President

Reports Directions

Quality

Promotion

Office

Chief

Quality

Executives

In-house companies/key group companies

Group companiesworldwide

Manufacturingoutsourceesworldwide

Maintenance and

service companiesworldwide

Distributorsworldwide

D i r e c t i o n s

R e p o r t s

D i r e c t i o n s

R e p o r t s

D i r e c t i o n s a n d a u d i t s

R e p o r t s

Presidents of

in-house

companies/key

group companies

(Quality Officers)

Chief

Quality

Officer

(Head of

the Quality

Div.)

Quality Promotion Structure

Visit our ocial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/customer/




Dealing with Product Accidents

Promoting local-based training programs inthe key manuacturing base o China

The Toshiba China Academy o Toshiba China Co., Ltd. playsa central role in Toshiba Group in raising the skills o quality

assurance personnel and improving the education system.

In FY2011, in addition to existing training programs, improve-

ment o the quality o procurements, and quality innovations,

we implemented the ollowing programs in which 171 em-

ployees participated: new programs in which various cases

were incorporated as train-

ing materials, “Quality

awareness and quality risk

management,” and “How

to audit suppliers” in Da-

lian, Shanghai, Guang-

zhou, and other areas. We

will continue our eforts to

contribute to the improve-ment o quality levels in

China.

Attention

Promoting initiatives aimed at enhancingcapabilities to ensure product quality

Toshiba Group is working to enhance its capabilities to

ensure quality by adopting a proactive approach to qual-

ity rather than the conventional protective one. O the our

main pillars o quality listed below or promoting initiatives,we ocus on improving the Quality Management System

(QMS), not simply obtaining ISO 9001 certifcation but also

improving the system by means o raising the quality o de-

sign and procurement, the root cause o losses, as well as by

enhancing the training o personnel who can support the

development o the system. Compliance is the oundation

or all these activities.

Training personnel in charge of qualityassuranceIn order to oster personnel that are capable o taking charge

o quality assurance, we develop and implement 21 quality

training programs or employees in all divisions related to

product lie cycles on methods o analyzing the causes o product accidents and preventing them. In FY2011 a total o

1,227 employees participated in the training programs. We

also provide compliance training and e-learning on the Elec-

trical Appliance and Material Saety Act or approximately

103,000 Group employees and overseas subsidiary sta at a

Group-wide level.

Providing information on productaccidentsAn employee who becomes aware o inormation concern-

ing a Toshiba product accident must alert the division(s) in

charge o dealing with saety issues concerning the product

in question. The CPL Committee,* chaired by the President

o the in-house company, then acts upon the matter. In the

event o an accident attributable to a product that is likely to

recur, we inorm customers o the danger and request that

they cease using such products, promptly report to the com-

petent authorities, and establish countermeasures as soon as

possible.

In FY2011, on the “inormation on serious product accidents”

page o our website, we reported a total o 196 cases o

product accidents o which 118 are suspected to have been

caused by products while the causes o the other 78 cases

are unknown.

Furthermore, we are developing an inormation system to

enable swit communication with quality assurance divisions

and top management regarding inormation on product ac-

cidents obtained by repair and service sta as well as on how

such incidents are being handled by Toshiba.

* CPL Committee: CPL is an abbreviation combining CL (contractual liability) and PL (prod-uct liability). The CPL Committee, chaired by a senior executive, promptly determinesmeasures to deal with product accidents and quality issues.

Compliance

QMS

Quality of design and

procurement

Fostering of human resources

(training)

From protective

quality approachto proactive

quality approach

Emergency

reports on serious

CPL accidents

Emergency reports

on CPL accidents

Reports on CPL

accidents

Directions for

holding committee

meetings

Reports

● Examination of responses toserious CPL accidents

● Advice on guidelines

Corporate

In-housecompanies

Secretariat

Head of the QualityPromotion Oce

Chairman

Head of the Quality Division

President

Chief QualityExecutive

Guidelines for responses to seriousCPL accidents

Corporate CPL Review Committee

CPL accidentsInformation on worldwide

In-house companyCPL Committee

Chairman

Presidents of in-housecompanies

(or Chief Quality Executives)

● Policies on responses to accidents● Formulation of countermeasures● Decisions based on reports

In-house companypresident

C o m p e t e n t a u t h o r i t i e s

M e d i a

Incident Response

Liaison(Representatives of

quality departments)

Four Pillars to Enhance Quality Capabilities

Toshiba Group’s Structure to Respond to

Product Accidents

Quality improvement training pro-gram at the Toshiba China Academy




Customers

Enhancing Customer Satisaction

On the day o the Great East Earthquake, the sta o Toshiba El-evator and Building Systems Corporation began visiting build-ings in dicult circumstances due to major atershocks anddisruptions o public trac and communication systems. Theollowing day on March 12, the frst group o employees andsta arrived in the Tohoku area. Sta rom branches and oces,manuacturing sites, and business partners as well as techni-cians arrived rom all over Japan by registered emergency ve-

hicles via emergency access roads. The support sta have beenworking on the prompt recovery o aected elevators by uti-lizing an integrated system o design, manuacturing throughmaintenance service, and a nation-wide service network, andtheir eorts continue to this day.

As part o the measures to prepare or post 3.11 atershocks andscheduled blackouts due to exceeding demand or power, theCompany also established an inormation service or “elevatoroperation inormation during earthquakes,” in which inorma-tion on the operation o elevators can be checked via computerwhen earthquakes occur, and a “service to stop elevator opera-tion by remote control” that is ree o charge rom September 1,2011 (Disaster Prevention Day in Japan).

In response to the experiences gained rom the Earthquake, Toshiba Group companies that provide atersales services are

currently working on revisions o disaster response manuals toimprove our system to oer better services without interrup-tion in the case o a disaster.

Prompt maintenance support and new services in

Toshiba Elevator and Building Systems Corporation

Toshiba Initiative:

Toshiba Group CS Promotion Policy

We make the “voice o customers” the starting point orall ideas and provide products, systems and services thatdeliver customer satisaction.

1 We provide products, systems and services that are sae andreliable.

2. We respond to requests and inquiries rom customers sincerely,rapidly and appropriately.

3. We value the “voice o customers” and endeavor to developand improve products, systems and services to deliver custom-er satisaction.

4. We provide appropriate inormation to customers.

5. We protect personal data provided by customers

Attention

Constant improvement based on voice of customer

Toshiba Group sets targets and implements measures toenhance customer satisaction (CS) every year, based on our

CS Promotion Policy. In addition, at the periodic meetings o

the CS promotion committee, attended by the CS senior ex-

ecutive ocer, the CS enhancement measures and results o

each in-house and Group companies are discussed. Based on

this, the ocers in charge o CS promotion or the company

are urged to take urther measures, where necessary.

In FY2011 a description o employee training programs—

“Toshiba’s customer satisaction: everyone’s involvement

and commitment”—was placed on the intranet to raise em-

ployee awareness o customer satisaction. The aim is to re-

mind every employee that “customer satisaction” involves

not only the eorts o the divisions that directly deal withcustomers, but also the involvement o all personnel in every

division.

The “Voice o Customer (VOC) survey” is conducted in com-

mon at Toshiba Group companies. In FY2011, we incorporat-

ed the eedback o around 2,700 corporate customers rom

800 companies in order to improve our business operations,

products, and services and to enhance our provision o in-

ormation to customers. In FY2011 the surveying o some

customers was partially suspended due to the Great East

Japan Earthquake. In FY2012 we plan to receive customers’

opinions on Toshiba Group’s activities in relation to recovery

rom the Earthquake.

ters. Through such events, we rewarded the eorts o skilled,

customer-oriented operators and shared their skills and out-

standing responses among the contact centers as a means to

enhance overall quality.

Enhancing the quality of response to customersIn Japan, representatives rom each contact centers at Toshi-

ba Group companies periodically hold meetings to exchange

inormation on developing and implementing plans, includ-

ing telephone response skill training, CS awareness surveys

or contact center sta, and sel-checks on response quality.In November 2011, we held the third Toshiba Group Contact

Center Awards involving the participation o 30 operators in

charge o customer services, selected rom 22 contact cen-

Improving customer-orientation toprovide aftersales service for all ourcustomers

Toshiba Group companies in charge o repairing home appli-

ances, elevators, medical systems, POS systems, digital MFPs,

and PCs have ormed a working group to share inormation

on problems and make improvements.

To acilitate the provision o services tailored to the needs

o individual customers and companies, the working group

established a sub-group called the Toshiba Group CS Service

Committee, which has close ties with the local community.

The working group’s activities include providing joint edu-

cation or feld engineers and sharing case examples o CS

improvement in the area o services.

In FY2011 we implement-

ed training programs

that ocused on custom-

er satisaction awareness

and etiquette to improve

the quality o atersales

service in Vietnam and

China, with around 420

employees participating

in fve cities.Customer satisaction awareness trainingor service technicians in Vietnam

Visit our ocial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/customer/

http://www.toshiba.co.jp/design/index.htm#/project/universal




Promotion o Universal Design

In November 2011, Toshiba introduced the world’s rst homeair conditioner equipped with a voice controller.*1 The DaiseikaiVOiCE air conditioner can be operated by voice when userscannot see the buttons and displays on the remote control ina dark room, or when they are busy cooking and their handsare ull. This eature is useul or people who have dicultieswith operating ordinary remote control devices. We are gath-ering inormation rom users by participating in exhibitions orthe visually impaired and implementing evaluation by UD advi-sors*2 in order to develop products that are easy to use or a

wide range o people.*1 NDR Series introduced in November 2011. A home air conditioner equipped with avoice controller or the irst time in the world. Surveyed by Toshiba.

*2 A system to include non-Japanese employees and employees with disabilities inthe development and evaluation process o products irrespective o the divisionsto which they belong.

Introducing the voice-controlled home airconditioner, “Daiseikai VOiCE”

Toshiba Initiative:

Daiseikai VOiCE, a home air conditionerequipped with a voice controller, wasexhibited at “Sight World,” an event orthe visually impaired.

Toshiba Group is working to improve instruction manuals inresponse to customer requests or “more easy-to-understandinstruction manuals” by establishing a company-wide trans-sectional working group.

In addition to evaluating the achievement o improvements onthe basis o regular VOC surveys, we apply or “Japan ManualAwards,”* a process that entails evaluation by external expertsin the area. In FY2011 two Toshiba manuals, a washing machineinstallation manual and rerigerator instruction manual, wonthis award. In the installation manual or the washing machine,

the illustrated instruction “when carrying the washing ma-chine,” which is placed on the cover page o the manual, mak-ing it easy to see when users open the box, received a high rat-ing. In the rerigerator manual, the eective use o illustrationto make the manual more user-riendly was one o the pointsrated highly. We will continue to work on creating easy-to-un-derstand manuals or all products.

Improvement of instruction manuals

Toshiba Initiative:

LED lashlight:KFL-102/202/302

Cordless iron: TA-FVX90 0/800

Waterproo re-chargeable radio : TY-JR11

Product and ServiceImprovement Based on VOC

Eective use o illustration on the Table o Contents page o the rerig-erator manual.

Proper labeling and advertisement

Toshiba Group endeavors to provide accurate product inor-mation and proper labeling and advertisement based on the

Toshiba Group Standards o Conduct and in accordance with

regulations and voluntary industry rules.

* The Japan Manual Contest is held annually by the Japan Technical CommunicatorsAssociation.

Toward realizing a comfortable society foreveryone

Toshiba Group is promoting universal design (UD), which iseasy or everyone to use, in a wide variety o products and ser-

vices ranging rom home appliances to industrial equipment.

In February 2012, Toshiba Group products, LED fashlights

(KFL-102/202/302) and cordless irons (TA-FVX900/800), won

the Universal Design Award in Germany. In addition, a to-

tal o seven Toshiba Group products won prizes in the Fith

Kids Design Award, including our water-proo rechargeable

raido (TY-JR11) selected or an Excellent Prize in the Univer-

sal Saety category.

Improving products and services with

VOC as the starting point of conceptdevelopmentAter the launch o new home electronic products, Toshiba

Group collects VOC via its sales team, service personnel at

contact centers, and the website. The VOC is analyzed and

the results are shared with product planners, quality manag-

ers, and sales groups so as to use it eectively or product

improvements. This mechanism has become an integral part

o the Group’s business operations.

In overseas markets, Toshiba Group conducts VOC analysis

and in-person visit surveys to identiy the needs o custom-

ers in regions with various climates and customs.




Contributing to economic, educational,and cultural development in host countriesaround the world where we do business

Toshiba Group contributes to the development o local commu-

nities and solution to issues imposed on them through not only

our business activities, but also our worldwide corporate citizen-ship activities. At our manuacturing sites, we have been making

eorts to localize management, oster management develop-

ment, and promote local procurement. We have also contribut-

ed to the development o social inrastructure in developing and

emerging countries in addition to the development o products

that meet the needs o local communities.

In an eort to provide support to the areas aected by the

Great East Japan Earthquake, we are making plans or the res-

toration and development o local communities in these areas

based on local interviews and the analysis o local needs.


Supporting disaster recovery in the atermath o the

Great East Japan Earthquake and oods in Thailand

Support for Local CommunityDevelopment and Public Policies

Community Involvement and Development

Contributing to employment through the integrated

production o turbine bodies in a actory in India

Development o LCD TVs or SoutheastAsian countries

Toshiba’s Digital Products and Services Company conducts

interview surveys on the use and design o LCD TVs in Indo-

nesia, Vietnam, and India, and develops products based on

analysis o survey data.

The company produces products with specications

and unctions that satisy local needs, such as TV models

equipped with batteries to allow access to programs even

during a blackout, models with large speakers designed in

accordance with customer taste, and 24-inch medium-size

models priced in an aordable range.

Launch o a vacuum cleaner or ChinaIn urban areas o China, brooms and mops are being replaced

by vacuum cleaners as a result o the change in aesthetic val-

ues and living conditions, including increases in the number

o condominiums.

Using the catch phrase, “Farewell to the age o brooms,”

Toshiba Home Appliances Manuacturing (Shenzhen) Co.,

Ltd. launched a vacuum cleaner or Chinese homes in Oc-

tober 2011. In order to develop the product, the company’smanuacturing, planning, and engineering sta worked to-

gether to research customer needs and reect them in the

product design. In order to achieve a reasonable price or the

product, the company’s sta also increased the rate o local

parts procurement and developed a low-price motor.

Sending doctors and dentists to areasaround a actory in the Philippines Toshiba Inormation Equipment (Philippines), Inc. since year 2006 hasbeen providing medical and dental examination services to promoteand improve the physical well-being o intended beneciaries in thenearby community. In addition to pharmaceutical products given ree o charge to poor local residents, a nutritious eeding activity was also doneor the younger recipients. Over the past years, the company has exam-

ined a total o around 6 thousandresidents through these services,which are provided twice eachyear. The company also oerseducation programs on occu-

pational health and saety andenvironmental protection toresidents as they await their ex-amination.

Toshiba Group’s Major Support for Local Com-munity Development and Public Policies (FY2011)

China

Development of vacuum cleaners for

Chinese homes

Philippines

Sending of doctors to community around a factory

Development of LCD TVs for

India and ASEAN countries

India

Establishment of a thermalpower generation facility

plant

Human resourcedevelopment and

employment creation

Launch of medium-sizeLCD TVs for Indian homes

Japan (Uwajima)

Ongoing support for social education for

elementary and middle school students at a

small light bulb factory for 20 consecutive

years

Poland

Environmental

activities at a TV

plant in

cooperation with

local residents

ThailandSupport for designer

education for the

Federation of Thai

Industries

Development o Products that Meet Local Needs

Contributing to Local Medical Care

Horsehair broom brush suited to tiledand wooden loors

The VC-B50C vacu um cleanerlaunched in China

Medical examination o local residentsby doctors sent by the company

Visit our ofcial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/community/index.htm

http://www.toshiba.co.jp/social/en/index.htm




Community Involvement and Development

Promoting corporate citizenship activitiesworldwide

Each Toshiba Group company and business site has SocialContributions Coordinators (223 in Japan and 120 overseas)

in charge o promoting corporate citizenship activities.

Between April 2010 and March 2011, more than 107,000 em-

ployees in 190 Toshiba Group companies participated in

1,403 corporate citizenship activities.

At Toshiba Group CSR Conerence in December 2011, ve

outstanding activities and six organizations were commend-

ed, based on the evaluation o Social Contributions Coordi-

nator Working Group. Evaluation criteria included purpose,

employee participation, uniqueness, continuity, impact on

society, and cooperation with other organizations.

Corporate Citizenship ActivitiesThe Toshiba Science Museum celebratesits 50th anniversaryOver ty years since its opening in 1961, the Toshiba ScienceMuseum has played an important role as a center or culturalactivities developed in collaboration with local communities

to promote communication between people and science,and also as a acility that provides scientic and technologi-cal knowledge to the public at large. The Museum is visitedby approximately 130,000 people annually, with an overalltotal o 8.77 million visitors since it opened.

Various products are exhibited in the Museum, includingprecious industrial and technological heritage items andcutting-edge technologies, to help visitors learn about theprogress o science and technology in dierent areas and toexperience the mysteries o technology rst hand. The Mu-seum also contributes to the growth o uture generationsthrough activities such as experimental workshops to teachchildren the pleasure o learning science and mathematics,in addition to conducting science workshops at local ele-mentary and middle schools.

To celebrate its 50th anniversary, the Museum held exhibi-tions o past Toshiba products and also a special exhibitioneaturing the ounder o Toshiba in 2011.ExploraVision Award competition in the U.S.

and Canada Toshiba holds the ExploraVision Awards (EVA) contest or

science and technology every year, in which participants

propose technologies that may come to ruition within a pe-

riod o twenty years, in collaboration with National Science

Teachers Association (NSTA). 13,387 people rom the United

States and Canada participated in the 19th contest in 2011 in

4,346 teams, eight o which received awards in Washington

D.C. in June or their innovative ideas in various elds, mainly

in medical and environment. The total number o competi-

tion participants to date is approximately 287,000.

Cutting-edge science andtechnology exhibitions

● Maintenance and

collection of

heritage items of the

founder

● Storage of industrial

heritage items

(related to Toshiba)

Communication

ArchivesProvision of

scienceand technology

information

● Contributions to scienceeducation (improvementof experimentalworkshops, liberal arts, etc.)

● Contributions to localcommunities

● CSR

Toshiba Science Museum: http://museum.toshiba.co.jp/

Support or the Promotion o Science and Math Education

Attention

Social Welfare 2%

Nature Conservation 3%

International Exchanges and Friendship 2%

Healthcare 2%

Other (donation of products, etc.)*2 13%

Promotion of Sports and Culture 14%

Support for Disaster Recovery 31%

Science and Technology Education 32%

approx. 3.0billion yen*1

Total expenditure:

Scope of data:

Toshiba Group( )approx. 3.0billion yen*1

*1 Expenditures include cash contributions, corporate-initiated programs, and donations of products.

*2 “Other” includes donations of products and allowing access to facilities for public use (gyms, etc.).

Toshiba Youth Conference for a Sustainable Future(attended by high school students from Japan, the U.S., Thailand, and Poland)

Global: 1.5 Million Tree-planting Project, participation in the Earth Day eventJapan: Training for nature observation guides

Global: Pink Ribbon Campaign

Global: Blood donation, volunteer dayJapan: Disability support activities

Japan: Classes for baseball, rugby, basketball, etc.Europe: Co-sponsorship of the London Symphony Orchestra

Support for areas aected by disasters, including the GreatEast Japan Earthquake and the oods in Thailand

Japan: Experimental workshops at the Toshiba Science Museum,Support for promotion of experiential science and math education,

Disassembly workshopsNorth America: Science and technology contest

China: Science and math teaching education program competition

Functions o theToshiba ScienceMuseum

Award ceremony in Washington D.C. Team rom New York winning theaward in the high school studentcategory

Environmentaleducation or

elementary schoolchildren

Expenditures or Corporate Citizenship

Activities(FY2011)

Visit our ofcial website or other detailed inormation. http://www.toshiba.co.jp/csr/en/community/index.htm

http://www.toshiba.co.jp/social/en/index.htm




Holding a disassembly workshop at theCEATEC Japan event siteIn October 2011, we held a disassembly workshop onsite at

CEATEC Japan, an IT electronics show, in collaboration with

Nikkei Electronics. Under the guidance o Toshiba Group em-

ployee volunteers, 24 children disassembled TVs and learnedabout the TV mechanism. This workshop commenced in

2005 with the aim o providing children with a better under-

standing o electrical products and has been held a total o

21 times.

Supporting promotion o experientialscience and math education

Toshiba Group, since 2008, has been supporting the activi-

ties o the Real Science Education Institute, an NPO engaged

in the development o experiential science and math educa-

tion programs, the training o instructors, and the provision

o educational support to schools in order to oster people

who are able to contribute to the global community in the

eld o science and math.

Disaster-relie activitiesAs a global company with approximately 200,000 employ-ees involved in our worldwide businesses, we believe that

we are interconnected with local communities. Against this

backdrop, we are actively engaged in providing emergency

support services, including donations, in the event o large-

scale disasters throughout the world.

● Support activities or ood recovery in Thailand

Toshiba donated 17 electric underwater drainage pumps worth

around 65 million yen through Thailand’s Ministry o Industry

to support eorts or recovery rom the oods that occurred in

Thailand in September 2011. In addition to contributing to im-

proving sanitary conditions by coating the classroom walls o inundated schools with RENECAT®, a visible light photocatalyst,

Toshiba also donated power TVs with built-in batteries to the

Rajaprajanugroh Foundation under Royal Patronage.

In addition, Toshiba Thailand Co., Ltd. is also engaged in

various other support activities, including repair o electrical

products in aected areas, blood donation by employees, and

provision o emergency relie supplies or aected people.

Support or Large-ScaleDisaster Relie

Supporting an education or students atnormal universities in China

Toshiba has been holding science and math teaching pro-

gram contests since 2008 or students at normal universities

in China in cooperation with the Ministry o Education o Chi-

na. In FY2011 approximately 18,000 students rom 40 schools

joined the contest and the 18 award winners were invited on

a training tour to Japan.

Promoting tree-planting activities in Asia

Four Toshiba Group companies in the Philippines worked to-gether or the rst time to hold a joint tree-planting event

in which 100 employees and about 50 government ofcials

participated. In an eort to reduce trafc noise and air pol-

lution, participants planted 2,700 saplings along a highway

with the heaviest trafc in Manila City.

Joining a Pink Ribbon Campaign in Sendai Toshiba Group supports the Pink Ribbon Campaign to en-

courage the early diagnosis and treatment o breast cancer.

In an eort to contribute to increasing the cancer screening

rate, approximately 80 Toshiba employees joined the Pink

Ribbon Campaign held in October 2011 in Sendai. Toshibaemployees also participated in various other events held in

Tokyo, Nagoya, and Kobe.

●Support or tornado recovery in the United States

Toshiba issued a message o

sympathy to the people liv-

ing in the southern states o

America aected by a tornado

in April 2011 on the Toshiba Vi-

sion display in New York TimesSquare. We also donated TVs

and PCs worth 65,000 US dol-

lars (about 5.2 million yen) to

Habitat or Humanity, an NGO

that has provided temporary

housing in aected areas.

● Other disaster relie eforts

Typhoon No. 12 in Japan …… 5 million yen (Wakayama and Nara)

Earthquake in Turkey ……… 10 million yen

Typhoon in the Philippines … 10 million yen

Note: For disaster relie activities or areas aected by the Great East Japan

Earthquake, see p. 9–12.

Contribution to Nature Conservation and Social Welfare Activities

Attention

Children observing theinner workings o a TV

Donation o electric underwaterdrainage pumps

Donation o a power TVs

Sympathy message presented in Times S quare




Item Evaluation Evaluated Entity

General CSR Activities Related (including Socially Responsible Investing)

Corporate Sustainability Assessment by SAM, a Swiss SRI organization SAM Bronze Class Toshiba Group

Member o Dow Jones Sustainability Index (DJSI) Selected or 12 consecutive years since 2000 Toshiba Group

Corporate Integrity and Transparency Survey by Integrex (Japan) 3rd place Toshiba Group

The 10th JCGI Index Survey by Japan Corporate Governance Research Institute, Inc. 2nd place Toshiba Group

Toshiba Group Corporate Social Responsibility Report 2011 (Japanese-language edition) Toyo Keizai Inc.’s 15th Sustainability Reporting Awards, Excellent Report Award Toshiba Group

IR RelatedRanking Survey o Excellent Websites by Nikko Investor Relations Co., Ltd. (surveyed:

3,603 Japanese companies)1st place (or our consecutive years) Toshiba Group

Internet IR Best Company Award 2011 by

Daiwa Investor Relations Co., Ltd. (surveyed: 3,661 Japanese companies)Grand Prix (Best Company Award or seven consecutive years, Total 10 times) Toshiba Group

Gomez IR Site Ranking by Morning Star Japan k. k. (surveyed: 3,535 Japanese companies) 8th place (gold award) Toshiba Group

Customer Related

LED fashlights KFL-102/202/302, cordless irons TA-FVX900/800 Germany’s Universal Design Award 2012 Toshiba Group

Japan Manual Contest 2011

Washing machine installation manual, rerigerator GR-D62F instruction manual

Excellent Manual Award in the First Operation Manual Category

Outstanding Manual Award in the Second Usage Manual Category Toshiba Home Appliances Corp.

A total o seven items, including the waterproo rechargeable radio TY-JR11 and electric

kettles PHK-800R/800Fith Kids Design Awards, Excellent Prize in the Universal Saety Category Toshiba Group

Quality Related

Toshiba Inormation Equipment (Philippines), Inc. manuacturing sites2011 Good Factory Award and Factory Management Award o the Japan

Management Association

Toshiba Inormation Equipment

(Philippines), Inc.

Employee Related

2011 Survey on Japan’s Worker Friendly Companies by Nikkei Inc. 3rd place Toshiba Corp.

APEC Women and the Economy Summit (APEC USA 2011) APEC Women Innovators Award (Rieko Fukushima, Senior Research Scientist at the Toshiba's Corporate Research & Development Center)

Toshiba Corp.

Toshiba Oita OperationsMinistry o Health, Labour and Welare’s Labour Standards Bureau Director’s Award

or a Type-5 no accident record (35.5 million hours) Toshiba Corp., Oita Operations

Environment Related

Ranking based on the 15th Environmental Management Level Survey by Nikkei Inc. 5th place (category: manuacturing) Toshiba Corp.

Combination o three basic heat source equipment models, including Universal Smart X

RUA-SP24

2011 Grand Prize or Excellence in Energy Efciency and Conservation, Product and

Business Model Category, Minister’s Prize, the Ministry o Economy, Trade and Industry Toshiba Carrier Corp.

The storage device: "enterprise-class solid state drives (SSDs)", three models including

MK4001GRZB.

2011 Grand Prize or Excellence in Energy Efciency and Conservation, Product and Business

Model Category, Director-General’s Prize, the Agency or Natural, Resources and Energy Toshiba Corp.

Rerigerator VEGETA series models, GR-E50FX and GR-E55FX

2011 Grand Prize or Excellence in Energy Eciency and Conservation, Product and

Business Model Category, Chairman’s Prize, Eco-Eiciency Category, the Energy

Conservation Center, Japan

Toshiba Home Appliances Corp.

Electric an with a DC motor, SIENT F-DLN100

2011 Grand Prize or Excellence in Energy Eciency and Conservation, Product and

Business Model Category, Chairman’s Prize, Eco-Eiciency Category, the Energy

Conservation Center, Japan

Toshiba Home Technology Corp.

Cloud service or visualization o power consumption8th Eco-Products Awards, Excellence Award or Energy Saving Service in the Eco-

Service Category Toshiba Corp., Toshiba Solutions Corp.

LCA services in the semiconductor eld 8th LCA Society o Japan Awards, Honorable Award in the LCA Category Toshiba Corp.

Development and promotion o eco-efciency assessment methods in the solution eld 8th LCA Society o Japan Awards, JLCA Chairman's Award in the Eco-Efciency Category Toshiba Solutions Corp.

MFP System allowing Paper to be ReusedMinister o the Environment's FY 2011 Commendation or Global Warming Prevention

Activity, in the Technological Development and Commercialization Category Toshiba TEC Corp.

P9 adjustable speed drive Consulting-Speciying Engineer 2011 Product o the Year (Silver award) Toshiba International Corp.

Energy saving or power generation equipment through potential development2011 Grand Prize or Excellence in Energy Eciency and Conservation, Successul Case

o Energy Conservation Category, Chairman’s Prize, the Energy Conservation Center Toshiba Corp., Yokkaichi Operations

3R promotion activitiesReduce, Reuse, Recycle Promotion Association Chairman’s Award or Achievement in

Promoting Reduce, Reuse, Recycle Activities Toshiba Corp., Oita Operations

Environmental conservation activities Wuxi City green-level certication or environmental management Wuxi Tongzhi Microelectronics Co., Ltd.

Energy eciency/Special energy saving projects - e.g. Turbo Chiller, PC reduction at Test

processASEAN Energy Awards - Best Energy Management Practice (Large Industry Category)

Tos hi ba In o rm at io n Eq ui pm en t

(Philippines), Inc.

Green curtains or building windows Green Curtain Competition Best Perormance Award in the Oce Category Toshiba Corp., Yokohama Complex

Environmental conservation activitiesCertied as a Green Company by the 2010 Hangzhou City Corporate Environmental

Management Assessment

Toshiba Hydro Power (Hangzhou) Co.,

Ltd. (China)

3R (reducing, reusing, recycling) o packaging waste 3R Packaging Awards 2011, Merit Award CategoryJoint project: Toshiba Asia Pacic, ToshibaSingapore and Toshiba Data Dynamics;

Toshiba TEC Singapore

Advanced environmental initiatives Donald Cousens Conservation & Environmental Leadership Award Toshiba Canada, Ltd.

“With 10 years o lie”advertisement or LED light bulbs Cannes Lions International Festival of Creativity Gold Award in the Outdoor Category/41st FujiSankei Group Advertisement Awards, Media Mix Grand Prize, and others.

Toshiba Corp.

LED lighting or the Louvre Museum (73% reduction in power consumption compared

to conventional lighting)French Government's Grand Mecenat Award Toshiba Corp.

Multilateral environmental communication inside and outside the Company 20th Global Environment Grand Prize, Japan Business Federation Chairman’s Award Toshiba Corp.

Publication o inormation on environmental conservation activities and their results Best Report Award, Dalian City Sustainable Development Report (Environmental Report) Toshiba Dalian Co., Ltd. (China)

Product and Technology Related

Development and promotion o a processor LSI or real-time 3-D graphics Medal with Blue Ribbon Toshiba Corp.

Development o MRI equipment that produces clear images o blood vessels without

using contrast medium

The Commendation or Science and Technology by the Minister o Education,

Culture, Sports, Science and Technology

Prizes or Science and Technology

Development Category

Toshiba Medical Systems Corp.

Development o a high efciency Dual rotary compressor or Air-conditioner

The Commendation or Science and Technology by the Minister o Education,

Culture, Sports, Science and Technology

Prizes or Science and Technology

Development Category

Toshiba Carrier Corp.

Photomask development technology or large storage capacity o semiconductor

memory devices

The Ichimura Prizes in Industry

Contribution Prize

Toshiba Corp.

Tokyo Electron Kyushu Ltd.

Commercialization o a prediction and control technology that reduces the start-uptime o steam turbines or thermal power generation

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Reporte DE SOSTENBILIDAD TOSHIBA 12 All

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