開く

Human Rights and LaborHiring and Treatment of Human Resources

Canon strives to create an attractive, motivational workplace environment for employees.

Basic Policy on Human Resources

To become a truly excellent global corporation, Canon believes that each employee must be an “excellent person.”

In line with its human resource measures, Canon is building a corporate culture that encourages an enterprising spirit by guaranteeing respect for the values of ambition, responsibility and mission, as well as fair and impartial assignments, evaluations, and treatment based on merit. At the same time, we are focused on developing our next generation of leaders.

Guiding Principle of the Three Selfs Spirit

The San-ji (Three Selfs) Spirit has been a central guiding principle for Canon since its founding. The three “selfs” refer to 1) self-motivation: proactively taking the initiative; 2) self-management: conducting oneself responsibly and with accountability; and 3) self-awareness: knowing one’s position, roles and circumstances.

Canon encourages all Group employees to embrace the San-ji Spirit as they pursue their work with a positive and forward-looking attitude, and promotes this approach at Group companies worldwide.

Guiding Principles
Three Selfs Adhere to the principles of self-motivation, self-management and self-awareness in day-to-day activities
Meritocracy Make vitality (V), specialty (S), originality (O), and personality (P) daily pursuits
Internationalism Strive to become a culturally sensitive, internationally minded, sincere and active person
Familism Strengthen trust and understanding of others and work together in a spirit of harmony
Health First Live by the motto “healthy and happy” and work to cultivate character

Globalization of Corporate Culture

Materials explaining our corporate philosophy of kyosei and “Three Selfs” principles on which Canon’s code of conduct is based are conveniently displayed at many operational sites to help disseminate these ideas throughout the entire Group.

At Canon U.S.A., new employees receive training on Canon’s corporate culture and business policies at the end of their first month. The program ends with participants giving a presentation based on their reflections of kyosei and the Three Selfs Spirit to aid deeper understanding of our corporate culture.

Training to deepen understanding of Canon’s corporate culture(Canon U.S.A.)

Hiring and Retaining Talent

Canon seeks to hire and retain talent that can drive globalization and innovation in its businesses with the ultimate goal of sustainable growth. With this in mind, we follow a uniform policy for hiring, job placement and human resource development.

In 2017, Canon Inc. and Group companies in Japan embarked on a vigorous recruitment program, resulting in the hiring of 993 employees in total (excluding subsidiaries newly consolidated in 2017). Canon also has established various programs and systems, such as a career matching system to support the continued employment of each and every employee so that they remain motivated and can maximize their skills and abilities over the long term. We regularly conduct employee surveys and work to improve employee satisfaction. Thanks to these initiatives, Canon Inc. boasts one of the highest retention rates in the industry. As part of maintaining high job satisfaction, regular employee surveys are conducted by Canon U.S.A., Canon Europe and Canon Group sales companies based in Asia.

Promoting Globalization of Executive Management

As part of promoting the development of globalized management, Canon appoints appropriate personnel, regardless of nationality, as presidents, executive officers, and managers of subsidiaries in each country and region where it operates.

Ratio of Internationalization in Canon Group Companies Outside Japan

(%)

  Americas Europe Asia
(excluding Japan)
Presidents 28.6 95.7 33.3
Managers 90.3 97.9 89.4
  • * Share of non-Japanese appointed as presidents and managers (As of the end of 2017)

Canon China actively promotes local employees to managerial positions as part of developing business operations. Local appointees occupied 71% of all managerial positions across the region in 2017, up from 37% in 2013.

Creating Local Employment Opportunities at Production Bases

In order to help stimulate local communities and economies through job creation, we focus on local employment when establishing or expanding production bases.

For example, Canon Prachinburi (Thailand), which started operations in 2013, has hired approximately 5,000 people locally, and Canon Business Machines (Philippines) employs approximately 3,700 local residents (as of December 31, 2017).

In addition, our production bases in Asia have created over 60,000 local jobs since 2007.

Canon ensures that its employees are paid substantially more than the local minimum wage.

Comparison of Canon’s Minimum Wage to Local Minimum Wage

    Japan U.S. China
Local minimum monthly wage 143,700
yen
1,257
dollars
1,680
renminbi
Canon Standard minimum monthly wage 166,900
yen
1,924
dollars
2,448
renminbi
Ratio compared to local minimum wage 116% 153% 146%
  • * Figures represent wages for leading manufacturing companies in each region, not average wages (As of the end of 2017).

Fair and Impartial Compensation System

Salary Linked to Duties and Performance

Canon Inc. has introduced a position-based pay system to evaluate and compensate individuals fairly and impartially, regardless of gender or age.

In this system, remuneration is based on duties and performance. Basic pay scales incorporate the level of position in the company based on responsibilities and other factors. An employee’s achievements as well as work-related processes and performance during the year are evaluated to determine annual remuneration. Bonuses reflect individual achievements and company performance.

This system is being applied across the Group worldwide, and has already been adopted by the majority of Group companies in Japan and manufacturing subsidiaries in Asia. Systems for determining compensation based on duties and performance have already been established at Canon U.S.A. and Canon Europe, along with other Group companies in those regions.

Regarding basic salary amounts and increases as well as calculation and payment of bonuses, a committee meets with the Canon Workers’ Union four times a year to check whether remuneration is being paid in accordance with the rules of the labor agreement. The minutes of these meetings are made available to all employees. The committee also facilitates discussions between labor and management on the implementation and improvement of the compensation system.

Canon Europe Certified as Top Employer

In 2017, Canon Europe was certified as a Top Employer in Germany, the Netherlands, Britain, and Spain by the Netherlands-based Top Employers Institute, an international organization that evaluates corporations against global standards. The assessment covers various aspects, including training and development, remuneration, employee benefit programs, performance reviews, and recruitment.

The logo mark of Top Employer

Employee Benefit Programs

Canon offers various employee benefit programs, covering each stage of life from hiring to retirement, enabling employees to lead comfortable and enjoyable lives.

For example, as well as providing staff canteens and sporting facilities, Canon funds or subsidizes programs and clubs that bring together people with shared interests to foster better workplace communication. We host various events for employees and family members that incorporate the local culture and customs of each region. In addition, employee benefit programs have been developed in line with each Group company’s needs.

With a view to securing their futures, in addition to national social insurance programs, employees of Canon Inc. and Canon Group companies in Japan are eligible for added benefits that include a corporate pension plan as well as membership in our welfare association and health insurance society. Canon Inc. also offers a voluntary employee stock ownership plan, a savings plan and group life insurance policies, among other benefits.

Corporate Pension Plan

At Canon Inc., we offer employees the defined-benefit Canon Corporate Pension as a form of performance-based pay—a role- and grade-based retirement system—to supplement their public pension and contribute to a more comfortable retirement. A company-run pension fund manages pension assets so employees do not need to provide any additional funds. Other Group companies in Japan have also set up their own corporate pension plans.

Canon Inc. also offers a defined-contribution pension plan, which, coupled with the defined-benefit pension plan, provides solid financial security.

Reducing Total Work Hours

Canon works diligently to ensure that employee work hours comply with the laws of each country and region where it operates, targeting reductions in hours where appropriate.

For example, at Canon Inc., we encourage workplaces to ban overtime in principle and to review work practices. We have also taken measures such as encouraging employees to take paid leave. Annual hours worked per employee were 1,735 in 2017, a reduction of 64 hours compared with the equivalent figure of 1,799 hours in 2010 when we initiated efforts to reduce working hours.

We will continue our efforts to keep total hours worked per year to less than 1,800.

Annual Hours Worked per Employee (Canon Inc.)

(hrs)

  2013 2014 2015 2016 2017
Total hours worked, Canon Inc.*1 1,740 1,751 1,762 1,721 1,735
Total hours worked, typical Japanese worker*2 1,997 1,998 2,009 2,024 2,026
  • *1 Regular/post-retirement employee survey data (Canon Inc.)
  • *2 Based on monthly MHLW workforce surveys, excluding part-time workers

Flexible Work Styles

We promote flexible work styles in line with national and regional employment customs. For instance, in 2005, Canon Inc. formulated an action plan following the guidelines of Japan’s Ministry of Health, Labour and Welfare (MHLW). Based on this plan, we are encouraging the adoption of flexible work styles while helping employees achieve work-life balance, and taking steps to aid the development of the next generation.

Promoting Flexible Work Styles

Canon Inc. has a number of leave programs that enable employees to take time off flexibly to respond to their personal circumstances.

Main Leave Provisions (Canon Inc.)

Time-unit leave program
(in 30-minute increments)
To promote flexible work styles, we have introduced a program in which employees can take leave in 30-minute increments for such reasons as childcare, illness or injury.
Open vacation program To encourage planned vacations, we have introduced a program in which employees can take five consecutive days of vacation once a year.

In April 2015, we launched the fifth phase of the action plan outlined in the table on the following page. This phase spans the three-year period to March 2018.

Supporting Working Parents/Care Givers

To enable employees to focus on childcare responsibilities with peace of mind, Canon Inc. offers an array of programs, including childcare leave for employees raising children up to the age of three, which go beyond the legally stipulated minimum requirements.

For example, to support the work-life balance of those in our local community, Canon Inc. established Poppins Nursery School Tamagawa. Located on our property adjacent to the Shimomaruko headquarters, the school is certified by the Tokyo Metropolitan Government and open to local residents. Approximately 40 children are enrolled at the school.

Action Plan Phase V (from April 2015 to March 2018)
Action Plan Measures Results as of the End of 2017

(1) Promote use of work-life balance programs and raise participation rate.

  • Regularly check the performance of employees using work-life balance programs, and have VIVID*1 and the Workstyle Innovation Committee work together to consider and implement specific measures before March 2018.
  • Confirmed that, in addition to female employees, who have made up the majority of those taking advantage of these programs, the trend for use of these programs by male employees is on the upswing.

(2) Make workstyle reform a part of our corporate culture, continue efforts to reduce overtime work, promote use of paid leave, and maintain an appropriate level of total work hours.

  • Use total work hours as an indicator for work-life balance, and in 2015 work to raise awareness of this change internally through visualization techniques, and consider and implement specific measures for 2016 and beyond.
  • Prohibited overtime work, in principle, throughout the year.
  • Implemented earlier work hours from July–September as a campaign period to promote work-life balance. This was maintained as an opportunity to pursue further improvements to labor practices. Provided employee benefits program for encouraging self-development during the earlier work hours.
  • Total work hours company-wide decreased by 64 hours compared to 2010*2.

(3) Carry out community contribution activities targeting children—who are the future of our communities.

  • Continue reaching out to local regions and communities and implement appropriate initiatives from April 2015 to March 2018.
  • Continuously conducted throughout Japan the following community contribution activities for children
  1. (1) Unique tutorial program for children, including lessons on lens-crafting and environmental education outreach programs
  2. (2) Junior Photographers photography classes
  3. (3) Support for girls soccer (Canon Girls-eight, Canon Girls-Camp)
  4. (4) Tag rugby lessons and rugby lessons, etc.

We provide various forms of support to help employees caring for aged relatives, including nursing care leave, sympathy money, and flexible work schedules for care giving.

Hotlines have been set up at each of our operational sites to handle employee inquiries about these systems.

In addition, Canon Inc. conducts surveys on flexible work styles to assess the circumstances and needs of employees, aiming to create a flexible workplace environment.

Main Childcare Support Provisions (Canon Inc.)
Childcare leave Leave provisions for employees caring for children up to 3 years of age
System for reducing work hours to support childcare Employees raising young children may reduce their workday up to two hours, until the child has finished the third grade of primary school.
  • * Provisions include flexible working schedules for employees with childcare responsibilities, a childcare leave support program (online support for employees returning to work after childcare leave), and access to in-home childcare services from a contracted external provider.
Main Nursing Care Support Provisions (Canon Inc.)
Nursing care leave Leave for those caring for aged relatives
System for reducing work hours to support nursing care Reduction of up to two hours in daily work time to fulfill family care responsibilities
Number of Employees Taking Childcare and Nursing Care Leave (Canon Inc.)
  2013 2014 2015 2016 2017
Taking childcare leave 153
(14)
168
(22)
184
(30)
186
(43)
186
(43)
Using reduced work hours for childcare 169
(9)
144
(7)
142
(10)
132
(4)
122
(11)
Taking maternity leave 19 27 34 30 21
Working reduced hours due to pregnancy 4 6 7 5 2
Taking nursing care leave 12 13 9 15 11
Using reduced work hours for nursing care 5 6 6 4 4
Applications for childbirth support* 263 222 260 248 255
  • * Number of employees in that year using the system for the first time.
  • * ( ) Number of male employees.
  • * Childbirth support includes leave and financial support for fertility treatment.
Return/Retention Rates and Number of Employees Returning from Childcare/Nursing Care Leave (Canon Inc.)
    2013 2014 2015 2016 2017
Returning from childcare leave Number of returning employees 134
(9)
132
(22)
169
(30)
185
(37)
164
(38)
Return rate (%) 97.8 100 100 97.3 98.2
Retention rate (%) 99.2 98.4 99.4 98.8 97.3
Returning from nursing care leave Number of returning employees 8 13 9 18 6
Return rate (%) 100 100 100 100 100
  • * ( ) Number of male employees
  • * Retention rate: (The total number of employees who are registered as of 12 months after returning from childcare leave)÷(The total number of employees who returned to work from childcare leave during a previous report period) ×100

Supporting Employees’ Volunteer Activities

In recognition of the growing interest in volunteer activities, Canon Inc. established a volunteer leave system in 1994.

Under this system, employees wishing to participate in volunteer activities certified by the company may take up to one year of leave (two years and four months in the case of JICA Japan Overseas Cooperation Volunteers).

Worker-Management Relations

At Canon Inc. and Canon Group companies in Japan, worker-management relations are founded on the principle of prior consultation, that is, finding solutions through thorough discussion. Candid discussions between management and the labor union are held whenever policies that affect wages, working hours, safety and health, and benefit programs are to be implemented.

Every month, Canon Inc. convenes a Central Worker/ Management Conference with the Canon Workers’ Union* to exchange opinions and information spanning a range of subjects. The conference is attended by the CEO and senior management.

Additionally, special committees have been established to consider wages, working hours, safety and health issues, and benefit programs. Based on these conferences, new systems are established and policies enacted. As of the end of 2017, combined employee membership in the Canon Workers’ Union totaled 27,399, representing 80% of Canon Inc.’s workforce.

Group companies in Japan hold a similar conference, which they refer to as the Canon Group Workers’ Union Conference (Canon Inc. representatives also attend). This conference brings together 17 Group workers’ unions, including executives from 20 Group companies as well as representatives of the Canon Workers’ Union. In 2017, reports on the current situation of both labor and management throughout the Group as a whole were presented. As of the end of 2017, there were 51,567 employees in unions that belonged to the Canon Group Workers’ Union Conference.

In accordance with the labor laws of each country and region in which we operate, Canon continuously maintains proper labor relations based on thorough dialogue between labor and management at Group companies outside Japan.

Canon will continue to implement changes based on mutual understanding and trust with the Canon Workers’ Union in its pursuit of continuous development.

  • * The Canon Workers’ Union consists of employees from Canon Inc., Canon Marketing Japan, Fukushima Canon and Ueno Canon Materials.

Minimum Notification Period for Changes in Work Duties

Canon Inc. has established a minimum notification period clause within its labor agreement to ensure that personnel transfers do not negatively impact the lives of employees.

Employees receive official notice of personnel transfers at least two weeks in advance for temporary assignments and at least one week for other types of transfers. Employees who need to relocate due to the transfer are officially notified up to four weeks in advance.

Additionally, Canon Group companies inside and outside Japan have established minimum notification periods in accordance with the laws and regulations of the countries and regions where they operate.

Next-Generation Support Accreditation

The “Kurumin” mark is an accreditation awarded by Japan’s Minister of Health, Labour and Welfare (MHLW) to firms providing employees with childcare support, based on the Next Generation Nurturing Support Measures Promotion Law enacted in 2003. Canon Inc. has been accredited each year since 2008, in part due to our use of life plan-based systems and support measures for those returning to work after taking childcare leave.

Kurumin