We provide every employee the opportunity to build and advance their career.
One of the key strategies in Phase V of the Excellent Global Corporation Plan is to cultivate globally competent human resources capable of performing duties while maintaining a global perspective. Under this key strategy, Canon is developing human resources that can contribute to its global operations in various fields, such as management, technology development, and manufacturing.
With 383 operational sites* worldwide as of the end of 2017, the globalization of Canon’s operations is proceeding apace. Against this backdrop, we are stepping up training to develop a globally minded workforce, given the urgent task to develop human resources with leadership abilities that can be utilized on the international stage.
Canon offers Global Leadership Training to senior management of Group companies outside Japan in order to share the company’s management philosophy and develop leaders skilled at innovation in a global environment.
Canon established the Canon Global Assignment Policy (CGAP) as an international assignment system for its Group companies worldwide to stimulate international personnel exchanges, not only from Japan to other countries, but also from other countries to Japan, and internationally between the US and Asia, for example. The goal of this program is to promote global business cooperation and the development of human resources capable of functioning at the global level.
CGAP is a global personnel policy shared by our Group companies, and personnel assignment policies in each respective region are based upon it. Combining these policies allows us to further promote personnel exchanges and to share basic philosophies and structures, while providing for flexibility in dealing with the special characteristics of each region, such as laws and culture.
For example, in Europe and the United States we have the US/Europe Exchange Program, which enables employees with at least three years of service to participate in a personnel exchange for a period of one year, and in Asia we have the ASIA CGAP, which is a one-year training program in Europe and the United States for developing executive management candidates from Asia.
As of the end of 2017, a total of 1,286 employees were deployed on international assignments under these programs.
|Americas||Europe||Asia and Oceania||Japan||Total|
|Asia and Oceania||0||1||37||37||75|
In order to help employees acquire language and international business skills, Canon Inc. has established a system to allow employees to gain overseas work experience early in their careers.
For example, the Asia Trainee Program enables recruits who are 30 years old or younger to engage in practical study at local companies in Asia. After about five months of language training at university, the trainees spend about one year gaining practical experience at Asian affiliates. The program started in 1995, and by the end of 2017, cumulative 106 employees had taken part.
The Europe–US Trainee Program dispatches young employees to Europe and the United States. Started in 2012, the program had thus far provided training to a total of 52 employees, up to the end of 2017. For employees dispatched to non-English speaking areas, we offer language education and practical training similar to the Asia Trainee Program, and expect that they will play an important role in developing our business in such markets as South America and Russia.
The Overseas Study Program for Technicians is intended to develop engineers and technicians who can function internationally, as well as enable them to acquire skills that they can use to contribute to Canon’s core businesses in the future. This program began in 1984, and up to the end of 2017, a total of 114 employees had participated in the program, studying at universities in the US and Europe. In line with our strategy to improve our R&D organization in the US and Europe, we plan to select approximately 10 employees each year for overseas study.
Canon promotes the retention and development of engineering human resources in order to continually generate innovation as a manufacturer.
For example, Canon Inc. has training systems in place for each of its specializations, including machinery, electronics, optics, materials, and software, to support the development of next-generation human resources in engineering.
A committee for the development of engineering human resources has been set up for each of the five core specializations noted above. These committees develop rank-based training programs, from new hires to junior engineers and all the way up to veteran leaders, as well as conduct courses and carry out other initiatives. We also offer training in specialized areas not represented by these committees, such as analytical technology.
In 2017, a total of 162 programs and 290 classes were held in these specializations, with 4,466 engineers from Group companies in Japan taking part.
At Canon, we seek to foster skilled manufacturing personnel at each overseas production site as we press on toward sustainable development of a global production system in harmony with the international community.
Specifically, we are focusing on developing human resources who support production activities, mainly through the Monozukuri Advancement Center of Canon Inc. In 2017, a total of 566 employees who work in overseas production sites took part in training programs organized by the Monozukuri Advancement Center.
In order to promote training at overseas sites, Canon also focuses on instructor-development training that seeks to develop instructors for technological and technical skills training as well as workplace management training. In 2017, instructor-development training was held on 22 occasions, with a total of 96 employees participating.
In 2017, as part of using diverse training approaches, we began distance training utilizing a dedicated video conferencing system to provide a link with overseas sites for sharing information in real time. Over the year, a total of 195 employees took part in 15 distance-training sessions at 7 sites outside Japan.
A technical skills testing program, featuring the same standards as in Japan, has also been established at overseas sites with the goal of improving technical skills development.
In 2017, testing was carried out for seven types of work skills, including injection molding, board mounting, and pressing, at a total of 11 sites in Thailand, Vietnam, China, and Malaysia, with 455 employees participating.
To motivate employees and enhance skill specialization, Canon Inc. maintains an educational system for rank-based, elective and self-development training.
Rank-based training enhances knowledge and skills required for carrying out the duties of each job grade, and fosters awareness of required actions defined by our guiding principles. Furthermore, general employees take business skills training as a supplement to rank-based training. Elective training supports employees’ acquisition of knowledge and skills necessary for fulfilling their duties, and self-development training provides participants with knowledge and skills for their personal development.
These training programs also cover such issues as harassment prevention and compliance in order to develop trustworthy employees.
Our goal is to further reinforce efforts to systematically cultivate the next generation at Canon, concentrating on the development of management-oriented, globally minded and technologically skilled human resources.
In 2017, we instituted the LEAD Program (Canon Leadership Development Program) aimed at cultivating the next generation of Canon’s leadership. With LEAD, based on assessments of suitability at each level of management, we aim to provide the right training to managers before promotion to executive posts. The focus is on fostering leadership abilities based on a business-oriented mindset while also reinforcing other management skills.
Under the position-based pay system, we evaluate the conduct of each employee as well as the extent to which assigned duties are fulfilled, with the results reflected in wages and human-resource development initiatives. Supervisors assign duties to their employees at the start of the year and both parties meet in an interview format to discuss and verify the details. During a mid-year interview, the supervisor checks on progress and adds or removes duties and revises targets as needed. At the end of the year, both parties evaluate the achievements for that particular year.
Evaluations are based on two factors: first, the extent to which an employee fulfills assigned duties, basically focusing on work results and the processes used to reach those results; and second, whether their actions meet expectations as an employee of an “excellent global company.” When discussing the evaluation, supervisors offer advice and guidance on improving results and the employee’s conduct. This enables employees to objectively understand their own strengths and weaknesses, which aids them in achieving further growth. Also, during the interviews, supervisors and employees discuss career matters, providing supervisors valuable insight into the career vision and aspirations of employees, which they can then utilize in future development plans.
Canon Inc. has also established an internal career matching system to support its employees in pursuing satisfying careers. The system matches the right people to the right jobs, promotes internal mobility of human resources, and brings greater vitality to the company. In 2017, 116 employees were transferred through this system.
In 2015, we launched a career matching system featuring a combination of internal recruitment and training. Employees who do not have the experience to do so but wish to take on new work challenges can apply through our “training-type” career matching system. This system provides training opportunities to gain requisite skills, and then offers positions based on their skill level. The training period is up to five months, depending on the type of work. In 2017, 17 employees were transferred to new workplaces under this system.
Canon Inc. offers various e-learning courses throughout the year to encourage personal development and assist those with career development aspirations. Since 2014, from July to September, we have also set our work hours forward half an hour, and organized self-development support events for better work-life balance. We provide seminars outside work hours to assist employees in learning a language, gaining a qualification or promoting their health. Many employees take part in these various activities.
Canon also provides learning opportunities to employees unable to attend training due to locational or time constraints. We ensure all sites have the same access to events, by dispatching in-house instructors, for example.
On average, Canon Inc. employees spent about 18 hours in training in 2017. Related training costs per employee incurred by Canon amounted to ¥167,000.
|Number of programs||52||199||318||343||307|
|Number of participants||746||6,766||9,999||9,938||5,987|
|Theme||Event name||Number of sessions||Participants|
|Language skills||English ability diagnostic test||7||291|
|Global awareness||Cross-Cultural Exchange Seminar||2||50|
|Interpersonal skills||Motivational seminar||7||504|
Canon holds Creative Life Seminars for employees when they reach the ages of 45, 50, and 54 in order to help them plan for their retirement years. By providing employees with an opportunity to think about their life plan and career plan at an early stage, we help them to systematically plan and prepare for life after the age of 60. The content of the Creative Life Seminar varies according to the age of attendees. The first seminar focuses on financial planning for stable living in the future. The second helps participants to build an optimized career plan for the rest of their employment and subsequent retirement. The third addresses life planning from various perspectives, including personal development after retirement, budgeting, health, etc.
(774 employees, 332 spouses)
While reinforcing its guiding principle of the San-ji (Three Selfs) Spirit, Canon is also promoting CKI*1 activities to help realize individual and organizational growth at the same time as delivering operational results.
Canon introduced technology KI*2 in 1999 as part of moves to promote organizational vitality led by a specialist subcommittee of the Business Reform Committee focused on development systems. The project was later upgraded to the organizational level in 2004, with efforts led by in-house consultants starting to assist more energized communication and enhanced business process transparency within the targeted divisions. This initiative has evolved into a program of CKI activities, backed by the in-house consultants giving full support and following up CKI at divisions. It includes managerial skills training for all new appointees to the rank of Manager; an annual CKI Forum to share related case studies; and analyses of workplace climate. Prior to 2018, the CKI activities had helped a total of 15,000 people in 439 divisions including 14 Canon Group companies in Japan.
Canon has established certification and award programs to honor Group employees for their outstanding achievements.
At the Canon Summit Awards, Canon honors Group companies, departments, teams and individual employees who have made a major contribution to the development of the company in terms of activities or products.
Canon recognizes employees with numerous other accolades: the Invention Award to honor employees’ contributions to inventions and intellectual property; the Quality Award for contributions to quality improvement; the Production Innovation Award for outstanding activities leading to production-related innovations; the Canon Meister Certification/Commendation for contributions to advancements in manufacturing using a wide range of skills; the Canon Master Craftsman certification for outstanding skills that Canon should pass down; the Environment Award for excellent environmental practices; and the Procurement Innovation Award for activities that greatly contribute to enhancing procurement functions.
|Canon Summit Awards||4 products, 1 activity|
|Invention Award||39 (290 award winners)|
|Quality Award||1 Most Excellent Award
3 Excellent Awards
2 Review Committee Award
|Production Innovation Award||2 Production Innovation Excellence Awards
8 Production Innovation Merit Awards
(4 Merit Awards, 4 Focus Awards)
|Skilled Technician Award||2 Canon Master Craftsman|
|Canon Meister Certification/ Commendation||1 Expert Grade S recipient
12 Grade 1 recipients
(Cumulative totals: 74 Expert Grade S, 332 Expert Grade 1 recipients)
|Environment Award||1 Most Excellent Award
3 Excellent Awards
|Procurement Innovation Award||4 Excellent Awards
3 Honorable Mentions
|Production Innovation Award||2 Production Innovation Excellence Awards
6 Production Innovation Merit Awards
|Skilled Technician Award||1 Canon Master Craftsman|
|Canon Meister Certification/Commendation||Certification/Commendation 17 Grade 1 recipients
(Cumulative totals: 74 Expert Grade S, 349 Expert Grade 1 recipients)
In June 2017, Canon Inc. received the ODNJ Award for Excellence from the OD Network Japan (ODNJ), an NPO involved in promoting organization development and related research. The award recognized the impact of CKI activities, and in-house consultants’ expertise to build an excellent system of organization development (OD) in the company.