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      OPEN

      Human Rights and LaborHuman Resource Development and Personal Growth

      We provide all employees the opportunity to build and advance their career.

      Human Resource Development System

      One of the key strategies in Phase V of the Excellent Global Corporation Plan is to cultivate globally competent human resources that think and act with a global mindset. 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.

      Developing Globally Minded Personnel

      With 387 operational sites* worldwide as of the end of 2018, the globalization of Canon's operations is proceeding apace. Against this backdrop, we are stepping up training to develop human resources with leadership abilities that can be utilized on the international stage.

      • *Number of operational sites includes consolidated subsidiaries and equity-method affiliates.

      Enhancing Senior Leadership at Group Companies Outside Japan

      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 that can spur innovation in a global environment.

      Vitalizing Human Resources Through International Assignments

      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 United States 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 an international personnel dispatch policy shared by our Group companies, and personnel assignment policies in each respective region are based on 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 2018, a total of 1,262 employees were deployed on international assignments under these programs.

      Global Training for Young Employees

      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. The program started in 1995, and by the end of 2018, a total of 113 employees had taken part. The program sends trainees to countries and regions where languages other than English are used on a regular basis in professional settings where they engage in about six months of language training at a local university, then spend about one year gaining practical experience at Asian affiliates. Meanwhile, 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 60 employees, up to the end of 2018. For employees dispatched to non-English speaking areas, we offer language education and practical training similar to the Asia Trainee Program.

      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 2018, a total of 116 employees had participated in the program, studying at universities abroad. In line with our strategy to improve our R&D organization in the United States and Europe, we plan to select several employees each year for overseas study.

      Fostering Experts in Various Fields

      Development of Human Resources in Engineering

      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 2018, a total of 179 programs were held in these specializations, with 5,192 engineers from Group companies in Japan taking part.

      Furthermore, in 2018 Canon Inc. established the Canon Institute of Software Technology (CIST) to cultivate software engineers. The institute makes it possible to undertake systematic and continuous human resource development, from increasing the skills of the engineers in charge of developing software for our products to providing foundational training for new employees and those seeking to work in a new field.

      The newly established Canon Institute of Software Technology

      Development of Global Human Resources in Manufacturing

      At Canon, we are focusing on developing human resources who support production activities, mainly through the Monozukuri Advancement Center of Canon Inc.

      In 2018, a total of 630 employees working at 10 overseas production bases took part in 74 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 2018, instructor-development training was held on 23 occasions, with a total of 89 employees participating.

      A technical skills testing program, following the same standards as in Japan, has also been established at overseas sites. In 2018, testing was carried out for seven types of work skills, including injection molding, board mounting, and pressing, at a total of nine sites in Thailand, Vietnam, China, and Malaysia, with 392 employees participating.

      Canon's Human Resource Development System

      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, as a supplement to rank-based training, elective training that includes e-learning programs and other programs to support self-development is available. These training programs also cover such issues as harassment prevention and compliance.

      For the development of management personnel, we assess candidates at each level of management for suitability prior to promotion and provide training before and after promotion under the Canon Leadership Development Program (LEAD). This program is designed to help candidates switch to a management-oriented mindset and develop their leadership abilities while also reinforcing other strategic and practical capabilities. Our goal is to further reinforce efforts to systematically cultivate the next generation at Canon, concentrating on the development of management personnel as well as personnel for global, technological, and manufacturing roles.

      On average, Canon Inc. employees spent about 19 hours in training in 2018. Related training costs per employee incurred by Canon amounted to ¥184,000.

      Canon Inc.'s Career Development Support Programs

      Canon Inc.'s Human Resource Development System

      Canon Inc.'s Career Development Support Programs

      Regular Performance and Career Reviews

      Since we evaluate the conduct and performance of employees under our position-based pay system, supervisors have meetings with their team members individually three times a year, at the start, interim, and end, to confirm duties and targets, monitor progress, and discuss career development.

      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. Supervisors also use this information in future development plans for the employee.

      Career Matching System

      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 2018, 160 employees were transferred through this system.

      Since 2016, we have been providing a trainee-style career matching system featuring a combination of training and internal recruitment. Employees who wish to take on new work challenges in a field where they have no experience can receive training opportunities to gain requisite skills, and take up a position based on their skill level.

      Other Career Development Support

      To support career development for employees who are highly motivated for self-development, Canon Inc. provides a full complement of training, events, and e-learning programs. Some were held at weekends and others were held after work during the campaign period to promote work-life balance*. In 2018, participants in these programs exceeded 3,600.

      • *Campaign period to promote work-life balance: As part of a drive to reform work styles, from July to September, we set our work hours forward to enable workers to finish earlier.

      Post-Retirement Career and Life-Plan Training

      Canon holds Creative Life Seminars for employees when they reach the ages of 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.

      Various Certification and Award Programs

      Canon has established certification and award programs to honor Group employees for their outstanding achievements.

      At the Canon Summit Awards, Canon honors Group companies, divisions, 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, the Quality Award, and the Production Innovation Award for outstanding activities; 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.

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