Employees of the Canon Marketing Japan Group work daily in accordance with the five guiding principles in the Canon Code of Conduct, so that each one of them will find their job rewarding and live with good health and wealth.

Since its founding, Canon has maintained a management philosophy of having employees enjoy rich, happy lives. This founding philosophy continues today as five guiding principles in the Canon Code of Conduct -- the San-ji (Three Selfs) Spirit, Meritocracy, Internationalism, Familism, and Health First -- which are based on our commitment to respecting humanity. Thus, we are endeavoring to develop a corporate climate in which all of our employees enjoy working and are proud of their job.

Adhere to the principles of selfmotivation, self-management and self-awareness in day-to-day activities

Make vitality (V), specialty (S), originality (O), and personality (P) daily pursuits

Strive to become a culturally sensitive, internationally minded, sincere, and active person

Strengthen the trust and understanding of others and work together in a spirit of harmony

Live by the motto "healthy and happy" and work to cultivate character

At the Canon MJ Group, we have introduced a position-based pay system, under which the amount of compensation is determined based on job duties and performance. Remuneration is determined in accordance with the level of position in the company, which is based on the degree of difficulty of each employee's job, regardless of age or gender. We have also adopted a system under which bonuses reflect individual achievements and the company's business performance.
Under our assessment system, which supports the wage system on the operation side, we disclose the distribution of assessment to employees. We thus clarify the final assessment, so as to improve the system's transparency and the motivation of each employee.
A superior interviews each subordinate twice a year. In the interview, they discuss their goals, progress, challenges, and career plans. We also encourage daily communication among them, thus improving the level of satisfaction of employees.

We praise the achievements of teams and individuals in the Group who have contributed to a remarkable performance in a wide range of areas, aiming to improve employees' motivation and increase their sense of unity.

The Invention Award is granted to inventors who have contributed to the company's business performance. The Activity Award is given to employees who have contributed to the company's activities related to intellectual property rights. Thus, this award program on intellectual property is aimed at facilitating smooth inventions and design creation, increasing employees' creative desires, and contributing to the development of the company's business.

Based on Kyosei, the Canon Group’s corporate philosophy, the Canon MJ Group aims to realize a society in which all people, regardless of culture, customs, language, or ethnicity, can live and work together in happiness. Through our corporate activities rooted in Kyosei, we will continue to embrace diversity as we aim to become a company where diverse human resources with different personalities and values can flourish and continue to grow by motivating each other.

The gender wage gap among regular employees is due to a higher percentage men being managers than women. Canon MJ defines women's advancement as one of its key issues. We are working to increase the percentage of people in managerial posts that are women to 6.0% and the percentage of people in chief or assistant manager positions, which are positions held by prospective managers, who are women to at least 20% by 2025 as mentioned above.

Meanwhile, examining fixed-term employees, women in advanced professional positions push up the average wage per person. Their average wage is far higher than that of men.

The following shows the gender wage gap for regular employees at the same level.

We have been implementing workstyle reforms as an initiative to "Become a corporate group where employees work more energetically." This year, we launched the Work Practice Reform Promotion Project, under which we encourage productive workstyles all over the Group, aiming to establish a workstyle of completing tasks during regular working hours.

We also take measures to control COVID-19 infections, such as introducing staggered working hours and having more employees work from home.

* RPA is an abbreviation of Robotic Process Automation, which is a process in which software robots complete tasks using applications on PCs.

We are promoting workstyle reform through three task forces: Workplace, Workstyle, and Work Processes.
Our diverse range of workplaces and workstyles in which employees can independently choose when and where they work, such as telework and staggered working hours, contribute to the achievement of job satisfaction and productivity improvement.
We also aim to increase the added value of employees’day-to-day work through the visualization of work process productivity.

The Canon MJ office offers many meeting spaces as places for co-creation, while our satellite offices provides a wide variety of work environments suitable for intensive work. In order to realize location-independence, we are abolishing fixed-line telephones and expanding online meeting tools.
The hybrid workstyle of combining in-office work and telework has led to enhanced business continuity and the reduction of travel time and costs, among other benefits.
In order to revitalize communication in hybrid work, we are promoting the use of internal social networking sites (SNS) where all Group employees can participate to share knowhow and recent topics, location monitoring tools that show who is where, and one-on-one communication between supervisors and their subordinates.

We have been carrying out an annual engagement survey of Group employees to evaluate the progress we are making toward employee job satisfaction since 2021. The survey is conducted in a four-choice format, with points assigned to each answer for a total possible score of 1000. Our goal is to have all 20 key questions answered with affirmative responses (667 points or more). In fiscal 2023, the score increased for the second consecutive year, with 15 of the 20 questions answered with affirmative responses (compared to 12 in fiscal 2022). We will continue to carry out this survey, analyze employee responses, identify issues and implement countermeasures, and aim for further improvement.

At Group companies with labor unions, changes in labor conditions such as wages, working hours and health and safety conditions are subject to prior consultation.
At Canon MJ, the Central Labor/Management Conference is held every month, enabling labor union leaders and management executives to exchange opinions and information broadly, not merely on labor conditions and other matters subject to consultation but also on management issues and others. In individual regions, labor/management conferences and labor/management meetings take place, both of which involve regional managers and labor unions. According to the arrangement with the labor union, an unofficial notice of a personnel transfer is to be given in principle not later than one week before the date of the transfer. (Canon MJ's non-consolidated percentage of union members: 70.1%)

Number of cases where working hours exceeded the upper limit set in the special provision of the agreement on off-hours work and work on days off pursuant to Article 36 of the Labor Standards Act: Zero in 2023
Number of violations of the internal rules on labor management without taking predetermined procedures: 4* in 2023

*After these incidents occurred, Canon MJ swiftly implemented recurrence prevention measures within the organization, including the revision of the work plan and labor management operations, and it explained the matter to the labor union which a majority of its employees are affiliated with.