Human Resource Development Initiatives

Work-Life Balance

Kanematsu is proactively committed to ensuring a good work-life balance, with discouragement of long working hours, to foster a healthy workforce. We have been improving the working environment so that employees can treasure the time they spend with their families, as well as the time spent on hobbies and participating in social activities.。

Child Care Support

In addition to maternity and childcare leave systems, we have a number of systems in place to allow parents to continue working while pregnant or raising children. These include reduced duties and time off for doctor's visits during pregnancy, time off to care for sick children, and shortened work hours and flexi-time after returning from leave. From fiscal 2019, the period after returning from leave during which employees are eligible for reduced work hours has been extended from up to the child's third birthday to the end of the child's third year of elementary school. In addition, employees may work reduced hours with no reduction in pay until the child's third birthday.
Many mothers take childcare leave, and when they return to work, as a rule, they are placed in the divisions in which they worked before. These measures are taken to create a pleasant working environment.

Number of Employees Taking Childcare Leave

17* 14 18 20** 20

* Includes two male employees ** Includes two male employees

Family Care Support

In addition to the conventional family care leave system, Kanematsu has recently enabled special paid holidays for family care. We also have in place a child-raising and care consultation office for one-to-one consultation on these matters.

Refreshment Day

Bronze Week

Since fiscal 2016, Kanematsu has maintained a "Bronze Week" system for systematically encouraging the use of annual paid vacation days. This is intended to make it easier for employees to take off the time they are entitled to and create workplaces that are more comfortable and rewarding.
From fiscal 2020, we have upgraded the system, renaming it the Bronze Week Plus System and doing away with the system of having sections designate candidate days off from which employees chose. We also increased the minimum number of days employees are required to use through the system to five to ensure compliance with the Revised Labor Standards Act's requirement of taking at least five days of paid vacation per year. Since the system's introduction, the rate of annual vacation days used has risen steadily, reaching 73.8% in fiscal 2019. We will continue working to create even more employee-friendly workplaces and further increase the paid annual vacation usage rate.

Bronze Week System Outline

  • Makes it easier to take off a bridge day between two ordinary days off , the day before or after a three-day weekend, or take two days before or after a normal weekend, effectively extending the number of consecutive days off for the individual to four or more.
  • This system is aimed at helping employees have special experiences that are difficult to realize with one or two days off so that they will feel refreshed and have new ideas that they can then put to use in their work.
  • At the start of each fiscal year, employees schedule at least fi ve days of paid vacation for that year.
  • Applies to all employees, in principle, excluding those on dispatch within Japan, stationed overseas, or on leave.
  • The system, which encourages the use of paid annual vacation, especially multiple consecutive days off, is named "Bronze Week Plus" in reference to the yearly clusters of public holidays in Japan popularly known as "Golden Week" and "Silver Week."

My Weekend System

In fiscal 2019, we established the "My Weekend" system to encourage employees to take their paid annual vacation to, for example, pursue their hobbies or enjoy special family occasions. This system is aimed at helping employees feel comfortable taking days off for important events and giving greater priority to their personal lives. In particular, managerial employees, who often find it particularly difficult to take time off, are asked to use at least five days per year. This system thus provides support to help employees prioritize both their work and private lives.

My Weekend System Outline

  • By encouraging employees to take off not only ordinary weekends, but days of personal significance, such as their wedding anniversaries or the birthdays of family members, as "my weekends," this system is aimed at helping employees take time for their personal interests and important family occasions.
  • Managerial employees are asked to take at least five days off per year through the My Weekend system alone (no usage requirement has been set for non-managerial employees).

Hourly Use of Paid Annual Vacation

In fiscal 2019, we introduced an hour-based system for using paid annual vacation. This provides even more flexibility than the previous system, which required employees to take an entire half day in the morning or afternoon, to better accommodate employee's private lives.


Outline of Hourly Use of Paid Annual Vacation

  • Paid annual vacation, which previously could only be used in one-day or half-day units, can now be used in hourly units.
  • Up to 40 hours per year of paid annual vacation (the equivalent of five 8-hour days) can be used in hourly units; in principle, managerial employees and non-full-time employees are not eligible to use this system.
  • By expanding the range of options for using paid annual vacation, Kanematsu is creating work environments that are more accommodating of individual circumstances and promoting more flexible work styles.

Individual Flexi-Time System

In fiscal 2019, we implemented a flexi-time system that applies at the individual rather than sectional level, as was previously the case. Now, in principle, individuals can freely adjust the times they come to and leave work in accordance with the varying demands of their own schedules.

Overview of the Individual Flexi-Time System

  • Employees must be at work during core time (10:00-15:30), but outside of this time, they are, in principle, free to decide what time to come to and leave work.
  • To use this system, in principle, employees must submit notice of their planned arrival and departure times by the end of the previous week. However, after such plans are submitted, they may be revised as needed to accommodate urgent errands, illness, or other individual circumstances.

General Employer Action Plan

Kanematsu has formulated its fifth General Employer Action Plan which started in April 2020.

The plan aims to fully harness the potential of all employees through initiatives such as creating work environments that enable employees to autonomously engage in their work and continue to fully participate professionally, regardless of the life events experienced by each individual.

Additionally, in December 2010, the Company received "Kurumin" accreditation as proof that it has achieved the targets set in the General Employer Action Plan and fulfilled a certain level of support for childcare. In December 2020, it was awarded "Kurumin" accreditation for a third time, while also receiving "Platinum Kurumin" accreditation as a company that is implementing efforts at an even higher level.

Bring Your Child to Work Day

Kanematsu has held an annual Bring Your Child to Work Day since fiscal 2017. By helping to deepen colleagues' understanding of and build support for their workmates balancing work and childcare while enhancing communication and understanding among families regarding work and the Company, this event is intended to increase employee motivation and foster a sense of belonging within the Company. We also hope that it will provide an opportunity for all employees to think about their own work-life balance. On the day of the event, the participating children saw displays of the products handled by each division, took a tour of the Company, practiced exchanging business cards with the company president and executives, and made paper fans with messages of encouragement for their working parents.