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 comprehensive maternity and childcare leave arrangements, we allow mothers to work short hours and flexitime after taking leave for pregnancy or care reasons, so they can continue to care for growing children after rejoining the workforce.

Many mothers take childcare leave, and when they return to work, basically they go to the same divisions in which they worked before. These measures have been taken to create a pleasant working environment.

Number of Employees Taking Childcare Leave

2015 2016 2017 2018
17* 14 18 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

On April 1, 2016, Kanematsu introduced a new "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, improve work-life balance, and create workplaces that are comfortable and rewarding. In its fi rst year, the system raised the rate of annual vacation days used from around 60% to 65.6%.

Bronze Week System Outline

  • Makes it easier to take off a bridge day between two ordinary days off or the day before or after a three-day weekend, effectively extending the number of consecutive days off for the individual to four or more.
  • The system is designed to allow employees to choose their own days off. At the start of the fiscal year, each section designates at least four days in the year as candidate days for paid vacation, and each individual then chooses at least two of these to take off.
  • 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" in reference to the yearly clusters of public holidays in Japan popularly knwn 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

In December 2010, Kanematsu was awarded the "Kurumin" certification of support for nurturing of the next generation, by the Ministry of Health, Labour and Welfare's Tokyo Labor Bureau. In October 2013, the CompanyKanematsu formulated its third General Employer Action Plan. Based on the plan, we are taking measures to fully harness employee potential, by encouraging a better balance between work and childcare duties, and by creating a more pleasant workplace for all. We plan to establish our fourth General Employer Action Plan in October 2016.

Bring Your Child to Work Day

Since fiscal 2017, Kanematsu annually holds Bring Your Child to Work Day. 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, and practiced exchanging business cards with the company president and executives.

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