Career Development

Our founder Konosuke Matsushita once said:“ Develop people before making products.” What generates business is people. Developing the best possible human resources should therefore be our foremost duty. That spirit remains unchanged.

Panasonic Global Competencies

Panasonic Global Competency

PGC is a global basic'Behavioral Guideline' of Panasonic Group, based on BBP(Basic Business Philosophy) that state in detail what is expected to the employees.
PGC consists from BBP concepts that are based on current and future business environment. It is simplified BBP, stated in simple phrased and they are linked to actions, so is easy to put into practice in everyday work.

PGC-CC (Core Competency)

Drives Results

Drives Results
Consistently achieving results, even under tough circumstances.

Builds Trust

Builds Trust
Gaining the confidence and trust of others through honesty, integrity, and authenticity.

Customer Focus

Customer Focus
Understanding customer problems, interests and needs; building and delivering value-added customer solutions.

Innovates

Innovates
Creating new and better ways for the organization to be successful..

Collaborates

Collaborates
Building partnerships and working collaboratively with diverse people and teams to meet shared objectives.

Agile Learning

Agile Learning
through experimentation when tackling new problems. With untrapped mind uses both successes and failures to quickly learn and apply in the future

PGC-LC (Leadership Competency)

Drives Vision

Drives Vision
Driving a shared vision of the future that engages and motivates others to action.

Develops Talent

Develops Talent
Developing people to meet both their career goals and the organization’s goals. Follows Principle of "Develop People before Products"

Policy

To deliver products and services that contribute to the lives of customers around the world, and to develop Panasonic's business, it is essential for the company to step up its efforts to develop human talent that can participate actively, and grow, in the global business environment. It is also essential that the company creates an organizational culture in which all individual employees can fully deploy their talents regardless of age, gender, or nationality. Thus, Panasonic regards the promotion of diversity as a crucial part of its business strategy, and hence provides a broad range of opportunities for anyone with ability and ambition, and actively strives to create a work-friendly environment.
In fiscal 2011, Panasonic compiled this thinking into a Global Diversity Policy. Since then, this policy has been implemented globally.

【Global Diversity Policy】

Panasonic Group is now one of the world's leading business groups which offer a wide variety of products in electronic business areas related to our daily lives. With an aim to contribute to progress in society and to enrich people's lives through manufacturing, every employee plays a leading role in their job and promoting business activities of Panasonic.
Panasonic is a collection of people with various backgrounds, such as in terms of region, culture, and history, who possess diverse capabilities and diverse traits in terms of various factors including gender, age, race, creed, religion, nationality, sexual orientation, and gender identity. Each person has various different ideas, and by sharing these ideas across countries and business areas, we can create more innovative values. Thus, Panasonic will continue to be a Group which always gathers wisdom and spurs innovation with the concerned efforts of all. We have a strong hope that using our diverse mindsets and viewpoints we can deliver products and services like no other in the world to our customers.
In order to achieve this, it is important to give a chance for success to motivated people of all countries and regions, regardless of their gender, nationality or any other characteristics. We have expanded our diversity activities to make the best of the individuality and abilities of each employee and to support their success towards the group on a global basis. We will continue to take up the challenge of becoming "No.1 in Diversity Promoting Activities in each country and region."

Managerial Promotion

For management candidate selection and management human resources development, Panasonic has unified its standards, systems, processes, and IT on a global basis. The company discovers and nurtures the most suited candidates irrespective of age, gender, or nationality. The company is undertaking efforts for planned career development and promotion for its employees.
For example, the company has established its “Panasonic Global Competencies” (PGC)—global common guidelines for action that are based on the company's management philosophy—to clarify the leadership competencies needed for its leaders and the core competencies of all employees. Thus, the company is promoting behavioral change and improved practical initiatives among its leaders worldwide.
The company has also indicated on a global basis that experience such as managing multiple businesses, or working in a country other than one's own, are prerequisites to being selected as an executive officer or being promoted as a member of senior management. Panasonic fosters talented individuals, who are likely to become management candidates, from an early stage of their careers by clearly identifying the requirements and career paths required of senior managers. Implementing strategic human resources rotation is one means toward this goal, and overall this accelerates the pace of career development.
Furthermore, the company is implementing 360 degree evaluation—as well as assessments by external organizations—of managerial candidates. This allows the company to learn objectively of the strengths and weaknesses of candidates—in terms of leadership, capabilities, and other aspects. Thus, both the company and the prospective manager on the path to managerial promotion are able to understand which negative issues must be addressed or overcome, as well as which skill developments to focus on. This encourages future senior managers to develop their talent with high levels of self-awareness and drive.

Selection and Administrative Mechanisms for Managerial Positions

Panasonic has established quantitative mechanisms to evaluate candidates for major group posts using a common global standard. All positions of a certain level or above are considered "managerial," and the corporate division supervises both current senior managers and succession candidates. In addition, the company has established a "Talent-Management Committee" as a place to debate and consider the career development and promotion of succession candidates for major posts objectively, transparently, and openly. The committee includes the presidents of Panasonic Corporation and the four Companies and the executive officer in charge of human resources. It discusses the search for and selection of the best global senior managers, as well as career development plans. The company will continue to enhance its process for discovering, nurturing, and promoting talent irrespective of age, gender, and nationality.

Global Human Resources Development

To better nurture leaders who can play a leading role in promoting business that goes beyond national and regional borders and who can serve as loci for cooperation, Panasonic has established regulations for inter-regional personnel transfers and strives to place its employees wherever in the world they can best display their abilities. For example, Panasonic began full implementation of a program called "Working In Japan" in 2007, with the aim of accelerating the development of talent from overseas through the experience of working in Japan. In each country and region, Panasonic conducts and is expanding training programs to increase mutual understanding among people from all nations around the globe. For example, in Europe, as part of the two-year "Talent for Tomorrow" (TfT) human resources development program, employees spent several months engaged in volunteer work overseas with non-profit organizations. The employees who participated worked on social issues while making use of their work skills and then put the knowledge and experience that they gained from these activities into product development and business creation.
Additionally, Panasonic conducts "Global Onboarding Training" for career-track hires in each country and region, builds the system of global core common knowledge that is a compilation of the training that all global Panasonic employees should undergo, and provides e-learning services.