Policy
To realize Panasonic Energy’s Mission and Vision, the Company positions human resources as its most important management asset and aims to both strengthen business competitiveness and improve individual well-being.
These aims result in the Company stating as follows: (1) a diverse group of people who strongly resonate with our Mission and Vision and who are autonomously taking on the challenges of achieving them and (2) a safe and secure environment in which these people can maximize their abilities to create a competitive advantage over other companies. In fiscal 2025, we advanced initiatives on two major pillars: fostering individuals who take on challenges autonomously, and fostering an organization that enables employees to reach their full potential.
We have also adopted EOS (Employee Opinion Survey) indicators, which measure progress by tracking employee engagement and enablement. Our aim is to become an exceptional company that exceeds the level of the global top 25%. In the fiscal 2025 EOS results, favorable responses in these two categories showed a slight decline (see chart). We take these results seriously and intend to strengthen internal communication and create an environment that enables employees to thrive by deepening the understanding and alignment of strategy and direction, as well as by reinforcing collaboration across organizations. As key drivers of these efforts, we have launched support programs for middle management in personnel and organizational management, and in 2024, we established Mission Ownership Taskforce (details below) to help realize our corporate mission. Through these initiatives, we aim to further elevate each individual’s passion to take on challenges and continuously strengthen our people, organization, and culture across the company to further evolve into a profitable, high-growth business.
Policy
To realize Panasonic Energy’s Mission and Vision, the Company positions human resources as its most important management asset and aims to both strengthen business competitiveness and improve individual well-being.
These aims result in the Company stating as follows: (1) a diverse group of people who strongly resonate with our Mission and Vision and who are autonomously taking on the challenges of achieving them and (2) a safe and secure environment in which these people can maximize their abilities to create a competitive advantage over other companies. In fiscal 2025, we advanced initiatives on two major pillars: fostering individuals who take on challenges autonomously, and fostering an organization that enables employees to reach their full potential.
We have also adopted EOS (Employee Opinion Survey) indicators, which measure progress by tracking employee engagement and enablement. Our aim is to become an exceptional company that exceeds the level of the global top 25%. In the fiscal 2025 EOS results, favorable responses in these two categories showed a slight decline (see chart). We take these results seriously and intend to strengthen internal communication and create an environment that enables employees to thrive by deepening the understanding and alignment of strategy and direction, as well as by reinforcing collaboration across organizations. As key drivers of these efforts, we have launched support programs for middle management in personnel and organizational management, and in 2024, we established Mission Ownership Taskforce (details below) to help realize our corporate mission. Through these initiatives, we aim to further elevate each individual’s passion to take on challenges and continuously strengthen our people, organization, and culture across the company to further evolve into a profitable, high-growth business.
Individuals who take on challenges autonomously
Maximizing our “human capital competitiveness"
Identifying and training management executives to support the business
In the Company’s rapidly changing business environment, it is essential to have management executives who can drive business growth by responding to these environmental changes flexibly and quickly from a medium- to long-term perspective. To this end, we are promoting the development of a robust pipeline of next-generation management personnel.
To ensure the next generation of management personnel in terms of both quality and quantity, we actively seek out candidates at a young age and help them develop their individual capabilities through new experiences.
Specifically, we define succession requirements for business division directors and CXO positions with business responsibilities as target positions, while also selecting succession candidates for immediate appointment and 3-, 5-, and 10-year time horizons.
Then, once the abilities and skills to be acquired corresponding to the requirements for successors have been identified, career development plans centered on challenging assignments that will achieve dramatic growth are thoroughly discussed and implemented by our entire management team, including a talent management committee comprised of the President, the business division directors, and the CTO, CMO, and CHRO.
We also offer a variety of executive development training programs to support the career development of management succession candidates.
Our Management of Technology training is intended to deepen our technology and manufacturing capabilities, based on the idea that these are among our core competitive strengths, as well as to advance the development of human resources who can create innovation by envisioning management strategies based on technical and manufacturing competitiveness.
We also conduct tutoring activities for the next generation of young management candidates, with our management executives serving as instructors. In these tutoring activities, students experience regular dialogues and brainstorm sessions on issues, receive opportunities to expand their horizons in a completely new way that is not an extension of their daily work, and participate in discussions and interactions with leaders of the same generation from overseas companies and other companies. In this way, they develop a broad perspective and hone leadership skills that can be deployed globally.
Students in discussion with leaders from overseas and other companies
Creating an organization and culture that enables employees to reach their full potential
Towards the fulfillment of the Mission/Vision
Since Panasonic Energy was established in fiscal 2023, we have held The Forest Conference to instill our Mission/Vision/Will (MVW) and the Seven Pillars of Transformation. The forest represents a world where living beings and nature coexist in harmony. By placing participants in that setting, The Forest Conference provides a space to experience firsthand the kind of world we outline in our mission—to realize a society in which the pursuit of happiness and a sustainable environment are in harmony without any contradiction —and to engage in discussions with colleagues about how to achieve our goals, leading to a transformation in personal behavioral.
The Forest Conference began with the participation of executives and middle management. By the end of fiscal 2025, we had held a total of 48 sessions with 686 employees taking part. Each session involved around 15 participants, with executives serving as chairs and leading cross-departmental discussions on MVW and the Seven Pillars of Transformation and instilling a mission ownership. For fiscal 2026, we plan to hold 16 additional sessions with approximately 240 participants.
In addition, in October 2024, we established a "Mission Ownership Taskforce " as a new organization directly under the President. At the Mission Ownership Taskforce, 17 leaders and more than 100 members selected from each department discuss and implement cross-Company initiatives intended to inspire each employee to deeply identify with MWV, feel a strong mission ownership within their heart, and utilize their own individuality, ability, and skills to the fullest, and to evolve the Company into one that takes on challenges autonomously to achieve its Mission.
Mission Ownership Taskforce activities: Once a month, leaders and members selected from each department gather to actively discuss and implement specific activities
Supporting the success of diverse human resources
We promote the DEI (Diversity, equity, and inclusion) initiative with the goal of creating a company where a diverse group of employees can coexist in harmony, individuals will be happy and fulfilled in their work, and the environment will be conducive to sustainable challenges.
Supporting employee success
We are building an organization and environment where diverse talent can create value. Our goal is to become a collective filled with people eager to take on challenges, whether they joined us as new graduates, mid-career hires, or through transfers within the Group, with each demonstrating their own abilities through their unique experiences and backgrounds.
Regarding gender diversity, we are working to increase the ratio of women across the company over the medium to long term. By expanding opportunities for women to take on challenges and supporting their promotion to leadership roles, we aim to raise the proportion of women in managerial positions (7.3% as of the end of fiscal 2025). To encourage the taking on of such challenges, we clarify underlying issues through employee surveys and interviews, while also providing opportunities for target groups to reflect on self-understanding and career planning and offering coaching opportunities to help initiate action.
In addition, to expand opportunities for employees with disabilities, we have not only increased employment through Panasonic Farm*1 but also launched Office Concierge operations in October 2024. The Office Concierge is a team dedicated to supporting colleagues by taking on tasks that employees find difficult or would benefit from assistance with. This includes PC-based work such as data entry and document preparation, administrative support such as equipment management, and general office operations support.
Office Concierge team member setting up a computer for a new employee
*1 We aim to create a workplace where staff with disabilities can play an active role in vegetable production.
Promotion of paternity leave
To realize an approach to management that enables employees to reach their full potential and determines their growth on an individual basis, we emphasize the need for balance between life events and career development. As a result, we are moving forward toward the evolution of work styles and creating environments that maximize the value of human resources and match the diversity of lifestyles and value sets. Specifically, we will increase the rate of childcare leave taken among men (86% in fiscal 2025), expand options for work locations, and reform the promotion screening process.
In particular, we encourage male employees to take childcare leave by holding explanatory meetings once a month for those who plan to take leave and send follow-up e-mails to those who are eligible.
In particular, we encourage male employees to take childcare leave by holding explanatory meetings once a month for those who plan to take leave and send follow-up e-mails to those who are eligible.
Promoting understanding of unconscious bias
We need to understand unconscious bias is essential for creating an environment that diverse talent can thrive, and provide employee training on this topic. Unconscious bias refers to the tendency to form biased perspectives unconsciously based only on past experiences or what one has seen or heard. In this training, each participant learns about their own unconscious biases, becomes aware of them, and reflects on their own words and actions. In fiscal 2025, approximately 500 employees, including new graduates and mid-career hires, took part in this training.
Practicing participative management through collective wisdom by incorporating unconscious bias training (from training materials, Japanese-language materials only.)
Supporting department and section managers in personnel and organizational management
To adapt to changes over the medium to long term, strengthen corporate competitiveness, and continue delivering value to customers, it is essential to evolve organizational management and create an environment where each employee can fully utilize their abilities.
Within the Panasonic Group, an annual employee opinion survey is conducted to assess organizational management. At Panasonic Energy, we have gone further, introducing an organizational management tool (Motivation Cloud) at all domestic sites starting in fiscal 2025 to assess the state of organizations more frequently and in greater detail. Three organizational surveys are conducted each year, and the results are used to set priorities for addressing issues. For organizations with the highest-priority issues, we carry out improvement initiatives with support from external experts.
For managers at the department and section head levels, we provide basic training on organizational development to strengthen their organizational management skills and help build self-directed, autonomous organizations. In addition, opportunities for personal coaching are on offer for up to 100 managers who request it. By supporting managers in balancing increasingly complex business operations with organizational management, we enable them to gain sharper insight into the needs of their organizations and resolve issues more quickly. These initiatives will continue in fiscal 2026.
Individuals who take on challenges autonomously
Maximizing our “human capital competitiveness"
Identifying and training management executives to support the business
In the Company’s rapidly changing business environment, it is essential to have management executives who can drive business growth by responding to these environmental changes flexibly and quickly from a medium- to long-term perspective. To this end, we are promoting the development of a robust pipeline of next-generation management personnel.
To ensure the next generation of management personnel in terms of both quality and quantity, we actively seek out candidates at a young age and help them develop their individual capabilities through new experiences.
Specifically, we define succession requirements for business division directors and CXO positions with business responsibilities as target positions, while also selecting succession candidates for immediate appointment and 3-, 5-, and 10-year time horizons.
Then, once the abilities and skills to be acquired corresponding to the requirements for successors have been identified, career development plans centered on challenging assignments that will achieve dramatic growth are thoroughly discussed and implemented by our entire management team, including a talent management committee comprised of the President, the business division directors, and the CTO, CMO, and CHRO.
We also offer a variety of executive development training programs to support the career development of management succession candidates.
Our Management of Technology training is intended to deepen our technology and manufacturing capabilities, based on the idea that these are among our core competitive strengths, as well as to advance the development of human resources who can create innovation by envisioning management strategies based on technical and manufacturing competitiveness.
We also conduct tutoring activities for the next generation of young management candidates, with our management executives serving as instructors. In these tutoring activities, students experience regular dialogues and brainstorm sessions on issues, receive opportunities to expand their horizons in a completely new way that is not an extension of their daily work, and participate in discussions and interactions with leaders of the same generation from overseas companies and other companies. In this way, they develop a broad perspective and hone leadership skills that can be deployed globally.
Students in discussion with leaders from overseas and other companies
Creating an organization and culture that enables employees to reach their full potential
Towards the fulfillment of the Mission/Vision
Since Panasonic Energy was established in fiscal 2023, we have held The Forest Conference to instill our Mission/Vision/Will (MVW) and the Seven Pillars of Transformation. The forest represents a world where living beings and nature coexist in harmony. By placing participants in that setting, The Forest Conference provides a space to experience firsthand the kind of world we outline in our mission—to realize a society in which the pursuit of happiness and a sustainable environment are in harmony without any contradiction —and to engage in discussions with colleagues about how to achieve our goals, leading to a transformation in personal behavioral.
The Forest Conference began with the participation of executives and middle management. By the end of fiscal 2025, we had held a total of 48 sessions with 686 employees taking part. Each session involved around 15 participants, with executives serving as chairs and leading cross-departmental discussions on MVW and the Seven Pillars of Transformation and instilling a mission ownership. For fiscal 2026, we plan to hold 16 additional sessions with approximately 240 participants.
In addition, in October 2024, we established a "Mission Ownership Taskforce " as a new organization directly under the President. At the Mission Ownership Taskforce, 17 leaders and more than 100 members selected from each department discuss and implement cross-Company initiatives intended to inspire each employee to deeply identify with MWV, feel a strong mission ownership within their heart, and utilize their own individuality, ability, and skills to the fullest, and to evolve the Company into one that takes on challenges autonomously to achieve its Mission.
Mission Ownership Taskforce activities: Once a month, leaders and members selected from each department gather to actively discuss and implement specific activities
Supporting the success of diverse human resources
We promote the DEI (Diversity, equity, and inclusion) initiative with the goal of creating a company where a diverse group of employees can coexist in harmony, individuals will be happy and fulfilled in their work, and the environment will be conducive to sustainable challenges.
Supporting employee success
We are building an organization and environment where diverse talent can create value. Our goal is to become a collective filled with people eager to take on challenges, whether they joined us as new graduates, mid-career hires, or through transfers within the Group, with each demonstrating their own abilities through their unique experiences and backgrounds.
Regarding gender diversity, we are working to increase the ratio of women across the company over the medium to long term. By expanding opportunities for women to take on challenges and supporting their promotion to leadership roles, we aim to raise the proportion of women in managerial positions (7.3% as of the end of fiscal 2025). To encourage the taking on of such challenges, we clarify underlying issues through employee surveys and interviews, while also providing opportunities for target groups to reflect on self-understanding and career planning and offering coaching opportunities to help initiate action.
In addition, to expand opportunities for employees with disabilities, we have not only increased employment through Panasonic Farm*1 but also launched Office Concierge operations in October 2024. The Office Concierge is a team dedicated to supporting colleagues by taking on tasks that employees find difficult or would benefit from assistance with. This includes PC-based work such as data entry and document preparation, administrative support such as equipment management, and general office operations support.
Office Concierge team member setting up a computer for a new employee
*1 We aim to create a workplace where staff with disabilities can play an active role in vegetable production.
Promotion of paternity leave
To realize an approach to management that enables employees to reach their full potential and determines their growth on an individual basis, we emphasize the need for balance between life events and career development. As a result, we are moving forward toward the evolution of work styles and creating environments that maximize the value of human resources and match the diversity of lifestyles and value sets. Specifically, we will increase the rate of childcare leave taken among men (86% in fiscal 2025), expand options for work locations, and reform the promotion screening process.
In particular, we encourage male employees to take childcare leave by holding explanatory meetings once a month for those who plan to take leave and send follow-up e-mails to those who are eligible.
In particular, we encourage male employees to take childcare leave by holding explanatory meetings once a month for those who plan to take leave and send follow-up e-mails to those who are eligible.
Promoting understanding of unconscious bias
We need to understand unconscious bias is essential for creating an environment that diverse talent can thrive, and provide employee training on this topic. Unconscious bias refers to the tendency to form biased perspectives unconsciously based only on past experiences or what one has seen or heard. In this training, each participant learns about their own unconscious biases, becomes aware of them, and reflects on their own words and actions. In fiscal 2025, approximately 500 employees, including new graduates and mid-career hires, took part in this training.
Practicing participative management through collective wisdom by incorporating unconscious bias training (from training materials, Japanese-language materials only.)
Supporting department and section managers in personnel and organizational management
To adapt to changes over the medium to long term, strengthen corporate competitiveness, and continue delivering value to customers, it is essential to evolve organizational management and create an environment where each employee can fully utilize their abilities.
Within the Panasonic Group, an annual employee opinion survey is conducted to assess organizational management. At Panasonic Energy, we have gone further, introducing an organizational management tool (Motivation Cloud) at all domestic sites starting in fiscal 2025 to assess the state of organizations more frequently and in greater detail. Three organizational surveys are conducted each year, and the results are used to set priorities for addressing issues. For organizations with the highest-priority issues, we carry out improvement initiatives with support from external experts.
For managers at the department and section head levels, we provide basic training on organizational development to strengthen their organizational management skills and help build self-directed, autonomous organizations. In addition, opportunities for personal coaching are on offer for up to 100 managers who request it. By supporting managers in balancing increasingly complex business operations with organizational management, we enable them to gain sharper insight into the needs of their organizations and resolve issues more quickly. These initiatives will continue in fiscal 2026.
An organization that enables employees to reach their full potential
Creating systems and environments to support taking on challenges
Creating an environment that encourages employees to take on challenges proactively
We are working to create systems and environments that foster a "cycle of continuous challenge and growth” in which employees challenge themselves to achieve high goals and are adequately rewarded for their achievements, further increasing their motivation to take on the next challenge and accelerating growth. By supporting every employee’s individual effort to challenge themselves and grow, we maximize the value of our human resources.
In fiscal 2025, we revised our goal management system to include "challenging goals, " which are ambitious initiatives that cannot be achieved by simply extending our past and present. We also transitioned to a role- and job-based human resource management for managerial positions, revised our remuneration levels and systems based on market value, and launched the Middle and Senior Partnership Program (an extended employment system) to extend the retirement age to 65 years old for applicants who meet certain job and personnel requirements.
In preparation for implementation starting in April 2025, we reviewed revisions to the performance evaluation system for general employees (non-managers) and re-employed retirees. The goal is to assess both the processes and outcomes of the challenges they undertake in greater detail and link these evaluations more effectively to further growth. We also considered revisions to the compensation system to strengthen differentiation based on results and ensure fair returns. At the same time, we enhanced evaluation skills training for department and section managers and expanded its coverage to include assistant managers. By ensuring proper operation and use of these systems in each workplace, we aim to increase confidence in evaluations, strengthen the link between evaluation and development, and foster a continuous cycle of challenge and growth.
To accommodate diversifying values and working styles, we have also decided to introduce a discretionary work hour system on a trial basis. The system increases employees' discretion over their working hours within certain limits, while prioritizing the prevention of overwork and ensuring their health. Eligible employees are provided with a remuneration system that provides incentives based on performance and results, instead of allowances based on overtime hours. We plan to pursue full-scale implementation of the system after identifying and examining employee needs and problems in the trial run. By providing options for working styles that allow individuals to pursue results without being constrained by time, we will create an environment where each and every employee can demonstrate their individual abilities to the fullest.
In addition, we are establishing a new "external side job system" with the aim of allowing employees to acquire experience and skills that are difficult to obtain within the Group. The new external side job system is intended to complement our existing internal and Group-wide job transfer (open recruitment) and side job systems. By accommodating employees’ desire to take on a broader range of challenges and grow, we will support them in acquiring diverse experiences, accelerating their growth, and realizing the career goals they aspire to.
Continuous cycle of challenge and growth
Supporting career realization and promoting human resource development
To help individuals realize their medium - to long-term career vision, we support them in developing the career they desire.
At Panasonic Energy, we formulate individual human resource development plans for the autonomous career and skill development of all employees through regular one-on-one meetings between superiors and subordinates. We also support development and growth by providing—irrespective of role, age or gender—a variety of training opportunities that meet the motivation of each individual to learn.
In fiscal 2025, we fully implemented the Learning Management System called “Manabico” to visualize the development system and centrally manage various training courses, and started supporting employees’ autonomous learning. We will continue to support learning by enhancing content to support each individual’s autonomous career development.
In fiscal 2025, we began interviewing workplace mentors to be responsible for training younger employees, listening to their concrete proposals and requests, and using these insights to identify issues and launch initiatives toward solutions. We are also actively investing in human resource development for the next generation of executives and middle management, who are key personnel in workplace management, promoting recurrent education to support the active participation of motivated human resources regardless of their age, and responding to employees’ strong desire for personal growth.
Our education and training system is based on the acquisition of management philosophy, knowledge and skills that are commonly required of all employees. We also have systematized, rank-based training according to the growth of each individual and specialized training by function to hone their expertise in the tasks of which they have been placed in charge. We are developing learning on a global basis by enhancing and upgrading online learning that enables learning with high-quality teaching materials regardless of time and place. At the same time, we are working on the matching of business management and human resource development by, for example, individually developing customized training in accordance with business needs. Based on training courses at an in-house training institution, we are currently conducting human resource development training sessions, such as specialized training and external training, in accordance with personal growth.
Basic education and training system
Supporting the growth of battery industry personnel
Supporting the early success of new employees
Considering three years as the training period for new graduates, we conduct the new employee onboarding program to ensure they acquire the skills necessary for their work. We have introduced a mentor system and put in place a system by which senior employees with whom they are familiar are able to provide consultation and support for concerns related to their non-work lives and careers. This initiative is not limited to just training new employees; instead, it is also positioned as a place for the mentors themselves to gain insights and broaden their opportunities to learn and grow.
Mid-career recruits are able to adapt smoothly to our culture and climate through the career joining onboarding program and, for example, through opportunities for communication with management, the understanding of our mission and vision, and Group management philosophy training. We are working to make the most of the individuality, desire, and ability that each person possesses.
In addition, we offer a Basic Battery Course to a diverse group of human resources who are joining the Company, helping to make mid-career recruits from various industries to acquire basic knowhow. As a mechanism that enables human resources to learn specialized skills in a short period of time by providing basic education centered on technology and skills, we established the Academy of battery Technology & Manufacturing in April 2023. Consisting of technology, production technology, and manufacturing faculties with our highly certified technicians as instructors, this academy has programs in place so that even mid-career hires with no battery-related knowledge or experience can acquire the necessary skills at an early stage. To confirm the mentality of mid-career hires after joining Panasonic Energy, we also conduct a pulse survey*1 once a month, and superiors and the human resources departments work together to discover issues and provide support. Pulse surveys are also conducted in the same way for new hires.
*1 Employee Opinion Survey
Chart showing Academy of battery Technology & Manufacturing system
Panasonic Energy MIRAI Scholarship program
Our Mission is to “achieve a society in which the pursuit of happiness and a sustainable environment are harmonized free of conflict.” To fulfill this Mission and to cultivate personnel that will contribute to the development of the battery industry, in fiscal 2025 we established the MIRAI Scholarship program. The aim of the program is to support human resources who can make a significant contribution to the development of the battery industry in the future. The scholarship winners chosen by the selection committee are awarded a one-year grant of 500,000 yen and provided with an environment in which they can concentrate on their research activities.
The program also enables our engineers at the front lines of the battery business who are active globally to build ongoing connections with scholarship winners. To support their future plans, scholarship winners are given access to our in-house community of engineers and given opportunities to interact with current engineers, which allows them to learn about the benefits of working at a battery manufacturer, to receive advice on research activities, and to brainstorm about their future vision. Through this scholarship program, we will continue to actively support the development of future battery industry personnel who will achieve its Vision: “Energy that changes the future.”
Scholarship award ceremony
Exchange with in-house engineers
An organization that enables employees to reach their full potential
Creating systems and environments to support taking on challenges
Creating an environment that encourages employees to take on challenges proactively
We are working to create systems and environments that foster a "cycle of continuous challenge and growth” in which employees challenge themselves to achieve high goals and are adequately rewarded for their achievements, further increasing their motivation to take on the next challenge and accelerating growth. By supporting every employee’s individual effort to challenge themselves and grow, we maximize the value of our human resources.
In fiscal 2025, we revised our goal management system to include "challenging goals, " which are ambitious initiatives that cannot be achieved by simply extending our past and present. We also transitioned to a role- and job-based human resource management for managerial positions, revised our remuneration levels and systems based on market value, and launched the Middle and Senior Partnership Program (an extended employment system) to extend the retirement age to 65 years old for applicants who meet certain job and personnel requirements.
In preparation for implementation starting in April 2025, we reviewed revisions to the performance evaluation system for general employees (non-managers) and re-employed retirees. The goal is to assess both the processes and outcomes of the challenges they undertake in greater detail and link these evaluations more effectively to further growth. We also considered revisions to the compensation system to strengthen differentiation based on results and ensure fair returns. At the same time, we enhanced evaluation skills training for department and section managers and expanded its coverage to include assistant managers. By ensuring proper operation and use of these systems in each workplace, we aim to increase confidence in evaluations, strengthen the link between evaluation and development, and foster a continuous cycle of challenge and growth.
To accommodate diversifying values and working styles, we have also decided to introduce a discretionary work hour system on a trial basis. The system increases employees' discretion over their working hours within certain limits, while prioritizing the prevention of overwork and ensuring their health. Eligible employees are provided with a remuneration system that provides incentives based on performance and results, instead of allowances based on overtime hours. We plan to pursue full-scale implementation of the system after identifying and examining employee needs and problems in the trial run. By providing options for working styles that allow individuals to pursue results without being constrained by time, we will create an environment where each and every employee can demonstrate their individual abilities to the fullest.
In addition, we are establishing a new "external side job system" with the aim of allowing employees to acquire experience and skills that are difficult to obtain within the Group. The new external side job system is intended to complement our existing internal and Group-wide job transfer (open recruitment) and side job systems. By accommodating employees’ desire to take on a broader range of challenges and grow, we will support them in acquiring diverse experiences, accelerating their growth, and realizing the career goals they aspire to.
Continuous cycle of challenge and growth
Supporting career realization and promoting human resource development
To help individuals realize their medium - to long-term career vision, we support them in developing the career they desire.
At Panasonic Energy, we formulate individual human resource development plans for the autonomous career and skill development of all employees through regular one-on-one meetings between superiors and subordinates. We also support development and growth by providing—irrespective of role, age or gender—a variety of training opportunities that meet the motivation of each individual to learn.
In fiscal 2025, we fully implemented the Learning Management System called “Manabico” to visualize the development system and centrally manage various training courses, and started supporting employees’ autonomous learning. We will continue to support learning by enhancing content to support each individual’s autonomous career development.
In fiscal 2025, we began interviewing workplace mentors to be responsible for training younger employees, listening to their concrete proposals and requests, and using these insights to identify issues and launch initiatives toward solutions. We are also actively investing in human resource development for the next generation of executives and middle management, who are key personnel in workplace management, promoting recurrent education to support the active participation of motivated human resources regardless of their age, and responding to employees’ strong desire for personal growth.
Our education and training system is based on the acquisition of management philosophy, knowledge and skills that are commonly required of all employees. We also have systematized, rank-based training according to the growth of each individual and specialized training by function to hone their expertise in the tasks of which they have been placed in charge. We are developing learning on a global basis by enhancing and upgrading online learning that enables learning with high-quality teaching materials regardless of time and place. At the same time, we are working on the matching of business management and human resource development by, for example, individually developing customized training in accordance with business needs. Based on training courses at an in-house training institution, we are currently conducting human resource development training sessions, such as specialized training and external training, in accordance with personal growth.
Basic education and training system
Supporting the growth of battery industry personnel
Supporting the early success of new employees
Considering three years as the training period for new graduates, we conduct the new employee onboarding program to ensure they acquire the skills necessary for their work. We have introduced a mentor system and put in place a system by which senior employees with whom they are familiar are able to provide consultation and support for concerns related to their non-work lives and careers. This initiative is not limited to just training new employees; instead, it is also positioned as a place for the mentors themselves to gain insights and broaden their opportunities to learn and grow.
Mid-career recruits are able to adapt smoothly to our culture and climate through the career joining onboarding program and, for example, through opportunities for communication with management, the understanding of our mission and vision, and Group management philosophy training. We are working to make the most of the individuality, desire, and ability that each person possesses.
In addition, we offer a Basic Battery Course to a diverse group of human resources who are joining the Company, helping to make mid-career recruits from various industries to acquire basic knowhow. As a mechanism that enables human resources to learn specialized skills in a short period of time by providing basic education centered on technology and skills, we established the Academy of battery Technology & Manufacturing in April 2023. Consisting of technology, production technology, and manufacturing faculties with our highly certified technicians as instructors, this academy has programs in place so that even mid-career hires with no battery-related knowledge or experience can acquire the necessary skills at an early stage. To confirm the mentality of mid-career hires after joining Panasonic Energy, we also conduct a pulse survey*1 once a month, and superiors and the human resources departments work together to discover issues and provide support. Pulse surveys are also conducted in the same way for new hires.
*1 Employee Opinion Survey
Chart showing Academy of battery Technology & Manufacturing system
Panasonic Energy MIRAI Scholarship program
Our Mission is to “achieve a society in which the pursuit of happiness and a sustainable environment are harmonized free of conflict.” To fulfill this Mission and to cultivate personnel that will contribute to the development of the battery industry, in fiscal 2025 we established the MIRAI Scholarship program. The aim of the program is to support human resources who can make a significant contribution to the development of the battery industry in the future. The scholarship winners chosen by the selection committee are awarded a one-year grant of 500,000 yen and provided with an environment in which they can concentrate on their research activities.
The program also enables our engineers at the front lines of the battery business who are active globally to build ongoing connections with scholarship winners. To support their future plans, scholarship winners are given access to our in-house community of engineers and given opportunities to interact with current engineers, which allows them to learn about the benefits of working at a battery manufacturer, to receive advice on research activities, and to brainstorm about their future vision. Through this scholarship program, we will continue to actively support the development of future battery industry personnel who will achieve its Vision: “Energy that changes the future.”
Scholarship award ceremony
Exchange with in-house engineers
Building a foundation of safety, security, and health
Creating safe and secure workplaces
To create safe and secure workplaces, the Company has set its KPIs as zero fatalities due to industrial accidents (global) and zero lost time incidents in Japan. In fiscal 2025, there was one industrial accident fatality (global), and there were three lost time incidents in Japan. As part of our current efforts to thoroughly strengthen measures to prevent industrial accidents, we have classified the occurrence of accidents related to equipment safety or chemical substances at overseas subsidiaries as an "Emergency" and launched the Emergency Safety Measures Project to promote the eradication of industrial accidents throughout the Company. We are also continuously strengthening our efforts to further improve the risk sensitivity and safety awareness of each and every employee. With regard to disaster preparedness, we are implementing physical countermeasures against earthquakes and tsunami flooding in our buildings and facilities in preparation for a major earthquake, while at the same time working to raise awareness among employees through disaster preparedness activities.
Thorough strengthening of occupational accident prevention measures: Emergency Safety Measures Project
We regularly conduct mechanical equipment and hazardous substance surveys and work environment risk assessments at least once a year, identify the latent risks of industrial accidents in the workplace d thoroughly consider and introduce preventive measures.
We are also sharing examples of industrial accidents that have occurred within the Company, thoroughly investigating the causes of industrial accidents and measures to prevent any recurrence, and developing activities to prevent recurrence at each business site.
As part of the Emergency Safety Measures Project, the Equipment Safety Working Group has carried out comprehensive inspections of equipment at all domestic and overseas sites using checklists, promoted the standardization of safety measures, and enhanced the safety awareness of site managers through the creation of a safety handbook. The Chemical Safety Working Group has identified risks in chemical-handling operations, standardized and improved work environments, and advanced the introduction of a chemical management system to ensure safety and regulatory compliance. Through these measures, we are strengthening safety management and advancing thorough preventive initiatives.
Comprehensive equipment inspection by working group members
Raising employee risk awareness and safety consciousness
We continue to promote cross-site initiatives such as Shin Kakarichokai and Shin Hanchokai, where key frontline leaders learn from each other across sites. These activities aim to eliminate occupational accidents by identifying potential risks and unsafe conditions, improving the ability of employees to recognize hazards, and enhancing on-site improvement skills. We are also promoting the establishment of or upgrades to the Anzen Dojo (experience-based safety practice simulation spaces) at each site, including the use of VR equipment. As a result, each and every employee will be made directly aware of the risks posed by industrial accidents and work to eradicate unsafe behavior.
Furthermore, by thoroughly investigating the causes of occupational accidents and fire incidents within the Company and sharing the results, we promote recurrence-prevention activities at all sites.
With regard to new domestic and global sites associated with future business expansion as well, we are aiming for zero lost time incidents while working to strengthen the foundation for continuous business activities.
Group leaders from each site meet to exchange opinions through on-site confirmation
Utilizing VR equipment at the Anzen Dojo
Preparing for major earthquakes
To prepare for major earthquakes such as a Nankai Trough earthquake or a Tokyo inland earthquake, we are advancing seismic reinforcement measures for buildings and other facilities, as well as tsunami countermeasures through the installation of seawalls. In addition, we conduct various disaster-preparedness drills and carry out awareness-raising activities aimed at ensuring the safety of employees and their families.
Seawall
Building a foundation of safety, security, and health
Creating safe and secure workplaces
To create safe and secure workplaces, the Company has set its KPIs as zero fatalities due to industrial accidents (global) and zero lost time incidents in Japan. In fiscal 2025, there was one industrial accident fatality (global), and there were three lost time incidents in Japan. As part of our current efforts to thoroughly strengthen measures to prevent industrial accidents, we have classified the occurrence of accidents related to equipment safety or chemical substances at overseas subsidiaries as an "Emergency" and launched the Emergency Safety Measures Project to promote the eradication of industrial accidents throughout the Company. We are also continuously strengthening our efforts to further improve the risk sensitivity and safety awareness of each and every employee. With regard to disaster preparedness, we are implementing physical countermeasures against earthquakes and tsunami flooding in our buildings and facilities in preparation for a major earthquake, while at the same time working to raise awareness among employees through disaster preparedness activities.
Thorough strengthening of occupational accident prevention measures: Emergency Safety Measures Project
We regularly conduct mechanical equipment and hazardous substance surveys and work environment risk assessments at least once a year, identify the latent risks of industrial accidents in the workplace d thoroughly consider and introduce preventive measures.
We are also sharing examples of industrial accidents that have occurred within the Company, thoroughly investigating the causes of industrial accidents and measures to prevent any recurrence, and developing activities to prevent recurrence at each business site.
As part of the Emergency Safety Measures Project, the Equipment Safety Working Group has carried out comprehensive inspections of equipment at all domestic and overseas sites using checklists, promoted the standardization of safety measures, and enhanced the safety awareness of site managers through the creation of a safety handbook. The Chemical Safety Working Group has identified risks in chemical-handling operations, standardized and improved work environments, and advanced the introduction of a chemical management system to ensure safety and regulatory compliance. Through these measures, we are strengthening safety management and advancing thorough preventive initiatives.
Comprehensive equipment inspection by working group members
Raising employee risk awareness and safety consciousness
We continue to promote cross-site initiatives such as Shin Kakarichokai and Shin Hanchokai, where key frontline leaders learn from each other across sites. These activities aim to eliminate occupational accidents by identifying potential risks and unsafe conditions, improving the ability of employees to recognize hazards, and enhancing on-site improvement skills. We are also promoting the establishment of or upgrades to the Anzen Dojo (experience-based safety practice simulation spaces) at each site, including the use of VR equipment. As a result, each and every employee will be made directly aware of the risks posed by industrial accidents and work to eradicate unsafe behavior.
Furthermore, by thoroughly investigating the causes of occupational accidents and fire incidents within the Company and sharing the results, we promote recurrence-prevention activities at all sites.
With regard to new domestic and global sites associated with future business expansion as well, we are aiming for zero lost time incidents while working to strengthen the foundation for continuous business activities.
Group leaders from each site meet to exchange opinions through on-site confirmation
Utilizing VR equipment at the Anzen Dojo
Preparing for major earthquakes
To prepare for major earthquakes such as a Nankai Trough earthquake or a Tokyo inland earthquake, we are advancing seismic reinforcement measures for buildings and other facilities, as well as tsunami countermeasures through the installation of seawalls. In addition, we conduct various disaster-preparedness drills and carry out awareness-raising activities aimed at ensuring the safety of employees and their families.
Seawall
Integrated Report
Integrated Report
