Our reason for existence is to deliver safety and security to people’s lives and contribute to improved sustainability in society
Since Panasonic Energy’s establishment in 2022, we have worked towards realizing our Mission of “achieving a society in which the pursuit of happiness and a sustainable environment are harmonized free of conflict,” our Vision of “energy that changes the future,” and our strong intention to embrace great challenges, as expressed in our Will of “doing what humankind requires.”
We are on a mission to deliver electrical energy to people in a more abundant and sustainable way. Historically, there have been three stages associated with electricity: generation, transmission, and use. But in recent years, “storage” has been added. In order to use generated energy more effectively and sustainably, the storage function is growing increasingly important. We are especially focused on the areas of energy storage and use, creating indispensable value for society. We are not just a company that makes batteries. We provide the world with the batteries we make, and through our products and solutions, we generate energy, including stored energy, to support society and change it for the better. Delivering safety and security to people’s lives and contributing to improvements in sustainability for society —that is our reason for existence.
Our reason for existence is to deliver safety and security to people’s lives and contribute to improved sustainability in society
Since Panasonic Energy’s establishment in 2022, we have worked towards realizing our Mission of “achieving a society in which the pursuit of happiness and a sustainable environment are harmonized free of conflict,” our Vision of “energy that changes the future,” and our strong intention to embrace great challenges, as expressed in our Will of “doing what humankind requires.”
We are on a mission to deliver electrical energy to people in a more abundant and sustainable way. Historically, there have been three stages associated with electricity: generation, transmission, and use. But in recent years, “storage” has been added. In order to use generated energy more effectively and sustainably, the storage function is growing increasingly important. We are especially focused on the areas of energy storage and use, creating indispensable value for society. We are not just a company that makes batteries. We provide the world with the batteries we make, and through our products and solutions, we generate energy, including stored energy, to support society and change it for the better. Delivering safety and security to people’s lives and contributing to improvements in sustainability for society —that is our reason for existence.
Enhancing our strengths even further and challenging ourselves to maximize contributions
From 2024 to 2025, the business environment surrounding the Company underwent some considerable changes. That said, our goal has not changed in the slightest; rather, there is now an even stronger need for us to realize the Mission I mentioned above. This is because extreme weather and natural disasters caused by climate change are intensifying, and the impacts of such events are growing more severe year by year, leading to heightened expectations for us to bring about faster and greater changes. Moreover, we have been required to conduct activities on a much broader scope, and the speed at which we must respond has increased.
The strength of the Company, in my view, lies in our business portfolio that contributes to the pursuit of people’s happiness and a sustainable environment, as well as in having a workforce that is strongly motivated and committed to realizing our Mission, along with highly specialized personnel who have long been at the forefront of the industry. To accelerate our response to changes in the world, we will be a leading force in the industry and pass it on to the future. It is our mission to further evolve what we have been working on and give back to society. We want to be a company that advances while boldly challenging the difficult problems that lie before us, and we aim to make our ability to do so even stronger. That is precisely why we believe we must uphold our Mission, Vision, and Will.
I recognize that reinforcing this strength and putting the Company on a firm footing is one of the major responsibilities entrusted to me. We possess the technology to meet the demands of society, and in addition, we have the capacity to create new technologies with a pioneering approach. We also have the resources to respond to those demands. We are considering how to respond to these environmental changes by utilizing not only our own resources, but also those of the Panasonic Group, and by closely collaborating with external partners who share the same aspirations and values.
In 2014, we made the decision to invest in the establishment of a solid foundation in North America, the leading EV market. Since then, we have pressed ahead with the largest investment in the history of the Panasonic Group by building and improving our production system and supply chain with the aim of securing a strong position in this market.
We know that EV market growth is currently in an adjustment phase, and while there are some uncertainties in the in-vehicle business, establishing production bases at the earliest opportunity in North America, one of the main battlegrounds for EVs, aligns with the US administration’s policies. Going forward, we will further strengthen this system while evolving our technological superiority to ensure that we maintain our dominance in this business. At the same time, we will also continue to further diversify our customers and partners in order to respond more flexibly to changes in business nvironments.
Our investments in the North American in-vehicle business will gradually transition to a “recovery stage” from fiscal 2026. We will look to recoup our investments efficiently by firmly grasping changes in the market environment and aligning with customer strategies obtained through close collaboration with our customers
Meanwhile, building the business foundation in the industrial and consumer business before our competitors, based on our development and proposal capabilities honed and refined over many years, has been highly lauded. This owes to the combination of our battery development prowess centered on materials and our system proposal capability that helps solve customer challenges.In particular, in our mainstay business for data centers, the expectations and demands on us to respond to the rapid evolution of generative AI, which is experiencing significant marked growth, are moving faster than we expected, and the business domain itself is also expanding rapidly. We are targeting further business growth by firmly capturing opportunities where we can leverage our strengths.
In the in-vehicle business, some adjustments will be necessary in the near term, but in the industrial and consumer business, we are generating better-than-expected growth. This balanced management and business portfolio is one of our strengths. For some time now, I have operated our business under the policy of “two-pillar management,” meaning that we advance both the in-vehicle business and the industrial and consumer business side by side. I believe that this two-pillar management functions organically and serves as a buffer against recent changes in the operating environment. We will continue to keep a close eye on changes in our business structure, optimally allocate resources, and strive to maximize our contributions.
Enhancing our strengths even further and challenging ourselves to maximize contributions
From 2024 to 2025, the business environment surrounding the Company underwent some considerable changes. That said, our goal has not changed in the slightest; rather, there is now an even stronger need for us to realize the Mission I mentioned above. This is because extreme weather and natural disasters caused by climate change are intensifying, and the impacts of such events are growing more severe year by year, leading to heightened expectations for us to bring about faster and greater changes. Moreover, we have been required to conduct activities on a much broader scope, and the speed at which we must respond has increased.
The strength of the Company, in my view, lies in our business portfolio that contributes to the pursuit of people’s happiness and a sustainable environment, as well as in having a workforce that is strongly motivated and committed to realizing our Mission, along with highly specialized personnel who have long been at the forefront of the industry. To accelerate our response to changes in the world, we will be a leading force in the industry and pass it on to the future. It is our mission to further evolve what we have been working on and give back to society. We want to be a company that advances while boldly challenging the difficult problems that lie before us, and we aim to make our ability to do so even stronger. That is precisely why we believe we must uphold our Mission, Vision, and Will.
I recognize that reinforcing this strength and putting the Company on a firm footing is one of the major responsibilities entrusted to me. We possess the technology to meet the demands of society, and in addition, we have the capacity to create new technologies with a pioneering approach. We also have the resources to respond to those demands. We are considering how to respond to these environmental changes by utilizing not only our own resources, but also those of the Panasonic Group, and by closely collaborating with external partners who share the same aspirations and values.
In 2014, we made the decision to invest in the establishment of a solid foundation in North America, the leading EV market. Since then, we have pressed ahead with the largest investment in the history of the Panasonic Group by building and improving our production system and supply chain with the aim of securing a strong position in this market.
We know that EV market growth is currently in an adjustment phase, and while there are some uncertainties in the in-vehicle business, establishing production bases at the earliest opportunity in North America, one of the main battlegrounds for EVs, aligns with the US administration’s policies. Going forward, we will further strengthen this system while evolving our technological superiority to ensure that we maintain our dominance in this business. At the same time, we will also continue to further diversify our customers and partners in order to respond more flexibly to changes in business nvironments.
Our investments in the North American in-vehicle business will gradually transition to a “recovery stage” from fiscal 2026. We will look to recoup our investments efficiently by firmly grasping changes in the market environment and aligning with customer strategies obtained through close collaboration with our customers
Meanwhile, building the business foundation in the industrial and consumer business before our competitors, based on our development and proposal capabilities honed and refined over many years, has been highly lauded. This owes to the combination of our battery development prowess centered on materials and our system proposal capability that helps solve customer challenges.In particular, in our mainstay business for data centers, the expectations and demands on us to respond to the rapid evolution of generative AI, which is experiencing significant marked growth, are moving faster than we expected, and the business domain itself is also expanding rapidly. We are targeting further business growth by firmly capturing opportunities where we can leverage our strengths.
In the in-vehicle business, some adjustments will be necessary in the near term, but in the industrial and consumer business, we are generating better-than-expected growth. This balanced management and business portfolio is one of our strengths. For some time now, I have operated our business under the policy of “two-pillar management,” meaning that we advance both the in-vehicle business and the industrial and consumer business side by side. I believe that this two-pillar management functions organically and serves as a buffer against recent changes in the operating environment. We will continue to keep a close eye on changes in our business structure, optimally allocate resources, and strive to maximize our contributions.
Overcoming great changes as a team and growing as a team
While our Mission remains the same, the environment that envelops us is changing significantly. Not only those of us in management roles but also each and every employee will need to respond to these changes. On the other hand, it is human nature to fear change, so it is our teams and corporate culture that must encourage and support those who may have a reluctance to change in order to transform their behavior. While the difficulty or scale of the challenges faced by each team varies, teams capable of fighting together with a positive attitude and a culture that boosts motivation must be continuously cultivated at all times, regardless of changes in the business environment. I believe that such cultural reform will generate vitality, give rise to problem-solving capabilities, and function as the strength of the Company when it is faced with major changes. We will create a corporate culture that views the very timing of great changes as an opportunity for growth and encourages the entire Company to work together on it. I believe that by fully leveraging this opportunity, individuals can grow and, in turn, take on even greater challenges in their work.
To overcome these significant changes, I want everyone to approach their work with a sense of mission rather than out of obligation. For that reason, in October 2024, we established the Mission Ownership Taskforce as a department that reports directly to the President, and I myself have taken on the role of director of this division. I certainly hope that each employee strongly identifies with the Company’s Mission, Vision, and Will, and proactively embraces challenges and growth with a lot of energy to positively influence those around them. Every individual should truly understand what they need to do, ignite their sense of mission to find solutions, draw upon new wisdom, and turn their actions into the kind of change society is calling for. As a result, the motivation and engagement of every employee will rise even further, and through this chain reaction, the Company will grow. It is this kind of cycle that I want to create.
Overcoming great changes as a team and growing as a team
While our Mission remains the same, the environment that envelops us is changing significantly. Not only those of us in management roles but also each and every employee will need to respond to these changes. On the other hand, it is human nature to fear change, so it is our teams and corporate culture that must encourage and support those who may have a reluctance to change in order to transform their behavior. While the difficulty or scale of the challenges faced by each team varies, teams capable of fighting together with a positive attitude and a culture that boosts motivation must be continuously cultivated at all times, regardless of changes in the business environment. I believe that such cultural reform will generate vitality, give rise to problem-solving capabilities, and function as the strength of the Company when it is faced with major changes. We will create a corporate culture that views the very timing of great changes as an opportunity for growth and encourages the entire Company to work together on it. I believe that by fully leveraging this opportunity, individuals can grow and, in turn, take on even greater challenges in their work.
To overcome these significant changes, I want everyone to approach their work with a sense of mission rather than out of obligation. For that reason, in October 2024, we established the Mission Ownership Taskforce as a department that reports directly to the President, and I myself have taken on the role of director of this division. I certainly hope that each employee strongly identifies with the Company’s Mission, Vision, and Will, and proactively embraces challenges and growth with a lot of energy to positively influence those around them. Every individual should truly understand what they need to do, ignite their sense of mission to find solutions, draw upon new wisdom, and turn their actions into the kind of change society is calling for. As a result, the motivation and engagement of every employee will rise even further, and through this chain reaction, the Company will grow. It is this kind of cycle that I want to create.
Working to reduce our environmental impact across the entire value chain
We have stated in our Mission that we aim to achieve a sustainable environment, and we have publicly declared that we will tackle environmental issues head-on and contribute greatly to reducing environmental impacts. With climate change progressing faster than expected and its negative effects being felt on a daily basis, our intentions remain unchanged, regardless of how the business environment may change up ahead.
In fact, our commitment has grown even stronger. Therefore, to further accelerate our efforts, we are committed to improving the trust and corporate evaluation of the Company in the fields of environment and CSR to the extent that we will be seen as an industry leader. In terms of specific initiatives, for example, we are expanding our number of Net Zero Factories, introducing renewable energy, and establishing resource-recycling schemes to drive decarbonization and resource recycling in our production activities. Regarding the expansion of Net Zero Factories, we have already established a roadmap to achieve this across all sites by fiscal 2029. We are making steady progress at our sites in Japan and overseas according to this plan, and as of July 2025, 17 out of 21 sites had been turned into Net Zero Factories. As to resource-recycling schemes, the possibilities are manyfold. As a concrete example, in fiscal 2025, we started recycling the components of cathode materials for Li-ion batteries in collaboration with a supplier, and we have also established a process to recycle zinc and manganese separated from used dry batteries as trace elements in fertilizer. We plan to engage in these initiatives even more actively in the future. In addition, building a supply chain with a small environmental footprint is a very important element in the execution of our business strategy. By expanding our range of products with low environmental impact, which is what our customers want to see, we will further enhance the added value of our products and gain a competitive advantage. To reduce our burden on the environment across the entire value chain, we will continue to demonstrate leadership and deepen our collaboration with various partners going forward.
Working to reduce our environmental impact across the entire value chain
We have stated in our Mission that we aim to achieve a sustainable environment, and we have publicly declared that we will tackle environmental issues head-on and contribute greatly to reducing environmental impacts. With climate change progressing faster than expected and its negative effects being felt on a daily basis, our intentions remain unchanged, regardless of how the business environment may change up ahead.
In fact, our commitment has grown even stronger. Therefore, to further accelerate our efforts, we are committed to improving the trust and corporate evaluation of the Company in the fields of environment and CSR to the extent that we will be seen as an industry leader. In terms of specific initiatives, for example, we are expanding our number of Net Zero Factories, introducing renewable energy, and establishing resource-recycling schemes to drive decarbonization and resource recycling in our production activities. Regarding the expansion of Net Zero Factories, we have already established a roadmap to achieve this across all sites by fiscal 2029. We are making steady progress at our sites in Japan and overseas according to this plan, and as of July 2025, 17 out of 21 sites had been turned into Net Zero Factories. As to resource-recycling schemes, the possibilities are manyfold. As a concrete example, in fiscal 2025, we started recycling the components of cathode materials for Li-ion batteries in collaboration with a supplier, and we have also established a process to recycle zinc and manganese separated from used dry batteries as trace elements in fertilizer. We plan to engage in these initiatives even more actively in the future. In addition, building a supply chain with a small environmental footprint is a very important element in the execution of our business strategy. By expanding our range of products with low environmental impact, which is what our customers want to see, we will further enhance the added value of our products and gain a competitive advantage. To reduce our burden on the environment across the entire value chain, we will continue to demonstrate leadership and deepen our collaboration with various partners going forward.
Aiming to realize our Mission without fear of change
Given the further changes anticipated in the business environment and the uncertainty about the future, I believe fiscal 2026 will be a challenging year. Nevertheless, I believe that times of crisis are opportunities for growth, so I look forward to taking on this challenge. My management of the Company is underpinned by the belief that what we have done based on our Mission, what we are about to do, and the goals ahead are all correct.
As I already mentioned, we are not just a company that makes batteries. We will deliver freedom and security to people’s lives and make society more sustainable. That is our reason for existence and our promise for the future.
In a turbulent world, we will steadfastly pursue the realization of our Mission without fear of change. Each employee will face change with determination, share their wisdom, and continue to take on challenges. And one year from now, we will look back and proudly say, “We truly outdid ourselves a year ago.” Please look forward to it.
Aiming to realize our Mission without fear of change
Given the further changes anticipated in the business environment and the uncertainty about the future, I believe fiscal 2026 will be a challenging year. Nevertheless, I believe that times of crisis are opportunities for growth, so I look forward to taking on this challenge. My management of the Company is underpinned by the belief that what we have done based on our Mission, what we are about to do, and the goals ahead are all correct.
As I already mentioned, we are not just a company that makes batteries. We will deliver freedom and security to people’s lives and make society more sustainable. That is our reason for existence and our promise for the future.
In a turbulent world, we will steadfastly pursue the realization of our Mission without fear of change. Each employee will face change with determination, share their wisdom, and continue to take on challenges. And one year from now, we will look back and proudly say, “We truly outdid ourselves a year ago.” Please look forward to it.
Integrated Report
Integrated Report
