The Panasonic Group has always taken the working environment seriously, and was one of the first Japanese companies to introduce a five-day workweek in the 1960s. Guided by our philosophy, “Develop people before making products”, we have continued to cultivate our people, organization, and culture with sincerity. Since then, we have continued to respond flexibly to changes in society and strive to develop new systems and improve the working environment so that everyone can work with vigor and enthusiasm.
Here, we introduce the history of human capital management by Panasonic, focusing primarily on developments in Japan.
1930s
We introduced the “business division system” as a framework to realize autonomous responsible management. Rather than concentrating management authority solely in the hands of executives, we delegated discretion and responsibility to the front lines, enabling each employee to think and act with a sense of entrepreneurship. This approach helped cultivate personnel and organizations with a strong management mindset.
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1960s
Became one of the first Japanese companies to introduce a five-day workweek.
Under the slogan of "one day study, one day rest," the concept of a five-day workweek (two-day weekend) became widespread within the company and played a major role in improving the work ethic and efficiency of employees.
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1980s
Introduced a flex-time work system that allows employees to flexibly set their start and end times according to their individual needs.
Introduced the Internal Open Recruitment as a system for employees to take challenges within the company.
1990s
Established internal systems to support the balance between work and home life, including childcare and nursing care support.
In accordance with amendments to the Equal Employment Opportunity Act, established initiatives to ensure equal partnership across the entire company, including the accelerated appointment of female employees.
2000s
Established the Corporate Equal Partnership Division (Women’s Leap-Forward Division) and, identifying the need to create an organization where individuals can thrive regardless of their gender, age, nationality, or other attributes as a key management issue, promoted initiatives to encourage further female participation in management and their enhanced company life.
Held the first “Women’s Leap-Forward Forum” (Held continuously ever since under various names)
in the Awards for Equal Opportunity Companies
(Ministry of Health, Labour and Welfare)
in the Awards for Equal Opportunity Companies
(Ministry of Health, Labour and Welfare)
Appointed three female directors.
(Ministry of Health, Labour and Welfare)
Prize for Excellence
Introduced the e-Work program, including initiatives such as telecommuting, in order to support a healthy work-life balance and improve productivity through ubiquitous IT-driven work styles.
At the same time, broadened the scope of activities supporting female employees in Japan to include support for non-Japanese and younger employees, and introduced initiatives to further foster diversity from the perspectives of both diversity in work styles and diversity of human resources.
Held the Company-wide Diversity Promotion Forum. This forum has been held continuously ever since.
Company-wide Diversity Promotion Forum
Established Diversity Promotion Month.
(Nikkei Inc.)
Diversity Promotion Month posters
Began Career Stretch Seminars for female employees.
(Japan Telework Association)
2010s
Established the Global Diversity Policy.
Began initiatives to foster accelerated and integrated interactions throughout the Group.
Appointed our first female executive officer.
The 8th Women's Networking Forum in Osaka
We introduced the Talent Management System to centralize employee information and enhance its utilization.
Began management skill training aimed at strengthening organizational leaders’ ability to manage diverse human resources.
We introduced the Role/Grade System that determines compensation according to employees' current duties and roles.
Established the Diversity and Organizational Development Promotion Office to reinforce our efforts in this area. We focused on further improving the management skills of organizational managers and revitalizing communication.
We began extending spousal-equivalent benefits to same‑gender partners across our HR systems, including congratulatory and condolence leave, childcare and caregiving support, and allowances for solo assignments.
for LGBTQ+ Initiatives for the first time
Launched A Better Workstyle activities by undertaking reforms which make work rewarding with the recognition that employees' job satisfaction and growth are linked to Panasonic's growth.
We promoted work‑style reforms, including the introduction of 1‑on‑1 meetings, internal side‑job opportunities, and more casual dress codes.
for LGBTQ+ Initiatives for two consecutive years
2020s
Held the Group DEI Forum 2021.
(Previously the Company-wide Diversity Promotion Forum, currently renamed to the Group DEI Forum).
for LGBTQ+ Initiatives for six consecutive years
for LGBTQ+ Initiatives for seven consecutive years
Third Meeting of the Group DEI Promotion Council
for LGBTQ+ Initiatives for eight consecutive years
Awarding Ceremony of the ACE Award
Held the Group DEI Forum 2024.
Held the Seventh Meeting of the Group DEI Promotion Council.
Held the Eighth Meeting of the Group DEI Promotion Council.
We promoted organization culture transformation to maximize business performance.
We held an Organization Design Workshop for the executives leading this transformation.
for LGBTQ+ Initiatives for nine consecutive years
Ring prize at the third Psychological Safety Awards.
Transformation of Japan Alumni Awards.
Scene from the Organization Design Workshop
