Signs of Change

Before: The departments in charge of HR information and various applications were not streamlined, making it difficult for HR employees to handle various requests from so many employees, including applications for transfer or leave. This situation caused repeated inquiries, leading to delays and consumption of time. Furthermore, HR personnel were overwhelmed with handling too many inquiries, resulting in an increased workload. Since even common inquiries required individual responses each time, it was also difficult to ensure quality and consistency. 

After: The introduction of the 'One-Stop HR Service' unified previously scattered HR information and inquiry channels. The service includes several key functions: 'My Page' offers a personalized dashboard with notifications and task lists; 'Virtual Agent' serves as an AI chatbot for automated responses and applications; and 'Metaverse' recreates the reassurance of face-to-face support in a digital format. 

Through these multiple supporting means, we have achieved comfort with the convenience of self-directed automated service, as well as human support.

Before: In traditional HR management, there was a strong emphasis on employees’ loyalty to their organization, and a culture based on long-term employment was deeply rooted. Explicit and implicit compensation for employment, along with a postpayment system of salary based on seniority, suppressed mobility in HR. These situations made it difficult to make flexible career choices. As a result, the company adopted a structure that aimed to retain talent, leading to a tendency for employees to become overly dependent on their organization.

After: To pursue sustainable growth for both individuals and the company, we have introduced a new “job-based HR management” system. This initiative aligns with our business strategies and aims to optimize our HR portfolio. We have also implemented Job Descriptions (JD) to clarify the responsibilities and roles associated with each position.
Regarding compensation, we attract talent both inside and outside the company by implementing competitive standards tailored to jobs and their responsibilities. By rigorously managing employee performance, we conduct improvement programs for those who do not meet position expectations, aiming to create a high-performing organization. We will control headcount by examining organizational performance linked to business operations and by making timely human resource assignments, which also enhances productivity. Moreover, by exchanging personnel with Blue Yonder, we will expand our talent pool in the software solutions field.

Before: In manufacturing environments, roles related to safety management, equipment operation, and troubleshooting are often perceived as requiring immediate measures and physical strength. This has led to a rooted unconscious bias that, “Only men can handle these tasks.” It resulted in a workplace culture with high homogeneity so far. On the other hand, as the workforce becomes more diverse, it is essential to incorporate different perspectives and create a workplace environment where every member can speak up with ensured psychological safety in order to enhance quality and safety. However, despite the importance of roles for female leaders as “diverse decision-makers,” the number has remained few and their development has been slow.

After: We held a “Women Leaders Talk” event with the participation of about 30 female leaders active in manufacturing sites across the Japan region. During the event, we shared best practices, such as the introduction of assistive devices for packaging heavy materials, which has not only reduced the workload for female workers but also that of other employees at the site, even for workers with long work experience. Among other topics is “Why are there so few female leaders in manufacturing?” Participants opened up and talked about challenges they had not discussed.

Before: In Japan, infertility treatment is often viewed as a personal and sensitive issue. Many female employees struggled to balance their careers and life plans, and an increasing number were choosing to undergo fertility treatments while it had been difficult for those affected to seek advice from others. Meanwhile, the company found it difficult to recognize the need for support. Furthermore, the emotional, physical, and financial burdens associated with undergoing fertility treatments can be significant, leading many to feel they have no choice but to give up on balancing work and treatment.

Before: The traditional work system was based on the constraints of commuting to the office, on where and when employees must work. This system often caused them to find difficulties in dealing with life events such as a partner’s job transfer, childcare, and care-giving in continuing their careers. Some employees were faced with the tough decision of whether to accept a transfer to a distant location and go on a solo assignment or to resign, which highlighted the need for more flexible work options.

After: The Panasonic Group promotes a work style that enhances productivity while ensuring a good work-life balance, not ruled by constraints of time and place. Following the introduction of our remote work system, a hybrid working style—combining office and remote work—was established and took root, with a utilization rate of 68% for remote work as of fiscal year 2025 (19.9% of employees work remotely more than half the month).