The founder of the Panasonic Group, Konosuke Matsushita, engaged in the management based on the idea of “A business is people,” to develop people and make the most of their potential. With this traditional company concept in mind, we will implement human capital management through linked strategies of business and HR, with an unwavering core of business management.
Value Creation through Human Capital
To achieve a sustainable contribution to society and enhance our corporate value, the Panasonic Group is working to "optimize its business portfolio" and "continuously strengthen the intangible assets that drive competitiveness. “Maximizing the potential of the organizations and their diverse human resources” is a key pillar of the management foundation that supports these initiatives.
Unwavering Core of Business Management
For corporate transformation, “core” is indispensable.
In Panasonic Group, the Basic Business Philosophy has been inherited as our core since its establishment by the founder Konosuke Matsushita. In 2022, the Philosophy was revised for the first time in about 60 years, with current trends and the environment in society and our business in consideration. This Philosophy is deeply rooted in our management, functioning as the guideline.
Practicing the Basic Business Philosophy
In the Panasonic Group, management is not solely the responsibility of top management. Each individual recognizes themselves as a responsible person and manager in their work, taking initiative and acting responsibly in accordance with the company’s policies. This is the fundamental concept of “employee entrepreneurship.” Furthermore, by harnessing the “collective wisdom” of all company members through “participative management,” we maximize the organization’s capabilities. Through these two pillars, we have been realizing autonomous responsible management.
We also believe that respecting diverse values and perspectives will lead to better decision-making and growth, which is why we promote Diversity, Equity & Inclusion (DEI) across the entire group.
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Panasonic Leadership Principles（PLP)
Panasonic Leadership Principles (PLP) is a set of behavioral guidelines for each and every employee to follow in their efforts to put the Basic Business Philosophy into practice. Regardless of whether or not we are managers responsible for a team, each of us shall provide leadership for our own work. The PLP includes the principles such as Customer Focus, Strategic Thinking and Behavior, and Harmonizes Wisdom, which are important to practice our Philosophy.
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Thoughts of the Founder,
Konosuke Matsushita
The founder, Konosuke Matsushita, placed significance to develop people and make the most of their potential. Still now, this concept functions as our base in addressing the establishment of organizations and development of company members.
“A Business Is People.”
In any kind of management, finding the right people is the first step in the development of business. Management structures and methods are very important, but it is people who give life to them. A company’s ability to contribute to society and achieve steady growth comes down to one thing: people.
“Developing People Before Products”
In Matsushita Electric, we make people along with products. An enterprise was made of people, so those people must first be trained and cultivated. Without these, an enterprise would not be successful. As the philosophy spread among the employees, it became the major driving force behind the strong development of our company.
“Human Beings Are Rough Diamonds.”
I think of human beings as rough diamonds. Rough diamonds cast light after being polished, and that light may sparkle in different ways. That is why the foundation of training or bringing out the best in people is an awareness of each person’s true nature and a consideration of how to employ them so as to make the most of their best qualities.
“Delegate Responsibility with a Watchful Eye”
It is said that “What one likes, one will learn to do well.” When assigning someone to a job, the basic rule should be to give the job to someone who wants to do it. But managers should not leave employees entirely on their own. They should offer advice and instructions as needed.
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