Develop & Appoint Transformational Leaders
“Develop & Appoint Transformational Leaders” is one of the Panasonic Group’s major transformative actions in human capital management alongside the other four key elements: Organization Culture Transformation, Human Resource Portfolio Transformation, Transformation in HR Function (Utilization of AI), and Promotion of Diversity, Equity & Inclusion (DEI). We are committed to continuously developing leaders who can drive transformation through high-quality decision-making informed by diverse perspectives.
Better Decision-Making Through the Power of Transformational Leaders
Achieving our vision of an ideal society with affluence both in matter and mind, through sustainable business growth, requires high-quality decision-making. To this end, developing and appointing a diverse pipeline of transformational leaders is essential. At Panasonic Group, in addition to the leadership behaviors outlined in the Panasonic Leadership Principles (11 principles) that support the implementation of our Basic Business Philosophy, we place particular emphasis on the following attributes for executive leadership:
- Experience: business management, management of operations outside Japan, and business creation
- Knowledge and Skills: decision-making, judgment, and the ability to formulate and execute strategy
Furthermore, to assess and develop the behavioral characteristics that are critical for driving transformation from multiple perspectives, we utilize the Panasonic Triangle Potential Model*.
*Panasonic Triangle Potential Model: A proprietary model developed by the Panasonic Group to identify individuals with high potential for transformational leadership behaviors, emphasizing the ability to UNLOCK and "develop people."
In our Developing and Appointing Transformational Leaders initiative, we have established diversity within each company’s management team, including the representation of women, non-Japanese citizens, and mid-career hires, as a key performance indicator for achieving high-quality decision-making in management.
While there is no difference in capability based on gender, the proportion of women in management positions within our Group in the Japan region remains lower than desired. We regard this as a representative challenge in advancing Diversity, Equity & Inclusion (DEI), where differences are recognized as strengths and leveraged to create new value. Accordingly, the ratio of female managers in Japan has also been designated as a key performance indicator. We also place strong emphasis on the appointment of younger leaders. To support the development and advancement of the next generation of management talent, we have established the proportion of business leaders appointed in their 40s as a key performance indicator (excluding the US region).
Note 1: The KPIs mentioned above are set and monitored by Panasonic Holdings Corporation. Other operating companies will conduct equivalent monitoring (excluding the US region).
Note 2: In fiscal 2026, we continued to promote the development of a strong management team led by transformational leaders. In April 2026, we welcomed Ken Sain, CEO of the Panasonic Connect Group, as an Executive Officer and Business CEO of PHD, and the PHD management team (Executive Officer structure) now comprises a total of 20 members, including 9 mid-career hires, 4 women, and 2 non-Japanese members, with a diversity ratio of 55% (excluding overlaps). We will continue to maintain a diversity ratio of 50% or higher and further strengthen the management team.
Ensuring High-Quality Decision-Making
Development of Successors Shaping the Future of the Panasonic Group
Meanwhile, in an increasingly uncertain business environment, it is more important than ever to have leaders who can boldly envision an ideal future, leverage diverse perspectives for high-quality decision-making, and drive transformation. To continuously develop such leaders, we are advancing the definition of human resource requirements for all critical Groupwide positions along with their succession plans, as well as the identification, development, and monitoring of successors from a medium- to long-term perspective.
To clarify the talent requirements for key positions and to support the systematic development and deployment of next-generation leaders, we have established a Talent Management Committee. Through this framework, we identify, develop, and monitor successors from short-, medium-, and long-term perspectives.
In identifying and developing successors, candidates are assessed along two dimensions: “Performance” and “Value (the degree of leadership behavior aligned with the Panasonic Leadership Principles (PLP).” By visualizing these assessments within a 9-block framework, we gain a comprehensive view of our talent portfolio.
Within Panasonic Group, management positions are organized into the following two leadership tracks. To support the development of successors for these positions, we have established dedicated succession management platforms and are advancing related initiatives accordingly.
- Top Executive Leadership: Presidents of operating companies and Executive Officers of Panasonic Holdings Corporation
- Business Leadership: Executive Officers of operating companies
For the development of successors to Top Executive Leadership positions, candidates are mapped according to their readiness level as those who are ready for immediate appointment, ready within five years, or ready within ten years. Based on this assessment, development plans are established for a total of 20 key positions. In addition, we are accelerating the development of next-generation leaders through initiatives such as:
- Systematically assigning challenging roles and responsibilities (tough assignments) to cultivate a management perspective
- Providing practical learning opportunities through dialogue with senior executives and onboarding support
- Implementing comprehensive succession development programs, including selective leadership training, to identify high-potential executive candidates at an early stage
- Delivering global executive development programs in collaboration with regional organizations
Recruitment and Development of Female Leaders
(Japan region)
There are no inequalities due to gender or gender identity in the Panasonic Group’s compensation system. However, promotion of female employees to management teams and managerial positions is lagging behind men. The Panasonic Group is working to acquire and develop female leaders by strengthening recruitment, offering more flexible work options, and supporting individual career development— so that the insights of diverse employees can be harnessed to create innovative products and services for the future. (Learn more about the DEI initiatives in our Group)
Example of Our Initiatives:
Monitoring Successor Development based on the PLP Assessment
Development of Successors Shaping the Future of the Panasonic Group
At Panasonic Group, we conduct the PLP Assessment, a 360-degree assessment, for current presidents of operating companies as well as directors and Executive Officers of Panasonic Holdings and selected operating companies.
The assessment evaluates the extent to which leaders demonstrate the leadership behaviors defined in the Panasonic Leadership Principles (PLP), the behavioral guidelines that support the implementation of our Basic Business Philosophy. Assessments are conducted by supervisors, peers, and direct reports, enabling participants to gain insight into how their day-to-day behaviors are perceived by those around them. This process provides an opportunity for leaders to reflect on their leadership practices and identify areas for growth and development.
In addition, as part of our efforts to develop the next generation of Top Executive Leadership, individuals identified as being ready for immediate appointment, ready within five years, or ready within ten years are included in the assessment process.
The FY 2025 PLP Assessment revealed that both current executives and next-generation leadership candidates demonstrated particular strengths in “Builds Trust” and “Ownership.” At the same time, the results indicated further opportunities for development in “Best Work Processes” and “Welcomes Uniqueness and Differences.”
Based on these findings, our executive leadership development process places a strong focus on strengthening capabilities in these areas.
Please visit Human Capital Management Data of the Panasonic Group for information on our key initiatives, including human resources and work styles.