Giving Employees a Global Perspective

A Greater Role in Product Planning for International Employees

Global operations at Panasonic for home appliances like refrigerators and washing machines are expanding an increasing speed. But meeting different user needs linked to life styles and cultures of the various regions of the world poses a challenge. Success requires gaining a through understanding of these differences to supply products that reflect regional characteristics.

The Beijing-based China Lifestyle Research Center was established by Panasonic Corporation of China in 2005. The center has a staff of eight Chinese researchers who visit about 300 households in all areas of the country each year. This survey aims gain a detailed understanding of consumers' lifestyles and their needs involving major appliances. We use this information in conjunction with the market knowledge of the center's local staff to create products that precisely match the Chinese market. Combining the input from market surveys with Panasonic's advanced technologies has yielded a number of highly successful products in China. One is the Washing Machine with AG (silver) Hygiene Active System, which sterilizes clothes while doing a wash. Another is a slim refrigerator with a slender profile to fit in smaller kitchens with no sacrifice in storage volume.

A local employee conducting a survey on need in the household in China(refrigerator)

A local employee conducting a survey on need in the household in China(washing machine)

Framework and Global Activities for Training Manufacturing Professionals

Opening ceremony of the Institute of Manufacturing(Vietnam)

Panasonic has operated internal schools in Japan for about five decades that train individuals to become leaders in the field of manufacturing technology. Due to the shift of manufacturing activity to other countries and more prominent role of factories outside of Japan, there is an increasing need to develop personnel to be production leaders at our companies in other countries too. To conduct training in China, the Manufacturing Technical College(China) was established in the city of Hangzhou, in Zhejiang Province, in April 2009. The aim is to accelerate the localization of operations in this country by increasing the number of local managers. In Vietnam, we established the Institute of Manufacturing(Vietnam). Located in Hanoi, the college trains leaders and sub-leaders who can take responsibility for operating and improving Panasonic factories. Both of these learning facilities take advantage of knowledge gained from Panasonic's schools in Japan. The curriculum is tailored to target education levels and is designed to develop employees into well-rounded leaders with skills in management, manufacturing technology and driving innovation.

Accelerating the Expansion of Global Training Programs

Japanse and non-Japanese participants at an executive training seminar

"People are the foundation of business. Develop people before making products." This is the philosophy that underlies our efforts to boost global human resource development through a systematic series of programs that include on the job training as well as special training programs off the job.
Panasonic employees worldwide have access to a diverse range of training programs. Leadership and management training gives individuals the skills to assume management and senior management positions. Other programs include management philosophy and a number of courses for core business activities like product development, manufacturing and sales. Of course, classes cover a variety of technologies and specialized skills, too. With this carefully structured training program, we can equip employees with the knowledge needed to function effectively in positions extending from entry-level positions to senior executives. We want all group employees to have the opportunity to upgrade skills during their careers at Panasonic and realize their full potential over the mid- to long-term.

Employees at Panasonic companies outside Japan can also benefit from many educational programs. For example, we hold Senior Executive Management Seminars (SMS) and Executive Management Seminars (EMS) to train individuals to become senior executives at group companies outside Japan. Employees at sales companies overseas attend GP3 Marketing Seminars, which cover the Panasonic management philosophy and sales policies as well as marketing techniques. Our Management of Technology (MOT) program is structured to develop technology leaders who can help accomplish business goals from a management perspective. These are just some of the training programs that Panasonic runs to enhance staff development by giving employees anywhere in the world the chance to refine skills in many fields.

Furthermore, we have been working to create an organization that enables people from different countries, cultures and languages to mix together and enrich each other. As part of this effort, since 2008 we have developed and established the Working in Japan program, which provides long- and short-term assignments and training opportunities in Japan, with the aim of enhancing the training of leaders in product development, manufacturing and sales, and facilitating the placement of personnel in management positions.

In addition to this group-wide education, we also implement a number of training programs tailored for the needs and staff development requirements in each business field. We also carry out training at all our Human Resouce Development Center around the world.

These human resource development efforts provide the personal growth that is inextricably linked with organizational growth. Repeating this development cycle steadily will result in self-fulfillment for each employee as well as improved results for the company.

[Ratio of local employees occupying CEO roles in group companies outside Japan]

Recruiting People for Success on a Global Stage

Panasonic seeks people who can take on global challenges. We want individuals with the traits required to succeed: strong motivation along with a global perspective; specialized skills and other outstanding strengths; and the perseverance to stick with a project to its conclusion. Panasonic welcomes these kinds of people anywhere in the world regardless of their age, gender, race and nationality.

Our recruiting process places the highest priority on respecting the basic human rights of each applicant. Final decisions are based on an individual's skills and suitability for the job. All departments associated with recruiting have training programs to be certain that hiring practices are fair throughout the Panasonic organization. We hold corporate recruiting conferences as one more way to thoroughly prevent discrimination when processing application forms, conducting interviews and performing other steps of the selection process.

Skill Evaluations to Speed Global Skill Refinement and Switch Activities

To achieve the stronger and more dynamic frontline in the workplace that will enable us to be a global leader in each business domain, we are creating a work environment in which individuality is valued and employees can exercise their skills to the fullest extent. The Skills Evaluation System, introduced in April 2006, firstly uncovers existing skills objectively and quantitatively, and then actively supports employees in finding vigorous and exciting challenges in their work through effective communication with senior staff.

This skill evaluation system creates a true merit-based human resources framework that completely eliminates the old approach that was based on an employee's age and seniority. Using this system provides the groundwork for making Panasonic a lean and swift customer-driven organization where people of diverse backgrounds find active enjoyment in their jobs.

[Overview of personnel system after the introduction of the Skill Evaluation System]

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