casinoonlinejapan

Panasonic Holdings Corporation Panasonic Holdings Corporation About Panasonic Group Group CEO's Message Business Philosophy 1. The Mission of the Enterprise 2. The Mission of the Panasonic Group, and What We Must Do Now 3. The Basic Management Objective 4. The Company Creed and the Seven Principles 5. The Basic Business Philosophy of the Panasonic Group 6. Practicing the Basic Business Philosophy 7. The Customer Comes First 8. Autonomous Responsible Management 9. Participative Management through Collective Wisdom 10. Developing People and Making the Most of Their Potential Panasonic Leadership Principles Code of Ethics & Compliance About the Panasonic Group Code of Ethics & Compliance Chapter 1 Chapter 2 Chapter3 Chapter 4 Chapter 5 Procurement For Suppliers Green Procurement Clean Procurement Declaration Strategic Partnerships Intellectual Property Panasonic IP Innovation Project Brand Protection Human Resources and Organizations Corporate Information Group Companies Products and Solutions Consumer Business Products and Solutions What Panasonic delivers Experience Sponsorships History Corporate History The Founder, Konosuke Matsushita Words of Wisdom Panasonic Museum News Investor Relations Financial Announcements Presentation Related Release Library IR Summary Integrated Report Annual Securities Report, etc. Corporate Governance Calendar Shareholders' Meeting Stock and Corporate Bonds Stock Price / Ratings / Corporate Bonds Dividends FAQ / Contacts Brand Live Your Best Five Principles Regarding Brand Names Panasonic Brand Identity Brand History Technology R&D Outlook R&D Activities Innovators R&D Organization History of Technology List of Conference Presentations 2023 2022 2021 2020 2019 2018 Design Sustainability Our Approach The Promotion of Sustainability Management Initiatives for SDGs External Recognition History Corporate Citizenship Activities Initiatives for SDGs Diversity, Equity & Inclusion What is Diversity, Equity & Inclusion (DEI) ? Panasonic Group Diversity, Equity & Inclusion (DEI) Policy DEI and Employees’ Well-being Top Management Commitment Creating an Inclusive Work Environment Support for Every Individual: Diverse Work Styles and Work-Life Balance People with Disabilities Employing Workers Post Retirement LGBTQ Gender Equity Global Initiatives Panasonic Group's DEI in Data Panasonic Group DEI News Employee Journey History of Diversity Promotion Awards Environment Policy Mid-term to Long-term Environmental Vision Governance Response to TCFD Products and Factories Global Warming Adaptation Reducing CO2 Emissions in Factories Green Logistics Resources Biodiversity Water Resource Chemical Substance Global Activities Supply Chain Human Resource Development Communication Social Governance Download Data Book Report Archive Content Index Careers Products and Solutions About Panasonic Group News Investor Relations Brand Technology Design Sustainability Careers Products and Solutions Sustainability Our Approach Corporate Citizenship Activities Initiatives for SDGs Diversity, Equity & Inclusion Environment Social Governance Download Data Book What is Diversity, Equity & Inclusion (DEI) ? Panasonic Group Diversity, Equity & Inclusion (DEI) Policy DEI and Employees’ Well-being Top Management Commitment Creating an Inclusive Work Environment Support for Every Individual: Diverse Work Styles and Work-Life Balance People with Disabilities Employing Workers Post Retirement LGBTQ Gender Equity Global Initiatives Panasonic Group's DEI in Data Panasonic Group DEI News Employee Journey History of Diversity Promotion Awards Report on the First Meeting of the Group DEI Promotion Council The Group DEI Promotion Council is a forum for Panasonic colleagues to share a common understanding of DEI issues that are hindering the management from enabling each employee to reach their full potential, and to engage in ongoing dialogue on Group-wide DEI initiatives. A total of 27 people participated online in the first Group DEI Promotion Council meeting, held in February 2022, including seven CEOs from operating companies, the CEOs of Panasonic Holdings and Panasonic Operational Excellence, and 18 employees from diverse backgrounds who are committed to DEI promotion. The participants were able to gain a variety of new insights as they shared their perspectives on real issues on the frontlines of DEI issues. They also engaged in dialogue about future actions. All information and persons is accurate to the time of the events. Themes of dialogue Message from Yuki Kusumi, CEO Dialogue in teams Post-dialogue observations and feedback Themes of dialogue Dialogue was held under the theme of building a culture of psychological safety at work, with the following goals. Show employees examples of interactions in psychologically safe spaces, and promote understanding of the need for psychological safety in the workplace. Show employees examples of interactions in psychologically safe spaces, and promote understanding of the need for psychological safety in the workplace. Create opportunities for employees to be aware of the perspectives of the organizational head of the operating company in which they work, and encourage them to perceive taking DEI actions at work as something which is relevant to them. Create opportunities for employees to be aware of the perspectives of the organizational head of the operating company in which they work, and encourage them to perceive taking DEI actions at work as something which is relevant to them. Ultimately, contribute to the promotion of DEI efforts in each operating company. Ultimately, contribute to the promotion of DEI efforts in each operating company. Message from Yuki Kusumi, CEO The council kicked off with a message from Yuki Kusumi, CEO of Panasonic Holdings Corporation. His message was as follows. “Why do I see DEI as an important strategic element? There are two reasons: One is the diversity perspective. The Panasonic Group's customers are becoming more diverse, and their needs are also diversifying.” “To understand this as an organization, it is vitally important to bring together a diverse group of people and to allow them to express their individuality.” “Another is the importance of inclusion and equity. Inclusion is a state in which everyone is welcomed into the organization and feels psychologically comfortable to participate in discussions and decision-making processes within the organization. Equity is a state in which every individual's characteristics and the different needs that stem from those characteristics are recognized by the company and the organization, and opportunities are guaranteed for every individual to grow, challenge themselves, and demonstrate their full potential.” “Therefore, taking DEI actions is the top priority for the practice of participative management through collective wisdom. The prerequisite for this is psychological safety. Today's Group DEI Promotion Council itself is a venue for participants to take the initiative in saying what needs to be said.” “I hope that organizational leaders will take this opportunity to listen actively to the speakers to obtain a real picture of DEI issues in the workplaces, which they do not usually have a chance to hear about. The employees participating in today's meeting are playing the role of teachers. I want the leaders to be reminded of how little management understands the problems employees face at their places of work. I hope that the discussions can be developed based on comments from employees to determine the actions to be taken at each operating company, as well as the Group as a whole.” Dialogue in teams Employees from diverse backgrounds (foreign nationals, mid-career employees, women, employees with disabilities, etc.) with thoughts on promoting DEI and managers were divided into 3 small groups to have a discussion. The participating members discussed current workplace issues related to psychological safety and the actions that need to be taken, based on their own experiences to date. The following are some of the issues that came up. Some employees have felt barriers to communication because they do not understand the company's unique terminology. Different opinions, cultures, and customs are sometimes not accepted in the organization. Without feedback from superiors, some employees tend to give up and think it is pointless to say or suggest anything. Positive self-disclosure and polite communication would be helpful. Everyone makes mistakes. It is important to acknowledge mistakes and try to correct them each time. Managers and general managers themselves need to feel comfortable saying what they need to say and have a high level of psychological safety. It is necessary to recognize and respect the characteristics, skills, and experience of every individual, regardless of whether or not they have a disability. Post-dialogue observations and feedback Through this dialogue, the CEOs of each operating company were able to gain a variety of insights from the real issues at their workplaces and from the frank opinions of their employees. Employees who participated in the program gave mixed feedback, with some saying they appreciated the opportunity to exchange opinions with management and others saying it was indigestible due to time constraints. We will hold the second and third meetings in FY2023 to further discuss the issues and take action. *Definition of terms used on this section: - Fiscal year: from April 1 to March 31 of the following year (e.g. Fiscal 2021: April 1, 2020 to March 31, 2021) Operating company CEOs Operating company CEOs "It was great to hear such wonderful opinions from such a diverse group of people." "I would like to create an environment where those who raise issues are appreciated and supported by others." "I felt that ensuring the psychological safety of middle management is an important issue." "I would like to identify each person's problems and take steps to solve them." Feedback from employees Feedback from employees It was good to be able to exchange opinions with the top management. However, due to the limited time, we were not able to fully discuss the issues, and I felt a little uncertain about whether or not we were able to get our message across to them. It is a great hope that the management took our voices seriously and boldly declared that the company should make improvements. I hope that this kind of dialogue can also be expanded to operating companies and workplaces. Related information: Report on the Sixth Meeting of the Group DEI Promotion Council - Diversity, Equity & Inclusion Report on the Fifth Meeting of the Group DEI Promotion Council - Diversity, Equity & Inclusion Report on the Fourth Meeting of the Group DEI Promotion Council - Diversity, Equity & Inclusion Report on the Third Meeting of the Group DEI Promotion Council - Diversity, Equity & Inclusion Report on the Second Meeting of the Group DEI Promotion Council - Diversity, Equity & Inclusion Back to Top Management Commitment Diversity, Equity & Inclusion What is Diversity, Equity & Inclusion (DEI) ? Panasonic Group Diversity, Equity & Inclusion (DEI) Policy DEI and Employees’ Well-being Top Management Commitment Creating an Inclusive Work Environment Support for Every Individual: Diverse Work Styles and Work-Life Balance Support for Every Individual: People with Disabilities Support for Every Individual: Employing Workers Post Retirement Support for Every Individual: LGBTQ Support for Every Individual: Gender Equity Global Initiatives Panasonic Group's DEI in Data Panasonic Group DEI News Employee Journey History of Diversity Promotion Awards Home Sustainability Diversity, Equity & Inclusion Top Management Commitment Report on the First Meeting of the Group DEI Promotion Council Facebook YouTube  X  LinkedIn Instagram Support Site Map Terms of Use Social Media Terms of Use Web Accessibility Policy Social Media Policy Privacy Policy COOKIE Policy Area/Country Panasonic Holdings CorporationCopyright © Panasonic Holdings Corporation