Building a Talent Portfolio to Execute Business Strategy
To support sustainable growth, we are building a talent portfolio aligned with our business strategy. By anticipating future business portfolio shifts and changes in the business environment, we identify the talent and skills required for future success while advancing next-generation leadership development, the acquisition of diverse talent, and the strengthening of organizational capabilities.
Through these initiatives, we are building an organization capable of driving business transformation and establishing a sustainable competitive advantage.
Developing Next-Generation Leaders to Shape the Future of Our Business
Building a Successor Pipeline Aligned with Business Strategy
To ensure the successful execution of future business strategies, we systematically develop future leaders while anticipating future strategic changes. For each key leadership position, we clarify not only current responsibilities but also the roles and accountabilities that will be required to execute future business strategies. We define the experiences, skills, and leadership attributes needed for future success and incorporate them into succession planning and talent development programs.
By integrating business strategy, talent requirements, and career development, we are building a diverse pipeline of leaders capable of driving business transformation and sustainable growth.
Cross-Company Talent Deployment Through “One Connect”
To accelerate business transformation and sustainable growth, we develop future leaders through experiences that span businesses, regions, and functions. We clarify the experiences and skills required for future leadership roles while identifying positions that provide opportunities to build those capabilities. Through company-wide discussions among senior leaders, we strategically deploy talent to roles that support future growth and business transformation.
In addition, we support continuous growth through assignments across businesses, functions, and regions, helping employees broaden their perspectives and strengthen their leadership capabilities. Through these initiatives, we are developing next-generation leaders who can drive business transformation and create new value.
Developing Global Talent
True innovation and sustainable growth require leaders with global capabilities. As a core initiative, Panasonic Connect launched the “Connect Global Leadership Program” in 2024 for participants across the Panasonic Connect Group.
The program focuses on three pillars: sustainable value creation, collaboration with diverse stakeholders, and a clear vision and sense of purpose. Participants develop adaptive leadership capabilities to navigate global change and increasingly complex challenges. In FY2026, the program expanded beyond Panasonic Connect, Blue Yonder, and Panasonic Avionics to include Zetes and overseas sales companies, nearly doubling participation compared with the previous year.
Participants engage with colleagues across countries and organizations, gaining exposure to diverse perspectives while strengthening their leadership capabilities. Through the continued development of global leaders, we will further strengthen the talent foundation that supports sustainable growth.
MBA Program Supporting Employees Aspiring to Management Leadership Roles
To help employees broaden their global perspective, leadership mindset, and practical business capabilities, Panasonic Connect offers an MBA sponsorship program. Employees who are accepted into designated universities and apply for financial support are eligible to participate in the program while continuing to work. From 2022 through 2026, a cumulative total of 10 employees have taken advantage of the program to support their career development.
Developing Solution Talent
To strengthen the talent foundation that supports mid- to long-term growth, we are developing talent with diverse areas of expertise. We offer reskilling programs for employees entering new growth areas, providing structured opportunities to build knowledge of Blue Yonder solutions, industry expertise, and role-specific professional skills.
In addition, we provide opportunities to gain global perspectives through overseas training programs and support career development tailored to the expertise of specialized professionals, including systems engineers and data scientists.
To deepen understanding of customer challenges in logistics and supply chain operations, employees participate in hands-on warehouse training that cultivates frontline perspectives and practical capabilities. We also promote the retention of learning outcomes through ongoing support provided under a tutor program.
Solution Talent Ratio
Attracting Diverse Talent
Attracting Professional Talent
To build the talent portfolio required to execute our business strategy, we position talent acquisition not simply as filling vacancies but as an investment in creating business value. Regardless of whether candidates are new graduates or mid-career hires, we place strong emphasis on attracting professionals who aspire to grow and make meaningful contributions.
For example, in new graduate recruitment, we have adopted a job-based talent management approach, enabling flexible assignment of individuals who meet the requirements of specific roles and are expected to become productive quickly. In mid-career hiring, we thoroughly design positions based on future business growth and recruit professionals capable of contributing to that growth. As a result, the proportion of highly skilled talent within mid-career hires has continued to increase.
Ratio of Highly Skilled Talent Among Mid-Career Hires
As of April 1, 2026
57%
16% Increase
（YoY）
Expanding Connections with Diverse Talent
In addition to diversity in gender and nationality, bringing together people with a wide range of knowledge and experience beyond traditional expectations enhances organizational creativity and responsiveness to business needs. To broaden our connections with diverse talent, we continue to expand recruitment channels while promoting various hiring approaches, including referral and alumni recruiting.
We will continue expanding opportunities for people with diverse backgrounds and experiences to connect with Panasonic Connect and pursue opportunities to apply and contribute.
Referral Hiring Ratio
FY 2026 Results
16.9%
1.6% Increase
（YoY）
Connect Talent Community Hub
A place where people inside and outside the company can connect and interact in a more meaningful way.
To transform encounters with people who have an interest in and affinity for Panasonic Connect into lasting relationships, we have established the “Connect Talent Community.” Through ongoing engagement with referral candidates, alumni, students, and current employees, we create opportunities to learn from one another and build connections both inside and outside the company. Through these activities, we are building a foundation that supports sustainable business growth.
Strengthening Organizational Capabilities to Support Business Growth
Optimizing Talent Deployment and Development Through Skill Visibility and Utilization
Skill-based talent management focuses not simply on “who should be assigned,” but on understanding “what skills people have and how those skills can be leveraged.” By making skills visible, we promote optimal talent deployment and development aligned with business strategy, while enabling employees to better understand their strengths and areas for growth and take ownership of their career development.
In addition, we leverage advanced tools and AI to connect talent deployment, evaluation, recruitment, development, and career growth. Through these efforts, we aim to transform our talent portfolio and support business growth. We will also continue advancing global talent management based on globally standardized skill frameworks.
Early Career Advancement and Growth Support: Journey to Leap
To respond to changes in the global competitive environment and technological advances such as AI, it is essential that every employee continuously develops their skills and grows as a professional capable of driving change.
To support employee growth, we have expanded learning and development opportunities, fostered a culture where individuals can maximize their potential, and promoted workplaces where early career advancement is the norm. In particular, through “Journey to Leap,” we aim to increase opportunities for employees to take on management roles by their 30s and accelerate their professional growth.
These growth support initiatives are available not only to younger employees but to all employees, encouraging active contribution through skill development and new challenges.
Ratio of Management Role by Age 30
