Panasonic Kusumi CEO's environmental issues, DX, human resources-Management with a view to "10 years ahead" (Part 2)

Panasonic has abolished its company system on October 1, 2021, prior to the transition to a holding company system in April 2022, and has shifted to a new business system.Along with that, Yutaka Kusumi, who became a group CEO, held a meeting.In the second part, we will introduce the contents of the DX project "PX", human resources strategies, and over 1,000 early retirement.(Click here for the first part)

What is "PX" that enhances management speed by using thorough IT?

On the other hand, about DX, "Panasonic Group is an indispensable initiative in acquiring outstanding operations, and will be transformed immediately to support by DX from each business company and raise the IT management base for the entire group.Proceed. "

The company named the DX project as "Panasonic Transformation (PX)" and promoted it as an important management strategy that is not limited to IT change."I will make use of IT to increase management speed."

Hajime Tamaki of CIO, who joined Panasonic in May, will be the PX project leader.He has a career of promoting DX in AXA Life Insurance and Fast Retailing.

"The Panasonic Group has a large number of systems introduced in the past, depending on the individual optimal for each business, and as a result, IT has not contributed to the speed of management in each business. Unfortunately, this is reality.In order to break the current situation and change it to IT that is directly linked to the growth of the group, we will use IT to change the business method and the way of working for employees.Along with Tamaki CIO, who has piled up, I myself will commit to the promotion as the owner. "

In PX, we will promote IT change, such as accelerating the transition to the cloud of information systems, and breaks out of the idea of providing work processes in IT, and according to changes in society and business environment, work processes.It is assumed to evolve.

"The purpose of the conventional IT is to provide the work process, but it is necessary to constantly evolve the process to agile and agile according to the rapidly changing social environment and business environment.There is. To that end, it is important not only to build a system, but also to transform the work into an agile way. Also, we will face data and build a data driven base that can be used for management. Through the promotion of DX.We aim to speed up management throughout the group and become a top runner in the industry. "

Regarding IT investment, the basic attitude is that Holdings supports business companies and grips firmly where governance needs to be done.

It is the first time that Panasonic's president has been so deeply mentioned in the IT strategy.

Reasons why the core business and priority business are not dared to position

The Kusumi Group CEO has a two -year deadline, and has shown that all operating companies will focus on strengthening competitiveness, but have not considered the core business or priority business.According to some reports, the fact that not creating a core business or priority business may be reduced in investment in major businesses, and that business that has not been competitive may be swung down in two years.Was also out.

The Kusumi Group CEO said, "From the standpoint of Panasonic Holdings, a holding company, there is no name, such as priority, core businesses, and re -challenges, but this may be incorrectly transmitted."I explained as follows.

"The core business and the priority business were given priority to analysts, but the motivation of the business department, which was not a priority business, was reduced, and from customers.I came to say that it would be okay to do business with a department where the focus was not made. This is a result of the intention to label. In the new business company system, the business system.Each company will think about how each company will grow, and will hone its competitiveness. Of course, some business companies will focus on which one to do or stop, but the holding company will hold it.But you don't have to say that. "

In addition, "This is the point that I was worried about. It is a judgment after considering which one to prioritize. Analysts say it is difficult to understand, but that is to be patient. Instead, instead.We would like to firmly talk with the capital market on the progress of competitiveness for each business company. "

In addition, "When the business condition was difficult, the operating profit margin was set as a cut line in front of you. However, the eyes of each business unit go there. When I looked at it, there were many situations where the profit margin this year and the profit margin three years later, and that I could not hit it. As a result, there are some parts that did not lead to growth. With a new business company system, the company does not say the uniform operating profit target of the company. What kind of perspective is different for each business company, and the perspective is set first in 10 years. As before. If you plan in a three -year cycle, you will inevitably think on an extension of the past. Tesla cannot expect the present 10 years later. I will decide what to do in three years and what to do in the past year. "

According to the Kusunumi Group CEO, "what the business company should do is to set the territory to fulfill the use of society in the future, and to thoroughly strengthen its competitiveness there. It is not enough to improve the strategy and operating skills. There are many things to do in accordance with the basic management policy, such as thorough self -responsibility management and culture reform to gather popular knowledge. This is a business company. It has been two years as a period for retaining. The competitiveness here is the power that customers can do with a good job that is as good as anyone. I am convinced that it is the value of the business to keep it useful to customers and society, and that it will lead to the growth of the business. As far as such power is, it is a business that seems to be Panasonic, regardless of the size of the business. He explains that everyone can make the basics firmly so that the business can develop slowly over the long term. "

In addition, "It is not a strengthening competitiveness to temporarily make a profit in two years. Operators must invest in their own aiming society and contribute to the environment.On the other hand, there is a situation where the industry as a whole has a structural weakness, it is difficult to overcome it, and it is difficult to overcome it, and there is no competitiveness in terms of customers, and it cannot be overcome.If you see it, you will take action quickly. In that case, it is not just the economic rationality, but the inconvenience of the customer, whether the employees will be unhappy or happy.After giving priority to, we will make a judgment. "

He also mentioned the idea of investing in a business company."In the general business company, we will thoroughly manage our business companies, but we want to establish a strategic growth theme for each business company and contribute to the strengthening competitiveness.Extracting a common theme and investing in the investment, "says," If investment to increase competitiveness exceeds the investment ability as a business company, Holdings will make a decision. Investment.The basic idea is to increase competitiveness in order to help society, and all investments will be considered while thinking about ESG. "

Actively promotion of the human resource exchange "DEI" across business

楠見グループCEOは、人財戦略についても触れた。「社会へのお役立ちを果たしていく上で、その根幹にあるのは人。社員一人ひとりである。そして、変革を進める主体も人である」とし、「グローバルで約24万人の多様な個性と能力を持つ社員がいる。一人ひとりの挑戦を、パナソニック ホールディングスとして積極的に支援していこうと考えている」と発言。社員の挑戦と活躍の機会を広げるために、事業会社化したあとも、事業を横断した人材交流を積極的に実施すること、DEI（Diversity, Equity & Inclusion）を積極的に推進し、子育てをはじめとするライフイベント中の人事評価のあり方をはじめ、DEIの推進において、制度面や運用面で不十分なところを迅速に改善する姿勢を示した。

"In an era when personal values are diversified, the challenge of each employee is diversified, and the anxiety and worries are different. I feel joy and pride in removing each hurdle and working in Panasonic.In order to get it, we will accelerate initiatives to take advantage of the diversity of employees. "

In addition, in view of the fact that the specialized skills required for each business company are different, "Despite the different specialized skills, the current reward system has not been able to respond to it.I will do so. "

In the Matsushita Electric Industrial era, in Japan, the first two -day weekly system in Japan, such as launching a two -day weekly system in Japan, looking back on the advanced measures and systems, "Unfortunately, I have learned from the company that is now in the preceding company.It is. In the business area where the Panasonic Group faces each other, it becomes an advanced company again from the perspective of taking advantage of people so that each employee who is challenging can demonstrate individuality and ability and fulfill the help of society.Aim for that. "

Early retirement 1000 Super reports "The explanation was insufficient."

He also mentions a special career design program that is said to have applied for more than 1,000 people. "We will review the content, roles, and positions of the work in the policy of dedicated to each business company. This is that all employees have to restart their career. It is connected. For those who want to cut the restart in an environment other than Panasonic, we have prepared a program that corresponds to it. Sharb is the convenience of the company, and even those who do not match it will have a firm start. That was the purpose of this program, "he said," The explanation was insufficient for Panasonic's greatly reborn, so there was a person who wanted to be active. Sometimes I chose the path of success. The Panasonic Group as a whole and the appearance of a new business company is a dream and hope that it has hope. I needed to do it. If it was a little earlier, I thought I wouldn't have misunderstood and didn't choose this program. "

Finally, Kusumi Group CEO said, "The Panasonic Group's aim for the realization of an ideal society where things and hearts are both rich. The next two years are the strength of Panasonic.Return to the "practice of management that should be" and focus on strengthening competitiveness. At the same time, each business, such as improving people's lives, developing society, and contributing to the global environment.I would like to build the foundation so that I can draw the world to change the world, and in the future, I would like to build the foundation so that I can develop and develop in the future.We will work together and work on our daily work in good faith. "