Naohiro Kato, Director, Executive Vice President and Chief Human Resources Officer, Panasonic Corporation

"The difference between companies is the difference between people." Maximizing the appeal of a team

Director, Executive Vice President and Chief Human Resources Officer, Panasonic Corporation　Naohiro Kato(Kato Naohiro)

■ Profile
After graduating from Keio University, he joined Panasonic in 1990 and has consistently worked in the human resources field.
With extensive experience in business divisions, he values ​​on-site culture and motivation while pursuing unconventional change. He has worked with many executives on organizational reform, talent management system development, compensation system reform, and site reform. He worked in Europe in 1999, and became HR manager for the Automotive Business Division in 2010. In 2013, he was responsible for launching one of the world's largest automotive battery factories as the HR executive at the North American headquarters. He became HR head for the Industry Business Division in 2017 and HR head for the Automotive Business Division in 2019, before becoming Panasonic's CHRO in April 2022.

Founded by the famous Konosuke Matsushita, Panasonic is now a part of our everyday lives. From home appliances to housing equipment, food distribution, and air conditioning, Panasonic's name can be seen in every aspect of our lives. We spoke to Naohiro Kato, Chief Human Resources Officer at the company, who is at the heart of human capital management, about the company's history and current aspirations.

I spent my time in Nagoya until I graduated from high school, then moved to Tokyo for university, despite the opposition of those around me, determined to discover what I wanted to do. I worked multiple part-time jobs to cover living expenses, where I developed connections with a variety of people. I also helped international students who came to Japan on exchange programs get set up, providing guidance at school, and providing support with daily life. At the time, there were no smartphones or PCs, and apart from part-time work, most of my time was spent studying or participating in club activities. It was a time when large Japanese companies were still thriving, and it was common for people to get a job at one of these companies after graduating from university. However, I was unsure of what I really wanted to do in the future, and felt a dilemma. So, despite being unsure of my future, I believed I would find something if I went to America, a more developed country than Japan. I traveled there for a month during my third year of university, taking the time to seriously reassess my future. I went without any plans or even booking a hotel, which presented many challenges, but the wonderful experiences I had remain with me to this day.

■The reason I joined the company was because I wanted to compete on a global level

During her travels, she felt proud to see Japanese products becoming popular around the world, and aspired to work for a company that makes global products when she returned home. She strongly felt she wanted to feel like she was making a difference to the world through her products. At the time, Panasonic was the company with the most expatriates overseas, so she decided to join the company. To be honest, she had hoped to work in overseas sales, but was assigned to the Human Resources Department. When she was younger, she didn't find HR fulfilling, and every year she requested a transfer to sales, but her request was denied. She simply wanted to work overseas, so she decided to go overseas. The local staff were all bright and had a positive attitude, and she remembers enjoying her daily work. Her experience of working with people in a different culture led her to change her perspective on the HR profession.

■The job of human resources is to "bring out people's potential"

The job of human resources is not just about recruitment and evaluation, but also about "maximizing people's potential" through management and human resource development. At Panasonic, we respect the strengths of each individual while focusing on how to increase the appeal of the team as a whole. I think our strength lies in the fact that this lives on in both our culture and our corporate philosophy. I believe that "the difference between companies is the difference between people." There is no such thing as a company; every company is created entirely by the people who gather there. Of course, there are production facilities and products, but if you trace them back to their origins, even these are created by people. Ultimately, it is people's wisdom and ingenuity that create value. The importance of "developing people" has been passed down as the corporate philosophy of founder Konosuke Matsushita, and I believe that spirit continues to live on in our culture.

■ To bring out their potential, "don't intimidate them"

Individuals have the ability to draw out different ranges of talent depending on the situation. Teams must consider how to maximize this potential through management. I believe the job of human resources is to create an environment that maximizes people's potential. According to Professor John P. Kotter, a Harvard University researcher of leadership theory, humans have two channels: the "survival channel" and the "thriving channel." The survival channel is activated when faced with fear or anxiety, resulting in a rapid focus on dealing with the situation and blocking other thoughts. It also activates in times of life-threatening crisis, and is said to be a major factor in saving humanity from extinction. Meanwhile, the thriving channel is linked to creativity and a spirit of challenge, becoming a source of ideas. However, if the survival channel is strong, the thriving channel will not function. Of course, it is the latter we want to bring out. To achieve this, it is important to manage employees to minimize psychological fears, such as excessive pressure from superiors or anxiety about the future. At the same time, it is also important to draw out each individual's thriving channel and reward them appropriately when they achieve results. This means that so-called rewards and evaluations can help bring out the best in individuals, and we are working hard to create such systems.

■Recruitment that emphasizes Will, EQ, and Integrity

We want to work with people who have three qualities: Will, EQ (emotional intelligence), and Integrity. "What you want to do (Will)" is the starting point for solving social issues, customer problems, etc. However, even if you have something you want to do, it is difficult to carry it out alone. For this reason, the ability to communicate with others (EQ) is important in order to maximize the output of a team. We also need people who can act "for others." As you advance in your career, you can sometimes be blinded by self-interest. However, we want to welcome people who are aware of this and have a "just cause" and can act for others (Integrity).

■Message to university students

During your student days, you may have a variety of worries, such as interpersonal relationships and anxiety about the future. In times like these, I urge you to go and listen to the person, even if you don't feel comfortable doing so. People tend to open up when they are listened to. As a result, by having a conversation, you will naturally feel lighter. University is an incredibly valuable time when you can decide how to use your time. I urge you to face head-on the essential questions of "Who am I?" and "What do I want to do?" Above all, it is important to take action. Doors won't open unless you take action. I believe that work can be fun if you can utilize your strengths and interests. I hope you will use this time to discover these things.

Student Newspaper Online, June 16, 2025, Interview by Kensei Tokuhara, 1st year student at Information Management and Innovation Professional University

Yuki Shiraishi, 1st year student at Information Management and Innovation University / Kensei Tokuhara, 1st year student at Information Management and Innovation University
Yudai Suzuki, second-year student at Gakushuin University; Aoi Watanabe, first-year student at Hosei University; Rurika Abe, second-year student at Showa Women's University
Mitomo Maruyama, a third-year student at International Christian University