Innovation doesn’t happen without trust – and trust starts with psychological safety. When employees feel free to speak up, ask questions and be their authentic selves, teams thrive and ideas flourish. Through supportive leadership, intentional practices and open dialogue, we’re building a culture at Panasonic where belonging fuels bold thinking.
Andrew Currey leads as the Director of HR Strategy and Employee Experience at Panasonic North America (PNA); while also serving as co-executive sponsor of PRISM at PNA, our LGBTQ+ Business Impact Group (BIG) open to all employees. Jorge Bautista, an HR Strategy & Culture Specialist at Panasonic Energy Corporation of North America (PECNA), co-chairsPRISM at PECNA. We sat down with both leaders to explore why creating safe spaces at work are foundational for both employees and the organization.
Andrew Currey, Director of HR Strategy and Employee Experience, PNA
The term “psychological safety” was first coined by clinical psychologist Carl Rogers in the 1950s. Since then, it’s been a central pillar in establishing conditions that minimize an individual’s fear of negative consequences to self-image, status or career. At Panasonic, this feeling of safety is cultivated through open communication, inclusivity and strong organizational values.
Currey emphasizes Panasonic’s commitment to psychological safety, rooted in its core values and demonstrated by leadership at all levels. He points to Panasonic’s Seven Principles, such as fairness, honesty and cooperation as key drivers in fostering this safe space. “I have always felt comfortable to share my point of view and be accepted for who I am,” he explains. For Bautista, psychological safety comes to life through PECNA’s open-door policy and a strong culture of active listening within teams. “This culture encourages everyone to speak up, knowing that their perspective is valued and respected,” he shares.
Active Listening
At the heart of a psychologically safe workplace is the ability to truly listen — and to feel heard. Across teams, it shows up as a commitment to curiosity, empathy and trust building. Another way active listening shows up is through the annual Employee Opinion Survey, which is not just a tool for collecting feedback, but a commitment to turning that feedback into meaningful change. “By carefully reviewing the survey results and involving teams in creating action plans based on the feedback, we are able to address key concerns and improve our workplace environment,” says Bautista.
Contributing to a Safe Environment
From BIG events to employee-led groups, team members are shaping spaces rooted in acceptance and respect for everyone. “Panasonic Energy has created an environment where employees feel safe to be their authentic selves through initiatives such asLife at Panasonic Energy and our learning center,” shares Bautista. Currey highlights the importance of listening and taking action toward measurable progress, explaining, “It matters to me that Panasonic is interested in understanding how the workforce is experiencing the organization and actively working to improve the employee experience.” His leadership in launching Self-ID options in Workday, crafting a welcoming benefits guide and contributing to Panasonic’s Corporate Equality Index submission helped earn Panasonic a spot on the Human Rights Campaign’s Equality 100 listfor the second year running – a reflection of ongoing work to ensure every employee feels seen, respected and valued.
Prioritizing Inclusivity and Well-Being
Organizations with supportive cultures are 3.5 times more likely to achieve higher employee retention rates, according toDeloitte. This finding demonstrates that prioritizing employee wellbeing and supportive practices not only enhance workplace culture but significantly boost employee retention. “By intentionally prioritizing these as business imperatives, Panasonic continues to be a Great Place To Work, where we attract and retain top talent,” Currey notes. At Panasonic Energy, this mindset comes to life through the company’s High-Performance Culture (HPC) Behaviors – a set of shared values that emphasize curiosity, respectful courage and a serving mindset. “By embodying these behaviors, we create a supportive and dynamic environment where employees feel empowered to be their true selves and contribute their best work,” shares Bautista. From assuming positive intent to building trust through empathy and accountability, these practices help fuel a culture where people can do their best work – together.
Driving both individual and collective success starts with a commitment to creating an environment where everyone can thrive. While it may sound simple, fostering this kind of culture takes intentional effort, and it’s something we can’t do alone. However, when we show up with compassion and prioritize psychological safety, everyone benefits.
