Employee Well-being

Panasonic Group is committed to realizing happiness and job
satisfaction by creating a work environment where every Employee*
can work in a safe, secure, and healthy state with their individuality
respected and eliminating the risk of infringement on their rights andPolicyopportunities through unfair treatment, discrimination, or prejudice. As

Responsible Executive andFrameworkand motivating the precious “people” society entrusts to us is the

Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment

expressed in the words of our founder, “A business is people,” nurturingfoundation of our management. To this end, we envision being “the bestplace to work where diverse talents work at their best,” regardless ofgender, age, nationality, or any other differences.
Within this section, the following list of stakeholders are collectively
referred to as “Employees”: (1) all regular and contracted employees
having employment relationships with any Panasonic Group company: (2)all temporary staff and seconded employees working under the control
and supervision of any Panasonic Group company; and (3) all board
directors, executive officers, executive counselors, fellows, corporate
auditors, supervisory board, and corporate advisors or equivalent person
appointed by any Panasonic Group company. It also includes employeesof key companies subject to some Group HR and other systems.

Work together by giving fullplay to all individuality

PolicyHR Strategies in Investment
Areas

management, which regards human resources as vital capital. We

Since its founding, the Group has valued the concept of human capitalcall the approach “autonomous responsible management,” which
consists of “employee entrepreneurship,” which has individuals takeon challenges based on their personal sense of responsibility, andContacts for Whistleblowing
and Seeking Consultation“participative management through collective wisdom,” which asks

Human Resources Data

We implement this Basic Management Philosophy throughout thepeople to share their wisdom by telling others what needs to be said.
Group to improve the competitiveness of our Operating Companies,
helping us realize our Group’s purpose of “building an ideal society withboth material affluence and mental happiness.”
We have established the “Panasonic Leadership Principles (PLP)” (seebelow) as a code of conduct for our members to further implement the
Basic Management Philosophy, and through concrete action, we create
higher added value for society. The four key elements that enhance thisadded value are “capability (ability development at each level),” “employee

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80

Employee Well-being

engagement (a willingness to take on challenges),” “employee enablement (an environment where
employees can best leverage their abilities and work comfortably),” and “diverse human resources.”
The source of these elements is “employee well-being,” a state in which every individual is healthy
in mind and body and feels happy and fulfilled through challenging opportunities. This concept is

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment

the starting point for our “autonomous responsible management.” Realizing employee well-being is
an aim of our Groupwide HR strategy, through which we create added value and work under thethree pillars of ensuring that our members can work “in a safe, secure and healthy state,” “witha sense of fulfillment,” and “together by giving full play to all individuality.” We monitor our added
value using productivity indicators based on financial indicators.
Panasonic Group’s
aspiration

Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

The executives responsible for creating and promoting the Panasonic Holdings Corporation(PHD) and Groupwide HR strategy are the Group Chief Human Resources Officer (Group CHRO)
and the executive officers in charge of DEI promotion. The PHD Strategic Human Resources
Department is responsible for planning and formulating strategies across the Group. At the sametime, the HR departments at the Operating Companies and their affiliated divisions have thesame responsibilities at the organizational level and manage day-to-day operations.
Under the holding company structure, effective April 2022, each Operating Company mustbuild an optimal business structure for the industry, customers, and competitors it faces under

An ideal society with both material affluence and mental happinessthorough compliance with the concept of autonomous responsible management. Accordingly,
each Operating Company is responsible for optimizing the planning and execution of humanGroupwide
management strategy:
Implementation of
Basic Business Philosophy

Autonomous responsible management

resource strategies, including acquiring human resources, compensation and evaluation

Employeeentrepreneurship

Participative management
through collective wisdom

Sense of autonomous responsibility

Culture of open discussion

Individuals taking up challenges

Workplace culture of collective wisdom

systems to improve performance, organizational development to support business strategies,
and promoting human resource development. Meanwhile, PHD is responsible for supporting
the Operating Companies from the perspective of the Group’s common HR strategy andgovernance. Panasonic Operational Excellence Corporation also assists the Operating
Companies by providing instruction and support on implementing the Group’s HR strategy.

Four Main Elements

Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas

Responsible Executive and Framework

Increase value through the application of PLP (Guideline of conduct required of employees
for the implementation of the Basic Business Philosophy)
Capability
Job-rank-based skills
and experiences

Group-wide humanresources strategy:
Employees’ Well-being

Employeeengagement（EOS）

Employeeenablement（EOS）

Diverse humanresources（Diversity）

A state in which each and every employee is in good health, both mentally and physically,and feels happy and fulfilled in their work through opportunities to take on new challenges

Work with a sense of fulfillment

Work together by giving full play to all individuality

Work in a safe, secure, and healthy state

Operating companies
Planning and implementing HR strategies
to create a company that can win in each
respective industry
Panasonic Holdings Corporation (PHD)

Panasonic Operational Excellence Co., Ltd. (PEX)

Maximizing the Group’s corporate value

Contributing to enhancing business competitivenessthrough operational efficiency and sophistication

Development of Group HR strategy/Governance

The first pillar, “work in a safe, secure and healthy state”, literally means to promote a safe,
secure, and healthy workplace. The second pillar, “work with a sense of fulfillment”, means
to encourage employees’ self-motivated endeavors and support their self-determined careerformation. To encourage each individual to take on challenges through work, we will promote
the exchange of human resources among the Group’s operating companies through open
recruitment. In addition, to create opportunities for individual self-realization, along with various
skill development programs, we are expanding options of time and place to work including

Early adoption of Group HR strategy/Support for adoption in
operating companies

Key Groupwide Indicators
To realize the “employee well-being” defined above, the Group has established key indicators linked
to the three associated pillars. Specifically, these indicators are employee engagement, employee
enablement, the ratio of female managers (in Japan), and the number of occupational accidents.

moonlighting for other companies. The third pillar, to work “together by giving full play to all

The employee engagement and employee enablement indicators represent the affirmative

individuality”, means promotion of Diversity, Equity & Inclusion (DEI). This promotion is based on

response rate (%) as measured in the Employee Opinion Survey (“EOS”). The EOS is an annual

Panasonic Group DEI Policy with three perspectives (top management commitment, creation ofsurvey of all global employees (approximately 150,000 respondents in fiscal 2023) that serves

an inclusive work environment, and support for every individual).

as a benchmark for measuring employee perceptions. The survey results have been trending

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Employee Well-being

upward yearly, with employee engagement at
employee enablement at 65% (64% in the previousyear) *. We will continue our efforts toward

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

employee engagement
employee enablement

(%)
70

66

ensuring those three pillars, aiming to achieve thehighest global standard.

65

64

63

63

65

64

60

will continue to promote DEI and aim to ensure
diversity in the management ranks by promoting

67

66

63

Furthermore, the ratio of female managers (inJapan) was 6.1% (5.4% in the previous year). We

55

58

57

59

more women to management positions.
The occupational accident figures included noaccidents causing death Groupwide, continuing

Panasonic Leadership Principles

the Employee Opinion Survey

67% in fiscal 2023 (66% in the previous year) and

50

2018

2019

2020

2021

2022

2023 (FY)As individuals brought together by the Panasonic Group, regardless of whether or not we are managers
responsible for a team, each of us shall provide leadership and contribute to efforts to use the collective
wisdom of all individuals toward the realization of an ideal society with richness both in matter and mind.
To this end, we will continuously review and improve the Panasonic Leadership Principles that serve as
our guidance for acting accordingly every day throughout the Panasonic Group.

PLP
CustomerFocus

We shall always think from a customer’s perspective.
In order to keep customers happy, we will deeply understand the potential problems that they have yet to
identify, look ahead to their ideal future, and continue to take actions that far exceed their expectations.

Drives Vision

Without being bound by the status quo, we shall boldly envision our ideal future beyond the imagination ofothers around us.
Even if it seems difficult, we will never give up and work toward the achievement of an ideal future while
exploring all the possibilities.

Builds Trust

With the awareness that we are members of society, we will gain trust by acting in good faith without arrogance.
We shall not neglect even the smallest details and always do what is right for society in mind.
Moreover, we will humbly learn from all affiliates, cooperate with them, and enhance each other throughrespectful dialogue, aiming to achieve social progress.

Strategic
Thinking and
Behavior

We shall detect signs of change without being preoccupied with the matters at hand, thereby seeing the big
picture of society and thinking flexibly.
We will not make rash decisions or take a short sighted approach such as thinking about actions to be taken
based on the status quo, and will always promote and practice mid to long term thinking.
We will open up new business opportunities by always taking interest in social and technological progress andby evaluating and honing our skills, which will serve as our strengths in an endeavor to keep ahead of changes.

Best Work
Processes

Without being satisfied with the status quo, we shall promote the visible measurement of productivity in all
situations, thoroughly pursue such an effort, and achieve results, which will always make us proud that ourwork offers the world's best quality.
To this end, we will consider the status quo as a decline and continue to boldly improve any unsatisfactory
work processes without hesitation.

Ownership

No matter how menial our tasks may seem, we will be aware that we are the managers of our own jobs andact accordingly.
We will find meaning in each task and never say, "That's not my job." We will continue to act with a sense of
autonomy for our happiness and that of the organization as well as the well being of all individuals concerned.

Evolution

We will not depend on our current capabilities and experience , but will continue to expand our horizons,
learn, and change.
Instead of being bound by convention and making excuses about why we cannot pursue these objectives,
we will explore ways to achieve them. We will become challengers rather than bystanders or critics andsupport the challenges of others around us.

Harmonizes
WisdomIn order to create more wisdom, we shall listen to other parties' opinions with an open mind and say whatneeds to be said with respect for them.
We will promote rapid and optimal decision making without fear of disagreement with others.

Welcomes
Uniquenessand Differences

We shall consider differences as strengths, and welcome diversity and use it to our advantage to create newvalue.
We will become aware of our preconceptions and biased views and promote fair decision making
independent of such ways of thinking.

People FirstWe shall explore and achieve an ideal state through daily practice and humble reflection.
We will not force our opinions and methods on team members, but believe in their potential and fully trustthem to do a job. When performing tasks, we will make it a top priority to ensure the health and safetyof ourselves and team members. We will look after and help each other to establish a pleasant work
environment for all team members.

Drives Results

We shall be keenly aware of our roles and missions, and always confirm the goal to be achieved and thedegree to which we have realized it.
We will never overlook our behavior when it runs counter to our achievement. No matter how difficult thechallenge we face, we will fearlessly take prompt action to ensure the achievement of results.

from the previous year, and three accidents involving serious injury or property damage in Japanand five such accidents abroad (down from four and six, respectively). We will continue to promotesafe, secure, and healthy workplaces to eliminate fatal, dangerous, and destructive accidents.
The questions used to measure employee engagement and employee enablement are as follows:● Employee Engagement (specific questions)• The company motivates me to do more than is required.
• I feel motivated to do more than is required of me.
• I feel proud to work for the company.
• I would recommend the company as a good place to work.
• Given your choice, how long would you plan to continue working for the company?

● Employee Enablement (specific questions)• My job makes good use of my skills and abilities.
• My job provides me with the opportunity to do challenging and interesting work.
• Conditions in my job allow me to be about as productive as I can be.
• There are no significant barriers at work to doing my job well.

Implementation of Basic Business Philosophy
In 2016, the Group introduced “Panasonic Global Competency (“PGC”)” as its common code of
conduct, embodying the Basic Management Philosophy. Following the first revision of the BasicManagement Philosophy in 60 years, we revised the PGC as “Panasonic Leadership Principles(“PLC”)” in April 2023. The PLP is a Groupwide code of conduct to help all members put the
Basic Management Philosophy into practice. In the future, we will work to link the PLP with humanresource management policies—including recruitment, training, evaluation, appointment, andassignment—at each Group company.

Expected Behavior

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Employee Well-being

Work in safe, secure and healthy state～Creating a safe, secure, and healthy workplace～
The Panasonic Group’s policy is to ensure the health and safety of employees (including those

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

employed by subcontractors, staffing agencies, and the like) in accordance with the Panasonicsimilar topics. To prevent workplace accidents among contractors’ employees operating on
our premises, we also hold Health and Safety Meetings with those contractors operating on our
premises and manage health and safety overall, including facilitating communication between
operations and the like.

Group Code of Ethics & Compliance (“Code of Ethics & Compliance”) that was created and is

Promoting external certification

maintained by the Board of Directors of Panasonic Holdings Corporation and the Panasonic◇ ISO45001

Group Occupational Health and Safety Policy communicated by the Group CEO. The Group’s

Workplaces within the Panasonic Group are working to obtain ISO 45001 certification, a

Occupational Health and Safety division has also translated these into English and Chinese,

process which involves clarifying the roles of all employees using the standard, setting goals

and we work to ensure the health and safety of employees by rolling them out at all groupand driving health and safety activities forward while also conducting regular reviews by thecompanies in the language corresponding to the needs of each workplace. We also strive tohead of the business site, revising those activities based on those reviews. As of the end

ensure the safety of all persons not affiliated with Panasonic when they visit our workplaces.

of 2022, 143 out of the Group’s 200 manufacturing sites globally have obtained ISO 45001

WEB Panasonic Group Code of Ethics & Compliancecertification, and 17 work sites are going to transition to ISO 45001 certification from OHSAS

1.Respecting each other, 2. Safeguarding health and safety, Chapter 2. Our Workplace
https://holdings.panasonic/global/corporate/about/code-of-conduct/chapter-2.html

18001 or other standards.

WEB Panasonic Group Human Rights and Labor Policy
https://holdings.panasonic/global/corporate/sustainability/social/human-rights/policy.html
WEB Panasonic Group Occupational Safety and Health Policy
https://holdings.panasonic/global/corporate/sustainability/social/health-and-safety/policy.html

To put these policies into practice, we have established Health and Safety Management
Rules that apply to health and safety management for the Group, build a foundation for healthand safety management activities with the aim of both preventing workplace accidents andmaintaining or improving the health of employees so that they can contribute to businessdevelopment, and those rules apply to all work performed at business sites within the PanasonicGroup. Additionally, we promote efforts to prevent harassment and ensure 100% compliancewith the laws and regulations of each region.

▪Creating a safe and secure workplace◇ Outstanding Organization for Health and Productivity (in Japan)
In the Japan, the Group has been working on efforts toward
being recognized as an Outstanding Organization for Health andProductivity by the Ministry of Economy, Trade and Industry,and each of the Operating Companies in the region were able tojoin the tradition of this recognition passed on from the former
Panasonic Corporation that was recognized in March into the
Operating Companies starting in April. The Panasonic Group views measures crucial to healthmanagement in the spirit of a company where everyone has a way to shine, and we promote
good mental and physical fitness and health of our employees and their families while also
fostering a culture at the work sites where every employee can do their best. We encourage
and support the well-being of our employees, and that is our motivation as we undertake ourcorporate activities toward the achievement of our ideal society with affluence both in matter

Risk assessment initiatives (in Japan)

and mind.

The Panasonic Group conducts regular risk assessments at least once annually for mechanical

WEB List of Panasonic Group’s certified work sites (Japanese only)
https://phio.panasonic.co.jp/health/excellentList/index.html

equipment, chemical substances, and the like according to the Occupational Health and Safety
Act in order to identify hidden risks such as the potential for workplace accidents, injuries or◇ WELL Certification*1

illness and reliably reduce the risks in order of greatest priority. We also share case studies fromThe Panasonic Group has received the following international

past incidents within the Group on the Group’s intranet, and each Operating Company takes

certifications for our creation of well-being-oriented workplaces where all

steps toward preventing such accidents from happening again. Each of our business sites in

employees can do their best work.

Japan has a Health and Safety Committee composed of both employees and management and• Jan 2021: Panasonic Life Solutions Company (Osaka, Japan) WELLv2

which is charged with investigating measures to prevent danger to workers, measures to preventthe causes and recurrence of workplace accidents, measures to prevent damage to workers’
health, measures to promote the maintenance or improvement of workers’ health, and otherpilot, Gold
• Jan 2022: Panasonic Yizhuang Manufacturing (Beijing, China) WELL
Health Safety Rating

The
International
The International
WELLWELL
BuildingBuilding
Institute™と関連のロゴは The
International
Institute™
andrelated WELL
logoBuildingareInstitute™の商標で、許可を取って使用しています。
trademarks used with permission
from the International WELL
Building Institute™

Sustainability Data Book 2023

83

Employee Well-being• Jan 2022: Matsushita Memorial Museum (Beijing, China) WELL Health Safety Rating• Jan 2022: Panasonic System Communication Company (Beijing, China) WELL Health Safety
Rating• Mar 2022: Panasonic Tokyo Shiodome Building (Tokyo, Japan) WELL Health Safety Rating

Policy• July 2022: Panasonic Hiroshima Nakamachi Building (Hiroshima, Japan) WELL Health Safety

Responsible Executive andFramework• January 2023: Panasonic Wellness Smart Town (WST) Showroom (Jiangsu, China) WELL

Key Groupwide Indicators
Implementation of BasicBusiness Philosophy

Rating
Performance Rating*1 An assessment system for office spaces that hope to foster a better cycle of creativity in addition to theperspectives of the impacts of the design, structure, and use of space on peoples’ health, established in2014 by the U.S.-based International WELL Building Institute Public Institute (IWBI), a public institute. There
are four certification levels in WELLv2: platinum, gold, silver and bronze. WELL v2 Certifications provide
platinum, gold, silver, and bronze ratings. There is also a WELL Health and Safety Rating, which can assess
the safety and health in workplace. The WELL Performance Rating evaluates indoor environment quality,
including light, sound, and air quality. They use no ratings other than WELL v2.

Work in safe, secure andhealthy state

SafetyWork with a sense offulfillment

safety conditions by evaluating compliance with our Equipment Safety Standards. These◇ Guidelines for creating and applying Equipment Safety Standards

precautionary audits take place when Panasonic business sites develop and deploy or purchaseproduction equipment or technologies, or quality evaluation equipment and apparatuses. Our

HR Strategies in Investment
Areas

Japan, international standards, our know-how, and real disaster case studies. We publish

Human Resources Data

Diagram of the Equipment Safety
Stamdards System at Panasonic• Uses the same system of standards at International
Safety Standards 10S/IEC (Guide 51)• Annually reviewed, updated, and publicized internally

Basic Safety Standard

Reference:
International Safety
Standards ISO/IEC (Guide 51)
JISZ8501

ⅠFundamentals
ⅡCommonalitieGroup Safety Standard

Ⅲ Application
Structures, controls,
hazardous
chemicals, etc.

Per-machine safety
standard

Basic Safety Standard
A

B

General equipmen
RobotsPresses, etc.

C

Basic concepts andfundamental principles
of safety

Group Safety Standard
common elements,
components, etc.

Per-machine safety
Standard
Robots, workmachines, etc.

To prevent the risk of occupational accidents involving equipment, the Panasonic Group reviews

Work together by giving fullplay to all individuality

Contacts for Whistleblowing
and Seeking Consultation

System for creating and applying Equipment Safety Standards

Guidelines on Creating Equipment Safety Standards form the basic outline for the Equipment
Safety Standards at each business site. They take into account the laws and regulations ofthese Guidelines in multiple languages. We also ensure safe working conditions by performing
compliance checks on potential hazards due to inappropriate behavior or insufficient ability inusers, and by employing ergonomic considerations and measures in user environments.

◇ Preparing for Emergencies
We have established policies, systems, and other basics for emergency response in ourGroupwide Emergency Response Procedures and related manuals to prepare for all typesof emergency situations. We prepare for emergencies by making sure to respond carefully
according to the response procedure through Groupwide regular disaster drills (including
practicing evacuation and safety checks) for foreseeable incidents like fires or natural disasters
and undertaking activities to spread awareness about preventing secondary disasters. For moredetails, see the Risk Management chapter (on page 130).

◇ Response to workplace accidents
When a workplace accident occurs, the Panasonic Group follows our Guidelines for when aWorkplace Accident Occurs and the general manager of health and safety for the work sitewhere the workplace accident has occurred makes a prompt and accurate report to the generalmanager of health and safety for the Operating Company. We have established mechanisms
to manage workplace accidents at each site globally, report serious workplace accidents that
happen within 24 hours and monitor them for 365 days, and share cases studies and the likeon workplace accidents with the entire Group. At work sites where a workplace accident has
happened and in addition to investigating the cause and implementing measures to prevent
it from happening again, we also undertake preventive Equipment Safety Education System
initiatives at each Operating Company with reference to past accidents.

Sustainability Data Book 2023

84

Employee Well-being◇ Serious Accidents in Recent Years and Prevention Measures

Number of Serious Accidents (Global)

In 2022, there were three serious accidents that caused injury or property damage in Japan

2017

2018

2019

2020

2021

2022

Japan

0

1

3

5

4

3

Outside of Japan

4

3

7

4

6

5

2017

2018

2019

2020

2021

2022

Target

0

0

0

0

0

0

Group employee

0

1

0

1

0

0

Temporary staff / onsite
contractor employee

0

0

1

0

0

0

and five outside Japan. The Panasonic Group recognizes these accidents as a critical issue
to be addressed. The primary cause of serious accidents is work being performed without

Policystopping the equipment when performing non-standard operations such as adjustments ormaintenance on production equipment, leading to fingers and hands being caught in moving

Responsible Executive andFrameworkparts of equipment. Such accidents account for approximately 80% of the total number of

Key Groupwide Indicatorsfrom happening again, we make sure that employees are well-informed of the message from theaccidents, and we have found that production equipment installed before the introduction ofequipment safety standards especially require safety measures. To prevent the same accidents
Group’s CEO and our guidelines for safe work during non-standard operation and disseminate

Implementation of BasicBusiness Philosophy

information about the application of the Group’s Equipment Safety Standards, and we areWork in safe, secure andhealthy state

floor. Specifically, our certified instructors use three training programs: (a) training for employees

Work with a sense offulfillment

implementing our Equipment Safety Education System in order to train up individuals who candevelop, practice and establish risk assessments and safety technologies on the production

Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

Equipment Safety Education System

who develop and install equipment, (b) training for employees who use equipment, and (c) inLearning about international standards

house equipment safety standard workshops. We are considering expanding our activities tolocations in each global region.
Intensity Rate

Electric, machinery andequipment manufacturingindustry average
Panasonic Group(Number of accidents /one million working hours)

Panasonic Corporation

0.8

Seminar on Equipment
Safety for Managers(Users of equipment)

Workshop on Equipment
Safety Standards

Production engineers who
primarily design and improveequipment (including those
Provide responsible)

Those in productionengineering, production, or
safety who primarily manage
the use of equipment

Anyone learning about theGroup’s policies for drafting,updating, and sharing
Equipment Safety Standards(Number of accidents /one million working hours)

Panasonic Group• Production process engineering• Equipment maintenance• Health and safety, etc.

• Production process engineering• Equipment maintenance• Health and safety• Production line leaders, etc.

• Production process engineering• Equipment maintenance• Health and safety• Production line leaders, etc.

• e-Learning: 24 hours• In-person: 2 days

• e-Learning: 6 hours• In-person: 1 day• e-Learning: 7 hours• In-person: 1 day

toPanasonic Corporation

0.2

0.6 0.51

0.58
0.45

0.54 0.52 0.54 0.53

0.4
0.17 0.14
0.2 0.14
0Electric, machinery andequipment manufacturingindustry average

0.1

0.23
0.10

0.17

Details

0.13

0.12 0.15 0.08 0.11

0.07 0.09 0.08
2016 2017 2018 2019 2020 2021 2022

(Year)

02016 2017 2018 2019 2020 2021 2022

(Year)

Learning about Group
standards

Seminar on Equipment
Safety for Engineers(Makers of equipment)

Coursetitle

Lost-Time Injury Frequency Rate

Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas

Number of Fatal Accidents (Global)• Technical theory, relevant laws
• Technical theory, relevant laws
• Overview of functional safety and • Overview of functional safety
safety systems designand safety systems design• Risk assessment and reduction in • Practice: Equipment design risk
machine design and production
assessment
stages, notification of danger• Practice: Equipment design risk
assessment• Explaining the standards• Practice: Conduct a safety auditof actual equipment

Occupational Health
Regarding special tasks such as handling chemical substances, Panasonic conducts
harmfulness reviews using Safety Data Sheets (SDS), provides appropriate protective
equipment, and attempts to reduce the necessity of such work. Coinciding with the new
obligation to conduct chemical substance risk assessments (as of June 2016), we review

Sustainability Data Book 2023

85

Employee Well-being

substances subject to the assessment, conduct additional health checkups in compliance with

Organizational Structure for the Promotion and Roles

all laws and regulations, and continually monitor the situation so that there are no negative
effects on employees’ health. The Ministry of Health, Labour and Welfare has also revised parts

Industrial Health and Safety Promotion Committee (Biannual)of its regulations aimed at preventing on-the-job accidents involving chemical substances,

PolicyResponsible Executive andFramework

the necessary information across the Group on progress with new initiatives geared toward

HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

Health Insurance Associationcommittee representative

Chemical Substance Management Working Group (four times/a year, in principle)

regulations, and requires businesses to take appropriate measures to prevent exposure (self-

Implementation of BasicBusiness Philosophy

Work together by giving fullplay to all individuality

Union committee
representative

Deciding on
policy andmeasuresand hazards posed by harmful chemicals as well as standards for upper limits on exposure
it has set, including harmful chemical substances that have not as yet become subject todriven management). The Panasonic Group established our Chemical Substance Management

Work with a sense offulfillment

Company committee
representative

national government expanding infrastructure for communicating information about dangers

Key Groupwide Indicators

Work in safe, secure andhealthy state

Chairperson: Executive officer in charge of HR

including regulations on occupational safety and health. These revisions are premised on the

Company members

Standards in April 2022, created a chemical substance management working group, and shares

Science Center of Industrial Hygiene members

Deciding on
the specifics
of measures

Workplace Health and Safety Committees (Monthly)
Chairperson: General health and safety manager

enabling smooth transition to a new framework created with consideration to the changes toCompany committee
representativethese laws, and are sharing and promoting information about the self-driven management ofUnion committee
representative

Occupational health physicians
and nurses

Executingmeasureschemical substances across the Group, including issues, measures, rules, and training that weshould consider as a Group.

◇ Chemical Substance Management Standards
The Group established these standards in April 2022 to facilitate a smooth transition Groupwide
with regard to measures that are required based on changes to the Occupational Health and
Safety Act, Fire Service Law, Poisonous and Deleterious Substances Control Law and otherrelevant laws. The goal of these standards is to enable us to appropriately and effectively
work toward eliminating and reducing sources of danger or hazards to prevent work-related
illness caused by chemical substances or the like in the workplace, as well as implement healthmanagement.

◇ Promoting Organization
The Group CHRO is the executive responsible for promotion (as of August 2023). Decisions
regarding Group policies and measures are made by the Industrial Health and Safety Promotion
Committee, with the Chemical Substance Management Working Group set under the Committee
to determine the specifics of measures, and measures are implemented by a Health and Safety
Committee at each workplace.

Training
Panasonic Group educates employees, including dispatched workers, managers, andoccupational health and safety personnel based on the Safety and Health Education Guideline
and the Mental Health Education Guideline that it has established. The Group Health and Safety
Management Division sponsors and conducts management-level and Groupwide training, while
each Operating Company and workplace performs training based on its own needs. We also
provide contractors with the necessary information and educational content to raise awareness.
Each of our workplaces learns about good examples of good initiatives related to personal healthand occupational health and safety promotion from one another with the Group’s Employee
Personal Health and Occupational Health and Safety Forum held in September each year
where those responsible for Group health and safety come together to recognize workplaces
that have achieved zero incidents, those that have undertaken exceptional initiatives, and soon. We work to make this Forum a chance for the Group’s CEO to share his vision for activities
related to personal health and occupational health and safety with all executives and otherrelevant individuals, to gain knowledge from outside experts, for workplaces to share successstories about initiatives related to personal health and occupational health and safety promotion
activities from one another, and to set a high standard for our health and safety activities. We
also make sure that everyone in the Group is well informed about our initiatives by distributing
messages about the year’s events from the Group Health and Safety Management division
during National Safety Week in July and National Occupational Health Week in October eachyear.

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Employee Well-being

Groupwide Core Training and Numbers of Trainees (Fiscal 2023)
Organizer

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

Target employees

and follow-up measures, procedures for guidance on interviews with individuals working
Number oftrainees

Course name

Panasonic
Operational
ExcellenceCo., Ltd.

Persons in charge of Health andsafety (within 3 years)

Occupational Health and Safety
Manager Training (Beginner)

49

Manager or above (at the time of
new appointment, etc.)

Health and Safety Seminar for HR
staff

18

HR Function
Planning
Office

2nd year of regular hiring/Job
change/Career recruitment HR
employee

HR Basic Course

61

Mid-career hires/Spring new
graduates

Introductory education for midcareer recruits, introductory
education for spring new graduates

Employees assigned to overseas
manufacturing companies

Team &Talent
Development
CenterManufacturing
Training
Institutelong hours, procedures for tests and the like to measure the level of psychological burdens,
procedures for stopping those who are ill from working, and stipulates that Health MaintenanceBetterment Plans and mental health promotion plans must be created. The Panasonic Group’s
Health Maintenance Betterment Measures and the Panasonic Health Insurance Union’s
healthcare business to create synergy between all their initiatives. When it comes to the specificpromotion of initiatives, members are selected from the company, the labor union, and the healthinsurance union to promote them as Healthy Panasonic initiatives.

◇ Promotional Framework (in Japan)−

The executive in charge of promoting Healthy Panasonic is Executive Officer and Group CHRO

Pre-departure training at an overseas
manufacturing company

143

representatives from the Company, labor union, and health insurance association—as the

Factory managers, production
managers, etc.

Top Management and plantsuperintendent

20

proposed by its subsidiary organization, the Healthy Panasonic Working Group, and implements

Hygiene manager/Operation chiefwith More than 1 year of practicalexperience

ISO45001 internal auditor training

12

Manufacturing, production process
and quality employees

Equipment safety standard creationand operation workshop (C training)31(as of August 2023). We established the Healthy Panasonic Promotion Committee—comprisingdecision-making body for Healthy Panasonic policies and measures. It decides on measuresthem through the Health and Safety Committee of each workplace.

total

Organizational structure for the promotion of “Healthy Panasonic”

Healthy Panasonic Promotion Committee (Biannual)

334▪Promoting Health Management

Chairperson: Executive officer in charge of HR
Company committee
representative

Employee Health
We have sent out a message on health tothe entire Group, clarifying our policy ofstrengthening health investments to realize
employee well-being. In Japan, each Operating
Company promotes various initiatives throughHealthy Panasonic, a unified effort from the

(%)
100

Employee health checkup rates

97

Company task force member

Chairperson: General health and safety manager
96.2

95.6

96.2

Company, labor union, and health insurance

96

association.

95

We also review the results of periodic health*From 92,000 eligible employees at 269 locations

2018

2019

Union task force member

Health Insurance Association
task force member

Deciding on
the specifics
of strategies

Workplace Health and Safety Committees (Monthly)

97.4
96.5

Health Insurance Associationcommittee representative

Healthy Panasonic Working Group (4 times/year)

99
98

Union committee
representative

Deciding on
policy andstrategy

2020

2021

2022 (FY)checkups, EOSs, and stress checks to confirm
that our efforts have succeeded and make further improvements and enhancements.

◇ Health Maintenance Betterment Standards
In the interest of appropriately and effectively undertaking measures to maintain both employees’
physical and mental health, in these Standards we have laid out procedures for health checks

Company committee
representative

Union committee
representative

Occupational health physicians
and nurses

Executingstrategies◇ Health Issues and Initiatives (in Japan)
As Panasonic Group’s employees become older, the number of individuals with obesity or other
health problems is increasing. With more employees working from home due the COVID-19
pandemic, issues like a lack of exercise and communication are becoming more prevalent as
well. We need to raise employees’ health literacy and get more employees to adopt healthy
practices.

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Employee Well-being

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state

There is a tendency for individuals who have more proper lifestyle habits in all five areas ofmeasures intended to prevent the occurrence

lifestyle habits (sleep, diet, exercise, moderation with alcohol, and avoiding tobacco) to be lessof mental illness and to revitalize thelikely to be obese and have better job performance (based on self-evaluation). One of the goals

workplace. Employees who work long hoursof the Healthy Panasonic initiative is to increase the proportion of individuals who have four oror whose regular health screening results

more of these proper habits by fiscal 2024 to at least 50%. That proportion was 36.4% in fiscalsuggest a need for monitoring their safety95

receive a consultation from an occupational

902023, a 5% increase in the past four years.
One example of an initiative meant to raise our employees’ awareness about health is to have aGroupwide Health Improvement Day (October 3).

physician based on Panasonic Group’s
own criteria. Measures are also taken toprevent damage to the employee’s health,Every year, we set priority themes (diet and nutrition for fiscal 2024 and made efforts at all

including by addressing working conditions

workplaces to raise awareness of healthy behavior and practices.

and environment. Furthermore, from thePanasonic offers ICT-based health promotion solutions through web services and lifestyle habit

perspective of employee health and statutory

apps. These solutions provide health information, health checkup records, health challenges,
health care point programs, and tools for measuring health age after periodic health checkups.

◇ Environmental Improvements (in Japan)
We are promoting workplace improvements so employees can work healthily at all workplaces
through health promotion, disease prevention, mental health care, and other employee healthWork with a sense offulfillment

initiatives. Our measures to curb smoking include promoting indoor smoking bans (with bans

Work together by giving fullplay to all individuality

cooperation with approximately 40 contracted food service companies. Currently, 24 cafeterias

implemented across 90.5% of the Group). In addition, we conduct an annual food conditions
survey in 108 Group cafeterias nationwide and promote healthy eating environments inhave obtained outside certifications under the Healthy Eating and Dining certification system.

HR Strategies in Investment
Areas

Panasonic also considers employee safety as required by actively offering health guidanceContacts for Whistleblowing
and Seeking Consultation

facing health problems. For telecommuters, we have developed a “Guide to Working from Homein a Healthy and Safe Manner,” which provides essential points to consider when working at

Human Resources Datain maintaining health.

and occupational health counseling, mainly through the 160 health management offices acrossJapan. These efforts are for individuals subject to specific health guidance and at high risk ofhome and simple exercises that can be done at home, thereby helping employees be proactive◇ Stress Check (in Japan)

Stress Check Rates
(%)
100

85
80

2018

2019

2020

2021

2022

2023 (FY)(Data were gathered from workplaces subject to PanasonicGroup Groupwide programs)

compliance, we are striving to address excessive working hours and fundamentally review
work processes in a way that goes beyond short-term efforts. This is part of our approach tocontinuously improve how employees engage in work and downtime.

▪Efforts to Prevent Harassment and Ensure 100% Legal
Compliance (in Japan)
The Group aims to respect the individuality and abilities of each employee in all workplaces
so that everyone can feel motivated and comfortable in their work. Therefore, to encourage
Panasonic members to create a company free of harassment that everyone is proud of, weare strengthening our harassment prevention efforts in accordance with the Equal Employment
Opportunity Act, the Child Care and Family Care Leave Act, the Power Harassment Prevention
Act, and other relevant laws and regulations.
• We designated December as “Zero Harassment Month” and have been raising awarenessabout harassment.
• We are revising our disciplinary rules (with stricter disciplinary measures for harassment) as aGroupwide effort to deter harassment.
• Since 2021, we have worked toward establishing a consultation service, training the service’s
managers and staff.
• We have provided harassment prevention training to all Group members since July 2023.

All Panasonic group companies conduct Stress Checks in June of each year, in order topromote group analyses and workplace improvements on a company organizational unit levelin addition to the conventional response for those under high stress. In conjunction with thesestress checks, we also recommend that employees practice self-care in terms of sleep, diet,and exercise as a crucial part of maintaining their health. In addition to providing employeeswith an opportunity to identify their own stress levels, the Stress Check Test results offer
workplace feedback in the form of a diagnostic analysis. This analysis is used to develop

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Employee Well-being

PolicyResponsible Executive andFramework

Work with a sense of fulfillment◇ Launching Executive Leaders (LEL)～Encouraging employees’ self-motivated endeavors and supporting
their self-determined career formation～

allows candidates to practice the skills required for future business management. The program▪Development of management executives

reflection, including their weaknesses.

For the sustained development of our Group, a diverse
pool of managers that can drive business forward
is absolutely essential. To that end, we are working
to create a pipeline of successors over the medium

Key Groupwide Indicators

to long term. As specific Group-level initiatives, for

Implementation of BasicBusiness Philosophy

Panasonic Holdings Corporation and presidents

Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in InvestmentAreas

the 26 key positions such as executive officers ofof operating companies, we are promoting thedevelopment of a diverse pool of management
executives irrespective of nationality, work history,
gender, age, or other attributes based on a policy of
fast-tracking and "the right person for the right job."
Also, the Group Talent Management Committeeof successors from the optimal perspective of theentire Group, and is currently working on the careerdevelopment of the 100 successors the Committee
selected based on short, medium, and long-term

fosters a mindset inclusive of diverse human resources and values through thorough self-◇ Creating Executive Leaders (CEL)

Successor readiness rate

4.4This program is for business unit head and affiliate company president candidates. It is apersonal growth program that instills the mindset for future discontinuous career development

successors/post* The total short-, medium-, and long-term successors for 26 key posts,
including Panasonic Holdings Corporation (PHD) executive officers andOperating Company presidents, divided by 26

and the vision and perspective of a managerial executive.

◇ Management Literacy Training

Leadership development participation rate

This program is for all candidates. It is designed for those who have acquired the basics of

71.3 (82/115)

management literacy (including management strategy, marketing, and accounting) and will beready for CEL training within a few years.

%* The percentage of the successors preparing for 26 posts who havetaken internal leadership training.

Remuneration System

Succession readinessAppointment possible
immediately

has been established to discuss and promote thesearch, development, placement, and monitoring

This program is for business division head candidates. It is a self-improvement program that

Appointment possible
within five years
Appointment possible
within ten years

16.5
31.1
52.4

Panasonic Group has adopted a performance-linked remuneration system that sets current
fiscal-year bonuses based on the Company’s previous fiscal-year performance. Corporate%%%* The percentages of successors preparing for 26 posts ready forappointment immediately or within five or ten years

perspectives. We will continue to enhance thisgroup of successors’ quality, quantity, and diversity.

performance reflects in remuneration more at higher levels of management. Moreover, individual
bonuses are determined based on how individuals perform in their jobs the previous fiscal year.
With corporate and individual performance impacting remuneration to some degree, Panasonicinspires the desire to improve both aspects of performance.

◇ PHD Remuneration System for Directors (excluding Outside Directors) and
Executive Officers
At PHD, the system consists of a fixed base salary, performance-linked remuneration (withshort-term and medium-term performance-linked portions) as an incentive reflecting short- andmedium-term performance, and restricted stock remuneration as a long-term incentive. The

Contacts for Whistleblowing
and Seeking Consultation

Moreover, each Operating Company has a similar Talent Management Committee to discuss

amount of performance-linked remuneration reflects evaluations of financial items (consolidated

and promote identifying, training, assigning, and monitoring successors to important posts

performance: EBITDA, ROE, operating cash flow) and nonfinancial items (set separately for

Human Resources Datasuch as business division heads from a multifaceted perspective, helping develop managers foreach individual) emphasized in the current medium-term plan. Additionally, the restricted stock

optimal Groupwide management.

remuneration is in a form that allows for lifting transfer restrictions immediately after directors

Training Executive Candidates

and executive officers resign or otherwise leave the Company and is designed to share value

We have made available the best internal and external training programs for executive
candidates, and we continue to hold programs such as Launching Executive Leaders andCreating Executive Leaders, which launched in fiscal 2021. A total of 31 people (over 13 days)

with shareholders more than ever through continued shareholding. The remuneration system forthe presidents of major Operating Companies is similar to that for PHD’s directors (excluding
outside directors), as they are responsible for enhancing the Group’s corporate value.

have participated in the former program and 46 people (over 11 days) in the latter. In addition,
since fiscal 2022, we have been enhancing our new director training programs and groupmanagement workshops.

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Employee Well-being

Evaluation
item

Financial

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas(Consolidated
business results)

Nonfinancial*4

Short-term incentive
Evaluation indexes and items- EBITDA*2- ROE*3- Operating cash flow

Developing human resources to promote PX

Mid-long term incentive
Weight*1

50%

Evaluation indexes and items- ROE (Note 3)- Operating cash flow

WeightPanasonic is working toward developing human resources for IT. In April 2022, the Information

50%

knowledge required for each category. In April 2023, we established training systems for each*1

Systems Department defined human resource categories and outlined the specialized skills andhuman resource category to enable employees to acquire the knowledge necessary to enhance- Elimination of serious accidents,
ensuring compliance- Environmental contributions- Human resources strategy- Operation KPI related tostrengthening competitiveness

50%

Total

100%

their skills in each category or advance their careers in other categories. This training system will

- Environmental contributions- Efforts to improve the Groupmanagement level

50%

Total

100%

help all employees improve their skills and contribute to realizing PX.

Developing human resources to promote GX*1 The weight for the Representative Director, President and Chief Executive Officer is 60% financial, 40%
non-financial for the short-term incentive, and is 80% financial, 20% non-financial for the mid-long term
incentive.
*2 This is the total of operating profit, depreciation (tangible and right-of-use assets), and amortization(intangibles).
*3 ROE: Return on Equity attributable to Panasonic Holdings Corporation stockholders*4 This is set according to important initiative items determined according to the roles and official duties. (Thefollowing are examples of specific indexes.)- Elimination of serious accidents, ensuring compliance: Numbers of serious accidents occurring, numbersof major compliance problems occurring- Environmental contributions: CO2 reduction in the Panasonic value chain- Human resources strategy: Results from employee attitude surveys, rate of female hires (promotion ofDiversity, Equity & Inclusion)- Operation KPI related to strengthening competitiveness: Strengthening of procurement and logistics
functions, DX for operating processes, improvement in numbers of patents- Efforts to improve the Group management level: Complete communication and implementation of basic
management policies, implementation of design thinking management, improvement of brand recognition

Our group has announced its long-term environmental vision, Panasonic GREEN IMPACT, topromote the development of human resources with expertise in carbon neutrality, the circular
economy and other areas to help achieve global environmental sustainability.

▪Middle Management Training (in Japan)
Training for Newly Promoted Managers
We believe that managers (section managers) play a

Newly Promoted Manager-Trainees

critical role and have a great deal of responsibility in

4,921

driving Panasonic Group toward realizing its businessstrategies.
Specifically, managers today are expected todemonstrate transformational leadership by setting their organization’s direction and fostering anorganizational culture in which each individual is highly motivated in their active role. To this end,
we offer a rank-specific training program for newly appointed managers.
This program consists of literacy components (including “Accounting and Finance” or “SCMManagement”) required for organizational management and a component for establishing

Contacts for Whistleblowing
and Seeking Consultation▪Developing human resources to promote PX and GX (in Japan)

Human Resources Data

customer service and business operations. This includes IT transformation, operating model

the environment and the needs of the Operating Companies. We operate the program using atransformation and culture transformation. We will support each and every employee, including

remote learning environment so participants can study even when working overseas, raising

top management, to improve their knowledge and skills so that they can use data technology

children, or caring for family members.

and create value on their own business site. We will also focus on recruiting and developing▪Training for All Employees

We are driving Panasonic's digital transformation, or PX, and it is comprised of two aspects:

professional personnel to promote PX. In addition, we are promoting human resource

one’s own leadership style through deep reflection and dialogue with senior management
through workplace practice. We improve the program every year in response to changes indevelopment that advances Green Transformation (GX), a strategy advocated and promoted by

Global Human Resources Development

the national government.

In each country and region, we plan and operate our unique selective executive developmenttraining programs in cooperation with Japan to bolster our business leadership development. For
instance, in Europe, we operate the Next Generation Talent Program (NGTP), a 15-month human

Sustainability Data Book 2023

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Employee Well-being

resources training program. It includes workshops on basic management policies and diversity,

Basic Education and Training System

launching and promoting actual business projects, mentoring and coaching, and various otheractivities. Participants work with partners from different European affiliates to improve theiroverall business knowledge and skills. In Japan, we hold the Senior Management Development

PolicyProgram (SMDP) for key senior managers (including directors, GMs, and managers) worldwide,

Responsible Executive andFramework

Furthermore, we have a Groupwide Panasonic Global Mobility Policy that provides rules for

Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources DataManaging
directorwith 27 participants from 11 countries attending the most recent program in March 2023.

inter-regional transfers and programs for inter-regional transfers and for overseas employees to

Executive Training/
Training for Exceptional Talent• Management skill training• Job-rank-based training

Manager

work in Japan.

• Business skills training

Hierarchical/skill training (in Japan)• Job-function-specific training

Panasonic Group has established theTeam & Talent Development Center(T2DC) as an organization that specializes
in organizational development and humanresources-related development andtraining for employees of the Group. The
T2DC provides onboarding training to new
graduates and mid-career hires so that

(IT, communications, languages, etc.)

Staff

Training Performance
Number of individuals ×
Numberof days
Number of employees
taking Open Training

114,576
12,308persondays* Includes all employees who attended training offered by T2DC or the Monozukuri Training
Center* Includes these programs: E-Learning, group training (online), group training (face-to-face),
distance learning, hybrid training (Does not include training conducted outside the Group orby business divisions or job functions)

new employees can quickly become activein the Group. It also offers business skills training that teaches IT, communications, languages,
and other skills required to facilitate employee tasks. Job-function-specific training is provided
as well so that employees can learn the specialized knowledge and skills needed to accomplish
their tasks, whether they be technical, manufacturing, or sales and marketing. In addition, T2DC
offers elective management development training for employees who meet certain conditions,management skill training meant to give managers greater management capabilities and theability to practically implement Panasonic Group’s Basic Business Philosophy, and other formsof job rank-based training. Starting in April 2020, to accelerate self-directed learning, we provide
training modules on business skills and liberal arts in Japanese, English, and Chinese on ourinternal website, providing a learning platform that allows employees to easily learn every day,from anywhere in the world.

Education
for new
and midcareerhires(technology, manufacturing, sales and marketing, planning,accounting, human resources, etc.)

Open Training (in Japan)
The T2DC offers Open Training for all employees in Japan. We provide comprehensive training
programs by function (job function), skill, and job level so employees can independently acquireand hone their desired skills. (Programs available: 1,920 (as of 2023)) Employees can apply via
the company intranet, and a total of 12,308 employees took advantage of these programs infiscal 2023.

▪Organizational Development: Building an Organization and Culture
Through Dialogue (in Japan)
Panasonic Group defines organizational development as “activities that promote achievement
and self-actualization by drawing out the inherent potential of people and organizations.” Thekeys to fully drawing out potential are “self-directed individuals (employee entrepreneurship)”and “collaborative organizations (participative management through collective wisdom).” To
realize this goal, we plan and propose customized training sessions and workshops tailored to
the needs of business sites and workplaces and broadly deploy initiatives within the Group topromote understanding and embracing organizational development.

▪Career Development Support (in Japan)
We believe that the basis of “work with a sense of fulfillment” is to volunteer and take onchallenges. Therefore, as a company, we support individuals’ willingness to take on challenges
and pursue self-directed career development. As a result, in fiscal 2023, approximately 2,000
employees volunteered for—and around 500 actually took part in—a new challenge, suchas job transfers across Operating Companies within the Group (relocation) and in-company
multitasking (concurrent postings within the Company).One other initiative is A Better Dialogue,

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91

Employee Well-being

which supports every employee’s personal growthInternal Recruitment Figures (in Japan)

and challenges by enhancing the quality andquantity of dialogue with their respective managers.
It consists of one-on-one meetings, which bring out

Policythe aspirations of each and every employee, andResponsible Executive andFramework

management, and competency reviews. The Group is

Key Groupwide Indicators

success, with implementation and satisfaction rates

Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

three mechanisms: career and skill development, goalcommitted to promoting these diverse opportunities
for dialogue. In fiscal 2022, we achieved significant

Internal recruitment
applicationsInternal recruitment
transfers



1,936
466
38

Internal dual employment



1on1

of 78% and 84% in Japan. Moreover, to enable
all employees to maximize their individuality andParticipation rateopportunities to enhance the value of their individual
experiences, take on challenges, and actively
participate in various aspects of the Group, including

78
84

%

abilities and enhance job satisfaction, we are creating
Satisfaction rate%changes toward realizing a career vision in five years, and offers support for preparing a fulfilling
life plan.

▪Wealth Formation and Security
Employee Stock Purchase Program (Panasonic Employee Shareholding
Association) (in Japan)
The Group has established the Panasonic Group Employee Shareholding Association topromote employee shareholding through a monthly savings plan as an incentive. The objectives
are to help employees build wealth and encourage them to commit to the Group’s performanceby acquiring Panasonic shares.

Mutual Aid, Insurance, and Savings Programs (in Japan)
To ensure that employees can work with peace of mind, Panasonic Group offers mutual aid andinsurance programs for housing, death, illness, injury, and nursing care and savings plans tobuild future assets.

pre- and post-employment onboarding, career development, evaluations, promotions, transfers,

Work together by giving full play to all individuality

and secondments.

～Promoting DEI (Diversity, Equity & Inclusion)～

Building Total Rewards Systems That Treat Both Our Organization and Our
Ambitious Employees the Way They Deserve (in Japan)
A “Role/Grade System” has been implemented at Group companies in Japan. This systemdetermines work/role grades for employees according to the size of the work or role they
currently perform and constitutes the basis for employee benefits. The aim of this system is to▪Top management commitment
The "top management commitment" means management members themselves are committed
to promoting DEI and do so by incorporating it into business strategies.

Commitments from All Operating Company Presidents (in Japan)

treat the wide variety of employees at Panasonic Group based on the scope of their work and

All Operating Company Presidents are committed to promoting DEI as a business strategy toresponsibilities. This helps to enhance the transparency of our human resources system, andrealize “help maximize the potential of each employee.” As a part of this initiative, we establishedfosters understanding among employees. By setting clear goals for employees to strive for, wea new Group DEI Promotion Council in fiscal 2022. The Council allows management to shareencourage them to be bold in achieving their goals. In addition, some Operating Companies are

a common understanding of the DEI issues that must be addressed and engage in an ongoing

revising and restructuring their human resource systems according to the industries and markets

dialogue on Groupwide initiatives. The Group CEO serves as chairperson, with all Operating

they serve. Through these initiatives, we aim to build an organizational culture brimming with

Company Presidents and some employees as members. Its meetings determine and promote

vitality that rewards both our people and organizations for taking on challenges.

critical actions. Additionally, DEI reports are regularly presented at PHD Board of Directors
meetings. At the Group Management Meetings held in May and August of last year, we heard

Career and Life Design Seminars (in Japan)

reports on the Group DEI Promotion Council and held other discussions to accelerate andTo nurture individuals who continue to take on challenges and support self-directed and diverse

improve DEI initiatives.

career development both within and outside the Group, we have held Career and Life Design
Seminars for all employees in the target ages (33, 38, 43, 48, and 53 years old) since fiscal 2015.

Endorsement to Social Movements

The program has three pillars: career design, healthy living, and financial planning. It promotes◇ Endorsement of EqualityActJapan

understanding the importance of self-directed career development, encourages behavioral

In 2021, Panasonic Holdings Corporation (PHD) expressed its support for EqualityActJapan,

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92

Employee Well-beinga petition-based movement for the enactment of an LGBT
Equality Act in Japan. Based on our management philosophy, in
the Panasonic Group Code of Ethics & Compliance we clearlystate that we respect basic human rights, and do not permit

AwardsThe Panasonic Group has been a pioneer in creating an environment in which diverse humanresources can demonstrate their abilities. However, in an era of social change and increasingly
diverse customer values, there is still much more to be done. We will accelerate our DEI

Policydiscriminatory speech or conduct with regard to sexual orientation

Responsible Executive andFramework

respective countries. At the same time, we are actively working to create a comfortable work

Key Groupwide Indicators◇ Endorsement of Tokyo Rainbow Pride▪Creating an inclusive work environment (in Japan)

PHD supports Tokyo Rainbow Pride, a non-profit organization that aims

Creating an inclusive work environment is about building an environment where every individual’s

to realize a society where LGBTQ persons can live positively without

diversity is valued and fully utilized.

Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality

or gender identity, as defined by the applicable laws in theenvironment by recognizing same-sex domestic partners as equivalent to legal spouses within
our HR systems, and providing internal training to promote understanding of LGBTQ issues.

discrimination and prejudice. In addition to supporting activity plans
through our pro bono program, since 2014, we have also sponsored theinitiatives as a group while learning from various precedents in society. The following are theawards we received so far.
WEB Awards - Diversity, Equity & Inclusion - Sustainability

https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/award.html

Group DEI Forumorganization’s annual event, continuing to participate in activities such as

The Group DEI Forum is an event held with the aim

booth exhibits and parades.

of providing an opportunity for each and every one of◇ Endorsement of the recommendations of the American Chamber of Commerce in

us to increase our understanding of and identification

Japan (ACCJ)

with DEI, and to take action. We held this forum every

In 2020, PHD endorsed the American Chamber of Commerce in Japan’s

year since fiscal 2022 under the slogan, “Dialogue.

(ACCJ) recommendations to the Japanese government on legal equality

Discovery. Appreciating Differences,” and with the aim

in marriage. By recognizing the right of LGBT couples to marry, the ACCJof awareness that DEI is something we must all takeseeks to remove obstacles faced by companies doing business in Japan

seriously because it concerns us all.

HR Strategies in Investment
Areas

in recruiting and retaining talent and treating their diverse workforces fairly.

WEB Report on the Second Meeting of the Group DEI Forum 2022

Our endorsement of the proposal is in line with our stance since 2016 ofhttps://holdings.panasonic/jp/corporate/sustainability/diversity-equity-inclusion/inclusive/dei-forum2022.html

Contacts for Whistleblowing
and Seeking Consultationin Japan.

Human Resources Data

recognizing same-sex domestic partners as equivalent to legal spouses within our HR systems◇ Endorsement of 30% Club Japan*
In 2021, PHD announced its support for 30% Club Japan,
a global campaign to increase the percentage of females in
key decision-making positions at companies, with the goalof increasing the percentage of female executives to 30%
or more by 2030. To accelerate the participation of females
in management, we are also working to further strengthen
the management skills of our supervisors, in addition to holding study sessions for female
employees and career development seminars for female leaders, and creating opportunities forthem to experience the values and work perspectives of their role models.

Unconscious Bias Training
Unconscious bias refers to prejudices and stereotypes people
have based on past experiences and perceptions that they are notconsciously aware of having. We conduct training to learn about
and become aware of the existence of these assumptions thateveryone makes about others. Through changing one-sided views
and perspectives and considering other possibilities, we review
communication in the workplace to create a workplace culture where
everyone can work comfortably and where every individual's diversity
can be fully utilized. As of April 2023, approximately 110 employees
have been trained as internal unconscious bias ambassadors, and training will be continuallyprovided to approximately 60,000 employees in Japan from fiscal 2023 onward.

Sustainability Data Book 2023

93

Employee Well-being▪Support for every individual (in Japan)
Support for every person means helping each and every individual, with their diverse
individualities, to face their challenges. We will work to build a support system and improve
Human Resources systems and mechanisms.

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality

Promoting diverse work styles
The Group aims to maximize results by accelerating innovation and strengthening

Work style-related data

Days and rate of paid leave
Average paid leave
Average rate of paid leave(Days)
25
20

72.6

70.8

74.3

(%)
100

78.4
70.4

68.9

productivity by optimizing the balance between office and remote work depending on businessconditions and the fields in which employees work, rather than forcing just office or remotework. Meanwhile, expanding the options of time and place to work also leads to well-being froman individual perspective. Many employees within the Group are willing to continue to take onchallenges despite their various circumstances. We will continue to expand the work time and

1.5%]

60

10

40

5

20

0

0

2016 2017 2018 2019 2020 2021 2022 (FY)

Flexible working hours

Remotework systemcontinue their careers with optimism.

—Career support◇ Greater options for work hours and places
All Group companies are working to expand work options that support careers and encourage
work-life balance. For example, we have introduced a system that allows employees to flexibly
choose their working hours and days by eliminating the minimum daily working hours, enabling
expanding the short-day scheduling system for career development, we encourage individuals

Contacts for Whistleblowing
and Seeking Consultation

locations, such as by promoting full remote work, which allows employees to work from outside

Human Resources Data

childcare, nursing care, or a partner’s relocation.

a management guide for supervisors, promoting communication tailored to each employee’s
circumstances, from pregnancy through to the childcare period.

Childcare systems
Before pregnancy

companies, volunteering, and self-learning. We are also working to expand options for working

The Group allows all employees to take annual paid leave in half-day or hourly increments,
regardless of their work style or position. In addition, we have also made it possible for
employees to take leave for personal reasons during working hours and to allocate their leave

19%]

We use the Guidebook for Supporting Work-Life Balance (Work and Pregnancy, Childbirth, andto take on the challenge of self-directed career development, including moonlighting for other

their commuting range. That allows employees to balance their careers with life events such as

11,882Childcare) to promote understanding of the company’s systems. This guidebook also serves as

flexible work styles such as three- or four-day workweeks. By introducing such work styles and

HR Strategies in Investment
Areas

84%]

[Utilization rate among all employees:◇ Support for employees during pregnancy and childcare

https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/support-worklifebalance.html

54,009[Utilization rate among all employees:

place options to encourage these individuals to take on challenges and grow, allowing them to
WEB Support for Every Individual: Diverse Work Styles and Work-Life Balance

962[Utilization rate among all employees:

competitiveness through improving productivity from an organizational perspective andrealizing well-being from an individual one. From an organizational perspective, we improve



80

60.8
15

Shorter working hours

During pregnancy

Available for male employees

Available for female employeesChild planning leave

Family support leave

Absence from work
for medical checkups

Doctor-mandated
maternity leave

Extra break times andextended breaks for meals

Absence from work
due to pregnancy

Breaks during pregnancy

Work limitations
during pregnancy

Shorter working hours
for expectant mothers

Conversion to light duty work

Limitations on overtime,
holidays, and late-night work

Limitations on hazardousand harmful work

Limitations on the applicationof variable working hours

Work & life planfor this purpose. We are expanding these various systems, thereby supporting more diverse andflexible work styles.

Sustainability Data Book 2023

94

Employee Well-being—Panasonic Kids House

careers without worry, regardless of the situations they face with childcare or nursing care.
Childcare leave utilization rate

We established Panasonic Kids House, an internal
childcare facility, in the Hoshida Company HousingMen:(directly managed rental housing) in Katano City, Osaka

PolicyPrefecture, with the aims of helping ensure a good

Responsible Executive andFramework

contributing to the creation of a society in which it is

Key Groupwide Indicators

Women:

balance between work and childcare for employees andeasy to have and raise children.

64.8
100

%




%

The total number of employees who took childcare
leave, etc. as well as the number of employees who
took time off for the purpose of taking care of preschool
children in fiscal 2023 divided by the number of
employees who/whose spouse gave birth in fiscal 2023.

◇ Support for employees caring for a family member

WEB Diverse Work Styles and Work-Life Balance - Diversity, Equity & Inclusion

https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/support-worklifebalance.html

Promoting gender equality

Management team diversity

There is no gender-based inequalities in thePanasonic Group’s remuneration system. However,particularly in Japan, we are aware that there is a

Ratio of women and foreign
nationals among PHD Directors(including Outside Directors)
and Executive Officers

19%

need to promote a greater number of women tosenior management and decision-making positions, and the Panasonic Group is striving to

We use the Guidebook for Supporting Work-

ensure gender diversity. Therefore, in addition to creating an inclusive work environment, we

Implementation of BasicBusiness Philosophy

Life Balance (Work and Caregiving) to promote

are working on revising our evaluation and promotion processes from the perspective of equity.

understanding of the company’s systems. ThisWe are committed to undertaking activities such as holding study groups for female employees

guidebook also serves as a management guide forand career-advancement seminars for women leaders, and providing opportunities to encounter

Work in safe, secure andhealthy statesupervisors, promoting communication tailored tofemale role models’ values and work ethics.

each employee’s circumstances, from the stage
before they start providing caregiving to after.

In addition, we are working to improve the work system and foster a flexible workplace culture
where anyone who wishes can balance life events and career, and as one of the measures forWork with a sense offulfillment

Since fiscal 2017, we have been holding seminars at each of our business locations and offices

that, we encourage male employees to take parental leave. These include the establishment of

to raise awareness of the need for basic knowledge and preparation for balancing work andpaid parental leave and childcare leave system with pay for a certain period of time. In addition,Work together by giving fullplay to all individuality

nursing care, as well as to promote understanding and foster a workplace culture among thoseto ensure that employees can take a childcare leave smoothly and without anxiety, we arein positions of responsibility through the seminars. We have also been holding online seminars

working to support employees by providing them video content about childcare supportingfor employees and managers since fiscal 2022.

programs, as well as for their partner and supervisor, and holding information sessions regularly.

We also have a website for Helping Strike a Balance between Work and Caregiving, which

As a way to help employees balance their life events and career after returning to work, we are

HR Strategies in Investment
Areas

provides a summary of internal and external support systems and basic information available toContacts for Whistleblowing
and Seeking Consultationcompany specializing in nursing care, and have a system in place where employees can consult

Human Resources Data

◇ Examples of Systems Supporting Work-Life Balance

employees at each stage of nursing care, from the stage before they start providing caregiving

also working to expand the choice of working hours and workplace, refining our remote work
system policy in addition to no overtime and shorter working hours.

to after. In addition, we have established a nursing care consultation service in partnership with awith them at any time about their nursing care concerns.
As part of Panasonic Group’s efforts to create an environment that enables everyone to play

Number of women in managerial positions

800

employees. The effort and adaptability of employees is vital for childcare, nursing care, and work600

understanding and support of their supervisors and workplaces. The Group also creates guidebookswith hints for work-life balance, including explanations of the systems needed for maintaining
personal and business responsibilities and information on how supervisors and subordinates
can work together. This is another way in which Panasonic helps its employees continue their

Percentage of females in managerial positions

1,000

an active role, the company is implementing initiatives to support a good work-life balance forto coexist. However, this effort may not be sufficient by itself, in which case, employees require theGender Pay Gap (Women:Men)

Females in managerial positions

799

464

493

534

573

607

(%)
10

Managerial positions

8

All employees

664
6

400

4

200

2

0

2018

2019

2020

2021

2022

2023

93：10073：100calculated based on salaries and bonuses for fiscal 2023

02024 (FY)

Sustainability Data Book 2023

95

Employee Well-being

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

◇ Study session for female employees: Career Stretch Seminar

Japan who have disabilities was 2.45%,

Percentage of people with disabilities employed

In the Japan, we offer training for female employees to improve their leadership and practicaland we will continue in our efforts tomanagement skills with a view to becoming active in management positions. Many female

promote independence and participation

employees participate in the training to improve their own skills, such as by experiencing thein the company on the part of people withvalues and work perspectives of internal and external instructors, learning deeply about thedisabilities.

2.4

company's strategic direction, and considering new challenges for themselves.

• Whenever employees with hearing-

2.3

Creating a Workplace Where LGBTQ+ Individuals Can Take an Active Part
◇ Code of Ethics & Compliancerelated disabilities take part in workshops(%)
2.5
2.40 2.41

2.45

2.33

or classes, we make sure that they are

2.2 2.16

able to access the same information

2.1

2.20

2.18
2.15

2.15 2.15

The Panasonic Group Code of Ethics & Compliance, in accordance

through sign language interpretation

with the laws and regulations of all countries in which we operate,

and voice recognition software, among

clearly forbids all discrimination or conduct that may result inother methods. (E.g., we introduced a

discrimination based on characteristics like sexual orientation, gendercommunication support and conversation visualization application UD Talk Groupwide in 2020.

2.0

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 (FY)

identity, or gender expression.

We prepared manuals and introductory training courses, and more than 100 workplaces have

◇ Applying LGBTQ+ Allyship to HR Systems

begun using the system.)Since April 2016, Panasonic Group has treated same-sex domestic partners as equivalent tolegal spouses within its HR systems—including bereavement leave, childcare and nursing care
support, and temporary solo relocation allowances—except in areas where such recognition
cannot be applied due to legal restrictions.

◇ Establishing Consultation Services
We have set up an internal contact point where employees can receive consultation services
by e-mail or phone regarding any matter, including sexual and power harassment. (Anonymous
consultation is available.)◇ In-House Training to Promote Understanding
To promote understanding about LGBTQ individuals and create more LGBTQ-friendly
workplaces, Panasonic has been conducting training geared toward HR functions, managerial
positions, and employees since February 2016. The training for HR functions offers not only
basic knowledge about LGBTQ individuals but also methods for dealing with discriminatory
speech or conduct and responding to the needs of those involved.

◇ Sharing Information Internally• We are also moving forward with improvements to workplace environments including flat
floors without steps, using brighter lighting, and introducing a free desk system in whichworkstations are not strictly assigned.
• The Group also creates educational content in order to help provide a better understanding oflife with a disability and offers opportunities for learning to all employees.
• We also have active communities of employees that have risen up to hold various informationexchanges and discussions on themes surrounding disabilities.
• The Group established the Disability Work Support Hotline that makes it possible for thosewith disabilities or anyone else, including their supervisors, colleagues, HR, and the people
responsible for DEI promotion to easily ask questions or seek advice. This makes it possible
for the supervisors and coworkers of those with disabilities to find out how to accommodate
individual disabilities. We promote workplaces that make it possible for anyone, including
people with disabilities to work together without worry and be able to take on challenges.
• Through cooperation with regional and local governments, the Group has seven special
affiliate companies and is actively working to hire individuals with severe disabilities. These
special affiliate companies not only provide work environments that distribute components in a

Information on advancing understanding of LGBTQ individuals and invitations to participate in

way that accommodates the body of a wheelchair user and adjusting workbenches, while also

events that support LGBTQ employees are also sent out via Panasonic’s intranet.

actively taking on interns and company tours.

Creating a Workplace Where People with Disabilities Can Take an Active Part
Individual workplaces are working on initiatives including the following in an effort to create
workplaces where anyone can work in a way that works for them regardless of whether
they have a disability or not. As of June 2023, the total proportion of Group employees in◇ Special Subsidiaries
We employ people with disabilities through special Group subsidiaries. Moreover, to promote
understanding of people with disabilities and their employment, we offer work-study programs
for junior and senior high school students, accept technical interns with disabilities, and conduct
workplace tours.

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Employee Well-being

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

◇ Post-Resignation/Retirement Support

Special Subsidiaries (as of June 1st, 2023)
Number of Employees

We are also offering economic support for employees who wish to leave the Group before

Company Name

Year of
Establishment

Panasonic Kibi, Co., Ltd.

1980

75

35

Assembly of AV units and parts

Panasonic Katano Co.,
Ltd.

1981

37

32

Assembly of avionics products and inspection
and packaging of AV accessories

others have spontaneously established internal communities and are engaged in various

Description of Business(Number of Persons
with Disabilities)

retirement and seek new opportunities elsewhere, as well as support for those who wish to work
elsewhere after reaching retirement age.

Employee Voluntary Community Efforts
Within the Group, mid-career hires, women, LGBTQ individuals, people with disabilities, andPanasonic Associates
Shiga Co., Ltd.

1994

66

35

Assembly of electronic circuits (for massage
chairs, shavers, etc.)

Panasonic Associates
Tottori Co., Ltd.

1992

57

24

Manufacture of LED products and light sensors◇ Career Crossover

Harima Sanyo Industry
Co., Ltd.

1982

38

20

Assembly of vacuum cleaner parts andmaintenance of the internal environment

Career Crossover is an in-house community where people from

Panasonic Heart Farm
Associates Co., Ltd.

1998

73

43

Growing and selling of orchids, sale and rentalof decorative plants, distribution of internal mail,cleaning and beautification of company premises

Panasonic Ecology
Systems Kyoei Co., Ltd.

1980

47

31

Assembly of ventilating fan parts and printing ofuser manuals

Creating a Workplace Where Workers Post Retirement Can Take an Active Part

activities, including conversations and online events.

different departments and work areas can become “virtual coworkers” and consult with each other.
In recent years, an extremely large number of mid-career professionals have been joining thePanasonic Group. Mid-career professionals face the challenge of having fewer peers to consult
with than graduates fresh out of university. On the other hand, they have unique knowledge
that they have gained through their experience in different companies and industries. CareerIn 1982, Panasonic Group created the Senior Partner System, allowing workers past retirement

Crossover was created as a platform to virtually connect such mid-career professionals so thatage to enter into employment contracts under new conditions. In 2001 we introduced our “Nextthey can ask each other questions and solve the problems they face on a daily basis.

Stage Program” and we have continued to update these efforts all based on the fundamental
approach of fostering independence, renewing our position as an industry leader in formulating
policies for the employment of older workers. Most recently, we once again revamped theprogram and launched a new initiative for mid- to long-term personal development that includes
skills and mind-set enhancement for currently active workers, based on the assumption that
more people will continue to work into their later years.

◇ Promoting Self-Directed Career Development
We are developing and promoting training seminars Groupwide on career and life design forvarious stages of people’s lives to help individual employees direct their own career development
as early as possible.

◇ Securing Employment Opportunities for Older Employees
Panasonic’s Next Stage Partner Program allows employees who wish to continue working
after mandatory retirement at age 60 to do so until age 65. We have been striving to improve
the working conditions under this system to encourage employees to leverage the expertise,

Today, it has grown into a community in which not only mid-career professionals but also manyother employees and even management participate. It also functions as a place where people
can obtain opportunities for equity of access to information that is not dependent on theirposition or the department they belong to.

◇ PWN (Panasonic Women’s Network)
Panasonic Women’s Network (PWN) is an internal
community centering on female employees who wish
to contribute to the company by utilizing their own
strengths.
PWN aims to eliminate the gender unfairness that hinders positive feelings and actions, andis working to create opportunities for networking through events and other platforms. We aim
to inspire each other through the connections that we create, and to gather the voices andthoughts of each person to help transform the company.

experience, and skills they have cultivated over the years. The social significance of responding◇ PRN (Panasonic Rainbow Network)

to the growing number of older workers who wish to work and the need to aid employees

Panasonic Rainbow Network (PRN) is an internal community for LGBTQ persons and allies.

financially until they begin receiving pension benefits also drive our efforts with this program. In

In recent years, the word LGBTQ has become increasingly familiar to people in Japan. On the

April 2021, we introduced a framework allowing employees to work beyond age 65.

other hand, there are still many people who think that there are no LGBTQ persons around

Sustainability Data Book 2023

97

Employee Well-being

them or that they don’t know what they can do to help
make a difference. PRN is working to inform as many
employees as possible that there may be LGBTQ
persons on the same team as them. We believe that

Policythe more allies we have, the more people can express

Responsible Executive andFramework

well-being in the workplace.

Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality

their individuality, resulting in greater psychological◇ Diversity & Network (D&N)

Initiatives outside Japan◇ North America
PNA views DEI as one of its most pressing business challenges and has developed a strategic
DEI framework to promote recruitment, retention, and internal promotion of a diverse workforce.
Specifically, we continue to support Business Impact Groups (BIGs), including RISE (formerly
Women's Connect), Veterans Group, PRISM (LGBTQ support), Level Up (Millennials), and the
BLAAC Employee Network (BEN) for Black, Latino, African American, African and Caribbean
employees. We also further enhance our unconscious bias training to deepen our understanding

Diversity & Network (D&N) is an internal community thatof DEI. In addition, PNA’s human resource leaders are working to operationalize a talentaims to create an organization where employees withassessment process that includes how well performance on diversity and inclusion is evaluated.

disabilities can work with vigor and demonstrate their

We have also introduced an employee

abilities. D&N aims to achieve the following three goals

awareness survey on DEI to gather opinionswith the vision of delivering better products and experiences to the world.

and basic data.

• Create a network of employees with disabilities and provide a place where they can encourage
each other and speak up for themselves.
• Foster a comfortable working environment by bringing together not only employees withdisabilities, but also colleagues committed to creating an organization that leverages diversity,and by showing understanding and taking steps to accommodate each other.
• Contribute to the Panasonic Group’s manufacturing by making the most of experiences
employees gain on account of their disabilities. Create a framework that generates added
value by harnessing diversity.

◇ Panasonic Deaf Association / Silent Lab

WEB Women Leading the Charge toward Equity at Panasonic North America
https://news.panasonic.com/global/stories/14082◇ Europe
Panasonic Europe has been promoting various initiatives in Europe to unleash more of ourtalent by providing a truly inclusive environment – where all people can develop to the maximumof their potential, irrespective of gender or other personal characteristics. As part of this, welaunched a new human resources development program in 2019 called Women in Leadership(WIL). The goal was to provide a platform for our female talent to be more visible, a locus for the
discussion of women-specific leadership challenges and a healthy brainstorming environment.

HR Strategies in Investment
Areas

Panasonic Deaf Association and Silent Lab are internal

73% of employees who completed the program have obtained more important roles or havecommunities where people who are and are not Deaf orbeen identified for roles in which they have the potential to thrive.

Contacts for Whistleblowing
and Seeking Consultation

working environment. We aim to achieve the following four

Human Resources Data

hard of hearing to work together to create a comfortablegoals.
• Provide a place for Deaf or hard of hearing employees
who feel alone in their workplaces.
• Provide a place for employees to talk and learn in sign language.

In 2021 a new group, Women Connect Europe, consisting of diverse volunteers, was organized
to enhance gender equality and attract many talented human resources of all genders. The
Women Connect network now has 268 members in 30 countries across 31 Panasonic Europe
brands. It’s great to see in this year’s EOS that the historic gender discrepancy in engagement
has reduced as these initiatives take hold.

• Provide a place where employees can post about their problems in the workplace, and share

Additionally, we are conducting a new education programideas and help each other.

called the Unhelpful Bias Workshop. Part 1 focuses on• Contribute to the development of better services and products through interviews andall levels of employee to raise awareness and develop

questionnaires to Deaf or hard of hearing employees.

attitudes, values, strategies and skills that encourage a

WEB Various Community Activities Various Community Activities- Creating an Inclusive Work

Environment - Diversity, Equity & Inclusion - Sustainability
https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/inclusive/community.html

diverse and inclusive culture for all employees from alllevels. Part 2 focuses on the Senior Managers to help themdevelop a meaningful strategy for their business. By taking

Sustainability Data Book 2023

98

Employee Well-being

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment

this approach, training can help to shape the inclusive culture that our people desire. We haveto the conventional career recruitment through agents, the newly established Kansas office isalso created a pan-European human resources team, to support DEI across Europe, calledworking to advance its global human resource development by establishing a pipeline with local

DIAG.

educational institutions and building a training program in collaboration with the Nevada office

WEB Female Leaders at Panasonic on the Role Models That Inspire Them
https://news.panasonic.com/global/stories/14117

its ability to acquire human resources, including better recruitment branding, and acquire◇ Braziland locations in Japan (including Suminoe and Wakayama). In Japan, it continues to improve
approximately 500 new employees yearly. Moreover, it will continue to hold its Forest Meetings

At PANABRAS, we believe that by respecting individual

to share its mission, vision, and drive; develop One ENERGY activities to foster an inclusive

differences and fostering positive relationships, we can createorganizational climate; promote reforms to job-based human resource management; and furthera more tolerant, respectful and sustainable work environment

innovate flexible work styles so that diverse human resources can interact and maximallyand world. Based on this belief, we have launched a DE&I

leverage everyone’s individuality and abilities.

(Diversity, Equity & Inclusion) project aimed at creating a moreequal and inclusive work environment. Under this project, we
are working to disseminate correct knowledge about the basic
concept of unconscious bias and its influence through our leadership development programs. In
addition, we are holding ongoing workshops and training sessions for employees in the humanresources and other departments to enhance their sense of belonging.
We are also working to improve accessibility and workplace environments to create a more
comfortable workplace for employees with disabilities. Examples of steps we have taken include
making improvements to buildings, creating accessibility maps, ensuring inclusive recruitment

Heating and Ventilation Air Conditioning (Heating and Ventilation A/C
Company, Panasonic Corporation)
Heating and Ventilation A/C (HVAC) Company, a Panasonic Corporation, is working onorganizational and human resource development to realize its vision of becoming “a global,
top-class professional company that creates a healthy, comfortable life and society throughair and water technologies.” Specifically, in Europe, where it expects demand to grow, HVAC
Company has established a system of local production for local consumption in which
production, manufacturing, and sales are completed within the region. Alongside this initiative, it
is expanding the plant production system and securing the required human resources needed in

Work together by giving fullplay to all individuality

and selection, and promoting education and training.

HR Strategies in Investment
Areas

metrics and challenges. We will work hand-in-hand with the organization's leaders, customers,

technological capabilities accumulated over the past 100 years. Furthermore, to improve its

Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

Czechia. Additionally, in April 2023, it merged with the air quality and air conditioning businesses,

We continue to raise awareness and listen to our team members in all of our business units towhich had been operated as separate organizations within the Group. Going forward, it intends

get a bigger picture of the current situation surrounding diversity, based on which we set key

to create new added value using air and water by combining the air quality and air conditioning

suppliers, employees and their families to ensure that everyone places greater value on diversity

solutions to customers in the B2B business, it is working to secure and train engineering solution

in their daily lives.

personnel, including engineering and software engineers with the necessary qualifications.

HR Strategies in Investment Areas

Supply Chain Management Software (Panasonic Connect Co., Ltd.)In-vehicle battery (Panasonic Energy Co., Ltd.)
Under the principle of promoting ESG management, Panasonic Energy Co., Ltd. positions
human resources as essential capital for its business development toward realizing its mission“to create a society where the pursuit of happiness and a sustainable environment coexist in
perfect harmony” and its vision “to be the energy that changes the future.” It is developing
human resource strategies and human capital management to strengthen its competitivenessand improve the well-being of its employees. Especially relevant in the rapidly expanding
automotive business, Panasonic Energy urgently needs to bolster its ability and competitivenessin acquiring human resources to establish production operations in North America. In addition

Panasonic Connect Co., Ltd. will invest in human resources to increase corporate value throughemployee growth. Its ideal for employees is CONNECTers’ Success, through which it promotes
initiatives to realize personal growth and a culture of empowerment so that all employees canthrive. Blue Yonder Inc.—responsible for the supply chain software business—is working toenhance the employee experience to achieve its medium- to long-term strategy, the “Seven
Value Creation Plan.” Specifically, it will continue to acquire and develop human resources incritical positions, including AI, machine learning (ML), and architecture. It also works to improveengagement by enhancing onboarding, digitalization, business process simplification, and otherproductivity-enhancing measures.

Sustainability Data Book 2023

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Employee Well-being

In Japan, it is reviewing the system under which employees were previously hired on fixed-

consultations, we safeguard employee privacy and carefully handle their concerns whileterm employment contracts and introducing a system that allows them to be hired as full-time

confirming their needs. We also ensure that the employee and any other parties involved in fact-

employees with market-competitive remuneration, aiming to bolster R&D by acquiring highly

checking the case are protected from retaliation.

skilled human resources in Japan and overseas in areas such as AI, cloud computing, and data

PolicyResponsible Executive andFramework
Key Groupwide Indicators
Implementation of BasicBusiness Philosophy
Work in safe, secure andhealthy state
Work with a sense offulfillment
Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas
Contacts for Whistleblowing
and Seeking Consultation
Human Resources Data

analysis.

Contacts for Whistleblowing and Seeking Consultation
Mental and Physical Stress Prevention and Response for Employees (in Japan)
Panasonic Group has established the following support lines to help employees prevent or deal
with mental or physical stress.

◇ Employee Consultants
Since 1957, the Group has designated employees with abundant work experience as“consultants” and has implemented a Consultant System whereby other employees may consult
with them. The consultants answer employees’ questions concerning welfare systems and help
them solve work or private problems.

◇ Employee Assistance Program (EAP) Counseling Office
For this program, we have engaged specialist counselors to listen to employees’ personal
concerns, and they can rest assured that what they have discussed will not be disclosed to theGroup or their health insurance associations.

◇ Health Management Office
Panasonic Group staffs these offices with full-time occupational physicians and occupational
health staff to provide a health support program that performs functions such as handling
illnesses that manifest during work, consulting on mental and physical health, preventing
lifestyle-related diseases, and helping individuals stop smoking.

Whistleblowing Discrimination and Harassment
The Group has set up a hotline where employees can anonymously report discrimination orharassment if they see or hear about it.

◇ Global hotline
For more details, please see “Business Ethics” chapter on page 138.

◇ Equal Partnership Consultation Office (in Japan)
We have established an Equal Partnership Consultation Office with dedicated contacts in boththe PHD and employees’ labor union. This whistleblowing framework allows us to address
any concerns from employees, including temporary staff, who report cases of harassment,
including sexual harassment (includes LGBTQ-related harassment), harassment based on
power differentials, or harassment related to pregnancy, childbirth, or childcare leaves. During

Sustainability Data Book 2023 100

Employee Well-being

Human Resources Data

Health Key Performance Indicators (in Japan)

Policy12.5%

4.9
Europe 7.6%

By region

Key Groupwide Indicators
Implementation of BasicBusiness Philosophy

Japan

233,39136.9%

Work together by giving fullplay to all individuality
HR Strategies in Investment
Areas

China ＆North
East Asia

18.2%

Latin America

1.0%South East Asia
& Pacific%

18.9

Work in safe, secure andhealthy state
Work with a sense offulfillment

By jobfunction

59%

Indirect

233,391

Directmanufacturing

41%

Employees (contract
employees and otherfixed-term employees)

7%

Contacts for Whistleblowing
and Seeking Consultation

PHD/PEX + 7
OperatingCompanies

43

7%

40.0
30.0
20.0
10.0
0.0

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

② Exercise rate (% of people who exercise at least 30 minutes twice a week for a year)

April, 2023

Men

All

Women Average

21.8

20.3

21.5

1.5

1.9

1.6

20.2

19.5

20.0

Men

Women

(FY)

All

25.0
20.0
15.0
10.0
5.0

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

(FY)

③ Smoking rate (% of people who smoke cigarettes)
(%)
50.0

Men

Women

40.0
30.0
20.0

Employees withno fixed termof employment

93%

Human Resources Data

Between 50 and
59 years%

Unit: year

Women

50.0

Average years of continuous service
PHD/PEX + 7 Operating Companies

AverageBy
employment
type

Men

(%)
60.0

(%)
30.0

Full-time regular
employees
Part-time/fixedterm employees

2023.460 years or over

1,908
Women
533
Foreign nationals
100
Persons with disabilities
57
Mid-career hires
1,479
Men

India, South Asia, &Middle East%

Responsible Executive andFramework(% of those who know their approx. number of steps walked per week)(full-time regular employees at nine companies in Japan)

2023.3
North America① Rate of awareness of steps walked

Recruitment figures

Number of employees

29 years or
younger%13

By
age group

Between 30
and 39 years

PHD/PEX + 7
OperatingCompanies

15%
Between 40 and
49 years

23%

10.0

Turnover rate

(full-time regular employees at nine companies in Japan)
Turnover rate(for all resignation reasons)

3.6%

Turnover rate(for resignation reasons otherthan mandatory retirement)

2.2%

Turnover rate = The number of those leaving the Group per year
divided by the annual average number of employees

0.02004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

(FY)

④ Obesity rate (% with a BMI of 25 or more)
(%)
35.0

Men

Women

30.0
25.0
20.0
15.0

2001

2003

2005

2007

2009

2011

2013

2015

2017

2019

2021

2023

(FY)

Sustainability Data Book 2023 101