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Employees:Promoting Diversity


Panasonic Code of Conduct

Chapter 3: Employee Relations

The Company will respect human dignity and strive to provide an environment that encourages employees to realize their full potential. The Company will respect each employee's personality and motivation and, in appropriate circumstances, try to offer matching opportunities in other regions.
By building such mutually benefiting relations between the Company and its employees, we will carry out the Basic Business Philosophy.

(1)Human Resource Development


2. We will respect each individual's personality and individuality, while at the same time working to maintain and improve a system that develops the diverse qualities of employees.

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Global Diversity Policy

To develop the business as a global corporation, we recognize the importance of human resource development as well as promoting a corporate culture in which every employee can promote the growth of individual without regard for age, gender, or nationality. So Panasonic positioned "Promoting Diversity" as one of the core management initiatives and promote for creating worker-friendly environment as well as providing opportunities to the personnel who has his/her willingness and ability.

Global Diversity Policy

Panasonic Group is now one of the world's leading business groups which offer a wide variety of products in electronic business areas related to our daily lives. With an aim to contribute to progress in society and to enrich people's lives through manufacturing, every employee plays a leading role in their job and promoting business activities of Panasonic.

Panasonic is a group of people who have various regional, cultural and historical backgrounds. Although all people are different in nationality, age and gender, they all have their own individuality and abilities. Each person has various different ideas, and by sharing these ideas across countries and business areas, we can create more innovative values. Thus, Panasonic will continue to be a Group which always gathers wisdom and spurs innovation with the concerned efforts of all. We have a strong hope that using our diverse mindsets and viewpoints we can deliver products and services like no other in the world to our customers.

In order to achieve this, it is important to give a chance for success to motivated people of all countries and regions, regardless of their gender, nationality or any other characteristics. From fiscal 2011, we have expanded our diversity activities to make the best of the individuality and abilities of each employee and to support their success towards the group on a global basis. We will continue to take up the challenge of becoming "No.1 in Diversity Promoting Activities in each country and region."

Responsible Executive and Framework

Director in charge: Yoshiaki Nakagawa, Managing Director (as of July 2013)
General Manager, Corporate Human Resources Group and in charge of Corporate Diversity Promotion Office: Megan Lee (as of July, 2013)

Corporate Diversity Promotion Office

In 1999 Panasonic began its Equal Partnership initiative, and since this time, we have been promoting the creation of an open, fair, work environment-one that does not discriminate based on gender, age, or nationality-through the establishment of the Panasonic Positive Action Program, special training programs for women, and the establishment of the Equal Opportunity Employment Officer.

Then in 2001, the initiative to appoint women to positions of responsibility-previously the crusade of the personnel groups-was recognized as an engine of diversity for the entire organization. Subsequently, as one of the management policies to change the corporate climate by facilitating the participation of women in management, the Corporate Equal Partnership Division (currently the Corporate Diversity Promotion Office) was established directly under the office of the President.
Since 2006, we have set up a Corporate Diversity Promotion Office in each business division to accelerate the wide-ranging activities at the workplace level that are centered on them. Members of these Corporate Diversity Promotion Offices act as facilitators at each business division and work to foster a culture that accepts the active promotion of women and recognizes diverse views.

Rules and System

Initiatives to Maintain a Good Work-Life Balance that Supports Diverse Working Styles

As part of Panasonic's efforts to create an environment that enables diverse personnel to play an active role, we are implementing initiatives to support a good work-life balance for employees.
In addition, Panasonic has created an environment that allows employees easy access to programs that support parents in managing both work and child-rearing. This includes measures complying with Japan's Law for Measures to Support the Development of the Next Generation. Examples include sections on the company intranet that supply information to help men who are raising children, and provide useful information on maintaining the proper balance between job and household responsibilities.

<Examples of Work-Life Balance Support Systems>
Child Care Leave
A total of two years of leave is available until the end of April immediately after the child begins elementary school.
Work and Life Support Duty
A flexible work system for those raising children or caring for the elderly, which includes shortened work hours, half-days, alternate days, and other schedules.
Family Support Leave
A vacation system that can be used for a wide range of needs, including caring for a sick or elderly family member, or participating in a child's school events.
Child Plan Leave
A system allowing leave for infertility treatment.
Care for the elderly leave
Possible to take up to 365 days off for each person that needs nursing care
<External recognition and awards>
Ranked No.1 in Nikkei Shimbun's <Best Companies to Work at in 2012>

Promoting Diverse Work Styles e-Work Program

Panasonic is promoting the e-Work program, which uses information and communications technology to enable people to work from anywhere, with the full e-Work@Home system being introduced to around 40,000 employees.
Panasonic has also set up "spot offices" - fully equipped and networked places where employees can work when traveling on business - at 17 locations in total (16 in Japan). The spot offices have been shown to reduce travel time and speed up customer service, and we plan to continue our efforts to create a working environment that allows people to work even more efficiently.
Panasonic will increase productivity and continue to improve the work-life balance for its employees by accelerating implementation of more diverse, flexible work styles.

Performance Evaluation and Development

"Wage by Job" System

We have historically adopted the "wage by job" system. Our reward structure does not discriminate by gender.

Diversity Promotion Indicators Derived from Opinion Surveys

We establish and assess progress in diversity promotion from the perspectives of two indicators: "diversity of human resources," and "a workplace culture overbrimming with diversity." For the former, we collect data on the number of women holding management positions. For the latter, we utilize the results of Group-wide opinion surveys. We establish priorities such as open communication and mutual learning from others as important items for creating a culture overbrimming with diversity from the Group-wide opinion survey items and work to ensure improvements to any points.
For example, Panasonic holds study meetings at which divisions in charge of different business fields, including B2B and B2C products, gather, and employees are given the opportunity to reconfirm the importance of learning from the initiatives of other divisions and different ways of thinking.

Global Initiatives

Global Unification of the Executive Development System
Panasonic globally standardized the executive development system including the personnel selection criteria for executive candidates and executive development training, although it had previously been promoted separately in Japan and overseas. Irrespective of age, gender, nationality, the best qualified people are being sought and trained, planned careers developed and their appointments to positions fast tracked.
Henceforward, a condition governing an executive's appointment is assumed to be experience, such as management experience in multiple businesses and work experience outside his or her home country. To that end, we will fast track career development by such methods as strategic human resource rotation.
In addition, with regard to human resources that are in line for senior management positions and in accordance with individual assessments, we will impress upon each candidate the need to take personal ownership of fast tracking development and growth with a greater sense of motivation and awareness. To this end, steps will be taken to clearly identify individual strengths and weaknesses in leadership and ability, and to uncover educational and training needs to overcome any deficiencies with an eye toward bolstering measures aimed appointing individuals to a senior management post. At the same time, details will be shared informally with each candidate.
Strengthening the Review Process for Getting to Know, Train and Appoint Human Resources
Reaffirming that human resources represent a common Group-wide asset and with regard to successor candidates for important posts, we will set up an objective and transparent system (Talent Management Committee) to openly discuss and review career development and to strengthen the process for getting to know, training and appointing human resources.
Implementation of Post Evaluation
Panasonic quantitatively evaluates important global and Group posts using common Group criteria and manages corporate-level incumbents and successor candidates of a certain grade or higher as corporate management posts.
Worldwide Introduction of Panasonic Leadership Competences (PLC)
With a view to changing the behavior and strengthening the work practices of each and every leader, we are sharing globally the Panasonic Leadership Competences (PLC) that demonstrates a leadership concept grounded in Panasonic's Management Philosophy.
In the years to come, we will continue to utilize this PLC in all aspects, such as getting to know, training and appointing human resources, as the criteria for appointing senior management.
Efforts toward Strengthening Leader-Level Education
Panasonic is vigorously promoting working in other countries, with a view to strengthening the education of leaders that represent the core in coordinating the promotion of business that transcends borders. These efforts include implementing programs such as Working in Japan, and maintaining inter-regional personnel changes in regulations.

In addition, we are continuing to promote and enhance employee training programs in all regions. In emerging regions, for example, we are implementing training related to Panasonic's management philosophy and business policy.
In Europe, we are conducting the two-year Talent for Tomorrow (TfT) program. As one part of this program, employees engage in social issues that utilize the skills and experience gained through business activities by participating in CSR-related projects and corporate citizenship activities. In addition, they use this experience in the creation of new businesses that make products.

<Percentage of Locally Hired Company Presidents of Overseas Companies>


<Outline of Human Resources Development Policy>

Employees / Employee Training and Development:"Human Resources Development Policy"

Participation of Women in Management

We recognize that improving our gender diversity is necessary to maximize the intellectual capital of society. In Japan, increasing the number of women at the managerial and decision-making levels is both a challenge and a priority at senior levels. We at Panasonic are committed to doing our part and meet the expectations of society.

In the case of our management team, our first female executive officer took up office in 2011. The first female director was appointed in 2013. To accelerate the participation of women in management, we are holding training programs for female employees and career improvement seminars for women managers as well as working to create opportunities for them to come into contact with role model values and professional views. To improve awareness among all employees of the active role played by female employees and the promotion of diversity, we have designated July as Diversity Promotion Month, hold forums and create opportunities to discuss diversity promotion topics in the workplace.

<Number of Women in Management Positions, Percentage of Women in Positions of Responsibility>

Note: Figures as of April in each fiscal year

*1:Managerial position is defined as section leader or higher. Total of Panasonic Corporation and its key domestic affiliates (excluding SANYO Electric Co., Ltd., and including the former Panasonic Electric Works Co., Ltd. [PEW] from 2012)
*2:Positions of responsibility include positions such as coordinator or councilor. Total of Panasonic Corporation and its key domestic affiliates (excluding SANYO Electric Co., Ltd., and including the former PEW from 2012)

<Average Number of Years of Service>

Figures as of March in each year
Total of Panasonic Corporation and its key domestic affiliates (excluding SANYO Electric Co., Ltd., and including the former PEW from 2012)

Diversity in the United States

We hold training on communicating with different cultures for all employees at Panasonic North America (PNA), our regional headquarters. Related to laws that ban discrimination, the training is based on Equal Employment Opportunity (EEO) policies.
This training deepens knowledge of laws related to the banning of discrimination in employment. Implemented with the aim of preventing harassment in the workplace, the training aims to realize an open and fair workplace environment, as through the training participants learn to build relationships of respect with company colleagues, customers, and business partners.
The EEO policies are thoroughly ingrained in people in management executive and management positions, who are apprised of their responsibility for taking the steps needed to comply with the law.

At Panasonic, diversity is considered essential to our ability to understand consumer needs and aspirations in many of the regions in which we produce and sell our products. For that reason, we conduct wide-ranging activities that aim to move from the " comply with the law, give consideration to diversity " stage to the " emphasize diversity, nurture a culture of acceptance " stage.
To achieve these goals, PNA has undertaken a number of initiatives to remain a "best in class" company in the area of diversity and inclusion. These initiatives include cultural training programs and communications and awareness-raising initiatives. We also offer flextime, telecommuting, and mobile work, all focused on creating a healthy work-life balance for our workforce.

<PNA Demographics (as a percentage of total) as of April 1, 2013>

Male Female White All Minorities Black Hispanic Asian Native Hawaiian and other Pacific Islanders Two or More Races Native American
Officials and Managers
77.36% 22.64% 69.70% 30.30% 3.97% 6.79% 18.05% 0.25% 0.83% 0.41%
72.31% 27.69% 48.34% 51.67% 5.91% 7.96% 35.75% 0.17% 1.49% 0.39%
91.61% 8.39% 43.53% 56.47% 13.92% 14.51% 25.49% 0.98% 1.57% 0.00%
Sales Workers
81.85% 18.15% 84.52% 15.48% 2.17% 4.95% 8.05% 0.00% 0.31% 0.00%

*=Total of PNA HQ and other 15 sites in the U.S.

Creating Comfortable Workplaces for Those with Disabilities

As of June 2012, the number of employees with disabilities represented 2.04% of Panasonic Corporation's workforce in Japan. On a total Group basis, this figure was 2.06%, higher than the national average of 1.65% and legally mandated quota of 2.0%.

<Ratio of Employees with Disabilities> (Japan)
  June 2007 June 2008 June 2009 June 2010 June 2011 June 2012
Panasonic Corporation 2.04% 1.92% 1.93% 2.01% 2.07% 2.04%
Major group companies 2.29% 2.27% 2.16% 2.10% 2.08% 2.11%
Group total 2.13% 2.05% 2.00% 2.07% 2.08% 2.06%

In addition, in collaboration with communities and local governments, Panasonic operates seven subsidiaries that are owned jointly with public sector partners for the purpose of employing those with severe disabilities. (Number of employees: as of June 2012)

Company Established Number of employees (employees with disabilities) Business
Panasonic Kibi Co., Ltd. 1980 86(35) Assembly of LCD units for video cameras, assembly of video accessories
Panasonic Katano Co., Ltd. 1981 42 (31) Assembly of avionics products, inspection and packaging of AV accessories
Panasonic Associates Shiga Co., Ltd., 1994 53 (31) Assembly of electronic circuits (for massage chairs, shavers, and other)
Panasonic Ecology Systems Kyoei Co., Ltd. 1980 32 (21) Assembly of components for ventilating fans, printing of operating manuals
Sanyo Heart Ecology, Co., Ltd., 1998 68 (52) Growing and sales of orchids, collection and delivery of in-house mail
Harima SANYO Industry Co., Ltd., 1982 47 (26) Assembly of vacuum cleaner parts, environmental maintenance on the premises
Sendai SANYO industry Co., Ltd. 1992 83 (21) Manufacture of products that use LEDs, manufacture of optical sensors

The facilities at these subsidiaries are designed for those with disabilities, and include placement of parts and materials and adjustments to work surfaces to suit the physical needs of wheelchair usersz, and we actively welcome participants in trainee programs and employees from other companies to learn from our experience.
At the Eco Solutions Company, they implement training by job position classification for people with hearing impairment, use sign-language interpreters at skill development training programs, provide classes in signing, and have a communications manual for educating people about how best to communicate with people with hearing impairment.
Going forward, Panasonic is committed to promoting the independence of those with disabilities and their active participation in society.

Our Response to an Ageing Society

Panasonic has been a pioneer in Japanese society with regard to policies and support structure related to the elderly, as exemplified by the extension of the mandatory retirement age in 1972, introduction of its Senior Life Plan in 1980 and launch of its Next Stage Program in 2001.
In 2001, Panasonic created the Next Stage Partner System within its Next Stage Program, under which employees who have retired at the mandatory age of 60 are allowed to continue working until the age of 65 if they desire.
Moreover, guided by the basic principle of helping people lead independent lives, Panasonic updated this system with the launch of the New Next Stage Program in April 2008, making it simpler to understand, more flexible and easier for employees to use. In addition to continued employment options at Panasonic, the Company's systems help employees achieve their next life stage in various ways, such as by having a staff registration system at group-affiliated temporary staffing companies for senior citizens seeking to get involved elsewhere and to facilitate their transition to activities outside of Panasonic, and by creating a support system for employees that seek a transfer to a place of their choosing outside the Panasonic Group prior to mandatory retirement.




Resources for future

Special Program for Touhoku "Smiling for Sure 2021"

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