Numbers of Employees

Proportions of Employees by Region

Japan 39%, The Americas 11%, Europe 8%, Asia 22%, China 20%

Total Number of Employees on a Global Consolidated Basis: 271,869 (as of the end of March 2019)

Policy

To deliver products and services that contribute to society and our customers around the world, and to develop Panasonic’s business, it is essential for the company to continue its efforts to develop human resources that can actively participate and grow in the global business environment. It is also essential that the company creates an organizational culture in which all individual employees can fully deploy their talents regardless of age, gender, or nationality. Thus, Panasonic regards the promotion of diversity as a crucial part of its business strategy, provides a broad range of opportunities for anyone with ability and ambition, and actively strives to create a rewarding work environment In fiscal 2011, Panasonic compiled this thinking into a Global Diversity Policy. Since then, this policy has been implemented globally.

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 collection of people with various backgrounds, such as in terms of region, culture, and history, who possess diverse capabilities, as well as diverse traits in terms of various factors including gender, age, race, belief, religion, nationality, sexual orientation, and gender identity. 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. 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

The Chief Human Resources Officer (CHRO) is Executive Officer Shigeki Mishima. The departments responsible for these matters consist of the Human Resources & Industrial Relations Department at Panasonic headquarters, plus the human resources departments in each of the seven Panasonic Companies (Appliances, Life Solutions, Connected Solutions, Automotive, Industrial Solutions, US and China & Northeast Asia) and in all business divisions and affiliated companies under the Panasonic umbrella. (As of August 2019)

Organization in Charge of Diversity and Inclusion

In 1999 Panasonic began its Equal Partnership initiative, and since this time, it has promoted the creation of an open and fair work environment—one that does not discriminate based on gender, age, nationality, or similar factors—through initiatives such as the establishment of the Panasonic Positive Action Program, special training programs for female employees, and the naming of Equal Employment Opportunity Officers.
Soon thereafter, in 2001, efforts to appoint women to positions of responsibility—previously largely the purview of the human resources department—were more forcefully recognized as drivers of diversity for the entire organization.
Accordingly as part of the management policies to change the corporate climate by facilitating the participation of women in management, the Corporate Equal Partnership Division was established directly under the office of the President.
In 2006, the division was further developed as an organization, and it became the Corporate Diversity Promotion Division—with an expanded mandate that focused on diversity of age and nationality, in addition to gender, while extending its efforts worldwide. At the same time, Panasonic established its e-Work Promotion Office, an organization dedicated to promoting telecommuting (internally called “e-Work”) as an efficient way of working.
Now, in 2018, on the 100th anniversary of the company’s founding, Panasonic has established its Office for A Better Workstyle, which reports directly to the head office. This editorial board is responsible for further increasing the rewarding nature of work for all employees, who are the driving force the firm needs to continue servicing society and its customers for the next 100 years.

Performance Evaluations

Panasonic believes “individuals and organizations that continue to evolve” to be an engine of growth and that it is crucial to combine the individual strength of each of the employees—who all are eager to work and to challenge themselves—in order to fully realize the potential of the organization. Therefore, Panasonic believes it is essential to create an organization that is broad-minded and open.
Putting this belief into action, Panasonic conducts surveys of its employees’ opinions—both in Japan and abroad—to understand the state, needs, and problems of its employees and organization. Problems discovered in these surveys are factored into action plans, and each relevant corporation and organization works to implement the plans and resolve the problems. From fiscal 2016, Panasonic has been conducting its Japanese and various overseas opinion surveys—which were conducted individually—by using a common platform. By doing so, the company is—through a common global perspective—gaining a clearer understanding of both its organizational strengths and problems to be resolved, able to enhance the quality of its management, and striving to achieve an organizational culture in which all employees can find their work meaningful.

List of Awards

Randstad Award 2018: Overall first place, first place in the industry
The Randstad Award is based on a survey of companies by an independent organization, using common global standards.
The awards are given to the companies found to have the best employer brand (based upon the appeal of a company as an employer).

Managerial Promotion

Panasonic has established its Panasonic Global Competencies (PGC)—common global guidelines for action based on the Company’s management philosophy. These guidelines clarify the leadership competencies needed from its leaders and the core competencies needed by all employees. In this way, the Company is promoting behavioral change and improved practical initiatives among its leaders worldwide.
With the release of the PGC, Panasonic has unified its candidate selection criteria, processes, and IT policies on a global basis. This step contributes to efforts to discover the most suited candidates, irrespective of age, gender, or nationality, and to provide a systematic approach to career development and promotions.
These guidelines play a particularly vital role in defining policies for nurturing executive and other management candidates, as well as developing perspectives for selecting from these candidates. Furthermore, the Company uses assessments from outside organizations to gain an objective understanding of candidates’ aptitudes, abilities, and other distinguishing characteristics. Panasonic then motivates these candidates by sharing the assessment reports to promote self-driven growth among its senior managers. The Corporate Division has established the Talent Management Committee as a venue to openly discuss and examine management candidates. The CEO, company presidents, the CHRO, and other committee members discuss how to find the best candidates worldwide, as well as matters related to career development and promotions.
The Company will continue to enhance its processes for discovering, nurturing, and promoting talent irrespective of age, gender, and nationality.

Performance-Linked System of Remuneration

Panasonic has adopted a performance-linked remuneration system that sets the levels of bonuses for the current fiscal year based on the company’s performance during the previous fiscal year. The degree to which the performance of the company is reflected in compensation increases at higher levels of management.
In addition, the amount of each individual’s bonus is determined based on the previous fiscal year’s performance of the jobs of which he or she was in charge.
Thus, by reflecting the company’s performance and individual performance within certain limits in compensation, Panasonic inspires the desire to improve individual and corporate performance.
In particular, the compensation of directors and executive officers consists of a fixed “basic compensation,” a “performance-linked remuneration”—which serves as a short-term incentive—and stock options—which serve as a longterm incentive.
Performance-linked remuneration is evaluated by considering the performance of the entire Panasonic Group and of the executive’s area of responsibility, based on indicators including sales, operating profit, free cash flows, Stock options are allocated so that executives can share profit awareness with other shareholders and strive to improve corporate value, taking a long-term perspective.