To leverage the knowledge capital of society to the greatest extent possible, Panasonic believes that it is crucial to take advantage of all forms of diversity in the workplace whether in terms gender, age, nationality, or any other factor. We have implemented a “Role / Grade System” that determines compensation based on the work or role in which employees are engaged; and there are no gender-based inequalities in this compensation system. However, particularly in Japan, Panasonic is aware that there is a need to employ greater numbers of women in upper management and decision-making positions; it is striving to ensure gender diversity.
Regarding the Senior Management team, a female Director was appointed in 2013, and currently two of the eight Directors are female. To accelerate female participation in management, Panasonic holds study groups for female employees and provides career-advancement seminars for women leaders, creating opportunities for women to encounter role models’ values and views on working, as well as further strengthening the management capabilities of supervisors. Furthermore, to raise the consciousness of all employees concerning the promotion of diversity, Panasonic has established a Diversity Promotion Month in July every year, hosting forums and creating opportunities in the workplace for discussions on the theme of diversity. As Panasonic welcomed its 100th anniversary, it is essential that all employees, who serve as the driving force behind Panasonic’s continued usefulness to society and its customers in the next 100 years, undergo self-growth while feeling rewarded in their work. Since November 2017, Panasonic has endeavored to create “A Better Workstyle” (by undertaking reforms that make work rewarding), with a focus on creating growth opportunities by reaching outside the company, supporting voluntary changes among employees, and encouraging a diverse environment.

Number of Women in Managerial Positions, Percentage of Women in Positions of Responsibility

Percentage of Women in Positions of Responsibility (year:%) [2009:4.7%, 2010:5.1%, 2011:5.4%, 2012:5.5%, 2013:5.8%, 2014:6.0%, 2015:6.5%, 2016:6.7%, 2017:6.9%, 2018:7.2%, 2019:7.6%, 2020:8.0%], Number of Women in Managerial Positions (year:People) [2009:209, 2010:236, 2011:258, 2012:323, 2013:331, 2014:354, 2015:404, 2016:423, 2017:464, 2018:493, 2019:534, 2020:573]

(The female employee ratio is at 20.1%, as of April 2020)

Average tenure length

Male (Number of Years) [2009:22.5, 2010:22.4, 2011:22.8, 2012:22.3, 2013:22.6, 2014:23.1, 2015:23.5, 2016:23.3, 2017:23.5, 2018:23.5, 2019:23.4, 2020:23.3], Female (Number of Years) [2009:21.1, 2010:21.6, 2011:22.2, 2012:21.8, 2013:21.7, 2014:21.8, 2015:22.1, 2016:22.4, 2017:21.2, 2018:21.4, 2019:21.6, 2020:21.6]

Diversity and Inclusionin the United States

Diversity naturally generates creativity and innovation in the workplace. Panasonic North America (PNA) is committed to building and maintaining a workforce as diverse as the communities we serve. The Diversity & Inclusion (D&I) program at PNA includes the Business Impact Groups (BIGs), Women Connect, Veterans Group, PRISM (supporting LGBTQ), and Level Up (Millennials) launched in 2019. Our newest BIG is called the Black Employee Network which recently launched in June 2020.
These groups are just one way that we support the recruitment, retention and internal advancement of a diverse workforce.
Our efforts in I&D have led us to receive many awards including

Woman Engineer Magazine
Top 50 Employers

STEM Workplace Diversity Magazine
Top 50 Employers

Minority Engineer Magazine
Top 50 Employers

Here at PNA, 40% of our employees within underrepresented groups hold leadership positions throughout North America, and that number is improving every year. In addition, 17% of our leadership in North America is female. The insights and contributions made by our female leaders help move us forward. “Applying the same assumptions and methodology in calculation, underrepresented groups in leadership positions remained the same across FY19 and FY20 (40% both years). While women in leadership positions increased 1% YoY (16% in FY19 and 17% in FY20)”
In 2017, our Talent team worked with the Marketing organization to produce a video called Wall of Inclusion. We invited employees in Newark & Harrison, NJ to create Post-It notes explaining what they love about working in a diverse environment. The video allowed an opportunity to see how these notes were used to create a Panasonic Logo mural, but also gave many employees a moment on camera to share all that they gain from our commitment to continuous efforts in Diversity & Inclusion initiatives.

Work-Life Management

Realizing Diversity in Working Styles—e-Work*

Panasonic has been promoting “e-Work” for some time as an efficient way of working that takes advantage of information and communication technologies to perform work in any location. We are implementing a work-from-home system that covers around 40,000 employees. With the impact of COVID-19, there has been a strong push toward utilizing this work-from-home system, and we have realized that new working styles have emerged leveraging IT, digital, and other technological means. Going forward, we plan to continue building a work environment even more favorable to efficient work activities. We aim to increase productivity and improve the work-life balance of employees through a number of flexible working styles.

*The term “e-work” refers generally to working from home, mobile work, work at satellite offices, remote conferencing, and other such initiatives.

Supporting Diverse Ways of Working through Work-Life Management

As part of Panasonic’s efforts to create an environment that enables everyone to play an active role, the company is implementing initiatives to support a good work-life balance for employees.
The effort and adaptability of employees is vital for childcare, nursing care, and work to coexist. However, this effort may not be sufficient by itself, in which case, employees require the understanding and support of their supervisors and workplaces. Panasonic also creates guidebooks with 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 careers without worry, regardless of the situations they face with childcare or nursing care.

Examples of Systems Supporting Work-Life Management

Flex-time work system
A flexible work-hour system that does not designate mandatory “core hours” when all employees must be present

Child Care Leave
A non-consecutive total of two years of leave that can be taken until the end of the April following the child’s start at elementary school

Work and Life Support Program
A flexible work system for those raising children, or providing nursing for an elderly person, that includes short and flexible working hours; half-days; as well as adjustable, fewer-day working weeks; and other appropriate schedules

Family Support Leave
A leave system that can be used for a wide range of events, including care or nursing of family members, or attending a child’s school events

Child-Rearing Support Café Point
A system by which Panasonic covers some of the costs for childcare, such as extended daycare and daycare for an ill child

Child Planning Leave
System of leave for fertility treatments

A Comprehensive Program for Supporting a Balance between Nursing Care and Work

  • Holding of seminars and launch of a portal site with information concerning nursing care
  • Counseling for employees facing the prospect of nursing care, and support for related procedures
  • Company support for half of the daily costs of nursing care through the Nursing Care Support Café Point
  • Ability for employees to take leave days up to a total of 365 days per person requiring nursing care, with a payment of 70% of wages plus an allowance for the employee-borne portion of social insurance premiums for leave totaling to 183 days or fewer
  • Other measures, including the establishment of a nursing care financing system

Creating a Workplace Where People with Disabilities Can Take an Active Part

Panasonic supports every workplace in creating a pleasant work environment for all employees, whether they have a disability or not. For example, if an employee with a hearing loss takes part in a training session, we utilize a sign language interpreter or use a voice recognition software to ensure that there is no impediment to exchanging information. We also promote working environment improvements such as floors without steps or dips, lighting that is sufficiently bright, and unassigned desk space in an open office format. Panasonic also develops educational materials to improve employees’ understanding about people with disabilities and to provide opportunities for further learning.
The Panasonic Group manages seven special subsidiaries to promote the employment of workers with severe disabilities in cooperation with local communities and governments. These subsidiaries take measures to create an appropriate workplace, which includes the installation of specially designed workbenches and materials suitable for people who use wheelchairs. The subsidiaries also actively welcome trainees and observers.

As of June 2020, individuals with disabilities represented 2.33% of Panasonic Corporation workforce in Japan, while the figure for the whole Group was 2.35% (exceeding the legally mandated employment rate of 2.20%).
Going forward, we will continue our efforts to support people with disabilities in their independence and social participation.

Employment of Workers with Disabilities (Japan)

2012
June

2013
June

2014
June

2015
June

2016
June

2017
June

2018
June

2019
June

2020
June

Panasonic Corporation

2.04%

2.15%

2.16%

2.15%

2.18%

2.15%

2.15%

2.20%

2.33%

Key Group Companies

2.11%

2.21%

2.24%

2.46%

2.50%

2.24%

2.47%

2.49%

2.58%

Group (whole)

2.06%

2.17%

2.18%

2.21%

2.23%

2.16%

2.17%

2.22%

2.35%

Special Subsidiaries (employee figures are as of June 2020)

Company Name

Year of Establishment

Number of Employees
(Number of Persons with Disabilities)

Description of Business

Panasonic Kibi, Co., Ltd.

1980

84 (40)

Assembly of video camera LCD units, video accessories

Panasonic Katano Co., Ltd.

1981

40 (34)

Assembly of avionics products, inspection and packaging of AV accessories

Panasonic Associates Shiga Co., Ltd.

1994

63 (36)

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

Panasonic Ecology Systems Co., Ltd.

1980

47 (27)

Assembly of ventilating fan parts, printing of user manuals

Panasonic Heart Farm Associates Co., Ltd.

1998

71 (40)

Growing / selling orchids, distribution of company-internal mail

Harima Sanyo Industry Co., Ltd.

1982

40 (22)

Assembly of vacuum cleaner parts, maintenance of internal environment

Panasonic Associates Tottori Co., Ltd

1992

55 (22)

Manufacture of LED products, light sensors

Employing Workers Post Retirement

In 1982, Panasonic created the Senior Partner System, allowing workers past retirement age to enter into employment contracts under new conditions. In 2001, we introduced our “Next Stage Program”, and in 2008, we relaunched this as the “New Next Stage Program”, renewing our position as an industry leader in formulating policies for the employment of older workers in Japan. In 2019 we once again revamped the New Next Stage Program 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.

Next Stage Program

The Next Stage Program is a system that mainly consists of the Next Stage Partner Program, which allows workers who wish to continue working after the mandatory retirement at age of 60 to do so until the age of 65. In April 2008, we relaunched this as the New Next Stage Program. Our basic thinking here relies on an emphasis on personal autonomy. The new system is easier to understand, more flexible, and easier to use than ever before. In 2015, we updated this system once again, based on new ideas about longer term careers and aimed at encouraging each employee to map out his or her own career from an early stage. Our new system offers a broader range of measures to meet the diverse needs of older workers. More specifically, across the entire company, we are developing and promoting training seminars on career design and life design for various stages of people’s lives. As increasing numbers of people desire to continue working into their later years, social attitudes are changing. This has economic ramifications, in terms of retirement and pension benefits—specifically, the need for many employees to continue to work during the gap between when they officially retire and when they start to receive pension payouts—as well as ramifications in terms of the emergence of older workers as a potential resource. Since legal revisions are also underway, we are striving to ensure that everyone who wishes to continue working beyond the age of 60 has the opportunity to do so, and we are fine-tuning the conditions of our Next Stage Partner Program to accommodate this change. We are also offering economic support for employees who wish to retire early and seek new activities elsewhere, as well as support for those who wish to work elsewhere after reaching retirement age.

Create a Good Work Environment for all Regardless of Sexual Orientation or Gender Identity

Policy

Panasonic’s Code of Conduct makes it clear that discriminatory speech or conduct with regard to sexual orientation or gender identity, as defined by applicable laws, are not permitted.

*LGBT: An acronym for lesbian, gay, bisexual, and transgender, LGBT is used in this section to refer to these and other sexual minority groups.

Treatment of Individuals in Panasonic's HR Systems

Effective April 2016, Panasonic now recognizes same-sex domestic partners as equivalent to legal spouses within its HR systems, except in areas where such recognition cannot be applied due to legal restrictions. This is part of the company’s promotion of diversity in management, which is based on valuing, accepting and making the most of individuality. Affiliates both within and outside of Japan are addressing this matter on an individual basis, subject to the condition of compliance with applicable local laws.

Advancement in Understanding

In order to create a friendlier workplace regardless of sexual orientation or gender identity, Panasonic has been conducting since February 2016 successive seminars targeting HR functional divisions, managerial positions, and employees.
Seminars for HR functional divisions offer not only basic knowledge about sexual orientation or gender identity concerns, but also methods for dealing with discriminatory speech or conduct, and methods for responding to the needs of those involved. Information on how to advance understanding and invitations to participate in related events are also sent out via Panasonic’s intranet system.

Creating Support Desks

Panasonic has created support desks through which employees can engage in email or telephone consultations about any internal company topic, including cases of sexual harassment or abuse of authority (employees can use these support desks anonymously.)

Support for External Activities

Since fiscal 2015, Panasonic has been engaged in cooperation with “work with Pride”, a private organization that works on initiatives to create friendlier workplaces that are inclusive of various sexual orientations and gender identities. Panasonic provided a hall in its Tokyo building as a venue for an event in 2014, with roughly 200 people taking part, most of them from corporate HR departments.
Every year since then, we have cooperated with “work with Pride” on their Tokyo Rainbow Week exhibits and continuously cooperated for other events. Panasonic has made contributions to the policy working group for a corporate LGBT evaluation index held from December 2015 to May 2016 as a secretariat member.
Panasonic also supports Pride House Tokyo as a “Rainbow Partner” to raise awareness of LGBTQ issues through hosting events and producing diverse content, while taking advantage of the opportunities available during the Tokyo 2020 Olympics and Paralympics.