As a company doing business in countries around the world, Panasonic strives to respect human rights and considers it a precondition for all its behavior to abide by international standards, the laws and regulations of each country or region, and the Panasonic Code of Conduct.
Further to these efforts, since 2007, the company has been conducting Overseas Human Resources and Labor Assessments intended to identify, comprehend, and resolve issues in personnel management and labor management overseas. The checklist used in the survey contains around 300 items, including those concerning proper implementation of labor management; compliance with local labor laws, employment systems, and business practices; and discovery of bad influences on business and of latent labor-related risks that could cause problems.
After the local affiliate has conducted a self-assessment based on the checklist, an assessor who belongs to a Company or business division in Japan performs an audit. Efforts to resolve problems discovered via assessments are undertaken primarily by Assessor-Leaders (mainly managers in charge of human resources), who strive to raise the level of labor management.
Furthermore, since fiscal 2015, Panasonic has implemented risk assessment and improvement efforts based on a “Self-Assessment Checklist” relating to human rights and labor that was established that year.
Because issues with working hours management have been observed at some companies through self-assessments, we have proposed improvement plans that include revisions to the organization of personnel, work management methods, and equipment automation, and are moving forward in our efforts to correct these issues.

In addition, Panasonic receives audits from the clients that we supply. We were audited over 20 times in fiscal 2018, and we are engaged in correcting and improving the areas that our clients have indicated may be problematic in terms of human rights and labor standards. These efforts include reviewing our work regulations and management methods.

Key Issues and Countermeasures

Social trends indicate an increase in the rate of consultations about harassment based on power differentials (bullying and verbal harassment). The most common reason that Panasonic employees consult with the support desk also happens to be harassment based on power differentials. As part of our goal to create workplaces in which harassment does not exist, we are conducting training and educational activities for organizational management in an effort to provide basic knowledge, to further raise awareness so as to incite changes in harassing behavior, and to otherwise improve their management abilities.