The fiscal 2025 effectiveness evaluation assessed that fiscal 2025 was the year in which the Board of Directors Members united in enhancing the Company’s corporate value, and the Outside Directors and Audit & Supervisory Board Members and executive team collaborated effectively in decision-making for Group management reform, demonstrating high effectiveness. On the other hand, to further clarify the vision and growth strategy that the Panasonic Group aims for, it was identified as an issue that focused discussions on growth strategy should be conducted in fiscal 2026, and mechanisms for effective discussions (including agenda design, clarification of discussion points, and further enhancement of information provision to the Board of Directors) need to be considered.

Based on the above results, a Board of Directors meeting held on July 30, 2025 discussed improvements to the issues concerning the current Board of Directors, the annual agenda, and the operational policy of the Board of Directors for fiscal 2026. Recommendations were made at the Board of Directors meeting regarding the following points, and the Board focused efforts on addressing them.

1. Following an Outside Director taking office as chairperson of the Board of Directors, confirming and deciding the agenda and other matters between the chairperson of the Board of Directors and the Group CEO every month
2. Monthly progress monitoring of Group management reforms and discussion towards formulation of the next mid-term Group strategy
3. Strengthening supervision of compliance incidents
4. Enacting the following as mechanisms for conducting effective discussions

   ・Sharing the intended resolution materials, in principle one week before the Board of Directors meeting date

   ・Always including in Board of Directors meetings explanations of how discussions were held at the PHD Strategy Meeting provided by the person who drafted the proposal

For the effectiveness evaluation in the current year, it was decided to carry out the evaluation from April to May to correspond with the Director term of office cycle, and to conduct interviews and also a free-response survey for the purpose of conducting the interviews effectively.

An overview of the survey is as shown below.

• Survey period: Early April 2026 to mid April 2026
• Period subject to evaluation: June 2025 to May 2026
• Survey subjects: Directors, Audit & Supervisory Board Members, Executive Officers in attendance
• Survey format: Total three questions (free-response format)
• Items of the survey:

(1) Good points and points requiring improvement when looking back at "progress monitoring of Group management reforms" and "discussion of Group strategies"

(2) Good points and points requiring improvement when looking back at agenda matters other than the above

(3) Concerning the fiscal 2027 priority agenda

After collecting the survey results, interviews will be conducted of Board of Directors members based on the response contents. Based on the interview results, issues and improvement measures for the Board of Directors will be discussed, and the Board of Directors operating policy for fiscal 2027 will be decided.

In addition to the above, regarding operation of the Board of Directors, utilize meetings of a committee of Outside Directors and Audit & Supervisory Board Members to conduct reviews and enact further improvements when needed, and work to continually strengthen the Board of Directors effectiveness.