Panasonic Holdings Corporation

Human Capital Management Data of the Panasonic Group

To become a company where every employee can “UNLOCK” their potential and maximize their skills and abilities, we are implementing the following initiatives: “Organization Culture Transformation,” “Develop & Appoint Diverse, Transformational Leaders,” and “HR Modernization.” On this page, we share basic data related to the promotion of these initiatives, as well as information on personnel, diversity, and work styles. For details on “Safe, Secure, and Healthy Work Environment,” please visit the sustainability web page.

*Definition of terms used on this page:

  • Japanese Region: Unless otherwise noted, the information disclosed from April 2024 onward pertains to the following eight companies: Panasonic Holdings Corporation, Panasonic Corporation, Panasonic Entertainment & Communication Co., Ltd., Panasonic Housing Solutions Co., Ltd., Panasonic Connect Co., Ltd., Panasonic Industry Co., Ltd., Panasonic Energy Co., Ltd., and Panasonic Operational Excellence Co., Ltd. From April 2022 to March 2024, Panasonic Automotive Systems Co., Ltd. was also included. Prior to that period, the scope was limited to Panasonic Corporation and certain affiliated companies in the Japan region, reflecting our business structure before the transition to an operating company system.
  • The term “employees” is used here to refer to both employees with no fixed term of employment and fixed-term employees.
  • Figures for Japan region: Unless otherwise indicated, these figures refer to employees with no fixed term of employment and fixed-term employees.

1. Organization Culture Transformation

■ Vision :

Toward a state where every employee can boldly and positively take on challenges by maximizing their skills and abilities

■ Critical Indicator :

UNLOCK Indicator (For both Japan and global regions)

Target :

70 %   FY 2031

60 %   FY 2028

Currently :

43 %  (FY 2025, On a consolidated global basis)

32 %  (FY 2025, Japan region)

  • The UNLOCK indicator is the percentage of favorable responses to both of the following questions in the Employee Opinion Survey: “Enough encouragement is provided by the company or supervisors,” and “There are no significant barriers to taking on challenges. ”The UNLOCK indicator is the percentage of favorable responses to both of the following questions in the Employee Opinion Survey: “Enough encouragement is provided by the company or supervisors,” and “No significant barriers to take on challenges.”
  • For details on the UNLOCK indicators, please visit “To Unlock Each and Every Employee.” For information on why we established the UNLOCK indicators, please visit “Challenges We Face – Why UNLOCK Now?”

■ Relevant Data :

Internal open recruitment (Japan region)

This bar graph shows the number of applications and assignments for our internal open recruitment. In fiscal 2023, there were 3,526 applications and 1,256 assignments. In fiscal 2024, there were 2,710 applications and 1,278 assignments. In fiscal 2025, there were 3,211 applications and 1,420 assignments.
  • The figures above represent the total of the following: the numbers from each operating company’s system and those from the Groupwide systems (e-Challenge and e-Appeal Challenge).
  • Open recruitment systems specific to each operating company have been introduced at Panasonic Industry Co., Ltd., Panasonic Connect Co., Ltd., and Panasonic Housing Solutions Co., Ltd. When applicants meet the requirements, they can apply for positions of responsibility, such as general manager, manager, or other higher-level roles.
  • To support employees in taking on new challenges in their work, the Panasonic Group offers shared programs such as Side Job for external work, as well as Multiple Internal Roles. The latter allows employees to contribute to other departments while continuing their current roles.

Development of Human Resources Capable of Using Data Technology

In fiscal 2025, the On-Site PX Contest was held twice, with 803 applications and 1,112 winners.

On-Site PX Contest

The number of Applications :  803

The number of Winners :  1,112

FY 2025 (Two contests in total)

In fiscal 2025, the number of PX Ambassadors was 62, supporting 170 cases.

Cases Supported by PX Ambassadors

The number of Ambassadors :  62

The number of cases supported by Ambassadors :  170

The figures in FY 2025

2. Develop & Appoint Diverse, Transformational Leaders

■ Vision :

High-quality decision-making by diverse transformational leaders

■ Critical Indicator 1 :

Diversity rate of the management team*

*Diversity in Executive Officers of Panasonic Holdings Corporation (female employees, employees who are non-Japanese citizens, and mid-career hires)

Target :

More than half (April 2031)

More than half (April 2028)

Currently :

54 %  (As of April 1st, 2025)

This pie chart shows the diversity rate of the management team. Seven out of thirteen Executive Officers have diverse attributes such as gender, nationality, or career background. These include five women, five mid-career hires, and two non-Japanese citizens, totaling seven individuals when overlapping attributes are excluded.

■ Critical Indicator 2 :

Ratio of Female Managers* (Japan region)

Target :

16 % or greater (April 2031)

12 % or greater (April 2028)

Currently :

7.9 %  (As of April 1,2025)

This bar graph shows the number and ratio of female managers from 2017 to 2025. Both figures have shown an upward trend year by year. The numbers are 464, 493, 534, 573, 607, 664, 799, 954, and 980, respectively. The ratios are 3.4%, 3.6%, 4.1%, 4.5%, 4.8%, 5.4%, 6.1%, 7.0%, and 7.9%, respectively.

*The figures above refer to employees with no fixed-term employment.
*The figures of 2024 above include those of Panasonic Automotive Systems Co., Ltd.

■ Relevant Data :

Status of Succession Readiness

This table shows the status of succession readiness from fiscal 2023 to fiscal 2025. The number of candidates ready for immediate appointment is 19, 25, and 24, respectively. Those ready for appointment within 5 years are 36, 34, and 35, and those ready within 10 years are 60, 70, and 66. The total number of employees eligible for appointment adds up to 115, 129, and 125, respectively.
  • The number of successors refers to human resources who can be appointed immediately or within 5 to 10 years, selected from among the candidates for Executive Officers of Panasonic Holdings Corporation and Presidents of operating companies or division companies.
  • For details on the successor nurturing process, please refer to “Develop & Appoint Transformational Leaders.”

Gender gap in compensation* (Japan region)

This table shows the gender pay gap from fiscal 2023 to fiscal 2025. For all employees, when the compensation of male employees is set at 100, that of female employees is 72.6, 75.3, and 74.9, respectively. Similarly, for employees in managerial positions, the figures for female employees are 93.4, 95.8, and 91.9, respectively.

*Calculated based on salaries and bonuses.

  • The compensation system does not include any disparities based on gender, gender identity, or other personal attributes. The gender gap in compensation is not believed to result from the compensation structure or system itself, but rather from factors such as differences in the grade system. Accordingly, we will strive to promote diversity that is not defined by characteristics such as gender.
  • For details on our ideas and initiatives for gender equity, please refer to “Support for Every Individual: Gender Equity.”

3. HR Modernization

■ Vision :

Enhancing the employee experience through highly productive HR management utilizing AI

■ Relevant Data :

Utilization of One-Stop HR Service Customized for Employees (Japan region)

In fiscal 2025, the average number of One-Stop HR Service users was 18,614, with an average of 44,148 uses per month.

Users :

18,614 users/month (FY 2025)

The number of utilizations :

44,148 times/month (FY 2025)

  • The figures above are calculated based on the number of log-in IDs and log-ins to “My Pages” of the service site.
  • For details on the One-Stop HR Service, please refer to “HR Modernization.”

Utilization of AI Career Supporter for Job Seekers (Japan region)

The average number of AI Career Supporter users was 2,735, with an average of 3,169 uses per month.

Users :

2,735 total number of people

The number of utilizations :

3,169 total number of times

  • The figures above represent the total from May 2024 through June 2025.
  • AI Career Supporter is an AI-powered information tool designed to support students’ early career choices. For details, please refer to “HR Modernization.”

Productivity in HR Function (Japan region)

This shows the number of employees managed by 1 FTE HR employee in the Japan region. FTE stands for Full-Time Equivalent, representing a workload converted to that of a full-time employee—where 1.0 equals the workload of one full-time employee. As of fiscal 2025, the figure is 44, with a target of 63 by fiscal 2031.

The number of employees managed by 1 FTE* HR employee in the Japan region

Target :

63 (FY 2031)

Currently :

44 (FY 2025)

*Full-Time Equivalent (FTE) is a measure of workload expressed as the equivalent number of full-time employees.

This shows the ratio of HR employees engaged in special or strategic tasks. Among all HR responsibilities, this refers to the proportion focused on HR strategy and talent/organizational development. As of fiscal 2025, the ratio is 42%, with a target of 65%—the benchmark for leading global companies.

The ratio of HR employees in charge of special tasks or those related to strategies*

Target :

65 %  (The level of leading global companies)

Currently :

42 %  (FY 2025)

*Among all the tasks of HR employees, the ratio of those related to HR strategy, and the development of talents/organization.

4. Basic Information
(Human Resources/Diversity/Work Styles)

Human Resources

As of March 31, 2025, the number of Panasonic Group employees worldwide is 207,548.

Number of employees (Global):

207,548

207,548

As of March 31, 2025

By region (Global)

As of March 31, 2025, the percentage of Panasonic Group employees by region is as follows: Japan 41%, Southeast Asia & Oceania 17%, China & Northeast Asia 16%, North America 12%, Europe & CIS 7%, India, South Asia, Middle East & Africa 5%, and Latin America 2%.

As of March 31, 2025

By job type (Japan region)

As of March 31, 2025, the percentage of Panasonic Group employees by job type is as follows: Production and Manufacturing 31%, Engineering and R&D 28%, Sales 16%, Others (including Head Office departments) 12%, Logistics, Sales, and Support 7%, and Planning and Marketing 6%.

As of March 31, 2025

By gender (Japan region)

This pie chart shows the gender ratio of Panasonic Group employees as of April 1, 2025. Male employees make up 78%, and female employees 22%.

As of April 1, 2025

By age group (Japan region)

This pie chart shows the age distribution of Panasonic Group employees as of April 1, 2025. Employees aged 29 or younger make up 15%, those aged 30 to 39 are 16%, those aged 40 to 49 are 20%, those aged 50 to 59 are 40%, and those aged 60 or older are 9%.

As of April 1, 2025

Number of persons recruited (Japan region)

This bar graph shows the number of employees recruited in fiscal 2025 by gender and by category of new graduates and mid-career hires. The number of new graduates is 1,546, with 72% male and 28% female. The number of mid-career hires is 1,629, with 77% male and 23% female.

FY 2025

Turnover rate* (Japan region)

This bar graph shows the turnover rate of employees with no fixed term of employment in the Japan region, categorized by new graduates and mid-career hires, as of March 31, 2025. The turnover rate for new graduates is 3.2% for all resignation reasons and 1.4% excluding mandatory retirement. For mid-career hires, the turnover rate is 3.8% for all resignation reasons and 2.1% excluding mandatory retirement. The turnover rate is calculated by dividing the number of employees who left the Group during the year by the annual average number of employees.

As of March 31, 2025

*The number of those leaving the Group per year divided by the annual average number of employees (employees with no fixed term of employment)

Diversity and Work Styles

Managerial positions (Japan region)

This shows the number and percentage of employees in managerial positions in the Japan region as of April 1 in each year from 2023 to 2025. The number of employees in managerial positions was 13,084, 13,547, and 12,346, respectively. Among them, the number of female managers was 799, 954, and 980, with a ratio of 6.1%, 7.0%, and 7.9%. The number of mid-career hires in managerial positions was 2,252, 2,606, and 2,625, with a ratio of 17.2%, 19.2%, and 21.3%.

As of April 1 in each year

*The figures of 2024 include those of Panasonic Automotive Systems Co., Ltd.

Employment of people with disabilities* (Japan region)

This line graph shows the employment rate of people with disabilities in the Japan region as of June 1 in each year from 2018 to 2025. The rates are 2.15%, 2.20%, 2.33%, 2.40%, 2.41%, 2.45%, 2.56%, and 2.53%, respectively.

As of June 1 in each year

*The figures of 2024 include those of Panasonic Automotive Systems Co., Ltd.

  • We have achieved an employment rate that exceeds the legally required employment rate of people with disabilities.
  • We continue to promote the creation of workplaces where every employee, regardless of physical or mental condition, can take on challenges and play an active role. For details, please refer to “Support for Every Individual: People with Disabilities.”

Work styles (Japan region)

This table shows the number of employees who adopted the following work style systems in the Japan region as of April 2025. A total of 860 employees adopted shorter working hours under the Work and Life Support Work System, with a utilization rate of 1.4%. The number of employees using a flexible work hour system is 51,976, with a utilization rate of 85.8%. The number of employees working remotely at least half of the days in a month is 12,064, with a utilization rate of 19.9%.

As of April 2025

This table shows the number of employees who adopted the following work style systems in fiscal 2025. The number of employees who adopted the selective four-day workweek system at least once during the fiscal year is 138. Those who adopted remote work out of commuting range total 202. Those who worked from home number 41,022. The number of employees who adopted the side job system is 454, and those who adopted the multiple internal role system total 33.

FY 2025

*1: The internal system is called the Work and Life Support System.
*2: Employees who have adopted a flexible work arrangement.
*3: Employees who work remotely at least half of the days in a given month.
*4: Employees who have used the four-day workweek system at least once during the fiscal year.

Childcare leave (Japan region)

Men’s days/rate* taken

This graph shows the rate and average number of days taken by male employees in the Japan region for childcare leave from fiscal 2023 to fiscal 2025. The rates are 64.8%, 76%, and 84%, respectively. The average number of days taken is 21.5, 36.2, and 45.2, respectively.

Women’s days/rate* taken

This graph shows the rate and average number of days taken by female employees in the Japan region for childcare leave from fiscal 2023 to fiscal 2025. The rates are 100%, 103.7%, and 96%, respectively. The average number of days taken is 376.4, 305.8, and 277.5, respectively.

*The percentage is calculated by dividing the total number of employees who took childcare leave or used leave systems for caring for preschool children during the relevant fiscal year by the number of employees who, or whose spouses, gave birth in the same fiscal year (employees with no fixedterm employment).

*The percentage can exceed 100% if a parent starts taking childcare leave in the relevant fiscal year for a child born in the previous fiscal year.

Number of days and rate* of annual paid leave taken (Japan region)

This graph shows the average number of days and the usage rate of annual paid leave in the Japan region from fiscal 2016 to fiscal 2025. The average number of days taken is 14.9, 15.2, 17.7, 18.1, 18.6, 17.6, 17.2, 19.6, 17.6, and 19.4, respectively. The average usage rates are 59.6%, 60.8%, 70.8%, 72.6%, 74.3%, 70.4%, 68.9%, 78.4%, 70.4%, and 77.5%, respectively.

*The figures above are those including employees in managerial positions.
*Number of days of annual paid leave granted: 25 days per year.

Details of Three Critical Initiatives

Organization Culture Transformation

Strategically shaping organizational culture by adopting “The 6 Principles of Organization Design”

Develop & Appoint Diverse, Transformational Leaders

Focusing on their potential and boldly appointing diverse transformational leaders

HR Modernization

Enhancing the employee experience and transforming personnel management with cutting-edge technologies