Panasonic Group's DEI in Data

Photo: Document with various types of graphs and a ballpoint pen

In promoting Diversity, Equity & Inclusion (DEI), we disclose data on human resources, education and training, and diversity and equal opportunity, issues which the Panasonic Group is focusing on.

*Definition of terms used on this page:

Japan region: Information pertaining to the period until March 2022, prior to the transition to an operating company system, refers to Panasonic Corporation and some of its affiliates in the Japan region. Information pertaining to April 2022 and beyond refers to Panasonic Holdings Corporation, Panasonic Operational Excellence Co., Ltd., and the seven operating companies (Panasonic Corporation, Panasonic Automotive Systems Co., Ltd., Panasonic Entertainment & Communication Co., Ltd., Panasonic Housing Solutions Co., Ltd., Panasonic Connect Co., Ltd., Panasonic Industry Co., Ltd., and Panasonic Energy Co., Ltd.).
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.

Human resources
Education and training
Diversity and equal opportunity

Human resources

Illustration: Image of several employees in a row. Figure: Number of global employees: 240,198 As of March 31, 2022

Number of employees

By region (global)

By job category (global)

Figure: Pie chart showing the breakdown of the number of global employees by job category. Indirect is 58%, and direct manufacturing is 42%. As of March 31, 2022

By gender (Japan region)

Figure: Pie chart showing the breakdown of the number of employees by gender in the Japan region. Male is 80%, and female is 20%. As of April 1, 2022

By employment type (Japan region)

Figure: Pie chart showing the breakdown of the number of employees by employment type in the Japan region. Employees with no fixed term of employment accounted for 95%, while fixed-term employees accounted for 5%. As of April 1, 2022

By age group (Japan region)

Figure: Pie chart showing the breakdown of the number of employees by age group in the Japan region. 12% of the employees are 29 years old or younger, 14% are between 30 and 39 years old, 25% are between 40 and 49 years old, 44% are between 50 and 59 years old, and 5% are 60 years old or over. As of April 1, 2022

Number of persons recruited (Japan region)

Figure: Breakdown of the number of persons recruited in the Japan region. Male is 897, and female is 278. Figures are for FY 2022

Average years of continuous service (Japan region)

Figure: Bar graph showing average years of service by gender in the Japan region. Males average 23.6 years, and females average 21.1 years. As of April 1, 2022

Turnover rate (Japan region)

Figure: Turnover rate in the Japan region. The overall turnover rate is 8.5%, while the turnover rate for those leaving the company for reasons other than mandatory retirement is 5.3%. The turnover rate is defined as the number of employees who leave the company annually divided by the annual average number of employees registered at the company. FY 2022

Education and training

One-on-one meetings (Japan region)

Illustration: Image of two employees engaged in dialogue. Figure: The implementation rate of one-on-one meetings in the Japan region is 81% (including 38% at least once a month). The satisfaction rate is 77%. FY2022

Illustration: Key points of this initiative

We support the growth and challenges of each employee by enhancing the quality and quantity of dialogue between the individual and their supervisors.
We are continuing efforts to improve the implementation and satisfaction rates.

Unconscious bias training (Japan region)

Illustration: Image of employees who have learned new things and gained new insights from the training. Figure: 6,732 employees (all organization managers) participated in unconscious bias training in the Japan region in FY2021

We believe that the foundation of DEI is for every individual to become aware of their own unconscious bias and to become conscious of what they say and how they behave.
All Group employees in the Japan region (totaling approximately 60,000) are due to take the course every year from fiscal 2023. 109 internal unconscious bias ambassadors will be in charge of training all employees.

We believe that the foundation of DEI is for every individual to become aware of their own unconscious bias and to become conscious of what they say and how they behave.
All Group employees in the Japan region (totaling approximately 60,000) are due to take the course every year from fiscal 2023. 109 internal unconscious bias ambassadors will be in charge of training all employees.

Diversity and equal opportunity

Employee Opinion Survey (global)

Respondents: 149,000 employees (FY2022), 303 group companies

Responses to the global Employee Opinion Survey. Figure (left): Pie chart showing the breakdown of participating company respondents. A total of 303 companies under the Panasonic umbrella participated in the survey. Of these, 98 companies participated from the Japan region and 205 companies participated from global regions other than Japan. Figure (right): Line graph showing the percentage of positive responses for employee engagement and employee enablement. The positive response rate for employee engagement was 63% in 2017, 64% in 2018, 63% in 2019, and 66% in 2020 and 2021. The positive response rate for employee enablement was 57% in 2017, 58% in 2018, 59% in 2019, 63% in 2020, and 64% in 2021. *The positive response rate figures are the average of the responses of all employees who participated in the Employee Opinion Survey during the relevant fiscal year.

This is an annual survey of all global employees as part of our efforts to observe employee awareness at a fixed point. The results are fed back to workplaces and utilized for human resource development and organizational development.
Of the survey results, the most important indicators are the positive response rates for employee engagement (self-motivated endeavor) and employee enablement (the right people in the right places and a comfortable work environment).

This is an annual survey of all global employees as part of our efforts to observe employee awareness at a fixed point. The results are fed back to workplaces and utilized for human resource development and organizational development.
Of the survey results, the most important indicators are the positive response rates for employee engagement (self-motivated endeavor) and employee enablement (the right people in the right places and a comfortable work environment).

Females in managerial positions/females in positions of responsibility (Japan region)

Illustration: Image of a female employee standing at a podium. Figure: Graph of changes in females in managerial positions and females in positions of responsibility in the Japan region. The number of females in managerial positions was 464 in 2017, 493 in 2018, 534 in 2019, 573 in 2020, 607 in 2021, and 664 in 2022. The percentage of females in managerial positions was 3.4% in 2017, 3.6% in 2018, 4.1% in 2019, 4.5% in 2020, 4.8% in 2021, and 5.4% in 2022. The percentage of females in positions of responsibility was 6.9% in 2017, 7.2% in 2018, 7.6% in 2019, 8.0% in 2020, 8.4% in 2021, and 11.1% in 2022. Females in positions of responsibility are defined as persons in managerial positions or chief assistants (typically at the supervisor level).

We aim to be a company that gathers diverse opinions and insights to enable us to make higher quality decisions more quickly.
We strive to ensure diversity at all levels. The percentage of females appointed to managerial positions each year is gradually increasing, and we will continue to focus more on this area.

We aim to be a company that gathers diverse opinions and insights to enable us to make higher quality decisions more quickly.
We strive to ensure diversity at all levels. The percentage of females appointed to managerial positions each year is gradually increasing, and we will continue to focus more on this area.

Gender Gap in Remuneration for Persons in Management Positions (Panasonic Corporation, as of March 2022)

Illustration: An image of scales. Figure: A comparison of overall remuneration between men and women across all of Panasonic Corporation. The ratio of women’s and men’s remuneration when women’s remuneration is taken to be 100 is 100:107. FY 2022. Gender gap in remuneration refers to the ratio of overall remuneration per person in management positions in the Japan region. Overall remuneration includes monthly salaries (allotted wages, provisions for night work, etc.) and bonuses.

We have introduced a Role/Grade System for remuneration that is determined by current responsibilities and roles. In this remuneration system, there is no disparity based on gender, gender identity, or other personal attributes.
Reasons for the gender gap in remuneration in management positions are not considered to stem from remuneration structures or systems, but rather the influence of factors such as disparities in the grade system. As such, we will work to ensure diversity at management level that is not prescribed by characteristics such as gender, etc.

Employment of people with disabilities (Japan region)

Illustration: Image of an employee in a wheelchair. Figure: Line graph showing the employment rate of people with disabilities in the Japan region, which was 2.16% in 2014, 2.15% in 2015, 2.18% in 2016, 2.15% in 2017 and 2018, 2.20% in 2019, 2.33% in 2020, 2.40% in 2021, and 2.41% in 2022.

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 people with disabilities can take on challenges and play active roles, while improving the working environment.

Internal recruitment, etc. (Japan region)

Illustration: Image of an employee running for another position. Figure: Internal recruitment applications in the Japan region for FY 2022 accounted for 301 employees. Internal recruitment and transfers in FY 2022 accounted for 81 employees. The number of employees engaged in multiple internal roles from FY 2019 to FY 2022 was 310. The number of internal recruitment applications transfers in FY 2022 was lower than in a typical year due to them coinciding with the switch to the new operating company system. In a typical year, we see between 1,000 and 2,000 applications, and between 200 and 500 internal transfers.

We promote self-determined career development by building an equal relationship between the company and the individual.
We have a system of in-company job application and multiple internal roles (concurrently performing work in other departments) to encourage employees to voluntarily take on new challenges.

We promote self-determined career development by building an equal relationship between the company and the individual.
We have a system of in-company job application and multiple internal roles (concurrently performing work in other departments) to encourage employees to voluntarily take on new challenges.

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

Illustration: Image of a calendar and check box showing the number of paid leave used. Figure: Number of days of annual paid leave taken in the Japan region and the rate at which they are taken. Bar graph showing the average number of days taken: 15.2 days in 2016, 17.7 days in 2017, 18.1 days in 2018, 18.6 days in 2019, 17.6 days in 2020, and 17.2 days in 2021. Line graph showing the average take-up rate: 60.8% in 2016, 70.8% in 2017, 72.6% in 2018, 74.3% in 2019, 70.4% in 2020, and 68.9% in 2021. Number of days of annual paid leave granted: 25 days per year

Rate of childcare leave taken (Japan region)

Illustration: Image of an employee pushing a stroller. Figure: Percentage of employees taking childcare leave in the Japan region in FY 2022, which was 16.9% for males and 99.6% for females. This is the percentage of those who took childcare leave when their spouse or partner gave birth within the same fiscal year, among those who gave birth themselves or whose spouse or partner gave birth in the same fiscal year. Excluding family support leave, which can be taken in units of days.

Various systems are in place to help employees balance career development with life events such as childbirth and childcare.
We are working to raise awareness within the company so that employees can use these systems when necessary.

Work styles (Japan region)

Illustration: Image of an employee at work watching the clock. Figure: Work styles in the Japan region. As of April 2022, there were 1,040 employees who were eligible for shorter working hours (The internal system is called the Work and Life Support Work System). The utilization rate was 1.7%. There were 39,805 employees working flexibly. The utilization rate was 66.1%. Flexible work refers to employees who have adopted a flexible work system. 13,921 employees were using the remote work system. This refers to employees who work remotely for at least half of the days in a month. The utilization rate was 23.1%.

We promote diverse work styles from the perspective of achieving a healthy work-life balance.
We are creating an environment where diverse talents can reach their full potential.