Panasonic Holdings Corporation

Human Capital Management Data of the Panasonic Group

The Panasonic Group is driving the five transformative actions aimed at becoming a company where every employee can ‘UNLOCK’ their full potential. In this page, along with key data on our people and ways of working, we provide insights into the progress of our key initiatives: “Develop & Appoint Transformational Leaders,” “Organization Culture Transformation,” “Promotion of DEI (Diversity, Equity & Inclusion),” and “Transformation in HR Function (Utilization of AI).” For “Creating a Safe, Secure, and Healthy Workplace,” please visit Sustainability Data Book webpage.

*Definition of terms used on this page:

  • Definition of the Japan Region: The companies included in the Japan region vary depending on the reporting period. For details, please refer to this page.
  • 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. Basic Information
(Human Resources/Work Styles)

Human Resources

Number of employees (Global):

183,658

183,658

As of March 31, 2026

By region (Global)

As of March 31, 2026, the percentage of Panasonic Group employees by region is as follows: Japan 38%, China & Northeast Asia 18%, Southeast Asia & Oceania 16%, North America 16%, Europe & CIS 5%, India, South Asia, Middle East & Africa 4%, and Latin America 3%.

As of March 31, 2026

By job type (Japan region)

As of April 1, 2026, the percentage of Panasonic Group employees by job type is as follows: Production and Manufacturing 32, Engineering and R&D 29%, Sales 13%, Others (including Head Office departments) 12%, Logistics, Sales, and Support 7%, and Planning and Marketing 7%.

As of April 1, 2026

By gender (Japan region)

This pie chart shows the gender ratio of Panasonic Group employees as of April 1, 2026. Male employees make up 79%, and female employees 21%.

As of April 1, 2026

By age group (Japan region)

This pie chart shows the age distribution of Panasonic Group employees as of April 1, 2026. Employees aged 29 or younger make up 17%, those aged 30 to 39 are 18%, those aged 40 to 49 are 20%, those aged 50 to 59 are 36%, and those aged 60 or older are 9%.

As of April 1, 2026

Number of persons recruited (Japan region)

This bar graph shows the number of employees recruited in fiscal 2026 by gender and by category of new graduates and mid-career hires. The number of new graduates is 1,516, with 70% male and 30% female. The number of mid-career hires is 544, with 75% male and 25% female.

FY 2026

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, in fiscal 2026. The turnover rate for new graduates is 10.7% for all resignation reasons and 4% excluding mandatory retirement. For mid-career hires, the turnover rate is 10.7% for all resignation reasons and 5.8% 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.

FY 2026

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

Work Styles

Options for When and Where to Work (Japan region)

This table shows the number of employees who adopted the following work style systems in the Japan region as of April 2026. A total of 672 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 44,273, with a utilization rate of 89.7%. The number of employees working remotely at least half of the days in a month is 9,683, with a utilization rate of 19.6%.

As of April 2026

This table shows the number of employees who adopted the following work style systems in fiscal 2026. The number of employees who adopted the selective four-day workweek system at least once during the fiscal year is 133. Those who adopted remote work out of commuting range total 263. Those who worked from home number 32,252. The number of employees who adopted the side job system is 512, and those who adopted the multiple internal role system total 12.

FY 2026

*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.

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 2017 to fiscal 2026. The average number of days taken is 15.2, 17.7, 18.1, 18.6, 17.6, 17.2, 19.6, 17.6, 19.4, and 21.4, respectively. The average usage rates are 60.8%, 70.8%, 72.6%, 74.3%, 70.4%, 68.9%, 78.4%, 70.4%, 77.5%, and 85.5%, respectively.

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

2. Develop & Appoint Transformational Leaders

■ Vision :

High-quality decision-making by diverse transformational leaders

■ Critical Indicator :

Diversity rate of the management team* (Excluding the US region)

*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 :

55 %  (As of April 1st, 2026)

This pie chart shows the diversity rate of the management team. Eleven (55%) out of twenty Executive Officers have diverse attributes such as gender, nationality, or career background. These include four women, nine mid-career hires, and two non-Japanese citizens, totaling eleven individuals when overlapping attributes are excluded.

■ Relevant Data :

Status of Succession Readiness

This table shows the status of succession readiness from fiscal 2024 to fiscal 2026. The number of candidates ready for immediate appointment is 25, 24, and 24, respectively. Those ready for appointment within 5 years are 34, 35, and 29, and those ready within 10 years are 70, 66, and 48. The total number of employees eligible for appointment adds up to 129, 125, and 101, 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.”

3. 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 2032

60 %   FY 2029

Currently :

43 %  (FY 2026, On a consolidated global basis)

  • 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.”
  • To learn more about the UNLOCK indicators and the rationale for establishing them, please refer to “Panasonic Group’s Human Capital Management in 3 Minutes.”

■ Relevant Data :

Internal open recruitment (Japan region)

As opportunities to proactively shape careers and take on new challenges continue to expand, employee participation in Internal Open Recruitment programs has been increasing across the Panasonic Group. Over the four-year period from FY 2023 to FY 2026, a total of 12,917 employees, exceeding 10,000, applied for internal positions, resulting in 5,236 transfers.

This bar graph shows the number of applications and assignments for our internal open recruitment. In fiscal 2024, there were 2,710 applications and 1,278 assignments. In fiscal 2025, there were 3,211 applications and 1,420 assignments. In fiscal 2026, there were 3,470 applications and 1,282 assignments.
  • This figure includes the combined total of the Group-wide Internal Open Recruitment programs (e-Challenge and e-Appeal Challenge) and company-specific internal job posting programs. In addition, e-Matching, an internal mobility platform, was added to the internal job posting programs in April 2026.
  • 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

Through practical applications in the workplace and initiatives that support AI utilization, efforts to promote the effective use of AI are accelerating.

On-Site PX Contest

The number of Applications :  272

The number of Winners :  408

The figures in FY 2026

Cases Supported by PX Ambassadors

The number of Ambassadors :  62

The number of cases supported by Ambassadors :  386

The figures in FY 2026

4. Promotion of DEI (initiative in the Japan region)

■ Vision :

Toward participative management by enabling each employee to leverage their unique strengths, regardless of background or personal attributes

■ Critical Indicator :

Ratio of Female Managers* (Japan region)

Target :

16 % or greater (April 2031)

12 % or greater (April 2028)

Currently :

8.3 %  (As of April 1,2026)

This bar graph shows the number and ratio of female managers from 2017 to 2026. Both figures have shown an upward trend year by year. The numbers are 464, 493, 534, 573, 607, 664, 799, 954, 980, and 892, respectively. The ratios are 3.4%, 3.6%, 4.1%, 4.5%, 4.8%, 5.4%, 6.1%, 7.0%, 7.9%, and 8.3%, respectively.

*The figures above refer to employees with no fixed-term employment.

■Relevant Data :

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 2024 to 2026. The number of employees in managerial positions was 13,547, 12,346, and 10,686, respectively. Among them, the number of female managers was 954, 980, and 892, with a ratio of 7.0%, 7.9%, and 8.3%. The number of mid-career hires in managerial positions was 2,606, 2,625, and 2,434, with a ratio of 19.2%, 21.3%, and 22.8%.

As of April 1 in each year

  • The presence and impact of mid-career hires continues to grow across the Group. Recognizing this as a leading indicator, we will further accelerate initiatives to increase the proportion of female managers.

Gender gap in compensation* (Japan region)

This table shows the gender pay gap from fiscal 2024 to fiscal 2026. For all employees, when the compensation of male employees is set at 100, that of female employees is 75.3, 74.9, and 74.8, respectively. Similarly, for employees in managerial positions, the figures for female employees are 95.8, 91.9, and 92.0, 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.”

Childcare leave (Japan region)

The rate of childcare leave taken by men increased from 34% in FY 2016 to 89% in FY 2026, representing a 55-percentage-point improvement over the past decade. The continued expansion of men’s participation in childcare is expected to contribute to further progress toward gender equity in the years ahead.

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 2024 to fiscal 2026. The rates are 76%, 84%, and 89%, respectively. The average number of days taken is 36.2, 45.2, and 51.5, 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 2024 to fiscal 2026. The rates are 103.7%, 96%, and 97%, respectively. The average number of days taken is 305.8, 277.5, and 281.7, 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 fixed-term 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.

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 2026. The rates are 2.15%, 2.20%, 2.33%, 2.40%, 2.41%, 2.45%, 2.56%, 2.53%, and 2.7%, respectively.

As of June 1 in each year

  • 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.”

5. Transformation in HR Function
(Utilization of AI)

■ 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)

Users :

23,879 users/month (FY 2026)

The number of utilizations :

62,050 times/month (FY 2026)

  • The figures above are calculated based on the number of log-in IDs and log-ins to “My Pages” of the service site.

Adoption of the Employee AI Career Support Tool (Japan region)

Users :

1,645 users (FY 2026)

The number of utilizations :

2,632 times (FY 2026)

  • Users refer to unique users.

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

Users :

3,392 total number of people

The number of utilizations :

5,177 total number of times

  • The figures above represent the total from May 2025 through March 2026.

Productivity in HR Function (Japan region)

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

Target :

63 (FY 2031)

Currently :

44 (FY 2026)

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

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

Target :

65 %  (The level of leading global companies)

Currently :

52 %  (FY 2026)

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