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About Panasonic

Basic Policy

Panasonic has inherited its management philosophy of contributing to society from its stance as "a public entity of society," which has been a part of the company's DNA ever since its foundation. To help achieve a sustainable society, Panasonic is promoting corporate citizenship activities (social contribution activities) and working to solve social issues around the world, based on the philosophy of education and coexistence while focusing on two key areas: the environment&energy and the next generation.

We believe that our business activities and our corporate citizenship activities should be balanced like the wheels of a car, and we are working to promote both types of activities simultaneously in a manner that suits the times. We carry out our corporate citizenship activities not as distribution of profit but as investment in society, and to ensure the sustainable continuation of activities in the two key areas. Furthermore, strengthening the foundations of civil society will always be the focus of our activities.
The Panasonic Group has formulated a Global Policy to develop the following corporate citizenship activities around the world.

[Global Policy for the Panasonic Group's Citizenship Activities]

Positioning Social investment should be an integral element in business strategy, and top management must take the lead in making these investments.
Activities The highest priorities are the next generation and the environment & energy.
Vision The Head Office will establish global strategies and oversee activities that are carried out across several regions. Regional companies will spearhead regional strategies and activities.

We are firmly committed to advancing and communicating this policy. As a global organization, we will focus the energy of our workforce on solving social issues that affect the entire world.

Key Strategies

Aiming to become the No. 1 Green Innovation Company in the Electronics Industry, Panasonic positions the following three themes as its key strategies: addressing social challenges in emerging and developing countries; global promotion of eco learning programs; and raising employees' innovation mindset as a global citizen.

Addressing Social Challenges in Emerging and Developing Countries

Emerging and developing countries around the world are now facing a wide range of challenges, including poverty, energy, education, food, medical, and health problems. We at Panasonic have the mission of contributing to the growth of local communities through our business. By capitalizing on our company's technologies, solutions, and expertise to resolve issues facing local communities, in fiscal 2012 we will establish a global fund as part of our social investments in the development of local communities and human resources. We plan to expand the scale of our investments to one billion yen by 2020. One example is a 100,000 solar lanterns project launched in fiscal 2012 to celebrate the 100th anniversary of our company's founding. We will also strengthen collaboration with various stakeholders, such as international NGOs and other organizations.

Global Promotion of Eco Learning Programs

In the environmental education field, we developed an original learning program (Eco Learning Program = ELP) featuring Panasonic's approaches to manufacturing and energy management and basic environmental issues such as global warming and biodiversity. ELP consists of modules that can be freely combined to fit the culture and climate of each region, as well as resources available at an implementation site. The program has so far been adopted in 25 countries. We also meet the needs of each region and school: having employees give lessons or only providing educational materials in response to requests made to us. Based on feedback from the participants, we will improve ELP both in quality and quantity through the development of new content and updates. Our environmental education programs (ELP, Eco Picture Diary, etc.) are anticipated to reach about 300,000 children throughout the world in fiscal 2011 alone. By the time our company marks its 100th anniversary in 2018, we will have offered our programs to over two million children around the world.

Raising Employees' Innovation Mindset as a Global Citizen

To enable us to bring about innovation in business around the world, it is more and more important for each employee to raise his or her innovation mindset as a global citizen. To this end, Panasonic will upgrade ongoing programs, such as the Pro Bono Program, Panasonic ECO RELAY for Sustainable Earth, and the Panasonic Support Program for Global Citizenship Activities. We will also kick off a workshop for resolving challenges at the Base of the Pyramid (BOP) in fiscal 2012. A volunteer and corporate citizenship activity registration system will be newly introduced to strengthen communication with employees. Our target for fiscal 2012 is to extend the total length of time that employees devote to volunteer and corporate citizenship activities per year to over one million hours.

Taking Corporate Citizenship to a Higher Level

Identification of Global Needs and Social Issues

Engaging in conversation with stakeholders is the most important way for Panasonic to identify pressing social issues. This is why the cooperation of communities, governments, NPOs, educational institutions, and other organizations is a key element of promoting our corporate citizenship programs.

Method Used to Evaluate Citizenship Activities

We use seven parameters to evaluate our citizenship activities based on a process that includes the input of external organizations. These seven parameters are 1) Contribution to solving social issues; 2) Program management; 3) Degree to which Panasonic resources are used; 4) Feedback received by Panasonic; 5) Framework for improving program sustainability; 6) Breadth of targeted issues; and 7) Innovative nature of the program. Using these criteria makes it possible to improve programs and channel resources to the activities that produce the greatest benefits.

Example of Evaluations Using the Seven-Point System (for NPO Support Fund)

Corporate Citizenship Expenditure and Benefits

As globalization and diversification advance rapidly, there are mixed types of social challenges in various areas, including those that should be globally interpreted and addressed, and those to be tackled on a region-by-region basis. Panasonic has conducted surveys on its group-wide corporate citizenship activities, for the purpose of appropriately allocating its resources at a global level. FY2012 survey results for Japan and five other regions (North America; Latin America; Europe and CIS; Asia, Middle East and Africa; and China and Northeast Asia) are provided below.

The investment ratio of overseas-related activities stood at 59% in FY2012, with the amount invested in overseas activities being continuously larger than that in Japan. We will determine the regions, scales and timing of investments for FY2013, aiming at an overseas ratio of social investment of 70%, in accordance with Panasonic's overseas business strategies.

By area, our share of aid in the development of the next generation as a key area was the highest at 56.3%. Aid in the form of our proprietary educational program and other educational activities has been promoted in respective countries, with a focus on scholarship programs and Kid Witness News (KWN). The share of the environmental area stood at 8.3%, a higher percentage than the previous year.

In FY2013, we will continue to gear up environmental education by utilizing our global environmental education program in respective countries, while committing aid to emerging and developing countries as part of our contribution to the realization of Millennium Development Goals (MDGs), thereby globally promoting our global citizenship activities aimed at the achievement of a sustainable society.

Corporate Citizenship Expenditure throughout the Panasonic Group

Comparison between Japanese and Overseas Corporate Citizenship Expenditures

Breakdown by Category (Global)

Framework for Promoting Priority Programs

To help focus resources on priority programs, we divide them into three categories: core programs, associated programs, and support programs. Core programs are the primary activities used to target a priority issue. Associated programs are activities involving important themes related to core programs. Support programs are activities that can contribute to the success of core programs. This approach provides a powerful framework for solving highest-priority issues.

Example


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