Increasing the Pace of Diversity

Panasonic is also working with other companies to create a work environment that enables all employees to achieve their full potential regardless of gender, age, or nationality.
For example, in 2005, Panasonic joined other leading companies to encourage female employees through the Women's Networking Forum, an annual forum attended by about 550 people from 58 companies. Panasonic is also a member of the Executive Committee of the Diversity West Japan Workshop (with 94 members from 42 companies), and is involved in planning and running the quarterly meetings of the group, whose members gather to share practical policies and know-how and thus increase the effectiveness of diversity initiatives at each company.

Through these attempts to effect diversity outside its own corporate framework, Panasonic aims to learn from other member companies as well as contribute to improving diversity throughout the entire society.

Panasonic Corporation of North America (PNA), the company that oversees Panasonic's businesses on the continent, is working to promote a culture of diversity and inclusion under the leadership of Chairman and CEO Yoshi Yamada. Its Diversity Campaign was launched in 2005 to create an awareness of PNA's multi-dimensional diversity. The campaign spotlighted the broad experiences and viewpoints of employees as a means to provide greater opportunities for employees to learn from each other. The goal of the campaign and all other diversity initiatives is to build a creative and innovative organization, rich in new and revolutionary ideas.The 2007 Diversity Campaign also prepared the way for the introduction of initiatives that endeavor to meet the many different needs of employees. Because, in addition to being good employees, we want individuals to be connected with their local communities and have a fulfilling home life. Also, in understanding that that work quality and productivity is enhanced by giving employees the ability to competently manage their personal and work responsibilities, it is our goal to make employees more autonomous and productive. Thus, in 2007, we launched the High-Performance Works Program, and provided an environment that enables people to work more flexibly. Through this approach to work, we are nurturing a corporate culture that provides Panasonic employees with more autonomy and an increased sense of responsibility that enables them to achieve self-fulfillment through their work.In March 2008, we introduced PERKS@WORK, which offers a range of wellness, employee discounts and other welfare services to employees and their families. We believe that through these programs we can help enrich the lives of Panasonic employees and their families, and increase employee satisfaction and ultimately, customer stisfaction.

Panasonic Corporation of North America(PNA), the company that oversees Panasonic's businesses in North America, has instituted intercultural communications training based on its Equal Employment Opportunity(EEO)policies and related laws against discrimination. This training is being provided to promote understanding of the laws related to discrimination in employment, and to prevent harassment in the workplace. This training has the additional goal of teaching employees how to deal with fellow employees, customers, and trading partners, and of creating an open and fair work environment. It also raises awareness among managers and executives of their responsibility to take the necessary actions to comply with EEO policies in the workplace and with the law.

As part of Panasonic's efforts to create an environment that enables diverse personnel to play an active role, we are implementing initiatives to support a good work-life balance for employees.

In addition, to enable both parents to assist in raising a child, Panasonic has several programs that include measures complying with Japan's Law for Measures to Support the Development of the Next Generation. Examples include sections on the company intranet that supply information to help men who are raising children and provide useful information for maintaining the proper balance between job and household responsibilities. In recognition of these various initiatives for supporting work-life balance, Panasonic was awarded the Prime Minister's Prize at an award ceremony for the "Japan in Support of Children and Families" initiative.

Panasonic is promoting the e-Work program, which uses information and communications technology to enable people to work from anywhere, and in April 2007, Panasonic introduced the e-Work@Home program in full form for 30,000 employees. During the year to the end of March 2009, there were about 5,000 people working from home either once a month or one or two times a week, or who had used the e-Work@home system more than once to work from home during a trial period. A survey of the people on this program showed that many felt it was effective in terms of how they performed their duties: 53% percent felt that their fatigue was alleviated by not having to commute, 40% felt that the program allowed them better contact and communication with their families, and 18% were able to secure time for child care or nursing. In addition, 50% of them felt their work efficiency improved, and 31% found that using the system provided an opportunity to review the way they did their jobs. Panasonic also established "spot offices"- places where employees can work when traveling on business - at 13 locations, and over 5,000 people a month have been using them. The spot offices have reduced travel time and sped up customer service, and we plan to continue our efforts to create a working environment that allows people to work even more efficiently. Panasonic will increase productivity and improve the work-life balance for its employees by accelerating the implementation of a number of flexible work styles.