Employee Satisfaction

We believe it is vital that we continue to focus on listening to and addressing the needs and concerns of our employees.

Every year in July, Panasonic undertakes an employee satisfaction survey in Japan. Each business domain and some overseas regional sites also conduct their own survey once a year. We have tailored the specific focus of each region's survey to meet the needs of themployees and operations in those regions.

Our survey results for fiscal 2012 show that overall employee satisfaction improved despite a challenging global economic environment. Specifically, employees responded favorably about their overall sense of satisfaction in Panasonic, as well as their sense of reward in their work. They also expressed favorable beliefs about their ability to openly and without compromise voice their opinions and suggestions to their supervisors.

Another important measure is how our employees view our progress in becoming a globally-oriented company. While our employees explained that progress was made since the previous year's survey, many still feel that more improvement can be made in this area. Specifically, Japanese employees think that communication with overseas employees has room for improvement, as well as their understanding of their own individual role in meeting the challenges of globalization. These results, while trending in the right direction, provide us with key learnings about what we must emphasize going forward.

Employee Satisfaction Survey Questionnaire (examples)

• Do you find leadership among the leaders of your department in solving issues?
• Do you find your department tends to make judgments and conduct discussion based on "actual goods" and "real working place?"
• Does your department quickly respond to customers' complaints and opinions?
• Does your department's action plans put priority on the customers' needs and satisfaction?
• Does your department closely collaborate with other organizations to meet the requirement from the customers?
• Do you express your opinions actively and without compromise, for solving issues?
• Do you communicate actively with your supervisor to convey necessary information or to make suggestions?
• Is there an atmosphere of empowerment according to skills and regardless of gender in your department?
• Is there an atmosphere of expanding activities in the daily jobs toward globalization of business in your department?
• Is there an atmosphere of active communication with overseas companies and employees?
• Is there an atmosphere of deepened customer-oriented management in your department?
• Do you find the basic business philosophy is practiced throughout the daily jobs in your workplace?
• Is there an atmosphere of fulfilling environmentally conscious activities through the daily jobs in your department?
• Are you creating new approaches in working to bring about changes?
• Do you find your workplace lively and active?
• Do you find your current jobs challenging and interesting?
• Are you satisfied with working at Panasonic?

Creating an Environment for Global Communications

Communication is critical to enabling our approx. 330,000 global employees to make full use of their diversity in helping us to realize our goal of developing global network management. Our innovations in communication aim to create an environment in which employees worldwide can share information, and exchange knowledge and expertise on a daily basis, regardless of regional or national boundaries.

The besic tool of these efforts is Panasonic's Intra Web (PIW)Global Portal (English version and Japanese version). Through the portal we have created an environment that enables employees anywhere in the world to read messages from management and share information on global company developments.

Panasonic also developed "Managers' Square" Intra Web for employees worldwide of management rank or higher, to be used in exchanging more detail management data. Further, with the introduction of two-way communications tools, we created an environment which breeds collaboration,enabling regional managers to exchange opinions on management strategy directly with company's executives, or to search for employees with specific knowledge needed in business, and link them across the world.

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