Building the Foundation and Culture Where Diverse Talent Can Thrive
To continue creating new value by enabling diverse talent to leverage their unique strengths, organizations need a foundation where people feel safe to take on challenges, respect one another, and fully realize their potential through an inclusive culture.
At Panasonic Connect, we promote DEI, Health and Productivity Management, and the effective use of AI as key initiatives supporting this foundation. Through these efforts, we aim to unlock the potential of every individual and connect individual strengths to organizational success, further advancing CONNECTers’ Success.
DEI as a Pillar of Our Business Strategy
At Panasonic Connect, we regard Diversity, Equality and Inclusion (DEI) first and foremost as a human rights issue. Situations in which people are disadvantaged because they belong to a minority group or for any other reason are unacceptable, and addressing such issues is an important corporate responsibility.
At the same time, we believe DEI is a source of competitiveness and innovation. In a business environment where change is constant, companies cannot continue to grow without diverse perspectives and ways of thinking. To drive innovation and strengthen resilience in the face of change, we position DEI as a pillar of our business strategy.
The Next Stage of DEI: Inclusion
Since 2017, DEI has been part of our business strategy and is becoming increasingly embedded across the Panasonic Connect Group. To further maximize customer value, we position Inclusion as the next stage of our DEI journey.
Diversity alone does not create value. When individuals feel a sense of belonging to the organization while expressing their uniqueness, diverse knowledge and experiences can come together to generate new value and drive better decision-making.
Regardless of age, gender, nationality, experience, or work style, we aim to foster an inclusive organization where everyone can take on challenges, continue to grow, and leverage their individual strengths and unique characteristics. We believe this provides the foundation for connecting individual contributions to team and organizational success, maximizing customer value, and strengthening sustainable competitiveness.
The Value of DEI Demonstrated Through Research
In June 2025, the results of a joint study conducted by Panasonic Connect and Meiji University on the impact of DEI on employees were published in Humanities and Social Sciences Communications, a Springer Nature journal.
The study analyzed survey data from approximately 3,000 employees and evaluated diversity from three perspectives: attributes, values, and skills. The findings demonstrated that, in addition to attribute diversity, combining diversity of values and skills contributes positively to employees’ sense of belonging to the organization and their sense of meaning at work.
These findings suggest that simply bringing diverse talent together is not enough. Through Inclusion, which respects differences and enables individuals to leverage their strengths, we strive to harness diversity as a source of organizational competitiveness.
Panasonic Connect is committed to continuously transforming its corporate culture
into one where each individual can thrive and contribute their strengths
through diverse values and perspectives,
while helping create a society in which everyone can live and work with well-being.
DEI Governance and Putting into Practice
A New Structure: Accelerating DEI Adoption Through Business Leader Participation
In addition to Yukiko Yamaguchi, Chief Marketing Officer (CMO), who oversees DEI initiatives, Daichi Kato, Managing Director of the Avionics Business Unit, joined the DEI leadership in FY2027. By involving business leaders directly, we are strengthening the connection between DEI and business strategy while accelerating its adoption across Panasonic Connect.
The DEI Promotion Office works closely with the CHRO under the Human Resources and Facility Services Division and collaborates with leaders across management, business units, Human Resources, and governance functions. This structure enables us to accelerate HR policies and workplace improvements while promoting inclusion across company.
DEI Champion Activities: Driving Inclusion at the Frontline
DEI Champions have been appointed across 14 business units and locations across Japan. Working closely with the DEI Promotion Office, they plan and implement initiatives tailored to the challenges and characteristics of their respective workplaces.
To encourage sustained and proactive engagement, Champion activities are incorporated into performance evaluations, and activity budgets are allocated to each site. Through these efforts, we support the ongoing practice of DEI and Inclusion at the frontline.
Inclusion Month: Creating Opportunities to Learn and Take Action
Since 2023, October has been designated as “DEI Month,” creating opportunities for employees across the company to learn about, discuss, and take action on DEI. Beginning in FY2027, the initiative was renamed “Inclusion Month.” Company-wide forums featuring internal and external experts help employees deepen their understanding of diverse values and perspectives.
To translate learning into action, the DEI Promotion Office, DEI Champions, and HR teams at each business site work together to develop initiatives tailored to the challenges and needs of each workplace. In FY2026, 55 programs and 208 initiatives were implemented, advancing the practice of DEI and Inclusion across the organization.
Expanding Inclusion Through Dialogue and Co-creation
Connecting Employee Voices to Action
Through the “DEI Caravan,” DEI Executive Leads visit business sites across Japan and engage in direct dialogue with employees based on annual themes. Since its launch in 2017, the initiative has continued to provide opportunities for employees and management to exchange perspectives. These dialogues help us better understand workplace and organizational challenges and identify actions for improvement. Through ongoing dialogue between management and frontline employees, we advance Inclusion and address organizational challenges.
Co-creating a Better Society with External Partners
We collaborate with external organizations and companies to advance Inclusion beyond Panasonic Connect. “Gemba Roundtable” brings employees and executives together to discuss the future of work from a frontline perspective. Program materials are also made publicly available to encourage broader adoption. In partnership with Pride House Tokyo through the Pride Action 30 initiative, Panasonic Connect co-hosts initiatives that deepen understanding of LGBTQ+ communities and allies.
Through these activities, we aim to help create a society where everyone can work with confidence and authenticity. Participation continues to grow, with 20 organizations participating in 2024, 65 in 2025, and more than 100 organizations expected to participate in 2026. By sharing knowledge and experiences, participating organizations work together to build a more inclusive society.
EOS* Scores
Feeling Respected as an Individual
All People Are Treated Fairly Regardless of Nationality, Age, or Gender
* Employee Engagement Survey by Korn Ferry
Creating an Environment Where Everyone Can Thrive
Developing Women Leaders and Expanding Opportunities
As part of our efforts to diversify decision-making, we are developing women leaders and expanding opportunities for growth and leadership. We have set a target of achieving a 30% ratio of women managers by 2035.
We support career development and network building through a Cross-company mentoring and career networking program. Within the company, we also promote the visibility of role models and networking opportunities through initiatives such as the “Women in Leadership Meetup,” which brings together women managers from all sites, and “Connect Woman’s Day,” a learning and networking event for women employees.
Promoting Paternity Leave
Since 2019, Panasonic Connect has supported the “100% Declaration for Male Parental Leave” initiative led by Work-Life Balance Co., Ltd. In addition to developing and distributing a guidebook on paternity leave and hosting discussion sessions for employees who have taken parental leave, we introduced 30 days of paid leave for birth-related childcare leave in 2022 to make it easier for employees involved in childcare to take advantage of the program.
Ratio of Women Managers
As of April 1, 2026
9.1%
0.8% Increase(YoY)
*Applies only to Japan, not to Panasonic entities based in the U.S.
Paternity Leave Rate / Average Days Taken
FY 2026 Results
93%/57.2days
8pt Decrease(YoY)
9-Day Increase(YoY)
LGBTQ+: Creating a Workplace Where Everyone Can Be Themselves
Panasonic Connect received its first Rainbow certification in the PRIDE Index 2024, established by work with Pride. The certification recognizes workplace initiatives that support LGBTQ+ and other sexual minorities.
The Rainbow Business Network, launched in February 2024 as a community where ally companies connect and learn from one another, was one of the initiatives recognized in the evaluation. Meanwhile, the Panasonic Group has received Gold certification for 9 consecutive years since 2016.
People with Disabilities: Creating a Workplace Where Everyone Can Work with Confidence
Executives deepened their understanding of disabilities through the Universal Manners Certification Program and participated in hands-on programs that simulate experiences such as hearing and visual impairments and wheelchair use. By experiencing some of the challenges people with disabilities may encounter in daily life and the workplace, participants gained a deeper understanding of the facilities, systems, and support needed to create a workplace where everyone can work with confidence.
In addition, Panasonic Connect has special subsidiary companies in Kibi, Okayama and Katano, Osaka that have supported the employment of people with disabilities for more than 40 years. We are creating workplaces where everyone can thrive and make the most of their abilities by building on each individual’s strengths and unique characteristics.
Building the Foundation for Well-being
Enhancing Menstrual Leave
To create a more accessible and supportive environment, we renamed menstrual leave “Tanpopo Leave” in April 2023. We have also introduced half-day leave options to support employees experiencing physical discomfort associated with PMS (premenstrual syndrome). As a result of these efforts, utilization has nearly doubled, helping create an environment where employees can access support when they need it.
Building Understanding and Supportive Environments
To deepen understanding of menstruation and related health issues, Panasonic Connect provides experiential learning opportunities in which employees, including executives, participate in menstrual simulation programs.
In October 2024, menstrual products were made available in women’s restrooms. Following employee feedback, sanitary bins were also introduced in men’s restrooms in October 2025.
These efforts help deepen understanding of diverse health-related needs while creating a more supportive workplace.
Egg Freezing Support Program
In October 2023, Panasonic Connect introduced a financial support program for egg freezing. The program helps employees consider egg freezing as one of their future life and career options and supports informed decision-making regarding life planning and career development.
Under the program, up to JPY 400,000 is provided to help cover consultation, retrieval, and freezing costs. Employee seminars are also offered to promote understanding and improve health literacy.
Creating a Workplace Where Everyone Can Work with Confidence
Accessibility and Barrier-Free Environments
Based on feedback from employees with disabilities, we are advancing barrier-free improvements at office locations across Japan, including accessible parking spaces, ramps, evacuation guidance lights with audible and visual alerts, and accessible restrooms.
By 2025, approximately 90% of identified improvements under the “Facilities Improvement Project” had been completed across 53 locations. At our headquarters, heavy manual doors were replaced with facial recognition-enabled automatic doors to improve accessibility for wheelchair users.
Through these efforts, we are creating workplaces where everyone can thrive.
Calm-Down Rooms
Calm-down rooms provide a quiet space where employees can rest and regain focus when experiencing stress, anxiety, or physical discomfort, including symptoms related to menstruation or PMS.
Originally introduced to support employees with developmental or intellectual disabilities, the rooms are now available to a wide range of employees. Based on user feedback and operational experience, they have been expanded to locations across Japan. Through these efforts, we continue to create workplace environments where employees can work with confidence and peace of mind.
English Signage and Pictograms
To ensure that important information is accessible to an increasing number of international employees and visitors, we are expanding the use of English signage throughout our facilities.
In addition to office information and facility guidance, English signage is provided for emergency exits, evacuation routes, fire extinguishers, and AED locations. Working closely with the Design team, we also incorporate pictograms alongside text to provide information that can be understood regardless of language.
Halal and Vegan Food Options
In response to requests from divisions with growing numbers of international employees, halal and vegan food options, along with dedicated microwaves, have been introduced at our Yokohama site and Tokyo headquarters.
By respecting diverse cultures, religions, dietary preferences, and lifestyles, we are fostering a workplace culture where diverse talent can thrive.
Creating an Environment Where Employees Can Design Their Own Careers and Lives
Connect Work Style
To help employees shape careers and lives that reflect their individual aspirations and maximize their potential, Panasonic Connect provides an environment where employees can choose how and where they work, take time off, and engage in outside activities. “Work Anywhere” and the “Work N Days” program (three- or four-day workweeks) expand employees’ options for where, when, and how they work. In addition to encouraging the use of annual paid leave, we support planned time off through initiatives such as all-season leave and Challenge Holidays.
Through our side-job program, “Fuku-Gyo!!!,” employees can apply expertise, knowledge, and insights gained outside the company to their work at Panasonic Connect. These initiatives support self-directed growth and help employees continue to leverage their strengths in diverse ways.
Annual Paid Leave Taken
FY 2026 Results
Average19.2days
0.6-Day Increase(YoY)
Challenge Holiday
FY 2026 Results
Utilization
Rate98%
No Change(YoY)
Side Job Program “Fuku-Gyo!!!”
FY 2026 Results
Participants103
Increase of 52(YoY)
Choose Where You Work Based on Your Activity
To support self-directed ways of working, we have adopted Activity Based Working (ABW), enabling employees to choose the work environment best suited to their task or purpose. Whether collaborating with colleagues, joining web meetings, focusing on individual work, or connecting informally with others, employees can select the space that best meets their needs.
We have also created “COMMONS,” shared spaces that support communication, learning, and collaboration across organizations and generations. Through these efforts, we aim to support both individual productivity and team performance.
Building a Foundation for Health, Safety, and Well-being
Health Ownership and Self-Directed Well-being
We aim to create an environment where every employee can stay healthy, work with energy, and perform at their best. To achieve this, we place “Health Ownership” at the core of our health and productivity management approach, encouraging employees to take ownership of their health and well-being. Through health-related information, programs, and support measures, we help employees take proactive steps toward maintaining and improving their health.
Mental Health Initiatives
To create a workplace where employees can continue working with confidence, we place a strong emphasis on maintaining and improving mental health. Using stress check results and employee surveys, we analyze workplace factors such as workload, level of control, managerial support, and peer support. The findings are used to improve workplace environments and identify areas requiring additional support. For workplaces with higher overall health risks, Human Resources and specialists provide follow-up support, helping prevent mental health issues and promote healthier work environments.
Supporting Healthy Lifestyle Habits
Based on the results of health examinations and stress checks, we analyze the relationship between five lifestyle habits—sleep, exercise, diet, alcohol consumption, and smoking—and employees’ health and work performance. The results show that employees with healthier lifestyle habits tend to demonstrate better health and stronger work performance. Through health promotion programs and awareness initiatives, we support employees in making positive behavioral changes and improving their well-being.
Strengthening Occupational Health and Safety Through Risk Visibility
Based on ISO 45001, we apply a risk-based approach to occupational health and safety through the analysis of near-miss reports and hazard prediction activities. Key risks are identified and addressed through risk assessments and improvement measures, with findings reflected in company-wide rules and training programs. Through these efforts, we continuously improve our occupational health and safety management system and work to prevent workplace accidents.
Health and Performance Metrics
FY 2026 Results
Work Engagement*1
2.5/Target: 2.6
Absenteeism*2
1.1days/0.1-Day Improvement(YoY)
Presenteeism*3
20.2%/0.5% Improvement(YoY)
Occupational Health and Safety Metrics
January–December 2025 Results
Lost-Time Injury Frequency Rate*4
0.0571
Severity Rate*5
0.0006
Total Recordable Injury Frequency Rate*4
0.7420
*1: Survey Method: Brief Job Stress Questionnaire (New BJSQ)
*2: Survey Method: Company-wide average number of sick leave days
*3: Survey Method: Average Presenteeism Score measured using SPQ (Single-Item Presenteeism Question, The University of Tokyo Version)
*4: Frequency Rate: Frequency of occupational accidents
*5: Severity Rate: Severity of occupational accidents
Evolving into an AI-Ready Organization
Looking ahead to a future where people and AI co-create, we are taking an integrated approach that spans the creation of a safe environment for AI use, business process transformation, and the development of talent and organizational culture that drives new value creation.
AI Utilization Results
FY2026 Results
Total Time Saved
788,000hours
1.8X(YoY)
Number of Uses
3.61Million
1.6X(YoY)
Average Time Saved per Use
33Minutes
17.9% Increase(YoY)
Monthly Unique Users
61%
11.9pt Increase(YoY)