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Panasonic Group
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Basics About the Sustainability Data Book 2023
Panasonic Group reports on sustainability through our Sustainability page on our website and Reference Guidelines
this Sustainability Data Book. Regarding environmental activities, we select main topics for this
About the Sustainability •Reporting requirements of the GRI Standards
report from the content on the website such as our policy, approach, and performance data.
Data Book 2023 •Japanese Ministry of the Environment, “Environmental Reporting Guidelines 2018”
For specific examples of initiatives, and more details generally, please refer to the Panasonic
Sustainability website. Also, top management insights about sustainability are disclosed in our
Sustainability Data Book Annual Report (an integrated report).
Structure of Reporting on Sustainability Initiatives
2023 Contents WEB Sustainability Site:
https://holdings.panasonic/global/corporate/sustainability.html
Corporate Profile WEB Annual Report: Panasonic Group site
https://holdings.panasonic/global/corporate/investors/library/annual-report.html
WEB Group CEO’s Message
Our Approach to https://holdings.panasonic/global/corporate/about/message.html
Sustainability Management Scope of Reporting WEB The Basic Business Philosophy of the Panasonic Group
https://holdings.panasonic/global/corporate/about/philosophy.html
The Promotion of Except when noted otherwise, results are calculated based on the following:
WEB Panasonic Group Code of Ethics & Compliance
▪ Period: Fiscal 2023 (April 1, 2022 to March 31, 2023)
Sustainability Management https://holdings.panasonic/global/corporate/about/code-of-conduct.html
▪ Organization: Panasonic Group (Panasonic Holdings Corporation and its consolidated
WEB Corporate Governance
External Recognition subsidiaries), not included: Ficosa International S.A., a consolidated subsidiary https://holdings.panasonic/global/corporate/about/group-companies/phd/corporate-governance.html
since April 2017 and its consolidated subsidiaries. In this data book, “the
Independent Assurance company” means Panasonic Holdings Corporation, and “we”, “Panasonic”,
and “the Group” mean the Panasonic Group mentioned above.
Statement by LRQA Limited
▪ Data: Sustainability Site Information for Investors
GRI Standard Contents •Data concerning manufacturing business sites cover all the manufacturing business sites
Provides comprehensive reports and Mainly intended for investors. Releases
(totaling 227) that constitute the Panasonic Group’s environmental management system
Index information about the company’s initiatives, information on business strategy, financial
•Energy data and CO2 emissions data from energy sources are added for non-manufacturing attitudes and annual activities concerning situation, and non-financial information.
sites (72) Environmental, Social and Governance topics.
•Data for which the fiscal year and region are not expressly stated are global results for fiscal Sustainability Databook Annual Report
2023 Primarily reports on themes and data of (an integrated report)
particularly high interest to stakeholders.
Assurances Panasonic Group

Main data relating to the environment have been assured by LRQA Limited. For details on the
ESG themes
indicators covered by the assurance, please refer to the Independent Assurance Report on P148 (Excerpts, links, etc.)
Assured indicators are marked with ★.
2023 edition will be published soon
Sustainability Data Book 2023 1

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Basics
Contents
About the Sustainability Data Book Respect for Human Rights Responsible Supply Chain Customer Relations................. 114 Risk Management..................... 130
About the Sustainability 2023.................................................................... 1 ...................................................................... 74 .................................................................... 102
Policy............................................................. 114 Policy............................................................. 130
Data Book 2023 Corporate Profile....................................... 3 Policy............................................................... 75 Policy............................................................. 103 Responsible Executive and Framework
...................................................................... 115
Risk Management System..................... 130
Responsible Executive and Framework Responsible Executive and Framework Responsible Executive and Framework
Our Approach to Sustainability ........................................................................ 75 ...................................................................... 103
Sustainability Data Book Management................................................. 4
Initiatives Related to Improving Customer
Satisfaction.................................................. 116
...................................................................... 131
Internal Training & External Supply Chain Due Diligence.................. 103 Basic Framework...................................... 132
2023 Contents The Promotion of Sustainability Communications......................................... 75
Initiatives for a Harmonious Relationship
Management............................................... 5 Human Rights Due Diligence.................. 76 with the Environment............................... 104 Responsible Publicity and Education and Enlightenment for Our
Advertising......................................... 119 Employees................................................... 135
Corporate Profile Major Initiatives............................................ 76 Responsible Minerals Procurement...... 104 Reporting/whistleblowing mechanism
Policy............................................................. 119
Environment........................................... 9 Grievance Mechanism.............................. 79 Internal Training and External Awareness- (external and internal).............................. 135
Our Approach to Policy ................................................................. 9 Participation in International and
Raising.......................................................... 105 Principles concerning Advertising
Activities....................................................... 120 Policies on BCM and BCP..................... 135
Sustainability Management Mid-term to Long-term Environmental Industrial Partnerships.............................. 79 Systems for Whistleblowing and Seeking
Responsible Executive and Framework
Vision ............................................................... 11 Consultation................................................ 106 ....................................................................... 120
Business Ethics............................ 137
The Promotion of Environmental Governance ..................... 23 Employee Well-being................. 80 Promoting Fair and Honest Publicity and Policy............................................................. 137
Raising Product Quality Levels Advertising ................................................ 120
Sustainability Management Environmental Management Systems
......................................................................... 24
Policy............................................................... 80
and Ensuring Product Safety Responsible Executive and Framework
...................................................................... 138
Responsible Executive and Framework ................................................................... 107
Environmental Risk Management ......... 25 ........................................................................ 81 Intellectual Property................ 121
External Recognition ..................................... 27
Policy............................................................. 107
Policy............................................................. 121
Internal Communication and Training
...................................................................... 138
Response to TCFD Key Groupwide Indicators....................... 81
Training......................................................... 108
Strategic Resilience through Scenario Implementation of Basic Business Responsible Executive and Framework Whistleblowing System.......................... 138
Independent Assurance Analysis .......................................................... 30 Philosophy..................................................... 82 Responsible Executive and Framework ...................................................................... 122
Performance Evaluation......................... 139
...................................................................... 108
Statement by LRQA Limited Our Businesses’ Contribution to Work in safe, secure and healthy state Major Initiatives.......................................... 122
Compliance Programs............................ 140
Carbon Neutrality ........................................ 34 ........................................................................ 83 Internal Company Rules Concerning In-House Education and External
Product Labeling....................................... 109 Consumer Awareness-Raising............. 123 Compliance Risk Assessments........... 142
GRI Standard Contents Environmental Information Systems .... 35 Work with a sense of fulfillment............. 89
Product Security....................................... 109 Consultation & Whistle-blowing........... 123 Ensuring Transparency of Political
Index Overview of Environmental Impact and Work together by giving full play to all
individuality................................................... 92 Major Accidents and Responses........ 110 Evaluations.................................................. 123
Contribution Funds................................... 142
Environmental Accounting ..................... 36
List of Awards ........................................... 111 Trade Compliance.................................... 142
Eco-conscious Products and Factories HR Strategies in Investment Areas....... 99
.................................................. 142
......................................................................... 39
Contacts for Whistleblowing and Seeking Community Relations ............ 124 Tax Policy
Reducing CO2 Emissions in Factories Consultation................................................ 100 AI Ethics................................................ 112 Basic Policy................................................ 124
......................................................................... 41 Human Resources Data......................... 101 Policy............................................................. 112 Management System of Corporate Cyber Security and Data
Resource ...................................................... 45 Promoting Organization.......................... 113
Citizenship Activities................................ 124 Protection........................................... 143
Biodiversity Conservation ........................ 55 Policy............................................................. 125 Cyber Security........................................... 143
Education..................................................... 113
Water Resource Conservation ............... 60 Risk Assessment....................................... 113
Responsible Executive and Framework Data Protection.......................................... 144
...................................................................... 126
Chemical Substance Management ...... 62 External Cooperation............................... 113
Employee Participation and Supporting External Recognition....................... 146
Collaboration Across the Supply Chain Consulting and Reporting Mechanisms Systems....................................................... 126
......................................................................... 69 ...................................................................... 113
Performance Evaluation of Corporate Independent Assurance
History of Environmental Activities ...... 71 Citizenship Activities................................ 127 Statement by LRQA Limited...... 148
Spending on Corporate Citizenship
Activities in fiscal 2023............................ 129 GRI Standard Contents Index... 150

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Basics Corporate Profile as of March 31, 2023
Company Name: Panasonic Corporation Sales by Segment Main Products and Services
Company Headquarters: The Panasonic Group’s major products and services, by segment, are as follows:
About the Sustainability 1006 Oaza Kadoma, Kadoma City,
Energy 12%
Data Book 2023 ▪Lifestyle
Osaka 571-8501, Japan
Tel: +81-6-6908-1121 Refrigerators, microwave ovens, rice cookers, washing machines, vacuum
Industry 14%
Sustainability Data Book cleaners, personalcare products, air-conditioners for residential, and commercial
Incorporated: December 15, 1935 Lifestyle 44%
2023 Contents (FY2023)
use, heat pump-type hot water heaters, ventilation, perflation and airconditioning
Founded: March 7, 1918 equipment, air purifiers, air purifier/sterilizers, freezing or refrigerating showcases,
Connect 14%
Corporate Profile President: Yuki Kusumi lighting fixtures, lamps, wiring devices, solar photovoltaic systems, fuel cells,
compressors, bicycles, nursing care services
Our Approach to Common Stock: 259.3 billion yen Automotive 16%
Sustainability Management ▪Automotive

Automotive-use infotainment systems, head-up displays, automotive speakers,
The Promotion of FY2022 Financial Result Sales by Region automotive switches, advanced driver assistance systems (ADAS) and related
Sustainability Management Net sales 8,378.9 billion yen China 12% devices, systems and devices for xEVs, Interior rearview mirrors
Operating profit 288.6 billion yen ▪Connect

External Recognition Aircraft in-flight entertainment systems and communications services,
Profit before income taxes 316.4 billion yen Asia 14% Japan 39% electroniccomponents-mounting machines, welding equipment, projectors,
Independent Assurance Net profit attributable to Panasonic (FY2023) professional AV systems, PCs and tablets, solutions for various industries,
Statement by LRQA Limited Corporation stockholders 265.5 billion yen
Europe 11% installation/operation/maintenance services, supply chain management software
Number of Employees 233,391
GRI Standard Contents ▪Industry
Index Americas 24% Relays, switches, power supplies, touch panels, motors, sensors, laser markers,
capacitors, inductors, resistors, circuit board materials, semiconductor device
Employees by Region materials, molding compounds, LCD panels
China and Northeast Asia ▪Energy

18.2% Cylindrical lithium-ion batteries for in-vehicle use, dry batteries, primary/secondary
India, South Asia, lithium batteries, nickel-metal hydride batteries, lithium-ion batteries, storage
Middle East and Japan 36.9%
Africa 4.9% battery modules/systems
(FY2023)
▪Other (businesses not included in reportable segments)
Southeast Asia
TV, digital camera, video equipment, audio equipment, telephone, intercom,
and Pacific North
18.9% America 12.5% kitchen & bathroom fittings, interior products, exteriors
Europe・CIS 7.6% Latin America 1%

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Basics Our Approach to Sustainability Management
Panasonic’s Sustainability Management

About the Sustainability The Panasonic Group’s mission is to realize an ideal society offering material and spiritual The Panasonic Group has also defined the following two highest priorities as a Group-wide
Data Book 2023 affluence. This stems from the notion of achieving prosperity both in matter and mind, which strategy. In order to accomplish the first task of contributing to solving global environmental
is the ideal state of society that our founder, Konosuke Matsushita, envisioned and pursued issues, we have been promoting initiatives under Panasonic GREEN IMPACT, a long-term
Sustainability Data Book throughout his life. In 1932, Konosuke Matsushita defined 25 years as one phase and declared environmental vision established in the fiscal year that ended in March 2023. The second task
2023 Contents the company’s resolve to help realize an ideal society over 10 phases or 250 years. Since then, in involves helping our customers stay healthy, safe, and comfortable throughout their lives, for
pursuit of this mission, we have been dedicated to people’s well-being and material abundance which we will demonstrate the Group’s collective strengths with the aim of becoming a Lifestyle
Corporate Profile and worked to solve social challenges by offering a wide variety of products to the world. Solutions Provider that can propose value tailored to each of its diverse customers.
Our Approach to However, today’s society falls short of the ideal state that our founder aspired to. Many societies, The ideal society we at Panasonic pursue cannot be achieved through our efforts alone. We
Sustainability Management especially those in developed nations, are replete with material goods. Nevertheless, we face can realize it only through engagement with our stakeholders, including customers, business
various serious social issues, including rapidly worsening environmental destruction and depletion partners, shareholders, employees, and communities. As a public entity of society, the
The Promotion of of natural resources, shifts in demographics such as worldwide population growth, and a Panasonic Group believes that achieving growth and development alongside all stakeholders
Sustainability Management declining birthrate and aging population in advanced countries. Therefore, there is great concern is the only way to reach this goal. This idea persists unchanged to this day, even as time has
that our children and grandchildren, and our descendants, including those in 2181, the final year passed and society has progressed. In fact, we believe that this back-to-basics management
External Recognition of the Group’s 250-year plan, may not be able to enjoy lives of affluence both in matter and mind. approach will gain further significance as a multitude of global social issues worsen, and the
international community strives to achieve a sustainable society through initiatives like the SDGs
Independent Assurance In order for us at Panasonic to continue contributing to the achievement of a sustainable society, we (Sustainable Development Goals).
Statement by LRQA Limited must ensure our continued existence as a company. Therefore, from the perspective of the effect
on our finances as well as society, we have identified important opportunities and risks related The Panasonic Group will continue providing value to society and customers into the future
GRI Standard Contents to sustainability as priority issues (materiality). Based on this approach, we will work to enhance through its business activities to help all stakeholders live their best, thereby enhancing the
Index sustainability management both by creating new business opportunities and reducing risks. Group’s value.
Yuki Kusumi
Group CEO

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Basics The Promotion of Sustainability Management
The Advancement of Sustainability Management The Promotion Structure of Sustainability Management (as of Aug. 2023)
About the Sustainability In April 2022, the Panasonic Group transitioned to an operational company system (holding
Shareholders’ Meeting
Data Book 2023 company system) in order to thoroughly implement autonomous responsible management and
strengthen the competitiveness of our business from a medium- to long-term perspective. Supervision / Decision-making
Sustainability Data Book Each Operating Company, which will be spun off as a result of the transition to an operating
2023 Contents company system, will be able to make decisions quickly in response to changes in the external
Group Management Meeting/PHD Strategy Meeting
environment and flexibly design systems according to business characteristics, etc., with greatly Control
Corporate Profile expanded authority and responsibilities, thus significantly strengthen our competitiveness. Group CEO Discuss/set the direction/report on Group's mid-to long-term strategy,
important initiatives implemented by the Company and
Operating Companies, and material risks
The holding company monitors non-financial indicators, or competitiveness KPIs, to enhance the
Our Approach to Control
competitiveness of each Operational Company.
Sustainability Management Report Report
In addition, various committees were set up to deal with the group’s major issues, and in these Group CxO
Sustainability Management Committee,
The Promotion of committees, we openly discuss and set the direction for specific measures, actively support Governance, Group Strategy,
Report
Group DEI Promotion Council,
Sustainability Management the strengthening of the competitiveness of each Operational Company, and develop growth Business Support by functional axis of
Accounting & Finance, HR, Legal Affairs, etc. PHD ERM Committee
strategies from a Group-wide perspective. Through those activities, we strive to improve
External Recognition corporate value as a group.
Control and empowerment
Independent Assurance
Statement by LRQA Limited Operating Companies and other group companies
• Group Management Meeting: Chaired by Group CEO, consisting of about 20 Executive members
GRI Standard Contents including the presidents of Operating Companies, heads of each function (held monthly in principle)
Index • PHD Strategy Meeting: chaired by Group CEO, consisting of ca. 10 Executive members, including the
head of functions such as HR, accounting, legal, and others (held twice a month in principle)
• PHD: Panasonic Holdings Corporation
• ERM: Enterprise Risk Management

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Basics Materiality ▪Materiality assessment results

We assessed the level of importance of each item from the perspective of the Group and its
▪Purpose of identifying materiality stakeholders and identified 11 material issues.
We have identified important opportunities and risks related to sustainability as priority issues
(materiality) from the two perspectives of “financial effects on the Company” and “impact on
About the Sustainability Global warming and
society.” We aim to improve our sustainability management by promoting materiality initiatives,
Data Book 2023 Respect for Corporate
governance
resource depletion
creating new business opportunities, and lowering risks. human Each customers'
rights life-long health,
Sustainability Data Book Materiality will be reviewed as appropriate based on changes in the business environment and Employee well-being safety and comfort
2023 Contents dialogues with stakeholders. Business integrity
Importance of impact on society

Preparedness for
▪Process of identifying materiality infectious diseases and
Supply chain management
Corporate Profile pandemics
From a list of items that included demands from society and foreseeable future challenges, we Cyber security
Our Approach to selected issues that could represent opportunities and risks for the Group. Next, we assessed
Preparedness for
them from the two perspectives of the Group and its stakeholders, and 11 priority issues were
Sustainability Management natural disasters
extracted. Highest
priority issues
The Promotion of We confirmed the validity of these analysis processes and the priority issues we extracted Preparedness for
Sustainability Management through dialogue with external experts. geopolitical risks
The materiality was identified after deliberation at the meetings of the Group’s Sustainability
External Recognition
Management Committee, the Group Management Meeting, and the Board of Directors of the
Priority
Company.
Independent Assurance issues
Extract Among current and future sustainability issues, selected issues that could
STEP Importance of financial effects on the Company
sustainability- represent opportunities and risks for the Group (based on analysis of trends in
GRI Standard Contents 1 related items international standards and regulations, stakeholder concerns, megatrends, etc.)
Index Note: Some of the materiality items are similar to the names of “Group Major Risks / PHD Major Strategic
Assess Assessed the level of importance of “financial effects on the Company” Risks” determined by risk management activities; however, due to different objectives and identification
STEP importance of and “impact on society” for each selected issue from the perspectives of
2 items the Group and its stakeholders
processes, their corresponding initiatives are partly different. For more details, see “Risk Management”
chapter (on page 130).
STEP Select priority

Based on the assessment results in STEP 2, extracted 11 priority issues
3 issues
Validate
STEP Consulted sustainability experts on the validity of the analysis processes and
processes and the priority issues we extracted
4 results
Identified materiality after deliberation at the meetings of the Sustainability

STEP Deliberate and
Management Committee, the Group Management Meeting, and the Board of
5 identify Directors of the Company

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Basics ▪Examples of initiatives to address priority issues

● Increase positive impact ● Mitigate negative impact
Materiality Main initiatives Targets Reporting on related items
Panasonic GREEN IMPACT
Highest priority issues

• CO2 reduction impact of 300
About the Sustainability ● Expansion of automotive batteries for EVs, Air to Water heat pump (hot-water and heating system with heat million tons (by 2050) Sustainability Data Book 2023
Global warming and pump), and hydrogen fuel cells • Environment P9
Data Book 2023 resource depletion ● Environmental energy technology innovation (water electrolysis, perovskite solar cells , DERMS)
• Net-zero CO2 emissions from all
factories (by 2030) Sustainability site
● Reduction of in-house CO2 emissions (expansion of zero-CO2 factories , expansion of energy-saving • Waste recycling ratio of 99% or
equipment) • Environment
Sustainability Data Book ● Expansion of circular economy businesses and products
more (by 2024)
2023 Contents Each customers’

● As a “lifestyle solutions provider” that delivers value tailored to each customer, we combine our diverse customer touchpoints with digital
life-long health,
technology to contribute to each customer’s life-long health, safety and comfort
ー
Corporate Profile safety and comfort
● Promoting understanding of and confirming compliance with the Panasonic Group Code of Ethics & Compliance and internal rules, and Sustainability Data Book 2023
complying with relevant laws
Our Approach to Business integrity
● Dissemination and appropriate operation of the whistleblowing system
• Business Ethics P137
• Intellectual Property P121
Sustainability Management ● ● Protection and utilization of our intellectual property and respect for the intellectual property of third parties
Supply chain ● Elimination of waste and stagnation in the supply chain Sustainability Data Book 2023
management ● Strengthening of supply chain by promoting multiple suppliers and review of manufacturing sites
The Promotion of • Risk Management P130
Sustainability Management ● Creating a safe, secure, and healthy workplace

• Eradication of serious workplace
(thorough implementation of safety and compliance, promotion of health initiatives)
accidents and injuries
● Encouraging employees’ self-motivated endeavors and supporting their self-determined career formation Sustainability Data Book 2023
• Global top level in the Employee
External Recognition Employee well-being (Allowing side jobs and provide opportunities for skill development, providing wider options for working time
Opinion Survey score categories • Employee Well-being P80
and place to work remotely, and personnel exchanges in the Group through open recruitment)
of employee engagement and
● Promoting DEI (Diversity, Equity & Inclusion)
employee enablement (by 2030)
Independent Assurance (top management commitment, creating an inclusive work environment, support for each individual)
Statement by LRQA Limited Corporate ● ● With the transition to a holding company system, significant authority was delegated to the operating companies, with officers of the Corporate information site
Panasonic Holdings Corporation participating in the management of the operating companies as directors • Panasonic Holdings Corporation
governance
● Linkage of non-financial KPIs to executive remuneration
GRI Standard Contents “Corporate Governance”
Sustainability Data Book 2023
Index ● Promoting initiatives based on the Panasonic Group Human Rights and Labour Policy
Respect for human • Respect for Human Rights P74
● Implementing human rights due diligence based on global standards for the Group’s own operations and in the supply chain
rights • Responsible Supply Chain P102
● Promotion of engagement with stakeholders and appropriate disclosure of information
• AI Ethics P112
● Centralization of common cyber security functions across manufacturing, information systems, and product areas to strengthen countermeasures Sustainability Data Book 2023
Cyber security during normal times and incident responses during emergencies
• Cyber Security and Data Protection P143
● Gradual expansion of scope of cyber security countermeasures, including to supply chains
● ● Monitoring of international situation and trends in policies, laws, and regulations in each country and geographic region to ascertain the impact
Priority issues
Preparedness for on the Group’s business and respond in a timely manner

geopolitical risks ● ● Closely monitoring and responding to changes in the business environment caused by economic security policies in each country in terms of
business threats and opportunities
Sustainability Data Book 2023
Preparedness for
● Formulating Group policies for each country based on analysis of its government policies, regulatory trends, infection conditions, etc., and setting • Risk Management P130
infectious diseases
and implementing detailed rules at each business site
and pandemics
Preparedness for ● Enhancement of stockpiling and drills during normal times and establishment of a safety confirmation system; establishment of a Groupwide
natural disasters Emergency Response Headquarters system in the event of an emergency

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Respecting Global Standards, Norms, Guidelines, and Promoting Initiatives Based on Dialogues with
About the Sustainability Initiatives Stakeholders
Data Book 2023 Panasonic Group conducts its business based on global standards, specifications, norms, Panasonic Group conducts dialogues with its wide range of stakeholders around the
guidelines, and various initiatives. The Panasonic Group signed the United Nations Global world—including customers, investors, suppliers, governments, industry bodies, NPOs,
Sustainability Data Book Compact. NGOs, local communities, and employees—on various aspects of its business. The
2023 Contents These concepts are reflected in the Basic Business Philosophy and the Panasonic Group Code company incorporates the opinions it receives into its business activities and product
of Ethics & Compliance that form the guidelines for the company’s business activities. creation.
Corporate Profile
Our Approach to Global Standards, Norms, Guidelines and Initiatives Major Stakeholders
Sustainability Management
OECD Guidelines for
Multinational Enterprises ISO26000 UN Global Compact
The Promotion of on Responsible Business Conduct Customers Investors
Code of Conduct of RBA
External Recognition (Responsible Business
Japan Business Federation Global Reporting Initiative
National
Charter of Corporate Behavior (GRI) Standards Suppliers
Alliance) governments
Independent Assurance
Statement by LRQA Limited Panasonic
TCFD
(Task Force on Climate-related RE100 Race To Zero Group
Financial Disclosures)
GRI Standard Contents Industry
organizations NPOs/NGOs
Index
UN
Universal Declaration of ILO
Guiding Principles on
Human Rights Core Labour Standards Local
Business and Human Rights
communities Employees
In addition, Panasonic Holdings Co., Ltd. has joined the Responsible Business Alliance (RBA) as
the Panasonic Group in order to strengthen CSR procurement initiatives in the supply chain.

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Environment Policy
Contributing to society has been the management philosophy for the
Panasonic Group ever since its founding, and we have been taking
Policy measures against pollution since the 1970s. We announced the
Mid-term to Long-term Environmental management basic policy in 1991, and the Environmental
Environmental Vision Statement in 1993, clarifying our approaches to address global
environmental issues as a public entity of society. Since then we
Environmental Governance
have been carrying out initiatives including matters on global warming
Environmental Management Systems prevention and resources recycling corporate-wide, aiming to attain a
sustainable, safe, and secure society.
Environmental Risk Management
After the completion of the Green Plan 2010 which was established
Response to TCFD in 2001, the Green Plan 2018 was established in 2010 to clarify our
Strategic Resilience through targets for fiscal 2019 (from April 1, 2018 to March 31, 2019) as well
Scenario Analysis as an action plan for all employees in order to achieve the targets. The
Green Plan 2018 will continue our initiatives in five areas: CO2 reduction,
Our Businesses’ Contribution to resources recycling, water, chemical substances, and biodiversity.
Carbon Neutrality
In 2013, we introduced a new brand slogan, “A Better Life, A Better
Environmental Information Systems World,” aiming to realize a better life for all its customers, and is
Overview of Environmental Impact promoting environmental initiatives as an important element in achieving
and Environmental Accounting that goal. Based on this, the Green Plan 2018 was revised in 2013,
followed by the newly-established Environmental Action Guideline.
Eco-conscious Products and
Factories Furthermore, in response to rising demand by the society for CO2
reductions following the 21st session of the Conference of the Parties
Reducing CO2 Emissions in (COP21) of the United Nations Conference on Climate Change, and to
Factories
the need to make changes to our business structure, including growth
Resource in the automotive and B2B businesses, the Plan was revised again in
2016.
Biodiversity Conservation
Additionally, we formulated the Environment Vision 2050 in 2017 to
Water Resource Conservation achieve “a better life” and “a sustainable global environment,” aiming
Chemical Substance Management for a society with clean energy and a more comfortable lifestyle. Under
the Vision, through the development of products, technologies, and
Collaboration Across the solutions relating to energy creation, storage, saving, and management,
Supply Chain we will work towards creation and more efficient utilization of energy
History of Environmental Activities which exceeds the amount of energy used.

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Environment We announced Green Plan 2021 in 2019, following Environmental Policy

completion of Green Plan 2018, with a focus on key issues
for achieving the Panasonic Environment Vision 2050, and
Environmental Statement
we have been working on the issues. On January 2022,
Fully aware that humankind has a special responsibility to respect and preserve the delicate balance of nature, we
Policy we announced Panasonic GREEN IMPACT, our long term
at Panasonic acknowledge our obligation to maintain and nurture the ecology of this planet. Accordingly, we pledge
environment vision,founded based on Panasonic Group’s
Mid-term to Long-term ourselves to the prudent, sustainable use of the earth’s resources and the protection of the natural environment while we
Environmental Vision belief that the top priority action for the entire Group should
strive to fulfill our corporate mission of contributing to enhanced prosperity for all.
be focused on global environment issues including climate
Environmental Governance change, which is a pressing task for the entire world.
Environmental Management Systems The Panasonic GREEN IMPACT is the result of a shift
from the Panasonic Environment Vision 2050, with the
aim of achieving carbon neutrality together with creating Environmental Action Guideline
Response to TCFD impacts from actions (ACT) that reduce CO2 emissions Toward achieving a sustainable society, we will strive to develop our business through the creation of environmental value.
from Panasonic Group as well as from various sectors of For this purpose, we will address environmental challenges through our business activities and will expand our environmental
Strategic Resilience through
the society. To achieve Panasonic GREEN IMPACT, we are initiatives based on collaboration with stakeholders.
Scenario Analysis
working on initiatives under our newly developed GREEN (1) Initiatives to address environmental challenges
Our Businesses’ Contribution to IMPACT PLAN 2024. - We will reduce CO2 emissions through production activities and products/services.
Carbon Neutrality - We will work to efficiently use resources by pursuing Recycling-oriented Manufacturing.
Environmental Information Systems - We will conserve water resources through efficient use of water and prevention of contamination.
- We will reduce the impact of chemical substances on human health and the environment.
Overview of Environmental Impact - We will consider and conserve biodiversity.
and Environmental Accounting (2) Initiatives based on collaboration with stakeholders
Eco-conscious Products and - We will provide products and services that create environmental value for customers with our technical strengths.
Factories - We will expand our environmental contributions with our partner companies.
- We will deepen communications with local communities and work as a team to address environmental challenges.
Reducing CO2 Emissions in
Factories
Resource
Biodiversity Conservation Environmental Action Plan

GREEN IMPACT PLAN 2024 (see pages 12-13 )
Water Resource Conservation
Chemical Substance Management
Collaboration Across the We strive to grow and develop our business through the creation of environmental value for customers with our technical strengths
Supply Chain while each and every employee follows the Environmental Policy to address environmental challenges. Therefore, collaboration
with stakeholders including our partners is essential. We will continue to sincerely work on environmental sustainability
History of Environmental Activities
management through further collaboration with stakeholders.

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To realize a better life and a more

sustainable global environment', the
Year 2020 Year 2050
Environment Mid-term to Long-term Environmental
Panasonic Group will striveVision
to achieve
carbon neutrality together with
What we should be in the future as the Panasonic
society,Group
by increasing impacts from
Policy and solution for global environmental issues Panasonic
CO2 emissions
various actions that will contribute to
The true mission of the Panasonic Group is to achieve both of ‘material and spiritual prosperity’, across the Group’s
❶OWN IMPACT: 110 million tons
Mid-term to Long-term reduce
in other words ‘an ideal society with affluence both in matter and mind’. that is by₂ our
pursuedCO emissions of our own and value chain:
Environmental Vision founder Konosuke Matsushita in his entire life. Roughly 90 years ago in 1932,of thevarious
founder declared
110 million
ﬁelds of society. tons
Environmental Governance his ambition to create an ideal society over a span of 250 years, across ten generations. Since then,
we have carried on his ambition and made our contribution through businesses to solve the social ❷CONTRIBUTION IMPACT: 100 million tons
Environmental Management Systems issues of the times and to work for the happiness of each customer. ❸FUTURE IMPACT: 100 million tons
＋INFLUENCE
Environmental Risk Management At present, the biggest challenge that prevents us from achieving our mission is against global
environmental issues. We must avoid the situation at any cost where our planet is no longer habitable
❶ OWN IMPACT
Response to TCFD in approx. 160 years which is the year of reaching our goal for achieving our mission, far from
We plan to achieve net zero emissions from all of our value chain (110 million tons*3), as well as a
decarbonization effect on society*4. Net zero will be achieved for total emissions from our business
Strategic Resilience through bringing happiness to our descendants. In order to hold back environmental pollution, depletion of
activities (Scope 1, 2, and 3), including from our factories (Scopes 1 and 2) by fiscal 2031, for emissions
Scenario Analysis finite resources, and the most serious and urgent issues of global warming as early as possible, we
in parts and materials production (Scope 3, Category 1), and for emissions in product use (Scope 3,
must achieve net zero total CO2 emissions throughout society as a whole, as soon as possible. In
Our Businesses’ Contribution to Category 11). Efficient reduction of emissions can become the driving force behind our competitiveness.
our determination to play a major role in contributing to this goal and lead to solve the issues without
Carbon Neutrality fail, we announced “Panasonic GREEN IMPACT (PGI)”, the Group’s long-term environmental vision *3 Fiscal 2021 actual results
in January 2022 , and we have been accelerating our initiatives to contribute to reduction of emissions *4 CO2 emissions factor for electricity can be turned positive through advances in decarbonization at various
Environmental Information Systems electric power suppliers.
from our business activities, as well as from our customers and from society.
Overview of Environmental Impact ❷ CONTRIBUTION IMPACT
and Environmental Accounting Panasonic GREEN IMPACT In our present business fields, we plan to contribute 100 million tons or more in avoided emissions
PGI was established with the following thoughts to stop global warming. Addressing the scale of from society and our customers. We plan to visualize avoided emissions by each product
Eco-conscious Products and and service, for example, by promoting wider use of environmentally friendly vehicles through
both of the Panasonic Group’s ‘responsibility’ that is to reduce emissions from our business activities
Factories improvements in the performance and cost of automotive batteries, by replacing fossil fuels in
and ‘opportunity’ that is to contribute to avoiding emissions for society, by accumulating each of our
towns and at homes with heat pump water heaters that use electricity, and by providing optimized
Reducing CO2 Emissions in diligent efforts (Act), we aim to achieve carbon neutrality (CN) through reducing CO2 emissions from
solutions for inventory and transport to business flow of customers from material procurement to
Factories our business activities and from society and working in concert with society. With the aim of creating
a carbon neutral society by 2050, we have developed a strategy for each of our business fields market supply. This visualization of emissions will be employed as a benchmark shared with society
Resource backcasted from the social reforms to be implemented by 2030. In April 2022, with a classification at large. Additionally, we plan to make investments in fields where contributions can be made and to
of PGI into ❶ OWN IMPACT, signifying fulfillment of own responsibilities, ❷ CONTRIBUTION IMPACT, boost our competitiveness, in order to grow our business and increase our contribution.
referring to opportunities to contribute, and ❸ FUTURE IMPACT, along with INFLUENCE (+) that means ❸ FUTURE IMPACT
Water Resource Conservation the positive ripple effects on our customers and society, we announced our plan to create an impact We plan to achieve avoided emissions of 100 million tons or more by creating new technologies and
by 2050 from our emissions reductions of more than 300 million tons*2 in total for ❶, ❷ and ❸: that is business fields.
Chemical Substance Management approx. 1% of the global CO2 emissions of 31.7 billion tons*1 today. This was followed by our milestone + INFLUENCE
announcement in July 2022, ‘to achieve net zero emissions for all of our operating companies (Scope 1 Through communications related to PGI initiatives, we plan to have positive ripple effects on reforms in the
Collaboration Across the
and 2 in ❶)’ and ‘to create avoided CO2 emissions of approx. 100 million tons (initiatives in ❷), together energy supply and demand for the society as a whole and decarbonization through changes of demands
Supply Chain
with establishment of “the GREEN IMPACT PLAN 2024”, our action plan for 2022-2024. and behaviors of customers, other business operators, as well as governments and investors. Although
History of Environmental Activities *1 2020 energy-derived CO2 emissions (Source: IEA) the direct impact on reduction cannot be calculated at present, we will move forward in this direction,
*2 The emissions factor for the size of our contribution to reducing CO2 is based on the 2020 emissions level. being convinced that this is part of our mission to build a carbon neutral society as quickly as possible.

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Environment Environmental Action Plan CO2 reduction of 0.36 million tons. For the Scope 3, the reduction volume increased for product use
(increase of 9.1 million tons) and other categories, thanks to expansion in the scope of business fields.
“GREEN IMPACT PLAN 2024”
On the other hand, avoided emissions for our customers and society increased to 37.23 million tons,
As milestones in reaching the 2050 targets set in “the Panasonic GREEN IMPACT”, our long-term
because of, in part, progress of new visualization of CO2 emissions. In the area of resources/CE, the
Policy environmental vision, we set out the fiscal 2031 target linked to our groupwide business strategy,
waste recycling rate was maintained at 99.1% globally, with recycled resin use at 12,400 tons. As
and formulated “the GREEN IMPACT PLAN 2024 (GIP 2024)”, the three-year environmental action
Mid-term to Long-term plan from fiscal 2023 to fiscal 2025, for which we are working on. Under GIP 2024, we have set out
four new CE business models were started up, total 10 CE business models are now in operations.
Environmental Vision
the fiscal 2025 targets for OWN IMPACT: CO2 emissions reduction across our entire value chain (VC)
GREEN IMPACT PLAN 2024 (Fiscal 2025, 2031 targets and Fiscal 2023 actual results)
Environmental Governance (Scopes 1, 2 and 3), CONTRIBUTION IMPACT: contribution to avoided CO2 emissions in society
Fiscal 2023 Fiscal 2025
and the resource/circular economy (CE) as our materiality issues. actual results targets Fiscal 2031
Item
Environmental Management Systems GREEN IMPACT PLAN 2024
targets
In OWN IMPACT, we plan to cut down CO2 emissions from our entire VC of 110 million tons in
*6
Environmental Risk Management fiscal 2021 to 16.34 million tons in fiscal 2025 and to 31.45 million tons in fiscal 2031 respectively OWN IMPACT — 21.70 Mt 16.34 Mt
Emissions reduction in our own Value Chain *2
(9.39 Mt)
with our business growth. In our plan to achieve net zero CO2 emissions in our factories (‘Zero-
Response to TCFD Scopes Zero- CO2 factories Total 31 factories Total 37 factories *7
CO2 factories’) for all of our operating companies by fiscal 2031 under the drive to achieve net zero CO2 / 1 &2*1 31.45 Mt
CO2 reductions 0.36 Mt 0.26 Mt
Strategic Resilience through emissions from our business activities (Scopes 1 and 2), we are planning to achieve net zero CO2 Energy
Material issues
Scope 3*1 CO2 reductions in use of — 9.1 Mt 16.08 Mt
Scenario Analysis emissions at 37 factories by fiscal 2025. (Category 11) our products by customers
CONTRIBUTION IMPACT 37.23 Mt 38.30 Mt 93.00 Mt

Our Businesses’ Contribution to In CONTRIBUTION IMPACT, we plan to achieve avoided emissions of 93 million tons* in fiscal 2031 Avoided Emissions for society*3
Carbon Neutrality and 38.3 million tons in fiscal 2025*. It must be noted that international standardization of the method Factory waste recycling ratio *4
99.1% 99.0%
Resources/
to calculate ‘the avoided CO2 emissions’ for which the Panasonic group is involved, is underway. If CE* Recycled resin used*5 Fiscal 2023 to 2025 total
12,400 tons
Environmental Information Systems (Fiscal 2023 to 2025 total for GIP2024 targets) 90,000 ton
the calculation method to be standardized is different from the method our Group has adopted, we *Circular
Circular economy business models and
Economy 10 businesses 13 businesses
Overview of Environmental Impact plan to explain the difference and at the same time revise our targets accordingly to achieve them. products (Total)
and Environmental Accounting Reducing and restoring the impact of business activities on the ecosystem to become nature positive
There are three areas of resources/CE activities. One is maintaining the global waste recycling rate Biodiversity Procurement of sustainable raw materials, businesses that contribute to biodiversity green
Continuing challenge
spaces, and products and services that contribute to biodiversity
Eco-conscious Products and consistently at 99% or more, aiming at reaching zero emissions for factory wastes. The second
Water Reduce water consumption in business activities and products/services
Factories is the amount of recycled resin used that we would double the quantity in three years to 90,000
Chemical
tons over the result of the preceding medium-term plan (GP2021; 43,300 tons from fiscal 2020 substances
Reducing the environmental impact of chemical substance’s business activities and products
to fiscal 2022). The third is the CE business model aimed at effective utilization of resources and Local Promote environmental initiatives to contribute to local communities and educate the next
Factories communities generation
maximization of customer that will be rolled out in a total of more than 13 businesses by fiscal 2025.
Compliance Ensure compliance with environmental laws and regulations
Resource Additionally, we plan to continue working on the issues of ‘biodiversity’, ‘water’, ‘chemical
*1 Classification according to the GHG protocol (Accounting and Reporting Principles).
Biodiversity Conservation substances’, ‘local communities’, and ‘compliance’, paying attention to the scale of social issues *2 Amount obtained by subtracting the amount of emissions in the relevant fiscal year from the amount of emissions
and empathy with our customers and society and corresponding to our business fields and regional in fiscal 2021.
Water Resource Conservation characteristics and needs. *3 Amount calculated by subtracting the lifetime CO2 emissions after introduction from the lifetime CO2 emissions
assuming that the Group’s products and services do not exist, using the IEC 2021 value as the emission factor.
Chemical Substance Management * Calculated with emissions factor at the time of the PGI establishment (IEA 2021) *4 Amount of resources recycled/(Amount of resources recycled + Amount of landfill).
*5 Mass of recycled materials contained in the recycled resin used in our products.
Collaboration Across the ▪Status of the first year of GIP 2024 *6 Includes Scope 1,2 and Scope 3 Category 11, plus increases or decreases in Category 1 (procurement), Category
Supply Chain CO2 emissions for our entire value chain (VC) increased to 129.21 million tons (negative in OWN IMPACT) 12 (disposal), and other indirect emissions. Figures in parentheses indicate the case where fiscal 2021 (starting
point) is calculated with the same boundary as the fiscal 2023 target.
History of Environmental Activities with increase of 21.70 million tons from 107.51 million tons in fiscal 2021.For the Scopes 1 and 2, there
*7 The CO2 emissions factor for electricity calculated with the IEA World Energy Outlook’s 2° C scenario.
had been progress in both energy conservation and energy recycling, with 31 Zero-CO2 factories and

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Environment ▪GIP2024: Points of change in fiscal 2023 customers, the number of visualization of the subject business has (CO2 emissions) cannot be canceled out by contribution to
increased from 28 businesses in fiscal 2021 to 49 in fiscal 2023. customers (avoided CO2 emissions). We believe that firstly
CO2 emissions (upper part of the figure)
Total reached 37.23 million tons is approaching the fiscal 2025 we should understand their relationship is inextricable as they
The CO2 emissions in product use (Scope 3, Category 11 )
target of 38.3 million tons. Contributions have hugely increased linked to each other and, then, should accelerate respective
Policy that accounts for approximately 80% of total value chain from 26 businesses that have been visualized up to now (28 as of initiatives. In particular, as for ‘the avoided CO2 emissions’, the
emissions, decreased from 85.93 million tons for 33 products fiscal 2021). At the same time, new 23 more businesses have been flexibility of conditions for its calculation is high, and it has not
Mid-term to Long-term in fiscal 2021 to 72.86 million tons (reduction of 13.07 million visualized (total 2.61 million tons) and their PDCA cycle based been internationally standardized as of now. Although there are
Environmental Vision tons) in fiscal 2023, thanks to the improved energy efficiency activities have begun. so many practical issues that need to be addressed before ‘the
of our products, increase and decrease in sales, refinement
Environmental Governance The Panasonic GREEN IMPACT(PGI) serves as a benchmark avoided CO2 emissions’ can serve as a social benchmark, we plan
of the calculation method, and the emissions factor turning to report on the progress of the PGI as a whole, employing ‘the
for achieving carbon neutrality through the accumulation of
Environmental Management Systems positive. On the other hand, to expand the scope of our avoided CO2 emissions’ as an indicator to show the acceleration
each diligent effort (ACT) together with society, by addressing
responsibilities and contributions of the Panasonic group, we in reform and growth, by enhancing our competitiveness in
Environmental Risk Management newly visualized 13.14 million tons in the CO2 emissions from
both our responsibility and opportunity in the urgent need to
stop global warming. Since ‘CO2 emissions’ and ‘avoided CO2 electrification, energy conservation, energy conversion, resources
Response to TCFD 17 more businesses. Regarding Refrigerant related equipment recycling, etc., and contributing to the early achievement of the
emissions’ differ in its concept and objectives, our responsibility
of HVAC Company and Cold Chain Solutions Company aiming decarbonization scenarios.
Strategic Resilience through to reduce CFC emissions of their product
Scenario Analysis use by wider use of refrigerants with low GREEN IMPACT PLAN2024 (GIP2024) Points of change in fiscal 2023
environmental impact (CO2 refrigerant/ Scope1,2 Scope3
Our Businesses’ Contribution to CO2 emissions & reductions in
propane) and wider-scale recovery of our own value chain (tons) ・Refrigerants leakage (products in use) OWN IMPACT
Carbon Neutrality -Showcases (Hussmann Corporation) CONTRIBUTION IMPACT
refrigerants disposed of by customers, we 【Scope1, 2, 3】
-CCS products (excluding Hussmann Corporation)
-HVAC products 【Sc3: Cat11】
Environmental Information Systems 138.60 Mt*1 ・Refrigerants emissions (in disposal)
Environmental
have added estimated refrigerant-related Action Plan
*1 Calculated by the
OWN 9.39 Mt 129.21 Mt -Showcases (Hussmann Corporation)
emissions after their visualization (total subjects businesses -CCS products (excluding Hussmann Corporation) GIP2024
Overview of Environmental Impact for fiscal 2023 IMPACT Refrigerants New
-HVAC products 【Sc3:Cat12】 Targets
of 15.81 million tons). Together with an 107.51 Mt (100.11 Mt) ▲ 21.70 Mt 15.81 Mt
and Environmental Accounting Others 13.14 Mt New
16.34 Mt
increase in procurement amount (increase 2.82 Mt (New 17 products)
72.86 Mt ・Showcases (Hussmann Corporation)

Eco-conscious Products and of 5 million tons), the CO2 emissions of Products and (Existing 33 products) ・Hot-water heating with heat pump (A2W)
services ・Lighting equipment ・Blowers ・Absorption refrigerators, etc.
Factories 107.51 million tons in fiscal 2021 rose to (Energy used by
customers) ・Household/Commercial air conditioners
Minus13.07 Mt
Energy conservation, Products/Services
・Ventilation fans increasing and decreasing (Energy used by
129.21 million tons in 2023, i.e. an increase 85.93 Mt ・Bathroom ventilation dryers
in sales, and refinement of customers)
Reducing CO2 Emissions in Procurement

16.56 Mt
(33 products) ・Household refrigerators,
the calculation method
Total Minus7.86 Mt 69.86 Mt
of 21.70 million tons (negative in OWN 【Sc3:Cat11】 other 33 products Improvement of the
Factories 【Sc3: Cat1】
emission factors
Increase in purchasing cost by
increase in sales
【Sc3:Cat.11】
IMPACT). However, if the new emissions Factories and offices

Minus5.21 Mt
2.2 Mt Procurement
Resource
*2
boundary for fiscal 2023 is applied to 【Scope1, 2】 21.55 Mt 1.84 Mt (Compare to fiscal 2021 Minus 360 Kt)
【Sc3:Cat1】
【Scope1,2】
the fiscal 2021, the volume indicates an
Biodiversity Conservation improvement of 9.39 million tons from
(FY) 2021 (2022) 2023 2025
23.47 Mt CONTRIBUTION ・Cylindrical rechargeable batteries for
Water Resource Conservation the point of the new emissions boundary. (28 products) (26.60 Mt) 37.23 Mt electric vehicles 38.30 Mt
IMPACT (49 products) ・Replacement of the products
We will continue to actively work to improve (34 products)
Chemical Substance Management accuracy by reviewing the boundary and ・Photovoltaic power generation
・Hot-Water Heating with Heat Pump
(EcoCute, A2W)
method of calculation for Scope 3. Existing subject products (28 to 26) Total 34.62 Mt
・Solutions
Collaboration Across the New subject products (23) Total 2.61 Mt
(Energy Recovery Ventilation (ERV) system,
Supply Chain Avoided CO2 emissions BEMS/HEMS, reducing electricity usage of
air conditioners by ceiling fans)
(lower part of the figure) Avoided CO2 emissions for ・Others (Fuel cells, Storage batteries, etc.)
History of Environmental Activities society (tons)
For avoided emissions ( ) to society and *2 Includes avoided emissions by replacement of purchased products. (10.99 Mt in FY2021, 11 Mt in FY2023, & 6.3 Mt in FY2025).

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Environment ▪Avoided CO2 Emissions CONTRIBUTION IMPACT [Unit: ton]

Calculation
example
: See the following pages
for further examples.
The CONTRIBUTION/FUTURE IMPACT of Panasonic GREEN IMPACT, commonly referred to as the avoided Category Top 20 businesses in FY 2023
emissions, is an indicator of the value of the amount of CO2 emissions contributed to the reduction of CO2
Electrification Cylindrical Rechargeable Batteries for EVs Calculation
example
emissions by customers and society by introducing our group products and services, compared to the amount
Policy 9.70 million in FY 2021
not introduced (baseline). In fiscal 2023, CONTRIBUTION IMPACT totaled 37.23 million tons in 49 businesses Hot-Water and Heating Systems Calculation
with Heat Pump (A2W) example
covering products and services sold in the same year. Most of this is in the living business, which includes air
Mid-term to Long-term
conditioners and lightings, and the energy business, which includes EV rechargeable batteries, accounting for
about 50% of Group sales. Our group’s main business is to provide electrified products and services (electrical
4 businesses Electric-assist Bikes
Hot-Water Systems with Heat Pump
Environmental Governance and electronic equipment) by converting to electric appliances that are more efficient in energy use than those 17.79 million (EcoCute)
Calculation
example
that use fossil fuels, we are able to reduce CO2 emissions. The widespread use of electric appliances will Total 4 businesses: 17.79 million
Environmental Management Systems increase demand for electricity, but by continuously increasing the efficiency of energy use in appliances and
spaces, and by controlling and optimizing demand through energy storage and energy management, we will Replacements Calculation
example
Household Air Conditioners
Environmental Risk Management reduce the load on grid power in each region and promote renewable energy. (Home appliance)
LED Lightings
Response to TCFD On the other hand, although there is no internationally uniform standard for the avoided emissions (as of August
Household Refrigerators
2023), our company has participated in WBCSD*1, IEC*1, and the GX League*1, and has worked with like-minded
Strategic Resilience through government departments and companies to promote dialogue on the need for the avoided emissions. In March 10.99 million in FY 2021 Electric Showers / Electric Water Heaters
Scenario Analysis 2023, the WBCSD and the GX League released guidance and guidelines on the avoided emissions*2, and we
Commercial Air Conditioners
are working on a calculation based on these guidelines in conjunction with discussions at the IEC*3, which aims
Our Businesses’ Contribution to
Carbon Neutrality
to achieve international standardization. The baseline (comparison target) is the period of use (durable life, etc.) 34 businesses Washing and Drying machines
of our group products and services compared to the market average condition expected for each business,
and the annual electricity consumption in terms of design and calculated rationally under conditions judged to
11.00 million Projectors
Environmental Information Systems
be objectively reasonable after discussions within the Panasonic Group. The basic structure of the calculation LCD TVs
Overview of Environmental Impact formula is as follows: activity volume (sales volume, etc.) × annual reduction per activity volume (difference
CO2 Freezers
and Environmental Accounting in energy consumption compared to baseline, etc.) × duration (lifespan, etc.) × CO2 emission factor. This
calculation method and the data on which it is based have been verified by a third party, and this is our group’s Dryers
Eco-conscious Products and first disclosure in this report.
Total top 10 businesses: 10.29 million
Factories
The concept and purpose of use of these two indicators are very different. The emissions cannot be offset
by “avoided emissions (reduction contribution to customers)”. The emissions reduction is the company’s
Solution Heat Exchange System Calculation
example
Factories responsibility. Our mid-term to long-term reduction targets are certified as SBTs 1.5 degree targets*4 in May Ceiling Fans
2023. Panasonic group aims to realize a decarbonized society early by accelerating the PDCA cycle of both 4 businesses BEMS*1 / HEMS*2
Resource responsibility and contribution. 2.42 million
*1 World Business Council for Sustainable Development (WBCSD), International Electrotechnical Commission (IEC), GX Total top 3 businesses: 2.31 million
Biodiversity Conservation League is a forum for cooperation between a group of companies, the government and academic institutions in order to
meet greenhouse gas reduction targets and increase industrial competitiveness by using Japan’s goal of carbon neutrality Others Calculation
example
Photovoltaic Power Generation Systems
Water Resource Conservation by 2050 as an opportunity for economic growth.
(Vacuum
*2 “Avoided Emissions Guidance” by WBCSD, “Basic Guidelines for Disclosure and Evaluation of Opportunities for Climate Fuel Cells
Change” by GX League 7 businesses Insulated Glasses)
(Home Delivery Creation and Storage Collaboration System
*3 IEC63372 (“Avoided CO2 emissions” international standard to be issued in 2024.)
*4 Companies play their part in combating climate change by setting GHG emissions reduction targets that are aligned 6.01 million Communication
Boxes) (Storage batteries)
Collaboration Across the with reduction pathways for limiting global temperature rise to 1.5°C or well-below 2°C compared to pre-industrial
Total top 3 businesses: 5.96 million
Supply Chain temperatures. These targets are termed science-based targets (SBTs).
For further examples of our avoided emissions products that contribute to CO2 reduction for consumers and Total all 49 products and services: ★37.23 million
History of Environmental Activities society, see the following website.
*1 Building Energy Management System
WEB https://holdings.panasonic/global/corporate/sustainability/environment/vision/product.html
*2 Home Energy Management System

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Electrification
Environment Hot-Water and Heating Systems with Heat Pump (EcoCute, A2W*1) *1 A2W: Air to Water
Product life stages subject to avoided CO2 emissions
Raw materials Manufacturing Transportation Use Disposal/Recycle Sales regions: Japan for EcoCute, and Europe for A2W
Policy
■Overview ■Baseline (Subject to comparison)
Mid-term to Long-term A heat pump is equipped with electrification technology that captures heat energy from the ambient air and CO2 emissions from gas combustion to capture heat energy required for heating the same amount of water or air.
Environmental Vision transfers it to heat water or air utilizing the characteristic that temperature changes when gas is compressed Conventional gas by gas combustion is predominantly used in Europe where there are many cold climate areas.
or expanded. With the technology, the equipment with heat pump is 2.4 to 4.3 times more energy-efficient (Transformation of an A2W to its electrification is possible by using gas pipe used for the existing gas heating equipment.)
Environmental Governance compared to the equipment uses heat energy from fossil fuel combustion.*2 Furthermore, on the premise ■Coverage of quantification (Way of thinking and its rationalization)
that the ratio of renewable energy use in each energy sources will increase year by year as the electrified When the heating equipment with heat pump is in use. We deemed that CFP*4 of the equipment when it is in
Environmental Management Systems equipment with heat pump is spread, whereas CO2 is always emitted from gas equipment in combustion of use can be ignored because both of a heating equipment with heat pump and a gas heating equipment show
city gas, we will contribute to accelerate the transition to a decarbonized society. a relatively greater CFP when they are use.*5
Environmental Risk Management *2 Our own calculation based on information in METI’s ‘Top Runner Program’. *4 CFP (Carbon Footprint of Products): CO2 emissions converted from GHG emissions throughout the entire product life
WEB https://www.enecho.meti.go.jp/category/saving_and_new/saving/enterprise/equipment/ cycle—from raw material procurement to disposal and recycling of a product and service (per one unit).
Response to TCFD ■Avoided CO2 emissions mechanism
*5 79.9% for ‘in use’ of CO2 emissions in the value chain (VC) of the Panasonic heating equipment with heat pump. (FY2020
Panasonic actual result)
Compared to the average hot-water and heating systems with gas combustion type that are water heaters
Strategic Resilience through widely available in markets, our heating equipment with heat pump with equivalent capacity emit less CO2 Raw materials/Manufacturing/Transportation avoided emissions Disposal
Scenario Analysis from the electricity used throughout their lifetimes, therefore, the difference of CO2 emissions becomes Heating equipment
avoided emissions. In use (Approx. 80% of VC)
Average CO2 emissions from water & air heating with heat pump
≒
A2W bound for
Europe energy by one gas heating equipment and one
Carbon Neutrality heating equipment with heat pump (A2W) Gas heating equipment In use
CO2 CO2
CO2 Emissions
Heat pump
avoided *4 CFP (Carbon Footprint of Products): CO2 emissions converted from GHG emissions throughout the entire product life cycle—
emissions Indirect
from raw material procurement CO2 emissions
to disposal from
and recycling of athe power
product andnetwork
service (per one unit).
Overview of Environmental Impact
and Environmental Accounting ■Amount of activities avoided emissions
EcoCute: The number calculated by the following equation: the annual sales volume in Japan x 70%*6 which is the
Manu- Trans-
Hot water EV Raw materialsratio
replacement of gasportation Use
heating equipment Disposal
with heating equipment with heat pump. (Unit)
Eco-conscious Products and Gas water storage tank Gas heating Heating equipment
facturing
heater *6 Data from a Japanese industrial association. The calculation excludes the number of replacements of an end-
Factories equipment with heat pump
≒
of-life EcoCute with a new unit.
■Calculation formula of avoided emissions A2W: The number

ICE Raw materials of annual sales Trans-
Manu- of A2W in Europe (Unit)*7 Disposal
Reducing CO2 Emissions in Amount of
activities
Avoided emissions for a
given amount of activities
CO2 emissions-related
values and factors Period facturing portation Use
*7 We deemed that replacement ratio of old A2Ws with new ones can be ignored as the sales started in 2013.
Factories [ Amount of activities] (Units) *3 Japan: Approximately 70% of sales are heating
equipment with heat pump replacing gas heating
■Avoided CO2 emissions per unit of amount of activities (Basic unit)
CO2 Emissions
The number of units that replaced existing gas Regarding the annual energy consumptionDirect COthe
2 emissions fromforfuel combustion
Resource avoided
Minus association
equipment. (Source: Industrial data). used for same amount heating water or air, which was converted
heating equipment in the total annual sales volume*3 are heatingemissions
Europe: 100% of sales70% equipment with to CO2 emissions, difference between those of heating equipment with heat pump and gas heating equipment.
Raw materials/Manufacturing/Transportation
（
heat pump replacing gas water heaters.
Biodiversity Conservation Annual city gas consumption City gas CO2 emission (We deemed that the replacement of existing A2Ws ■Period (Flow method:
10–20% of Value
Include Chain
entire (VC)CO2 emissions of the
lifetime product
avoided in its firstDisposal
emissions sales year)
× per gas heating equipment (m3) ×
factor (kg CO2 /m3) can be ignored as the sales started in 2008.) • The holding years for repair parts
Product after Varies per
Water Resource Conservation Use:
• CO2 emissions reduction effect continues during 80–90%
that period. of VC
）
ICE EV replacement product
Annual power consumption per unit of the Electric power CO2 emission
− × ×
≒
heating equipment with heat pump (kWh) factor per sales region (kg CO2 /kWh) Period
Chemical Substance Management Product before
replacement Use: 80–90% of VC
avoided
CO2 Emissions
emissions
Annual avoided emissions by one heating equipment with heat pump replacing a gas heating equipment. 10–20% of Value Chain (VC)
Supply Chain Comparison of
our linear LED
lamp and linear
• Electric power CO2 emission factor: Japan - 0.487 kg/kWh, and Europe - 0.277 kg/kWh (Source: IEA 2021)
fluorescent lamp CO2 emissions equivalent to energy CO2 emissions equivalent to
History of Environmental Activities • City gas CO2 emission factor: 2.240 kg/m3 (Source: Document by Ministry of the Environment) consumed by air conditioning in a energy consumed by air
residential house with installed air conditioning in a residential house
Conventional lamp LED conditioner with conventional with installed air conditioner with avoided
ventilation methods (volume of the heat exchange system emissions
thermal loss) (volume of thermal loss) Sustainability Data Book 2023 15
Thermal loss Thermal Thermal loss
loss from
from walls ventilation from walls
Intellectual
Property
Community
Risk
Management
Business Ethics
Cyber / Data
Security
Electrification
Environment Cylindrical rechargeable batteries for electric vehicles (EV)
Raw materials Manufacturing Transportation Use Disposal/Recycle Sales regions: North America
Policy Raw materials/Manufacturing/Transportation avoided emissions Disposal
Mid-term to Long-term Transition of use from internal combustion engine vehicles (ICEVs) to electric vehicles (EVs) is expected to bring CO2Heating equipment
emissions from driving an ICEV
In use (Approx. 80% of VC)
Environmental Vision decarbonization of transportation sectors in the world as EVs do not directly emit CO2 , in addition to their better energy with heat
■Coverage ofpump
quantification (Way of thinking and its rationalization)
≒
efficiency*1. EVs, which does not use internal combustion engine, use a motor driven by electricity supplied from a • Difference in CO2 emissions between from ICEV and EV while driving.
Environmental Governance rechargeable battery. Hence, it is recognized that the rechargeable battery that is equivalent to the fuel tank of an ICEV is Gas heating equipment In use
• This case refers only to EV driving. CFP of the battery*2 is calculated separately.
one of the most important components in an EV.
Environmental Management Systems *1 Energy efficiency: The percentage of consumed energy that reaches to the wheels;
Indirect CO2 emissions from the power network
EV: 87–91% ICEV: 16–25%.
Environmental Risk Management Source: Yale Climate Connections. August,2022 “Electrifying transportation reduces emissions and saves massive amounts of energy”
avoided emissions
■Avoided CO2 emissions mechanism
CO2 Emissions
avoided
Response to TCFD emissions
In the case that an EV and an ICE drives the same distance, the difference between the fuel consumption of an ICEV EV Raw materials Manu-
Trans-
facturing portation Use Disposal
converted into CO2 emission and the amount of electricity charged and discharged in an EV converted into CO2 emission
≒
Strategic Resilience through because of the high energy efficiency of the EV is avoided emissions.
Scenario Analysis ICE Raw materials Manu- Trans-
Use Disposal
facturing portation
Gas heating
Average Heating equipment
CO2 emissions from
Our Businesses’ Contribution to equipment
an ICEV and an EV
with heat pump
Carbon Neutrality (U.S.) (EVs use the power grid) Direct CO2 emissions from fuel combustion
Environmental Information Systems CO2 CO2

Raw materials/Manufacturing/Transportation
10–20% of Value Chain (VC) avoided
*2 CFP (Carbon Footprint of Products): CO2 emissions converted from GHG emissions throughout theemissions
entire Disposal
CO2 Emissions
avoided product life cycle—from raw material procurement to disposal and recycling of a product and service (per one
Overview of Environmental Impact Minus
emissions unit). Product after Varies per
70% Use: 80–90% of VC product
and Environmental Accounting replacement
■Amount of activities
≒
Eco-conscious Products and CO2 emissions converted from the number of EVs for the capacity of cylindrical rechargeable
Product before
batteries replacement
for EVs sold per year. (unit) Use: 80–90% of VC
Factories ICE EV ICE EV
■Avoided CO2 emissions per of
10–20% unit of amount
Value of activities (Basic unit)
Chain (VC)
Reducing CO2 Emissions in Difference in CO2 emissions between from an ICEV and an EV while driving 1km.
Factories ■Calculation formula of avoided emissions Amount of Avoided emissions for a CO2 emissions-related Period avoided CO2 emissions equivalent to energy CO2 emissions equivalent to
activities given amount of activities values and factors ■Period
consumed(Flow
by airmethod: Include
in a entire lifetime
energyCO 2 emissions
by airof the product in its first
CO2 Emissions
emissions conditioning consumed
residential house with installed air
sales year) conditioning in a residential house
Resource [ Amount of activities] (Units)
Comparison of
our linear LED conditioner with conventional with installed air conditioner with
lamp and linear • Lifetime mileage of (volume
an EV (toofindicate reduction effects of driving EVs) avoided
The CO2 emissions converted from the number of fluorescent lamp
ventilation methods the heat exchange system emissions
Biodiversity Conservation EVs of the battery capacity sold per year
• Lifetime
thermal mileage of an EV
loss) (volume of thermal loss)
= Average annual mileage respectively
Thermal loss loss from in Japan, U.S. and Europe x Vehicle life (10 years)
Thermal Thermal loss
from walls from walls
Water Resource Conservation Conventional lamp LED ventilation
■Avoided CO2 emissions in fiscal 2023: 14.17

CFP*1 million
of the tons
）
Thermal loss from
（
ventilation
CO2 emissions CO2 emissions Lifetime CFP*1 of the
Chemical Substance Management × per 1 km by an ICEV − per 1 km by an EV × mileage equipment with In use (approx. 80%) equipment with
heat exchange
In use (approx. 80%)
conventional
ventilation system system
Collaboration Across the (kg CO2 /kWh) (kg CO2 /kWh) * Average annual mileage avoided
emissions
CO2 Emissions
respectively in Japan, U.S.

Supply Chain and Europe x 10 yearsSimulation by Panasonic
Both systems ventilate same amount of air using a fan (i.e. CFPs*1 are equivalent)
(Reduction rate in Tokyo,
Annual avoided emissions by one EV replacing an ICEV Sendai, and Sapporo)
History of Environmental Activities CO2 avoided emissions
Control the output
Store after
Conventional Heat exchange installation of In use In use (Less than 1/10,000 of CO2 avoided emissions)
ventilation methods system the system
CPF*3 of equipment that constitute
Sustainability 16
the centralized
Data Book 2023
controller system for stores
Intellectual
Property
Community
Risk
Management
Business Ethics
Cyber / Data
Security
Replacements Raw materials/Manufacturing/Transportation avoided emissions Disposal

Environment Energy-saving effects from replaced home appliances Heating equipment In use (Approx. 80% of VC)
with heat pump
≒
Gas heating equipment In use
Raw materials Manufacturing Transportation Use Disposal/Recycle Sales regions: Japan, China, North America, Central and South America, Europe, Southeast Asia, Middle east, etc.
Policy
■Overview ■Baseline (SubjectIndirect
to comparison)
CO2 emissions from the power network
CO2 Emissions
avoided
Mid-term to Long-term Improving efficiency of energy consumed by a large number of home appliances now widely used throughout
emissions CO2 emissions converted from lifetime power consumption of the average product in markets at the
Environmental Vision society will reduce the load of local grid power for the use of appliances, lower the hurdle to transform to use avoided emissions
penetration rate of the product with functions and performance equivalent to the new product per sales
renewable energy as their energy source. This facilitates transition to decarbonization society from demand region*3. Trans-
EV Raw materials Manu- Use Disposal
Environmental Governance sides. One of the characteristics of home appliances with high durability is that their dominant stage of CO2 facturing portation
*3 Example: LED penetration rate per country, and the like.
emissions (CFP*1) in the life cycle is from energy use through the whole
Gasperiod
heatinginHeating
which product are used
■Coverage of quantification (Way of thinking and its rationalization)
≒
equipment
Environmental Management Systems by customers and in society. This accounts for 80 to 90% of large home equipment withsuch
appliances heat pump
as lighting and
When LED is in use. TheManu-
averageTrans-
CFP of home appliances are dominant*4 ‘in use’. We deemed that we can
refrigerators. Replacing the product used enough of the life with a new product that has equivalent function ICE Raw materials facturing portation Use Disposal
ignore the impact from the CO2 emissions difference between those from the products before and after the
Environmental Risk Management and performance in use together with improved energy efficiency will cause effect of reducing CO2 emissions
replacement.
both from users and power suppliers.
*4 ‘in use’ accounts for approx. 80 to 90% ofDirect
CO2 emissions in the homefrom
CO2 emissions appliances value chain.
fuel combustion
Response to TCFD ■Avoided CO2 emissions mechanism
CO2 Emissions
Minus avoided Raw materials/Manufacturing/Transportation
Regarding the home appliance whose life is passed and replaced with a new product with
70% equivalent functions,
emissions
Strategic Resilience through the difference between CO2 emissions equivalent to the energy saved in the product’s lifetime use before and
10–20% of Value Chain (VC) avoided emissions Disposal
Scenario Analysis after its replacement is avoided emissions. Product after Use: 80–90% of VC Varies per
replacement product
Our Businesses’ Contribution to Example of lighting LED Specific energy consumption efficiency [Example] Average lifetime CO2 emissions
ICE EV
≒
equipment (Luminous efficacy): 193.9 lm/W from consumed power before and after
Carbon Neutrality Conventional light Power consumption: 26.3 W single unit replacement Product before
Luminous flux: 5100 lm
source (fluorescent
replacement Use: 80–90% of VC
tube)
Environmental Information Systems avoided 10–20% of Value Chain (VC)
CO2 Emissions
emissions
Overview of Environmental Impact Comparison of
our linear LED CO2 emissions equivalent to energy CO2 emissions equivalent to
and Environmental Accounting FSA42001F VPN9 lamp and linear
fluorescent lamp ■Amount
consumed of conditioning
by air activities in a energy consumed by air
Approx. 60% less energy residential house of
The number with installed
annual sales air
depending onconditioning in a residential
the status (penetration house
rate, etc.) per sales region for the new
consumed by a new Integrated LED Base Light ‘iD Series’
Eco-conscious Products and product with higher General facilities General-purpose model
conditioner
product.with conventional with installed air conditioner with avoided
Conventional lamp LED ventilation methods (volume of the heat exchange system emissions
Factories brightness compared to (Energy-saving light bar)
Direct mount XLX450DHNU LE9 Daylight white (5000 K) ■Avoided
thermal loss) CO2 emissions per unit of(volume amount of activities
of thermal loss) (Basic unit)
those of conventional
fluorescent lamps. WEB https://www2.panasonic.biz/jp/lighting/facilities/baselight/id/general.html Difference between CO2loss
Thermal emissions
Thermal converted from lifetime power consumption
Thermal loss
*5
between those from the
Reducing CO2 Emissions in from walls
loss from
ventilation
products before and after replacement in each sales region.
from walls
Factories ■Calculation formula of avoided emissions

Thermal loss from
of the Rated power in design x annual ‘timeCFP
in use’ of
etc.the
*1
Amount of Avoided emissions for a CO2 emissions-related CFP*5 *1
Example: ventilation
activities given amount of activities avoidedPeriod
values and factors equipment with
emissions equipment(Flow
■Period with method: In use (approx. entire
Include 80%) lifetime CO emissions Inof
usethe
(approx.
product80%) in its first sales year)
CO2 Emissions
Resource [Amount of activities] (Number of units) conventional heat exchange 2
*2 ‘Before replacement’ refers
CO2 emission factors
Simulation by Panasonic • This was
ventilation system
set by product, which can maintain holding a spare parts (7–10 years), optimum operational period
system
The number of units sold per year*2 to the average penetration (Reduction rate in Tokyo,
for electricity
Biodiversity Conservation status of existing products Sendai, and Sapporo) for basic performance etc.
(Source: IEA2021)
（）
Annual power Annual power that can be replaced with a
Unit: kg/kWh •Both
CO2 systems
emissionsventilate
reductionsame
effectamount
continuesof air using
during thea period.
fan (i.e. CFPs*1 are equivalent)
new product with equivalent
consumption of consumption of
Water Resource Conservation × the product before − the product after
functions and performance
at the timeConventional Heat
Regions
exchange
Factors • We deemed that 7 to 10 years for holding spare parts is a conservative estimate as the life of home
of the sale, Japan 0.487 appliances can CO 2 avoidedwith
be extended emissions
appropriate use and maintenance.
replacement (kWh) replacement (kWh) ventilation
per region. methods
The amount of system
Europe 0.277 Control the output
Chemical Substance Management activities was broken down Store
• Withafter
the extended product life, further CO2 emissions reduction effects are also expected because of
CO2 emission factor for electricity according to each situation North America 0.383 installation of
efficient utilization In use
of resources In use (Less than 1/10,000 of CO2 avoided emissions)
Collaboration Across the × per sales region (kg CO /kWh) × Period and then totaled. China
Minus 0.623
avoided the system
2
India15% 0.723
emissions CPFfrom
*1 CFP (Carbon Footprint of Products): CO2 emissions converted of GHG
equipment
*3
thatthroughout
emissions constitute
thethe centralized
entire product life
Supply Chain (7 to 10 years depending
Asia and Pacific
Based on0.386
controller system for stores
CO2 Emissions
on the product) actual cycle—from raw

In store without material procurement to disposal and recycling of a product and service (per one unit).
store measurements
Latin America 0.252
Annual avoided emissions from energy-saving installation of the In use Without installation of the controller system
History of Environmental Activities effect by one replaced product Middle East & Africa 0.616 system
avoided emissions
Before After
CFP of a residential
*2 Raw Manu- Trans-
materials facturing portation use Disposal/ Sustainability Data Book 2023
Recycle 17
installation installation house with VIG windows
emissions
Emissions
Intellectual
Property
Indirect Community Risk
CO2 emissions from the power network
Management
Business Ethics
Cyber / Data
Security
avoided emissions
Gas heating Heating equipment
Trans-
equipment with heat pump EV Raw materials Manu-
Solution
Environment
≒
Heat Exchange System Trans-
ICE Raw materials Manu-
CO2 Emissions
Minus avoided
Raw materials Manufacturing Transportation Use 70% emissionsSales regions: Japan, China, North America, and Europe
Disposal/Recycle Direct CO2 emissions from fuel combustion
Policy Raw materials/Manufacturing/Transportation
10–20% of Value Chain (VC) avoided emissions Disposal
Mid-term to Long-term To achieve decarbonization in the consumer and business sectors, it is important to reduce environmental impact from
ICE EV
CO2 emissions converted from power and fuel consumption per each sales region from the use
Environmental Vision air conditioning at living spaces in houses and offices. The heat exchange system reduces heat loss from the interior of of air conditioners
Product after in a residential house where the current average ventilation
Use: 80–90% of VC
systems in the
Varies per
buildings and provide comfort maintaining appropriate air quality at the same time. The heat exchange system exchanges marketreplacement
is installed. product
≒
heat of indoor and outdoor with a heat exchange element during ventilation and either heat or cool the air before being ■Coverage of quantification (Way of thinking and its rationalization)
avoided Product before
taken into the building, which reduces air conditioning load. Moreover, the system is equipped with air purifier that is a
CO2 Emissions
emissions Difference ‘in use’ . ‘in use’ account for the dominant (approx.
Use: 80%) of theofCFP
80–90% VC of ventilators,,
*1
Environmental Management Systems high performance system. Therefore, the exchange heat system is used in wide areas in residential, commercial,
Comparisonandof office
replacement
and effects from other than ‘in use’ are equivalent with other ventilators. Hence, we deemed
our linear LED
buildings, where high air tightness is required including Japan, the U.S., Europe, and China. lamp and linear that their CFPs when not ‘in 10–20% of Value
use’ can Chain (VC)
be ignored.
Environmental Risk Management ■Avoided CO2 emissions mechanism
fluorescent lamp
CO2 emissions equivalent to energy CO2 emissions equivalent to

CO2 emissions converted from the reduced amount of power or fuel consumption by adopting this heat exchange system in
Response to TCFD Conventional lamp LED consumed by air conditioning in a energy consumed by air
room spaces under the same conditions compared to those from average ventilation method for ventilation in the market. residential house with installed air conditioning in a residential house
conditioner with conventional with installed air conditioner with
Strategic Resilience through How the heat exchange system works (winter) CO2 emissions converted from energy consumption
ventilation methods (volume of the heat exchange system
avoided
with adjusted heat loss from ventilation emissions
Scenario Analysis Outdoor
temperature
Heat exchanger Indoor Discharging thermal loss) (volume of thermal loss)
element
0℃
Thermal energy to outdoor
Ventilation collected avoided Thermal loss
from walls
Thermal
loss from
Thermal loss
from walls
Our Businesses’ Contribution to emissions
CO2 Emissions
ventilation
grill
Thermal loss from
Carbon Neutrality 14℃ Indoor Heat
Simulation by Panasonic
(Reduction rate in Tokyo, CFP*1 of the CFP*1 of the ventilation
Fresh exchanger Sendai, and Sapporo) equipment with In use (approx. 80%) equipment with In use (approx. 80%)
temperature
element Outdoor heat exchange
16℃
20℃ air air conventional
system
18℃
ventilation system
Unclean air
Overview of Environmental Impact Conventional Heat exchange Both systems ventilate same amount of air using a fan (i.e. CFPs*1 are equivalent)
* Efficiency varies according to model. ventilation methods system
and Environmental Accounting WEB https://sumai.panasonic.jp/air/kanki/kodatekicho/ WEB https://sumai.panasonic.jp/air/kanki/kabekakefan/
*1 CFP (Carbon Footprint of Products): CO2 emissions
CO2 avoided converted from GHG emissions throughout the entire
emissions
Eco-conscious Products and Minus avoided Control
product life cycle—from raw material procurement to disposal the output
and recycling of a product and service (per one
■Calculation formula of avoided emissions Amount of Avoided emissions for a CO2 emissions-related
15% unit).Store after
Factories activities given amount of activities values and factors emissions
Period
installation of In use In use (Less than 1/10,000 of CO2 avoided emissions)
CO2 Emissions
Based on actual
the system
[ Amount of activities] store measurements
CPF*3 of equipment that constitute the centralize
Reducing CO2 Emissions in Annual system installation volume (The number of heat exchange systems) The number of annual sales of heat exchange units, whichcontroller is the coresystem
functionfor
ofstores
the system.
Factories ■Avoided
In store CO
without
2 emissions per unit of amount of activities (Basic unit)
（
Annual energy consumed by air conditioning in CO2 emission factors by electricity installation of the In use Without installation of the controller system
We calculated the average air conditioning load from an average ventilation method in the living
system
Resource × a residential house with conventional ventilation × or fuel type in each sales region space of a residential house in Japan using our simulation for each sales region.
methods (volume of thermal loss) (kWh or liters) Before (kg COAfter
2 /m3)
We then determined the difference in the volume of energy consumed avoided emissions
by system operation for
Biodiversity Conservation installation installation
air conditioning in living spaces between the conventional ventilation method and the energy
）
Annual energy consumed by air conditioning in CO2 emission factors by electricity CFP of a residential
*2 Raw Manu- Trans- use Disposal/
exchanged method, and multiplied it by the
materials CO2 emission
facturing portation factors for electricity or fuel by each
Recycle
*2
Water Resource Conservation − a residential house with a heat exchange system × or fuel type inMinus
each11∼13%
sales region house with VIG
sales region.
windows
(volume of thermal loss) (kWh or liters) CO2 Emissions (kg CO2 /kWh or liters) avoided CFP of VIG
*2 Raw materials Manufacturing Transportation Use CFPs*2 difference
Disposal/
Recycle
*2 Kerosene was used as the fuel.
Chemical Substance Management emissions from single-pane
CFP of
■Period
*2
CFP*2 of (Flow
a house with Include
method: glass is 31% of
multi-
Energy consumed Raw entireManu-
lifetime Trans-
CO2 emissions use
of the product in its first
Disposal/
Collaboration Across the Annual avoided emissions by installed one heat exchange system
pane × by air conditioning
Period single-pane or Low-E
sales year) materials facturing portation Recycle
avoided emission
and from Low-E
glass in a living space multi-pane glass windows
Supply Chain VIG’s CFP*2 • Design life of the heat exchange system multi-pane glass
• CO2 emission factor for electricity: 0.487 kg/kWh in Japan, 0.623 kg/kWh in China, 0.383 kg/kWh in North America, CFP*2 of single-pane or Raw materials Manufacturing Trans-
portation Use
Disposal/
Recycle 19%.
Without installation With installation •Low-E
CO2 emissions
multi-panereduction
glass effect continues during the period.
and 0.277 kg/kWh in Europe (Source: IEA 2021)
History of Environmental Activities of the product
• CO2 emission factor for kerosene: 2.49 kg/liter (Source: Data from Ministry of the product
of the Environment)
[ Situation where redelivery
is avoided ] Avoided emissions from avoided
CO 2 emissions per redelivery by Courier redelivery (fossil fuel combustion by a
a courier worker vehicle per redelivery) 203 kg/vehicle
avoided Product before
Use: 80–90%Risk
of VC
19
CO2 Emissions
emissions replacement Intellectual Cyber / Data
Environment Human Rights Employees Supply Chain Quality / Safety AI Ethics Customer Advertisement Community Business Ethics
Comparison of Property Management Security
home contents back prev page next our linear LED 10–20% of Value Chain (VC)
lamp and linear
fluorescent lamp
CO2 emissions equivalent to energy CO2 emissions equivalent to
consumed by air conditioning in a energy consumed by air
Others residential house with installed air conditioning in a residential house
Environment Vacuum Insulated Glass
Conventional lamp LED
conditioner with conventional with installed air conditioner with avoided
ventilation methods (volume of the heat exchange system emissions
thermal loss) (volume of thermal loss)
Product life stages subject to avoided CO2 emissions Thermal loss Thermal Thermal loss
loss from
avoided from walls ventilation from walls
Raw materials Manufacturing Transportation Use Disposal/Recycle
emissions Sales regions: Japan
CO2 Emissions
Thermal loss from
CFP*1 of the ventilation
Policy Simulation by Panasonic CFP*1 of the
equipment with
■Overview (Reduction rate in Tokyo, equipment(Subject
■Baseline with In use (approx. 80%)
to comparison) In use (approx. 80%)
Sendai, and Sapporo)
conventional heat exchange
Mid-term to Long-term One effective means of achieving decarbonization in the consumer and business sectors is through reducing CO 2 emissions
ventilation system
converted from electricity consumed
system by air conditioning operations in the entire space of a
Environmental Vision the air conditioning load at spaces in residential houses and offices by maintaining stable room temperatures residential house in Japan.
through improvement of building insulation. According to our estimation, heat lossHeat
Conventional through the windows in
exchange Both systems ventilate same amount of air using a fan (i.e. CFPs*1 are equivalent)
For the installation of VIG, it is set that VIG replaces single-pane glass when reforming a house, and replaces
ventilation methods systeminsulated glass
Environmental Governance all heat loss in an average detached house in Japan accounts for 30 to 40%. Our vacuum Low-E multi-pane glass when building a new house.
(VIG) achieves high insulation while at the same time maintaining its thinness, that can be adopted for existing CO2 avoided emissions
■Coverage of quantification (Way of thinking Control
and itsthe output
rationalization)
Environmental Management Systems openings (windows) in buildings as they are. Therefore, VIG has a potential to offer highMinusapplicability to a wide
avoided Store after
15% In use: CO2 emissions
• installation of derived from electricity consumed by air conditioning
In use (Less thanin1/10,000
an entire residential house.
range of room spaces in different types of both new and older buildings. emissions In use of CO 2 avoided emissions)
• the system
Glass’s CFP*2: VIG’s CFP*2 is greater than that of single-pane or Low-E multi-pane glass, however, there are
CO2 Emissions
Based on actual
■Avoided CO2 emissions mechanism store measurements no CO2 emission from the glass in use. CPF*3 of equipment that constitute the centralized
VIG shows significantly higher thermal insulation compared to those of single-pane glass and Low-E multi- controller system for stores
Response to TCFD InThe difference
withoutbetween the CFPs from VIG and single-pane glass is 31% of avoided emissions, and the
*2
store
pane glass.*1 CO2 emissions converted from the reduced amount of power of electricity required for operation installation of the VIG and In
difference between usemulti-pane glass is 19%
Low-E of avoided
Without emissions.
installation These
of the differences
controller were
system
of air conditioning equipment by installation of the VIG for glass material of buildings. system
Strategic Resilience through subtracted from the avoided emissions, instead of ignoring them.
Scenario Analysis Vacuum Insulated Glass (VIG)
*1 The overall heat transfer Comparison of CO2 emissions from energy
Before After avoided emissions
coefficient, or U-value consumed by air conditioning in a residential
1/4 of multi-pane glass
installation
house with/withoutinstallation
VIG windows, taking
Our Businesses’ Contribution to CFP*2 of a residential Raw Manu- Trans- use Disposal/
VIG: 0.7 w/ m2∙k account of the glass’s CFP.*2 house with VIG windows materials facturing portation Recycle
Carbon Neutrality Multi-pane glass: 2.9 w/ m2∙k Minus 11∼13%
Low-E glass Low-E
avoided CFP*2 of VIG Raw materials Manufacturing Transportation Use Disposal/
Recycle CFPs*2 difference
CO2 Emissions
Environmental Information Systems Gas absorbent Pillar coating
emissions
from single-pane
glass is 31% of
CFP*2 of a house with Raw Manu- Trans- Disposal/
CFP*2 of Energy consumed single-pane or Low-E use avoided emissions,
multi- materials facturing portation Recycle
Overview of Environmental Impact pane
by air conditioning multi-pane glass windows and from Low-E
in a living space multi-pane glass
and Environmental Accounting glass
VIG’s CFP*2 CFP*2 of single-pane or Raw materials Manufacturing Trans-
portation Use
Disposal/
Recycle 19%.
Low-E multi-pane glass
Sealing material Float sheet glass Without installation With installation
Eco-conscious Products and Vacuum insulated glass structure of the product of the product
Factories [ Situation where redelivery
■Calculation formula of avoided emissions Amount of Avoided emissions for a CO2 emissions-related Period
Amount of VIG sold per year (m2)
Reducing CO2 Emissions in activities given amount of activities values and factors
■Avoided CO2 emissions per
Courier redelivery
unit of amount(fossil fuel combustion
of activities by a
(Basic unit)
Factories [ Amount of activities] (m2) CO 2 emissions per redelivery by vehicle per redelivery) 203 kg/vehicle
a courier worker • In use: Differences in electricity consumed by air conditioning in residential houses per different type of glass.
Amount of VIG sold per year House
* Annual powerwith installed was
consumption home delivery
calculated by us, using a Deducted from
simulation of the
a two-story wooden house with a
Resource avoided
floorcommunication box on standard weather data from avoided emissionsInstitute of Japan using air
（）
space of 120 m2 based the Architectural
by air emissions
CO2 Emissions
Power consumed by air conditioning in Power consumedMinus
81% conditioning heat load computing software.
Biodiversity Conservation × a residential house with single-pane or − conditioning in a residential
CFP*1 of the CFP*1 of a home delivery Manu- Trans- Zeroonin data
Low-E multi-pane glass*3 per year (kWh/ m ) house
203
with VIG per
kg/box *3
Minus
166 year
home delivery • CFPs
communication
*2
CalculatedRaw
for glass:box by materials
ourselves, facturing
per type ofportation
glass based Disposal
from the Flat Glass
2
kg/box
(kWh/ m) 2
communication box: 37.0 kg/box 28.5 kg/box 3.1 kg/box 0.2 kg/box use 5.1 kg/box
Manufacturers Association of Japan.
Water Resource Conservation 37 kg/box
× CO2 emission factor for electricity (kg CO2 /kWh) × Period
(Design life)
■Period (Flow method: Include entire lifetime CO2 emissions of the product in its first sales year)
Chemical Substance Management Without a With a
• Design
The COlife of VIG.
2 emissions occur additionally (Approx. 20% of the avoided emissions)
home delivery home delivery • CO2 emissions reduction effect continues during the period.
CO2 emission factor for electricity Annual avoided emissions achieved by installation of 1 m2 of VIG
Collaboration Across the Japan 0.487 kg/kWh (Source: IEA 2021) communication communication • We deemed that the CO2 emissions effects over the design life of VIG are conservative estimates as the
box box
Supply Chain glass could be used as long as the life of a residential house in Japan, which is generally longer than the
（）
*3 Calculated based on our simulation using data VIG’s Single-pane or Low-E glass life.
from the Architectural Institute of Japan. − CFP*2, *4 − multi-pane glass’s CFP*2,*4
*4 Calculated based on data from the Flat Glass (kg CO2 / m2) (kg CO2 kWh/ m2) *2 CFP (Carbon Footprint of Products): CO2 emissions converted from GHG emissions throughout the entire product life
Manufacturers Association of Japan, by Panasonic.
cycle—from raw material procurement to disposal and recycling of a product and service (per one unit).

Simulation by Panasonic ventilation system system
Emissions
20
(Reduction rate in Tokyo,
Sendai, and Sapporo) Intellectual Risk Cyber / Data
Environment Human Rights Employees Supply Chain Quality / Safety AI Ethics Customer Advertisement Community Business Ethics
Property
Both systems using a fan (i.e. CFPs*1 are equivalent) Security
ventilate same amount of airManagement
Conventional Heat exchange CO2 avoided emissions

ventilation methods system Control the output
Others Store after
Environment Home Delivery Communication Box Minus
installation of
the system
In use In use (Less than 1/10,000 of CO2 avoided emission
avoided CPF of equipment that constitute the central
*3
15% emissions controller system for stores
CO2 Emissions
Based on actual In store without
store measurements
installation of the In use Without installation of the controller system
Raw materials Manufacturing Transportation Use Disposal/Recycle Sales regions: Japan
system
Policy
■Overview ■Baseline (Subject to comparison) avoided emissions
Mid-term to Long-term In the household business sector in Japan, because of increase in e-commerce trading and increase in the time when CO2 emissions converted from the
Rawaverage energy consumption
Manu- Trans- from redelivery of goods by
CFP*2 of a residential use the goodsDisposal/
Environmental Vision none is at home along with changes in lifestyle, load for distribution on couriers is on increase asAfter
Before the number of redelivery courier
houseworkers, the case thatmaterials
with VIGinwindows facturing
the receivers portationdid not receive
of the goods Recycle
at the first
of goods increases. Installation of a home delivery communication box at home installation installation
can avoid redelivery of goods, lowers the delivery as they were not at home where a home delivery communication box is not installed.
Environmental Governance burden for the parcel receivers, and decreases the working hours of couriers workers. At the same time, it reduces CO2 CFP*2 of VIG Raw materials Manufacturing Transportation Use Disposal/
CFPs*2 differen
■Coverage of quantification (Way of thinking and its rationalization)
Recycle
from single-pan
emissions from energy consumption such as fuel for deliveries, which contributes to reduction of load
Minus in local distribution
11∼13% CFPthe
When *2
ofbox
a house with(avoidedRaw
is in use emissionsManu-
from avoided glass is 31% o
Trans- redelivery byuseinstallation of Disposal/
a home
Environmental Management Systems networks and decarbonization. avoided single-pane or Low-E box). Although
materialsthe box
facturing
emitsportation Recycle
avoided emissi
CO2 Emissions
delivery communication no CO2 when it is in use, the CFP *1
of and from Low-
emissions multi-pane glass windows
■Avoided CO2 emissions mechanism CFP*2 of the box itself is 20% of entire avoided emissions (by our estimation). However, this was not multi-pane glas
Environmental Risk Management multi-
Reduction of CO2 emissions from energy consumption (combustion of fossil fuel such as
Energy consumed
gasoline) required
by for courier
air conditioning
CFP*2 of
included in single-pane
the avoided or
Raw materials Manufacturing Trans-
emissions as it is an additionalportation
effect. Use
Disposal/
Recycle 19%.
pane
in a living space
Low-E multi-pane glass
workers to redeliver goods, by avoiding redeliveries. glass
Response to TCFD VIG’s CFP*2
CO2 emissions with and without one home [ Situation where redelivery
Without installation With installation
Strategic Resilience through Delivery vehicle
delivery
of the communication
product box
of the product
CO2 (CO2 emissions from a vehicle on redelivery by
Scenario Analysis (consumes gasoline) CO2 Courier redelivery (fossil fuel combustion by a
CO2 the courier worker and CFP*1 of the home delivery vehicle per redelivery) 203 kg/vehicle
CO2 communication box)
Our Businesses’ Contribution to CO 2 emissions per redelivery by
House with installed home delivery Deducted from the
Carbon Neutrality CO2 a courier worker communication box avoided emissions
CO2
CO2 avoided CFP*1 of a home delivery Manu- Trans-
Environmental Information Systems emissions communication box Raw materials facturing portation Zero in Disposal
CO2 Emissions
Minus use
Installation 81% 37.0 kg/box 28.5 kg/box 3.1 kg/box 0.2 kg/box 5.1 kg/box
Overview of Environmental Impact 203

kg/box
Minus
166
CFP*1 of the
home delivery
and Environmental Accounting kg/box communication box:
37 kg/box The CO2 emissions occur additionally (Approx. 20% of the avoided emissions)
Eco-conscious Products and e-COMBO LIGHT Redeliveries become unnecessary
home delivery
Factories communication
by installation of a home delivery Without a With a
communication box. home delivery home delivery
box communication communication The number of home delivery communication boxes sold per year
Reducing CO2 Emissions in box box
■Avoided CO2 emissions per unit of amount of activities (Basic unit)
Factories
■Calculation formula of avoided emissions Amount of Avoided emissions for a CO2 emissions-related • Avoided emissions per redelivery: 0.46 kg (Source: Verified data by MLIT)
activities given amount of activities values and factors Period
Resource • The number of redeliveries: 29.5 times/year
[ Amount of activities] (Units) (Source: Verified data by Panasonic; actual measurement results obtained from 103
Biodiversity Conservation households in Awara City, Fukui Prefecture over 4 months)
The number of home delivery communication boxes sold per year.
■Period (Flow method: Include entire lifetime CO2 emissions of the product in its first
Water Resource Conservation sales year)
（
Avoided emissions per vehicle per Annual number of
×
redelivery × redeliveries × Period • Design life of a home delivery communication box.
Chemical Substance Management (0.46 kg/redelivery) (29.5 times/year) • CO2 emissions reduction effect continues during the period.
(Design life of the product) • We deemed that the design life of the home delivery communication box is a conservative
* Verified data by Ministry of Land, Infrastructure, * Verified data by Panasonic
Collaboration Across the Transport and Tourism (MLIT) estimate for CO2 emission effects as the box’s life can be extended further with appropriate
）
Supply Chain CFP*1 of a home delivery communication box use and maintenance.
−
(37.0 kg/box) *1 CFP (Carbon Footprint of Products): CO2 emissions converted from GHG emissions throughout the entire
History of Environmental Activities * Estimated by Panasonic product life cycle—from raw material procurement to disposal and recycling of a product and service (per one
unit).

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Environment Initiatives for Avoided CO2 Emissions PGI activities. We participated in creating ‘the Guidance on Avoided Emissions’ which was
published in March 2023. Now, we are working to revise the guidance.
Under the GHG Protocol, it is possible to calculate CO2 emissions from our business
WEB Panasonic Holdings Joins WBCSD (World Business Council for Sustainable Development)
activities; however, it does not take into account the contribution to society through our
https://news.panasonic.com/global/press/en221007-2
Policy business (opportunities, i.e. business chance) as of now. On the other hand, although there
is a concept of avoided emissions, as of now, the avoided emissions is not well recognized ▪GX League*
Mid-term to Long-term by society and no uniformed standard for the avoided emissions has been established.
Environmental Vision Six leading companies in the GX League, including PHD, along with 73 league members,
Therefore, it is a must to prepare an environment where the corporation’s contribution participated in the GX Business Working Group (hereafter, GXBWG) for ‘rulemaking to create
Environmental Governance to decarbonization is appropriately evaluated to further encourage corporate efforts markets’ that is one of activities of GX league. GXBWG announced ‘the Guidance on Avoided
(technological development and innovation) and thereby accelerate such activities to achieve Emissions’ in March 2023 to establish an appropriate system to evaluate CO2 emissions
Environmental Management Systems carbon neutrality. and the like by the products and services Japan’s companies provide to markets towards
Environmental Risk Management Our environmental vision, Panasonic GREEN IMPACT (PGI), sets out the CO2 emissions achieving global carbon neutrality. In 2023, GX League published ‘the Guidance on Avoided
reduction targets not only for our company but also for society as a whole. It is important Emissions’.
Response to TCFD
for companies and financial institutions who share the same goals to work together to * GX stands for ‘Green Transformation’. In February 2022, the Industrial Science and Technology Policy and
Strategic Resilience through spread significance of the avoided emissions as ‘a standard measurement’ to evaluate the Environment Bureau of the Ministry of Economy, Trade and Industry (METI) announced the GX League
Scenario Analysis corporation’s contribution to decarbonization efforts and increase recognition of the avoided Basic Concept. GX League was launched as an apparatus where the company groups who are proactively
working for GX with players in industry, government, academia and financial institutions who challenge
Our Businesses’ Contribution to emissions. Therefore, we are currently implementing the following activities regarding the
towards GX as a whole to discuss transformation of a whole society, economic and environmental system
Carbon Neutrality avoided emissions towards its global standardization, increase of its recognition and making
and implement activities to create new markets.
the avoided emissions well known.
Environmental Information Systems WEB Establishment of the GX League Business Working Group and Appointment of PHD as a Leader –
Building a Framework and Promoting Evaluation and Disclosure on Climate-Related Opportunities
Overview of Environmental Impact ▪Standardization https://news.panasonic.com/jp/topics/204865
and Environmental Accounting ▪International Electrotechnical Commission (IEC)
▪Promotion of avoided emissions in international events
Eco-conscious Products and In March 2023, activities of standardization of a new IEC standard started with Japan’s
Factories proposal. The activities includes calculation of the avoided emissions from new technologies, ▪Global Green Transformation Conference
such as AI, IoT, and a digital twin; providing requirements for calculation methods; In the Global Green Transformation Conference 2022 (GGX 2022) held by Japan’s METI
and establishment of requirements for communications and information disclosure. in October 2022, we advocated the significance of the avoided emissions to appropriately
Factories
The members have been working on the finalized standard to be published in 2024 as evaluate companies’ contribution to decarbonization and increase its global recognition.
Resource “IEC63372: Quantification and communication of GHG emissions and emission reductions/ WEB Introduce a new corporate evaluation framework based on the contribution to decarbonization –
avoided emissions from electric and electronic products, services and systems - Principles, GGX 2022
Biodiversity Conservation https://news.panasonic.com/jp/stories/13109
methodologies, and guidance”. The Panasonic Group members has been involved in the above
Water Resource Conservation activities since their initial stage. ▪International Capital Market Association (ICMA)
‘The annual Sustainable Bond Conference 2022’ was held in November 2022, jointly hosted
Chemical Substance Management ▪World Business Council for Sustainable Development (WBCSD)
by the International Capital Market Association (ICMA) and the Japan Securities Dealers
Collaboration Across the WBCSD is a global organization with members of some 200 forward thinking companies who Association (JSDA). At this conference, based on the management policy to solve social issues
Supply Chain aim at sustainable development; the members are collaborating each other to contribute to through business activities, the Panasonic Group announced it would further increase its
transformation to sustainable society. Endorsing the principles of WBCSD, Panasonic Holdings avoided emissions through the business, considering finding solutions for global environmental
Corporation (PHD) became a member of WBCSD in 2022 to accelerate the Panasonic Group’s issues as urgent matters with the highest priority. Taking batteries for electric vehicles as an

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Environment example, we emphasized the significance of being valued for increase of avoided emissions
because of the spread of eco-conscious vehicles (opportunity), not only from the viewpoint of
controlling of increasing CO2 emissions that would increase along with increase of production
volume (=risks).
Policy
▪2022 United Nations Climate Change Conference (COP27)
Mid-term to Long-term In November 2022, in a seminar at COP 27 with a theme of the avoided emission, the Panasonic
Group gave presentation on the background and purpose of PGI, as well as the significance
Environmental Governance of the avoided emissions and related issues. With the other panelists, discussions were made
on how to establish a standardized measurement method for the avoided emissions not to be
Environmental Management Systems considered ’Green Wash’ i.e. a company superficially presents its environmentally responsible
Environmental Risk Management public image, while securing transparency and reliability Then, the discussion went on how
companies would be evaluated in an opportunity for companies evaluation.
Response to TCFD
▪Consumer Electronics Show (CES) 2023
In the CES 2023 press conference held in January 2023, we explained that we were working
Scenario Analysis
on standardization of calculation methods of the avoided emissions through our participation in
Our Businesses’ Contribution to WBCSD and IEC, and called for joining to support the standardization.
Carbon Neutrality WEB Panasonic Group to showcase technologies and products that contribute to reducing CO2
emissions and resolving environmental challenges at CES 2023
Environmental Information Systems https://news.panasonic.com/global/press/en230105-4

and Environmental Accounting

Factories

Factories
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Supply Chain

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Environment Environmental Governance

Promoting Group-wide Environmental Sustainability additional measures are taken as needed. Feedback of annual performance data is given
internally and disclosed externally after review, onsite audits, and independent assurance by
Policy Management Centering on PDCA a third-party. Moreover, reviews and feedback from stakeholders are utilized in subsequent
Striving for the creation of a sustainable society, we are following our initiative under the Group measures to ensure further continuous improvement.
Environmental Vision Chief Technology Officer (CTO) (Tatsuo Ogawa Executive Officer, as of April 2022) and working
to fulfill our corporate social responsibility through eco-conscious business activities as well
Environmental Governance Promotion System of Environmental Sustainability Management in Fiscal 2023
as resolve environmental issues such as climate change, resources, water, etc. through our
products and services. The Panasonic Group formulates its annual environmental management
Environmental Management Systems
policy in accordance with the Group’s management policy, “Panasonic GREEN IMPACT“—our Board of Directors Meeting
Environmental Risk Management long-term environmental vision announced in fiscal 2023, our Environmental Action Guidelines
and the GREEN IMPACT PLAN 2024—our environmental action plan. Our environmental Group CEO
Response to TCFD
policy is shared annually across the entire organization through the policy presentation led
Strategic Resilience through by the Group CTO, who is delegated authority by the Group CEO. Operating companies Business division
Scenario Analysis and business divisions establish their own environmental policies and targets based on the
Group Management Meeting/

Business division
Sustainability Management Committee

Group management policy and “Panasonic GREEN IMPACT”, and plan and promote their
PHD Strategy Meeting

Sales & Marketing/Regions

Carbon Neutrality activities accordingly. The progress and results of activities for the key environmental targets Business division
Execution support
we pledged to society to achieve under the Environmental Action Plan, GREEN PLAN 2024
Operating companies
Environmental Information Systems are examined and determined on the directions, issues, and particularly key measures in the Group CTO Business division
Group Management Meeting where top management such as the Group CEO and presidents Governance, Group
of the operating companies participate. Matters of special importance are deliberated on by Strategy, Business Business division
and Environmental Accounting Support for
the Board of Directors Meeting. eco-conscious
Eco-conscious Products and Business division
sustainable business
Factories Panasonic GREEN IMPACT, our Group’s long-term environmental vision as stated above,
activity
was put through this process and was released in April 2022. In promoting our environmental Business division
Reducing CO2 Emissions in sustainability management activities in Panasonic Group, we have built a structure to promote
Factories implementation of such activities collaborating other departments in the entire Group through
Business division
Resource determination by the Sustainability Management Committee (established in December 2021) led
by the Group CEO. For activities organized by theme, we have set up committees specifically
Biodiversity Conservation for dissemination of our environmental policy and targets to all members of the Group without
* See page 5 for more details on Promotion System of Sustainability Management
Water Resource Conservation fail, deliberation on how to respond to issues, and chemical substances management used
in our products. We started our Sustainable Management Promotion Consortium activities
Chemical Substance Management in September 2020 as opportunities for volunteers to resolve sustainability issues and
integrating business growth, which are underway, building consultative reporting ties with the
Supply Chain Sustainability Management Committee as mentioned above. (approx. 650 participants)
In principle, results of activities relevant to environmental targets are gathered and assessed
on a monthly basis as environmental performance data, to identify the achievements, and

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Environment Environmental Management Systems

Implementation of Environmental Sustainability Acquired status of the ISO 14001 Certification (as of March 31, 2023)
Policy Management Based on Environmental Management Region

Number of certifications obtained*1
Total
Mid-term to Long-term Systems (EMSs) Manufacturing Non-manufacturing
Environmental Vision As the foundation of environmental sustainability management, Panasonic Group set up EMS Japan 19 10 29
at all of our manufacturing sites across the world in fiscal 1999, and has continued to have the North America & Latin America 14 0 14
respective sites ISO14001 certified since then.
Europe & CIS 7 1 8
Environmental Management Systems Moreover, in order to further strengthen the environment management world-wide, we set
Southeast Asia, & Oceania 39 8 47
Environmental Risk Management up EMS also at all of our nonmanufacturing sites; in principle, the respective sites also have
obtained ISO 14001 certification. In October 2011, we published the Environmental Management China & Northeast Asia 43 1 44
Response to TCFD System Establishment Guidelines that summarizes the EMS concepts for different business India, South Asia, Middle East &
6 1 7
forms such as manufacturing, sales and services, and head office administration, aiming to build Africa
Scenario Analysis the EMS in accordance with the Basic Rules for Environmental Affairs on a global scale. Based Total 128 21 149
on the Guidelines, we are implementing Environmental Sustainability Management to achieve the
Our Businesses’ Contribution to targets set in the Green Impact Plan 2024.
*1 The above number includes the one for integrated certification. The number of acquired status varies
Carbon Neutrality every year depending on the situation such as reorganization or closure of BDs, or promotion to acquire
Panasonic Automotive System Co., Ltd., Panasonic Industry Co., Ltd. and Panasonic Energy integrated certification.
Environmental Information Systems Co., Ltd. provide seminars for their members to learn the basics of the EMS, and training PDF Obtaining of ISO 14001 Certification
for auditors to work at different levels, such as internal and chief auditors. Because of the https://holdings.panasonic/jp/corporate/sustainability/pdf/eco_isolist2022.pdf
and Environmental Accounting COVID-19 pandemic, training programs that took a group-based format in the past have held
remotely since fiscal 2021. The remote training scheme has enabled employees who could not
Eco-conscious Products and find sufficient time to attend the program to participate actively, resulting in highly effective
Factories
training. Internal audits held by operating companies have been also conducting remotely, both
Reducing CO2 Emissions in preventing COVID-19 infection and improving site management.
Factories
Resource

Supply Chain

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Environment Environmental Risk Management

Group-wide Systems to Manage Environmental Risks training are conducted for factory management officers in charge of the management of chemical
substances, waste, wastewater, and exhaust gas, either by country or by region in Japan,
Policy As a tool to continuously reduce Classification of Environmental Risks and Europe, China, and Southeast Asia. Field surveys on laws and regulations using checklists
environmental risks, Panasonic Group Countermeasure Implementation
Mid-term to Long-term were conducted on a global scale to confirm comprehensive implementation of environmental
has established an Environmental Risk
Environmental Vision Plan Do Check compliance, and we also conducted verification of the effectiveness of various measures.
Management System specific to each
Planning Implementation Monitoring As a result of these measures, there were 3 violations of environment-related regulations across
Environmental Governance operating company. In accordance progress
with the basic risk management policy the world in fiscal 2023. In response to the violation, we promptly reported the violation to the
Environmental Management Systems authority, and at the same time, implemented measures against the causes to fulfill the criteria.
for all Panasonic group operating
Action
Environmental Risk Management companies (see pages 130-131), Identifying environmental risks We continue our efforts for thorough legal compliance and the prevention of any recurrence.
we promote (1) identification of
Response to TCFD Reported risks Case of Violations of Laws and Ordinances (e.g. excess of the standard legal level)
environmental risks and group-wide Identifying in Fiscal 2023
Strategic Resilience through risk management each year, and (2) major risks
Risk assessment results
Environmental pollution Other
Scenario Analysis ensuring quick responses to reported (by operating company)
Region Total
Water Permission /
environmental risks. Air Noise Odor Waste
quality Approval
Global
Carbon Neutrality To identify environmental risks and implement the management system, environmental risks are (including Japan)
2 0 0 0 0 1 3
identified for each operating company and for each region in the world each year. From these
Environmental Information Systems (Japan) (0) (0) (0) (0) (0) (0) (0)
risks, environmental risks on a Panasonic group-wide level are selected. The risks that show
Overview of Environmental Impact a high level of frequency or seriously impact business management are designated as major
and Environmental Accounting risks and prioritized in planning and executing risk reducing measures. These measures are
Compliance with Environmental Regulations Relating to Products
implemented for each major risk, and progress is monitored and followed up on a quarterly basis We manage compliance with regulations relating to our products through a quality management
Eco-conscious Products and system. Compliance with regulations is ensured with our Products Assessment System, a
in the PDCA cycle.
Factories
mechanism which incorporates environmental performance targets such as customer demands
When an environmental risk is found, the relevant operating company, related job functions,
Reducing CO2 Emissions in for environmental performance, the energy efficiency labeling program, and third-party
and local companies collaborate to promptly implement emergency measures and recurrence
Factories certification systems, as well as evaluation of compliance with regulations on chemical substance
prevention measures adapted to the risk level. Also, the management flow in case of risk
management, energy efficiency, 3R, and recycling, to (1) set up overview for achieving targets at
Resource discovery is standardized to prevent the occurrence of secondary risks as a result of confusion.
the product planning stage, (2) define concrete targets at the design planning stage and confirm
Biodiversity Conservation compliance at the design stage, (3) conduct interim assessment at the design completion stage,
Environmental Compliance Management at Factories
and (4) conduct final assessment at the mass production decision-making stage. In compliance
Water Resource Conservation Panasonic Group manages environmental systems in full compliance with laws and regulations. with the RoHS regulations on 10 hazardous chemical substances, regular acceptance
Chemical Substance Management We regularly measure emissions of gas, wastewater, noise, odor, etc., and introduce preventative inspections are being conducted for purchased parts and goods and our suppliers are audited
measures for cases that may lead to serious violations. Furthermore, key human resources under our environmental quality assurance system. These are designed in cooperation with our
Collaboration Across the are developed for information sharing among the operating companies/business divisions, suppliers to improve the management of chemical substances in our products. Unfortunately,
Supply Chain environment-related job functions, and local companies, to ensure exhaustive compliance there were once again violations of the regulation regarding restricted substances in our
History of Environmental Activities with legislation related to factory environment management in respective countries where our products in fiscal 2023. We will take further action to ensure that our compliance management is
manufacturing sites are located. Specifically, activities to share information as well as specialized comprehensive to prevent any recurrence.

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Environment Measures Against Soil and Groundwater Contamination identify the boundaries of the contaminated areas and take remedial measures.
and Air Pollution As a result of these efforts, we were able to place all our bases under management supervision
in 2008. Furthermore, in fiscal 2011, the management supervision scheme was purpose-
In the latter half of the 1980s, soil and groundwater contamination due to chlorinated organic
specifically reorganized and reinforced to establish a new management supervision scheme.
Policy solvents was detected at some Panasonic group sites. In response, we have conducted anti-
With the highest priority given to preventing dispersion of pollution beyond our premises, this
contamination activities across the Group. Specifically in 1991 we created the Manual for
Mid-term to Long-term new scheme is implemented across all operating sites to further improve the level of measures
Preventing Contamination of Soil and Groundwater and began conducting necessary surveys and
Environmental Vision against contamination.
measures. In 1995 we discontinued the use of chlorinated organic solvents, and in 1999 created
Environmental Governance Guidelines on the Prevention of Environmental Pollution to ensure there would be no recurrence
Soil and Groundwater Pollution Surveys and Remedial Measures for Fiscal 2023
of similar problems at our sites. In fiscal 2003 we began enhancing our surveys and measures to
Environmental Management Systems Number of sites that completed Number of sites currently taking
comply with relevant laws and regulations, including the Soil Contamination Countermeasures Region
remedial measures remedial measures
Environmental Risk Management Act, which was enforced in Japan in 2003, and in fiscal 2004 started implementing measures
Global (including Japan) 1 42
to place all our bases across the globe under management supervision with regard to soil and
Response to TCFD
groundwater. Specifically, we conduct onsite inspections and interviews at the bases, in addition Japan (1) (37)
Strategic Resilience through to surveying their use of volatile organic compounds (VOCs) and heavy metals. Furthermore,
Scenario Analysis we implement surface soil surveys within the premises. For the sites where contamination was
In addition to the above, Panasonic Group is implement measures for air pollution.
detected beyond the regulatory pollution standards, we conduct detailed borehole surveys to
Our Businesses’ Contribution to The efforts made in factories are as matters of course, we are working as a company to comply
Carbon Neutrality with the Act Concerning Special Measures for Total Emission Reduction of Nitrogen Oxides and
Soil and Groundwater Risk Management Policy
Environmental Information Systems Particulate Matter from Automobiles in Specified Areas (Act No. 70 of 1992), which regulates
Conditions subject to
management supervision
Procedure nitrogen oxides and particulate matter emitted from company cars owned and/or managed by
Overview of Environmental Impact Panasonic Group. The company cars owned and/or managed by Panasonic Group business
and Environmental Accounting 1. Conduct historical surveys
sites in Japan are centrally managed on the group-wide vehicle management system. Annually
2. Determine and install monitoring wells at the premises’ borders
Eco-conscious Products and required reports are submitted through the vehicle management system. Also each business
3. Analyze groundwater at the borders
Factories Pollution dispersion 4. Check possibility of pollution from external sources site undertakes thorough regular vehicle checkup and fuel economy management on these
prevention beyond cars, as well as taking the initiative in reducing air pollution, such as by advising employees on
Reducing CO2 Emissions in 5. Report to management department
Panasonic premises eco-driving techniques and hosting related workshops, and promoting introducing hybrid cars.
Factories 6. Determine the external pollution dispersion prevention methods
7. Install the external pollution dispersion prevention methods
Resource 8. Install assessment wells Initiatives for PCB Pollution
9. Begin assessments (monitoring)
Biodiversity Conservation Our initiatives for PCB pollution are introduced on the following website.
10. Conduct brief status check WEB https://www.panasonic.com/global/corporate/sustainability/eco/governance/risk.html
Water Resource Conservation 11-1. Horizontal direction detailed analysis
Chemical Substance Management 11-2. Vertical direction detailed analysis
Thorough pollution 12. Determine the magnitude of pollution
Collaboration Across the source elimination 13. Discuss the areas and methods of purification
Supply Chain 14. Conduct purification and install pollution dispersion prevention measures
15. Monitor pollution source (groundwater) after purification
16. Report purification completion to management department

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Environment Response to TCFD

Panasonic Group endorsed the TCFD recommendations*1 in May 2019. As Panasonic Group business operations. The results were used to develop a social scenario for the year 2030,
recognizes risks and opportunities concerning climate change as a critical management focusing on matters with the greatest impact. We then used the scenario as the basis for
Policy issue, we identify our business risks and opportunities and verify business resilience and examining strategies, and verified the business resilience in our strategy.
Mid-term to Long-term strategy by thoroughly analyzing the scenarios, considering the TCFD‘s recommendation. See pages 30-33 for more details.
Environmental Vision We also disclose information on thematic areas recommended by TCFD, i.e. ‘governance’,
Panasonic GREEN IMPACT (PGI) is our transition plan to low-carbon economy as a Panasonic
‘strategy’, ‘risk management’, and ‘indices and targets’, assuming future engagement with
Environmental Governance group. To support this transition, we have set up short-term targets in our Green Impact Plan (GIP)
investors, etc.
2024. We have also set out following medium-term targets.
Environmental Management Systems *1 TCFD: an abbreviation of Task Force on Climate-related Financial Disclosures. The task force was set up
• Make our total CO2 emissions (Scope 1 and Scope 2) net-zero by 2030.
by the Financial Stability Board (FSB) in response to a request by the G20 Finance Ministers and Central
Environmental Risk Management Bank Governors. TCFD published its recommendations in 2017.
• Reduce CO2 emissions from use of our products that Panasonic Group sold by 30%
compared with the 2019 level by the year 2030.
Response to TCFD
Governance We would like to introduce specific examples as our contribution to energy reduction and energy
Strategic Resilience through Panasonic Group system to promote group-wide environmental sustainability management transformation in society.
Scenario Analysis is headed by board of directors, so that information on group-wide environmental
The first is an example of our energy reduction activities for product use in Scope 3; that is,
Our Businesses’ Contribution to sustainability management from all of the operating companies are reported to the board
action on lighting equipment that emit large volumes of CO2. In addition to the conventional
Carbon Neutrality of directors.
lighting that is designed to “light up a plane” such as a floor or desktop, by using an index for
Environmental Information Systems Also, the progress and results of activities for the key environmental targets we promised ‘feeling of brightness in space’ and knowhows of “optical control technology” and “spatial
to society to achieve under the GREEN IMPACT PLAN 2024 (GIP2024) are examined presentation with proper lighting at a right place” that are developed based on our accumulated
Overview of Environmental Impact and determined on the directions, issues, and particularly key measures in the Group research results on comfortability, we will achieve energy reductions of up to 30% without
and Environmental Accounting Management Meeting where Group CEO, presidents of operating companies, and senior compromising comfort.
Eco-conscious Products and managers participate. Matters of special importance are deliberated on by the Board of
The next is an example of our contribution to energy transformation in society through
Factories Directors Meeting.
electrification. To speed up energy transformation in society, the demand side must itself push
Reducing CO2 Emissions in Our long-term environmental vision “Panasonic GREEN IMPACT (PGI)“, was put through for electrification by replacing fossil fuel-fired equipment with electric devices. For instance,
Factories this process and was released in April 2022. In promoting our environmental sustainability the heat pump water heater is capable of warming up water by using a heat pump to collect
management, we have built a system with which all operating companies and business sites heat from the air efficiently, minimizing the electric power consumption. The heat pump can
Resource members effectively collaborate and promote group-wide activities through determination by be used not only in new houses, but also in existing houses that use oil or gas-fired boilers
Biodiversity Conservation the Sustainability Management Committee (established in December 2021) led by the Group without replacing the pipework. Electrification increases opportunities to make effective use of
CEO. For activities organized by theme, there are specific committees for disseminating our electric power derived from renewable energy sources. In addition to that frequency of utilizing
Water Resource Conservation environmental policy and targets to all members in the Group, for deliberating on how to opportunity to use energy derived from renewable energy sources increases thanks to the
Chemical Substance Management respond to issues, and for managing the chemical substances used in our products. electrification, storing unstable supply of renewable energy as the warm water enables energy
See page 23 for more details. time shift and mitigates the load on the power grid, thus contributing to wider use of renewable
Collaboration Across the energy resources.
Supply Chain Strategy PDF Panasonic’s Sustainable Management (Group CEO Briefing, January 2022)
History of Environmental Activities We analyzed impacts on certain items of Panasonic Group Businesses that are likely to affect https://holdings.panasonic/global/corporate/investors/pdf/20220106_sustainability_e.pdf
climate change, based on our assessment of the risks and opportunities in Panasonic Group See pages 41-44 for initiatives for Scope 1 and Scope 2.

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Environment Risk Management • Transition risk

In response to a rise in the awareness of environmental issues, we are particularly focusing
As a tool to continuously reduce environmental risks, Panasonic Group is working to establish
on the risks associated with the introduction and expansion of environmental regulations and
operating company-specific Environmental Risk Management Systems, in accordance with the
policies in the international community. The rise in energy procurement costs, forced purchase
Policy basic risk management policy for all Group companies (see pages 130-131). The management
of emission credits, increase in manufacturing costs because of switching to use materials
policy includes (1) identification of environmental risks and group-wide risk management
Mid-term to Long-term each year, and (2) ensuring quick responses to reported environmental risks. In addition, The
with lower environmental impact, and commoditization of low-carbon products, resulting from
Environmental Vision the introduction of carbon pricing, such as a carbon tax and the Emission Trading System, are
Panasonic Group is promoting risk management based on the same process at Panasonic
all may adversely affect our Group’s business operations and performance. In addition, any
Environmental Governance Holdings Co., Ltd. (PHD) and operating company. The PHD Enterprise Risk Management
delay in taking action to take measures against these environmental issues may lead to a loss
Committee conducts deliberations from the perspective of the Group’s management and
Environmental Management Systems business strategies and social responsibilities, and decides the Group’s significant risks.
of business opportunities to expand in the European and other markets as well as a loss of
business opportunities as a result of trade halts. Furthermore, our drive to use tax deductions,
Environmental Risk Management In FY2024, strategic risks in Panasonic Group’s significant risks such as climate change,
subsidies and other methods to gain business opportunities under regulatory systems for
environmental regulations and development of circular economy, and operational risks such as
Response to TCFD earthquakes, tsunami, flood and landslides have been addressed.
energy security assurance and climate change measures in these countries may adversely
affect our Group’s business since we will not be able to receive fruitful results as we expected.
Strategic Resilience through See page 25 for more details.
Scenario Analysis • Physical risk
Metrics and Targets Each operating company assesses and monitors natural disaster risks, as well as their
Carbon Neutrality The Panasonic Group has set its medium- to long-term target for reducing greenhouse gas emergency responses to those risks. Each operating company also established financial
emissions, was accredited SBT*2 2.0°C in October 2017. Furthermore, in May 2023, our new assessment standards on the scale of the impact of the potential risks, rating the risk as high
Environmental Information Systems greenhouse gas emissions reduction target was accredited as SBT 1.5°C. when the impact is more than 10 billion yen and as medium or low according to the impact
Overview of Environmental Impact *2 SBT: an abbreviation of Science Based Target. It is a target to reduce GHG emissions in consistent with risk.
and Environmental Accounting scientific knowledge toward the goals to limit the increase of global temperature to less than 2.0°C above
pre-industrial levels. • Climate-related business opportunities
As the target set under our PGI announced in April 2022, we will strive to reduce CO2
Factories GHG emissions reduction targets (SBT 1.5°C accreditation) emissions, with a aim of by 2050, achieving reduction impact of more than 300 million tons that
Reducing CO2 Emissions in Targets Progress rate is ‘approx. 1%’ of the total CO2 emissions discharged all over the world as of now, through
Factories group business activities.
Emissions from Panasonic Group business activities Reduce 90% by 2030
23%
Resource (Scope 1 and 2) (compared to FY2019) In addition to our business operations in automotive battery business for environmentally
Emissions from use of Panasonic Group products Reduce 30% by 2030 friendly vehicles, aiming to reduce huge amount of CO2 emissions and activities to reduce
Biodiversity Conservation ―*3
(Scope 3) (compared to FY2019) CO2 emissions by the air quality and air conditioning business in Europe, in 2022 we started
Water Resource Conservation up an experimental facility under ‘our RE100 solution’ that had been designed to supply
*3 Progress rate not calculated due to increase in emissions because of expansion of products subject to 100% of the power needed for a fuel cell manufacturing plant with renewable energy from
Chemical Substance Management calculation (see page 13)
hydrogen and photovoltaic power generation,*4, aiming at locally producing energy and
Collaboration Across the Moreover, regarding indices related to climate change, we are discussing to set targets for consuming the energy locally.
Supply Chain following each item.
• Capital allocation
History of Environmental Activities Panasonic Group plans to invest 600 billion yen for the three years from 2022 to 2024 under

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Environment our medium- and long-term business strategies, mainly in automotive battery business that is
in our priority investment areas.. Following the investment in automotive battery business, we
have air quality and air conditioning business and supply chain management software business
that we invest in our priority investment areas.
Policy
Our automotive battery business will play a central role for PGI by developing a supply chain
Mid-term to Long-term with lower environmental impact and increasing avoided emission by such business growth
Environmental Vision As for our air quality and air conditioning business, we plan to expand the business in the
European market where measures against climate change have been implemented, by focusing
on air-to-water systems that will contribute to reducing CO2 emissions. As for our supply chain
Environmental Management Systems management software business, we will contribute to reducing the environmental impact by
eliminating waste and delays in the supply chain.
PDF Panasonic Group Strategy Briefing by Group CEO (May 18, 2023)
Response to TCFD https://holdings.panasonic/global/corporate/investors/pdf/20230518_groupstrategy_e.pdf
Strategic Resilience through • Internal carbon pricing

Scenario Analysis
Panasonic Group introduced internal carbon pricing in March 2022 for capital investment, with a
Our Businesses’ Contribution to setting the price of CO2 emissions at 6,000 yen per ton.*5 We plan to increase the installation of
Carbon Neutrality energy-saving facilities and renewable energy-fueled equipment, including photovoltaic power
generation, while maintaining economic rationality that is consistent in the future, by considering
the impact of future carbon taxation and the like. As for further expansion in the scope of our
Overview of Environmental Impact activities and price setting, we will determine in line with our business decisions.
• Remuneration
Since April 2022, we have adopted a new performance evaluation system for executive
Factories
remuneration of directors and executive officers of the holding company and of the presidents
Reducing CO2 Emissions in of the operating companies. The evaluation items for performance-based remuneration
Factories include those related to sustainability viewpoint such as environmental contributions. One of
the examples of the contribution to our environmental performance index is reduction of CO2
Resource
emissions in our own value chain.
Biodiversity Conservation *4 See WEB https://news.panasonic.com/global/press/en220427-1
*5 Subject to change because of market conditions

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Environment Strategic Resilience through Scenario Analysis

To verify the strategic resilience of our business, Panasonic Table 1 Extracted Risks and Opportunities
Group initially analyzed their impacts of climate change risks
Policy Risks Opportunities
and conducted a scenario analysis based on the result of the
- Energy procurement costs stabilize because of increased
Policies/laws and regulations

Mid-term to Long-term impact analysis. - Energy procurement costs increase.
Acceleration of demand for renewable energy.
- Competition from low-carbon businesses
Environmental Vision carbon pricing
intensifies toward carbon neutrality.
- Businesses related to fuel cells, energy-saving products,
In the course of the impact analysis, we listed every possible solution services, and energy management expand.
Environmental Governance impact on our business from climate change or measures - As more firms enter the automotive business,
against climate change, and then identified the risks and competition intensifies.
Environmental Management Systems - Increased demand for automotive batteries
opportunities brought by such impacts by Panasonic Accelerated shift to
intensifies material procurement competition. - Electric vehicle-related markets expand.
electric vehicles
Group’s major businesses. The following table lists risks - Higher cost of automotive batteries production
Environmental Risk Management reduces car business profitability and pressurize
and opportunities by business, and integrated results of the costs of components.
Response to TCFD different impacts of climate change (Table 1). Increased - Insufficient environmental efforts and promotion - Recognition as a sustainable company and of sustainable
environmental lead to unsupported by consumers. products attracts more customers.
Reputation
Strategic Resilience through awareness among - Value shift from purchasing to leasing decreases - Businesses related to low-carbon products, eco
Scenario Analysis consumers sales. materials, and energy management expand.
Increased risk to - Insufficient efforts in decarbonization reduce - Recognition of environmental technologies and products
Our Businesses’ Contribution to reputation business opportunities. increases business opportunities.
Transitional risks
Carbon Neutrality Expansion of
- Investment in facilities with renewable energy
renewable energy - Highly efficient solar cells open new markets.
increases.
Environmental Information Systems usage
Expansion of - Production energy procurement costs increase. - CO2 emissions reduction throughout product lifecycles
Overview of Environmental Impact carbon-free power - Regional disparity of carbon-free power generation encourages shift to electric vehicles leading to related
and Environmental Accounting generation lead to review the strategies of production sites. market expansion.
Technologies
- Increased opportunities to provide energy management
Eco-conscious Products and Spread of ZEH/ - Low-carbon products in housing equipment & total solution services through housing equipment and
ZEB become mere commodities. home appliances.
Factories - Demand for heat insulation materials increases.
Reducing CO2 Emissions in Replacement - Increases development costs of lightweight and

- Increases demand for materials that contribute to
with low-carbon robust materials for competitive low-carbon
Factories products products.
reduction of energy consumption.
- Demand for energy management systems increase.

Resource Streamlining of - Expanded capital investment puts stress on
- Lowered prices from reduced production costs increase
supply chain balance sheet.
sales.
- Delay in recycling and reuse technologies
Markets
Response to - Business models change to circular economy- based
increases costs.
Water Resource Conservation depletion of
- Resource recycling does not suit consumers’
models.
resources - Demand for recycled resources increases.
tastes.
Chemical Substance Management - Poor health of employees reduces productivity. - Businesses related to healthcare, air conditioning and
Chronic
Constant
Physical risks - High energy consumption from excess usage of air ventilation, energy management, housing, and cold chain
Collaboration Across the temperature rise
conditioners puts off consumers. expand.
Supply Chain Acute
Physical risk - Demand for needs of resilient infrastructure increases.
management - Suspension of operations at our factories. - Fuel cell business with resilience expands.
History of Environmental Activities related to climate - Negative impact on supply chain. - Disaster-resilient manufacturing by managing risks with
change BCPs.

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Environment The following figure shows the impact analysis results of climate change risks (Figure 1) Figure 2 Four Scenarios
Responding to the
regarding the results of analyzed factors based on the identified risks and opportunities and depletion of resources
1.5°C Scenario
analyzed impact on our businesses.
Policy Figure 1 Impact Analysis of Climate Change Risks

C Fossil Fuel-Dependent A Decarbonized Circular Society
Circular Society Sustainable society in which achieving
Mid-term to Long-term Markets ⃝ Response to A society in which the business models with a 1.5℃ increase limit is the common
Transitional risks
Environmental Vision an assumption of long-term use of goods as understanding and prevention of global
depletion of
transition to Circular Economy is progressing, warming and Circular Economy are
resources recognized as the social foundations.
Environmental Governance although infrastructure improvements for a
Policies/laws • Acceleration of carbon • Progressive carbon-neutral society are delayed.
Risk categories related to climate change

and regulations pricing shift to electric ⃝Prevention - Decarbonization progresses through
Environmental Management Systems vehicles of global policies relevant to renewable energy and
Opportunities
- Business models that assume long-term
Opportunities
technological innovation.
Technologies • Expansion of • Expansion of renewable • Spread of
warming usage of goods become widespread - Infrastructure for a carbon-neutral society is
Environmental Risk Management carbon-free power energy usage ZEH/ZEB
through our Circular Economy policy and implemented.
technological innovation. (Logistical solutions
generation • Replacement with low- - Business model that assumes long-term usage
and materials.)
Response to TCFD carbon products of goods becomes widespread through Circular
• Streamlining of supply Economy policies and technological innovation.
- Loss of opportunities through delays in
Risks
chain
Strategic Resilience through society adopting a circular economy. - Loss of opportunities through delays in society
Reputation • Rise of environmental - Competition to procure recycled materials. adopting carbon neutrality and Circular
Scenario Analysis
Risks
awareness among Economy society.
consumers - Energy system in general becomes a commodity.
Our Businesses’ Contribution to • Increase of reputational - Competition to procure recycled materials.
Carbon Neutrality risks
Preventing
Acute • Physical risk
Physical risks
global
Environmental Information Systems management related to warming
climate change 4°C Scenario
D Larger Entropy Society B Low-Carbon Society with Mass
Chronic • Constant
temperature rise
Strong Impact on our Extremely strong A society in which natural disasters are Consumption
Eco-conscious Products and recurrent due to temperature rise and
businesses A society in which continuing mass
Factories lifelines need to be stabilized. consumption drives resources to exhaustion
with the delay in converting to Circular
Reducing CO2 Emissions in We extracted “response to depletion of resources” and “prevention of global warming” from Economy. Preventing global warming forms
Factories the climate change viewpoint and identified their materiality as factors that have an extremely the social foundation even though it is costly.
high impact on our business. Setting these two factors as the axes of a matrix, we created four
Resource - Value of lifeline stabilization and value of - Decarbonization accelerates through policies
Opportunities
Opportunities
scenarios toward 2030 in the following quadrants (Figure 2). We defined a society in which global health increase. on renewable energy and technological
- Food factories and distribution increase innovation.
Biodiversity Conservation warming is prevented and response to depletion of resources is taken as ‘the 1.5°C scenario’, requiring improved efficiency. - Infrastructure for a carbon-neutral society is
improved.
and a society in which global warming is advanced and resources are depleted as ‘the 4°C
Water Resource Conservation - Loss of opportunities and damage to facilities
- Loss of opportunities through delays in
scenario’.
Risks
and people through delays in stabilizing
Risks
lifelines. adopting a carbon-neutral society.
Chemical Substance Management - Competition to procure energy. - Energy system in general becomes a mere
commodity.
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Environment The society named as a A Decarbonized Circular Society is equivalent to the 1.5°C scenario.
If A continues to deplete resources, society becomes a B Low-Carbon Society with Mass
C Fossil Fuel-Dependent Circular Society
Consumption. If A increases global warming, society becomes a C Fossil Fuel-Dependent ⃝ Impact on industries
Circular Society. Scenario D a Larger Entropy Society is equivalent to the 4°C scenario. Progress in technological innovation of waste plastic and for a circular economy (data
Policy linkage, material recycling, etc.) and their related legislation eliminate waste in the supply
Fuller descriptions of each set of social conditions are given below.
chain and encourage a shift to a circular economy. Corporations involved in the supply chain
Environmental Vision A Decarbonized Circular Society (manufacturers, distributors, etc.) change their business models from sales and consumption-
based models to those that assume long-term usage of goods, including leasing, sharing, and
Environmental Governance ⃝ Impact on industries repair. Products made of recycled resources become mainstream backed up by the formation
Concurrent progress of legislation and technological innovation related to preventing global of waste collection networks and material recycling systems.
warming and creating a circular economy help to form a related infrastructure for a carbon- ⃝ Changes in customer value
Environmental Risk Management neutral society and Circular Economy. This encourages investment in decarbonization in Consumers: Eco-consciousness, ethical, on-demand usage, etc.
automotive and real estate industries, and advances the shift to business models that assume
Response to TCFD Corporations: Effect and efficiency enhancement (maximization of customer value, i.e. better
long-term use of goods in industries involved in the supply chain. It is also expected that not
experience value, etc.), cost reduction (energy saving, asset-light approach, etc.).
Strategic Resilience through only products but also the construction of sustainable towns designed for carbon neutrality and
Scenario Analysis Circular Economy will attract investment.
D Larger Entropy Society
Our Businesses’ Contribution to ⃝ Changes in customer value
⃝ Impact on industries
Carbon Neutrality Consumers: Eco-consciousness, cost reduction, ethical, on-demand usage, etc.
Changes in rainfall amounts and patterns make it difficult to control the yield and quality of
Corporations: Eco-consciousness, cost reduction (energy saving, asset-light approach, better agricultural products. This encourages a shift to demand and supply matching consumption, which
fuel efficiency, etc.), effect and efficiency enhancement (maximization of customer value, i.e. eliminates waste in distribution. Deterioration of living and working environment and increases
Overview of Environmental Impact better experience value, etc.). in illness due to constant temperature rises expand demand for companies related to indoor

B Low-Carbon Society with Mass Consumption environments and health (building, home appliances, healthcare, etc.). In response to the increase
in natural disasters, investment in infrastructure resilience to maintain the supply chain will increase.
Factories ⃝ Impact on industries ⃝Changes in customer value
Progress of carbon-related legislation (NEV/ZEV laws and ZEH/ZEB subsidy policies, etc.) Consumers: Lifeline stabilization and resilience enhancement, health.
and technological innovation (reduced cost of renewable energy and storage batteries, etc.)
Factories Corporations: Productivity enhancement, demand and supply matching, supply chain resilience.
encourages standardization for decarbonization in the automotive and real estate industries and
Resource attracts investment. This helps the shift to electrification and a renewable energy infrastructure. We can address the risks and opportunities corresponding to the above scenarios through any
Adoption of renewable energy and hydrogen also expands. of our seven main operating companies shown below.
1. Panasonic Corporation
⃝ Changes in customer value
Water Resource Conservation (Home appliance business, Air quality and air conditioning business, Food distribution
Consumers: Eco-consciousness, cost reduction (energy saving, better fuel efficiency, etc.).
business, Smart Energy System business, Electrical facility materials business)
Chemical Substance Management Corporations: Eco-consciousness, energy saving and better fuel efficiency (downsizing, weight-
2. Panasonic Automotive Systems Co., Ltd.
reduction, high density and capacity, high efficiency, etc.).
Collaboration Across the 3. Panasonic Connect Co., Ltd.
Supply Chain 4. Panasonic Energy Co., Ltd.
5. Panasonic Industry Co., Ltd.
History of Environmental Activities 6. Panasonic Entertainment & Communication Co., Ltd.
7. Panasonic Housing Solutions Co., Ltd.

33 Environment Human Rights Employees Supply Chain Quality / Safety AI Ethics Customer
ABC
Advertisement
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Environment For each type of society, we have formulated strategies for our seven operating companies from 4. Panasonic Industry Co., Ltd.
the viewpoint of climate change. Some of the strategies are listed below, with the applicable • Supply products that contribute to vehicle electrification and improved power
society type indicated by the corresponding scenario from A to D. economy. AB
• Reduce environmental impact through provision of products that contribute to
Policy 1. Panasonic Corporation product/equipment downsizing, light weight, low energy loss, and longer product ABC
life.
1-1 Heating, Ventilation, Air Conditioning (HVAC) System Business
Mid-term to Long-term • Achieve zero CO2 emissions by increasing adoption of energy-saving schemes and
Environmental Vision • Provide the optimum and highest air and water quality values with low renewable energy use in manufacturing activities. AB
environmental impact, not found in conventional air conditioning, with a ABCD
Environmental Governance combination of our unique air and water technologies.
5. Panasonic Energy Co., Ltd.
• Create unprecedented value with water and air heating systems with heat pump
Environmental Management Systems (A2W), chillers, and combination of air quality and air conditioning in the air • Increase avoided CO2 emissions, by increasing the number of electric vehicle users
conditioning business of water circulation type to contribute to improvement for ABCD through improving the competitiveness of our automotive batteries and enhancing
Environmental Risk Management decarbonization and air quality values. our production capacity, and promoting electrification of power equipment such as ABC
construction machine through modularization and systematization of batteries for
Response to TCFD 1-2 Overseas Electrical Construction Materials Business industrial use.
• Provide a sustainable and safe and secure facility infrastructure based on our • Reduce CO2 emissions through achieving carbon neutrality in factories and material
Strategic Resilience through ABC
wiring fixtures to contribute to electrification and disaster-resilient society with zero ABCD development and establishment of supply chain for a low carbon footprint.
Scenario Analysis environmental impact in the world.
1-3 Energy Solutions Business (Hydrogen Related Businesses)
6. Panasonic Entertainment and Communication Co., Ltd.
• Promote energy-saving per product category by introducing devices with high
Carbon Neutrality • Achieve local production for local consumption of energy by developing a AB
decentralized energy package business utilizing hydrogen ABD energy efficiency, improving their control methods, and the like.
Environmental Information Systems • Promote circular economy through acceleration for using recycled resin, adoption
AC
1-4 Home Appliances Business in Japan of eco packaging, refurbishing businesses, and the like.
Overview of Environmental Impact • Build a circular value chain with customers through products and services. ABC
and Environmental Accounting 7. Panasonic Housing Solutions Co., Ltd.
• Achieve extension of the product life cycle and improve customer engagement
looking ahead of circular economy. AC • Reduce CO2 emissions in our value chain by thorough implementation of energy-
Eco-conscious Products and saving initiatives and electricity generation, and at the same time, enhance product AB
Factories ranges that contribute to CO2 emissions reduction in society.
2. Panasonic Automotive System Co., Ltd.
• Increase use of recycled materials, plant-derived materials, and the like for resource
Reducing CO2 Emissions in • Contribute to electrification of vehicles through power chargers with high output
circulation. AC
Factories using power electronics technology and devices that improve vehicle’s weight ABCD
saving and rate of electricity consumption.
Resource • Promote to make own products more energy efficient and further expand the range The scenario analysis found that we could always focus on one or more of our businesses in
of products that use recycled resin materials. ABC each of the four scenarios. In other words, the analysis successfully verified the resilience of our
• In our sites that achieved net zero CO2 emissions, we are further reducing energy business strategies. The analysis also helped us understand that we can contribute to building
Water Resource Conservation usage through energy-saving activities and increasing the ratio of non-external AB a sustainable society through our businesses. We continue our efforts to build the 1.5℃ world,
represented by our society A .
dependency on renewable energy supply.
3. Panasonic Connect Co., Ltd.
Collaboration Across the • Reduce waste energy and waste goods by supply chain orchestration, including
Supply Chain streamlining corporate customers’ logistics and responsive tuning of demand and AB
supply.
• Offer solutions to improve energy efficiency and automation at corporate customers. AB

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■ Products with emissions

■ Products with avoided CO2 emissions
Environment □ The products with avoided CO2 emissions that are not included in the total
2023
* The amount of GHG emissions and reduced amount were calculated from the energy usage amount.
Panasonic Group’s direct emissions of GHGs (Fuel combustion and industrial processes). Panasonic Group’s indirect emissions from using electricity, heat, and steam provided by third parties.
Other indirect emissions, excluding Scope 1 and Scope 2 (emissions from third parties involved in Panasonic Group’s business activities).
Policy
Avoided LH
2
emissions
Environmental Vision Avoided
Avoided emissions
emissions
Environmental Risk Management Mobility ■ EV lithium ion

□ Distribution planning systems batteries
□ Operation control systems ■ Automotive ETC
Response to TCFD ■■Lighting equipment/systems ■■Household air conditioners ■■Household refrigerators
machines
■ Automotive
■■ Washing and drying machines ■■ Ventilation fans ■Bathroom ventilation dryers compressors
Strategic Resilience through ■■Electric water heaters ■■Electric fans ■■Hot Water and Heating systems with Heat Pump
■■EcoCute ■Electronic rice cookers ■■Dish washers ■■LCD TVs ■Microwave ovens Avoided
Scenario Analysis ■■Heat exchange systems ■■Dryers ■IH cooking heaters ■■Dehumidifiers
■ EV rechargers
emissions
□ EV recharging
■Electric bidet toilet seats ■Range hoods ■ Vacuum cleaners ■■Irons ■Electric thermos pots stations
Our Businesses’ Contribution to ■■ Organic EL TVs ■■ Speakers ■■ Telephones ■Intercoms ■■ Video recorders
□ ■■ Air purifiers ■Faxes ■■Monitor cameras ■■Humidifiers ■■Digital cameras
Carbon Neutrality ■■Headphones ■HEMS (Home Energy Management Systems) ■ Wood boards using scrap wood of oil palm trees
tory ■Home Delivery Communication Boxes ■ Vacuum Insulated Glasses
fac
Environmental Information Systems Rec
ycli
ng
■Household fuel cell cogeneration

Overview of Environmental Impact Panasonic Group Avoided
system (Enefarm)
■ Solar photovoltaic systems
emissions ■ Creation and storage
and Environmental Accounting collaboration system
(Storage batteries)
Avoided
Eco-conscious Products and emissions □
■■ Chip mounters
Factories ■■ Absorption freezers □
□ ■ Well water pumps
□ Printing equipment Avoided
Reducing CO2 Emissions in □
□ Insertion equipment emissions
□
Factories □
□
Resource Avoided
■■Refrigerated Display Casess
emissions ■■Freezers
■■ Commercial air ■■Commercial refrigerators
Biodiversity Conservation conditioners ■■Prefabricated refrigeration units □ □
■■Blowers □Centralized energy
■■Projectors management controllers
Water Resource Conservation ■Building energy management
Avoided
systems (BEMS)
Process transformation on site emissions
■Lighting control solutions
Chemical Substance Management □ Air quality and air
conditioning solution

Supply Chain Avoided □Support for energy
emissions saving for facilities □Industrial motors
□CPS (Cyber Physical □Welding machines □Solutions at
■
History of Environmental Activities System) on site □Robots in heat process warehouses
* The number of businesses with emissions or avoided emissions does not match with the number stated in “the GREEN IMPACT PLAN 2024” on pages 13-14 because of sub categorization for calculation in businesses such as those for heat
exchange systems, electric fans, microwave ovens, and display cases.
As the extracted business fields are the fields whose positive and negative impact on climate change are obvious, names and their coverage may differ from those in the business segments used in the TCFD-related reports.
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Environment Environmental Information Systems

Integrated Management of Corporate community residents or when a specific value exceeds Economy, Trade and Industry (METI). With the expansion
ordinance regulated levels, as soon as the person in of Panasonic Group‘s automotive business, we also
Policy Environmental Information charge at the business site inputs the data on the system, adopted the JAMA/JAPIA sheet,*2 the standard material
In order to implement the PDCA cycle for environmental information of the data is instantaneously e-mailed to data format for the Japanese automotive industry, in order
Environmental Vision sustainability management, it is essential to collect a relevant persons at the operating companies and the Quality to respond to increasingly complex and diverse regulations
significant amount of data, such as amounts of used energy, & Environment Division of Panasonic Operational Excellence covering chemical substances used in products. In addition,
Environmental Governance waste, valuables, discharged and transferred chemical Co., Ltd. Thereby, the system enables rapid information- to strengthen the response to laws and regulations on
Environmental Management Systems substances, and used water, etc. at each business site in a sharing and appropriate actions. chemical substances in products relevant to our automotive
prompt and accurate manner. businesses, in October 2020 we enhanced the function to
Environmental Risk Management As for products, legislation relating to chemical substances operate in conjunction with IMDS*3, the standard system for
Panasonic Group has built and introduced an environmental
Response to TCFD performance system, the Eco System (Factory), to globally in products is becoming more stringent, and communication the global automobile industry.
collect and manage environmental data from all of own and disclosure of chemical information in the EU supply
Furthermore, under the EU Waste Framework Directive, the
Strategic Resilience through chain are mandatory under the REACH Regulations.
business sites. With this system, monthly CO2 emissions requirements for information disclosure on substances of
Scenario Analysis Panasonic Group has developed own management system
are managed in particular, allowing checking the progress very high concern (SVHC*4) to waste disposal companies
Our Businesses’ Contribution to of initiatives and identifying issues. The system plays an for chemical substances in products based on industry-
and consumers have been enhanced, and registration of
Carbon Neutrality important role in achieving the reduction of CO2 emissions by standard information handling methods in order to respond
SVHCs with the SCIP*5 database of the European Chemicals
sharing the information and taking measures. to a wide range of regulations and requirements.
Environmental Information Systems Agency (ECHA) has become compulsory (starting on January
The Eco System (Factory) is also functioning as a scheme In January 2017, we renewed the system to adopt 5, 2021). For handling registration with the SCIP database,
Overview of Environmental Impact chemSHERPA,*1 the new format for information handling we have strengthened the system-based coordination of
and Environmental Accounting for sharing information on the status of compliance among
sites across the world. In the event of complaints from local of chemical substances in products led by the Ministry of information and started registration via the system.
Eco-conscious Products and *1 New chemical information format led by METI and recommended
Factories by the Joint Article Management Promotion-Consortium (JAMP).
Mechanism of the Eco System (Factory) Mechanism of the Product chemical substance
*2 A standardized survey datasheet for contained chemical
management system
Reducing CO2 Emissions in compounds in Japan’s automotive industry.
Factories Quality & *3 International Material Data System: Material data system for the
Manufacturing Product chemical substance
site Environment management system Notification
European automobile industry that are operated on a global scale.
Resource Division, Survey request Chemicals
*4 Substances of Very High Concern
Operating Agency
(ECHA) *5 Substances of Concern In articles as such or in complex objects
Biodiversity Conservation companies Database of chemical
Online Items substance content (Products)
reporting including Tabulation Suppliers chem in products
Water Resource Conservation 227 sites CO2
SHERPA*1
Inquiry
across emissions, Customers
waste, etc. Data registration
Chemical Substance Management the world
Database of chemical and other
JAMA/ substance-related stakeholders
Environmental JAPIA*2 laws
Collaboration Across the performance data Reply
Supply Chain
Feedback Data registration System linkage Reply
History of Environmental Activities IMDS*3

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Environment Overview of Environmental Impact and Environmental Accounting

Overview of Environmental Impact from Business Operation Overview of Environmental Impact from Business Operation
Policy In order to mainly manufacture and market electrical and electronic products, Panasonic
Group consumes petroleum and electricity as energy sources and resources as raw materials INPUT Suppliers OUTPUT
of parts and components. As a result, we emit CO2 and wastes into the environment.
Environmental Vision Energy: ★4.7 TWh
Production: 227 manufacturing sites and 72 non-manufacturing sites
Environmental Governance Logistics: Logistics stage of procurement, production, marketing and waste by partner companies and Purchased electricity 3.23 TWh CO2: 1.63 Mt*3
Panasonic. including renewable energy ★ 0.47 TWh*1
Product use: Lifetime power consumption (a) of major products*9 with large amounts of energy use and CO2 Installation of renewable energy facilities
Environmental Management Systems in our own sites ★ 0.06 TWh
emissions (b) associated therewith.
Town gas 71.0million m3
Environmental Risk Management a = Annual power consumption of a model sold*10 x Sales quantity x product life*11
LNG 8.8kt GHGs other than CO2 from energy use (CO2-
b = Annual power consumption of a model sold*10 x Sales quantity x product life*11 x CO2 emission factor*12 LPG 5.6kt equivalent): 183 kt*13
Response to TCFD Recycling: Recycling of products means to use by oneself or to make into a state available for sale or free of Heavy oil 6.9Ml
charge the components and materialsof a separated product. Light oil 2.0Ml
Strategic Resilience through Kerosene 1.8Ml
*1 Figures from photovoltaic, wind, and biomass sources including the amount of renewable energy adopted Volatile oil 0.1Ml Total wastes including
Scenario Analysis to manufacturing and non-manufacturing sites of own group . Heat pumps not included. Landfill:
Steam 44GJ Production revenue-generating
*2 Target substances include all substances in the Panasonic Group Chemical Substances Management Rank 2.3 kt
Our Businesses’ Contribution to Hot water 5GJ waste: 282 kt
Guidelines (For Factories).
Carbon Neutrality *3 The factors related to fuels are based on “the Guidelines for Calculation of Greenhouse Gas Emissions
Resources
(version 4.7)” published by the Japanese Ministry of the Environment. Recycled resin:12.4 kt
Environmental Information Systems Water discharged: 11.78 million m³
The latest figures from the “CO2 Emissions from Fuel Combustion” 2021 issued by the International Energy
Recycled iron: 87 kt
Overview of Environmental Impact Agency (IEA) is used for the CO2 emission factors for electricity purchased from different countries use.
*4 Release amount: Includes emissions to air, public water areas, and soil. Water: 15.27 million m³
and Environmental Accounting Release and transfer of chemical substances:
Transfer amount: Includes transfer as waste and discharge into the sewage system. Recycling that is free 3.767 kt*4*13
Chemical substances: 234.7 kt*2*13
Eco-conscious Products and of charge or recycling where we pay a fee for treatment under the Waste Management and Public Cleaning
Law is included in “Transfer.” (Different from the transferred amount reported under the PRTR Law.)
Factories
*5 Intra-region outside Japan not included.
*6 Figures for Japan. Energy: 1.50 MWh*5 CO2: global 887 kt
Reducing CO2 Emissions in Logistics
*7 Air conditioners, TVs, refrigerators/freezers, and washing machines/clothes dryers Biodiesel fuel: 9.89 kl*5 domestic ★123 kt
Factories
*8 As for personal computers, PC 3R Promotion Association collects and recycles PCs under the joint scheme
Resource with member companies.
*9 Household air conditioners, commercial air conditioners, lighting equipments and lamps, household Electricity: 184.7 TWh CO2: 95.03 Mt
Biodiversity Conservation refrigerators, commercial refrigerators, LCD TVs, washing and drying machines, fully-automatic washing
machines, dish washer and dryers, IH cooking heaters, EcoCute, bathroom ventilation dryers, humidifiers, Product use
Water Resource Conservation dehumidifiers, air purifiers, ventilation fans, electric fans, electronic rice cookers, microwave ovens, electric
Collected products: 162 kt*5*7*8 Recycled products: 123 kt*5*7
bidet toilet seats, irons, hair dryers, electric showers, electric water heaters, under-rug heaters, vacuum
Chemical Substance Management cleaners, electric water boilers, range hoods, projectors, mounting machines, etc. CRT TVs: 5 kt
*10 For each product category, the model that was sold in the largest quantity in the region was selected. Metals: Glass: Other:
Plasma/LCD TVs: 11 kt
Collaboration Across the *11 Number of years during which spare parts for the product are available (defined by the Panasonic Group). 89 kt 2 kt 32 kt
Supply Chain *12 Regional CO2 emission factors (kg-CO2/kWh) used: 0.487 (Japan); 0.277 (Europe); 0.383 (North America); Air conditioners: 36 kt Recycling
0.623 (China & Northeast Asia); 0.723 (India & South Asia); 0.386 (Southeast Asia & Oceania); 0.252 (Latin Refrigerators/freezers: 62 kt
History of Environmental Activities America); and 0.616 (Middle East & Africa). Generated waste: 39 kt*5
*13 Hussmann Parent Inc. and its consolidated subsidiaries not included. Washing machines/clothes dryers: 48 kt

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Environment GHGs from the Whole Supply Chain Emissions (kt)

Category
(by Scope) FY2022 FY2023
We calculate our GHG emissions across the supply chain
Scope 1 *14 338 406
Policy for Scopes 1, 2, and 3, respectively, according to the GHG
Protocol and the guidelines provided by the Ministry of the Scope 2 *15 1,723 1,433
Environment. 1. Purchased goods and services 14,114 21,543
The overall emissions across Scopes 1 to 3 in fiscal 2023 2. Capital goods 694 880
increased by 29.1 million tons compared to fiscal 2022.
3. Fuel- and energy-related activities 229 212
Environmental Management Systems The major causes were increase in the purchase figure
used as the amount of activity in Category 1; inclusion of 4. Upstream transportation and distribution 953 887
CFCs that may leak from products at the time of usage or
5. Waste generated in operations 2 0.1
Response to TCFD disposal (Categories 11 and 12); and commencement of data
collection and disclosure for Categories 10 and 15. 6. Business travel 16*17 32
We continue to disclose our emission data for transparency. 7. Employee commuting 20*17 111
Scenario Analysis
*14 Direct emissions from facilities owned and controlled by the
Our Businesses’ Contribution to Panasonic Group (e.g., emissions from use of town gas or heavy 8. Upstream leased assets 19*17 −*18
Scope 3*16
Carbon Neutrality fuel oil).
9. Downstream transportation and distribution 18*17 61
*15 Emissions from production of energy consumed at facilities
Environmental Information Systems owned and controlled by the Panasonic Group. 10. Processing of sold products − 153
*16 Other indirect emissions, excluding Scope 1 and Scope 2.
Overview of Environmental Impact *17 Figures for Japan 11. Use of sold products 81,493 ★95,029*19
and Environmental Accounting *18 Including Scope 1 and Scope 2 from FY2023
12. End-of-life treatment of sold products 496 7,537*20
*19 9,024 (kt) are due to the influence of CFC
Eco-conscious Products and *20 6,788 (kt) are due to the influence of CFC 13. Downstream leased assets − −
Factories
14. Franchises − −
Factories 15. Investments − 928
Resource total 98,050 127,371
Biodiversity Conservation Scope 1-3 total 100,110 129,209
Water Resource Conservation Numerical values in units of (t) are introduced on the following website.
WEB https://holdings.panasonic/global/corporate/sustainability/environment/governance/data.html#scope

Supply Chain

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Environment Environmental Accounting Economic Effects for Customers for Fiscal 2023
Panasonic Group globally collects data on its environmental conservation costs and economic Electricity cost reduction from product usage (global)
benefits obtained through its environmental activities in relation to generated/controlled Reduced amount of electricity*23 30.9 TWh
Policy environmental impact. This data is internally utilized as basic information for our continuing
Reduced electricity costs*24 783.5 billion yen
environmental sustainability management.
Mid-term to Long-term *23 Calculated under the same conditions as when determining the size of contribution in reducing CO2
Environmental Vision emissions through energy-saving products (see page 12).
Environmental Accounting for Fiscal 2023
*24 Electricity costs were set for each region based on IEA Statistics.
Environmental conservation in factories
Environmental Management Systems Investments*21 6,590 million yen Panasonic Group published a new vision “Panasonic GREEN IMPACT” in January 2022, with
the intention to realize the vision linking with our business activities. Therefore, approximately
Environmental Risk Management Expenses*21*22 155 million yen
470 billion yen for the group-wide total R&D expenses in fiscal 2023 will be invested mostly for
Response to TCFD Economic benefit 1,655 million yen promoting “Panasonic GREEN IMPACT”.
Strategic Resilience through *21 Includes all investments relating to environmental conservation. The difference or appropriate portions
Scenario Analysis (divided proportionally) are not calculated.
*22 Expenses include a cost of capital investment depreciation. For example, if latest energy-saving facilities
Our Businesses’ Contribution to were installed, the value includes depreciation for the first year but not for the second year and later.
Carbon Neutrality
Environmental Information Systems Environmental Conservation Benefits for Fiscal 2023 (in physical terms)
Reference indicator:
Overview of Environmental Impact environmental impact
Categories Emission reduction
Fiscal 2022 Fiscal 2023
Eco-conscious Products and CO2 emissions from production
Factories 320 kt 1.95 Mt 1.63 Mt
activities
Reducing CO2 Emissions in Human Environmental Impact ▲15 kcount 416 kcount 431 kcount
Factories
Landfill of waste 0.6 kt 2.9 kt 2.3 kt
Resource
Water consumption 1.97 million m3 17.24 million m3 15.27 million m3
Fiscal 2022 data on the reduced amount of electricity and effect of reduced electricity costs
Water Resource Conservation through our energy-saving products are as shown in the chart below.

Supply Chain

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Environment Eco-conscious Products and Factories Products Assessment System
Initiatives for Eco-conscious Products (Green Products) Planning Design Shipment
Policy Based on the product assessment system where the environmental impacts of products and
services area assessed from the planning and the design stages, Panasonic Group defines own Target setting Interim assessment Final assessment
products and services that achieved high environmental performance as Green Products (GPs).
Environmental Vision Product Environmental Assessment
In the GP accreditation criteria, we assess the performance of our products in terms of Items for assessment Assessment criteria
prevention of global warming, effective utilization of resources, and management of chemical
Prevention of
CO2 emissions and energy saving
Environmental Management Systems substances by comparing them not only with our own products but also with competitors’ global warming
products. Since fiscal 2012, we have conducted various activities to further enhance our Resource saving, light weight/downsizing, number of
Environmental Risk Management Effective utilization reused parts, durability, amount of recycled resources
accreditation criteria by adding biodiversity and water conservation to existing items. This has in
of resources used, structure of easiness for removing batteries,
Response to TCFD turn enabled the creation of a wider range of GPs. The products and services which have been (1) Products structure to recovery/recycling, etc.
developed from the conventional superb Green Products*1 starting from fiscal 2014, and which
Strategic Resilience through Water and
can accelerate the transition to a sustainable society, are newly defined as Strategic GPs. biodiversity Water saving, consideration for biodiversity
Scenario Analysis conservation
Among these products, those that particularly create new trends are certified as Super GPs.
Our Businesses’ Contribution to Comparison with competitors’ products
Carbon Neutrality *1 Products and services that showed superb environmental performance to products in the same category Prevention of
(2) Production CO2 emissions and energy saving
in the industry. global warming
process
Environmental Information Systems (of relevant Resource saving, mass of packaging materials to be
Effective utilization
Green Product Structure products) wasted, amount of resources used, amount of waste
Overview of Environmental Impact of resources
from factories, etc.
and Environmental Accounting Resource saving, light weight/downsizing, amount of
Products and services that made Effective utilization
(3) Packaging foamed plastic used, amount of recycled resources
Eco-conscious Products and significant progress in environmental of resources
Factories Super GPs performance and set a new trend
used, etc.
towards a sustainable society (4) Instruction Effective utilization Resource saving, light weight/downsizing, amount of
Reducing CO2 Emissions in manual of resources recycled resources used
Factories Management
Products and services that accelerate Panasonic Group Chemical Substances Management
(1) (2) (3) (4) of chemical
Resource Strategic GPs the transition to a sustainable society substances
Rank Guidelines (for products and factories)
Biodiversity Conservation LCA*2 Global warming

Products and services with improved
environmental performance Green procurement, information provision across the
Water Resource Conservation Information management
supply chain, etc.
Green Products Products and services that satisfy at least one of
the following five criteria items (prevention of
(GPs) global warming, effective utilization of resources,
management of chemical substances,
Collaboration Across the biodiversity, and water conservation) Laws/regulations and criteria, guidelines, and
Supply Chain environmental action plan of Panasonic Group
History of Environmental Activities *2 Life Cycle Assessment: Method of quantitatively assessing the environmental impact of products at each
life cycle stage.

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Environment We conduct Life Cycle Assessment (LCA) in which the other regions). By doing so, we promote GF activities suited and regulations, as well as utilizing expertise accumulated in
environmental impact of the product is analyzed and to the issues in each region to expand and accelerate the our Group companies.
assessed in each stage of the product life cycle, i.e. activities. *3 The GF assessment system enables factories to evaluate
materials, manufacturing, transportation, use, and disposal. themselves on a five-point scale across 19 environmental activity
As measures to strengthen the group-wide foundation aiming
Policy LCA is a concrete means to reduce environmental impact. items, classified into six basic groups: emissions reduction;
at improving the structures with energy efficiency, we have environmental performance enhancement; reduction activities;
Mid-term to Long-term We also conduct carbon footprint (CFP) assessment that is developed a BA (Before/After) chart search system to share risk reduction; human resource development; and management.
Environmental Vision a quantitative analysis and an assessment using conversion and spread knowhow across the world on the Internet. Factories then compare their self-assessment results with the
of GHG to CO2 emitted in each stage of the product life With the system, each factory can register and share their results from other factories to obtain a relative assessment
Environmental Governance to identify issues to be addressed and determine corrective
cycle upon request from our customers, with a aim to lead to best practices concerning managing CO2, waste, chemical
measures. The system was improved in fiscal 2014, in the way
Environmental Management Systems prevent global warming. substances, water, etc.
that items to assess could be added to the standard 19 items as
Environmental Risk Management In addition to the above, in response to environmental required by each operating company. For example, a Company
Initiatives for Eco-conscious may implement tasks concerning compliance with environmental
regulations, as a new activity to further ensure regulatory
Response to TCFD Factories (Green Factories) compliance in our sites, particularly those in China and
laws and compliance management to strengthen risk management
in its factories. Then, in the assessment questionnaire, they can
Strategic Resilience through Panasonic Group We are leading Green Factories (GF) Southeast Asia where we have numerous productions set questions with their own standard values stricter than the legal
Scenario Analysis activities in its efforts to cut down the environmental load sites, we conduct a Cross-Company Mutual Environmental requirements, for example, for their ventilation systems or other
caused by manufacturing. On the assumption of compliance Audit that is carried out by our factories located in the facilities that control air and water quality.
of laws and regulations in each factory, concretely same region, crossing the operating company’s boundary.
Carbon Neutrality
we formulate a plan to reduce environmental loads in During pandemic, we were able to reduce risks and improve
Environmental Information Systems manufacturing activities, such as amounts of CO2 emission, interactive skills without stopping our activities, combining
generated wastes and valuables, water consumption, and online meetings considering COVID-19 infectious status in
and Environmental Accounting discharged and transferred chemical substances, conduct various region. We aim to further enhance the environmental
Progress management for total reduction amount with activities by accelerating to carry out the mutual audits
Eco-conscious Products and basic unit of discharged amount and the like, and improve worldwide, and encouraging mutual learning among
Factories the activities. Thereby, we intend to achieve reduction of members through ensuring compliance with relevant laws
Reducing CO2 Emissions in environmental loads and increase of our business at the
Factories same time. In fiscal 2011, we started the GF assessment
system*3 aiming to further improve GF activities by visualizing
Resource the progress status in each factory.
Biodiversity Conservation In addition, Panasonic Group shares information on global
activities for reducing environmental loads, relevant laws and
regulations, and social trends through the Manufacturing
Chemical Substance Management Environmental Information Sharing Group. In Europe,
Southeast Asia, China, and Latin America, we hold
Supply Chain information exchanges and competitions on best practices
by region to reduce environmental impact (presentation of Cross-company compliance assessment (CCCA)
History of Environmental Activities awards for best practices and roll-out of good examples to

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Environment Reducing CO2 Emissions in Factories

Reducing the Amount of the Energy Used and CO2 2022, it has been in a phase to increase the number of zero-CO2 factories. In fiscal 2023, eight
more factories in Japan achieved zero CO2 emissions; along with six in the China and Northeast
Policy Emissions in Business Activities Asia region; three in the Southeast Asia, Pacific, India, South Asia, Middle East, and Africa regions;
Mid-term to Long-term To achieve Panasonic GREEN IMPACT, Panasonic Group has been working on toward making four in the North America and Latin America regions; and one in Europe and CIS. This makes
Environmental Vision zero-CO2 factories*1 by promoting our efforts internally and externally to realize net zero CO2 a total of 31 factories*4 achieving net zero CO2 emissions to date. We are steadily progressing
emissions at own sites in all our operating companies by 2030.*2 towards the GIP2024 target of 37 zero-CO2 factories.
For this medium term, we established the GREEN IMPACT PLAN 2024. As our efforts for OWN One achievement example in fiscal 2023 is Panasonic
Environmental Management Systems IMPACT Scope 1 and 2, we have increased the number of zero-CO2 factories to 37, aiming Electronic Devices (Jiangmen) Co., Ltd. (PEDJM) in
to reduce 260,000 tons of CO2 emissions. In the Zero-CO2 Factory Promotion Taskforce we China. The company installed a 3.94 MW photovoltaic
started up in September 2021. The taskforce aims to create and provide group-wide measures system in fiscal 2022 followed by a range of energy-
Response to TCFD to accelerate the creation of zero-CO2 factories. The Taskforce consists of the Energy Saving saving facilities in fiscal 2023, including a highly efficient
Working Group (WG) that promotes a range of energy-saving measures, the Renewable Energy air conditioning system and inverter water circulation Photovoltaic power generation systems at PEDJM
Scenario Analysis Utilization WG that assess the usage expansion of renewable energy in each site, and the pumps. Also in Asia, Panasonic Energy India Co.,
Renewable Energy Procurement WG that promotes the procurement of renewable energy. With Ltd. (PECIN) installed a 350 kW photovoltaic system,
Our Businesses’ Contribution to the participation of related sectors, our manufacturing, procurement, and environment specialists adding to continued their energy-saving activities such
Carbon Neutrality work together to support the united efforts of all operating companies. Following to the last as an air leakage detection campaign, and optimal
Environmental Information Systems year, we held online study sessions two times for group members, and total of 720 members control of production facilities. At the both sites, net
participated in the sessions. We also hold study session by region outside Japan. zero CO2 emissions have been substantially achieved
Overview of Environmental Impact by procuring I-REC certificates and utilizing credit to
and Environmental Accounting We also participate in the Keidanren Carbon Neutrality Action Plan, a voluntary action plan to
alleviate global warming promoted by the entire electric and electronics industry. The industry set offset CO2 emissions from fossil fuels, and the like. Photovoltaic power generation systems at PECIN
Eco-conscious Products and a target of an “average 1% improvement in energy intensity in factories and large offices per year
Factories Zero-CO2 Factories across the Globe
towards 2030” and we are now working steadily to save more energy in factories and offices.
Reducing CO2 Emissions in *1 The Panasonic Group’s zero-CO2 factories means realization of net zero CO2 emissions from factory (China & Northeast Asia)
Factories production across the world. This will be attained by promoting our conventional energy saving activities (e.g. ②，●
● ③，● ④，●⑱，●⑲，●⑳，●，●，●
using LED lighting), advanced energy saving technologies, such as Factory Energy Management System
Resource (Europe & CIS)
(FEMS), productivity improvement, and innovative manufacturing. Other means include a combination of
the following efforts: promoting renewable energy usage, such as by adopting photovoltaic power systems, ●
Biodiversity Conservation energy storage modules, and hydrogen fuel cells; procuring 100% renewable energy-sourced electricity; and (North &
obtaining environmental values. The Panasonic Group publishes, both internally and externally, our accelerating
Latin America)
Water Resource Conservation efforts towards reaching our goal of net zero CO2 emissions in all the operating companies’ sites by 2030. ⑥，●
● ⑦，●⑧，●⑨，
*2 Panasonic’s direction: To become a top runner in the fields of “environment” and “high usability in business.” ●，●，●，●
WEB https://news.panasonic.com/global/stories/2021/90376.html

Supply Chain ▪Increasing the number of zero-CO2 factories (Southeast Asia, Pan Pacific,
Since establishing the group’s first zero-CO2 factory in fiscal 2019, the Panasonic Group achieved India, South Asia, Middle East) (Japan)
History of Environmental Activities ⑤，
● ●，●，●
conversion of nine factories across five regions*3 to zero-CO2 factories by fiscal 2022. Since fiscal ①，●
● ⑩*5，●
⑪，●
⑫，●
⑬，●⑭*5，●⑮，●
⑯，●
⑰

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Environment *3 Five regions are: Japan; China & Northeast Asia; Southeast Asia, Pan Pacific, India, South Asia, Middle see the following website:
East; North & Latin America; Europe & CIS. WEB https://holdings.panasonic/global/corporate/sustainability/environment/carbon-neutral/site.html
*4 ★As of now, 31 factories have realized zero-CO2 factories.
Up to fiscal 2022:① Panasonic Eco Technology Center, ② Panasonic Energy (Wuxi) Co., Ltd., ③ SANYO Procurement of renewable energy from external sources has been also promoted across the
Energy (Suzhou) Co., Ltd., ④ Panasonic Manufacturing (Beijing) Co., Ltd., ⑤ Panasonic Energy (Thailand)
Policy Co., Ltd., ⑥⑦⑧ Panasonic Brazil (three factories; San Jose, Manaus and Extrema), ⑨ Panasonic
globe. In Japan, at our own site, we are an electricity user, and at the same time, an electricity
Centroamericana S.A.
retailer (registration number: A0136). Since 2005, we have been supplying power to our own
Mid-term to Long-term sites, factories, and offices. Utilizing our knowhows and experience of electricity procurement
Fiscal 2023: ⑩ Panasonic Center Tokyo, ⑪ Panasonic Automotive Systems Co., Ltd. Matsumoto Region,
⑫ Panasonic Automotive Systems Co., Ltd. Tsuruga Region, ⑬ Panasonic Automotive Systems Co., Ltd. and trading that we have accumulated to date, we procure 100% renewable electricity
Environmental Governance Shirakawa Region, ⑭ Panasonic Automotive Systems Co., Ltd. Yokohama Building, ⑮ Panasonic Energy generated from wind, etc., as well as electricity with environmental value such as those with non-
Co., Ltd. SUMOTO Factory, ⑯ Panasonic Energy Higashiura Co., Ltd., ⑰ Panasonic Energy Nandan Co.,
fossil fuel certificates and credits to offset CO2 emissions from fossil fuel. This effort contributed
Environmental Management Systems Ltd., ⑱ Panasonic Electronic Devices (Jiangmen) Co., Ltd., ⑲ Panasonic Industrial Devices (Tianjin) Co.,
to converting factories in Japan, China, and Southeast Asia to zero-CO2 factories. Furthermore,
Ltd., ⑳ Panasonic Industrial Devices Materials (Guangzhou) Co., Ltd., ㉑ Panasonic Industrial Devices
Environmental Risk Management SUNX Suzhou Co., Ltd., ㉒ Panasonic Automotive Systems (Dalian) Co., Ltd., ㉓ Panasonic Automotive the photovoltaic power station with approx. 18,000 kW capacity for use at our own sites that we
Systems (Suzhou) Co., Ltd., ㉔ Panasonic Automotive Systems Asia Pacific (Thailand) Co., Ltd., ㉕ determined to develop in fiscal 2022 started its operations in February 2023. We estimate that
Response to TCFD Panasonic Automotive Systems Malaysia Sdn. Bhd., ㉖ Panasonic Energy India Co., Ltd., ㉗ Panasonic we will be able to reduce 19,000 tons of CO2 emissions per year with the system. As described
Automotive Systems Monterrey Mexico S.A.de C.V., ㉘ Panasonic Automotive Systems de Mexico S.A. de above, we continue to contribute to expanding use of electricity from new renewable energy
C.V., ㉙ Panasonic Automotive Systems Reynosa Mexico S.A.de C.V., ㉚ Panasonic Energy Mexico S.A.
Scenario Analysis de C.V., ㉛Panasonic Automotive Systems Czech, s.r.o.
sources. We also started selling to Panasonic Group employees in Japan, electricity derived
*5 Non-manufacturing sites
from practically 100% renewable energy in fiscal 2021.
WEB https://news.panasonic.com/jp/topics/204036.html
Carbon Neutrality
▪Activities for Increasing the Amount of Renewable Energy Use
In August 2019, Panasonic Group joined “RE100”*7, an international initiative that brings
Environmental Information Systems To increase the amount of renewable energy in our business use, Panasonic Group has been
together companies committed to sourcing 100% renewable electricity for their global business
actively promoting installation of renewable energy facilities in our own sites and renewable
Overview of Environmental Impact operations. We aim to switch all the electricity used in our sites across the world to that sourced
and Environmental Accounting energy procurement from external suppliers.
from 100% renewable energy by 2050. Progress in fiscal 2023 was 15.6%.
The amount of renewable energy adopted at our sites*6 in fiscal 2023 marked 55 GWh.
Eco-conscious Products and *6 The amount from photovoltaic energy, wind power, and so on are included. The amount from heat pumps
Factories Installation of renewable energy facilities has been actively encouraged in our own sites across is excluded.
the world in a way to suite to the regional characteristics. Particularly, photovoltaic power *7 Press release on August 30, 2019.
Reducing CO2 Emissions in generation systems are recommended for installation wherever possible. The major achievement Panasonic Joins RE100 Aiming for Business Operations with 100% Renewable Energy
Factories in fiscal 2023 was installation of photovoltaic power generation systems in Japan.
WEB https://news.panasonic.com/global/press/data/2019/08/en190830-2/en190830-2.html
Resource We installed a photovoltaic power generation system at ▪Activities for reducing energy use and CO2 emissions
Biodiversity Conservation Youkaichi site of Laundry Systems and Vacuum Cleaner
To ensure implementation of reduction of the amount of energy used and CO2 emissions, it is
Business Division (LVBD), Panasonic Living Appliances
important to visualize trend of the energy consumption of each facility in factory and the effects
Water Resource Conservation and Solutions Company under a Power Purchase
of the measures for specific emissions reduction. To date, we are working on CO2 reduction by
Agreement. The system installed this time, comprises
Chemical Substance Management adopting more than 40,000 measurement equipment systems and Factory Energy Management
2,658 photovoltaic panels in total that generate 997
System (FEMS) at all of our global manufacturing sites, promoting METAGEJI (Meter and
Collaboration Across the kW, and equipped with a 22.4 kW storage battery that
Gauge)*8, which visualizes and analyzes energy consumption. An example of factory energy-
Supply Chain enables efficient usage of power.
Photovoltaic power generation system at saving support service is on the following website.
Youkaichi site, LVBD, Panasonic Living
History of Environmental Activities For further examples of our renewable energy usage, Appliances and Solutions Company
WEB https://www.panasonic.com/global/corporate/sustainability/eco/co2/service.html

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Environment Panasonic Corporation is conducting a demonstration Sn-58Bi contributes to CO2 emissions reduction.
experiment of the RE100 solution*9 using pure hydrogen
The Panasonic Group will continue to accelerate necessary activities to achieve Panasonic
fuel cells in Kusatsu Factory, Shiga. Since February
GREEN IMPACT, e.g. proactively developing and adopting environmentally low-impact materials
2022, Panasonic Energy (Wuxi) Co., Ltd. (PECW)
and methods.
Policy in China, has been conducting a demonstration
*8 METAGEJI is a coined word created by the Panasonic Group which refers to visualizing energy
experiment of pure hydrogen fuel cells that supply consumption and implementing measurable reduction measures by adopting measurement instruments,
Environmental Vision electricity and heat. PECW achieved net zero CO2 such as meters and gauges.
emissions in fiscal 2022 through promoting energy- Green house where a fuel cell system is *9 Press Release (May 24, 2022)
Environmental Governance saving, adopting photovoltaic panels, and procuring controlled. WEB https://news.panasonic.com/global/press/en210524-2
renewable energy. The pure hydrogen fuel cells to *10 Based on our research as of August 3, 2022.
Environmental Management Systems *11 Press Release (August 3, 2022)
be used for a demonstration experiment this time are
WEB https://news.panasonic.com/jp/press/jn220803-2
Environmental Risk Management three types: firstly, starting with 30 kW small-scale
Response to TCFD
power generation using six connected 5kw highly ▪Activities at Factories
efficient pure hydrogen fuel (PHF) cells; secondly, 300
Under a company-wide energy-saving project started by Panasonic Automotive Systems
Strategic Resilience through kW medium-scale power generation PHF cells for the
(PAS) Co., Ltd., PAS has raised energy-saving awareness among its members and thoroughly
Scenario Analysis mid- to long-term experiment; and thirdly, 1 MW large- Pure hydrogen fuel cells installed at PECW
implements measures to eliminate waste. Specifically, energy saving activities with visualized
scale generation PHF cells for commercialization.
Our Businesses’ Contribution to energy use by each site are posted on a PAS portal website where all employees can view. In
The pure hydrogen fuel cells are able to supply both
Carbon Neutrality addition, information on energy saving that are easy to put into practice in workplaces and the
electricity and heat, and create cooling air in summer
like is regularly posted on the website. At all of PAS factories, members are working together
Environmental Information Systems by supplying hot water to a lithium bromide freezer. The
to reduce energy loss as a whole PAS through measures such as optimization of ventilation
demonstration experiment this time is to achieve zero
Overview of Environmental Impact including management of positive pressure in clean rooms and at manufacturing process areas,
CO2 emissions from energy saving and energy creation
and Environmental Accounting review of operational conditions such as for furnaces and improvement of insulation, and review
without procuring external renewable energy.
of cooling systems. Furthermore, as a result of adopting renewable energy, such as by installing
Panasonic Corporation adapted a flow implementation photovoltaic power generation systems at each site, in January 2023, all global 14 sites*12
Factories Flow implementation using low-temperature
using a low-temperature solder to the mass production achieved net-zero CO2 emissions*13, including six in Japan and eight outside Japan
solders.
Reducing CO2 Emissions in of our household products*10 as a world first.*11 Lead-
*12 All of the global 14 sites managed by Panasonic Automotive
Factories free solders that were developed considering toxicity of lead are most commonly used now; *13 Press Release (January 27, 2023)
however, there is an issue that their melting points becomes high. On the other hand, as for low- WEB https://news.panasonic.com/global/press/en230127-2
Resource
temperature solders whose meting points are lower than 184°C, it is difficult to put such solders
Biodiversity Conservation into practical use because of their low intensity and durability. With a collaboration with materials ▪Collaborative measures sui China’s carbon peak and carbon
manufacturers, we have now optimized the chemical composition of the low-temperature solder. neutrality road map
As a result, we developed a Sn (tin) and Bi (bismuth) solder alloy (Sn-58Bi) that is suitable to the
The Chinese government announced its carbon neutrality long-term policy with the prospect
Chemical Substance Management flow implementation, and a flux dedicated to use for Sn-58B1, then applied the implementation
of the country’s carbon peak. There is a movement that the Chinese government tries to
flow using the low-temperature solder for mass production of our household products as a
Collaboration Across the world-first. As the melting point of Sn-58Bi is 90°C lower than those of conventional lead-free
strengthen the current Emissions Trading Scheme (ETS) particularly through early enforcement
Supply Chain of “Interim Regulations on the Management of Carbon Emissions Trading”, improvement of
solders, the power consumption during the implementation process is reduced by approx. 30%
accuracy of CO2 emissions data, and expansion of the scope of the subject and methods of
History of Environmental Activities (Scope 2). Furthermore, by using Sn-58Bi whose basic unit of CO2 emissions is low, the amount
of CO2 emissions is drastically reduced (Scope 3). Therefore, replacing the current solders with trades. As the Panasonic Group has a number of business sites within China, it is necessary to

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Environment clarify our country-specific environmental issues and their contribution values. To address any CO2 Emission in Business Activities (by operating company)
identified issues, we will proactively build collaborative measures optimized for China utilizing
our accumulated expertise of CO2 emissions reduction in production processes. Although the Panasonic Housing Solutions Co., Ltd 2% Others 3%
Panasonic Group is not in the eight sectors covered by China’s ETS, we will continue to monitor Panasonic Entertainment &
Policy Communications Co., Ltd. 3%
and understand the above-mentioned social trends as early as possible, and seek for various
Panasonic Corporation 35%
better methods for emission control such as increase of renewable energy use and conversion
Mid-term to Long-term Panasonic Energy Co., Ltd.
to zero CO2 factories from the viewpoint of establishing collaborative measures with local CO2 Emission
Environmental Vision 22%
stakeholders 163
Environmental Governance (10kt)

Fiscal 2023 Results Panasonic Automotive
These efforts in fiscal 2023 resulted in 4.7 TWh*14 of the energy used in business activities, and Systems Co., Ltd. 1%
Environmental Risk Management the amount of CO2 emissions was 1.63 Mt. The fiscal 2023 investment to reduce the amount of Panasonic Industry Co., Ltd. 30% Panasonic Connect Co., Ltd. 3%
Response to TCFD energy used and CO2 emissions by the efforts was 5.5 billion yen.*15 *16 Includes emissions of Panasonic Corporation of North America after FY2021
*14 In fiscal 2021, the unit used to measure the energy consumed in business activities was changed from TJ *17 We calculated the improvement rate of the ‘CO2 emissions intensity’ versus that of fiscal 2014’, which
Strategic Resilience through was obtained by dividing CO2 emissions by the sales volume of all Group companies.
to TWh. The consumed power is measured in kWh and the consumed fuel is measured using its calorific
Scenario Analysis value and then converted to electrical power units at 3.6MJ/kWh. These two values are then totaled. *18 The CO2 emission relevant to fuels was obtained by calculating with the factors stated in the “Guidelines
*15 The total amount includes all investments concerning reduction of the amount of the energy used and for Calculation of Greenhouse Gas Emissions” published by Japan’s Ministry of Environment. The factors
Our Businesses’ Contribution to for purchased electricity by country per fiscal year defined in “CO2 emissions from fuel consumption”
CO2 emissions. Note that differences or proportions of the investment are not calculated.
Carbon Neutrality by International Energy Agency (IEA). The FY2014 factors in the Book 2017 were used for FY2014. The
FY2018-2021 factors in the Book 2019 were used for FY2018-2021. The IEA Emissions factors 2021
Environmental Information Systems CO2 Emission in Business Activities and CO2 Emission (by region) Per Basic Unit were used for FY2022 and the IEA Emissions factors 2022 were used for FY2023.
Overview of Environmental Impact *19 Includes non-manufacturing sites after FY2023
(10kt) 100 (%)
and Environmental Accounting *20 In the case that net zero CO2 emissions is achieved in the middle of the FY, the CO2 emissions results
500 100
before the FY will remain.
CO2 emissions intensity*17
Eco-conscious Products and (compared with fiscal 2014 level)
Factories Breakdown of Total GHG Emissions (CO2-equivalent) in Business Activities
400 80 (by category)*21 [Unit: kt]
73
Reducing CO2 Emissions in 68 69
334 FY2021 FY2022 FY2023
Factories 61
Scope 2 Energy sources 1,862 1,723 ★1,433
300 Emissions*18 60
Resource Scope 1 CO2 from energy sources 246 232 ★224
235 ★45 Europe and CIS CO2 from non-energy 82 106 ★183
Biodiversity Conservation 223
211 India, South Asia,
195 Middle East and Africa CO2 1 1 1
200 40
Water Resource Conservation ★163 North America and
(non-
HFC 73 101 180
Latin America Energy
SF6 3 3 2
Chemical Substance Management Southeast Asia and Sources)
Pacific NF3 and others 5 2 1
100 20
Collaboration Across the China and Carbon offset by credit -12 -26
North East Asia
Supply Chain Total 2,189 2,048 1,812
Japan
History of Environmental Activities 0 0 *21 The emissions of GHG other than CO2 from energy sources by Hussmann Parent Inc. and its consolidated
2014 2019 2020 2021*16 2022 2023 (FY)*19 subsidiaries, Panasonic Corporation of North America, and non-manufacturing sites are not included.

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Environment Resources
Promotion of Circular Economy [Concept for the Actions toward Circular Economy]
Policy Alongside changes in customer lifestyles, there is now a growing global trend for customers We will promote effective utilization of resources and maximization of customer value by creating
to use only specific functions of a product, rather than using or owning the whole product. In circular economy business and evolving recycling-oriented manufacturing.
Europe, building a circular economy for sustainable economic growth has become a major
economic strategy, in a move away from continuous resource consumption. This trend is
Environmental Governance spreading around the world along with the change in customers’ sense of values. Amid this
development, the Panasonic Group is introducing the idea of circular economy and moving
forward in efforts to promote effective utilization of resources and maximization of customer
Environmental Risk Management value.
Response to TCFD The circular economy activities we promote have two aspects: 1) creation of circular economy
businesses, and 2) evolution of recycling-oriented manufacturing.
Scenario Analysis In order to realize the new value of using only product functionalities instead of using or owning
the whole product, we will strive to create circular economy businesses. These include a “Sharing
Our Businesses’ Contribution to service”, where multiple users use the same individual product, a “Product as a service”
Carbon Neutrality
where services are fulfilled based on functions, and “Repair and Maintenance, Refurbish and
Environmental Information Systems Remanufacturing”, where functions, values, and the lifecycle of a product are utilized in the
most efficient manner by recycling or reusing the product itself or the components used in the
products.
Alongside this, we continue to implement recycling-oriented manufacturing by reducing the
total amount of resources used, utilizing sustainable resources, and striving towards zero waste
Factories
emissions. Furthermore, we will develop recycling-oriented manufacturing to a higher level by
Reducing CO2 Emissions in using innovative materials and the latest digital technologies.
Factories
With all these activities, we aim to realize both “A better life” and a “Sustainable global
Resource environment” towards Panasonic GREEN IMPACT PLAN, based on an ecodesign concept which
maximizes customer value in use by increasing resource efficiency at each process in design, As specific activities, we continue to work towards achieving the resource-related targets listed
procurement, and production. in GREEN IMPACT PLAN (GIP) 2024. We plan to adjust our existing businesses along the circular
Water Resource Conservation economy aspects as outlined in our concept above. We are also using the same mapping with
future new businesses, and aim to establish at least 13 new circular economy business models
Chemical Substance Management by 2024.
Collaboration Across the We plan to improve materials to meet both the characteristics requirements and environmental
Supply Chain safety, ensure stable supplies, advance production technology to use new materials, and
History of Environmental Activities improve recycling technology, through which we aim to achieve a total of more than 90k tons of
recycled resin (cumulative from FY2023-2025). Additionally, zero waste emissions are important

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Environment for us as a part of efficient usage of resources and we will continue our efforts to achieve a The factory offcuts of synthetic marble, which is used to make kitchen counters, has particularly
factory waste recycling rate of 99%. grown into a promising project. We continue to offer new value through expanding collaborative
creation.
To accelerate these activities, we started the global project in April 2020 with Panasonic Europe
as the project lead. This five-year project is still ongoing, and its main aim is to identify the As another subscription model, we started a service
Policy
business opportunities related to a circular economy and assess their viability as new business for our rental housing, “noiful,” in January 2022.
Mid-term to Long-term models to be run as pilot programs. The Global Circular Economy Project also plays a role as Noiful*2 offers a rental service for the latest home
Environmental Vision a business opportunity platform among our group companies to promote collaboration across appliances pre-installed in a rental property, including
business boundaries. This project has become increasingly important, and has been fully support services to explain how to use the appliances,
integrated into the Sustainable Business Consortium, which promotes circular economy as a repairs and replacements, and appliance cleaning
Environmental Management Systems part of Panasonic GREEN IMPACT. when moving in and out. In the domestic real estate
market, housing stock is on an increasing trend due
Creation of Circular Economy Business to the population decrease etc. This becomes a Subscription service "noiful"
Response to TCFD range of social issues, such as an increase in aging buildings and more vacancies. Noiful offers
In our drive to promote the efficient use of resources and to maximize customer value, we are
“plentiful life without owning” to tenants, enabling people to move houses more easily, which
Strategic Resilience through working to create businesses based on a circular economy model. Our first business model
should help invigorate the rental housing market. This novel solution also contributes to solving
Scenario Analysis is our “products as a service.” We have implemented a scheme to provide display cases with
the social issue of increasing vacancies by adding a value to the rental property for owners and
refrigerators/freezers, combined with a refurbishment service for those refrigerators and freezers:
Our Businesses’ Contribution to management companies. Noiful is also designed to be a business model offering a recurring and
Instead of selling refrigeration equipment to supermarkets, convenience stores or other food
Carbon Neutrality stable high income, and new value to the three parties usually involved in the business: property
retailers, the service offers “food refrigeration” as a value. The refurbishment scheme focuses
owners, management companies, and tenants. The reuse and recycling of home appliances
Environmental Information Systems on inspecting and repairing display cases that have been used at retail chain stores for reuse
reduces environmental impact by eliminating the necessity of disposal and contributes to
at other retail stores. These services are expected to reduce maintenance and energy costs,
Overview of Environmental Impact building a sustainable society and life.
and Environmental Accounting and at the same time it will facilitate cheaper, low-budget store renovations by making business
management more efficient. Employment of paper packaging also reduces
Eco-conscious Products and environmental impact and provides ease of use at
Factories In Europe, we offer a remote monitoring service for the Aquarea Air-to-Water Heat Pump. This
the same time, encouraging environment-friendly
cloud-based maintenance service currently in operation in Denmark constantly monitors the
Reducing CO2 Emissions in consumption (consumer behavior that takes the
operations of the heat pump and detects any faults immediately. The monitoring service then
Factories environment into consideration).*3, *4 As our first
automatically dispatches engineers to inspect and repair the equipment onsite. We plan to
change, paper-based battery packaging was
Resource expand this maintenance service to other European countries. The use of IoT can ensure the
employed for some models of the EVOLTA NEO
prolonged life of the products, while at the same time improving their safety, reliability, and
Biodiversity Conservation Battery in October 2021. The coverage of such
convenience.
paper-based battery packaging was widened to Paper-based battery packaging
Water Resource Conservation The Revalue Project converts factory wastes into completely different products that offer new include more EVOLTA NEO Battery models, and the
value through creative design. To date, the factory wastes generated from production of irons, original EVOLTA Battery in April 2023. We also released an improved version of our eneloop
rice cookers, and system kitchens have been converted into bookends, lighting, and tables rechargeable nickel hydride battery that also incorporates paper-based battery packaging.
Collaboration Across the through collaboration with our partner companies. This project received a 2022 Good Design The new version offers longer usage duration per charge through its increased capacity while
Supply Chain Award (Business Model category) in recognition of the business value it offered. We have also retaining the same number of recharges. Demand for environment-friendly packaging has been
started a business to utilize factory offcuts generated in production. This is achieved by the increasing in recent years due to the worsening effects of climate change and plastic waste
three approaches of data utilization, ecological secondary use, and collaboration with creators. problems. According to a survey conducted by the Panasonic Group, 90% of respondents

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Environment thought that excess packaging and plastic are used in products in general, and 80% of them 1 Subscription services for refrigerator/freezer display cases
value environment-friendly packaging when purchasing products. For eneloop, the packaging
2 Subscription services for cooling box for pharmaceuticals
materials have been reduced by between 38% and 70% compared to the conventional blister
pack by adopting paper-based battery packaging. By increasing use of environment-friendly 3 Akari E Support services (LED Lighting leasing service)
Policy packaging in the eneloop lineup, we aim to reduce 5.7 tons of plastic and 21.5 tons of paper 4 Battery management business in the PC subscription services
in our usage every year, making a combined total of approximately 27 tons of packaging. 5 Effective utilization of owned buildings
Environmental Vision The elimination of shrink film to cover the batteries also makes it easier to open. The package 6 Business development of mixed cellulose plastics
can also be used as storage for unused batteries and be disposed of as recyclable paper or
Environmental Governance 7 Refurbishment services with Lawson
general waste. Less packaging materials reduces the environmental impact and easy-to-handle
packaging reduces the labor of opening and disposing. We thereby offer a little help in the lives 8 Subscription services for home appliances (noiful)
of our environmentally-conscious customers. 9 Use of factory wastes for parts
Environmental Risk Management 10 Adoption of paper-based battery packaging
Under a partnership with Lawson, we are jointly
Response to TCFD working on energy saving, CO2 emissions reduction, *1 See WEB https://www.tennoz-rim.tokyo/
and more efficient usage of resources. The Lawson *2 See WEB https://news.panasonic.com/jp/press/data/2022/01/jn220119-1/jn220119-1.html
store opened in Nanjing in July 2020 was built
Scenario Analysis *3 See WEB https://panasonic.jp/topics/2023/03/000000746.html
with significantly less building waste through
*4 See WEB https://news.panasonic.com/jp/press/jn230330-1
Our Businesses’ Contribution to prefabricated construction and material recycling.
Carbon Neutrality The same kind of stores have also been built in
Evolution of Recycling-Oriented Manufacturing
Shenyang and Tianjin. Further, we started operating
Environmental Information Systems Prefabricated Lawson store
mobile convenience stores in Shenyang and We use many kinds of resources, including iron (28 % of total resources used) and plastic (10
Overview of Environmental Impact Wuhan. The store vans are equipped with refrigerators and other electrical equipment realizing % of total resources used), because of our wide range of products and businesses, from home
and Environmental Accounting flexible and effective sales. Another ecological scheme recycles refurbished store facilities in appliances, components such as semiconductors and batteries, housing, and B2B solutions.
Chongqing, Shanghai, and other areas to reduce facility waste. In addition, model eco-friendly In recycling-oriented manufacturing, we are further working on reducing the input of virgin
stores were opened in Shanghai in April 2021, and Dalian in July 2021. These next-generation resources, while increasing the amount of recycled resources. And in that context, we are
Factories
stores boast high environmental performance through the latest energy and CO2 emissions working to establish a circular system according to resource type and features.
Reducing CO2 Emissions in saving solutions, including an Energy Management System (EMS) that visualizes and controls Furthermore, we are clarifying recycled resource use by identifying the volume of each type of
Factories
electricity usage by refrigerators and air conditioners. These solutions received high praise in the resource used across the Panasonic Group. For example, in the case of recycled resin, we used
Resource China International Import Expo (CIIE) held in Shanghai in 2022. approx. 12.4 kt of recycled resin in our products in fiscal 2023. In order to achieve the respective
As described above, we are working to create circular economy businesses. We completed GREEN IMPACT PLAN (GIP) 2024 target, we worked on responding to the characteristic
mapping out the relationships between our existing businesses and a circular economy based required for components, ensuring a stable supply, devising ways to use at the manufacturing
Water Resource Conservation on the analytical method that we developed in fiscal year 2020. According to this mapping, we site, and developing recycling technologies.
Chemical Substance Management are steadily converting our businesses to a circular economy structure and four more circular As for the factory waste recycling rate*5, we had traditionally set different targets for Japan
economy businesses were created this fiscal year in addition to our six existing ones. We are and countries outside Japan according to the relevant local infrastructures. However, given
Collaboration Across the continuing to expand the scale of our circular economy business. increased awareness of the importance of zero waste emission activities, we have set a globally
Supply Chain
standardized target since fiscal year 2011 and are taking steps to improve the standard level of
History of Environmental Activities waste recycling across the entire Group. The factory waste recycling rate in fiscal year 2023 was
99.1% compared to our target of more than 99%, falling short of the target (see page 51). We

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Environment will continue to implement measures to achieve the zero waste emissions. ▪Reduction in Resources Used
*5 Factory waste recycling rate = Amount of resources recycled/(Amount of resources recycled + Amount of To minimize the use of resources for production, we continuously look to reduce the weight
landfill)
of our products. Through the Product Environmental Assessment (see page 39), we have
been promoting resource saving from the product planning and design stage, such as using
Policy
Breakdown of Input Virgin Resources Used in Fiscal 2023 (by category) less resources, making our products lighter and smaller, and using less components. We also
Mid-term to Long-term implement various measures from the standpoint of resource recycling throughout the product
Environmental Vision life cycle, such as component reuse, longer durability, use of recycled resources, easier battery
Environmental Governance removal, and labels necessary for collection/recycling.

Iron 28%
Other 35% Examples of weight reduction and recyclable product design are also introduced in the following
website.
Environmental Risk Management WEB https://www.panasonic.com/global/corporate/sustainability/eco/resource/recycling_oriented_manufacturing.html
Plastic 10%
Response to TCFD Paper and cardboards ▪Use of Sustainable Materials
5%
Strategic Resilience through Under the concept of “product-to-product”, we are Make
Metals other than iron 6%
Scenario Analysis enhancing our initiatives of utilizing resources recovered the product
Wooden materials 6% Construction materials 10%
from used products. As for resin, we promote the reuse
Carbon Neutrality of resin recovered from our used home appliances
Results of Recycled Resin Usage (Cumulative total from fiscal 2015) Resources
(refrigerators, air conditioners, washing machines, and recycling
Environmental Information Systems (kt) TVs) for our products. We also started recycling scrap iron
140
Recycle Use
135.1 recovered from used home appliances in our products in resources the product
Overview of Environmental Impact 122.7
and Environmental Accounting 120 2013.
108.0
92.8
WEB Our approaches to Resources Recycling
100
Eco-conscious Products and 79.4 https://www.panasonic.com/global/corporate/sustainability/eco/resource_sp.html
Factories 80
64.9
60 50.6 ▪Enhanced Use of Recycled Resin
34.7 To efficiently utilize resin recovered from used home appliances in addition to metals such as
Factories 40
20 16.0 iron, copper, and aluminum, our recycling factory, Panasonic Eco Technology Center Co., Ltd.
Resource (PETEC), and Kato Plastic Recycling Factory of the Appliances Company work together for resin
0
2015 2016 2017 2018 2019 2020 2021 2022 2023 (FY) recycling.
Water Resource Conservation Process of Resin Recycling

Components, such
as air conditioner
Chemical Substance Management Used home
appliances
Contamination-removed filter frames and
Highly-pure plastic plastic with restored refrigerator duct covers
strength & life span utilizing recycled resin
Supply Chain Kato Resin Panasonic
PETEC Circulation
Factories
Factory
History of Environmental Activities (Extract plastic) (Clean and restore
strength & life span)
(Reuse the plastic
in products)

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Environment Using technologies such as our original near-infrared of the material despite the high content of cellulose fiber, enabling product designs intended to
identification technology, PETEC is capable of sorting feature the natural feel of the material. (The product received the MEXT Minister’s Prize under
shredder residue of waste home appliances into three major the FY2021 50th Japan Industrial Grand Prize held by Nikkan Kogyo Shimbun, Ltd.) In March
types of resins with different purposes and properties— 2023, we started sales of sample molding materials made of plastic and plant-derived cellulose
Policy polypropylene (PP), acrylonitrile butadiene styrene (ABS), fiber, kinari CeF70-PP, “kinari70.”
and polystyrene (PS)—at a material purity of over 99%.
Mid-term to Long-term We successfully established a commercial level of technology to
Environmental Vision The recycled single resins sorted and recovered at PETEC mix a high density plant-based cellulose fiber into resin. We then
are then transferred to the adjacent Kato Plastic Recycling applied the same technology to mix cellulose fiber into plant-based
Environmental Governance Near-infrared sorting machine that can
Factory to be further purified and processed to recover sort three types of resin simultaneously resin (bio-polyethylene) and successfully developed 90% high
Environmental Management Systems their chemical properties. Kato Plastic Recycling Factory is density cellulose fiber composition materials. Mixing a high density
a manufacturing and development site that demonstrates promotion of use of recycled resin at cellulose fiber into soft bio-polyethylene enabled us to achieve the Cellulose fiber composition
Environmental Risk Management materials with a biomass
our Living Appliances and Solutions Company, a home appliance manufacturer and seller. The same strength as our conventional kinari, but in a white color. content of 90% or more
Response to TCFD factory plays an important role in enhancing recycled resin utilization by developing recycling
To produce fully biodegradable composition materials, we combined plant-based cellulose
technologies, such as a more efficient method that improves the performance of recycled resin.
Strategic Resilience through fiber with biodegradable resins. Conventional biodegradable resins have more restricted
Generally, the strength and lifespan of resin deteriorate over time. This is why its chemical
Scenario Analysis applicability compared to generic resins, such as polypropylene, due to their lower strength
properties have to be recovered to the level of new resin to make them usable as materials and
and durability. When mixed with cellulose fiber, such biodegradable resins show poor fluidity,
Our Businesses’ Contribution to components in new products. Because of the differences in the physical properties required
therefore their application became even narrower. We developed composition materials that
Carbon Neutrality by different products, we have been examining the properties of recycled polypropylene,
offer biodegradability and high plasticity to the level of 1 mm-thick molding, by blending multiple
polystyrene and acrylonitrile butadiene styrene, and have developed technologies to create new
Environmental Information Systems biodegradable resins, including plant-based polylactide resin, with appropriate additives.
formulas for resin components, adding our own proprietary antioxidant and mixing recycled resin
Overview of Environmental Impact with new resin. To increase usage of recycled plastic across Panasonic, we plan to find recycled Just in the same way as conventional kinari, the new material is also available as white pellets
and Environmental Accounting plastic suppliers based on the recycled plastic development and quality assessment techniques that can be colored as required.
Eco-conscious Products and cultivated in our Kato Plastic Recycling Factory. The new material has been certified as a biodegradable biomass plastic by the Japan BioPlastics
Factories Development and Use of New Sustainable Materials Association.
Reducing CO2 Emissions in Cellulose fiber can be derived from various natural resources, such as wood residues from In the area of housing materials, we exclusively developed an eco-conscious wood-based
Factories forest thinning, and other organic wastes, and it is now drawing attention as a resource with flooring substrate that utilizes 100% recycled wooden materials (excluding glue) made from
low environmental impact. In fiscal 2019, we developed a composite polypropylene (PP) resin construction waste and unused materials. Thanks to our wide-ranging processing technologies,
Resource
containing plant-derived cellulose fiber as an additive. Also, we developed a molding material we successfully created a substrate with high density with superior solidity compared with
Biodiversity Conservation mixed with plant-derived cellulose fiber. This new eco-conscious material is used in the frame general plywood and which offers excellent scratch and dent resistance. The starch in wooden
parts of our cordless stick-type vacuum cleaner and contributes to its reduced weight, one of materials can attract insects (lyctus), however, our product is insect resistant as it has a
the most important features of the product. In fiscal 2020, the content of the cellulose fiber could low starch content. The substrate also offers excellent scratch and dent resistance and is
Chemical Substance Management even be increased to more than 55% while maintaining the whiteness of the material thanks to therefore ideal for coping with wheels on chairs and furniture. The board’s tongue and groove
our special processing technology. structure is also designed to deliver easy installation. Further, a part of the sales revenue from
this sustainable flooring is donated to Gunma Prefecture’s forestry fund. The entire life of the
Supply Chain In fiscal 2021, we further advanced the technology to increase the amount of cellulose fiber, and
floorboarding is consistent with an environment-friendly approach. This product can reduce the
established a process that enables 70% cellulose fiber composition, along with a technology
History of Environmental Activities consumption of natural materials and also contributes to preserving biodiversity (see page 57).
that can smoothly mold the material into products. These technologies increase the plasticity
We intend to develop more new products with this technology, focusing also on developing

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Environment new recyclable resources. the technology to improve the applicability of the recycled iron. From this we identified the
WEB Developed a high-density cellulose fiber composition material which has flexibility in design optimum application of the electrical steel plates, and refined its specific features (e.g. shape,
https://news.panasonic.com/jp/press/data/2019/07/jn190708-1/jn190708-1.html strength, and weldability) to meet application-specific requirements. Use of thin electrical
WEB Commenced sales of samples of kinari, high density cellulose fiber composition materials steel plates in our products was first made possible in 2011. Through this close collaboration,
Policy https://news.panasonic.com/jp/press/data/2021/12/jn211201-2/jn211201-2.html we materialized this recycling scheme in 2013, a scheme where a home appliance recycling
WEB Jointly developed ECOALF, the sustainable fashion brand of Sanyo Shokai Ltd. company that we own supplies scrap iron to be used to make electrical steel plates.
https://news.panasonic.com/jp/press/data/2022/03/jn220330-2/jn220330-2.html
Environmental Vision The amount of scrap iron we initially supplied to Tokyo Steel was about 50 t per month. In
WEB Jointly developed the K-WORLD ism products with Panasonic Production Engineering Co., Ltd.
fiscal 2023, it reached over 2.6kt per year, and the recycled steel is being used in our products,
Environmental Governance https://news.panasonic.com/jp/press/data/2022/04/jn220419-3/jn220419-3.html
WEB Developed 70% high density cellulose fiber composition materials including washing machines and ceiling materials for housing.
Environmental Management Systems https://news.panasonic.com/jp/press/data/2021/02/jn210204-1/jn210204-1.html

WEB Developed 90% high density cellulose fiber composition materials. Self-recycling Scheme Process
https://news.panasonic.com/jp/press/data/2022/03/jn220318-2/jn220318-2.html
Response to TCFD WEB Developed fully biodegradable cellulose fiber molding material PETEC・PETECK Tokyo Steel Panasonic
https://news.panasonic.com/jp/press/jn221206-1
Scenario Analysis ▪Building a Recycling Scheme for Scrap Iron
Jointly with Tokyo Steel Co., Ltd., we started a recycling scheme for scrap iron in July 2013. In
Carbon Neutrality this scheme, we recover the scrap iron from used home appliances and Tokyo Steel makes it
into steel sheets. We then purchase the sheets back as a material for our products. Supplying
Environmental Information Systems scrap iron for recycling and repurchasing the recycled iron is the first scheme of its kind in the
Japanese electrical manufacturing industry.
Overview of Environmental Impact Add supplied scrap iron to
and Environmental Accounting the electric steel plate
Self-recycling Scheme for Electric Steel Plates manufacturing process
Waste home
Factories Products appliances
Reducing CO2 Emissions in Companies Sell Customers Discard PETEC

Factories and Divisions PETECK
Supply high quality scrap iron
Disassemble Processing electric
Resource recovered from home
Purchase and sort steel plates
appliances
(Photos: Lightweight ceiling
Biodiversity Conservation Steel plates Scrap iron Completed electric materials by Panasonic Homes)
steel plates
Supply
Water Resource Conservation Tokyo Steel
Chemical Substance Management The increase in electrical steel plate usage leads to an increase in the usage of scrap iron, which
Specifically, scrap iron from home appliances collected and treated at PETEC and Panasonic is one of the most important resources in Japan. In addition, producing steel plates from scrap
Collaboration Across the Eco Technology Kanto Co., Ltd. is supplied to Tokyo Steel, where the scrap iron is processed iron emits much less CO2 compared with producing steel plates from scratch. This scheme
Supply Chain
into electrical steel plates.*6 We procure the recycled steel plates and utilizes them in products. also stabilizes the procurement price, because the price of scrap iron supplied from PETEC
History of Environmental Activities Discussions with Tokyo Steel commenced in 2010, and we have worked together since then to and the price of electric steel plates procured from Tokyo Steel are determined by the scrap
improve the quality of recycled iron to a level sufficient for production use, as well as developing iron fluctuation rate agreed between the two companies. We will further expand this recycling

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Environment scheme for more efficient resource utilization, CO2 emissions reduction, and stabilization of on waste recycling issues between our local factories and group companies in Japan, we also
procurement prices. promote the sharing of excellent examples and know-how among our factories across regions
*6 Steel produced from scrap iron melted and refined in an electric arc furnace. by utilizing BA Charts*8 prepared by each region, following our long-standing approach toward
CO2 reduction activities.
Policy ▪Zero Waste Emissions—Improving Factory Waste Recycling Rate *7 Definition by the Panasonic Group: Recycling rate of 99% or higher. Recycling rate = Amount of resources
Mid-term to Long-term From the viewpoint of effective usage of resources, we believe that generation of waste and recycled/(amount of resources recycled +amount of landfill).
revenue-generating waste at factories must be minimized, even if such waste could be sold as *8 A chart-format summary of comparisons between “before and after” implementation of waste reduction
and recycling measures.
valuable commodities. Based on this belief, we identify the amount of generated waste (including
Environmental Governance both revenue-generating waste and factory generated waste) and classify it into: (1) recyclable
Amount and Recycling Rate of Total Wastes
Environmental Management Systems waste (including those that can be sold and those which can be transferred free of charge or by
Including Revenue-generating Waste
paying a fee), (2) waste that can be reduced by incineration or dehydration, and (3) landfill (waste
Environmental Risk Management with no option other than being sent to landfills). Total wastes Waste recycling rate
(kt) (%)
1,000 100
Response to TCFD We reduce the emission of waste by boosting yield in our production process and increasing
the recycling rate of our waste materials. Accordingly, we strive globally toward achieving our 99.1 99.1 99.0 99.1
Strategic Resilience through 800
98.9
98.7 99
Zero Waste Emissions from Factories goal by reducing the amount of landfill to nearly zero. We
*7
Scenario Analysis
have reinforced such efforts particularly in China and other Asian countries, where many of our
Our Businesses’ Contribution to factories are located. 600 98
Carbon Neutrality
With the waste plastic import control introduced in China, the volume of material being recycled 372 374
400 344 97
Environmental Information Systems has dropped, leading to an increase in landfill waste disposal. As a result, the factory waste 303 314
★282
recycling rate in fiscal 2023 was 99.1%, achieving the 99% target in our GPI 2024. We will
Overview of Environmental Impact 200 96
introduce more activities which aim to maintain and improve the factory waste recycling rate.
As a means to reduce the generation of waste, we are fostering resource-saving product design. 0 95
Eco-conscious Products and 2018 2019 2020 2021 2022 2023 (FY)
In our production activities, we are engaging in resource loss reduction, employing our own
Factories
unique material flow analysis methods. We consider materials that do not become products
Reducing CO2 Emissions in and excessive use of consumables as resource losses, and make the material flow and lost Breakdown of Total Wastes Including Breakdown of Landfill (by region)
Factories values for each process visible in order to resolve the issues in close collaboration with the Revenue-generating Waste (by region)
Resource design, manufacturing, and other relevant business divisions. In the future, we will promote Europe & CIS 4% India, South Asia, Europe & CIS 5% India, South Asia,
further reductions in resource losses through the Resource Loss Navigation, our original system North America & Middle East & Africa 2% Middle East & Africa 2%
Biodiversity Conservation developed to automatically display information to help reduce resource losses. Latin America
9% Japan 8%
Water Resource Conservation As an initiative to reduce the amount of final disposal of waste and valuables, we will reduce the
amount of materials that are particularly difficult to recycle, such as thermosetting resins. We are Japan Southeast
FY2023 FY2023
Chemical Substance Management China &
282 kt 42% Asia &
also strictly adhering to waste sorting practices in production processes to further expand the Northeast 2.3 kt Oceania
Collaboration Across the reuse of resources. Asia 41%
Supply Chain 21%
Because waste recycling rates in our overseas factories lag behind those in Japan, we have
History of Environmental Activities worked to improve the average level of recycling activities by sharing information within and Southeast Asia & North America & China &
between regions outside Japan. Specifically, in addition to accelerating the information sharing Oceania 23% Latin America 30% Northeast Asia 15%

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Environment Breakdown of Total Wastes Including Revenue-generating Waste for Fiscal 2023 (by category) (kt) ▪Product Recycling Initiatives in Japan
Items Total wastes Recycled Landfill In response to the Home Appliance Recycling Law of 2001,
Metal scrap 127 126 0.6 which covers four specified kinds of home appliances*9,
manufacturers were grouped into two groups, Group A
Policy Paper scrap 31 31 0.1
and Group B, to collect and recycle the four specified
Plastics 34 32 0.7
Mid-term to Long-term kinds of used home appliances. We belong to Group A,
Environmental Vision Acids 14 9 0.05 and to work on recycling, we have established Ecology
Sludge 8 7 0.2 Net Co., Ltd. jointly with Toshiba Corporation to operate
Wood 24 24 0.01 and manage a geographically dispersed recycling network
Environmental Management Systems through the effective use of existing recycling facilities Machine to turn over air conditioner
Glass/ceramics 4 4 0.1 outdoor units at PETECK
nationwide. This management company supervises 329
Environmental Risk Management Oil 12 11 0.05 designated collection sites (shared by Group A and Group B) and 30 recycling plants, based
Response to TCFD Alkalis 15 14 0.003 on consignment from Group A manufacturers (18 companies including the Panasonic Group).
Other *8 11 10 0.6 Additionally, we invest in Panasonic Eco Technology Center Co., Ltd. (PETEC), Panasonic Eco
Strategic Resilience through Technology Kanto Co., Ltd. (PETECK), and Chubu Eco Technology Co., Ltd. (CETEC)*10 and
Scenario Analysis Total 282 268 2.3
exchange information with product manufacturing divisions to develop easy-to-recycle designs, as
*8 Combustion residue, fiber scraps, animal residue, rubber scraps, debris, ash particles, items treated for
Our Businesses’ Contribution to well as conducts research and development to efficiently recover and supply more resources. In
disposal, slag, infectious waste, polychlorinated biphenyls (PCBs), waste asbestos.
Carbon Neutrality fiscal 2023, we recycled approx. 161.91 kt of the four specified used home appliances.
Environmental Information Systems Global Initiatives for Used Product Recycling Although the statutory recycling rate*11 is being raised in phases, our recycling plants have been
achieving recycling rates higher than the legal requirement by reviewing and improving recycling
For the purpose of efficient use of natural resources and prevention of environmental pollution,
Overview of Environmental Impact equipment and processes in view of the characteristics and materials of respective products as
and Environmental Accounting many countries around the world have been enacting recycling laws and developing their
well as higher recycling efficiency.
recycling systems. Examples include: the Law for Recycling of Specified Kinds of Home
Eco-conscious Products and Appliances (Home Appliance Recycling Law) and the Act on the Promotion of Effective Utilization In the summer of 2019, PETECK automated a part of its air conditioner processing line, using an
Factories of Resources in Japan, the WEEE (Waste Electrical and Electronic Equipment) Directive in articulated robot to turn over and transfer air conditioner outdoor units during the dismantling
the European Union, and recycling-related laws in many states in the United States as well process. The recognition device identifies the position and size of the outdoor unit, and based
as in China. In addition to complying with the Basel Convention which controls the transfer of on the identified information the articulated robot picks up and moves the unit to the standard
Factories
hazardous waste to non-OECD countries as well as with related laws in respective countries, the dismantling process or to the process for dismantling special items such as window-type units.
Resource Panasonic Group strives to establish the most efficient recycling system in each country that is This has enabled safe and efficient air conditioner processing, relieving workers of dangerous work
in line with its local recycling infrastructure, including the utilization of third parties. that required physical strength to turn outdoor units (weighing 33 kg in average) upside down.
As for PETEC, it promotes high grade single-plastic recycling using plastic recognition equipment.
Product recycling results in fiscal 2023 are as shown below. As for the situation outside Japan,
Water Resource Conservation See pages 48-49 for more details.
with the decrease in the volume of collection and recycling due to recent reforms of business
*9 Air conditioners, TVs, refrigerators/freezers, and washing machines/clothes dryers.
Chemical Substance Management areas in various countries, the weight of collected products is on a flat or downward trend. *10 PETEC is a company fully invested by the Panasonic Group, and PETECK and CETEC are joint ventures
between Mitsubishi Materials Corporation and the Panasonic Group.
Collaboration Across the FY2022 Results *11 Statutory recycling rate = Recycling rate specified by law (Valuable resource weight/Total weight of used
Supply Chain home appliances).
Japan Processed approx. 161.91 kt of four kinds of used home appliances The statutory recycling rates were raised in 2009 and 2015, and are currently at least: 80% for air
History of Environmental Activities conditioners, 55% for CRT TVs, 74% for LCD and plasma TVs, 70% for refrigerators and freezers, and
USA Collected approx. 76 t of used electronic products
82% for washing machines and clothes dryers.

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Environment WEB Overview of Recycling of Specified Home Appliances (Japan) US and Canada. Call2Recycle provides collection program and a robust retail collection network
https://www.panasonic.com/global/corporate/sustainability/eco/resource/recovery/recycling.html for over 300 companies, and collected more than 94.5 kt of primary and rechargeable batteries
WEB Panasonic Eco Technology Center Co., Ltd. (PETEC) in the US and Canada since the organization’s inception.
https://panasonic.net/eco/petec/
Recycling end-of-life products in Canada started in 2004 with the Alberta Government Extended
Policy
▪Efforts in the Europe / CIS Region Producer Responsibility (EPR) Regulation. Since then a total of ten provinces and two territories
Mid-term to Long-term In 2021, we collected approx. 21.87 kt*12 of used products covered by the WEEE Directive across have legislated WEEE, each with their own unique parameters and requirements. In an effort
Environmental Vision Europe. to harmonize these programs, Panasonic Canada takes an active role in the governance of
the Electronic Product Recycling Association, a not-for-profit management organization. The
Environmental Governance Circular Economy as the main trigger for usage of recycled material in products currently active provincial EPR programs have proven to be very effective in diverting e-waste as
The EU released its 1st and 2nd ‘Circular Economy Action plan in 2018 and 2020, and in a similar
Environmental Management Systems reflected in 2020 totals, where 109.41 kt in Canada were collected.
way, many EU Member States have published their own national Circular Economy Action Plans.
Environmental Risk Management Meanwhile, we see more and more legislative requirements coming up in in Europe that put the ▪Efforts in China
usage of recycled material in new products in its focus. As an example, the draft EU Ecodesign In China, we are engaged in activities to clarify the products covered by the Second Catalog
Response to TCFD
for Sustainable Products Regulation (ESPR) has been published – expected to enter into force (published in February 2015) of the Regulation for the Administration of the Recycling and
Strategic Resilience through 2024 or 2025 – will set the legal frame for minimum amounts of recycled material that will be Treatment of Waste Electrical and Electronic Products, which was published in May 2012
Scenario Analysis individually defined for different product groups. Accordingly, Panasonic has started considering and enforced in July of the same year. In addition, we actively gather information and submit
how to prepare our business for such new recycled material requirements in future. For instance, comments on setting unit-based rates for the covered products, toward early disclosure of
this includes ensuring stable material supplies with guaranteed quality. In addition, we intensified information by Chinese governmental organizations such as the Ministry of Environmental
Carbon Neutrality
the internal discussion about the impacts on product design, the enhanced reuse of products Protection and the Ministry of Finance.
Environmental Information Systems and components, or how to further improve and simplify the recyclability of products.
We are also carrying out an assessment of the development of the Plan on Promoting Extended
*12 Calculated by multiplying the weight of collected products per collection system by our market share in Producer Responsibility promulgated by the government in January 2017, as well as reviewing
terms of weight per collection system.
and Environmental Accounting our responses toward the expected publication of operational rules to the China Solid Waste
Eco-conscious Products and ▪Efforts in North America Environmental Pollution Prevention Law which was enforced in September 2020.
Factories The Panasonic Group continues its leadership role in establishing and operating a recycling ▪Efforts in Southeast Asia and Oceania
system for waste batteries and consumer electronic products in North America. Following Vietnam
the startup of a state recycling law in Minnesota in July 2007, we established the Electronic
Factories With the introduction of recycling law in July 2016, producers and importers are required to
Manufacturers Recycling Management Company, LLC (MRM), jointly with Toshiba Corporation
establish a take back scheme for their products sold in Vietnam. Panasonic Sales Vietnam (PSV)
Resource and Sharp Corporation in September of the same year, and began recycling TVs, PCs, and other
has since set up 7 collection points: two in Ho Chi Minh, and one each in Hanoi, Thanh Hoa,
electronic equipment.
Biodiversity Conservation Nghe An, Da Nang, and Can Tho. In 2022, PSV has continued to collect 16.4 tons of e-waste
With collaborative ties to several recycling companies, MRM operates collection programs on which were sent to licensed recyclers for proper treatment despite the recycling law being
Water Resource Conservation behalf of numerous companies across 20 states and the District of Columbia. The cumulative superseded by the Law on Environmental Protection 2020 effective since January 2022.
total of collection by MRM has exceeded 1.2 billion lbs. (approximately 600 kt) since its inception
Chemical Substance Management The Law on Environmental Protection 2020 sets out requirements for a wide range of
in 2007. With the changes in our business strategies in the US, our remaining collection
environmental issues, including the enhancement of e-waste management in Vietnam. The
Collaboration Across the obligations are de-minimis, MRM will continue operating its collection programs on behalf of the
Government has also issued “Decree 08/2022 Detailing a Number of Articles of the Law on
Supply Chain manufacturers it serves.
Environmental Protection” and “Circular 02/2022/QD-TTg Detailing the Implementation of a
History of Environmental Activities As for waste batteries, we established Call2Recycle in 1994 jointly with other battery Number of Articles of the Law on Environmental Protection” under the Law on Environmental
manufacturers, and now provide recycling programs for rechargeable batteries throughout the Protection 2020 which took effect since 10 January 2022 and requires producers/ importers to

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Environment contribute financially for waste treatment of primary batteries from 1 January 2022. PSV has since ▪Efforts in India
made the necessary financial contribution for primary batteries placed in the market in 2022 to
In India, the new e-waste recycling law has been implemented by the Ministry of Environment,
ensure proper waste treatment for these batteries. Moving forward, producers/ importers will also
Forests and Climate Change (MoEFCC) from the 1st of October 2017, with Extended Producer
be required to contribute financially or self-manage e-waste recycling for rechargeable batteries
Responsibility (EPR) targets based on end-of-life (EoL) defined in the e-waste (Management)
Policy from 1 January 2024 and electronic products from 1 January 2025.
rules 2016. To fulfill the compliance, we will collect and recycle waste home appliances through
Mid-term to Long-term Panasonic Sales Vietnam will work closely with the Vietnamese government to support the the “I Recycle” program already established by Panasonic India (PI).
Environmental Vision implementation of an effective waste treatment and e-waste recycling scheme.
We have also been taking part in the Consumer Electronics and Appliances Manufacturers
Environmental Governance Australia Association (CEAMA), which promotes an analysis of current recycling activities in India as well
The National Television and Computer Recycling Scheme (NTCRS) was established in Australia as a long-term plan for waste problem solutions.
Environmental Management Systems in 2011. Since 1 July 2021, the NTCRS has been superseded by the Recycling and Waste
We are having various dialogues with the Indian government, jointly with CEAMA, about the EPR
Environmental Risk Management Reduction (Product Stewardship –Televisions and Computers) Rules 2021 made under the target and EoL definition for recycling management.
Recycling and Waste Reduction Act 2020, which will provide a new legislative framework to
Response to TCFD manage waste, recycling and product stewardship. Currently, the national framework covers We are also actively engaged in different active associations including the Federation of Indian
Chambers of Commerce and Industry (FICCI) and Confederation of Indian Industry (CII) to
Strategic Resilience through televisions and computers, including printers, computer parts and peripherals.
establish an even more efficient and robust recycling system and to submit industry comments
Scenario Analysis Panasonic Australia (PAU) partnered with Ecycle Solutions, a co-regulatory arrangement approved to the Indian government for a better governance system.
by the Australian government to fulfill its obligation under the national scheme, since May 2021.
Carbon Neutrality Between January 2022 and December 2022, 23 tons of e-waste were recycled. ▪Efforts in Latin America
Since April 2021, PAU has also joined the Battery Stewardship Council (BSC) as a member. As part In response to a growing trend in stricter environmental laws in Latin American countries,
Environmental Information Systems discussions on the establishment of recycling laws and actual enforcement are being conducted.
of obligations of a member, PAU has been contributing to recycling costs for batteries imported,
Overview of Environmental Impact including 91 tons of batteries imported between January to December 2022. In Brazil, a sectoral agreement on home appliances was concluded in October 2019, and a
and Environmental Accounting Singapore Federal Decree specifying a system to collect and recycle household electrical and electronic
Eco-conscious Products and The Resource Sustainability Act introduced in Singapore in 2020 requires producers of regulated equipment was enforced in January 2021. As one of the main members of a waste home
Factories consumer products to join the licensed Producer Responsibility Scheme (PRS), which started in appliance management body (ABREE), we collaborated in the establishment of a reverse
July 2021. For Compliance Year 2 (July 2022 – June 2023), a Collection Target of 60% (of weight logistics system (a system to collect used products), and promotes efficient collection and
Reducing CO2 Emissions in treatment of used products.
supplied) was set for regulated Large Household Appliances (LHAs) and 20% for Portable
Factories
Batteries. Panasonic Singapore has been working closely with the authorities and PRS operator In Peru, under the recycling law that came into force in 2016, we joined a nonprofit waste
Resource to ensure the smooth implementation of the PRS. A total of 5,963 tons of regulated e-waste management organization (ASPAGER) as a leading member, and started a used-product
were collected by the PRS operator, of which LHAs comprised of a total of 91% by weight recovery program.
Biodiversity Conservation between January to December 2022.
In Colombia, a framework law for home appliance recycling was enacted in 2018. We have been
Water Resource Conservation Other Countries in Southeast Asia and Oceania a member of a used-product collection program (Red Verde/Lumina) conducted by an industry
Regulators in Malaysia, Thailand, the Philippines, and New Zealand are also gearing towards group (ANDI) since 2014, prior to the enactment of operational rules.
the global trend of mandating end-of-life product recycling. Discussions with regulators and
In Mexico, a collection program is implemented under the government-approved recycling
Collaboration Across the industry bodies are in progress. We hope to contribute to the formulation of sustainable e-waste
Supply Chain management plan.
management policy in each country through engagement with local governments and industry
associations and participation in pilot recycling projects. In Chile, the legislation is being considered, and preparations for setting up a collection program
are underway through continuous discussions with the government.

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Environment Biodiversity Conservation

Ways of Thinking about Biodiversity Initiatives for Sustainable Procurement of Raw Materials
Policy Our social lives and business activities are based on various benefit provided by the natural Firstly, we plan to include our consideration for biodiversity protection in Procurement
capital (ecosystem services). It has been recognized that conservation of biodiversity is as Department’s “Green Procurement Standards” to ensure that these practices are carried out
Mid-term to Long-term across our whole supply chain.
important as measures for climate change and resource recycling and they are closely linked
each other in establishing a society where humans and nature coexist in harmony which is
In regard to procurement for wood, we discussed extensively with World Wide Fund for Nature
Environmental Governance a long-term vision of the Sustainable Development Goals (SDGs) and the United Nations
(WWF) Japan over our green procurement; and formulated the “Panasonic Group Green
Convention on Biological Diversity.
Environmental Management Systems Procurement Guidelines for Wood” aiming for conservation of biodiversity and sustainable use
In December 2022, “the Kunming-Montreal Global Biodiversity Framework (GBF)” was agreed in of natural resources in 2010. Based on these guidelines, we conduct an annual survey on wood
Environmental Risk Management material procurement among our suppliers.
the UN Biodiversity Conference (COP 15) held in Montreal.
Response to TCFD Aiming to achieve the 2050 Vision for ‘a world living in harmony with nature’, the framework In fiscal 2022, we exchanged opinions about sustainable material procurement with WWF
covers the 2030 mission, which aims to ‘take urgent action to halt and reverse biodiversity loss’. Japan. In the discussion with WWF Japan, we confirmed growing importance of environmental
Scenario Analysis The international targets to achieve a nature-positive world by 2030 are ‘the GBF targets’ and 23 and social (human rights) considerations, in addition to importance of compliance with laws and
action-oriented global targets were determined in the COP15. regulations for our timber procurement. This discussion also gave us an opportunity to think
Our Businesses’ Contribution to about future measures.
Carbon Neutrality As the biodiversity goal in our GREEN IMPACT PLAN 2024 (GIP2024), we set targets to reduce
the impact from business activities on the ecosystem for its recovery, aiming at a nature positive ▪Exclusion of timbers and wood materials whose regulatory
Environmental Information Systems world as a front runner. compliance in their logging has not been confirmed (Category 3)
Overview of Environmental Impact The survey results in fiscal 2023 are as follows.
and Environmental Accounting Three Targets in GIP2024
Targets SDGs
Eco-conscious Products and Green Procurement Guidelines for Wood Consulted and Formulated with WWF
Factories Sustainable procurement of raw Promote sustainable procurement of wood
12,13,15,17
materials and paper, etc. Total procurement of timber
241 thousand m3
Reducing CO2 Emissions in and wood materials
Factories Utilization of greenery in Utilize greenery in business sites,
13,15,17
business sites (land use) considering conservation of biodiversity Timber and wood materials with priority procurement
Resource
Products and services
Offer products and services that contribute
to conservation of conservation
11,12,15,17 Category
• Those certified by a third party that they do not
destroy forests with high conservation value
• Those certified by a third party that the supplier
Category
1
72.3% ( Difference
previous fiscal year)
from the
Biodiversity Conservation 1 −5.9 point

conducts sustainable forest management
• Recycled wood materials
Water Resource Conservation We will continue to work on activities for biodiversity conservation by disclosing data on our
( Difference
previous fiscal year)
Timber and wood materials acceptable for procurement from the
business dependencies and impacts on nature through the Taskforce on Nature-related Financial Category Category
Chemical Substance Management 2
• Those confirmed as being legally logged
2
27.7%
Disclosures (TNFD), Science Based Targets for Nature (SBTN), and the like. • Those certified by an industry organization or +5.9 point
equivalent that the logging is legal
Collaboration Across the The Green Impact Plan that is reviewed and revised every three years is equivalent to the Timber and wood materials to be avoided for procurement - Zero since
Supply Chain Category Category
0%
Biodiversity Action Plan under the Convention on Biological Diversity 3 • Those that are not confirmed to be legally logged 3 fiscal 2015

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Environment PDF “Green Procurement Guidelines for Wood” In the monitoring survey we have conducted since 2011, to get the official certification within fiscal 2024.
https://holdings.panasonic/jp/corporate/about/procurement/green/pdf/green_wood_J.pdf 840 species of flora and fauna were confirmed. At the same WEB News release by the Ministry of the Environment on May 27, 2022.
WEB “Green Procurement Standard” time, the survey result has indicated that the woodland is an https://www.env.go.jp/press/111067.html
https://holdings.panasonic/global/corporate/about/procurement/green.html important biotope in the area where urbanization is taking *3 OECM: Other Effective area-based
Policy WEB How to respond to the “Act on Promoting the Distribution place, which contributes to the formation of local ecological Conservation Measure
and Use of Legally Harvested Wood and Wood Products”
(called Clean Wood Law) (Japanese) networks. In addition, our continuing implementation of the Areas other than national parks and
Mid-term to Long-term other already protected areas that
https://www2.panasonic.biz/es/sumai/law/cleanwood/ environmental learning program on acorns for elementary
Environmental Vision would contribute to biodiversity
school students was highly evaluated; and won an Award of
Environmental Governance Activities for Land Use Excellence in the 2nd ABINC award held in January 2020, as
protection, such as shrine or temple
woodlands, woodlands owned by
Once an ecological network that connects greenery in our an ‘activity contributing to the biodiversity mainstreaming’. companies or which form part of
business divisions, neighboring woodlands and parks is <External certifications and awards> company premises, rural village zones,
The 30by30 Alliance
Environmental Risk Management formed, living things such as birds, butterflies, and dragons - Acquired three stars under the Shiga Biodiversity Action etc. Japan’s 30by30 would include logo mark
in each area can move around wider areas for flowers and national parks and other protected
Certification Program (2018)*2
Response to TCFD areas.
water through the ecological networks, and their habitats are - Acquired ABINC certification (March 2018) and renewed the
Strategic Resilience through expanded. Green areas in our business divisions have a lot of certification (February 2021) 性取組認
多様証
Scenario Analysis potential to contribute to conserving biodiversity in that area. - Received an Award of Excellence in the 2nd ABINC Awards 物
20
しが
In particular, hardly any natural environments where wild
18
(January 2020)
animals can live and breed remain in urban areas. Therefore,
SIT Y
Carbon Neutrality *1 ABINC is a certification system by third-party evaluation on
S HIG
even small areas of green in corporate premises can become greenery improvement and management at business divisions
ER
IV
a precious habitat of a variety of living things if they have based on the land use score (biodiversity quantitative assessment RE
D
F. O
BI
indigenous vegetation and a watery environment. tool in environmental assessment) and Guidelines for Sustainable
Overview of Environmental Impact Business Sites developed by the Japan Business Initiative for Three-star rating in Shiga Biodiversity
and Environmental Accounting ▪Acquisition of Eco-Certification Based Biodiversity (JBIB). ABINC Certification Action Certification Program

on Quantitative Evaluation from external *2 Shiga Biodiversity Action Certification Program is the first system
in Japan for rating wide range of activities conducted by business
Factories accredited body
enterprises in the area of biodiversity conservation with 1 to 3 stars
Panasonic Corporation’s Living Appliances and Solutions
granted by governor.
Reducing CO2 Emissions in Company’s (LAS) Kusatsu site in Shiga Prefecture, obtained
Factories an eco-certificate from the Association for Business In March 2022, LAS joined the Global Ocean Alliance
Innovation in harmony with Nature and Community (ABINC)*1 30by30 initiated by Japan’s Ministry of the Environment,
Resource
in March 2018, as a business site for its contribution to which is a global initiative to designate at least 30% of the
Biodiversity Conservation biodiversity. In the course of assessment, we received high global oceans as Marine Protected Areas (MPAs) and Other
ratings for how we are making green corridors to be suited Effective area-based Conservation Measures (OECMs)*3 by
to diversified living creatures by appropriately conserving the 2030, because LAS considers its Sustainable Forest can
Chemical Substance Management natural environment, keeping invasive non-native species contribute to it. LAS also applied for its participation in ‘the
under proper management by continuously monitoring to Conservation Site for Human-Nature Symbiosis (tentative LAS’s Sustainable Forest
understand their status, and the active use of woodland name) certification’ trial program led by the Ministry of the
Supply Chain
nearby the factory, in liaison with external eco-related Environment. In September 2022, LAS got its rating of ‘the
History of Environmental Activities organizations and local people, such as the local public greenery area equivalent to the certification’ as a contributor
bodies and primary school students. to the 30by30 OECMs through expert screening; LAS plans

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Environment Initiatives for Products and Services kelvin and lower (warm color) not only to reduce light pollution but also to
lessen any adverse impact on wildlife.
▪Contributing to Biodiversity Conservation through Lighting
*5 As IDA-certified lighting made by a Japanese manufacturer (according to IDA
The Lighting Business Division of Electric Works Company, Panasonic Corporation develops and Tokyo, as of February 20, 2020).
Policy sells lighting products that care for the environment and biodiversity. *6 The International Dark-Sky Association: The leading global organization
addressing light pollution. IDA “Dark Sky
Mid-term to Long-term LED Insect Attractor (Product name: Mushi Keeper) Approved”
Environmental Vision “Guidelines for Countermeasures against Light Pollution” (issued in March, 2021),
An insect attractor lures insects away from shops, warehouses, and sports fields, where they by Japan’s Ministry of Environment. Panasonic Group cooperated to formulate the guidelines.
Environmental Governance gather because of the lights, in order to reduce damage and nuisance caused by insects. PDF https://www.env.go.jp/air/hikarigai-gaido-R3.pdf.pdf
Conventionally, the device attracted insects with a UV fluorescent lamp and killed them with a
Environmental Management Systems Firefly-Friendly Street Lighting
high voltage grid. In June 2021, the company launched an LED insect attractor (Mushi keeper).
Environmental Risk Management The product’s UV and blue LED lights attract and retain insects, enabling reduction of insect Preceding our IDA-certified LED light,
damage and without killing them. This helps protect the ecosystem as the insects can return we had already developed an LED light
Response to TCFD with a spectrum and optical properties
to nature. Conventional insect killers emitted light in all directions, attracting excessive insects.
Strategic Resilience through However, this newly adopted LED can emit light in the desired direction only, contributing that had less impact on fireflies in 2016
Scenario Analysis to protecting biodiversity by its efficient insect attraction. The LED insect attractor has been and installed the LED lights on streets
confirmed to have a higher performance of insect attraction according to the insect attractiveness in different municipalities. According to
Our Businesses’ Contribution to the study made in Numama, Zushi City,
index.*4
Carbon Neutrality
*4 The insect attractiveness index is a theoretical index and does not represent the actual number of insects Kanagawa Prefecture, the number of
Street lights in Zushi City are replaced with firefly-friendly LED lights
Environmental Information Systems attracted by the light. (Source: AOKI, S. et al. (2005) Evaluation of Insect Attractiveness by New Index. fireflies observed increased from 68 in
Proceedings of 2005 Annual Conference of The Illuminating Engineering Institute of Japan, 284.) the previous year to 145*7.
*7 The light was designed purely to minimize disturbance to the firefly habitat and does not guarantee for
Sports field improving growth of fireflies or increase of the population.
Attracts insects
Eco-conscious Products and inside the field
Factories
Light in one
▪Floor Boards Made from Wood 100% Recycled from Construction
direction Waste Unused Wood Materials, and the like
Factories Panasonic Housing Solutions Co., Ltd. is reducing its use of natural materials to preserve wood
Lighting during the night
resources. ‘Sustainable Board’ is a new, eco-friendly material that uses 100% recycled wood
Resource LED insect attractor (keep attracting with UV Emits a directional light to attract insects
(excluding adhesives) from construction waste and unused wood materials on a wood-based
+ blue lights) efficiently
Biodiversity Conservation flooring substrate.
WEB LED Insect Attractor: Mushi Keeper WEB https://holdings.panasonic/global/corporate/sustainability/environment/biodiversity.html#biodiversity_04_01
Water Resource Conservation https://www2.panasonic.biz/ls/lighting/outdoor/invites-insects/ WEB Flooring: Eco-conscious material
Chemical Substance Management https://sumai.panasonic.jp/interior/floor/concept/detail.php?id=eco_coordination
Developing IDA-certified LED Light
Collaboration Across the An LED security light and street light designed by the Lighting Business Division to minimize light
Supply Chain pollution were approved as Dark Sky Friendly Lighting by the International Dark-Sky Association
History of Environmental Activities (IDA)*5 in February 2020. This was the first such achievement by a Japanese manufacturer*6. One
of the approval criteria requires that lighting must have a correlated color temperature of 3,000

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Environment Development of World’s First Fiber Board Made from COVID-19 pandemic. This led to the temporary
closure of canteens and a significant reduction of
Waste Oil Palm*8 menu items, as well as suspending the sustainable
In March 2022, we announced the world’s first technology to produce fiber board from waste oil seafood menu in nearly half of the applicable
Policy palm as PALM LOOP*9 and started market testing in the domestic furniture area. We are planning canteens. As difficulties continued, sustainable
to expand sales of the new material to a wider range of markets and sales channels starting in seafood was newly introduced to only two of
fiscal 2024, scaling-up our activities. the Panasonic Group sites this year, making an
1. We can contribute to reducing methane gas and other GHG generated by decaying waste oil accumulated total of 56 sites. Note that as for our Deep fried oysters made in Tokura, South
Sanriku; the oysters obtained Japan’s first ASC
Environmental Governance palm. continued support for other companies adoption of certificate (Panasonic supported the activity.)
2. We developed a technology to produce fiber board from waste oil palm. sustainable seafood into their canteens, the number
3. We can prevent deforestation to create new farming areas through utilization of waste of adopting companies is steadily increasing. The running total of the canteens of partner
Environmental Risk Management material. companies using sustainable seafood has exceeded 50, making more than 100 when combined
with our Group’s accumulated total.
Response to TCFD We will contribute to alleviating global warming by reducing ‘GHG emissions’ and preventing
‘deforestation’. In addition to corporate canteens, Yokohama City University COOP has obtained the MSC-ASC
WEB Development of world’s first fiber board made from wastes of oil palm trees certification with the Panasonic Group’s support and collaboration, towards the first adoption of
Scenario Analysis
https://news.panasonic.com/jp/press/data/2021/11/jn211115-1/jn211115-1.html sustainable seafood to a university canteen in Japan. Sustainable seafood is now creating a new
Our Businesses’ Contribution to WEB Launching our PALM LOOP™ technology that can produce fiber boards from wastes of oil palm trees trend and is expanding its market.
Carbon Neutrality https://news.panasonic.com/jp/press/data/2022/03/jn220317-1/jn220317-1.html
By expanding availability of sustainable seafood, such as serving it at corporate canteens, and
WEB The special PALM LOOP website
Environmental Information Systems https://panasonic.co.jp/phs/technology/palmloop/ communicating with employees and the next generation about sustainable seafood and the IUU
fishing issues*13 through media, we are working to change the behavior of our employees as
Overview of Environmental Impact *8 Based on our research as of March 2022.
and Environmental Accounting *9 PALM LOOP™ is a trade mark of Panasonic Corporation. consumers and the public at large. This contributes to SDG 14 Life below Water and promotes
to make the topic of biodiversity mainstream.
Factories Conservation of Biodiversity through Collaboration with Partners and Canteens That Have Adopted Sustainable Seafood (Accumulated)
and Support for NGOs and NPOs
Reducing CO2 Emissions in FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Factories ▪Introduction of MSC-ASC certified sustainable seafood at
No. of sites with sustainable seafood menu 2 12 42 52 54 56
employee canteens
Resource
The Panasonic Group has been No. of certified catering companies
1 6 11 13 17 20
Biodiversity Conservation involved in marine protection (Partners proposed by the Panasonic Group only)
activities*10 for some 20 years No. of adopting companies
Water Resource Conservation (Our partners only)
0 2 4 4 9 11
through collaboration with WWF
Chemical Substance Management Japan. Main activity at present No. of adopting sites under the above
0 5 27 38 51 55
is continual supply of MSCand companies(Our partners only)
ASC-certified*11 sustainable Cumulative total of sites offering the menu exceeded 50
Supply Chain <External awards>
seafood*12 to employees’
Champion in the Initiative Category of the 1st Japan Sustainable Seafood Awards (November
History of Environmental Activities canteens that started for the first time in Japan at Panasonic headquarters in March 2018. As
2019)
the same as last fiscal year, the number of employees work in the office decreased due to the

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Environment *10 Including supports for the conservation of the tidal flats in Ariake Sea (2001 to 2006) the Yellow Sea - Kadoma City Environment Award (February 2019)
Ecoregion (2007 to 2015), and the reconstruction of aquaculture industry in environmentally friendly - Osaka City Environment Award (February 2020)
manner at Minami Sanriku, Tohoku (2014 to current).
*15 Wand is terrain just like a small pond surrounded by river structures, although Wand is connected to a
*11 MSC certification is certified by Marine Stewardship Council for sustainably and properly managed
mainstream of the river. Wand provides stable habitats for fish and other aquatic life, and at the same
fisheries. ASC certification is certified by Aquaculture Stewardship Council for responsible fish farming to
Policy minimize environmental load on the environment and society.
time, it is breeding grounds for a variety of plants.
*16 Collaborating with numerous stakeholders, including NPOs, citizen groups, universities, administrative
*12 Seafood that has been certified sustainable production with MSC and ASC certification and managed
Mid-term to Long-term bodies, local governments, research institutes, corporations, and local farmers.
under CoC certification*14
Environmental Vision WEB Panasonic Eco Relay Japan (PERJ)
*13 IUU fishing issues: Fishing that is illegal, unreported and unregulated. It is one of the international issues
that threaten the effectiveness of resources management. https://www.panasonic.com/jp/corporate/sustainability/citizenship/environment/perj.html
*14 CoC is the acronym for Chain of Custody. Certification on securing management and traceability in WEB Unitopia Sasayama Satoyama Revitalization Plan
Environmental Management Systems processing, distribution, and marketing. https://unitopia-sasayama.pgu.or.jp/ecorelay/

WEB One of the Panasonic Group’s corporate citizen activities (environment-related social contribution
WEB References on sustainable seafood
Environmental Risk Management activities by Panasonic business sites and employees across the world).
https://news.panasonic.com/jp/topics/204140.html
https://panasonic.co.jp/citizenship/activity/environment/
Response to TCFD
▪Promotion of activities for conservation of biodiversity around
Strategic Resilience through Participation in Biodiversity Initiatives
the world through NGOs and NPOs
Scenario Analysis The Panasonic Group has been participated in biodiversity initiatives and related industry
Continuing protecting satoyama and rivers through citizen networks
Our Businesses’ Contribution to organizations, as shown below. This is to accurately understand biodiversity policies in Japan
The Panasonic Group companies and global trends concerning biodiversity, such as the Post-2020 Biodiversity Framework of the
Carbon Neutrality
located in Japan, and their labor Convention on Biological Diversity, TNFD, and SBTN through study meetings. We feed these
Environmental Information Systems unions and retiree association domestic and global policies back into Panasonic Group businesses and assess opportunities
conduct a variety of environmental and risks. We also make an appeal about activities by Japanese corporations through the
protection activities as Panasonic Eco Convention on Biological Diversity under the COP.
Relay Japan (PERJ) in a one team. <Participation>
Eco-conscious Products and - Participating in TNFD Forum.
Since its foundation in October
Factories
2010, PERJ has been working with a - Keidanren Committee on Nature Conservation: Keidanren
Reducing CO2 Emissions in variety of stakeholders*15 to conserve Wastes at Yodo River Activities at Yodo River Initiative for Biodiversity Conservation. The Panasonic Group also
Factories local environments through efforts participates in the initiative.
such as Hirakata City Hotani Satoyama Conservation Activity; Tanba Sasayama City Unitopia - Japan Business Initiative for Biodiversity (JBIB)
Resource
Sasayama Satoyama Revitalization Activity; Kadoma City Eco Network Activity; and Osaka City - Biodiversity Conservation Committee of the Japan Association of
Biodiversity Conservation Yodo River and Johoku Wand*16 Conservation Activity. During these years, we have received Industries and Environment
the following awards in recognition of our contribution to nurturing the next generation to - Biodiversity Working Group of four Electrical and Electronic Industry Keidanren Initiative for
Water Resource Conservation Biodiversity logo mark
act for the environment under collaborations with local companies, universities, and citizen Associations*17
Chemical Substance Management groups. These activities are for the purpose of biodiversity conservation, however, the cleaning Additionally, Panasonic Holdings Corporation is participating in the Clean Ocean Material
activities at the rivers reduce marine plastic wastes which are directly flowing into oceans. For Alliance (CLOMA) to accelerate innovation in solving marine plastic waste issues.
this reason, we will continue to promote these activities in the future.
Supply Chain *17 Four industry associations: The Japan Electrical Manufacturers’ Association (JEMA), Japan Electronics
<External awards>
and Information Technology Industries Association (JEITA), Communications and Information Network
History of Environmental Activities - Hirakata City Environment Award (February 2018) Association of Japan (CIAJ), and Japan Business Machine and Information System Industries Association
- Biodiversity Action Grand Prize (December 2018) (JBMIA).

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Environment Water Resource Conservation

Ways of Thinking about Water Resource Conservation we (1) identify environmental risks and promote risk management in the whole Panasonic Group
every fiscal year and (2) promptly respond to the risk when it arises (see page 25). Through these
Policy It is said that available fresh water is only about 0.01% of the Earth’s total water resources. We
activities, we will continue to manage our environmental risks.
understand that the water crisis is one of the global risks, considering further increase in water
Mid-term to Long-term Moreover, the Panasonic Group has participated in the Water Project, a public-private
consumption because of economic growth and population increases in near future.
partnership project aimed at boosting awareness of water conservation, which was launched
As risks of extreme water shortages is becoming higher as one of social issues, the Panasonic
Environmental Governance under the initiative of Japan’s Ministry of the Environment in 2014. Objectives of the project are
Group has been working to conserve water resources both in its products and production activities,
to maintain a sound water cycle and promote its recovery. The project distributes water-related
Environmental Management Systems in order to fulfill its social responsibility and to reduce risks in the management. Our Environmental
activities conducted by corporations, and water-related information including importance of
Policy (Refer to page 10) sets that we make efforts to conserve water resources by using water
Environmental Risk Management water. The Panasonic Group will work in cooperation with the Japanese government and other
efficiently and preventing water pollution. We are working hard to reduce water usage in our
companies to conserve water resources.
Response to TCFD business activities and through our products and services by setting water resource conservation

in Our GREEN IMPACT PLAN 2024 as one of the continuing efforts. As for risk management, we Water Resource Conservation through Products
had conducted water conservation activities, aiming to complete our water risk assessment at
Scenario Analysis By thoroughly analyzing the use of water through our products, we have developed
all our production sites by fiscal 2019, and have completed 100% of the assessments.
functionalities that allow a considerable amount of water conservation by utilizing water at
Our Businesses’ Contribution to Specifically, we evaluated the scale of water risk at all regions where our production sites a maximum level through improvement of water flow control and cyclic use. We continue to
Carbon Neutrality
are located, in order to identify and mitigate effects of water on our business activities. In the develop products with low water usage.
Environmental Information Systems evaluation, we utilized evaluation tools such as Aqueduct supplied by the World Resources
Example of water-saving products are introduced in the following website.
Institute (WRI) and the Water Risk Filter supplied by the Worldwide Fund for Nature (WWF),
Overview of Environmental Impact WEB https://www.panasonic.com/global/corporate/sustainability/eco/water.html
which can evaluate risks in various aspects; not only from physical risks such as water
shortages, but also from the risks in water-related regulations as well as reputation risks in each
Eco-conscious Products and region. We also made use of public databases available from respective national governments.
Initiatives for Water Resource Conservation through
Factories In areas with higher water risks, we collected information through public local information as well Production Activities
as through hearings with relevant organizations, etc. By conducting detailed analyses and close By collecting and reusing wastewater from our manufacturing processes and air conditioning
examination of the local information and the site data including water use volumes, we, more systems, the Panasonic Group has been reducing the amount of makeup water used and
Factories
specifically, identified the effects on our business activities. We steadily proceeded processes of wastewater effluent. Through these activities, we reduce environmental loads on water resources
Resource the water risk assessments, and in fiscal 2018, completed water risk assessments at all of our due to the intake and effluent of water in production activities.
production sites of the Panasonic Group. None of our production sites is under water stress. At
Biodiversity Conservation As many regions around the world are threatened by water shortages, the Panasonic Group
present, no water risks that could affect the Panasonic Group’s business activities have been
has been conducting production activities, balancing water resource conservation in focused
Water Resource Conservation reported. Yet, we will continue to make efforts to reduce water consumption in our production
regions.
activities in the future under the water risk assessment that had been implemented.
The amount of water used at factories in fiscal 2023 resulted in 15.27 million m3, which is
For promoting these activities, the Panasonic Group have established a structure for the
Collaboration Across the reduced by 11.4% versus the fiscal 2022. The water used at our factories per basic unit of
promotion of environmental management, including water management (see page 23). We
Supply Chain production*1 got better year-on-year thanks to positive effects of the structural reform.
are now conducting environmental activities using PDCA cycle under the structure, and are
History of Environmental Activities upgrading the environmental management level. In addition, we have organized an Environmental Our use of recycled water*2 in fiscal 2023 was 1.55 million m3, accounting for 10.2% of the
Risk Management Structure to continuously reduce environmental risks; under the structure, total amount of water used. The amount of discharged water in fiscal 2021, 2022 and 2023

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Environment resulted in 14.81 million m3, 13.39 million m3, 11.78 million m3, FY2023 Breakdown of Water Consumption (by region) (10 thousand m³ )
respectively.
*1 Water used at factories per basic unit of production = Water used Region Consumed Municipal water/ Discharged Sewer
Groundwater Rivers/lakes Waterways
industrial water systems
at factories/Production volume.
Policy *2 The calculation excludes the water circulating for a single purpose Japan 822 312 510 0 687 158 529
(e.g., water in a cooling tower).
Mid-term to Long-term China & Northeast Asia 339 337 1 0 233 176 57
Environmental Vision South East Asia, & Oceania 292 268 24 0 207 157 50
Water Consumption in Production Activities
Environmental Governance and Water Consumption Per Basic Unit North America & Latin America 45 33 13 0 35 32 2
Environmental Management Systems （million m3） Water consumption per basic unit*1 Europe & CIS 10 9 1 0 9 8 1
100 (compared with fiscal 2010 level) (%)
100 100 India, South Asia, Middle East & Africa 20 1 18 0 7 7 0
Total 1,527 960 567 0 1,178 539 639
Response to TCFD 80 80
Strategic Resilience through 59.6 60.9 Panasonic Industry Co., Ltd. (54 sites), uses the highest accomplished by replacing their water purification system,
60 55.1 60
Scenario Analysis 49 48.2 amount of water in all operating companies in the Panasonic which used a chemical-based regeneration method for the
38.1 Group. The company managed to achieve a year-on-year ion-exchange resins, to a system that uses an electrical
Our Businesses’ Contribution to 40 40
decrease of 18.0% in water consumption (6.47 million m3) regeneration method.
Carbon Neutrality 25 23
19 in fiscal 2023, thanks to their focused efforts and business
20 17 ★15 20 At the same time, the company installed a wastewater
Environmental Information Systems restructuring. The achievement rate for reducing the amount
collection system that separates the wastewater generated
0 of water used per basic unit was 103%.
Overview of Environmental Impact 0 by the water purification into concentrated wastewater and
2010 2019 2020 2021 2022 2023 (FY)
and Environmental Accounting Against the backdrop of the increasing occurrence of collection water. The company is now able to reduce the
Note: Then-SANYO Electric and Panasonic Liquid Crystal Display not natural disasters in recent years, such as earthquake and water consumption for the entire factory by 18 thousand m3
included in fiscal 2010. flood disasters, Panasonic Industry Co., Ltd. Saga site per year by reusing the collection water.
Factories
achieved a reduction of environmental risk and environmental
The Panasonic Group will continue our efforts to conserve
Reducing CO2 Emissions in impact, considering a possible chemical leakage from the
water resources.
Factories outdoor storage site in the company premises. This was
Resource

Supply Chain
History of Environmental Activities Device Solutions Business Division Saga, Water purification system with electrical
Panasonic Industry Co., Ltd. resin regenerator

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Environment Chemical Substance Management

Approaches to Reducing the Environmental Impact of health and the environment throughout their lifecycles. We set chemical management in our
GREEN IMPACT PLAN 2024 as one of our continuous issues, and we are constantly working to
Policy Chemical Substances reduce environmental impact from the chemicals used in our business activities and products.
Mid-term to Long-term In order to prevent contents of As for concrete activities, we have worked to comply with relevant regulations such as EU RoHS,
Specified chemical substance management system
Environmental Vision hazardous substances prohibited as a matter of course. In addition, we have worked to reduce the environmental impact of our
under the EU RoHS Directive*1, Customers products by (1) identifying hazardous substances contained in our products, (2) evaluating these
Environmental Governance published in 2002 and revised in 2011, substances on their environmental impact, and (3) voluntarily reducing or discontinuing their use
Environmental Management Systems and the like in Panasonic Group’s in case of any environmental risks.
Panasonic and its Do not ship!
products, it is important not only to pay subsidiaries
Product shipment ・Confirm record *1 Directive on the Restriction of the use of certain Hazardous Substances in electrical and electronic equipment
Environmental Risk Management attention to the contents at the stage of Do not use!
at every stage
The RoHS Directive currently restricts use of the following ten substances beyond the specified
of product
・Non-use of specified manufacturing concentrations shown in parentheses:
Response to TCFD product design, but also to ensure that chemical substances in
design specifications Manufacturing lead (0.1%), cadmium (0.01%), mercury (0.1%), hexavalent chromium (0.1%), polybrominated biphenyls
specified substances are not contained ・Development and use
and polybrominated diphenyl ethers (0.1%), four types of phthalates (0.1%).
Strategic Resilience through in products to purchase. Therefore,
of alternative parts
・Product assessment Do not accept!
Acceptance of ・Inspection of However, the RoHS Directive allows exemptions from its restrictions for a limited time if substitution is
Scenario Analysis the Panasonic Group has rolled out component parts incoming compo-
nents and devices technologically or scientifically impossible. Exemptions stipulate specific restrictions in details on the use,
the “Do not accept! Do not use! Do not ・Confirmation of
Our Businesses’ Contribution to analysis data
concentration limit, and time frame for each substance.
ship!” campaign throughout the each Procurement of ・Environmental <Exemption examples>
Carbon Neutrality Design materials audit of suppliers
production process from designing Lead: Glass, ceramics, and high-temperature soldering used in electronic components.
Environmental Information Systems to shipment inspection in production
Mercury: Cold-cathode tubes used in LCD backlighting and fluorescent lighting.
Product chemical Note that vehicles and batteries are not subject to the restrictions under the RoHS Directive.
substance Information
Overview of Environmental Impact activities at business sites across the management
Goods The EU End of Life Vehicles Directive details restrictions for vehicles and the EU Battery Directive details
system
and Environmental Accounting world since October 2005. Specifically, restrictions for batteries.
as for the stage of inspection for *2 Regulations on the registration, evaluation, authorization, and restriction of chemical substances.
Eco-conscious Products and incoming components, we have Suppliers of Components/Materials
Factories Process to Reduce the Environmental Impact of Chemical Substances
established a mechanism to check
Reducing CO2 Emissions in and analyze whether specified chemical substances are included by introducing an analyzer.
Factories In addition, we have supported to establish a Product Chemical Substances Management
Reduce environmental impact
Structure, by periodically conducting environmental audits for suppliers of components/materials
Resource
which may have high risks of containing specified chemical substances.
Biodiversity Conservation Voluntary reduce to use and discharge the substances
Meanwhile, as represented by the enforcement of the REACH regulation*2 in the European Union,
the world implemented measures toward the goals agreed at the World Summit on Sustainable
Assess environmental impact of the substance
Chemical Substance Management Development (WSSD) held in 2002, which is to produce and use all chemical substances in a
manner that minimizes their impact on human health and the environment. The further framework
Collaboration Across the after 2020 is currently under discussion. It is now at the stage of reviewing and summarizing its Strengthen understanding chemical substances contained in products
Supply Chain
efforts to date. In support of the precautionary approach proposed in the Rio Declaration made REACH compliance measures
History of Environmental Activities at the Earth Summit in 1992, the Panasonic Group aims at manufacturing products in line with
our basic policy of reducing the use of chemical substances that might adversely affect human RoHS compliance measures

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Environment In order to definitely implement such activities described Chemical Substances Management Rank Guidelines (For Products)
above, we issued our Chemical Substances Management
Rank Definition
Rank Guidelines that specifies prohibited chemical
substances and management substances concerning (1) A substance contained in products that is prohibited by existing laws and regulations; or a substance where
the upper limit of concentration is specified.
Policy products and activities at factories. We request to take (2) A substance that will be prohibited in products by laws and regulations or where the upper limit of
Level 1
actions to the chemical substances in accordance with the concentration will be specified within one year after the revision date of this Guidelines. Note that there
Mid-term to Long-term is a case that a substance is specified as the Level 1 prohibited substance more than 1 year before the
Environmental Vision guidelines, not only to Companies in the Panasonic Group, enforcement date, because of the enforcement dates of the law and the Rank Guidelines.
but also to our suppliers. In fiscal 2013, we added Level 3
Environmental Governance Substances other than those specified as Level 1 and to which either of the following criteria applies:
of prohibited substances to the category of the Chemical Prohibit
(1) Substances to be prohibited in products after a certain period by a treaty, law, or regulation.
Substances Management Rank Guidelines (For Products). Level 2 (2) Substances that are prohibited in products by the Panasonic Group prior to the effective period specified by a
Environmental Management Systems treaty, law, or regulation.
We not only consider nonuse of the prohibited substances, or (3) Substances whose use is voluntarily restricted by the Panasonic Group.
Environmental Risk Management the substances to be prohibited under laws and regulations,
Any substance other than those specified as a Level 1 or Level 2 Prohibited Substance that is under review for
but we also consider prohibiting concerned substances that Level 3 prohibition by laws, regulations, etc., and the clarification of substitution-related issues as well as the timing for
Response to TCFD
may adversely affect human health and the environment in prohibition will be reviewed by the Panasonic Group in light of future legislation trends.
Strategic Resilience through the future. Further, we are striving to comply with relevant Substances whose actual use in products needs to be understood and for which consideration needs to be given
Scenario Analysis laws and regulations, and mitigate effects of toxic substances Manage to human health, safety and hygiene, adequate treatment, etc. The intentional use of these substances is not
restricted, but their use and contained concentration must be monitored.
on human health and the environment by increasing the
Carbon Neutrality number of globally prohibited substances (Level 1) beyond Note: The laws, regulations and the substances subject to the above table are chemical substances specified as Class I Specified Chemical Substances
boundaries of countries subject to the applicable laws and under the Act on the Evaluation of Chemical Substances and Regulation of Their Manufacture, etc.; toxic substances whose manufacture etc.
Environmental Information Systems regulations from 21 substances/groups in fiscal 2015 to 30 is prohibited by Article 55 of the Industrial Safety and Health Act; EU RoHS Directive; and Annex XVII of the EU REACH Regulation. For more
details, see the chapter on Specified Managed Substances in the Chemical Substances Management Rank Guidelines (For Products).
Overview of Environmental Impact substances/groups in fiscal 2024.
and Environmental Accounting The Chemical Substances Management Rank Guidelines Chemical Substances Management Rank Guidelines (For Factories)
Eco-conscious Products and (For Products) and relevant documents, which includes
Rank Definition
Factories clear description of prohibited substances and management
substances, is available in PDF file for your downloaded from Use of the following substances should be immediately discontinued:
Reducing CO2 Emissions in Carcinogens for humans
the following website. (Green Procurement). Ozone depleting substances
Factories WEB Green Procurement (Download of Chemical Substances Substances whose use is prohibited by Panasonic
Prohibit
Management Rank Guidelines (For Products)) in PDF file
Chemical substances designated as Class I Specified Chemical Substances by the Japanese Act on the
Resource Evaluation of Chemical Substances and Regulation of Their Manufacture, etc.
https://holdings.panasonic/global/corporate/about/procurement/green.html Substances whose manufacture is prohibited by the Japanese Industrial Safety and Health Act
Biodiversity Conservation Substances whose manufacture and use are prohibited by international treaties
Substances whose use, release and transfer should be identified and reduced.
Water Resource Conservation Reduce
Substances other than prohibited substances that might pose risks to human health and the environment.
Chemical Substance Management Note: Covered legislation include: PRTR Act (chemical substances), environmental criteria under the Basic Environment Act; the Industrial Safety
and Health Act; and the Stockholm Convention. For more details, see the contents on The Aim of Establishing the Chemical Substances
Management Rank Guidelines (For Factories) in the Chemical Substances Management Rank Guidelines (For Factories).
Supply Chain

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Environment History of Panasonic Group’s Initiatives to Reduce the Environmental Impact of Chemical Substances 440 major companies from various industries, such as
chemical, component, and equipment manufacturers are
1989: 1992: 1996: 2002: 2006: 2007:
The Montreal Earth Summit Discontinuance of the WSSD in The RoHS The REACH also members of JAMP. We are proactively formulating,
Social Protocol in Rio de use of specified Johannesburg Directive Regulation
trends entered into Janeiro— chlorofluorocarbons entered into entered into utilizing, and disseminating chemical substance management
Policy force Agenda 21 by industrialized countries force force
standards and systems through this organization.
Panasonic 1990 1995 2000 2005 2010 2015
Group
Mid-term to Long-term 1992: March 2003: October 2005: March 2009: March 2011: July 2018 The Panasonic Group has started up a product chemical
Discontinued use of Discontinued Discontinued Discontinued Discontinued Discontinue use of
Environmental Vision All PVC resin in packaging use of lead in use of six use of PVC in use of PVC in the four phthalates substance management system in fiscal 2005. From July,
products materials solders globally *3 RoHS internal wiring internal wiring specified by the
substances of new products of new products RoHS Directive in 2009, our 10,000 suppliers of materials and components
Environmental Governance globally *3 to be sold in globally *3 new products
Japan*3 globally provided us the data on chemical substances contained
2002: 2004: 2006: 2010: 2013:
Environmental Management Systems 1991:
Released
1992:
Released
1995:
Discontinued use of Discontinued Refrigerators Released Released Released air in their products, using JAMP’s data transmission formats
Individual mercury-free mercury-free CFC refrigerant in use of HCFC in Japan market lead-free fluorocarbon-free conditioners using
manganese alkali dry cells refrigerators globally refrigerant in air became plasma freezers using CO2 new refrigerant (JAMP_AIS and JAP_MSDSplus).
Environmental Risk Management products dry cells conditioners fluorocarbon-free display refrigerant and R32 with low Global
(Japan) (Japan) panels compatible display Warmer Potential
cases (GWP) (Japan) Meanwhile, in Japan alone, the workload of upstream
Response to TCFD 1996: 1997: 1999: 2004 (Japan): 2010 (Global):
Discontinued Began Launched Achieved Voluntary Achieved Voluntary
suppliers increased, as a number of hazardous substance
Chemical use of identification the “33/50” Action Plan Action Plan
Strategic Resilience through substances chlorinated work for reduction Reduced use by 75% Reduced release and transfer
inspections were carried out throughout the supply chain
used at
Scenario Analysis factories
organic
solvents
PRTR activity *4 Reduced release and
transfer amount by 62%
amount of key-reduction
target substances by 46% using own company format. Having recognized the issues
compared to fiscal 1999 level compared to fiscal 2006 level
obtained from the inspections, the Ministry of Economy
Trade and Industry proposed a new scheme to introduce
Carbon Neutrality *3 Excluding applications where the quality such as safety cannot be ensured, or applications where the material is designated by laws and regulations.
*4 A reduction activity that promotes cutbacks in the use, release, and transfer of chemical substances by 33% in three years and by 50% in six years, “chemSHERPA,” for sharing and exchanging information
Environmental Information Systems compared to the fiscal 1999 level. on chemicals contained in components and products.
Because the format adopted for chemSHERPA complies with
and Environmental Accounting IEC62474, the international standard on material declaration
Management of Chemical Continuously updating information for the electrical and electronic machinery industry and their
Eco-conscious Products and Substances in Products concerning chemical substance products, the Panasonic Group agreed to use chemSHERPA
Factories
To minimize the environmental impact of chemical substances contents format, and in January 2018, started full-scale use of
Reducing CO2 Emissions in contained in products, we endeavor to identify chemical chemSHERPA as a data gathering format. With the supply
The electrical and electric products The Panasonic Group
Factories substances used in the components and materials of our chain expanding to a global scale, it is particularly important
manufactures and sells consist of various raw materials and
products. In addition, for substances that are prohibited for overseas suppliers to deepen their understanding on the
Resource components supplied through a long supply chain from
in products in major developed countries because of laws handling of hazardous chemical substances. Therefore, we
material manufacturers to many component manufacturers.
Biodiversity Conservation and regulations such as the European RoHS Directive, we carried out education programs for persons in charge of
To contribute to the achievement of the global goals
manage the substances not to be used and/or contained in chemical substance management and suppliers at more than
Water Resource Conservation set at the WSSD, it is important for us to disclose and
our products by designating them as prohibited substances 100 of our business sites in ten countries including China
communicate information on the chemical substances
Chemical Substance Management except the substance for specific usage which is unavoidable and other Asian countries. At the same time, we completed
used in our products across the supply chain, for which we
to use its substitution. We will also conduct environmental conversion from JAMP format to chemSHERPA by June
Collaboration Across the must promote cross-industrial initiatives to establish and
impact assessments for the managed substances contained 2018, when the JAMP format became unusable.
Supply Chain disseminate an effective system.
in our products. As for a substance whose impact on human WEB chemSHERPA website: https://chemsherpa.net/english
History of Environmental Activities The Panasonic Group is a member of the Joint Article (The JAMP website was merged into chemSHERPA on March 15,
health and/or the environment cannot be ignored, we plan to
Management Promotion consortium (JAMP). Approximately 2019)
reduce or prohibit use of the substance.

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Environment While the Japanese automotive industry has been using the WEB RoHS / REACH Confirmation Report for major generic impact. We are engaging in activities designed to assess the
JAMA/JAPIA sheet*5 to share information on chemicals used electronic components levels to which customers are exposed to substances of very
in products in the supply chain, IMDS*6 is actually the de- https://industrial.panasonic.com/ww/downloads/rohs-reach high concern (SVHC), as well as safety during product usage.
facto standard material data system used by the international For products covered by the Act on the Promotion of To date, we have assessed effects of ceramic fibers used in
Policy automotive industry. With the backdrop of the Japanese Effective Utilization of Resources of Japan, the Panasonic certain models of commercial microwave ovens. As part of
automotive industry now shifting to IMDS from JAMA/JAPIA Group does not manufacture, import, or sell products that our efforts to comply with the EU REACH regulation which
Environmental Vision sheets, in October 2020 the Panasonic Group undertook a full contain specified chemical substances which exceeds the requires preparing information for the safe use of products
data migration to IMDS for use in our automotive business. limited value in non-exempt parts. For more details, see containing a certain amount of SVHC, we have created and
Environmental Governance We held seminars to more than 200 suppliers and completed Information on the Content of specified chemical substances publicized the safety assessment document. The exposure
Environmental Management Systems a successful data migration. This means that the Panasonic Chemical Substances in Covered Products below. was considered to be nominal with little concern for any
Group can now obtain data for the materials in the components WEB Information on the Content of specified chemical effects on human health. Furthermore, usage of ceramic
Environmental Risk Management received from our suppliers through IMDS into our management substances Chemical Substances (Japanese) fibers in our products was discontinued in December 2010.
https://holdings.panasonic/jp/corporate/sustainability/environment/
system for the chemical substances in our products, and, at PDF Product Safety Assessment Report
Response to TCFD chemical/jmoss.html
the same time, we can deliver product chemical data to our https://holdings.panasonic/global/corporate/sustainability/pdf/
Strategic Resilience through customers. The system thus makes for easier material data In June 2015, the Act on Preventing Environmental Pollution RCF_Professional_microwave_oven.pdf
Scenario Analysis communications throughout the supply chain. of Mercury was enacted to implement measures agreed
in the Minamata Convention on Mercury. The act requires ▪Reduction in Use and Discharge of
Our Businesses’ Contribution to Companies that procure electronic components need to fully manufacturers of products containing mercury to provide Chemical Substances
Carbon Neutrality understand the information on the substances contained in information such as labelling as manufacturers responsibility, Fluorocarbons (CFC) used as refrigerants, insulating
the components at the point of selection or usage in order to
Environmental Information Systems so that such products are appropriately sorted and materials, and the like for freezers and air conditioners,
comply with the EU RoHS Directives and REACH regulations. discharged when being disposed of. In order to communicate have properties which are known to cause ozone layer
Overview of Environmental Impact Particularly, as the REACH Substances of Very High Concern information concerning the mercury used in our products depletion and global warming. Therefore, the Panasonic
and Environmental Accounting (SVHC) List is updated every six months, those companies to customers, the Panasonic Group established a new Group had devoted to develop the technology to use CO2
Eco-conscious Products and expect their suppliers to speedily provide information on the webpage, Information Based on the Act on the Preventing as a refrigerant which has extremely low effects on ozone
Factories latest substance to the Panasonic Group. Environmental Pollution of Mercury, in May 2017. depletion and global warming, and has sold a home water
In order for the companies procure electric components to PDF PDF file of the Act on Preventing Environmental Pollution of heater using the low CO2 refrigerant since 2001. Although
Factories speedily and effectively understand information on chemical Mercury the low CO2 refrigerant is suitable for heating to maintain
https://members.wto.org/crnattachments/2015/TBT/JPN/15_2560_00_e.pdf a certain degree of temperature, it was difficult to be used
substance contents, the Panasonic Group has published a
#search=%27Act+on+Preventing+Environmental+Pollution+of+Mercury%27
Resource table of RoHS and REACH compliance status on our website in refrigerators and freezers, especially in large commercial
WEB Information Based on the Act on Preventing Environmental equipment due to insufficient cooling efficiency and size.
Biodiversity Conservation since November 2012. The table covers our RoHS Directive
Pollution of Mercury (Japanese)
compliance information and the substances designated in the However, with support from the New Energy and Industrial
https://holdings.panasonic/jp/corporate/sustainability/environment/
Water Resource Conservation RoHS/REACH Confirmation Report for all our major generic chemical/jmoss/mercury.html Technology Development Organization (NEDO), the
electronic components. Panasonic Group developed a refrigeration system using
Chemical Substance Management ▪Assessing the Impact of Chemical CO2 refrigerant, and has delivered CFC-free freezers and
*5 The standard material data format in the Japan’s automotive
Collaboration Across the Substances refrigeration showcases to supermarkets and convenience
industry (standardized by the Japan Automobile Manufacturers
Supply Chain Association and the Japan Auto Parts Industries Association). Scientifically identifying the impact on human health and the stores with the CO2 refrigerant in Japan since 2010. We
*6 International Material Data System: Material data system for environment of products containing chemical substances is have also commercialized high-power freezers designed for
automotive industry that is globally used. vital to the development of products with low environmental distribution warehouses and food factories, and have been

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Environment expanding their market opportunities with wider scope of of the model in 2013. Furthermore, PT. The Panasonic We worked on creating an analysis and management
their usability from domestic to international. Manufacturing Indonesia, which owns the factory for structure for the four phthalates to ensure their substitution.
manufacturing room air conditioners in Indonesia, redesigned Since phthalates have a migration characteristic (where a
For wall-mounted home air-conditioners (AC), we are
its production facility that used an ozone-depleting HCFC substance from another article migrates through contact),
promoting changing over from non-inverter types of AC,
Policy refrigerant R22 to one using R32 in fiscal 2015, and started materials may be contaminated by migration from production
not only to more eco-friendly inverter types of AC with high
supplying new R32-based air conditioners. Thereby, we facilities as well as process equipment containing the
Mid-term to Long-term energy-efficiency, but also to the AC with new refrigerant R32
Environmental Vision contributed to the Indonesian government’s initiative to four phthalates, which are specified as Level 1 Prohibited
whose Global Warming Potential (GWP) is low. In fiscal 2020,
eliminate the use of HCFCs. Substances. Accordingly, we also discussed introducing
we introduced into Hong Kong’s window air-conditioner
Environmental Governance preventive measures against contamination through contact.
market new models with the industry’s first inverter system In May 2023, we became the first Japanese manufacturer in
Environmental Management Systems To build a structure for incoming inspection for phthalate,
using the new R32 refrigerant, which has contributed to Europe to launch new three models of an air-to-water heat
we amended the standard for incoming inspection and
reduce environmental loads. pump that utilizes R290 natural refrigerant for residential use,
Environmental Risk Management determined to conduct incoming inspections on supplied
which has extremely low Global Warming Potential (GWP).
In addition, as measures against ozone depletion caused components with a high risk of containing phthalates, such
Response to TCFD
by HCFCs, a refrigerant called R410 that does not deplete
▪Restriction on Use of PVC Resin as PVCs, elastomers and glues. We have already selected
Strategic Resilience through the ozone layer was used in room air conditioners; however, and assessed an analyzer for phthalates to use for these
Scenario Analysis this substance has an issue of its very high very high Polyvinyl chloride (PVC) is a material of concerns to the
inspections, and installed the analyzer at our business
Global Warming Potential (GWP). Therefore, the Panasonic generation of hazardous substances from inappropriate
division. The phthalates contained in Panasonic Group’s
Our Businesses’ Contribution to disposal, as well as the harmful effects of certain additive
Group developed a model that uses a new refrigerant R32, products exported to Europe used to be as high as 10t.
Carbon Neutrality agents (phthalates) used to render PVC more pliable. In light
which has a lower GWP and introduced it launched sales However, total elimination of the phthalates has been
Environmental Information Systems of the significant potential for inappropriate disposal of the
completed as of March 31, 2019.
PVC resin used in the internal wiring of products, due mainly
Overview of Environmental Impact to difficulties associated with the sorting of this resin from *7 Bis(2-ethylhexyl) phthalate (DEHP), Butyl benzyl phthalate (BBP),
and Environmental Accounting used products, we have switched our new products launched
Dibutyl phthalate (DBP), and Diisobutyl phthalate (DIBP).
Eco-conscious Products and from April 2011 to non-PVC.

Factories PDF List of Our PVC-free Products Activities to Reduce Negative
https://holdings.panasonic/jp/corporate/sustainability/pdf/eco_ Environmental Impact at Factories
pvclist2023.pdf
Factories The Panasonic Group has been working to minimize
Resource ▪Restriction on Use of Phthalates environmental impact by identifying the hazardous

OCU-CR2001MVF, a FPW-EV085, a display substances used in our products, assessing the impact of
fluorocarbon-free freezer using case compatible with a Phthalates are often used in PVC products, and the use of
Biodiversity Conservation CO2 refrigerant fluorocarbon-free freezer
four phthalates*7 was restricted under the EU RoHS2 from
such use, and voluntarily discontinuing the use or reducing
the release of such substances. Since 1999, we have been
Water Resource Conservation July 22, 2019. Panasonic Group classified these substances
conducting the 33/50 Reduction Activity to materialize
as Level 1 Prohibited Substances in our Chemical Substances
Chemical Substance Management reduction by 33% in three years and by 50% in six years. In
Management Rank Guidelines Ver. 11 (for products) issued in
Japan, we started promoting reduction of amounts to use,
Collaboration Across the July 2018, and delivery of materials and components contain
release, and transfer specified chemical substances at our
Supply Chain the phthalates was prohibited from July 22, 2019. We have
factories in fiscal 2000. Against the target in our voluntary
Window air-conditioner unit with An air-to-water heat pump that
classified other phthalates as Level 3 Prohibited Substances,
History of Environmental Activities action plan, a reduction by 50% from the fiscal 1999 level, we
the new R32 refrigerant, CW- utilizes R290 natural refrigerant for and are promoting their substitution.
HZ180YA residential use achieved a 75% reduction in the chemical substance use and

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Environment a 62% reduction in the release and transfer in fiscal 2005. addition, the toxicity criteria varied according to substance Classification of Hazards
Since then, we have been continuing the activity, focusing types and regional legislation, which made standardized Hazardousness
Classification Hazards*9
on substances with particularly large amounts of release and management across the Group difficult. To address this factor
transfer, setting a voluntary action target of reduction by 30% issue, we worked together with experts from both within A Carcinogenicity/Ozone layer depletion x 10,000
Policy compared to the fiscal 2006 level. As a result, we achieved and outside the Group, reclassified chemical substances B Serious or direct impact x 1,000
a 46% reduction in the amounts of release and transfer of based on an overall assessment of their hazardousness,
Mid-term to Long-term C Medium impact x 100
Environmental Vision specified key reduction-target substances across all factories and specified a hazardousness factor for each classification.
worldwide in fiscal 2011. Specifically, we set a hazard classification to each substance D Small or indirect impact x 10
Environmental Governance by utilizing carcinogen risk assessments issued by E Minor impact or not assessed x1
Reflecting international trends in chemical substance
Environmental Management Systems international organizations, together with publicly available
management, our reduction measures have focused *9 In addition to carcinogenicity, hazards to human health include
hazard information and lists of ozone depleting substances. genetic mutation, reproductive toxicity, and acute toxicity. In
increasingly on particularly hazardous substances from
Environmental Risk Management For substances that have multiple hazard information addition to ozone depleting substances, hazards to/substances
fiscal 2011. Our Chemical Substances Management Rank
items, the item ranked with the highest hazard risk is used with impact on the environment include ecological toxicity,
Response to TCFD Guidelines (for Factories) was established in 1999 as a
for classification. We utilize this Panasonic Group internal substances that impact global warming, and substances that
guideline to help manage the above chemical substance generate photochemical oxidants.
Strategic Resilience through indicator as the Human Environmental Impact indicator to
reduction activities. In Version 1, the guidelines specified
Scenario Analysis promote efforts to ensure reduction of highly hazardous
a list of chemical substances to be managed, mainly
substances with greater environmental impacts, such as Human Environmental Impact
Our Businesses’ Contribution to focusing on carcinogenic substances. The guidelines
Carbon Neutrality carcinogens and ozone depleting substances, according to
were later updated to Version 2 in 2000 to include rules (kcount) 1,008 536 466 430 416 431
the risk level. The Panasonic Group Chemical Substances 1,000
concerning the Japan PRTR Law. Version 3, introduced in 57%
Environmental Information Systems Management Rank Guidelines is also available on the reduction
2004, additionally covered a list of substances specified by A
Overview of Environmental Impact website on Panasonic Group Green Procurement activities to 800
chemical substances management legislation in Japan. The
and Environmental Accounting promote collaboration with our suppliers, encouraging them
chemical substances covered by Version 4 and later from
to offer materials that do not contain hazardous substances. 600
Eco-conscious Products and 2009 are those specified in legislation on human health and B
environmental impact in Japan, the U.S., and Europe, as well WEB Green Procurement (PDF file Download of Chemical A
Factories Substances Management Rank Guidelines (For Factories)) A
400 A A
as those specified under international treaties. A
https://holdings.panasonic/global/corporate/about/procurement/ B
Reducing CO2 Emissions in green.html B B B B
Factories Under our Chemical Substances Management Rank
200 C
Guidelines (For Factories), we have focused our management *8 Human Environmental Impact = Hazardousness factor x Release
D C D C D D C D C D
Resource on select chemical substances that are hazardous to human and transfer amount E E E
C
E E E
0
Biodiversity Conservation health and the environment. Further, the Panasonic Group Further, we maintain our compliance in different countries by 2011 2019 2020 2021 2022 2023 (FY)
(Base)
created a unique indicator, the Human Environment Impact, *8
obtaining the latest information about the various chemical
Water Resource Conservation which is used globally in all our factories. Conventionally the regulations enforced in each country through our regional Note: Overseas sites of former SANYO Electric not included in fiscal
chemical substances were managed by “quantity,” such as 2011.
Chemical Substance Management headquarters and local industrial organizations. As for the
usage amount or emissions/release. However, such quantity- VOC regulations amended in China in 2020, we successfully
Collaboration Across the based management has a problem in that some highly completed compliance confirmation and replacement with
Supply Chain hazardous substances do not become subject to reduction compliant components in each business division thanks to
History of Environmental Activities or management if the usage amount was small, and therefore cooperation from local suppliers.
would fall out of the scope of impact assessments. In

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Environment In fiscal 2023, we were able to reduce Human Environmental Material Balance of Substances in the Management Rank*11
Impact by 57% compared to fiscal 2011 by substituting highly
(Unit: t )
hazardous substances in paints, improving yields, promoting *11 Based on the Chemical Substances Management
Input 大気排出量
Removed * 13 Recycled * 14
recycling, introducing substances with low-solvents and Top: Fiscal 2023 Rank Guidelines (for factories). Includes all the
234,683 6,688
14,227 16,330
Policy hazards, and improving processes, including reviewing the substances specified in the Pollutant Release
209,949 8,516
19,228 23,114 Middle: Fiscal 2022
and Transfer Register Act.
amount of paint or the number of washing cycles, as well as 228,007 20,464 15,678 Bottom: Fiscal 2021
Mid-term to Long-term *12 Includes substances transferred as waste,
Environmental Vision improving the efficiency of removal/deodorization equipment.
as well as those discharged into the sewage
We will continue our initiatives to minimize the amount of system. Recycled amount which is free of charge
Environmental Governance substances with environmental impact released through our or accompanies treatment cost under the Waste
production activities. Shipped as products *15 Management Law is included in “Recycled.”
Environmental Management Systems 200,358 (Different from the transferred amount reported
163,913 under the PRTR Law.)
Environmental Risk Management VOC*10 Emissions
188,319 *13 The amount of substances converted into
(t)
Response to TCFD 2,500 other substances through neutralization,
decomposition, or other chemical treatment.
Strategic Resilience through 1,994 Released into waterways Released into air Released into soil Transferred *12 *14 The amount of substances recycled with revenue,
2,000
Scenario Analysis 1,665 1,681 41 2,953 0 773 as well as those recycled free of charge or with
1,508 1,539 45 2,827 0 819 any payment.
Our Businesses’ Contribution to 1,500
2,758 0 747 *15 The amount of substances that have been
40
Carbon Neutrality changed to other substances as a result of
1,000 chemical reactions, and/or those that are
Environmental Information Systems contained in or accompanied with products and
500 shipped out of factories.
and Environmental Accounting Release/Transfer of Substances Requiring Management*16
0
2019 2020 2021 2022 2023 (FY) (t)
5,000 4,592
Factories
*10 Emissions of Volatile Organic Compounds (VOC) into the
3,942
Reducing CO2 Emissions in air caused by use. The calculation covers 100 major VOC 4,000 3,547 3,691 ★3,767
substances that Panasonic Group selected from those listed in
Factories
the Air Pollution Control Act. 3,000 3,057
2,624
Resource 2,574 2,579 2,577 Outside
2,000 Japan
1,000
Water Resource Conservation 1,535 1,318
973 1,112 1,190 Japan
Chemical Substance Management 0
2019 2020 2021 2022 2023 (FY)
Collaboration Across the *16 Hussmann Parent Inc. and its consolidated subsidiaries not included.
Supply Chain

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Environment Collaboration Across the Supply Chain

Collaboration with Suppliers and Transportation Partners ▪Estimation of Environmental Impacts in Business Activities by
Policy As the Panasonic Group backed by a number of suppliers, we must consider the environmental
Suppliers
impacts of our entire supply chain, and not just of our own operations. Through our coordination In order to assess greenhouse gas (GHG) emissions across the entire supply chain (scope 3*1),
Mid-term to Long-term the Panasonic Group made original calculations based on the Greenhouse Gas Protocol, the
efforts with suppliers and transportation partners, who form an integral part of our business
operations, the Panasonic Group strives to minimize our environmental impact across the international accounting standard for GHG emissions. Since fiscal 2012, the Panasonic Group
Environmental Governance entire supply chain, focusing on the reduction of CO2 emissions, resource recycling, chemical has estimated its overall GHG emissions in the upstream range by multiplying the volume of
substance management, and biodiversity conservation. materials purchased with the resource-specific GHG emissions per basic unit based on the
Environmental Management Systems Input-Output Table published by the Japanese government. The estimation results based on
Environmental Risk Management Activities for Green Procurement fiscal 2022 data is 21.55 Mt, roughly 12 times the GHG emissions of our Panasonic Group’s own
production activities.
Response to TCFD Activities for Green Procurement Since the publication of the “Green Procurement Standards”
*1 Other indirect emissions, excluding Scope 1 (direct emissions from facilities owned and controlled by the
in 1999, the Panasonic Group has been promoting the manufacture of eco-conscious products
Strategic Resilience through Panasonic Group) and Scope 2 (emissions from production of energy consumed at facilities owned and
in partnership with our suppliers. In the “Green Procurement Standards”, we set up groups of
Scenario Analysis controlled by the Panasonic Group).
suppliers who support the Panasonic Group’s Environmental Policy in supplying products and
Our Businesses’ Contribution to goods in order to materialize the targets in supplier collaboration with our Group. In addition to ▪Sharing Achievements through Collaboration with the
Carbon Neutrality cooperation in ‘reducing environmental loads in supplier’s business operation areas’ and ‘sharing
Panasonic Group
achievements through collaboration with the Panasonic Group’, we are asking our suppliers
Environmental Information Systems to ‘seek the cooperation of upstream business partners’ to expand the scope of activities of
Since fiscal 2010, the Panasonic Group has been implementing the ECO-VC Activity*2 Activity
with our suppliers. This program is a collaboration between the Panasonic Group and our
Overview of Environmental Impact reducing environmental impact throughout the entire supply chain. In September 2019, we
suppliers, aimed to both reduce environmental impact as well as reinforce product capability
and Environmental Accounting revised “the Green Procurement Standards” to deepen and widen their influence throughout the
and achieve further rationalization for the Panasonic Group products and suppliers. In fiscal
entire supply chain—beyond our Group and across society—following the Panasonic Group’s
Eco-conscious Products and 2010, the target for reducing environmental impact was limited to energy saving (CO2 emission
environmental action plan.
Factories reduction). However, this was extended in fiscal 2011 to Recycling-oriented Manufacturing
We also published “Panasonic GREEN IMPACT” in 2021, regarding information about our aiming at saving resources and using recycled materials. The geographical range of our activities
contribution to CO2 emissions reduction from Panasonic Group’s business activities and from has also extended. Initially centered in Japan, actions accelerated to China and other parts of
Factories
society in general, indicating our determination by setting our own targets to achieve both ‘a Asia in fiscal 2013, and later extended to a global scale in fiscal 2015.
Resource better life’ and ‘a sustainable global environment’ at the same time. We plan to expand this effort
We have stored case examples of ECO-VC Activity in a database for broader and effective use
across the entire supply chain.
Biodiversity Conservation throughout the Panasonic Group. At the same time, as for outstanding activities, we provide
In response to more stringent and expanded regulations such as EU RoHS Directive, the awards in occasions such as ‘ECO-VC Activity award and information exchange meeting’.
Water Resource Conservation Panasonic Group has been engaging in continual environmental quality assurance audits of our Furthermore, the Panasonic Group formulated “an Environment Vision 2050” in 2017 to achieve
Chemical Substance Management suppliers since 2005 to improve the management level throughout the entire supply chain. In ‘a better life’ and ‘a sustainable global environment’ compatibly, aiming for societies where
fiscal 2023, we conducted the audits at some 800 suppliers and have supported their efforts to residents use clean energy and live a more comfortable lifestyle. Under the vision, through the
Collaboration Across the upgrade their management levels. development of products, technologies, and solutions relevant to energy creation, storage,
Supply Chain
WEB Green Procurement Standards saving, and management, the Panasonic Group has worked towards creation and more efficient
History of Environmental Activities https://www.panasonic.com/global/corporate/management/procurement/green.html utilization of energy which exceeds the amount of energy used.

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Environment We added renewable energy to conventional evaluation items such as energy conservation We will also promote procurement to fulfill social responsibilities such as human rights, labor,
(CO2 emission reduction), cost reduction, resources conservation and use of recycled materials safety and health, and global environmental conservation together with suppliers.
in fiscal 2019. Starting in fiscal 2024, we plan to work together with our suppliers to promote
In addition, collaborating with the Institute of Public & Environmental Affairs (IPE), a China’s
decarbonization and reduce CO2 emissions in conjunction with the Panasonic Green Impact.
environmental NGO, we have been working on to improve suppliers CSR environment, through
Policy
*2 ECO-VC Activity: Value Creation Activities sharing information on latest laws and regulations in a periodical working group meeting, and
Mid-term to Long-term requesting for suppliers whose regulatory violation is recorded on a monthly base to improve it.
Environmental Vision Environmental Achievements Made through Proposals
In the Suppliers Green Supply Chain responsibility rating (CITI*3 and CATI*4) that has been
Environmental Governance Items FY2019 FY2020 FY2021 FY2022 FY2023 published by IPE since fiscal 2015, the Panasonic Group has consistently listed in the top rank
each year. We were ranked the third best in the CITI ratings and the top in the CATI ratings for
Environmental Management Systems Number of proposals 820 772 430 332 264
the home appliances industry (33 brands) in fiscal 2023.
Environmental Risk Management CO2 reductions derived from *3 CITI : The Green Supply Chain Corporate Information Transparency Index
30.50 kt 280 kt 110 kt 50 kt 80 kt
proposals *4 CATI : The Corporate Climate Action Transparency Index
Response to TCFD
Use of recycled resources derived
80 t 100 t 5t 1500 t 600 t
Strategic Resilience through from proposals
Scenario Analysis Reduction in resources used
3.03 kt 19.9 kt 323 kt 255 kt 40 kt
derived from proposals
Carbon Neutrality

Collaboration with Environmental NGOs
For exhaustive implementation of CSR throughout our global supply chain, we are implementing
Overview of Environmental Impact activities in collaboration with overseas environmental NGOs.
In China, where the Panasonic Group has a large number of suppliers and where commitments
Eco-conscious Products and by suppliers to environmental issues have been highly demanded by society, we have diligently
Factories
ensured compliance with China’s laws and regulations and conduct responsible procurement
Reducing CO2 Emissions in throughout the supply chain, working together with environmental NGOs.
Factories
In September 2016, the Panasonic Group held seminars for about 400 suppliers on our CSR
Resource Procurement Policy and Chinese environmental regulations in Guangzhou, Dalian, and Shanghai.
In the seminars, we asked suppliers to take necessary actions in response to China’s latest
Biodiversity Conservation environmental regulations, in addition to ensure CSR in supply chain. In such way, we have been
Water Resource Conservation working on to understand possible risks and to reduce environmental impact in our supply chain.
Chemical Substance Management Since 2018, we have conducted on-site environmental audits which focus on response
capabilities and CSR audits at the same time in some 20 suppliers per year since fiscal 2019. To
Collaboration Across the ensure responsible procurement, we have been working on reduction of environmental impact
Supply Chain collaborating with suppliers, ensuring from a request for the improvement items pointed out by
History of Environmental Activities audits to a confirmation of implementation of such improvements. Through on-site environmental
and CSR audit, we will ensure compliance with relevant laws, social norms and corporate ethics.

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Environment History of Environmental Activities

Era Year Panasonic Group World Japan Era Year Panasonic Group World Japan
~1970s 1967 • Basic Law for Environmental Pollution 1998 • Love the Earth Citizens’ Campaign • Home Appliance Recycling Law
Policy Control enacted commenced
• Recycling Business Promotion
enacted (took effect in 2001)
• Law Concerning the Promotion of
1968 • Air Pollution Control Law enacted
Office established the Measures to Cope with Global
Mid-term to Long-term 1970 • Pollution Survey Committee
established
• Water Pollution Control Law enacted
• Waste Disposal and Public Cleansing
• First environmental report (1997) Warming enacted
published • Energy Conservation Law revised: Top
Environmental Vision Law enacted Runner Approach introduced
1971 • Environment Agency established 1999 • Green Procurement launched • PRTR (Pollutant Release and Transfer
Environmental Governance 1972 • Environmental Management Office
established
• U.N. Conference on Human
Environment held in Stockholm
• Chemical Substances Management
Rank Guidelines established
Register) Law enacted
(Declaration of Human Environment • Acquired ISO14001 Certification in

Environmental Management Systems adopted) all manufacturing business units
1973 • First oil shock occurred 2000s 2000 • Lead-free Solder Project • Global Reporting Initiative (GRI) • Basic Law for Establishing the
commenced issued The Sustainability Reporting Recycling-based Society enacted
Environmental Risk Management 1975 • Environmental Management
Regulations enacted • Held first environmental exhibition Guidelines • Law for Promotion of Effective
for general public in Osaka Utilization of Resources enacted
1979 • Second oil shock occurred • Energy Conservation Law enacted
Response to TCFD 1980s 1985 • Vienna Convention for the Protection
2001 • Environmental Vision and Green
Plan 2010 adopted
• Reached final agreement on the
actual rules of Kyoto Protocol in
• Reorganized into the Ministry of the
Environment
of the Ozone Layer adopted • Held Environmental Forum in Tokyo COP7 held in Marrakesh • Law Concerning Special Measures
Strategic Resilience through 1987 • Montreal Protocol on Substances that
Deplete the Ozone Layer adopted
and Freiburg,Germany against PCBs enacted
• Panasonic Eco Technology Center
Scenario Analysis • World Commission on Environment launched
and Development (the Brundtland 2002 • Panasonic Center Tokyo opened • Johannesburg Summit (Rio+10) held • Kyoto Protocol ratified
Commission) advocated the concept
Our Businesses’ Contribution to of sustainable development
• Vehicle Recycling Law enacted
• Law for Countermeasures against Soil
Carbon Neutrality 1988 • CFC-reduction Committee • Ozone Layer Protection Law enacted Pollution enacted
established 2003 • Declared ‘Coexistence with the • EU’s WEEE Directive was enacted
1989 • Environmental Protection Global Environment’ as one of the
Environmental Information Systems Promotion Office established twin business visions
1990s 1991 • Matsushita Environmental Charter • Keidanren Global Environment Charter • Factor X advocated as an indicator
Overview of Environmental Impact (Environmental Statement and enacted by Japan Federation of for Creating Value for a New
Lifestyle
Code of Conduct) enacted Economic Organizations
and Environmental Accounting • Matsushita Product Assessment • Law for Promotion of Effective • Completely introduced lead-free
adopted and implemented Utilization of Resources enacted soldering globally
• Super GP Accreditation System
Eco-conscious Products and 1992 • Environmental Policy Committee
established
• The Earth Summit held in Rio de
Janeiro, Brazil; Agenda21 and Rio
launched
• Achieved zero waste emissions in
Factories Declaration on Environment and
Japanese manufacturing business
Development adopted
sites (ongoing program)
• United Nations Framework
Reducing CO2 Emissions in Convention on Climate Change
• Held Environmental Forum in Tokyo
adopted 2004 • Environmental Vision and Green • Prohibited manufacturing and use
Factories 1993 • Matsushita Environmental Voluntary • The Basic Environment Law enacted
Plan 2010 revised of products containing asbestos in
• PCB Management Office principle
Plan (Year 2000 targets) adopted
established
Resource • Matsushita Group’ global
• Superior GP Accreditation System
environmental internal audits
launched
launched
Biodiversity Conservation 1995 • Acquired Environmental • First Conference of Parties to the U.N. • Containers and Packaging Recycling
2005 • Participated in Expo 2005 Aichi, • Kyoto Protocol entered into force • Expo 2005 Aichi, Japan held
Japan as an official sponsor • National campaign against global
Management System Certification Framework Convention on Climate Law enacted
• Green Plan 2010 revised warming “Team −6%” launched
at AV Kadoma Site (first in the Change (COP1) held in Berlin
Water Resource Conservation Matsushita Group)
• Continued with the nationwide • Marking for the presence of the
Lights-out Campaign specified chemical substances for
1996 • ISO 14001 International Standard on • 3R Eco Project launched electrical and electronic equipment
Chemical Substance Management Environmental Management Systems • Completed the elimination (J-Moss) established
launched of specified substances (6
1997 • Corporate Environmental Affairs • COP3 held in Kyoto and adopted the • Keidanren Appeal on the Environment substances) in products
Collaboration Across the Division (CEAD) established Kyoto Protocol announced by Japan Federation of • Matsushita Group’s Green Logistics
Supply Chain • Environmental Conference
established (held semi-annually)
Economic Organization Policy established
• CF Accreditation System
introduced

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Environment Era Year Panasonic Group World Japan Era Year Panasonic Group World Japan
• Panasonic Center Osaka opened 2010s 2010 • Announced “Vision looking to the • COP10 held in Nagoya—Nagoya • Draft legislation of Basic Law of Global
• Eco & Ud HOUSE opened 100th anniversary of our founding agreement made Warming Countermeasures submitted
• Installed the first commercial in 2018” • APEC meeting held in Yokohama but remained in deliberation
household fuel cell cogeneration • Announced new midterm • Ruling party lost in US midterm • Obligatory greenhouse gas emissions
system in the new official residence management plan, “Green election—changes in anti global reduction started as a part of Tokyo
Policy of the Japanese Prime Minister
• Won the first place in Nikkei
Transformation 2012 (GT12)”
• Announced ‘eco ideas’
warming policy Emissions Trading Scheme
• Cancun agreement made in COP16— • Waste Management and Public Cleansing
Environmental Management Declarations (Latin America, Asia Post-Kyoto framework still to be Law amended: self treatment regulations
Mid-term to Long-term Survey Pacific, and Russia) discussed tightened
2006 • Environmental specialist position • Restriction of Hazardous Substances • Relief Law for Asbestos Victims • Established ‘eco ideas’ Forum 2010 • Act on the Evaluation of Chemical
Environmental Vision established (RoHS) Directive took effect in EU enacted in Ariake, Tokyo Substances and Regulation of Their
• ET Manifest introduced into all • Energy Conservation Law revised: • Commenced business of Factory Manufacture, etc. (CSCL) and Law
Energy Conservation Support concerning Pollutant Release and
Environmental Governance manufacturing sites of Panasonic
in Japan
new cargo owner obligations, widened
product scope of its application, and Service Transfer Register (PRTR) amended
• Realized lead-free plasma display top runner standard revision • Announcement of Green Plan 2018
Environmental Management Systems panels and introduced them to the
market
2011 • Announced North America &
Taiwan ‘eco ideas’ Declarations
• Rare earth prices soared
• Revised RoHS directives enforced in
• Home appliance eco-point incentive
program finished
• Full-fledge introduction of biodiesel • Announced establishment of EU • The Great East Japan Earthquake
Environmental Risk Management fuel in logistics Panasonic Dadi Dowa Summit • COP17 (Durban Climate Conference): • Revised Air Pollution Control Act and
2007 • Energy conservation activities at • The Fourth Assessment Report of the • ‘Cool Earth 50’ announced by Prime Recycling Hangzhou Co., Ltd. Agreement made on long-term future Water Pollution Control Act enforced
our factories in Malaysia approved Intergovernment Panel on Climate Minister Abe • Announced the Fujisawa of the scheme, and the second • Act on Special Measures Concerning
Response to TCFD as CDM project by the U.N. Change (IPCC) released • ‘21st Century Environment Nation Sustainable Smart Town Project commitment period for the Kyoto Procurement of Renewable Electric
• A new environmental mark ‘eco • Registration, Evaluation, Authorisation Strategy’ formulated • Established Corporate Electricity Protocol (Japan announced non- Energy by Operators of Electric Utilities
ideas’ introduced and Restriction of Chemicals entered • ‘The Third National Biodiversity Saving Division that bridges commitment) enacted (Feed-in tariff system to be
Strategic Resilience through • Panasonic Center Beijing opened into force in EU Strategy of Japan’ formulated functions across the organization enforced July 2012)
Scenario Analysis • Environmental Forum in China held • Framework for CO2 reduction agreed • ‘Ministerial ordinance partially 2012 • Business reorganization due to full • United Nations Conference on • The Recycle Resource Project,
• “Declaration of Becoming an at Heiligendamm Summit (G8) amending the Enforcement Regulation acquisition of Panasonic Electric Sustainable Development (Rio +20) national campaign by Ministry of the
Environmentally Contributing • The Bali Road Map for the post Kyoto of the Waste Management and Public Works and SANYO Electric • “Doha Climate Gateway” adopted Environment, commenced
Our Businesses’ Contribution to Company in China” announced Protocol agreed at COP13 Cleansing Law’ promulgated • Commenced sales of Resources at COP 18 Doha 2012, to lay down • 2012 Japan Tax Reform Bill enacted
• Panasonic ‘eco ideas’ Strategy • Administration on the Control of • ‘Domestic Emissions Trading Scheme Recycling-oriented Product series a future legal framework in which all (Environment tax came into force in
Carbon Neutrality announced Pollution Caused by Electronic Review Committee’ established • Terminated production of nations can participate by 2020 and October 2012)
Information Products (China RoHS) • ‘The Second Fundamental Plan for household incandescent light bulbs onwards • Feed-in tariff for recyclable energy put
came into effect Establishing a Sound Material-Cycle • Establishment of Environmental • Revised WEEE Directive implemented into effect
Environmental Information Systems Society’ formulated Management Group, Environment in Europe
2008 • Established the Corporate CO2 • G20 (conference of key countries’ • Cool Earth Promotion Program & Quality Center, Global
Overview of Environmental Impact Reduction Promoting Committee environmental and energy ministers) announced by Prime Minister Fukuda Manufacturing Division
• Communication of ‘eco ideas’
• Held environmental exhibitions, held • Mislabeling incident of waste paper
and Environmental Accounting ‘eco ideas’ World • Hokkaido Toyako Summit held pulp percentage Declaration (Vietnam)
• Home Appliances Company • Long-term Energy Demand and Supply 2013 • Announced new midterm • Phase I of the Kyoto Protocol ends. • Home Appliance Recycling Law for
announced environmental Outlook announced management plan Cross-Value Japan’s target expected to be small household appliances enforced
Eco-conscious Products and statement in which named its • Japan’s Voluntary Emission Trading Innovation 2015 achieved in combination with forest • Basic Plan for Establishing a Recycling-
Factories Kusatsu site as ‘eco ideas’ Factory
• Announced ‘eco ideas’ Declaration
Scheme started • Announced new brand slogan “A CO2 absorption and application of
the Kyoto Protocol mechanisms.
Based Society implemented
• Keidanren’s “Action Plan Towards Low-
Better Life, A Better World”
in Europe • PETEC’s home appliance recycling • Minamata Convention on Mercury to Carbon Society” started (until FY 2021)
Reducing CO2 Emissions in • Established Environmental Strategy reached a cumulative total of 10 internationally regulate import and • Amended Law Concerning the
Research Center million units export of mercury adopted at UN Rational Use of Energy and Amended
Factories 2009 • Opened the ‘eco ideas’ House to • China WEEE law promulgated • Energy Conservation Law amended: • Announced ‘eco ideas’ factory conference Law Concerning the Promotion of
demonstrate a lifestyle with virtually • New framework for countermeasures Covered area expanded from factories (Philippines) • IPCC Fifth Assessment Report the Measures to Cope with Global
(Working Group 1) announced the Warming established. Amended Act on
Resource zero CO2 emissions throughout the
entire house
against global warming on and
after 2013 (post-Kyoto Protocol),
to commercial sector facilities
• Flat-panel TV and clothes dryer added possibility of human activity being the Rational Use and Management of
• Announced the Asia Pacific ‘eco the Cophenhagen Accord, was as covered products under the Home the principal cause of global warming Fluorocarbons promulgated (June)
Biodiversity Conservation ideas’ Declaration adopted at the COP15 (Copenhagen Appliance Recycling Law observed since the mid-20th century
is “extremely high.” Global average
• Voluntary Action Plan by the electric
and electronics industry terminated.
• Announced ‘eco ideas’ factories conference) • ‘Eco point’ system started
(in Czech, Malaysia, Thailand, and • Seeking to emerge from the Lehman surface temperature is expected to Achieved improvement by 48% in CO2
Water Resource Conservation Singapore) collapse, countries throughout the rise as high as 4.8°C
• COP 19 Warsaw reaffirmed
emissions per basic unit in average
actual production output for fiscal
• Sanyo Electric joined the Panasonic world accelerated actions for the
Group Green New Deal participation of all nations in the 2009–2013 (compared with fiscal 1991
Chemical Substance Management future framework of the Convention level) to the target of 35%
for 2020 and later. Nations were • Japan announced in November its
asked to submit emission pledges fiscal 2021 reduction target of 3.8%
Collaboration Across the well in advance of 2015 over fiscal 2006 and registered this with
UNFCCC Office (but with a possible
Supply Chain review of the tentative target, which
does not include possible resumption
of nuclear power plant operations)

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Environment Era Year Panasonic Group World Japan Era Year Panasonic Group World Japan
2014 • Panasonic DADI DOWA Summit • Targets for product environmental • The amended Energy Conservation 2017 • Announcement of Panasonic • France, UK, and China announced • Revision of the Charter of Corporate
Recycling Hangzhou Co., Ltd., regulations in Europe begin to shift Act was enforced, incorporating Environment Vision 2050 the prohibition of sales of gas and Behavior delivering on the SDGs
started operation from energy saving to resource action on power conservation during • Opening of Tsunashima diesel cars and the conversion to through the realization of Keidanren
• Opening of Fujisawa Sustainable efficiency and environmental impact peak periods into existing qualitative Sustainable Smart Town EVs in the future Society 5.0
Smart Town • EU Parliament reelection results in reduction targets
2018 • Announcement of Monozukuri • COP24 was held. The policy based • The fifth Basic Environment Plan
Policy • Announced Eco Declaration
(Southeast Asia & Pacific)
the appointment of Mr. Jean-Claude • Phase II of the Commitment to a Low
Juncker as President of the European Carbon Society, a voluntary program
(Manufacturing) Vision on the Paris Agreements to be was decided by the Cabinet. Set up
• Achievement of zero-CO2 factories uniformly applied to all member six cross-field strategies utilizing the
• Communication of housing & town Commission. Review of the circular promoted by Keidanren as measures at Panasonic Eco Technology countries was adopted concepts of SDGs
Mid-term to Long-term development at the International economy package was decided. against global warming, was newly Center Co., Ltd. (PETEC),
Greentech & Eco Products • IPCC 5th Assessment Report established in response to government Panasonic Energy Belgium N.V.
Environmental Vision Exhibition & Conference (IGEM) analyzed that the current multiple request, setting the target year to 2030 (PECBE), and Panasonic do Brazil
(Malaysia) ways to achieve control of global • Toyota Motor launched fuel-cell vehicle (PANABRAS)
temperature rise to less than 2°C MIRAI into the commercial market
Environmental Governance cannot be materialized unless the 2019 • Announcement of Green Plan 2021 • UN Climate Action Summit was held. • G20 Osaka Summit was held. “Osaka
target becomes nearly zero by the • Participation in ‘RE100’, an Rising trend of achieving net zero Blue Ocean Vision”, which aims to
end of the century. Attention to international initiative for the greenhouse gas emissions, with a further reduce pollution caused by
Environmental Management Systems “adaptation” is growing. use of 100% renewable energy target of limiting global temperature marine plastic wastes, was shared
• COP12 Convention on Biodiversity, as electricity used in business rise to 1.5°C
operations • COP25 was held in Spain. The
Environmental Risk Management PyeongChang concluded the interim
assessment of the Aichi Biodiversity statement urging governments to
Targets as “progress has been made increase the GHG reduction targets
was adopted
Response to TCFD but remains inadequate”
• Countries accelerated their • Announced carbon neutrality by 2050.
• COP 20 (Peru) reached agreement 2020s 2020 • Launched a Global Circular
on the policy of developing reduction Economy Project to accelerate decarbonization efforts and • Formulated “Green Growth Strategy
Strategic Resilience through targets based on common rules corporate-wide activities to build a subsequently announced carbon Through Achieving Carbon Neutrality in
for publication of “a new legal circular economy neutrality statements. 2050.”
Scenario Analysis framework beyond 2020 applicable • Started Sustainable Management • EU released a new battery regulation
to all Parties” Promotion Consortium where proposal.
internal members who are interested
Our Businesses’ Contribution to 2015 • Won Zayed Future Energy Prize
2015
• Paris Agreement on the international
legal framework for global warming
• Draft proposal to cut greenhouse
gases by 26% over 2013 levels as in sustainablity get together to
Carbon Neutrality • Wonder Japan Solutions (Tokyo) control from 2020 and later was its 2030 greenhouse gas reduction discuss related topics.
• Achieved zero-CO2 factory in PEC
held for the first time adopted at COP21 (Paris) target announced by the Japanese
• Announced the introduction of • 2030 Agenda for Sustainable government (Wuxi) in China.
Environmental Information Systems indirect contributions through Development was adopted at the • COOL CHOICE, a new nationwide 2021 • Environment Vision transformed to • COP26 was held in UK. Countries • Announced reduction of GHG
housing, automotive, and B2B UN Summit, focusing chiefly on movement for greenhouse gas GREEN IMPACT. agreed to aim for 1.5°C target for emissions by 46% below FY2013
solutions in the size of contribution sustainable development goals reduction, started • Set up Sustainability Management global warming. levels by FY2030 and continuing
Overview of Environmental Impact in reducing CO2 emissions (SDGs) Committee led by the Group CEO. strenuous effort in its challenge
and Environmental Accounting • Announced the Tsunashima
Sustainable Smart Town
toward a 50% reduction as Nationally
Determined Contributions (NDCs).
development project, together with • Formulated the Sixth Strategic Energy
Eco-conscious Products and Yokohama City and Nomura Real Plan.
Estate Development Company 2022 • Announced impact targets to • COP 27 was held in Egypt. • The Japan’s government announced
Factories 2016 • Establishment of Environmental • G7 Toyama Environment Ministers’ • The 2016 Kumamoto Earthquake reduce CO2 emissions in the world • COP 15 in Canada; the Kunming- ‘its basic policy toward achieving GX
Management Department, Quality Meeting held; ministers representing • The Plan for Global Warming by 2050 that is the target year set Montreal Global Biodiversity (Green Transformation)’.
Reducing CO2 Emissions in & Environment Division
• Announced R&D 10-Year Vision
the G7 nations and the EU discussed
policies on seven themes including
Countermeasures was decided by the
Cabinet. Direction of Japan’s global
in the Panasonic Green Impact. Framework (GBF) was adopted.
• Announced the Green Impact Plan • IPCC announced its
• METI announced ‘its Growth- Oriented,
Resource-Autonomous Circular
Factories • Revised Green Plan 2018 resource efficiency and 3R, warming countermeasures to achieve 2024. Sixth Assessment Report. Economy strategy’.
• Announced participation in Future biodiversity, climate change, and the Intended Nationally Determined • Automotive Systems Co., Ltd. • Keidanren announced ‘Towards Green
Living Berlin, the first Smart City related measures Contributions under COP 21 was achieved zero carbon at all its sites Transformation (GX)’.
Resource project in Germany • UK decided to leave the EU (Brexit) clarified. Long-term goal of reducing worldwide.
• Announced collaboration with in a national referendum greenhouse gas emissions by 80% by
Tesla Motors for solar batteries • GRI announced “GRI Standard,” the 2050 was set
Biodiversity Conservation new guidelines for CSR reports • Act on Promotion of Global Warming
• COP 22 held in Marrakesh, Morocco. Countermeasures was amended;
Agreement reached on establishing focuses on promoting the enhancement
Water Resource Conservation a rulebook to make the Paris of Cool Choice, the reinforcement of
Agreement effective by 2018 international cooperation, and regional
Chemical Substance Management • Donald Trump won the US
presidential election
global warming countermeasures
• COP 13, the 13th meeting of the

Collaboration Across the Conference of the Parties on
Biological Diversity, held in Cancun,
Supply Chain Mexico

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Respect for Human Rights As a comprehensive electronics manufacturer, Panasonic Group

develops, produces, sells, and provides services in relevant sectors
through close cooperation with Group companies in Japan and abroad.
Our business activities all depend on the support of many people,
including our Group employees, customers who use our products and
Policy services, suppliers involved in procurement and sales, and our business
partners. Therefore, our business activities may impact them positively
Responsible Executive and
or negatively. Under our management philosophy that “a company is a
Framework public entity of society,” we recognize that we cannot allow ourselves to
develop the expense of these people, and that we have a responsibility
Internal Training & External
to protect their rights and contribute to the well-being and and
Communications happiness of these people.
Human Rights Due Diligence Furthermore, as a global company operating worldwide, we comply
with all applicable laws and regulations in our business activities while
Major Initiatives considering the human rights of all our stakeholders and respecting
internationally recognized human rights as expressed in the International
Grievance Mechanism Bill of Human Rights and the International Labour Organization’s (ILO)
Declaration on Fundamental Principles and Rights at Work. We strive
Participation in International to prevent, mitigate, and correct any possible negative impact our
and Industrial Partnerships business activities, products, services, or related translations have on
individuals, workers, and society.
We also seek our suppliers and business partners to understand

and implement our human rights and labour compliance policies; in
cooperation with our partners, we strive to monitor supply chain risks
and take appropriate measures to prevent, mitigate, and correct the
occurrence of such risks.
Specifically, we address the following issues:

• Formulating and reviewing human rights policies;
• Raising awareness on human rights;
• Conducting human rights due diligence;
• Responding to human rights risks in the supply chain;
• Establishing and operating grievance mechanisms;
• Engaging with stakeholders.
We also seek the advice of external experts in our human rights efforts.
Respect for human rights is one of the utmost material sustainability

issues to the Group. For more details, see the “Materiality” section (on
page 6).

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Human Rights Policy Management Committee, chaired by the Group CEO, discusses crucial human rights issues and
reports them to the Group Management Committee and the Board of Directors. The Board of
Panasonic Group established the Panasonic Group Human Rights and Labour Policy (the “Human
Directors also oversees these issues. In fiscal 2023, compliance on mandatory human rights and
Rights and Labour Policy”), referencing the below international standards and incorporating
labour requirements in various countries has been discussed at the sustainability management
external experts’ opinions. This policy states that, predicated on compliance with international
committee.
Policy standards and the laws and regulations of each country that apply to our business activities
and transactions, we are committed to respecting internationally recognized human rights; In fiscal 2024 (continued from fiscal 2023), we identified fraud and misconduct on human rights by
Responsible Executive and identifying, preventing, and correcting human rights violation risks; promoting remedy and other suppliers and outsourcing partners as a major Group risk. Each business unit is working to reduce
Framework measures for victims; creating a rewarding working environment; and engaging in dialogue on this risk. For more on risk management, see the “Risk Management” chapter (on page 130).
these issues with various stakeholders. Following this policy, we have established internal rules, We established the Strategic Human Resources Department within Panasonic Holdings
Internal Training & External developed a promotion system, and advanced specific initiatives for respecting human rights Corporation (PHD) to promote our day-to-day efforts to respect human rights and oversee the
Communications and creating a rewarding work environment. Group’s human rights and labour initiatives. It works with Group companies to promote initiatives
at business sites across the Group.
Human Rights Due Diligence Moreover, the Panasonic Group Code of Ethics and Compliance (“Code of Ethics and
Compliance”) defines the commitments that all Group employees must fulfill and positions When it comes to human rights in our supply chains, procurement divisions are responsible for
Major Initiatives respect for human rights as our social responsibility. We strive to raise awareness of this protecting them, and these divisions gain the understanding and cooperation from our suppliers
responsibility. all around the world in line with our Groupwide human rights initiatives.
Grievance Mechanism ■Main international standards used as reference:
For more details, see the “Responsible Supply Chain” chapter (on page 102).
• The United Nations’ Guiding Principles on Business and Human Rights
Participation in International
and Industrial Partnerships
• The United Nations’ International Bill of Human Rights (Universal Declaration of Human Rights,
Internal Training & External Communications
International Covenant on Civil and Political Rights, and International Covenant on Economic,
Panasonic Group has translated its Code of Ethics and Compliance, which includes respect
Social and Cultural Rights)
for human rights, into 22 languages and provides regular opportunities for employees to learn
• ILO Declaration on Fundamental Principles and Rights at Work and ILO Core Conventions
about it at the time of entry into a company and promotion. In fiscal 2023, following the revision
WEB Panasonic Group Human Rights and Labour Policy
of the Code of Ethics and Compliance, we provided trainings for all employees, with 150,000
https://holdings.panasonic/global/corporate/sustainability/social/human-rights/policy.html
taking part. Furthermore, starting in fiscal 2023, the Human Resources Division, a critical relevant
WEB The Panasonic Group’ Code of Ethics & Compliance, 5. Our Social Responsibilities, 1. Respecting
human rights division, added human rights and labour compliance as a basic training elective for Group HR
https://holdings.panasonic/global/corporate/about/code-of-conduct/chapter-5.html employees in Japan. We plan to update the content of this module and keep it for fiscal 2024.
We also provide Pre-Overseas assignment Training for employees, including managers, posted
We will periodically review and improve these policies based on the opinions of external experts,
from Japan to overseas subsidiaries, on international standards and the laws of each country
relevant stakeholders, and their representatives.
regarding corporate responsibility to respect human rights. Additionally, in Southeast Asia,
Responsible Executive and Framework where many of our manufacturing companies are located, personnel from the PHD Strategic
Human Resources Department have conducted direct training in Malaysia and other countries
The executive officer responsible for the Group’s initiatives to respect human rights is the Group
for managing directors and human resources managers at manufacturing sites.
Chief Human Resources Officer, who is also in charge of the CSR and Corporate Citizenship
Activities (as of August 2023). Our operating officers’ remuneration are linked to relevant KPIs We also publish the Panasonic Group Human Rights and Labour Policy in Japanese and English
which reflect their responsible filed in sustainability. on our website and ask all our suppliers to respect human rights as part of our Panasonic Supply
Chain CSR Promotion Guidelines. For more details, see the “Responsible Supply Chain” chapter
In fiscal 2024, human rights and labour compliance initiatives is a part of our short- and
(on page 102).
medium-term performance-linked compensation metrics for Group CHRO. The Sustainability

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Respect for
The Panasonic Group’s Code of Ethics & Compliance Chapter, 5. Our Social Responsibilities, 1. by August 2023. Panasonic Holdings Corporation (PHD) will provide support, as appropriate, to
Human Rights
WEB
Respecting human rights complete the corrective measures by March 31, 2024.
https://holdings.panasonic/global/corporate/about/code-of-conduct/chapter-5.html
In fiscal 2024, we will target all domestic manufacturing sites to identify and correct potential and
Human Rights Due Diligence present human rights issues.
Policy The Group is committed to respecting the human rights of the stakeholders in its business Please see the “Responsible Supply Chain” chapter (on page 102) for our approach to human
activities, products and services, and transactions, based on the United Nations’ Guiding rights due diligence in the supply chain.
Responsible Executive and Principles on Business and Human Rights, referring to the OECD Due Diligence Guidance for
Framework Responsible Business Conduct. We conduct human rights due diligence to identify, prevent, and
We will operate the system by building and making continuous improvements through dialogue,
discussion, and cooperation with relevant stakeholders both internally and externally. We will
mitigate any adverse impact our operations could have on human rights, correct issues that may
Internal Training & External arise, and explain the results of our actions to relevant stakeholders. We incorporate input from
also make disclosures about initiatives as appropriate using our official website, relevant reports,
Communications external experts and stakeholders in formulating related mechanisms and processes.
and other means of communication.
Human Rights Due Diligence The Group recognizes the need to identify human rights issues throughout its value chain and Major Initiatives
business activities and has begun analyzing priority issues. As we operate globally in a wide ▪Prohibiting Child Labour and Protecting Young Workers
Major Initiatives range of business area, some of our businesses have extensive supply chains and we recognize
Our Human Rights and Labour Policy includes a clear expectation to work toward the effective
the risk that workers in these supply chains may be in vulnerable positions or unsafe working
Grievance Mechanism environments in different countries or regions. Therefore, we begin by addressing human rights
eradication of child labour.
issues at our manufacturing sites and in our supply chain. For more details, see the “Responsible When we hire employees, in addition to complying with all applicable laws, we also require the
Participation in International staffing firms, suppliers, and other companies we work with to do the same.
Supply Chain” chapter (on page 102).
and Industrial Partnerships
In fiscal 2022, we conducted a detailed self-assessment of human rights and labour issues at We also do not permit any midnight work, heavy labour, or dangerous labour for employees
almost all of our overseas manufacturing companies to gain a bird’s eye view of the Group’s under 18 years old.
risks. The questions we asked referenced the self-assessment metrics from the Responsible
Business Alliance (RBA) that applied to the Group. Through this process, we gained a general
Providing Employment Opportunities to Young People
understanding of human rights and labour issues. However, we recognized that we need a more We provide young job seekers with career education, human resource development with
detailed understanding of issues to quickly address them. industry-academia collaboration, and employment opportunities through internships and other
programs. In Japan, we run several internship programs throughout the year through industry-
In light of this recognition, in fiscal 2023, we reviewed and added questions to our list before
university cooperation. These internships have the following three goals:
conducting another detailed self-assessment of some domestic manufacturing sites that were
• To train human resources through industry-university cooperation
selected by our Group companies alongside our overseas manufacturing companies (for a total
• To provide an opportunity for learning through work experience focused on career education
of 127 companies and sites). As a result of this survey, we identified 96 issues at 38 companies.
• To eliminate employment mismatches by verifying work appropriateness
Sample issues:
All our Group companies in China also offer internship programs and accept university students
• Inadequacies in contracts between companies and recruitment agencies for employing foreign
at business sites during their long holidays. These programs provide opportunities for students
workers;
to learn about real business challenges and to propose ideas for solutions.
• Insufficient fire alarms and similar devices installed in dormitories for foreign workers;
• Overtime by young workers; Efforts to Protect the Rights of Children
• Hiring and promotion processes which may cause discrimination
Through the programs below, we show respect for the human rights of children and supports
To address these issues, the relevant companies and sites has formulated improvement plans their healthy growth.

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• Programs supporting employees raising children For countries with potential risks, the PHD Strategic Human Resources Department personnel
Human Rights WEB https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/support-worklifebalance.html interview each manufacturing company about their efforts and use their experience in Malaysia
• Providing products that support people raising children to provide advice on and check the status of corrective measures. In fiscal 2023, they provided
WEB https://holdings.panasonic/global/corporate/universal-design/products/declining_birth_rate.html advice and guidance in Singapore and Taiwan.
• Safe and secure, child-friendly product design that is conscious of healthy development
Policy (Japanese only)
In the supply chain, we make similar requests to our suppliers through the Panasonic Supply
PDF https://www.panasonic.com/jp/corporate/technology-design/ud/pdf/KIDSDESIGN_pamphlet2021.pdf Chain CSR Promotion Guidelines. For more details, see the “Responsible Supply Chain” chapter
Responsible Executive and • Corporate citizenship activities that safeguard and support the rights of children We are
(on page 103).
Framework committed to fostering the next generation through corporate citizenship activities, such as ▪Prohibition of Discrimination
funding scholarships and offering career education programs.
Internal Training & External Our Human Rights and Labour Policy includes the elimination of discrimination in the field of
• Details on corporate citizenship activities
Communications WEB https://holdings.panasonic/global/corporate/sustainability/citizenship.html
employment and occupation. Moreover, in our Code of Ethics and Compliance, the Group
prohibits discrimination, behavior that leads to discrimination, and harassment on the basis of
Human Rights Due Diligence Furthermore, with the spread of COVID-19, we are rolling out new initiatives, including support age, gender, race, skin color, beliefs, religion, social status, citizenship, ethnicity, marital status,
for at-home learning, mental health care and donations to related NPOs to assist children sexual orientation, gender identity and expression, pregnancy, medical history, viral infection
Major Initiatives impacted by the state of emergency. status, genetic information, disability status, political affiliation or orientation, labour union
• Support for at-home learning: Panasonic Kids’ School (Japanese only) affiliation, veteran status, or any similar status or characteristic. We also strive to raise awareness
Grievance Mechanism of this prohibition. By doing so, we are working on creating workplaces where it is possible for
WEB https://holdings.panasonic/jp/corporate/sustainability/citizenship/pks/ouchide.html
diverse talents to form critical partnerships with mutual respect and work together dynamically.
Participation in International
▪Responsible recruitment and employment
and Industrial Partnerships In Japan, we are engaged in the following efforts to prevent sexual discrimination, including
Our Human Rights and Labour Policy includes a clear prohibition of “any and all forms of forced sexual harassment, as well as harassment based on power differentials, and to comply with the
labour.” We recognize that migrant workers who cross national and regional borders to work Act for Eliminating Discrimination against Persons with Disabilities in order to create a more fair,
at our manufacturing sites and in our supply chain are particularly vulnerable. In light of this equal, and pleasant workplace:
recognition, while Panasonic Group respects the human rights of such workers, we promote
• Establishing, publishing, and thoroughly implementing sexual harassment policies
efforts to establish a recruitment and employment environment free from forced labour and
• Distributing leaflets and manuals on sexual harassment
unfair treatment, following all applicable laws, regulations, and internal rules and referencing
• Holding seminars and training on preventing sexual harassment and harassment based on
international standards and guidelines the ILO and other organizations established.
power differentials, and workplace culture revitalization
For example, in Malaysia, based on the expert advice, technical support, and training delivered • Conducting management-level harassment training
by the International Organization for Migration (IOM), UN Migration Agency, and other experts, • Running LGBTQ-related training
management and human resources managers of our group companies in Malaysia formulated • Distributing educational materials to help employees understand the difficulties of and
policies and standard operating procedures for the ethical recruitment and employment of necessary considerations for people with disabilities
foreign migrant workers. Through identifying and remediating issues by checking the on-site
About hiring decisions
operational status of policies and manuals, they are working to establish compliance related to
human rights and labour. Some specifics from this policy are as follows: We work to continuously improve awareness with reference to the laws and guidelines for each
country and make sure we apply them consistently based on the appropriateness, ability, and
• Prohibiting companies from retaining passports and other personal documents;
desire of the candidate. After identifying issues, we strive to correct them in the short term while
• Prohibiting employees from paying recruiting and hiring fees;
ensuring that we take measures to prevent recurrence through awareness-raising and education.
• Providing safe and sanitary dormitories.

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Respect for
Human Rights ▪Respect for the Freedom of Association and the Right to Collective ▪Occupational Health and Safety
Bargaining Support for ensuring a safe work environment and promoting physical and mental health is also
Our Human Rights and Labour Policy includes our effective approval of freedom of association a priority, as stipulated in the Human Rights and Labour Policy. Please see "Creating a safe,
and the right to collective bargaining. In each country and region, we make efforts to establish secure, and healthy workplace" in the “Employee Well-being” chapter (on page 83).
Policy healthy relations with employees and to solve their issues by active dialogue with them. In
addition, based on our Human Rights and Labour Policy, we will pursue ways to respect
▪Managing Working Hours
Responsible Executive and internationally recognized human rights principles at our locations in countries that do not legally We have included provisions in our Employee Handbook related to proper management
Framework permit the formation of labour unions. of working hours, break times, overtime work, holidays, leave, and other matters based on
labour laws in each country and labour-management agreements (e.g. collective bargaining
In Japan
Internal Training & External agreements).
PHD and each Group companies have stipulated in their collective agreements concluded with
Communications In Japan, the standard working day is set at 7.75 hours per day, and any extra hours worked
the labour unions representing PHD and Group company employees that unions retain the right
are eligible for extra pay, going beyond the minimum required by law. We have also established
Human Rights Due Diligence to organize, collectively bargain, and strike, as well as prohibitions on discrimination against
internal working hour management standards that are even stricter than legal standards as part of
union members and interference with union activities. The labour union membership rate among
our efforts to eradicate long working hours for all employees, including managers and supervisors.
Major Initiatives non-management employees is 97.2%.
We also provide employees with more annual paid leave than legally required, and they may
Based on a common understanding that the Company’s sound development, improvements
Grievance Mechanism accumulate up to 50 days of leave. Our system has been improved in terms of flexibility to
in labour and welfare conditions for employees, and social development are inseparable, the
accommodate individual needs for using annual leave, including not only having no restrictions
Participation in International Company and the Union have established a system of Union participation in management based
on the purpose of the leave, but also making hourly or half-day leave available to all employees
and Industrial Partnerships on equality and robust trust between labour and management. The Company and the Union
regardless of work style.
discuss essential management matters in Labor-Management Council.
On top of these system enhancements, we address the physical and mental health management
In Europe
of employees by allocating human resources in ways optimized for preventing uneven overtime
Following an EU directive* adopted in 1994, we have set up a voluntary labour agreement
workload distributions among specific employees, and by providing additional medical
to provide a venue for healthy discussion between labour and management. We have also
examinations for employees who have worked long hours.
established the Panasonic European Employee Congress (PEEC). Employee representatives and
company representatives also meet to exchange opinions and discuss business issues including ▪Wage Management
management strategies and living support for employees. We have established guidelines for compensation system design and aims to achieve
*EU directive: A directive that obliges all companies employing 1,000 or more employees in two or more competitive compensation levels, wherein we have set guidelines for appropriate wages,
European Union countries to establish a pan-European labour-management consultation committee. allowances, bonuses, and other types of occasional compensation or retirement pay, all
In China based on national laws governing labour, labour-management agreements (such as collective
agreements), and the like.
Nearly all Group-affiliated companies in China have labour unions (gōnghuì). We hold regular
opinion exchanges and discussions surrounding compensation, welfare and benefits, training, We also establish company regulations for each country in compliance with all wage-related
and the like through initiatives including periodic labour-management dialogues, proactive laws and regulations concerning minimum wages, statutory benefits, and overtime. We operate
joint labour-management recreational events, and advance briefings to unions concerning according to these regulations pays employees directly for an agreed-upon period at agreed-upon
critical management decisions, with a focus on building good relations between labour and time and provides employees with notifications of pay through pay statements or electronic data.
management.
Furthermore, in countries and regions where the law permits monetary penalties, we recognize

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Respect for
and allows these penalties as an option of disciplinary action. However, this permission is
Human Rights
WEB United Nations Global Compact
predicated on the penalty procedures and amounts being set within legal limits and within the https://www.unglobalcompact.org/what-is-gc/participants/149557-Panasonic-Corporation
limits of reasonable impact on the livelihood of those penalized, as well as such measures being WEB Responsible Business Alliance (RBA)
codified in internal regulations and made well known to employees. https://www.responsiblebusiness.org/about/members/
Policy Grievance Mechanism

Responsible Executive and In order for us to respond quickly to remedy any complaints we receive related to human rights
violations, we established a global hotline (supporting 32 languages) as a point of contact where
Framework
our employees or external business partners and their employees can report any compliance
Internal Training & External violations they have become aware of, including those issues involving human rights or labour.
This hotline uses an external, independent system that prevents the identity of the internal or
Communications
external person reporting being revealed, and we have internal rules in place such that we are
Human Rights Due Diligence careful to protect the confidentiality of such reports and to make sure that the person reporting
the violation does not suffer any acts of retaliation and detrimental treatment.
Major Initiatives
For more details, see the “Whistle-blowing System” in the "Business Ethics" chapter (on page 138).
Grievance Mechanism In addition, to encourage wider acceptance of complaints from outside our group, we have also
applied to participate in the new industry joint grievance system to be established in October
Participation in International 2022 by the Japan Electronics and Information Technology Industries Association (JEITA) CSR
and Industrial Partnerships Committee.
WEB Japan Center for Engagement and Remedy on Business and Human Rights (JaCER)
https://jacer-bhr.org/en/index.html
Participation in International and Industrial Partnerships

Panasonic Group has been a participant in the United Nations Global Compact since January
2022. In addition to declaring 10 fundamental principles in four different fields, including respect
for human rights, we are working to make our efforts related to human rights and labour
reference international standards, and we fulfill our duty to communicate with the public by
disclosing the progress and results of those efforts.
We also joined the Responsible Business Alliance (RBA)—an international CSR organization
involved in the electronics, ICT, and automotive sectors—in October 2021. We are working to
develop a highly reliable management system by their excellent self-assessments tools, the
guidance document for solving of issues and participation in their affiliated, Responsible Mineral
Initiative for the promotion of responsible mineral procurement.
Panasonic Group is working to build a highly reliable management system through the above
efforts.

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Employee Well-being Panasonic Group is committed to realizing happiness and job

satisfaction by creating a work environment where every Employee*
can work in a safe, secure, and healthy state with their individuality
respected and eliminating the risk of infringement on their rights and
opportunities through unfair treatment, discrimination, or prejudice. As
Policy expressed in the words of our founder, “A business is people,” nurturing
and motivating the precious “people” society entrusts to us is the
foundation of our management. To this end, we envision being “the best
Framework place to work where diverse talents work at their best,” regardless of
gender, age, nationality, or any other differences.
Key Groupwide Indicators
Within this section, the following list of stakeholders are collectively
Implementation of Basic referred to as “Employees”: (1) all regular and contracted employees
Business Philosophy having employment relationships with any Panasonic Group company: (2)
all temporary staff and seconded employees working under the control
Work in safe, secure and and supervision of any Panasonic Group company; and (3) all board
healthy state directors, executive officers, executive counselors, fellows, corporate
auditors, supervisory board, and corporate advisors or equivalent person
Work with a sense of appointed by any Panasonic Group company. It also includes employees
fulfillment of key companies subject to some Group HR and other systems.
Work together by giving full Policy

play to all individuality Since its founding, the Group has valued the concept of human capital
management, which regards human resources as vital capital. We
HR Strategies in Investment
call the approach “autonomous responsible management,” which
Areas consists of “employee entrepreneurship,” which has individuals take
on challenges based on their personal sense of responsibility, and
Contacts for Whistleblowing
“participative management through collective wisdom,” which asks
and Seeking Consultation
people to share their wisdom by telling others what needs to be said.
Human Resources Data We implement this Basic Management Philosophy throughout the
Group to improve the competitiveness of our Operating Companies,
helping us realize our Group’s purpose of “building an ideal society with
both material affluence and mental happiness.”
We have established the “Panasonic Leadership Principles (PLP)” (see

below) as a code of conduct for our members to further implement the
Basic Management Philosophy, and through concrete action, we create
higher added value for society. The four key elements that enhance this
added value are “capability (ability development at each level),” “employee

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Employee Well-being engagement (a willingness to take on challenges),” “employee enablement (an environment where Responsible Executive and Framework
employees can best leverage their abilities and work comfortably),” and “diverse human resources.”
The executives responsible for creating and promoting the Panasonic Holdings Corporation
The source of these elements is “employee well-being,” a state in which every individual is healthy
(PHD) and Groupwide HR strategy are the Group Chief Human Resources Officer (Group CHRO)
in mind and body and feels happy and fulfilled through challenging opportunities. This concept is
and the executive officers in charge of DEI promotion. The PHD Strategic Human Resources
the starting point for our “autonomous responsible management.” Realizing employee well-being is
Policy an aim of our Groupwide HR strategy, through which we create added value and work under the
Department is responsible for planning and formulating strategies across the Group. At the same
time, the HR departments at the Operating Companies and their affiliated divisions have the
three pillars of ensuring that our members can work “in a safe, secure and healthy state,” “with
Responsible Executive and same responsibilities at the organizational level and manage day-to-day operations.
a sense of fulfillment,” and “together by giving full play to all individuality.” We monitor our added
Framework value using productivity indicators based on financial indicators. Under the holding company structure, effective April 2022, each Operating Company must
Key Groupwide Indicators build an optimal business structure for the industry, customers, and competitors it faces under
Panasonic Group’s
aspiration An ideal society with both material affluence and mental happiness thorough compliance with the concept of autonomous responsible management. Accordingly,
Implementation of Basic each Operating Company is responsible for optimizing the planning and execution of human
Business Philosophy Groupwide
Autonomous responsible management resource strategies, including acquiring human resources, compensation and evaluation
management strategy: systems to improve performance, organizational development to support business strategies,
Employee Participative management
Implementation of
Work in safe, secure and Basic Business Philosophy
entrepreneurship through collective wisdom and promoting human resource development. Meanwhile, PHD is responsible for supporting
healthy state Sense of autonomous responsibility Culture of open discussion
the Operating Companies from the perspective of the Group’s common HR strategy and
Individuals taking up challenges Workplace culture of collective wisdom governance. Panasonic Operational Excellence Corporation also assists the Operating
Work with a sense of Companies by providing instruction and support on implementing the Group’s HR strategy.
Increase value through the application of PLP (Guideline of conduct required of employees
fulfillment Four Main Elements
for the implementation of the Basic Business Philosophy)
Capability Employee Employee Diverse human Operating companies
Work together by giving full Job-rank-based skills
and experiences
engagement
（EOS）
enablement
（EOS）
resources
（Diversity） Planning and implementing HR strategies
play to all individuality to create a company that can win in each
A state in which each and every employee is in good health, both mentally and physically, respective industry
and feels happy and fulfilled in their work through opportunities to take on new challenges
HR Strategies in Investment Group-wide human
resources strategy: Work with a sense of fulfillment Work together by giving full play to all individuality
Panasonic Holdings Corporation (PHD) Panasonic Operational Excellence Co., Ltd. (PEX)
Areas Employees’ Well-being
Work in a safe, secure, and healthy state Contributing to enhancing business competitiveness
Maximizing the Group’s corporate value through operational efficiency and sophistication
Contacts for Whistleblowing Development of Group HR strategy/Governance Early adoption of Group HR strategy/Support for adoption in
and Seeking Consultation The first pillar, “work in a safe, secure and healthy state”, literally means to promote a safe,
operating companies
secure, and healthy workplace. The second pillar, “work with a sense of fulfillment”, means
Human Resources Data to encourage employees’ self-motivated endeavors and support their self-determined career Key Groupwide Indicators
formation. To encourage each individual to take on challenges through work, we will promote
To realize the “employee well-being” defined above, the Group has established key indicators linked
the exchange of human resources among the Group’s operating companies through open
to the three associated pillars. Specifically, these indicators are employee engagement, employee
recruitment. In addition, to create opportunities for individual self-realization, along with various
enablement, the ratio of female managers (in Japan), and the number of occupational accidents.
skill development programs, we are expanding options of time and place to work including
moonlighting for other companies. The third pillar, to work “together by giving full play to all The employee engagement and employee enablement indicators represent the affirmative
individuality”, means promotion of Diversity, Equity & Inclusion (DEI). This promotion is based on response rate (%) as measured in the Employee Opinion Survey (“EOS”). The EOS is an annual
Panasonic Group DEI Policy with three perspectives (top management commitment, creation of survey of all global employees (approximately 150,000 respondents in fiscal 2023) that serves
an inclusive work environment, and support for every individual). as a benchmark for measuring employee perceptions. The survey results have been trending

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Employee Well-being upward yearly, with employee engagement at the Employee Opinion Survey Panasonic Leadership Principles
67% in fiscal 2023 (66% in the previous year) and As individuals brought together by the Panasonic Group, regardless of whether or not we are managers
employee engagement
employee enablement at 65% (64% in the previous (%) employee enablement responsible for a team, each of us shall provide leadership and contribute to efforts to use the collective
70
year) *. We will continue our efforts toward wisdom of all individuals toward the realization of an ideal society with richness both in matter and mind.
67 To this end, we will continuously review and improve the Panasonic Leadership Principles that serve as
ensuring those three pillars, aiming to achieve the 66 66
Policy highest global standard. 65 64 our guidance for acting accordingly every day throughout the Panasonic Group.
63 63 65
64 PLP Expected Behavior
Responsible Executive and Furthermore, the ratio of female managers (in 63
We shall always think from a customer’s perspective.
60 Customer
Framework Japan) was 6.1% (5.4% in the previous year). We
Focus
In order to keep customers happy, we will deeply understand the potential problems that they have yet to
identify, look ahead to their ideal future, and continue to take actions that far exceed their expectations.
will continue to promote DEI and aim to ensure 59
58
Without being bound by the status quo, we shall boldly envision our ideal future beyond the imagination of
Key Groupwide Indicators diversity in the management ranks by promoting 55
57
Drives Vision
others around us.
more women to management positions. Even if it seems difficult, we will never give up and work toward the achievement of an ideal future while
exploring all the possibilities.
Implementation of Basic
The occupational accident figures included no 50 With the awareness that we are members of society, we will gain trust by acting in good faith without arrogance.
Business Philosophy accidents causing death Groupwide, continuing
2018 2019 2020 2021 2022 2023 (FY)
Builds Trust
We shall not neglect even the smallest details and always do what is right for society in mind.
Moreover, we will humbly learn from all affiliates, cooperate with them, and enhance each other through
respectful dialogue, aiming to achieve social progress.
from the previous year, and three accidents involving serious injury or property damage in Japan
Work in safe, secure and We shall detect signs of change without being preoccupied with the matters at hand, thereby seeing the big
and five such accidents abroad (down from four and six, respectively). We will continue to promote picture of society and thinking flexibly.
healthy state safe, secure, and healthy workplaces to eliminate fatal, dangerous, and destructive accidents.
Strategic
Thinking and
We will not make rash decisions or take a short sighted approach such as thinking about actions to be taken
based on the status quo, and will always promote and practice mid to long term thinking.
Behavior We will open up new business opportunities by always taking interest in social and technological progress and
Work with a sense of The questions used to measure employee engagement and employee enablement are as follows: by evaluating and honing our skills, which will serve as our strengths in an endeavor to keep ahead of changes.
fulfillment ● Employee Engagement (specific questions) Without being satisfied with the status quo, we shall promote the visible measurement of productivity in all
situations, thoroughly pursue such an effort, and achieve results, which will always make us proud that our
• The company motivates me to do more than is required. Best Work
work offers the world's best quality.
Processes
Work together by giving full • I feel motivated to do more than is required of me. To this end, we will consider the status quo as a decline and continue to boldly improve any unsatisfactory
work processes without hesitation.
play to all individuality • I feel proud to work for the company. No matter how menial our tasks may seem, we will be aware that we are the managers of our own jobs and
• I would recommend the company as a good place to work. Ownership
act accordingly.
We will find meaning in each task and never say, "That's not my job." We will continue to act with a sense of
HR Strategies in Investment • Given your choice, how long would you plan to continue working for the company? autonomy for our happiness and that of the organization as well as the well being of all individuals concerned.
Areas ● Employee Enablement (specific questions) We will not depend on our current capabilities and experience , but will continue to expand our horizons,
learn, and change.
• My job makes good use of my skills and abilities. Evolution Instead of being bound by convention and making excuses about why we cannot pursue these objectives,
Contacts for Whistleblowing • My job provides me with the opportunity to do challenging and interesting work. we will explore ways to achieve them. We will become challengers rather than bystanders or critics and
support the challenges of others around us.
and Seeking Consultation • Conditions in my job allow me to be about as productive as I can be.
Harmonizes
In order to create more wisdom, we shall listen to other parties' opinions with an open mind and say what
• There are no significant barriers at work to doing my job well. needs to be said with respect for them.
Wisdom We will promote rapid and optimal decision making without fear of disagreement with others.
Human Resources Data We shall consider differences as strengths, and welcome diversity and use it to our advantage to create new
Implementation of Basic Business Philosophy Welcomes
Uniqueness
value.
We will become aware of our preconceptions and biased views and promote fair decision making
and Differences
In 2016, the Group introduced “Panasonic Global Competency (“PGC”)” as its common code of independent of such ways of thinking.
conduct, embodying the Basic Management Philosophy. Following the first revision of the Basic We shall explore and achieve an ideal state through daily practice and humble reflection.
We will not force our opinions and methods on team members, but believe in their potential and fully trust
Management Philosophy in 60 years, we revised the PGC as “Panasonic Leadership Principles People First them to do a job. When performing tasks, we will make it a top priority to ensure the health and safety
of ourselves and team members. We will look after and help each other to establish a pleasant work
(“PLC”)” in April 2023. The PLP is a Groupwide code of conduct to help all members put the environment for all team members.
Basic Management Philosophy into practice. In the future, we will work to link the PLP with human We shall be keenly aware of our roles and missions, and always confirm the goal to be achieved and the
degree to which we have realized it.
resource management policies—including recruitment, training, evaluation, appointment, and Drives Results
We will never overlook our behavior when it runs counter to our achievement. No matter how difficult the
assignment—at each Group company. challenge we face, we will fearlessly take prompt action to ensure the achievement of results.

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Employee Well-being Work in safe, secure and healthy state similar topics. To prevent workplace accidents among contractors’ employees operating on
our premises, we also hold Health and Safety Meetings with those contractors operating on our
～Creating a safe, secure, and healthy workplace～
premises and manage health and safety overall, including facilitating communication between
The Panasonic Group’s policy is to ensure the health and safety of employees (including those
operations and the like.
employed by subcontractors, staffing agencies, and the like) in accordance with the Panasonic
Policy Group Code of Ethics & Compliance (“Code of Ethics & Compliance”) that was created and is Promoting external certification
maintained by the Board of Directors of Panasonic Holdings Corporation and the Panasonic ◇ ISO45001
Responsible Executive and Group Occupational Health and Safety Policy communicated by the Group CEO. The Group’s Workplaces within the Panasonic Group are working to obtain ISO 45001 certification, a
Framework Occupational Health and Safety division has also translated these into English and Chinese, process which involves clarifying the roles of all employees using the standard, setting goals
and we work to ensure the health and safety of employees by rolling them out at all group and driving health and safety activities forward while also conducting regular reviews by the
Key Groupwide Indicators companies in the language corresponding to the needs of each workplace. We also strive to head of the business site, revising those activities based on those reviews. As of the end
ensure the safety of all persons not affiliated with Panasonic when they visit our workplaces. of 2022, 143 out of the Group’s 200 manufacturing sites globally have obtained ISO 45001
WEB Panasonic Group Code of Ethics & Compliance certification, and 17 work sites are going to transition to ISO 45001 certification from OHSAS
Business Philosophy 1.Respecting each other, 2. Safeguarding health and safety, Chapter 2. Our Workplace 18001 or other standards.
https://holdings.panasonic/global/corporate/about/code-of-conduct/chapter-2.html
Work in safe, secure and WEB Panasonic Group Human Rights and Labor Policy
◇ Outstanding Organization for Health and Productivity (in Japan)
In the Japan, the Group has been working on efforts toward
healthy state https://holdings.panasonic/global/corporate/sustainability/social/human-rights/policy.html
WEB Panasonic Group Occupational Safety and Health Policy being recognized as an Outstanding Organization for Health and
Work with a sense of https://holdings.panasonic/global/corporate/sustainability/social/health-and-safety/policy.html Productivity by the Ministry of Economy, Trade and Industry,
and each of the Operating Companies in the region were able to
fulfillment To put these policies into practice, we have established Health and Safety Management
join the tradition of this recognition passed on from the former
Rules that apply to health and safety management for the Group, build a foundation for health
Work together by giving full and safety management activities with the aim of both preventing workplace accidents and
Panasonic Corporation that was recognized in March into the
play to all individuality Operating Companies starting in April. The Panasonic Group views measures crucial to health
maintaining or improving the health of employees so that they can contribute to business
management in the spirit of a company where everyone has a way to shine, and we promote
development, and those rules apply to all work performed at business sites within the Panasonic
HR Strategies in Investment Group. Additionally, we promote efforts to prevent harassment and ensure 100% compliance
good mental and physical fitness and health of our employees and their families while also
Areas with the laws and regulations of each region.
fostering a culture at the work sites where every employee can do their best. We encourage
and support the well-being of our employees, and that is our motivation as we undertake our
Contacts for Whistleblowing ▪Creating a safe and secure workplace corporate activities toward the achievement of our ideal society with affluence both in matter
and Seeking Consultation Risk assessment initiatives (in Japan) and mind.
WEB List of Panasonic Group’s certified work sites (Japanese only)
The Panasonic Group conducts regular risk assessments at least once annually for mechanical
Human Resources Data equipment, chemical substances, and the like according to the Occupational Health and Safety
https://phio.panasonic.co.jp/health/excellentList/index.html
Act in order to identify hidden risks such as the potential for workplace accidents, injuries or ◇ WELL Certification*1
illness and reliably reduce the risks in order of greatest priority. We also share case studies from The Panasonic Group has received the following international
past incidents within the Group on the Group’s intranet, and each Operating Company takes certifications for our creation of well-being-oriented workplaces where all
steps toward preventing such accidents from happening again. Each of our business sites in employees can do their best work.
Japan has a Health and Safety Committee composed of both employees and management and • Jan 2021: Panasonic Life Solutions Company (Osaka, Japan) WELLv2
which is charged with investigating measures to prevent danger to workers, measures to prevent pilot, Gold The International
The International WELLWELL
BuildingBuilding
Institute™と
関連のロゴは The
Institute™ and International
related WELL
logoBuilding
are
the causes and recurrence of workplace accidents, measures to prevent damage to workers’ • Jan 2022: Panasonic Yizhuang Manufacturing (Beijing, China) WELL Institute™の商標で、許可を取って使用しています。
trademarks used with permission
from the International WELL
health, measures to promote the maintenance or improvement of workers’ health, and other Health Safety Rating Building Institute™

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Employee Well-being • Jan 2022: Matsushita Memorial Museum (Beijing, China) WELL Health Safety Rating System for creating and applying Equipment Safety Standards
• Jan 2022: Panasonic System Communication Company (Beijing, China) WELL Health Safety
Rating Diagram of the Equipment Safety
Stamdards System at Panasonic Reference:
• Mar 2022: Panasonic Tokyo Shiodome Building (Tokyo, Japan) WELL Health Safety Rating
• Uses the same system of standards at International International Safety
• July 2022: Panasonic Hiroshima Nakamachi Building (Hiroshima, Japan) WELL Health Safety
Policy Rating
Safety Standards 10S/IEC (Guide 51)
• Annually reviewed, updated, and publicized internally
Standards ISO/IEC (Guide 51)
JISZ8501
• January 2023: Panasonic Wellness Smart Town (WST) Showroom (Jiangsu, China) WELL
Performance Rating Basic Safety Standard
Framework Basic Safety Standard ⅠFundamentals
A
*1 An assessment system for office spaces that hope to foster a better cycle of creativity in addition to the Basic concepts and
ⅡCommonalitie fundamental principles
perspectives of the impacts of the design, structure, and use of space on peoples’ health, established in
Key Groupwide Indicators 2014 by the U.S.-based International WELL Building Institute Public Institute (IWBI), a public institute. There
of safety
Group Safety Standard Ⅲ Application Group Safety Standard
are four certification levels in WELLv2: platinum, gold, silver and bronze. WELL v2 Certifications provide
Implementation of Basic platinum, gold, silver, and bronze ratings. There is also a WELL Health and Safety Rating, which can assess
Structures, controls,
hazardous
B common elements,
components, etc.
Business Philosophy the safety and health in workplace. The WELL Performance Rating evaluates indoor environment quality, chemicals, etc.
including light, sound, and air quality. They use no ratings other than WELL v2.
Per-machine safety General equipmen Per-machine safety
Work in safe, secure and Safety standard C Standard
Robots
healthy state Presses, etc. Robots, work
◇ Guidelines for creating and applying Equipment Safety Standards machines, etc.
Work with a sense of To prevent the risk of occupational accidents involving equipment, the Panasonic Group reviews
safety conditions by evaluating compliance with our Equipment Safety Standards. These
fulfillment ◇ Preparing for Emergencies
precautionary audits take place when Panasonic business sites develop and deploy or purchase
We have established policies, systems, and other basics for emergency response in our
Work together by giving full production equipment or technologies, or quality evaluation equipment and apparatuses. Our
Groupwide Emergency Response Procedures and related manuals to prepare for all types
Guidelines on Creating Equipment Safety Standards form the basic outline for the Equipment
play to all individuality of emergency situations. We prepare for emergencies by making sure to respond carefully
Safety Standards at each business site. They take into account the laws and regulations of
according to the response procedure through Groupwide regular disaster drills (including
HR Strategies in Investment Japan, international standards, our know-how, and real disaster case studies. We publish
practicing evacuation and safety checks) for foreseeable incidents like fires or natural disasters
these Guidelines in multiple languages. We also ensure safe working conditions by performing
Areas and undertaking activities to spread awareness about preventing secondary disasters. For more
compliance checks on potential hazards due to inappropriate behavior or insufficient ability in
details, see the Risk Management chapter (on page 130).
Contacts for Whistleblowing users, and by employing ergonomic considerations and measures in user environments.
◇ Response to workplace accidents
and Seeking Consultation When a workplace accident occurs, the Panasonic Group follows our Guidelines for when a
Workplace Accident Occurs and the general manager of health and safety for the work site
Human Resources Data where the workplace accident has occurred makes a prompt and accurate report to the general
manager of health and safety for the Operating Company. We have established mechanisms
to manage workplace accidents at each site globally, report serious workplace accidents that
happen within 24 hours and monitor them for 365 days, and share cases studies and the like
on workplace accidents with the entire Group. At work sites where a workplace accident has
happened and in addition to investigating the cause and implementing measures to prevent
it from happening again, we also undertake preventive Equipment Safety Education System
initiatives at each Operating Company with reference to past accidents.

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Employee Well-being ◇ Serious Accidents in Recent Years and Prevention Measures Number of Serious Accidents (Global)
In 2022, there were three serious accidents that caused injury or property damage in Japan 2017 2018 2019 2020 2021 2022
and five outside Japan. The Panasonic Group recognizes these accidents as a critical issue
Japan 0 1 3 5 4 3
to be addressed. The primary cause of serious accidents is work being performed without
stopping the equipment when performing non-standard operations such as adjustments or Outside of Japan 4 3 7 4 6 5
Policy
maintenance on production equipment, leading to fingers and hands being caught in moving
Number of Fatal Accidents (Global)
Responsible Executive and parts of equipment. Such accidents account for approximately 80% of the total number of
accidents, and we have found that production equipment installed before the introduction of 2017 2018 2019 2020 2021 2022
Framework
equipment safety standards especially require safety measures. To prevent the same accidents
Target 0 0 0 0 0 0
Key Groupwide Indicators from happening again, we make sure that employees are well-informed of the message from the
Group’s CEO and our guidelines for safe work during non-standard operation and disseminate Group employee 0 1 0 1 0 0
Implementation of Basic information about the application of the Group’s Equipment Safety Standards, and we are Temporary staff / onsite
0 0 1 0 0 0
contractor employee
Business Philosophy implementing our Equipment Safety Education System in order to train up individuals who can
develop, practice and establish risk assessments and safety technologies on the production
Equipment Safety Education System
Work in safe, secure and floor. Specifically, our certified instructors use three training programs: (a) training for employees
healthy state who develop and install equipment, (b) training for employees who use equipment, and (c) in-
Learning about Group
house equipment safety standard workshops. We are considering expanding our activities to Learning about international standards
standards
Work with a sense of locations in each global region. Seminar on Equipment Seminar on Equipment
Course Workshop on Equipment
fulfillment title
Safety for Engineers
(Makers of equipment)
Safety for Managers
(Users of equipment)
Safety Standards
Lost-Time Injury Frequency Rate Intensity Rate
Work together by giving full Production engineers who
primarily design and improve
Those in production
engineering, production, or
Anyone learning about the
Group’s policies for drafting,
Electric, machinery and Electric, machinery and
play to all individuality equipment manufacturing equipment manufacturing equipment (including those safety who primarily manage updating, and sharing
industry average industry average Provide responsible) the use of equipment Equipment Safety Standards
to • Production process engineering • Production process engineering • Production process engineering
HR Strategies in Investment (Number of accidents /
one million working hours)
Panasonic Group
Panasonic Corporation
(Number of accidents /
Panasonic Group
Panasonic Corporation • Equipment maintenance • Equipment maintenance • Equipment maintenance
one million working hours)
Areas 0.8 0.2
• Health and safety, etc. • Health and safety
• Production line leaders, etc.
• Health and safety
• Production line leaders, etc.
0.58 • e-Learning: 24 hours • e-Learning: 6 hours • e-Learning: 7 hours
0.6 0.51 0.54 0.52 0.54 0.53
Contacts for Whistleblowing 0.45 • In-person: 2 days • In-person: 1 day • In-person: 1 day
and Seeking Consultation 0.4 0.1

• Technical theory, relevant laws • Technical theory, relevant laws
• Overview of functional safety and • Overview of functional safety
• Explaining the standards
• Practice: Conduct a safety audit
0.23
0.17 0.14 0.17 0.13 Details safety systems design and safety systems design of actual equipment
0.2 0.14
Human Resources Data 0.10 • Risk assessment and reduction in • Practice: Equipment design risk
machine design and production assessment
0.12 0.15 0.08 0.11
0 0.07 0.09 0.08 0 stages, notification of danger
• Practice: Equipment design risk
2016 2017 2018 2019 2020 2021 2022 2016 2017 2018 2019 2020 2021 2022
assessment
(Year) (Year)
Occupational Health
Regarding special tasks such as handling chemical substances, Panasonic conducts
harmfulness reviews using Safety Data Sheets (SDS), provides appropriate protective
equipment, and attempts to reduce the necessity of such work. Coinciding with the new
obligation to conduct chemical substance risk assessments (as of June 2016), we review

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Employee Well-being substances subject to the assessment, conduct additional health checkups in compliance with Organizational Structure for the Promotion and Roles
all laws and regulations, and continually monitor the situation so that there are no negative
effects on employees’ health. The Ministry of Health, Labour and Welfare has also revised parts Industrial Health and Safety Promotion Committee (Biannual)
of its regulations aimed at preventing on-the-job accidents involving chemical substances, Deciding on
Chairperson: Executive officer in charge of HR policy and
including regulations on occupational safety and health. These revisions are premised on the
Policy national government expanding infrastructure for communicating information about dangers
Company committee
representative
Union committee
representative
Health Insurance Association
committee representative
measures
and hazards posed by harmful chemicals as well as standards for upper limits on exposure
it has set, including harmful chemical substances that have not as yet become subject to Chemical Substance Management Working Group (four times/a year, in principle) Deciding on
Framework regulations, and requires businesses to take appropriate measures to prevent exposure (self- the specifics
Company members Science Center of Industrial Hygiene members of measures
driven management). The Panasonic Group established our Chemical Substance Management
Standards in April 2022, created a chemical substance management working group, and shares
Workplace Health and Safety Committees (Monthly)
Implementation of Basic the necessary information across the Group on progress with new initiatives geared toward
Chairperson: General health and safety manager Executing
enabling smooth transition to a new framework created with consideration to the changes to
Business Philosophy Company committee Union committee Occupational health physicians
measures
these laws, and are sharing and promoting information about the self-driven management of representative representative and nurses
Work in safe, secure and chemical substances across the Group, including issues, measures, rules, and training that we
healthy state should consider as a Group.

Training
◇ Chemical Substance Management Standards
Work with a sense of Panasonic Group educates employees, including dispatched workers, managers, and
The Group established these standards in April 2022 to facilitate a smooth transition Groupwide
occupational health and safety personnel based on the Safety and Health Education Guideline
fulfillment with regard to measures that are required based on changes to the Occupational Health and
and the Mental Health Education Guideline that it has established. The Group Health and Safety
Safety Act, Fire Service Law, Poisonous and Deleterious Substances Control Law and other
Work together by giving full relevant laws. The goal of these standards is to enable us to appropriately and effectively
Management Division sponsors and conducts management-level and Groupwide training, while
each Operating Company and workplace performs training based on its own needs. We also
play to all individuality work toward eliminating and reducing sources of danger or hazards to prevent work-related
provide contractors with the necessary information and educational content to raise awareness.
illness caused by chemical substances or the like in the workplace, as well as implement health
HR Strategies in Investment management.
Each of our workplaces learns about good examples of good initiatives related to personal health
and occupational health and safety promotion from one another with the Group’s Employee
Areas ◇ Promoting Organization Personal Health and Occupational Health and Safety Forum held in September each year
The Group CHRO is the executive responsible for promotion (as of August 2023). Decisions
Contacts for Whistleblowing regarding Group policies and measures are made by the Industrial Health and Safety Promotion
where those responsible for Group health and safety come together to recognize workplaces
that have achieved zero incidents, those that have undertaken exceptional initiatives, and so
and Seeking Consultation Committee, with the Chemical Substance Management Working Group set under the Committee
on. We work to make this Forum a chance for the Group’s CEO to share his vision for activities
to determine the specifics of measures, and measures are implemented by a Health and Safety
Human Resources Data Committee at each workplace.
related to personal health and occupational health and safety with all executives and other
relevant individuals, to gain knowledge from outside experts, for workplaces to share success
stories about initiatives related to personal health and occupational health and safety promotion
activities from one another, and to set a high standard for our health and safety activities. We
also make sure that everyone in the Group is well informed about our initiatives by distributing
messages about the year’s events from the Group Health and Safety Management division
during National Safety Week in July and National Occupational Health Week in October each
year.

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Employee Well-being Groupwide Core Training and Numbers of Trainees (Fiscal 2023) and follow-up measures, procedures for guidance on interviews with individuals working
Number of
long hours, procedures for tests and the like to measure the level of psychological burdens,
Organizer Target employees Course name trainees procedures for stopping those who are ill from working, and stipulates that Health Maintenance
Panasonic Persons in charge of Health and Occupational Health and Safety Betterment Plans and mental health promotion plans must be created. The Panasonic Group’s
49
Operational safety (within 3 years) Manager Training (Beginner)
Health Maintenance Betterment Measures and the Panasonic Health Insurance Union’s
Policy Excellence Manager or above (at the time of Health and Safety Seminar for HR
18 healthcare business to create synergy between all their initiatives. When it comes to the specific
Co., Ltd. new appointment, etc.) staff
promotion of initiatives, members are selected from the company, the labor union, and the health
Responsible Executive and HR Function 2nd year of regular hiring/Job
Planning change/Career recruitment HR HR Basic Course 61 insurance union to promote them as Healthy Panasonic initiatives.
Framework Office employee
◇ Promotional Framework (in Japan)
Introductory education for mid-
Key Groupwide Indicators Team &Talent
Mid-career hires/Spring new
graduates
career recruits, introductory − The executive in charge of promoting Healthy Panasonic is Executive Officer and Group CHRO
Development education for spring new graduates (as of August 2023). We established the Healthy Panasonic Promotion Committee—comprising
Implementation of Basic Center Employees assigned to overseas Pre-departure training at an overseas
143 representatives from the Company, labor union, and health insurance association—as the
manufacturing companies manufacturing company
Business Philosophy decision-making body for Healthy Panasonic policies and measures. It decides on measures
Factory managers, production Top Management and plant
20 proposed by its subsidiary organization, the Healthy Panasonic Working Group, and implements
managers, etc. superintendent
Work in safe, secure and Manufacturing
them through the Health and Safety Committee of each workplace.
Hygiene manager/Operation chief
healthy state Training with More than 1 year of practical ISO45001 internal auditor training 12
Institute experience
Organizational structure for the promotion of “Healthy Panasonic”
Work with a sense of Manufacturing, production process Equipment safety standard creation
31
and quality employees and operation workshop (C training)
fulfillment Healthy Panasonic Promotion Committee (Biannual)
total 334 Deciding on
Chairperson: Executive officer in charge of HR
Work together by giving full policy and
strategy
▪Promoting Health Management
Company committee Union committee Health Insurance Association
play to all individuality representative representative committee representative
Employee Health
HR Strategies in Investment Healthy Panasonic Working Group (4 times/year) Deciding on
We have sent out a message on health to Employee health checkup rates
Areas the entire Group, clarifying our policy of (%) Company task force member Union task force member
Health Insurance Association
task force member
the specifics
of strategies
100
strengthening health investments to realize
Contacts for Whistleblowing 99
employee well-being. In Japan, each Operating Workplace Health and Safety Committees (Monthly)
and Seeking Consultation Company promotes various initiatives through
98 97.4 Executing
Chairperson: General health and safety manager
97 96.5 strategies
Healthy Panasonic, a unified effort from the
Human Resources Data 96
96.2
95.6
96.2 Company committee
representative
Union committee
representative
Occupational health physicians
and nurses
Company, labor union, and health insurance
association. 95
2018 2019 2020 2021 2022 (FY)
◇ Health Issues and Initiatives (in Japan)
We also review the results of periodic health *From 92,000 eligible employees at 269 locations
As Panasonic Group’s employees become older, the number of individuals with obesity or other
checkups, EOSs, and stress checks to confirm
health problems is increasing. With more employees working from home due the COVID-19
that our efforts have succeeded and make further improvements and enhancements.
pandemic, issues like a lack of exercise and communication are becoming more prevalent as
◇ Health Maintenance Betterment Standards well. We need to raise employees’ health literacy and get more employees to adopt healthy
In the interest of appropriately and effectively undertaking measures to maintain both employees’
practices.
physical and mental health, in these Standards we have laid out procedures for health checks

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Employee Well-being There is a tendency for individuals who have more proper lifestyle habits in all five areas of measures intended to prevent the occurrence Stress Check Rates
lifestyle habits (sleep, diet, exercise, moderation with alcohol, and avoiding tobacco) to be less of mental illness and to revitalize the
(%)
likely to be obese and have better job performance (based on self-evaluation). One of the goals workplace. Employees who work long hours 100
of the Healthy Panasonic initiative is to increase the proportion of individuals who have four or or whose regular health screening results
95
more of these proper habits by fiscal 2024 to at least 50%. That proportion was 36.4% in fiscal suggest a need for monitoring their safety
Policy 2023, a 5% increase in the past four years. receive a consultation from an occupational 90
physician based on Panasonic Group’s
Responsible Executive and One example of an initiative meant to raise our employees’ awareness about health is to have a 85
own criteria. Measures are also taken to
Framework Groupwide Health Improvement Day (October 3).
prevent damage to the employee’s health, 80
2018 2019 2020 2021 2022 2023 (FY)
Every year, we set priority themes (diet and nutrition for fiscal 2024 and made efforts at all including by addressing working conditions
Key Groupwide Indicators (Data were gathered from workplaces subject to Panasonic
workplaces to raise awareness of healthy behavior and practices. and environment. Furthermore, from the Group Groupwide programs)
Implementation of Basic Panasonic offers ICT-based health promotion solutions through web services and lifestyle habit perspective of employee health and statutory
compliance, we are striving to address excessive working hours and fundamentally review
Business Philosophy apps. These solutions provide health information, health checkup records, health challenges,
health care point programs, and tools for measuring health age after periodic health checkups. work processes in a way that goes beyond short-term efforts. This is part of our approach to
Work in safe, secure and ◇ Environmental Improvements (in Japan)
continuously improve how employees engage in work and downtime.
healthy state We are promoting workplace improvements so employees can work healthily at all workplaces ▪Efforts to Prevent Harassment and Ensure 100% Legal
Work with a sense of
through health promotion, disease prevention, mental health care, and other employee health Compliance (in Japan)
initiatives. Our measures to curb smoking include promoting indoor smoking bans (with bans
fulfillment The Group aims to respect the individuality and abilities of each employee in all workplaces
implemented across 90.5% of the Group). In addition, we conduct an annual food conditions
so that everyone can feel motivated and comfortable in their work. Therefore, to encourage
survey in 108 Group cafeterias nationwide and promote healthy eating environments in
Work together by giving full cooperation with approximately 40 contracted food service companies. Currently, 24 cafeterias
Panasonic members to create a company free of harassment that everyone is proud of, we
play to all individuality have obtained outside certifications under the Healthy Eating and Dining certification system.
are strengthening our harassment prevention efforts in accordance with the Equal Employment
Opportunity Act, the Child Care and Family Care Leave Act, the Power Harassment Prevention
Panasonic also considers employee safety as required by actively offering health guidance
HR Strategies in Investment Act, and other relevant laws and regulations.
and occupational health counseling, mainly through the 160 health management offices across
Areas Japan. These efforts are for individuals subject to specific health guidance and at high risk of
• We designated December as “Zero Harassment Month” and have been raising awareness
about harassment.
facing health problems. For telecommuters, we have developed a “Guide to Working from Home
Contacts for Whistleblowing • We are revising our disciplinary rules (with stricter disciplinary measures for harassment) as a
in a Healthy and Safe Manner,” which provides essential points to consider when working at
and Seeking Consultation home and simple exercises that can be done at home, thereby helping employees be proactive
Groupwide effort to deter harassment.
• Since 2021, we have worked toward establishing a consultation service, training the service’s
in maintaining health.
Human Resources Data managers and staff.
◇ Stress Check (in Japan) • We have provided harassment prevention training to all Group members since July 2023.
All Panasonic group companies conduct Stress Checks in June of each year, in order to
promote group analyses and workplace improvements on a company organizational unit level
in addition to the conventional response for those under high stress. In conjunction with these
stress checks, we also recommend that employees practice self-care in terms of sleep, diet,
and exercise as a crucial part of maintaining their health. In addition to providing employees
with an opportunity to identify their own stress levels, the Stress Check Test results offer
workplace feedback in the form of a diagnostic analysis. This analysis is used to develop

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Employee Well-being Work with a sense of fulfillment ◇ Launching Executive Leaders (LEL)
This program is for business division head candidates. It is a self-improvement program that
～Encouraging employees’ self-motivated endeavors and supporting
allows candidates to practice the skills required for future business management. The program
their self-determined career formation～
fosters a mindset inclusive of diverse human resources and values through thorough self-
▪Development of management executives reflection, including their weaknesses.
Policy
For the sustained development of our Group, a diverse Successor readiness rate ◇ Creating Executive Leaders (CEL)
Responsible Executive and pool of managers that can drive business forward
4.4
This program is for business unit head and affiliate company president candidates. It is a
is absolutely essential. To that end, we are working
Framework successors/post
personal growth program that instills the mindset for future discontinuous career development
to create a pipeline of successors over the medium and the vision and perspective of a managerial executive.
* The total short-, medium-, and long-term successors for 26 key posts,
Key Groupwide Indicators to long term. As specific Group-level initiatives, for including Panasonic Holdings Corporation (PHD) executive officers and
Operating Company presidents, divided by 26 ◇ Management Literacy Training
the 26 key positions such as executive officers of
Leadership development participation rate This program is for all candidates. It is designed for those who have acquired the basics of
Implementation of Basic Panasonic Holdings Corporation and presidents
management literacy (including management strategy, marketing, and accounting) and will be
Business Philosophy
Work in safe, secure and
of operating companies, we are promoting the
development of a diverse pool of management
executives irrespective of nationality, work history,
71.3 (82/115) %
* The percentage of the successors preparing for 26 posts who have
taken internal leadership training.
ready for CEL training within a few years.
Remuneration System
healthy state gender, age, or other attributes based on a policy of Succession readiness Panasonic Group has adopted a performance-linked remuneration system that sets current
fast-tracking and "the right person for the right job."
16.5
fiscal-year bonuses based on the Company’s previous fiscal-year performance. Corporate
Work with a sense of Also, the Group Talent Management Committee
Appointment possible
immediately performance reflects in remuneration more at higher levels of management. Moreover, individual
%
fulfillment has been established to discuss and promote the
31.1
bonuses are determined based on how individuals perform in their jobs the previous fiscal year.
search, development, placement, and monitoring Appointment possible
within five years With corporate and individual performance impacting remuneration to some degree, Panasonic
Work together by giving full of successors from the optimal perspective of the %
inspires the desire to improve both aspects of performance.
play to all individuality
entire Group, and is currently working on the career
development of the 100 successors the Committee
selected based on short, medium, and long-term
Appointment possible
within ten years
52.4
* The percentages of successors preparing for 26 posts ready for
% ◇ PHD Remuneration System for Directors (excluding Outside Directors) and
Executive Officers
appointment immediately or within five or ten years
At PHD, the system consists of a fixed base salary, performance-linked remuneration (with
Areas perspectives. We will continue to enhance this
short-term and medium-term performance-linked portions) as an incentive reflecting short- and
group of successors’ quality, quantity, and diversity.
Contacts for Whistleblowing medium-term performance, and restricted stock remuneration as a long-term incentive. The
Moreover, each Operating Company has a similar Talent Management Committee to discuss amount of performance-linked remuneration reflects evaluations of financial items (consolidated
and Seeking Consultation and promote identifying, training, assigning, and monitoring successors to important posts performance: EBITDA, ROE, operating cash flow) and nonfinancial items (set separately for
such as business division heads from a multifaceted perspective, helping develop managers for
Human Resources Data each individual) emphasized in the current medium-term plan. Additionally, the restricted stock
optimal Groupwide management. remuneration is in a form that allows for lifting transfer restrictions immediately after directors
and executive officers resign or otherwise leave the Company and is designed to share value
Training Executive Candidates
with shareholders more than ever through continued shareholding. The remuneration system for
We have made available the best internal and external training programs for executive
the presidents of major Operating Companies is similar to that for PHD’s directors (excluding
candidates, and we continue to hold programs such as Launching Executive Leaders and
outside directors), as they are responsible for enhancing the Group’s corporate value.
Creating Executive Leaders, which launched in fiscal 2021. A total of 31 people (over 13 days)
have participated in the former program and 46 people (over 11 days) in the latter. In addition,
since fiscal 2022, we have been enhancing our new director training programs and group
management workshops.

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Employee Well-being Evaluation Short-term incentive Mid-long term incentive Developing human resources to promote PX
item Evaluation indexes and items Weight *1
Evaluation indexes and items Weight *1
Panasonic is working toward developing human resources for IT. In April 2022, the Information
Financial - EBITDA*2 Systems Department defined human resource categories and outlined the specialized skills and
- ROE (Note 3)
(Consolidated - ROE*3 50% 50% knowledge required for each category. In April 2023, we established training systems for each
- Operating cash flow
business results) - Operating cash flow
Policy human resource category to enable employees to acquire the knowledge necessary to enhance
- Elimination of serious accidents,
ensuring compliance
their skills in each category or advance their careers in other categories. This training system will
- Environmental contributions
Responsible Executive and Non- - Environmental contributions
50% - Efforts to improve the Group 50%
help all employees improve their skills and contribute to realizing PX.
financial - Human resources strategy
Framework *4 - Operation KPI related to
management level
Developing human resources to promote GX
strengthening competitiveness
Key Groupwide Indicators Total 100% Total 100% Our group has announced its long-term environmental vision, Panasonic GREEN IMPACT, to
promote the development of human resources with expertise in carbon neutrality, the circular
*1 The weight for the Representative Director, President and Chief Executive Officer is 60% financial, 40%
Implementation of Basic non-financial for the short-term incentive, and is 80% financial, 20% non-financial for the mid-long term
economy and other areas to help achieve global environmental sustainability.
Business Philosophy
▪Middle Management Training (in Japan)
incentive.
*2 This is the total of operating profit, depreciation (tangible and right-of-use assets), and amortization
Work in safe, secure and (intangibles). Training for Newly Promoted Managers
healthy state *3 ROE: Return on Equity attributable to Panasonic Holdings Corporation stockholders
We believe that managers (section managers) play a Newly Promoted Manager-Trainees
*4 This is set according to important initiative items determined according to the roles and official duties. (The
critical role and have a great deal of responsibility in
4,921
following are examples of specific indexes.)
Work with a sense of - Elimination of serious accidents, ensuring compliance: Numbers of serious accidents occurring, numbers driving Panasonic Group toward realizing its business
fulfillment of major compliance problems occurring strategies.
- Environmental contributions: CO2 reduction in the Panasonic value chain
Work together by giving full - Human resources strategy: Results from employee attitude surveys, rate of female hires (promotion of Specifically, managers today are expected to
demonstrate transformational leadership by setting their organization’s direction and fostering an
play to all individuality Diversity, Equity & Inclusion)
- Operation KPI related to strengthening competitiveness: Strengthening of procurement and logistics organizational culture in which each individual is highly motivated in their active role. To this end,
functions, DX for operating processes, improvement in numbers of patents
HR Strategies in Investment - Efforts to improve the Group management level: Complete communication and implementation of basic
we offer a rank-specific training program for newly appointed managers.
Areas management policies, implementation of design thinking management, improvement of brand recognition This program consists of literacy components (including “Accounting and Finance” or “SCM
Management”) required for organizational management and a component for establishing
Contacts for Whistleblowing ▪Developing human resources to promote PX and GX (in Japan) one’s own leadership style through deep reflection and dialogue with senior management
and Seeking Consultation We are driving Panasonic's digital transformation, or PX, and it is comprised of two aspects: through workplace practice. We improve the program every year in response to changes in
customer service and business operations. This includes IT transformation, operating model the environment and the needs of the Operating Companies. We operate the program using a
Human Resources Data remote learning environment so participants can study even when working overseas, raising
transformation and culture transformation. We will support each and every employee, including
top management, to improve their knowledge and skills so that they can use data technology children, or caring for family members.
and create value on their own business site. We will also focus on recruiting and developing
▪Training for All Employees
professional personnel to promote PX. In addition, we are promoting human resource
development that advances Green Transformation (GX), a strategy advocated and promoted by Global Human Resources Development
the national government. In each country and region, we plan and operate our unique selective executive development
training programs in cooperation with Japan to bolster our business leadership development. For
instance, in Europe, we operate the Next Generation Talent Program (NGTP), a 15-month human

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Employee Well-being resources training program. It includes workshops on basic management policies and diversity, Basic Education and Training System
launching and promoting actual business projects, mentoring and coaching, and various other
activities. Participants work with partners from different European affiliates to improve their Executive Training/
overall business knowledge and skills. In Japan, we hold the Senior Management Development Training for Exceptional Talent
Managing
Program (SMDP) for key senior managers (including directors, GMs, and managers) worldwide, director
Policy with 27 participants from 11 countries attending the most recent program in March 2023. Education
• Management skill training
for new
Responsible Executive and Furthermore, we have a Groupwide Panasonic Global Mobility Policy that provides rules for
Manager
• Job-rank-based training
and mid-
career
Framework inter-regional transfers and programs for inter-regional transfers and for overseas employees to
hires
• Business skills training
work in Japan. (IT, communications, languages, etc.)
Key Groupwide Indicators • Job-function-specific training
Hierarchical/skill training (in Japan) (technology, manufacturing, sales and marketing, planning,
Implementation of Basic Panasonic Group has established the Training Performance
Staff accounting, human resources, etc.)
Business Philosophy
114,576
Team & Talent Development Center
Number of individuals × person-
(T2DC) as an organization that specializes
Number of days days Open Training (in Japan)
12,308
in organizational development and human
The T2DC offers Open Training for all employees in Japan. We provide comprehensive training
healthy state resources-related development and
Number of employees
Open Training
taking
programs by function (job function), skill, and job level so employees can independently acquire
training for employees of the Group. The * Includes all employees who attended training offered by T2DC or the Monozukuri Training
Work with a sense of T2DC provides onboarding training to new

Center
* Includes these programs: E-Learning, group training (online), group training (face-to-face),
and hone their desired skills. (Programs available: 1,920 (as of 2023)) Employees can apply via
distance learning, hybrid training (Does not include training conducted outside the Group or
the company intranet, and a total of 12,308 employees took advantage of these programs in
fulfillment graduates and mid-career hires so that by business divisions or job functions)
fiscal 2023.
new employees can quickly become active
Work together by giving full in the Group. It also offers business skills training that teaches IT, communications, languages, ▪Organizational Development: Building an Organization and Culture
play to all individuality and other skills required to facilitate employee tasks. Job-function-specific training is provided
Through Dialogue (in Japan)
as well so that employees can learn the specialized knowledge and skills needed to accomplish
HR Strategies in Investment their tasks, whether they be technical, manufacturing, or sales and marketing. In addition, T2DC
Panasonic Group defines organizational development as “activities that promote achievement
Areas and self-actualization by drawing out the inherent potential of people and organizations.” The
offers elective management development training for employees who meet certain conditions,
keys to fully drawing out potential are “self-directed individuals (employee entrepreneurship)”
management skill training meant to give managers greater management capabilities and the
Contacts for Whistleblowing ability to practically implement Panasonic Group’s Basic Business Philosophy, and other forms
and “collaborative organizations (participative management through collective wisdom).” To
and Seeking Consultation of job rank-based training. Starting in April 2020, to accelerate self-directed learning, we provide
realize this goal, we plan and propose customized training sessions and workshops tailored to
the needs of business sites and workplaces and broadly deploy initiatives within the Group to
training modules on business skills and liberal arts in Japanese, English, and Chinese on our
Human Resources Data internal website, providing a learning platform that allows employees to easily learn every day,
promote understanding and embracing organizational development.
from anywhere in the world. ▪Career Development Support (in Japan)

We believe that the basis of “work with a sense of fulfillment” is to volunteer and take on
challenges. Therefore, as a company, we support individuals’ willingness to take on challenges
and pursue self-directed career development. As a result, in fiscal 2023, approximately 2,000
employees volunteered for—and around 500 actually took part in—a new challenge, such
as job transfers across Operating Companies within the Group (relocation) and in-company
multitasking (concurrent postings within the Company).One other initiative is A Better Dialogue,

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Employee Well-being which supports every employee’s personal growth Internal Recruitment Figures (in Japan) changes toward realizing a career vision in five years, and offers support for preparing a fulfilling
and challenges by enhancing the quality and life plan.
quantity of dialogue with their respective managers.
It consists of one-on-one meetings, which bring out
Internal recruitment
applications
1,936 ▪Wealth Formation and Security
Policy
the aspirations of each and every employee, and
three mechanisms: career and skill development, goal
Internal recruitment
transfers
466 Employee Stock Purchase Program (Panasonic Employee Shareholding
Association) (in Japan)
38
management, and competency reviews. The Group is
Responsible Executive and Internal dual employment
The Group has established the Panasonic Group Employee Shareholding Association to
committed to promoting these diverse opportunities promote employee shareholding through a monthly savings plan as an incentive. The objectives
Framework for dialogue. In fiscal 2022, we achieved significant are to help employees build wealth and encourage them to commit to the Group’s performance
success, with implementation and satisfaction rates 1on1
Key Groupwide Indicators by acquiring Panasonic shares.
78
of 78% and 84% in Japan. Moreover, to enable
Implementation of Basic all employees to maximize their individuality and Participation rate Mutual Aid, Insurance, and Savings Programs (in Japan)
%
abilities and enhance job satisfaction, we are creating
84
Business Philosophy To ensure that employees can work with peace of mind, Panasonic Group offers mutual aid and
opportunities to enhance the value of their individual Satisfaction rate insurance programs for housing, death, illness, injury, and nursing care and savings plans to
Work in safe, secure and experiences, take on challenges, and actively % build future assets.
healthy state participate in various aspects of the Group, including
pre- and post-employment onboarding, career development, evaluations, promotions, transfers, Work together by giving full play to all individuality
Work with a sense of and secondments. ～Promoting DEI (Diversity, Equity & Inclusion)～
fulfillment Building Total Rewards Systems That Treat Both Our Organization and Our ▪Top management commitment
Work together by giving full Ambitious Employees the Way They Deserve (in Japan) The "top management commitment" means management members themselves are committed
to promoting DEI and do so by incorporating it into business strategies.
play to all individuality A “Role/Grade System” has been implemented at Group companies in Japan. This system
determines work/role grades for employees according to the size of the work or role they
Commitments from All Operating Company Presidents (in Japan)
HR Strategies in Investment currently perform and constitutes the basis for employee benefits. The aim of this system is to
All Operating Company Presidents are committed to promoting DEI as a business strategy to
Areas treat the wide variety of employees at Panasonic Group based on the scope of their work and
responsibilities. This helps to enhance the transparency of our human resources system, and realize “help maximize the potential of each employee.” As a part of this initiative, we established
Contacts for Whistleblowing fosters understanding among employees. By setting clear goals for employees to strive for, we a new Group DEI Promotion Council in fiscal 2022. The Council allows management to share
a common understanding of the DEI issues that must be addressed and engage in an ongoing
and Seeking Consultation encourage them to be bold in achieving their goals. In addition, some Operating Companies are
revising and restructuring their human resource systems according to the industries and markets dialogue on Groupwide initiatives. The Group CEO serves as chairperson, with all Operating
Human Resources Data they serve. Through these initiatives, we aim to build an organizational culture brimming with Company Presidents and some employees as members. Its meetings determine and promote
vitality that rewards both our people and organizations for taking on challenges. critical actions. Additionally, DEI reports are regularly presented at PHD Board of Directors
meetings. At the Group Management Meetings held in May and August of last year, we heard
Career and Life Design Seminars (in Japan) reports on the Group DEI Promotion Council and held other discussions to accelerate and
To nurture individuals who continue to take on challenges and support self-directed and diverse improve DEI initiatives.
career development both within and outside the Group, we have held Career and Life Design
Endorsement to Social Movements
Seminars for all employees in the target ages (33, 38, 43, 48, and 53 years old) since fiscal 2015.
The program has three pillars: career design, healthy living, and financial planning. It promotes ◇ Endorsement of EqualityActJapan
understanding the importance of self-directed career development, encourages behavioral In 2021, Panasonic Holdings Corporation (PHD) expressed its support for EqualityActJapan,

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Employee Well-being a petition-based movement for the enactment of an LGBT Awards

Equality Act in Japan. Based on our management philosophy, in The Panasonic Group has been a pioneer in creating an environment in which diverse human
the Panasonic Group Code of Ethics & Compliance we clearly resources can demonstrate their abilities. However, in an era of social change and increasingly
state that we respect basic human rights, and do not permit diverse customer values, there is still much more to be done. We will accelerate our DEI
discriminatory speech or conduct with regard to sexual orientation initiatives as a group while learning from various precedents in society. The following are the
Policy or gender identity, as defined by the applicable laws in the awards we received so far.
respective countries. At the same time, we are actively working to create a comfortable work
Responsible Executive and WEB Awards - Diversity, Equity & Inclusion - Sustainability
environment by recognizing same-sex domestic partners as equivalent to legal spouses within
Framework our HR systems, and providing internal training to promote understanding of LGBTQ issues.
https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/award.html
Key Groupwide Indicators ◇ Endorsement of Tokyo Rainbow Pride ▪Creating an inclusive work environment (in Japan)
PHD supports Tokyo Rainbow Pride, a non-profit organization that aims Creating an inclusive work environment is about building an environment where every individual’s
Implementation of Basic to realize a society where LGBTQ persons can live positively without diversity is valued and fully utilized.
Business Philosophy discrimination and prejudice. In addition to supporting activity plans
through our pro bono program, since 2014, we have also sponsored the Group DEI Forum
Work in safe, secure and organization’s annual event, continuing to participate in activities such as The Group DEI Forum is an event held with the aim
healthy state booth exhibits and parades. of providing an opportunity for each and every one of
◇ Endorsement of the recommendations of the American Chamber of Commerce in us to increase our understanding of and identification
Work with a sense of Japan (ACCJ) with DEI, and to take action. We held this forum every
fulfillment In 2020, PHD endorsed the American Chamber of Commerce in Japan’s year since fiscal 2022 under the slogan, “Dialogue.
(ACCJ) recommendations to the Japanese government on legal equality Discovery. Appreciating Differences,” and with the aim
Work together by giving full in marriage. By recognizing the right of LGBT couples to marry, the ACCJ of awareness that DEI is something we must all take
play to all individuality seeks to remove obstacles faced by companies doing business in Japan seriously because it concerns us all.
in recruiting and retaining talent and treating their diverse workforces fairly. WEB Report on the Second Meeting of the Group DEI Forum 2022
HR Strategies in Investment Our endorsement of the proposal is in line with our stance since 2016 of https://holdings.panasonic/jp/corporate/sustainability/diversity-equity-inclusion/inclusive/dei-forum2022.html
Areas recognizing same-sex domestic partners as equivalent to legal spouses within our HR systems
Unconscious Bias Training
in Japan.
Contacts for Whistleblowing Unconscious bias refers to prejudices and stereotypes people
◇ Endorsement of 30% Club Japan*
and Seeking Consultation have based on past experiences and perceptions that they are not
In 2021, PHD announced its support for 30% Club Japan,
consciously aware of having. We conduct training to learn about
Human Resources Data a global campaign to increase the percentage of females in
and become aware of the existence of these assumptions that
key decision-making positions at companies, with the goal
everyone makes about others. Through changing one-sided views
of increasing the percentage of female executives to 30%
and perspectives and considering other possibilities, we review
or more by 2030. To accelerate the participation of females
communication in the workplace to create a workplace culture where
in management, we are also working to further strengthen
everyone can work comfortably and where every individual's diversity
the management skills of our supervisors, in addition to holding study sessions for female
can be fully utilized. As of April 2023, approximately 110 employees
employees and career development seminars for female leaders, and creating opportunities for
have been trained as internal unconscious bias ambassadors, and training will be continually
them to experience the values and work perspectives of their role models.
provided to approximately 60,000 employees in Japan from fiscal 2023 onward.

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Employee Well-being ▪Support for every individual (in Japan) Days and rate of paid leave Work style-related data
Support for every person means helping each and every individual, with their diverse
individualities, to face their challenges. We will work to build a support system and improve (Days)
25
Average paid leave
Average rate of paid leave (%)
100
Shorter working hours
962
Human Resources systems and mechanisms.
78.4
[Utilization rate among all employees:1.5%]
Policy 20
70.8 72.6 74.3
70.4
80
Promoting diverse work styles 68.9

Framework
The Group aims to maximize results by accelerating innovation and strengthening 15
60.8
60 Flexible working hours
54,009
competitiveness through improving productivity from an organizational perspective and
10 40
[Utilization rate among all employees: 84%]
realizing well-being from an individual one. From an organizational perspective, we improve
11,882
productivity by optimizing the balance between office and remote work depending on business
5 20
conditions and the fields in which employees work, rather than forcing just office or remote Remote
work system
Business Philosophy
work. Meanwhile, expanding the options of time and place to work also leads to well-being from 0
2016 2017 2018 2019 2020 2021 2022 (FY)
0 [Utilization rate among all employees: 19%]
an individual perspective. Many employees within the Group are willing to continue to take on
challenges despite their various circumstances. We will continue to expand the work time and
Work in safe, secure and place options to encourage these individuals to take on challenges and grow, allowing them to ◇ Support for employees during pregnancy and childcare
healthy state continue their careers with optimism. —Career support
We use the Guidebook for Supporting Work-Life Balance (Work and Pregnancy, Childbirth, and
WEB Support for Every Individual: Diverse Work Styles and Work-Life Balance
Work with a sense of https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/support-worklifebalance.html
Childcare) to promote understanding of the company’s systems. This guidebook also serves as
fulfillment ◇ Greater options for work hours and places
a management guide for supervisors, promoting communication tailored to each employee’s
circumstances, from pregnancy through to the childcare period.
All Group companies are working to expand work options that support careers and encourage
Work together by giving full
work-life balance. For example, we have introduced a system that allows employees to flexibly Childcare systems
play to all individuality choose their working hours and days by eliminating the minimum daily working hours, enabling
Available for male employees Available for female employees
Before pregnancy
Child planning leave Family support leave
flexible work styles such as three- or four-day workweeks. By introducing such work styles and
expanding the short-day scheduling system for career development, we encourage individuals
Areas Absence from work Doctor-mandated
to take on the challenge of self-directed career development, including moonlighting for other for medical checkups maternity leave
Contacts for Whistleblowing companies, volunteering, and self-learning. We are also working to expand options for working Extra break times and
extended breaks for meals
Absence from work
due to pregnancy
locations, such as by promoting full remote work, which allows employees to work from outside
and Seeking Consultation Breaks during pregnancy
Work limitations
their commuting range. That allows employees to balance their careers with life events such as During pregnancy during pregnancy
Human Resources Data childcare, nursing care, or a partner’s relocation. Shorter working hours
for expectant mothers
Conversion to light duty work
The Group allows all employees to take annual paid leave in half-day or hourly increments, Limitations on overtime,
holidays, and late-night work
Limitations on hazardous
and harmful work
regardless of their work style or position. In addition, we have also made it possible for Limitations on the application
Work & life plan
of variable working hours
employees to take leave for personal reasons during working hours and to allocate their leave
for this purpose. We are expanding these various systems, thereby supporting more diverse and
flexible work styles.

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Employee Well-being —Panasonic Kids House careers without worry, regardless of the situations they face with childcare or nursing care.
We established Panasonic Kids House, an internal Childcare leave utilization rate WEB Diverse Work Styles and Work-Life Balance - Diversity, Equity & Inclusion
64.8
childcare facility, in the Hoshida Company Housing https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/support-worklifebalance.html
Men:
(directly managed rental housing) in Katano City, Osaka %

100
Prefecture, with the aims of helping ensure a good Promoting gender equality Management team diversity
Policy balance between work and childcare for employees and
Women:
%
19
There is no gender-based inequalities in the Ratio of women and foreign
nationals among PHD Directors
contributing to the creation of a society in which it is The total number of employees who took childcare
Panasonic Group’s remuneration system. However,
Responsible Executive and leave, etc. as well as the number of employees who (including Outside Directors)
and Executive Officers
%
easy to have and raise children. took time off for the purpose of taking care of preschool
particularly in Japan, we are aware that there is a
Framework children in fiscal 2023 divided by the number of
employees who/whose spouse gave birth in fiscal 2023.
need to promote a greater number of women to
◇ Support for employees caring for a family member senior management and decision-making positions, and the Panasonic Group is striving to
We use the Guidebook for Supporting Work- ensure gender diversity. Therefore, in addition to creating an inclusive work environment, we
Implementation of Basic Life Balance (Work and Caregiving) to promote are working on revising our evaluation and promotion processes from the perspective of equity.
understanding of the company’s systems. This We are committed to undertaking activities such as holding study groups for female employees
Business Philosophy
guidebook also serves as a management guide for and career-advancement seminars for women leaders, and providing opportunities to encounter
Work in safe, secure and supervisors, promoting communication tailored to female role models’ values and work ethics.
each employee’s circumstances, from the stage
healthy state In addition, we are working to improve the work system and foster a flexible workplace culture
before they start providing caregiving to after.
where anyone who wishes can balance life events and career, and as one of the measures for
Work with a sense of Since fiscal 2017, we have been holding seminars at each of our business locations and offices that, we encourage male employees to take parental leave. These include the establishment of
fulfillment to raise awareness of the need for basic knowledge and preparation for balancing work and paid parental leave and childcare leave system with pay for a certain period of time. In addition,
nursing care, as well as to promote understanding and foster a workplace culture among those to ensure that employees can take a childcare leave smoothly and without anxiety, we are
Work together by giving full in positions of responsibility through the seminars. We have also been holding online seminars working to support employees by providing them video content about childcare supporting
play to all individuality for employees and managers since fiscal 2022. programs, as well as for their partner and supervisor, and holding information sessions regularly.
We also have a website for Helping Strike a Balance between Work and Caregiving, which As a way to help employees balance their life events and career after returning to work, we are
HR Strategies in Investment also working to expand the choice of working hours and workplace, refining our remote work
provides a summary of internal and external support systems and basic information available to
Areas system policy in addition to no overtime and shorter working hours.
employees at each stage of nursing care, from the stage before they start providing caregiving
Contacts for Whistleblowing to after. In addition, we have established a nursing care consultation service in partnership with a
Females in managerial positions Gender Pay Gap (Women:Men)
93：100
company specializing in nursing care, and have a system in place where employees can consult
with them at any time about their nursing care concerns. Number of women in managerial positions
(%) Managerial positions
Human Resources Data ◇ Examples of Systems Supporting Work-Life Balance Percentage of females in managerial positions
73：100
1,000 10
As part of Panasonic Group’s efforts to create an environment that enables everyone to play
799
800 8 All employees
an active role, the company is implementing initiatives to support a good work-life balance for 664
607
employees. The effort and adaptability of employees is vital for childcare, nursing care, and work 600 534 573 6 calculated based on salaries and bonuses for fiscal 2023
464 493
to coexist. However, this effort may not be sufficient by itself, in which case, employees require the
400 4
understanding and support of their supervisors and workplaces. The Group also creates guidebooks
with hints for work-life balance, including explanations of the systems needed for maintaining 200 2
personal and business responsibilities and information on how supervisors and subordinates
0 0
can work together. This is another way in which Panasonic helps its employees continue their 2018 2019 2020 2021 2022 2023 2024 (FY)

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Employee Well-being ◇ Study session for female employees: Career Stretch Seminar Japan who have disabilities was 2.45%, Percentage of people with disabilities employed
In the Japan, we offer training for female employees to improve their leadership and practical and we will continue in our efforts to
(%)
management skills with a view to becoming active in management positions. Many female promote independence and participation
2.5 2.45
employees participate in the training to improve their own skills, such as by experiencing the in the company on the part of people with 2.40 2.41
disabilities. 2.4
values and work perspectives of internal and external instructors, learning deeply about the 2.33
Policy • Whenever employees with hearing-
company's strategic direction, and considering new challenges for themselves. 2.3
related disabilities take part in workshops
Responsible Executive and Creating a Workplace Where LGBTQ+ Individuals Can Take an Active Part 2.2 2.16
2.18 2.20
or classes, we make sure that they are
Framework ◇ Code of Ethics & Compliance able to access the same information 2.15 2.15 2.15
2.1
The Panasonic Group Code of Ethics & Compliance, in accordance through sign language interpretation
Key Groupwide Indicators 2.0
with the laws and regulations of all countries in which we operate, and voice recognition software, among 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 (FY)
Implementation of Basic clearly forbids all discrimination or conduct that may result in other methods. (E.g., we introduced a
discrimination based on characteristics like sexual orientation, gender communication support and conversation visualization application UD Talk Groupwide in 2020.
Business Philosophy
identity, or gender expression. We prepared manuals and introductory training courses, and more than 100 workplaces have
Work in safe, secure and ◇ Applying LGBTQ+ Allyship to HR Systems begun using the system.)
healthy state Since April 2016, Panasonic Group has treated same-sex domestic partners as equivalent to • We are also moving forward with improvements to workplace environments including flat
legal spouses within its HR systems—including bereavement leave, childcare and nursing care floors without steps, using brighter lighting, and introducing a free desk system in which
Work with a sense of support, and temporary solo relocation allowances—except in areas where such recognition workstations are not strictly assigned.
fulfillment cannot be applied due to legal restrictions. • The Group also creates educational content in order to help provide a better understanding of
life with a disability and offers opportunities for learning to all employees.
◇ Establishing Consultation Services
Work together by giving full We have set up an internal contact point where employees can receive consultation services
• We also have active communities of employees that have risen up to hold various information
play to all individuality by e-mail or phone regarding any matter, including sexual and power harassment. (Anonymous
exchanges and discussions on themes surrounding disabilities.
• The Group established the Disability Work Support Hotline that makes it possible for those
consultation is available.)
HR Strategies in Investment with disabilities or anyone else, including their supervisors, colleagues, HR, and the people
◇ In-House Training to Promote Understanding
Areas responsible for DEI promotion to easily ask questions or seek advice. This makes it possible
To promote understanding about LGBTQ individuals and create more LGBTQ-friendly for the supervisors and coworkers of those with disabilities to find out how to accommodate
Contacts for Whistleblowing workplaces, Panasonic has been conducting training geared toward HR functions, managerial individual disabilities. We promote workplaces that make it possible for anyone, including
positions, and employees since February 2016. The training for HR functions offers not only
and Seeking Consultation people with disabilities to work together without worry and be able to take on challenges.
basic knowledge about LGBTQ individuals but also methods for dealing with discriminatory • Through cooperation with regional and local governments, the Group has seven special
Human Resources Data speech or conduct and responding to the needs of those involved. affiliate companies and is actively working to hire individuals with severe disabilities. These
◇ Sharing Information Internally special affiliate companies not only provide work environments that distribute components in a
Information on advancing understanding of LGBTQ individuals and invitations to participate in way that accommodates the body of a wheelchair user and adjusting workbenches, while also
events that support LGBTQ employees are also sent out via Panasonic’s intranet. actively taking on interns and company tours.
◇ Special Subsidiaries
Creating a Workplace Where People with Disabilities Can Take an Active Part
We employ people with disabilities through special Group subsidiaries. Moreover, to promote
Individual workplaces are working on initiatives including the following in an effort to create
understanding of people with disabilities and their employment, we offer work-study programs
workplaces where anyone can work in a way that works for them regardless of whether
for junior and senior high school students, accept technical interns with disabilities, and conduct
they have a disability or not. As of June 2023, the total proportion of Group employees in
workplace tours.

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Employee Well-being Special Subsidiaries (as of June 1st, 2023) ◇ Post-Resignation/Retirement Support
Number of Employees We are also offering economic support for employees who wish to leave the Group before
Year of
Company Name (Number of Persons Description of Business
Establishment retirement and seek new opportunities elsewhere, as well as support for those who wish to work
with Disabilities)
elsewhere after reaching retirement age.
Panasonic Kibi, Co., Ltd. 1980 75 35 Assembly of AV units and parts
Policy Employee Voluntary Community Efforts
Panasonic Katano Co., Assembly of avionics products and inspection
1981 37 32
Ltd. and packaging of AV accessories
Within the Group, mid-career hires, women, LGBTQ individuals, people with disabilities, and
Responsible Executive and Panasonic Associates Assembly of electronic circuits (for massage
1994 66 35 others have spontaneously established internal communities and are engaged in various
Framework Shiga Co., Ltd. chairs, shavers, etc.)
activities, including conversations and online events.
Panasonic Associates
Key Groupwide Indicators Tottori Co., Ltd.
1992 57 24 Manufacture of LED products and light sensors
◇ Career Crossover
Harima Sanyo Industry Assembly of vacuum cleaner parts and Career Crossover is an in-house community where people from
1982 38 20
Implementation of Basic Co., Ltd. maintenance of the internal environment
different departments and work areas can become “virtual co-
Growing and selling of orchids, sale and rental
Business Philosophy Panasonic Heart Farm
Associates Co., Ltd.
1998 73 43 of decorative plants, distribution of internal mail, workers” and consult with each other.
cleaning and beautification of company premises
In recent years, an extremely large number of mid-career professionals have been joining the
Work in safe, secure and Panasonic Ecology
Systems Kyoei Co., Ltd.
1980 47 31
Assembly of ventilating fan parts and printing of
user manuals Panasonic Group. Mid-career professionals face the challenge of having fewer peers to consult
healthy state with than graduates fresh out of university. On the other hand, they have unique knowledge
Creating a Workplace Where Workers Post Retirement Can Take an Active Part that they have gained through their experience in different companies and industries. Career
Work with a sense of In 1982, Panasonic Group created the Senior Partner System, allowing workers past retirement Crossover was created as a platform to virtually connect such mid-career professionals so that
fulfillment age to enter into employment contracts under new conditions. In 2001 we introduced our “Next they can ask each other questions and solve the problems they face on a daily basis.
Stage Program” and we have continued to update these efforts all based on the fundamental
Work together by giving full approach of fostering independence, renewing our position as an industry leader in formulating
Today, it has grown into a community in which not only mid-career professionals but also many
play to all individuality policies for the employment of older workers. Most recently, we once again revamped the
other employees and even management participate. It also functions as a place where people
can obtain opportunities for equity of access to information that is not dependent on their
program and launched a new initiative for mid- to long-term personal development that includes
HR Strategies in Investment skills and mind-set enhancement for currently active workers, based on the assumption that
position or the department they belong to.
Areas more people will continue to work into their later years. ◇ PWN (Panasonic Women’s Network)
Panasonic Women’s Network (PWN) is an internal
Contacts for Whistleblowing ◇ Promoting Self-Directed Career Development
community centering on female employees who wish
We are developing and promoting training seminars Groupwide on career and life design for
and Seeking Consultation to contribute to the company by utilizing their own
various stages of people’s lives to help individual employees direct their own career development
strengths.
Human Resources Data as early as possible.
PWN aims to eliminate the gender unfairness that hinders positive feelings and actions, and
◇ Securing Employment Opportunities for Older Employees
is working to create opportunities for networking through events and other platforms. We aim
Panasonic’s Next Stage Partner Program allows employees who wish to continue working
to inspire each other through the connections that we create, and to gather the voices and
after mandatory retirement at age 60 to do so until age 65. We have been striving to improve
thoughts of each person to help transform the company.
the working conditions under this system to encourage employees to leverage the expertise,
experience, and skills they have cultivated over the years. The social significance of responding ◇ PRN (Panasonic Rainbow Network)
to the growing number of older workers who wish to work and the need to aid employees Panasonic Rainbow Network (PRN) is an internal community for LGBTQ persons and allies.
financially until they begin receiving pension benefits also drive our efforts with this program. In In recent years, the word LGBTQ has become increasingly familiar to people in Japan. On the
April 2021, we introduced a framework allowing employees to work beyond age 65. other hand, there are still many people who think that there are no LGBTQ persons around

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Employee Well-being them or that they don’t know what they can do to help Initiatives outside Japan
make a difference. PRN is working to inform as many ◇ North America
employees as possible that there may be LGBTQ PNA views DEI as one of its most pressing business challenges and has developed a strategic
persons on the same team as them. We believe that DEI framework to promote recruitment, retention, and internal promotion of a diverse workforce.
the more allies we have, the more people can express Specifically, we continue to support Business Impact Groups (BIGs), including RISE (formerly
Policy their individuality, resulting in greater psychological Women's Connect), Veterans Group, PRISM (LGBTQ support), Level Up (Millennials), and the
well-being in the workplace.
Responsible Executive and BLAAC Employee Network (BEN) for Black, Latino, African American, African and Caribbean
Framework ◇ Diversity & Network (D&N) employees. We also further enhance our unconscious bias training to deepen our understanding
Diversity & Network (D&N) is an internal community that of DEI. In addition, PNA’s human resource leaders are working to operationalize a talent
Key Groupwide Indicators aims to create an organization where employees with assessment process that includes how well performance on diversity and inclusion is evaluated.
disabilities can work with vigor and demonstrate their We have also introduced an employee
Implementation of Basic abilities. D&N aims to achieve the following three goals awareness survey on DEI to gather opinions
Business Philosophy with the vision of delivering better products and experiences to the world. and basic data.
• Create a network of employees with disabilities and provide a place where they can encourage WEB Women Leading the Charge toward Equity at Panasonic North America
Work in safe, secure and each other and speak up for themselves. https://news.panasonic.com/global/stories/14082
healthy state • Foster a comfortable working environment by bringing together not only employees with
◇ Europe
disabilities, but also colleagues committed to creating an organization that leverages diversity,
Panasonic Europe has been promoting various initiatives in Europe to unleash more of our
Work with a sense of and by showing understanding and taking steps to accommodate each other.
talent by providing a truly inclusive environment – where all people can develop to the maximum
fulfillment • Contribute to the Panasonic Group’s manufacturing by making the most of experiences
of their potential, irrespective of gender or other personal characteristics. As part of this, we
employees gain on account of their disabilities. Create a framework that generates added
launched a new human resources development program in 2019 called Women in Leadership
Work together by giving full value by harnessing diversity.
(WIL). The goal was to provide a platform for our female talent to be more visible, a locus for the
play to all individuality ◇ Panasonic Deaf Association / Silent Lab discussion of women-specific leadership challenges and a healthy brainstorming environment.
Panasonic Deaf Association and Silent Lab are internal 73% of employees who completed the program have obtained more important roles or have
HR Strategies in Investment communities where people who are and are not Deaf or been identified for roles in which they have the potential to thrive.
Areas hard of hearing to work together to create a comfortable
In 2021 a new group, Women Connect Europe, consisting of diverse volunteers, was organized
working environment. We aim to achieve the following four
Contacts for Whistleblowing goals.
to enhance gender equality and attract many talented human resources of all genders. The
and Seeking Consultation • Provide a place for Deaf or hard of hearing employees
Women Connect network now has 268 members in 30 countries across 31 Panasonic Europe
brands. It’s great to see in this year’s EOS that the historic gender discrepancy in engagement
who feel alone in their workplaces.
Human Resources Data • Provide a place for employees to talk and learn in sign language.
has reduced as these initiatives take hold.
• Provide a place where employees can post about their problems in the workplace, and share Additionally, we are conducting a new education program
ideas and help each other. called the Unhelpful Bias Workshop. Part 1 focuses on
• Contribute to the development of better services and products through interviews and all levels of employee to raise awareness and develop
questionnaires to Deaf or hard of hearing employees. attitudes, values, strategies and skills that encourage a
WEB Various Community Activities Various Community Activities- Creating an Inclusive Work diverse and inclusive culture for all employees from all
Environment - Diversity, Equity & Inclusion - Sustainability levels. Part 2 focuses on the Senior Managers to help them
https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/inclusive/community.html
develop a meaningful strategy for their business. By taking

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Employee Well-being this approach, training can help to shape the inclusive culture that our people desire. We have to the conventional career recruitment through agents, the newly established Kansas office is
also created a pan-European human resources team, to support DEI across Europe, called working to advance its global human resource development by establishing a pipeline with local
DIAG. educational institutions and building a training program in collaboration with the Nevada office
WEB Female Leaders at Panasonic on the Role Models That Inspire Them and locations in Japan (including Suminoe and Wakayama). In Japan, it continues to improve
https://news.panasonic.com/global/stories/14117 its ability to acquire human resources, including better recruitment branding, and acquire
Policy
◇ Brazil approximately 500 new employees yearly. Moreover, it will continue to hold its Forest Meetings
to share its mission, vision, and drive; develop One ENERGY activities to foster an inclusive
Responsible Executive and At PANABRAS, we believe that by respecting individual
differences and fostering positive relationships, we can create organizational climate; promote reforms to job-based human resource management; and further
Framework innovate flexible work styles so that diverse human resources can interact and maximally
a more tolerant, respectful and sustainable work environment
leverage everyone’s individuality and abilities.
Key Groupwide Indicators and world. Based on this belief, we have launched a DE&I
(Diversity, Equity & Inclusion) project aimed at creating a more
Heating and Ventilation Air Conditioning (Heating and Ventilation A/C
Implementation of Basic equal and inclusive work environment. Under this project, we
Company, Panasonic Corporation)
Business Philosophy are working to disseminate correct knowledge about the basic
concept of unconscious bias and its influence through our leadership development programs. In Heating and Ventilation A/C (HVAC) Company, a Panasonic Corporation, is working on
Work in safe, secure and addition, we are holding ongoing workshops and training sessions for employees in the human organizational and human resource development to realize its vision of becoming “a global,
top-class professional company that creates a healthy, comfortable life and society through
healthy state resources and other departments to enhance their sense of belonging.
air and water technologies.” Specifically, in Europe, where it expects demand to grow, HVAC
We are also working to improve accessibility and workplace environments to create a more
Work with a sense of Company has established a system of local production for local consumption in which
comfortable workplace for employees with disabilities. Examples of steps we have taken include production, manufacturing, and sales are completed within the region. Alongside this initiative, it
fulfillment making improvements to buildings, creating accessibility maps, ensuring inclusive recruitment is expanding the plant production system and securing the required human resources needed in
and selection, and promoting education and training.
Work together by giving full Czechia. Additionally, in April 2023, it merged with the air quality and air conditioning businesses,
play to all individuality We continue to raise awareness and listen to our team members in all of our business units to which had been operated as separate organizations within the Group. Going forward, it intends
get a bigger picture of the current situation surrounding diversity, based on which we set key to create new added value using air and water by combining the air quality and air conditioning
HR Strategies in Investment metrics and challenges. We will work hand-in-hand with the organization's leaders, customers, technological capabilities accumulated over the past 100 years. Furthermore, to improve its
Areas suppliers, employees and their families to ensure that everyone places greater value on diversity solutions to customers in the B2B business, it is working to secure and train engineering solution
in their daily lives. personnel, including engineering and software engineers with the necessary qualifications.
Contacts for Whistleblowing
HR Strategies in Investment Areas Supply Chain Management Software (Panasonic Connect Co., Ltd.)
Panasonic Connect Co., Ltd. will invest in human resources to increase corporate value through
In-vehicle battery (Panasonic Energy Co., Ltd.)
Human Resources Data employee growth. Its ideal for employees is CONNECTers’ Success, through which it promotes
Under the principle of promoting ESG management, Panasonic Energy Co., Ltd. positions initiatives to realize personal growth and a culture of empowerment so that all employees can
human resources as essential capital for its business development toward realizing its mission thrive. Blue Yonder Inc.—responsible for the supply chain software business—is working to
“to create a society where the pursuit of happiness and a sustainable environment coexist in enhance the employee experience to achieve its medium- to long-term strategy, the “Seven
perfect harmony” and its vision “to be the energy that changes the future.” It is developing Value Creation Plan.” Specifically, it will continue to acquire and develop human resources in
human resource strategies and human capital management to strengthen its competitiveness critical positions, including AI, machine learning (ML), and architecture. It also works to improve
and improve the well-being of its employees. Especially relevant in the rapidly expanding engagement by enhancing onboarding, digitalization, business process simplification, and other
automotive business, Panasonic Energy urgently needs to bolster its ability and competitiveness productivity-enhancing measures.
in acquiring human resources to establish production operations in North America. In addition

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Employee Well-being In Japan, it is reviewing the system under which employees were previously hired on fixed- consultations, we safeguard employee privacy and carefully handle their concerns while
term employment contracts and introducing a system that allows them to be hired as full-time confirming their needs. We also ensure that the employee and any other parties involved in fact-
employees with market-competitive remuneration, aiming to bolster R&D by acquiring highly checking the case are protected from retaliation.
skilled human resources in Japan and overseas in areas such as AI, cloud computing, and data
analysis.
Policy
Contacts for Whistleblowing and Seeking Consultation
Framework Mental and Physical Stress Prevention and Response for Employees (in Japan)
Panasonic Group has established the following support lines to help employees prevent or deal
Key Groupwide Indicators with mental or physical stress.
◇ Employee Consultants
Since 1957, the Group has designated employees with abundant work experience as
Business Philosophy “consultants” and has implemented a Consultant System whereby other employees may consult
with them. The consultants answer employees’ questions concerning welfare systems and help
them solve work or private problems.
healthy state
◇ Employee Assistance Program (EAP) Counseling Office
Work with a sense of For this program, we have engaged specialist counselors to listen to employees’ personal
concerns, and they can rest assured that what they have discussed will not be disclosed to the
fulfillment
Group or their health insurance associations.
Work together by giving full ◇ Health Management Office
play to all individuality Panasonic Group staffs these offices with full-time occupational physicians and occupational
health staff to provide a health support program that performs functions such as handling
HR Strategies in Investment illnesses that manifest during work, consulting on mental and physical health, preventing
Areas lifestyle-related diseases, and helping individuals stop smoking.
Contacts for Whistleblowing Whistleblowing Discrimination and Harassment

and Seeking Consultation The Group has set up a hotline where employees can anonymously report discrimination or
harassment if they see or hear about it.
Human Resources Data ◇ Global hotline
For more details, please see “Business Ethics” chapter on page 138.
◇ Equal Partnership Consultation Office (in Japan)
We have established an Equal Partnership Consultation Office with dedicated contacts in both
the PHD and employees’ labor union. This whistleblowing framework allows us to address
any concerns from employees, including temporary staff, who report cases of harassment,
including sexual harassment (includes LGBTQ-related harassment), harassment based on
power differentials, or harassment related to pregnancy, childbirth, or childcare leaves. During

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Employee Well-being Human Resources Data Health Key Performance Indicators (in Japan)
① Rate of awareness of steps walked
Number of employees Recruitment figures (% of those who know their approx. number of steps walked per week)
(full-time regular employees at nine companies in Japan) (%) Men Women All
2023.3 60.0
Policy Men 1,908
North America 12.5% India, South Asia, & 50.0
Middle East 4.9 % 40.0
Responsible Executive and Europe 7.6%
Women 533 30.0
Framework China ＆North Foreign nationals 100 20.0
East Asia 10.0

By region
Key Groupwide Indicators 18.2% Persons with disabilities 57 0.0
233,391 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
(FY)
Japan 36.9% Latin America Mid-career hires 1,479 ② Exercise rate (% of people who exercise at least 30 minutes twice a week for a year)
1.0%
Business Philosophy South East Asia
(%)
30.0
Men Women All
18.9
& Pacific % 25.0
Work in safe, secure and Average years of continuous service
20.0
healthy state PHD/PEX + 7 Operating Companies
Direct 15.0
By job manufacturing Unit: year April, 2023
Work with a sense of Indirect 59% function 41% 10.0
233,391 Men Women Average

fulfillment 5.0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Full-time regular (FY)
21.8 20.3 21.5
Work together by giving full employees ③ Smoking rate (% of people who smoke cigarettes)
play to all individuality 2023.4
Part-time/fixed-
1.5 1.9 1.6
(%)
50.0
Men Women
term employees
Employees (contract 40.0
HR Strategies in Investment employees and other
fixed-term employees)
Average 20.2 19.5 20.0
30.0
Areas 7% By 20.0
employment Employees with
Contacts for Whistleblowing type no fixed term 10.0
of employment
PHD/PEX + 7 Turnover rate 0.0
Operating
Companies 93% (full-time regular employees at nine companies in Japan) 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
(FY)
Human Resources Data Turnover rate
3.6% ④ Obesity rate (% with a BMI of 25 or more)
(for all resignation reasons) (%) Men Women
60 years or over 7% 29 years or 35.0
younger13 % Turnover rate
(for resignation reasons other
than mandatory retirement)
2.2% 30.0
By Between 30 25.0
age group and 39 years Turnover rate = The number of those leaving the Group per year
divided by the annual average number of employees
Between 50 and
PHD/PEX + 7
Operating 15% 20.0
Companies
59 years 43
% 15.0
Between 40 and 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023
49 years (FY)
23%
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Responsible Supply Chain Panasonic Group does business with approximately 13,000 suppliers
worldwide. Panasonic Group strives to do business with suppliers
that not only provide superior technology and quality but also fulfill
their social responsibilities including human rights and environmental
considerations, worker-friendly labor conditions, and fair trade practices.
Policy The parts and materials we purchase range from raw materials to
electrical/electronic components and processed parts. Our suppliers are
located in various regions and countries, meaning that some parts and
Framework materials come from regions an d countries with many migrant workers.
Supply Chain Due Diligence

Breakdown of Transactions by Region (%)
Initiatives for a Harmonious
Relationship with the China North
Europe Japan
Environment America
3 28% 3%
37%
%
Responsible Minerals Latin
ASEAN & America
Procurement India
1%
Internal Training and 28%
External Awareness-Raising
Systems for Whistleblowing
Breakdown of Transactions by Product (%)
Other
8% 5% 22%
Outsourcing
Raw Materials
Electronic
components /
18%
Semiconductors
47% Machined Parts

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Responsible
Supply Chain Policy stakeholders’ increasing expectations, and of trends in August 2023). Panasonic Group launched its Supply Chain
legislation, we will revise, as necessary, to continuously Compliance Project to promote responsible procurement
▪Procurement Policy improve our efforts. across the entire Group and establish a Groupwide
Panasonic Group has summarized its core thinking on framework to foster cooperation among all Operating
procurement in a 3-item set of Procurement Policy. The ▪Clean Procurement Companies and regional procurement divisions. Each of
Policy fundamental basis of this policy is the concept that, “based Because Panasonic Group believes that “a company is a our Operating Companies, their business divisions, or other
on relationships of mutual trust, and through diligent study public entity of society”, we engage in fair and equitable relevant Group companies are responsible for applying the
and cooperation, our suppliers are invaluable partners in transactions with our global suppliers. With a need for a more PDCA cycle to their practice of responsible procurement,
Framework creating the value our customers demand”. stringent sense of moderation and ethics and to maintain following the Group’s internal rules, standards, and
healthy relationships with suppliers, in 2004, we released manuals. The Global Procurement Division of Panasonic
Supply Chain Due Diligence • Implementation of Global Procurement Activities
The Company globally establishes partnerships with our Clean Procurement Declaration and have followed this Operational Excellence Co., Ltd. (PEX) fills the role of
Initiatives for a Harmonious suppliers to respond to production activities on a global declaration in our procurement activities since. providing Groupwide measures and support to all Operating
Companies. The heads of procurement at the Operating
Relationship with the scale, and works to create the functions and values our In Japan, we promote understanding and awareness of “clean
customers demand based on relationships of mutual trust Companies and business divisions discuss and devise
Environment procurement” among our procurement staff by providing
and through diligent studies and cooperation. appropriate solutions to address any related issues through
annual e-Learning and training materials.
Responsible Minerals regular Groupwide meetings.
• Implementation of CSR Procurement
Procurement Complying with laws and regulations, international Prohibition of receiving money and valuables
standards, social norms, and corporate ethics, the from suppliers and prohibition of accepting any Supply Chain Due Diligence
Internal Training and External Company promotes procurement activities, together with form of hospitality, entertainment or meals ▪Enforcement of the Panasonic Supply
Awareness-Raising suppliers, that fulfill their social responsibilities, such as The Group established “Rules on Gift and Hospitality for Chain CSR Promotion Guidelines
human rights, labor, safety and health, environmental Anti-Bribery / Corruption” in its internal regulations, applied We, the Panasonic Group, adhere to international norms and
Systems for Whistleblowing conservation, and information security. at the global level. These strict rules apply to the acceptance principles, such as the United Nations “Guiding Principles on
and Seeking Consultation • Procurement Activities Working Closely with Suppliers of gifts, meals, entertainment and travel invitations from our Business and Human Rights”, and require suppliers to affirm
In order to achieve product values expected by customers, business partners, including suppliers. They stipulate general them. To show our approach to CSR procurement and clearly
the Company serves as the contact point of suppliers rules regarding the rationality and balance in light of the convey the requirements to suppliers, we have established
with respect to information, such as the market trends of purpose, value and frequency of gifts, meals, entertainment the Panasonic Supply Chain CSR Promotion Guidelines
materials and goods, new technologies, new materials, and travel invitations, and local customs, and the absence (the “CSR Guidelines”), and we share them at the start of
and new processes, and works to ensure and maintain the of improper influence on business judgement. More detailed transactions. The contract obligates suppliers to comply with
quality of purchased goods, realize competitive prices, and standards and stricter rules are also set for each region. the guidelines. The CSR Guidelines stipulate the following
respond to market changes. WEB Clean Procurement Declaration provisions, while taking into account laws, regulations, and
https://holdings.panasonic/global/corporate/about/procurement/ principles of international norms:
In April 2022, we established the “Rules on Supply Chain declaration.html 1. Labor rights: Prohibition of forced labor or child labor,
Compliance” to strengthen our efforts to promote CSR
appropriate working hours, decent wages, humane
in the supply chain. This rule stipulates the basic policy Responsible Executive and treatment, elimination of discrimination, freedom of
regarding supply chain compliance and internal rules for its
Framework association
implementation. In addition to a thorough implementation of
The Panasonic Holdings Corporation (PHD) Procurement 2. Occupational health and safety: Training to ensure
procurement operations, management reviews are conducted
Officer is the chief procurement officer for the Group (as of workplace safety and emergency preparedness, safety
on a regular basis. Furthermore, in light of society’s and

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measures for machinery and equipment, and occupational human rights initiatives and the implementation of prevention Operating Company focuses on those prioritized suppliers
Supply Chain health and safety rules for facilities / mitigation / corrective measures, a request for compliance to be audited and carries out supplier audits by itself or with
3. Environment: Compliance with the “Panasonic Group’s with tier 2 suppliers, and a request for cooperation with the third-party institutions according to its own supplier audit
Green Procurement Standards” the Panasonic Group’s Human Rights Due Diligence. The implementation plan.
4. Ethics: Prohibition of corruption and bribery, and promotion template of our Master Global Purchasing Agreement obliges
Policy of fair business and responsible mineral procurement suppliers to comply with the CSR Guidelines. In addition, to Initiatives for a Harmonious
Responsible Executive and 5. Information security: Prevention of information leaks and obtain commitments from all our suppliers, we have been Relationship with the Environment
protection against computer and network threats asking our suppliers to submit written consent to comply with
Framework 6. Product quality and safety: Creation of a product quality the CSR Guidelines since revising them last December.
We strive to reduce the burden we place on the environment
through cooperation with our suppliers and logistics partners.
management system, provision of accurate product and
Supply Chain Due Diligence ▪Conducting CSR Self-Assessments and Please see the Environment section.
service data, and maintenance of product safety
Audit WEB Environment: Collaboration across the Supply Chain
Initiatives for a Harmonious 7. Contributions to society: Contributions to society and local
https://holdings.panasonic/global/corporate/sustainability/
communities To promote human rights due diligence and other aspects
Relationship with the environment/supply-chain.html
8. Management systems of CSR throughout the supply chain, the Group requires its
Environment
The CSR Guidelines are prepared in Japanese, English, and
suppliers to conduct CSR Self-Assessments. The CSR Self- Responsible Minerals Procurement
Responsible Minerals Chinese and we both keep them on our home page and
Assessments are structured based on the CSR Guidelines,
▪Our Basic Stance
and we require that all new suppliers conduct one before
Procurement endeavor to distribute to our suppliers and notify them of Panasonic Group recognizes that the procurement of certain
we start transactions with them. We also require our existing
any revisions. We also ensure that we share these guidelines minerals (notably tin, tantalum, tungsten, gold and cobalt)
Internal Training and External suppliers to conduct them regularly. We collect these
with our suppliers at workshops as necessary. We ask our carries a risk of funding organizations in states in conflict
assessments using a web-based questionnaire, reducing the
Awareness-Raising suppliers to communicate the requirements of the guidelines affected areas and risks that are involved in human rights
burden on suppliers and our Group and improving collection
to their suppliers and subsequent suppliers, and to check abuses such as child labor, harsh working conditions,
Systems for Whistleblowing their compliance status. For further details, please visit the
efficiency and accuracy. We restarted the assessments and
environmental destruction and corruption in high-risk areas.
their collection at the end of 2021. By March 2023, we had
and Seeking Consultation following website. This is a matter of grave social concern, and to fulfill our
collected the questionnaires from more than 12,000 suppliers
WEB For Suppliers corporate social responsibility, Panasonic Group is engaged
(94%). After discovering issues, particularly those identified
https://holdings.panasonic/global/corporate/about/procurement/for- in the responsible procurement of minerals in its global
suppliers.html as priority management items in the CSR Self-Assessments,
supply chain.
such as labor conditions for migrant workers, we will visit
▪Obtaining commitment from the suppliers suppliers, check on-site conditions, hold interviews, and Of course, there are companies and individuals in those
We, the Panasonic Group, require that suppliers affirm investigate issues whenever necessary and work to correct same areas who conduct their business legally at the same
the Panasonic Group’s Code of Ethics & Compliance and them. time. Therefore, while we remain mindful of our obligation
the Panasonic Group’s Human Rights and Labor Policy, to avoid using minerals associated with illegal or unethical
Since fiscal 2023, the Group has begun work on initiatives
and we make it mandatory, at the start of transactions practices, we strive to ensure that this does not hinder the
to build a structure for human rights due diligence. While
for materials and components for the manufacturing of business activities and livelihoods of legitimate companies
incorporating guidance from outside experts, the Group has
Panasonic products, to conclude a Master Global Purchasing and individuals. To this end, it is necessary for us to work
compiled a table to assess human rights risks at our suppliers
Agreement that stipulates compliance with the CSR in partnership with a wide range of stakeholders including
by using risk indicators and indices provided by international
Guidelines. In addition, we stipulate in the CSR Guidelines national governments, companies, and NPOs that are
organizations in order to identify suppliers for which action
a respect for human rights as expressed in United Nations working toward creating sound minerals supply chains in the
should be taken on a priority basis. From this fiscal year,
norms and principles, an evaluation of the status of suppliers’ target areas.
using the risk-based approach mentioned above, each

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We will keep conducting its activities based on the “Due that have either passed RMI audit or is currently undergoing scrutiny. We have been working in JEITA’s Working Group
Supply Chain Diligence Guidance” of the OECD (Organization for Economic one). We are also working on industry efforts that will push and continue to encourage smelters to participate in the
Co-operation and Development) and build management the remaining 20% of those refiners and smelters toward Responsible Mineral Assurance Process (RMAP) with other
processes in line with global standards. participation in the Responsible Minerals Assurance Process member companies. Furthermore, we joined the Responsible
(RMAP). In the rare event that we find minerals that are Minerals Initiative (RMI) in July 2017, with the aim of learning
Policy The promotion of responsible minerals procurement requires
complicit in conflicts or human rights violations in our supply about the latest industry trends and promoting best practices
conducting due diligence throughout the entire supply chain,
chain, we also ask suppliers to take steps toward no longer for procurement activities. Panasonic Group will continue
Responsible Executive and from upstream mining companies to smelters, refineries, and
using them, including changing their source. to conduct responsible minerals surveys while monitoring
Framework downstream enterprises. We require that all related suppliers
industry trends.
provide information on smelters/refineries throughout the Cobalt Surveys
Supply Chain Due Diligence supply chain, and we aim to procure from suppliers who don’t
There are concerns about cobalt, which is used in lithium- Internal Training and External
present any issues. We also participate in the Responsible
Initiatives for a Harmonious Minerals Initiative (RMI) and its Cobalt Workgroup to promote
ion batteries and other products, due to human rights issues Awareness-Raising
such as child labor at mining sites. As part of its efforts to
Relationship with the industrywide efforts. Our procurement departments at Panasonic Group conduct
promote responsible minerals procurement, even with cobalt,
Environment CSR procurement training for our procurement staff
▪Responsible Minerals Procurement System Panasonic Group pursues initiatives in line with the OECD’s
members, who will be able to fulfill our social responsibilities
“Due Diligence Guidance” to build management processes
Responsible Minerals With the PHD Executive Officer in charge of procurement when it comes to procurement activities, by teaching
that meet global standards. Specifically, we continually
Procurement assuming ultimate responsibility, we are working to build a
conduct initiatives such as cobalt supply chain surveys and
them about the company’s approach to CSR, and they
Groupwide management system for responsible minerals create opportunities to gain knowledge about procurement
identification and investigation of refineries and smelters.
Internal Training and External procurement in collaboration with each Operating Company. compliance. We also provide training to our procurement
Awareness-Raising In fiscal 2023, we conducted cobalt and mica surveys for personnel outside of Japan (the U.S., China, Asia and part of
▪Due Diligence Efforts about 2,000 suppliers. We received responses from 85% of Europe) and through that training we give them a foundation
Systems for Whistleblowing Responsible mineral survey requires cooperation from all those surveyed. The results showed that roughly 80 percent of basic knowledge about CSR, including compliance related
and Seeking Consultation our suppliers going back to the refineries and smelters. The of the designated refiner and smelters had been approved to the environment or preventing corruption, issues related
Group conducts this survey using industry standard survey as a Conformant/Active Smelter (as of end of March 2023). to human rights, labor and health and safety in our supply
forms including the Conflict Minerals Reporting Template We also asked our suppliers to conduct further surveys chain, and clean procurement, as well as the importance
(CMRT) issued by RMI as survey tools. in response to risks identified through risk analysis and of compliance, checking their understanding along the
assessment based on the survey forms collected from our way. In addition to all this, we also build in basics on CSR
Conflict Minerals Surveys
suppliers. procurement in our training curricula for new employees and
The Panasonic Group conducts surveys regarding conflict those transferring from other divisions.
minerals on the suppliers of each Operating Company and ▪Industry Collaboration Initiatives
business site. In fiscal 2023, we received responses for Our web portal for procurement employees contains the
Panasonic Group is participating in JEITA’s Responsible
roughly 90% of the surveys we sent out to around 2,400 information necessary for responsible procurement—
Minerals Procurement Working Group to raise supply
suppliers (as of March 31, 2023). Based on the data collected including the procedures employees should follow for CSR
chain awareness and improve the efficiency of surveys
from the survey forms, we conducted a risk analysis and procurement, the CSR Self-Assessments we ask suppliers
through industry collaboration. More specifically, we have
assessment and requested further investigations from to conduct, and guidelines for conducting audits—so
been working with industry groups both inside and outside
suppliers, according to the risks that we identified. In fiscal that employees always have the latest information when
Japan and holding seminars and surveys briefing sessions
2023, roughly 80% of the designated refiners and smelters performing their duties.
to promote best practices regarding responsible minerals.
had Conformant/Active Smelter status (refiners and smelters We have also worked on smelters/refiners information

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To raise awareness in the supply chain, in fiscal 2022, we For Suppliers
Supply Chain
WEB
audited more than 130 suppliers in Malaysia, a region with https://holdings.panasonic/global/corporate/about/procurement/for-

suppliers.html
high human rights risk. We used the opportunity to provide
WEB Global Hotline
training on the importance of CSR initiatives and respecting
https://secure.ethicspoint.eu/domain/media/en/gui/104773/index.html
human rights. In fiscal 2023, we continued to hold workshops
Policy and supplier meetings with about 100 suppliers, mainly
WEB Grievance mechanism of Japan Center for Engagement and
Remedy on Business and Human Rights (JaCER)
in Malaysia. We also conducted CSR audits at around 50
Responsible Executive and https://jacer-bhr.org/en/index.html
suppliers in Asia. We plan to further expand the scope of our
Framework supplier education by prioritizing those regions and suppliers
with high risk and looking to more regions.
Supply Chain Due Diligence
Initiatives for a Harmonious Systems for Whistleblowing and
Relationship with the Seeking Consultation
Environment The Panasonic Group has established a Global Hotline
that anyone, including Panasonic Group employees and
Responsible Minerals suppliers, can use to anonymously report any violation or
Procurement suspected violation of laws and regulations, agreements
with our suppliers, the Panasonic Group Code of Ethics &
Internal Training and External Compliance or the like in the Group’s supply chain. Whenever
Awareness-Raising there is a report, the Group follows all internal rules and
guidelines as well as the laws of the relevant countries with
Systems for Whistleblowing regard to the protection of the individual making the report,
and Seeking Consultation and from there it undertakes appropriate investigations and
countermeasures. In addition to our Global Hotline, we offer
access to JaCER, a new industrywide grievance platform
established by the CSR Committee of the Japan Electronics
and Information Technology Industries Association (JEITA).
JaCER is a contact point for suppliers and their employees
to report any adverse human rights impacts in the Group’s
supply chain. By accepting grievances through a third-
party contact, we aim to make grievance handling fairer
and more transparent, promote dialogue and redress more
than ever before, and work to resolve essential human rights
issues. In all reporting systems, we ensure whistleblower
anonymity and report confidentiality and publicize the contact
information for reporting systems on our supplier web portal
and our website, “For Suppliers.”

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Raising Product Quality Levels and

Ensuring Product Safety
Based on the idea promoted by our founder that Panasonic should
strive “to contribute to society through its products and services while
always placing the customer first,” the Panasonic Group approaches
“quality” as something that means more than the quality of the work
we do or the products we make. To us, it also means conducting
Policy business in a fair and honest at all times, so that we can continue to
offer products and services that are better than anyone else’s while
Training upholding our commitment to our customers and society, taking action
to ensure the safety and quality of our products and services.
Framework Policy
Internal Company Rules Panasonic states in its Groupwide Quality Policy that the company will
“truly serve customers by way of providing products and services that
Concerning Product Labeling
continuously meet and satisfy the needs of customers and society.”
Product Security Each Operating Company has established and operates their own
quality management system with responsibility for the quality of their
Major Accidents and products. In particular, our approach to quality defects focuses on
Responses compliance with laws, regulations, and corporate ethics, as stated in
the Panasonic Group Code of Ethics & Compliance. This code specifies
List of Awards our adherence to laws, regulations, and social norms, including industry
standards and promises to customers. It also states in Chapter 4: Our
Business Relationships that we should honor our commitments to our
customers and to society as they relate to our products and services,
and that we must act in the interest of ensuring the safety and quality of
our products and services.
In addition, the Group has established a Basic Policy regarding the

Voluntary Action Plan for Product Safety. As per this policy, Panasonic
actively strives to ensure the safety of its products, while keeping to its
principles of “the customer comes first” and of maintaining a “Fairness
and Honesty” attitude.
WEB Panasonic Group Code of Ethics & Compliance
https://holdings.panasonic/global/corporate/about/code-of-conduct
WEB Basic Policy Regarding the Autonomous Code of Conduct for Product
Safety (Japanese only)
https://holdings.panasonic/jp/corporate/about/code-of-conduct/quality-policy.html
Per our Basic Management Policy, Panasonic Group considers

always ensuring the safety of the products we manufacture and
sell and delivering safety and security to our customers as essential

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Raising Product Quality

Levels and Ensuring management issues and social responsibility objectives. These Guidelines stipulate that Operating Companies and in the field as part of our efforts toward bolstering quality on
Product Safety Based on the profound lessons learned from the accidents
business sites must conduct quality monitoring based on the production floor. Product Safety Forum, an event that
the Guidelines. When this internal monitoring is conducted, provides a venue for thinking about product safety using
involving FF-type kerosene heaters, specifically, we apply our
we check for quality compliance in addition to the checks examples from the Group and elsewhere, took place twice in
unique product safety standards to each product lifecycle
for each process on the quality assessment checksheet fiscal 2023, for a total of 81 times.
Policy phase (from planning and design to service and disposal) for
used by Operating Companies. Further, by evaluating what
every product to ensure its safety at all times. We also use The Group has also
each has achieved through fact-based confirmation from
Training our Group intranet to share information related to the product established a Product Safety
the workplace and other evidence, we work to maintain a
safety of all Panasonic products in a timely manner to all Learning Square at the
Responsible Executive and employees, including persons in charge of quality and design
qualitative understanding of the effectiveness of the quality
Team & Talent Development
management systems at each Operating Company and
Framework at each Operating Company and in each division. We also Center in Hirakata, Osaka,
business site.
strive to fulfill our imperative of having zero product safety with the aim of conveying
Internal Company Rules incidents. Additionally, we obtained and maintain ISO 9001 certification lessons based on actual Product Safety Learning Square
Concerning Product Labeling WEB Important news about products (for Japan) at our Operating Companies and production sites. business sites and actual
https://holdings.panasonic/jp/corporate/about/products-information.html Regularly incorporating audits by third-party organizations products, and of providing instruction to enhance product
Product Security enhances checks on each process—including development, safety-related skills. The Product Safety Learning Square
▪Quality Management System manufacturing, and inspections—and improves our reliability offers an opportunity to see actual products that were
Major Accidents and to our customers. recalled in the past—such as those recalled after the FF-
To establish self-sufficient quality assurance processes in
Responses each Operating Company and business site, Panasonic type kerosene heater accidents—as well as the internal
WEB An example site with ISO certifications by business unit
Group published its Product Quality Management System recall announcements and other information on the causes
List of Awards https://industrial.panasonic.com/ww/iso_ts_certification
(P-QMS) Guidelines in 2004. These Guidelines supplement of their problems, the steps taken during the recall, and the
the requirements of the ISO 9001 standard with the Group’s Training measures taken to prevent the critical unsafe phenomena
own quality assurance methods and expertise to create (including tracking or strength degradation). Furthermore, we
The Panasonic Group conducts training every year for all
a quality management system and have been updated to also launched the Virtual Product Safety Lab in 2022, making
quality managers at each Operating Company and business
comply with ISO 9001-2015. Operating Companies and exhibits available online for free viewing. The Product Safety
site, with the aim of training key quality personnel to promote
business sites work to implement quality management Lab recreates an actual space that was filmed in 360 degrees
quality management innovation. In particular, the Group
systems uniquely tailored to their business characteristics to allow viewers to move around that space freely, and even
regularly holds a Business Division Director Quality and
with reference to these Guidelines. At all levels, they conduct read information panels or watch views by simply clicking on
Environment Workshop for business managers responsible
regular quality assessments, monitor quality, and review the an icon.
for the quality management systems in their respective
progress of these initiatives while also formulating corrective
divisions, as well other activities geared toward learning
action plans for any discovered deficiencies, all in an effort to
about results-driven, quality-based management, including Responsible Executive and
continuously improve quality.
guest lectures and training through case studies. We also Framework
To properly address our continually diversifying business offer e-Learning courses on subjects like the basics of
As of August 2023, the executive in charge of quality is the
areas, each Operating Company operates according to the product safety to spread a corporate culture of prioritizing
Group Chief Technology Officer (Group CTO). Each Operating
P-QMS Guidelines and industry standards appropriate to product safety to all Group employees.
Company has appointed a quality manager and established
its field, from household appliances, in-vehicle accessories, In addition, each Operating Company conducts its own systems for undertaking its business with independent
residential, devices, B to B solutions, pharmaceuticals, Quality Control (QC) Activities through which individuals can responsibility and self-sufficiency. In addition, Panasonic
services, and more. come together to learn problem solving methods to be used Holdings Corporation (PHD) and Panasonic Operational

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Levels and Ensuring Excellence Co., Ltd. (PEX) provide support in response to the Company—as a place for more practical discussions on the way their products are handled as well as installation
Product Safety requests from the Operating Companies as countermeasures quality policies and measures. and services as appropriate for each product. Specifically,
against critical risks for the Group, while expanding quality- warning label related to the safe use of products and
related assets horizontally over the Group. Global Safety Standard Certifications Obtained information label on legally designated recycling or disposal
ISO13482 methods and other information that helps customer safely
Policy The international standard relating to the safety of personal use our products and services are specified in the design
Quality Management Structure (as of August 2023)
care robots issued by the International Organization for methods of warning labels and instructions for use, care
Training 【Operating Company】 and installation of products in consideration of preventing
Standardization (ISO). Three types of robots are covered:
Operating customers from misusing.
Responsible Executive and Company President physical assistant robots, mobile servant robots, and person
carrier robots. Panasonic AGE-FREE Co., Ltd. has received
Framework this ISO certification for two of our products. Product Security
【Operating Company】【PHD/PEX】
• 2014: Personal care robot Resyone (robotic device for
Internal Company Rules Quality Officer Director of Quality
Various products implement software and provide the ability
nursing care combining the functionality of a bed and to connect to networks for convenient usage. This makes it
Concerning Product Labeling Quality
& Environment Div
a wheelchair, the first device in the world to receive
Control Div. Emergency necessary to ensure the security of our products to prevent
Quality &
this ISO certification)
Product Security support
request
Environment Div leaks or alteration of information and to prevent damages
• 2017: Personal care robot Resyone PLUS (Japanese only) that may result from a malicious third-party attempting to
【Business Division】 Product Safety
Major Accidents and & Quality Dept.
WEB https://sumai.panasonic.jp/agefree/products/resyoneplus/ cause products to malfunction. At Panasonic Group, we have
Director
Responses ISO 26262 a specialized department for Groupwide product security that
Quality develops guidelines to promote security-conscious design.
Assurance Div An international standard for road vehicle functional safety
List of Awards that was published in 2011. The standard sets out four We ensure the security of our products by streamlining our
【Companies internal structure and rules, regularly reviewing these in
outside Japan】 Automotive Safety Integrity Levels (ASILs): ASIL A through
ASIL D. conjunction with our information security and production
Quality
Assurance Div • Panasonic Automotive Systems Co., Ltd. acquired system security initiatives, so our customers can safely use
certification in the ISO 26262 road vehicle functional our products.
safety standard from the German third-party organization
▪Committees and Organizations TÜV SUD. The body recognized that Panasonic is able
▪Ongoing Information Collection
Activities of Quality Managers Meetings to comply with the highest level of safety in the standard Product security issues and how to address them change
(ASIL-D) during the process of developing onboard devices on a daily basis. At Panasonic Group, we collect the most
Panasonic Group investigates and summarizes Groupwide
and device software. up to date information on product security by joining various
quality improvement efforts and the state of product quality
security focused organizations, e.g., FIRST*, a forum to share
within the Group at its Chief Quality Officer (CQO) Meetings. PDF Functional and Component Safety in Automobiles
(Japanese only) information on security incidents, and attending various
Group CQO, CQOs from each Operating Company, and
https://www.jeita.or.jp/japanese/exhibit/2015/1111/pdf/02_Functional.pdf global conferences. This information is shared with any
persons involved in relevant job functions such as quality
relevant divisions and used internally through initiatives to
and product regulations attend these meetings. Attendees
discuss how we should handle quality over the medium and
Internal Company Rules Concerning improve product security measures throughout the Group.
long terms, and they decide on initiatives meant to further Product Labeling * FIRST: Forum of Incident Response and Security Teams
strengthen the foundation of quality for the whole Group. Based on the Manufacturing Industrial Standards for
Panasonic Group also holds the Quality Committees— Panasonic Group, each Operating Company determines its
attended by the quality managers of each Operating own approach and guidelines to be followed with regard to

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Levels and Ensuring ▪Promoting Product Security from is deemed to be serious, a section at PHD/PEX and each of 2. Accidents resulting in serious injury or illness (injury or illness
Product Safety Development its Operating Companies and business sites work together requiring at least 30 days of treatment), or accidents resulting in
physical impediment;
to take appropriate measures to ensure customers’ safety.
During the development phase of a product, we consider 3. Carbon monoxide poisoning; 4. Fires (confirmed as such by
Specifically, Panasonic Group’s first response is to notify
what assets and functions that need to be protected, firefighting authorities).
relevant government bodies such as the Consumer Affairs *2 Any of the following:
Policy as well as any potential attacks against them. Products
Agency, as well as the Operating Company President, • Accidents relating to gas devices or kerosene devices (including
are developed while minimizing these risks. In addition,
Group CEO and senior management, who then consider the accidents in which it has yet to be determined whether the
Training security experts perform tests (that include up-to-
response policies. product was the cause);
date attack methods) on the product prior to shipment, • Accidents relating to products other than gas or kerosene
Responsible Executive and to ensure that Panasonic products do not contain any devices for which it is suspected that the product was the cause.
Framework “security vulnerabilities” from both a hardware and software Product Accident Response Flowchart Panasonic promptly releases information on these types of
standpoint. accidents.
Internal Company Rules Product Accident occurs *3 Accidents for which Product Safety Group of the Consumer
Concerning Product Labeling ▪Post-shipment Response Affairs Council of the Ministry of Economy, Trade and Industry
has determined that it remains unclear whether a product was the
As part of the Group’s post-shipment monitoring of our Serious product accident cause.
Product Security products, we have a contact point to receive reports on
WEB List of Information Concerning Serious Product-Related
vulnerabilities discovered in Panasonic products after
Accidents (Japanese only)
Major Accidents and shipment. When we receive information on vulnerabilities, https://holdings.panasonic/jp/corporate/about/products-
Consumer
Responses we immediately verify whether they will impact Panasonic Affairs
Group CEO,
Executive
Investigate
measures to respond
information/psc.html
products. If we find that our products have security issues Agency,
officers to market Outside of Japan, Panasonic also identifies and discloses
List of Awards because of those vulnerabilities, we ensure product security
etc.
information on product-related accidents based on the laws
through updates or similar means and take additional actions
Decide on recall and guidelines of each country.
to prevent the issue from recurring. We have systems in
place that allow the Product Security Center to monitor ▪Progress in Response to Incidents
progress and provide support until the response of the Recall the product Related to FF-Type Kerosene Heaters
relevant business divisions are complete. We also have
Eighteen years have passed since Panasonic received an
systems in place that make it possible for Panasonic to take
emergency order in 2005 due to an accident involving an
a more active role in obtaining information on vulnerabilities
▪Serious Product-Related Accident FF-type kerosene heater and initiated a Groupwide market
and acting on it (rather than waiting for vulnerabilities to be
Information response. We continue to work, led by the Corporate FF
reported) by continually monitoring the latest threats that
In Japan, Panasonic Group publicly reports serious product Customer Support & Management Division staff, to prevent
might affect our products post sale.
accidents*1, including accidents suspected of being caused any new incidents. In fiscal 2023, we conducted a campaign
WEB Panasonic Product Vulnerability Hotline to find yet unidentified target products. As part of these
by products*2, and accidents for which it has been determined
https://holdings.panasonic/global/corporate/product-security/psirt.html efforts, we visited the homes— mainly in Hokkaido, Tohoku,
that it is unclear whether a product was the cause*3, based
on the Consumer Product Safety Act and the Group’s basic and Nagano—of our customers who had once owned the
Major Accidents and Responses policies per its Autonomous Code of Conduct for Product recalled products, investigated the nearby supply/ exhaust
▪Responding to Product-Related Incidents Safety. pipes, and conducted surveys of retail customers. We are
In the event that a product-related accident occurs, *1 “Serious product accidents” refers to the following accidents also continuing all our notification campaigns to promote
Panasonic immediately confirms the facts related to the specified in the Consumer Product Safety Act: product recalls among customers who had their units
1. Accidents resulting in death; inspected or repaired and to confirm product conditions
incident, and analyzes and verifies its causes. If the incident

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Levels and Ensuring before the winter arrives. In fiscal 2023, we added 87 units List of Awards
Product Safety to our list of products discovered or confirmed to have been
Product Safety Awards
discarded. In total, 118,509 units have been recorded, bringing
The awards program was launched by the Ministry of
the percentage of units identified to 77.9% of units sold as
Economy, Trade and Industry in 2007 with the aim of
of March 31, 2023. We were still finding products that our
Policy encouraging private enterprises to be more active about
customers had continued using, without realizing the heaters’
improving product safety, as well as to firmly establish the
potential harm, meaning that a high degree of risk remains.
Training value of product safety in society as a whole.
We will continue our search. In addition to these market-
Responsible Executive and facing efforts, we are undertaking various internal initiatives. FY2023
We communicate the progress of these activities through
Framework METI Minister’s Award, Large Manufacturer and Importer
the company intranet in monthly reports. We also pass down Category: Laundry and Cleaner Division, Appliance Company,
Internal Company Rules the lessons learned from customer safety incidents through Panasonic Corporation
lectures given in various training programs and educational
Concerning Product Labeling WEB https://www.meti.go.jp/product_safety/ps-award/3-consumer/
materials posted at the Product Safety Learning Square (in r4_award.html#anc-2-1 (Japanese only)
Product Security Hirakata), the Product Safety Museum (in Kusatsu), and the
Learning Center (in Nara), where we educate our employees. IAUD International Design Award
Major Accidents and We strive to foster a Panasonic Group culture that places The awards program was created by the International
Responses product safety first. Association for Universal Design and is meant to recognize
groups and individuals who have conducted or proposed
List of Awards Ratio of Identified Units* to Total Units Sold (%) particularly noteworthy activities aimed at realizing a UD
(%) society in which everyone can live comfortably.
90
Various products and initiatives of former Panasonic
77.6 77.7 77.8 77.8 77.9
80 Corporation had received the IAUD Gold Award for seven
70 consecutive years until 2018, in addition to other recent
recognition below:
60
• FY2022 Panasonic IC Reader with facial recognition,
50 Gold Award, Healthcare and Welfare Design Emergency
broadcasting equipment, Security and Public Safety
0
2019 2020 2021 2022 2023 (FY) • FY2021 Silver Award: Panasonic LED Torch Light First
* Identified units: This figure includes the number of units recalled, the Shaving Series, Bronze Award
number of units in use after examination and repair, and the number WEB Panasonic Group Universal Design
of units we have confirmed that customers have discarded.
https://holdings.panasonic/global/corporate/universal-design.html

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AI Ethics It has often been pointed out that while new technologies can offer
solutions for different kinds of issues and enrich people’s lives, the risks
those same technologies bring have the potential to lead to human
rights issues like violations of privacy, more intense illicit surveillance,
and discrimination by algorithms that have been trained on biased
Policy data. The Panasonic Group considers our approach to AI ethics as “a
promise to the rest of the world to apply AI in ways that are human-
Promoting Organization
centered and that respect human rights,” and we work to apply that
Education approach to AI ethics to the ways in which we develop and operate our
AI products and services, as well as our AI Utilization.
Risk Assessment
Policy
External Cooperation The Panasonic Group’s policy with regard to AI is to work to protect
the safety and interests of all stakeholders, including any customers
Consulting and Reporting
involved, and minimize the impact of risks throughout the AI Utilization
Mechanisms life cycle from the planning of AI products and services up to their sale
and use. By fostering trust in our AI technologies and products in this
way over the long term, we will encourage further AI Utilization, through
which we can make a greater contribution to society. In order to do
this, we have defined our AI Ethics Principles (which apply to the entire
Group), and we conduct AI ethics activities to mitigate and avoid risks
that can come with improvements to those technologies and processes
by evaluating and managing risks related to AI ethics so that our AI
Utilization life cycle will function appropriately with reference to our
AI Ethics Principles as well as relevant laws, regulations, and ethical
guidelines for each country. In 2022, we established and published our
AI Ethics Principles.
WEB Panasonic Group Responsible AI
https://tech-ai.panasonic.com/en/responsible-ai/

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AI Ethics Promoting Organization For matters that have been determined to pose a high level
of risk, the Committee sets up review teams to conduct risk
AI Ethics Activities for the Panasonic Group are driven by the Group’s CTO, our head of AI operations (as of August 2023).
reviews and remedies or otherwise addresses them across
organizational divisions.
Panasonic Holdings Corporation
Policy External Cooperation
Panasonic Group Panasonic Operational Excellence Co., Ltd.
(Legal Alliairs, Intellectual Property, Information
Promoting Organization AI Ethics Committee System / Security and Quality Control)
The AI Ethics Committee also conducts other research and
outreach related to AI ethics in a variety of ways, including
Education participation in committee activities at external institutions
researching AI ethics, as well as in the community, academic,
Risk Assessment and public sectors. Panasonic was able to participate in
Panasonic
Panasonic Panasonic drafting the Governance Guidelines for the Implementation
External Cooperation Panasonic
Automotive
Entertainment & Panasonic
Housing Solutions
Panasonic Industry Panasonic Energy
of AI Principles laid out by Japan’s Ministry of Economy,
Corporation Communications Connect Co., Ltd. Co., Ltd. Co., Ltd.
Systems Co., Ltd. Co., Ltd
Co., Ltd. Trade and Industry at the Expert Group on How AI Principles
Should be Implemented.
Mechanisms
The AI Ethics Committee has been established within
Education
the Group by the Group CTO, comprising staff members Mechanisms
in charge of AI ethics and members from other related The Panasonic Group has created training systems and
The Panasonic Group has created a global hotline that can
departments like legal and information security, and provides content that we provide to our Operating Companies to be
be used by all Group and business partner employees to
the Group with systems and measures to be implemented used in AI education conducted by AI ethics committees to
report anything they have seen or heard that could be cause
in relation to AI Ethics Activities and provides Operational enable employees across the Group to execute their work
for concern with respect to AI ethics. We also have systems
Companies with support for their AI Ethics Activities in ways that comply with the principles of our AI Ethics
set up for general inquiries related to personal information
as well as understanding, reviewing, and formulating Activities.
in each country; they respond to concerns about protecting
countermeasures against risks. We have also provided for In FY2023, Panasonic conducted AI Ethics e-Learning for all customer privacy. See the following for more details.
someone to be responsible for AI Ethics activities at each employees, including temporary staff, at its Group companies • Whistleblowing System in Business Ethics (P138)
Operating Company, and these individuals cooperate with in Japan. Group companies outside Japan also promoted • Privacy Policy (for Panasonic Holdings Corporation)
the AI Ethics Committee to carry out activities that fit the employee education using similar materials. After the WEB https://holdings.panasonic/global/privacy-policy.html
business and technologies of each company. e-Learning session, we posted the materials on its intranet to
For extremely risky AI projects or those with manifest risks, share Groupwide.
the AI Ethics Committee will propose countermeasures,
report the countermeasures to the AI Ethics Committee Chair
Risk Assessment
and relevant Group companies, and then work with these In 2022, Panasonic introduced a monitoring system to
companies to implement the countermeasures. identify the AI ethical risks of Group products. The AI Ethics
Committee collects data, including Group employee survey
results and risk assessment results, for Operating Companies
and analyzes it to understand any risks within the Group.

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Customer Relations Since its foundation, Panasonic has aimed to contribute to society
through its products and services, while always putting the customer
first. The Group seeks to improve customer satisfaction, and it offers
products, solutions, and services that enrich the lives of people
around the world. When providing customer service (CS), the Group
Policy strives for sincerity, accuracy, and speed, and it acts with humility and
appreciation. This finds its basis in the CS principle of “true service”
that the Group’s founder described. Our fundamental stance is thus to
Framework provide customers with trust, peace of mind, and satisfaction.
Initiatives Related to
Improving Customer Service Philosophy (True Service)
Satisfaction The customer’s satisfaction is our satisfaction.
True service resides in mutual satisfaction.
Service is an integral part of any business. A business that does
not provide service is no business at all. Service, therefore, is the
duty and obligation of any business person. But there’s nothing
more aggravating than service provided only out of a sense of
duty. Customers can sense it. Service means satisfying customers,
and when we satisfy our customers, we in turn find satisfaction in a
job well done. Satisfied customers and satisfied employees: This is
what constitutes true service.
Konosuke Matsushita
August 1967
issue of PHP Magazine
Policy
We have established a set of Operational Rules for Response to
Customers (compliant with ISO 10002 and JIS Q 10002) to provide
guidelines to group companies in Japan for responding to inquiries
and complaints from customers.
We have also stipulated the following provisions as part of our

Operational Rules for Response to Customers:
・ We strive to deliver the utmost satisfaction to all customers;
・ We approach our customers and utilize their opinions in our
management decisions.

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Customer Relations Following the above rules and policies, Each site in Japan This information is used to ensure the quality and safety of inquiries as well as intake for repairs. The website for each
has implemented a Management System for Response to products and to help develop products that match the needs country also includes FAQs, and we are working on building
Customers as a mechanism for utilizing information received of customers in each department. ways to allow customers to resolve their own issues as they
from customers in its management approach. These sites are able to in Japan.
CS staff in Japan and abroad share the knowledge and
conduct periodic self-audits and make other efforts to improve
Policy the quality of customer relations. Outside of Japan also, we
experience that they have accumulated to endeavor to
provide better customer service around the world. Number of Inquiries at the Customer Care Center
have implemented ISO-compliant management systems (for Individual Customers) Over Time *In Japan
based on the Operational Rules for Response to Customers ▪Customer Inquiry Response System (Number of cases: 10,000 cases)
Framework and tailored to the legal system in each country or region. 400
In Japan, we deal with inquiries from customers before they
355
Initiatives Related to purchase products as well as with their concerns about
Responsible Executive and how to use them after purchase through the Customer Care
331
Improving Customer 316
Framework Center. The Customer Care Center is open from 9:00 am 300
Satisfaction to 6:00 pm, Monday through Saturday, excluding Sundays,
285
272
The Group Chief Technology Officer (Group CTO) is the 250
Executive Officer responsible for the CS of the Group national holidays, and the first three days of the new year. 230
216
There are separate phone numbers for each product. 209
(as of August 2023). The CS departments at each of the 200
Customers rarely spend a long time on hold; the Customer 184
8 Operating Companies cooperate to implement the
Group’s customer satisfaction initiatives. Overseas, the CS Care Center is organized to provide accurate and rapid
departments of Panasonic Group’s sales companies around service. We accept inquiries for residential equipment and
the world collect local information concerning services building materials products 365 days a year. When customers 100
and quality, as well as customer requests and so forth. make inquiries on the Panasonic website by typing in a
question, the site displays multiple relevant FAQs. Thus, the
company strives to provide quick responses to questions.
Customer Relations Structure (as of August 2023) 0
Regarding the content of its FAQ pages, the company 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
*Example based on home appliance products analyzes the search keywords that bring customers to FAQs, (FY)
as well as the number of times that the questions are viewed,

Customers (Overseas) Customers (Japan)
to increase the precision of the FAQs, so that the information
▪Repair Service Organization
that customers require is accurate and displayed quickly. The CS Company (repairs and spare parts department)
Authorized of Panasonic Marketing Japan Co., Ltd. is in charge of
service Retailers In recent years, the company has also been undertaking
centers initiatives to use Facebook and other social media outlets to repair services for consumer electronics products in Japan.
post various types of useful information in a timely manner, Panasonic Techno Service Co. is in charge of housing facility
Call Service Call Service such as when the seasons change, and to entice customers products. These service companies constitute a network
centers centers centers ｄivision across Japan and employ full-time customer engineers who
to visit relevant FAQ pages using LINE’s autoreply service.
Overseas sales Because these FAQs are organized so that customer’s have close ties to their local regions as well as advanced
Sales
companies,distributors companies problems can be solved without the customer needing to technical skills and experience. The network provides swift
and regional marketing and reliable on-site repair services in response to customer
contact the Customer Care Center, the number of inquiries
at the center is trending downward. Panasonic group sales requests. The repair services system is organized such that
companies and sales agencies operate call centers in each repair requests are received 24 hours per day, 365 days per
Operating Companies
country/region outside of Japan as well, handling all types of year; Panasonic Group makes particular efforts to provide

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Customer Relations repair services as quickly as possible for products that are Number of Repair Service Centers (FY2024) commercial solutions, as well as Panasonic Group sales
everyday necessities. partners, understand the diverse needs of individual
Number of Repair
Region
• Number of Service Locations of the CS Company, Service Centers customers and provide total solutions that optimize operations
Panasonic Marketing Japan Co., Ltd. and affiliates: 99 Japan* 142 and improve productivity at our customers’ sites, including
locations throughout Japan (as of April 2023) everything from system implementation to sales, construction,
Policy • Number of Service Locations of Panasonic LS Techno
North America 402
maintenance, repairs, operations services, and cloud services.
Service Co., Ltd.: 43 locations (as of April 2023) Latin America 843 These solutions support customers in the implementation
Europe & CIS 886 of their product strategies and the improvement of their
Framework ▪Initiatives for Improving Repair Service operations. Through its CS-related activities, the Company
Southeast Asia & Pacific 1,643
Contact Point uses its points of contact with its customers—including
Initiatives Related to India, South Asia, Middle East & Africa 584
For household appliance repairs in Japan, we have made support desks, repair services, and maintenance—to build
Improving Customer arrangements for receiving requests via websites and for China & Northeast Asia 3,341 trusting relationships. Panasonic Group has created a
Satisfaction courier services to pick up customers’ products before repair responsive system that provides quick, continuous support
*Japan: CS Company, Panasonic Marketing Japan Co., Ltd. and
and to deliver the repaired products when they are ready to its customers when they experience difficulties.
affiliates, Panasonic Techno Service Co.
with the goal of making it more convenient for customers
Automotive Equipment
requesting repairs. Customers can get a diagnosis from ▪CS System for Enterprise Business
our website before requesting for repairs, allowing them Concerning automotive equipment, the Panasonic group
Electrical & Housing Equipment and Appliances
to confidently use our online repair service. To receive a sales company (Panasonic Automotive Electronics Co., Ltd.)
Through its corporate customer support window for lighting cooperates with dealerships to provide after-service for
diagnosis, customers enter their product numbers and select
fixtures, information systems, electrical facility materials, Panasonic-produced car navigation and other equipment in
the appropriate symptoms, and the system provides useful
housing facilities and materials and energy-related products an effort to improve CS. We are also building organizations
troubleshooting approaches to solving their problems. If the
such as power generators, power storage facilities etc.— and systems that allow early detection and early resolution
system deems repairs to be necessary or is unable to resolve
Panasonic Group has created a rapid system that can of nonconforming products to provide rapid and thorough
their problems, customers can review the estimated costs for
respond to its corporate customers (partners) with problems services to meet the needs of car manufacturers in the
repairs and apply for them.
regarding construction, installation, and configuration 365 provision of genuine on board equipment.
▪Global Repair Service Centers days a year.
Regarding repair services outside Japan, Panasonic sales Commercial Equipment Initiatives Related to Improving
companies, service centers operated by distributers, and
In the area of commercial equipment—which includes video, Customer Satisfaction
certified service providers provide services that suit the needs
of customers and local business conventions. In recent years,
security, information communications, automotive, and
▪Promoting the Acquisition of Consumer
commercial air conditioning equipment—Panasonic Group’s
we have been strengthening our initiatives in each country Affairs Advisor Credentials
sales companies in each field provide unified support at
toward improving experiential value through the repair Panasonic Group actively promotes the acquisition by its
every stage, from proposals for devices and systems to their
services and responses to inquiries we offer our customers. employees in Japan of the “Consumer Affairs Advisor”*
design, construction, customer inquiries, and repair services.
We have also been working to bolster our response in credentials with the aim of fostering a customer-oriented
By providing total solutions that meet its customers’ needs,
terms of how we communicate with our customer base as corporate culture. Credential holders play an active role as
the Group strives to improve its CS.
it continues to become more diverse, including initiatives leaders to realize a consumer-oriented management. As of
involving new methods for communicating with customers on Commercial Solutions April 1, 2023, 306 employees affiliated with the Panasonic
social media. The Panasonic Group sales companies in charge of Group had acquired this certification.

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Customer Relations *Consumer Affairs Advisor System ▪Reflecting Voices of Customers in the Products and Services
The Consumer Affairs Advisor System consists of a qualification based on certification under the (VOC Activities)
authority of the Prime Minister and the Minister of Economy, Trade and Industry. (Examination In what we call Voice of Customer (VOC) activities, Panasonic Group uses a variety of methods
and certification organization: non-profit organization the Japan Industrial Association.) As a to analyze customer’s voice in order to improve our business activities. The voices of the
Policy bridge between consumers, companies, and the government, the System aims to effectively company’s customers are heard via the opinions received through the Customer Care Center
reflect the ideas and recommendations of consumers to corporate management and government and Panasonic Group’s sales persons and partners, showrooms, and service companies. We
Responsible Executive and administration. The goals is to foster individuals who can contribute to society in a wide range of use the results of these analyses for product development, functionality, quality, updates to
Framework fields, including by being able to provide quick and appropriate advice in response to consumer instruction manuals and catalogs, and improvement of sales activities through a collaboration
complaints. (From the Japan Industrial Association website) between product planning, design, technology, and quality control departments on one hand,
Initiatives Related to and their marketing and sales departments on the other. Panasonic Group considers those
▪Customer Month Initiatives
Improving Customer VOC activities to be practical implementations of its Basic Business Philosophy, which aims
We believe that a customer-oriented corporate culture will become even more important in
Satisfaction to improve customer satisfaction. The company encourages all employees to engage with the
serving our customers in the future, so in Japan we have designated May as “Customer Month” voices of the company’s customers throughout various aspects of their work.
to make it easier for all Group employees to get involved. In accordance with the Japanese
government’s designation of May as “Consumer Month” * Panasonic Group actively implements
the following unique measures every year in May in order to cultivate such culture in all its
STEP1 STEP2
Respond to customer inquiries and issues Analyze the customer’s opinion
employees.
1. The Group CEO sends out a message regarding the “Introduction to the Customer Month”,
Our Customer Care Center responds Customer opinions are recorded,
informing all employees of the significance of this special month.
to the inquiries and issues brought entered into a database, and analyzed
2. The Group within Japan create a unique Customer Month poster (in a digital format) to spread up in telephone calls and letters every day.
the word about Customer Month by distributing it to all Operating Companies and including it received from customers on a daily
in on digital signage and the like. basis. Marketing divisions also receive
3. We strive to promote a consumer-oriented management by holding a “Customer Month opinions from customers through sales
people and partners.
Commemorative Symposium,” which involves the participation of those employees
responsible for consumer-related activities, as well as all other employees. In fiscal 2023,
we invited a lecturer to give a talk titled “Hospitality at Dotonbori Hotel, a Bridge Connecting STEP3 STEP4
Japan to the World: Everything for Our Customers and Employees” to encourage increased Identify areas in need of improvement Learning from our customers’ opinions to
based on customer opinions improve products, user manuals, etc.
understanding of how vital corporate culture reform (how to deal with employees) and unique
management strategies are. Customer opinions are analyzed to Meetings are held in divisions in
* Consumer Month Japan’s Consumer Protection identify the root of the problem, such charge of product development and
Fundamental Act (predecessor to the Consumer Basic as how easy it is to use a product user manuals to discuss issues that
Act) was enacted in May 1968. On the 20th anniversary or understand a user manual, and have been raised and look for ways to
of the creation of this law in 1988, May was designated raised as possible areas in need of improve products and services.
Consumer Month. Every year during this month, consumers, improvement.
businesses, and government agencies come together to
participate in focused work on education and awareness-
raising concerning consumer issues.
Outside of Japan, Panasonic Group strives to improve its customer relations by using Net Promoter
Fiscal 2023 Customer Month poster
Score (NPS) surveys and post-repair questionnaires to evaluate the performance of authorized
service providers and service engineers, who are one of the points of contact with our customers.

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Customer Relations ▪Educating Consumers to Use Products Safely WEB Using home appliance products safely (Japanese only)
https://jpn.faq.panasonic.com/app/answers/detail/a_id/62005
As part of our ESG efforts toward addressing the pressing social issues of countering global
warming and promoting carbon-free solutions, we have partnered with local governments, The Panasonic Group provides
corporations, and companies to provide courses for local communities in Japan, mainly on information to give our customers a better
Policy environmental education. understanding of safety, from how to
correctly use their household appliances
Our goal is to help participants understand what they can do as members of their communities
Responsible Executive and and raise awareness that drives action on themes that are highly socially relevant and interesting
for safety and product longevity, illustrated
Framework to consumers, such as the environment and energy issues. Recently, we have noticed a marked
using practical and realistic examples.
uptick in the frequency of parent-child study sessions, in which lecturers incorporate complex
Initiatives Related to
topics into everyday life situations, and participants learn about energy conservation, using
Improving Customer energy from natural sources, and other familiar issues in a fun and easy-to-understand manner.
Satisfaction We also actively participate in government-hosted environmental events as part of our broader
engagement in promoting education and raising awareness.
In fiscal 2023, we held 122 lectures (around 7,000 participants), mainly at elementary and junior
high schools; 118 educational courses (approx. 2,000 participants), including craft classes; and
30 environmental events at various locations throughout Japan.
WEB Useful Information on Household Appliances (Japanese only)
https://panasonic.jp/support/useful.html
The Group’s domestic Japanese-

language site provides information to
customers, including basic knowledge
about electricity, laws and regulations
concerning home appliances and their
disposal (recycling), along with precautions
related to protecting home appliances from
disasters including warnings on what to do
during natural disasters.

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Responsible Publicity and Advertising Corporate publicity and advertising make brands, products, and
services more widely known within society. However, they can also
adversely impact general consumers due to expressions and images
that lack diversity and consideration for impressionable children.
Furthermore, with the development of social media, such effects are
Policy likely to spread globally, not only in the country or region where the
advertising or promotional campaign ran. Therefore, companies must
Principles concerning
maintain high normative awareness and ethics in their communications.
Advertising Activities
Policy
Providing accurate and honest information and communications to
Framework
customers and society at large is the starting point for gaining trust
Promoting Fair and Honest from the same and is essential in both protecting and growing the
Publicity and Advertising brand’s value. Based on this recognition, the Panasonic Group Code
of Ethics & Compliance stipulates the following policies regarding our
communications with society.
• Through our corporate communications, comprising our public
relations and advertising activities, we will provide fair and accurate
information on our Basic Business Philosophy, as well as on our
products, services and technologies, with the aim of better informing
our customers and other stakeholders, thereby enhancing the
value of our brands. At the same time, we will continually listen
to and observe the public and customers, to learn from them and
reflect their opinions in our business, marketing and merchandising
activities.
• We value diversity, and we conduct all our corporate communications
activities based on the principle of truth-based communications.
We will not make representations that are deceptive, misleading,
fraudulent or unfair. Our advertisements shall not be defamatory or of
a political or religious nature.
We have also created various sets of rules and guidelines, such as the
Panasonic Group Basic Rules for Brand Matters, Operational Rules for
Digital Media, Panasonic Group Social Media Guidelines, Basic Rules
for Intellectual Property Matters, and Operational Rules on Information
Security. Our policies and guidelines require the Group to respect
the intellectual property, identities and privacy of third parties in the
execution of our corporate communications activities.

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Responsible Publicity
and Advertising Principles concerning Advertising Activities Brand Communication divisions
We continue to follow Our founder, Konosuke Matsushita’s idea that “if manufacturers can
Panasonic Holdings Corporation / Each Operating Company
Panasonic Operational Excellence Co., Ltd.
make good products, they have an obligation to communicate that quickly, widely, and
correctly to their customers, and that is what advertising does.” In addition, today we see an
Policy important social responsibility in communicating widely, not just about our products but also
Corporate and
about the full range of our activities as a corporation. Corporate advertising Product advertising for the
Principles concerning for the Group
Our efforts to achieve this are informed by the same kind of thinking. Operating Company
Advertising Activities
The following basic guidelines are based on the philosophy of our founder and reflect our Purpose (the reason a company exists),
Responsible Executive and attitude and approach to the day-to-day production of advertising (creating TV commercials, the Basic Business Philosophy, corporate activities
Framework newspaper ads, digital ads and so on).
• In the context of our business activities, publicity and advertising fulfill an important social
Promoting Fair and Honest mission. Promoting Fair and Honest Publicity and Advertising
Publicity and Advertising • It is an activity that conveys the “heart” of our enterprise.
We have set up mechanisms that allow us to check all the advertising we produce against the
• Facts must be told truthfully, in ways that are easy for our customers to understand.
relevant laws and industry regulations in each global region, to avoid misunderstandings or
• We do not cause discomfort or annoyance.
misconceptions on the part of customers. For example, in Japan, we train and deploy personnel
• Always use a creative and innovative approach.
specialized in advertising production, accumulate experience and expertise in expression
• Approach our work with insight, competence and passion.
and risk avoidance, screen risks with production partners, review expressions with media
Additionally, the media used in all our publicity and advertising campaigns are selected based and advertising agencies, conduct preliminary studies, and if necessary, seek review from the
on their general acceptance in their respective regions, their promotion of brand familiarity, and Legal Department. We comply with the Act against Unjustifiable Premiums and Misleading
their cost-effectiveness. Representations and other legal regulations concerning advertising, as well as various self-
imposed media guidelines companies use to evaluate their advertisements, including the Japan
Responsible Executive and Framework Advertisers Association’s ethics code. We also avoid using expressions or performances that
The person in charge of publicity and advertising is the Executive Officer responsible for brand undermine childhood education, or that may hinder children’s sound learning and growth. When
strategy and communication strategy (as of August 2023). employing child actors in advertisements, we comply with all the relevant laws and regulations.
Brand communication divisions of Panasonic Holdings Corporation and Panasonic Operational To ensure we can maintain this compliance, we will continue to conduct OJT on a day- to-day
Excellence Co., Ltd. are responsible for corporate advertising for the whole Panasonic basis and to hold special training sessions for major revisions to relevant laws to ensure that the
Group. Similarly, advertising personnel at each Operating Company are responsible for their persons responsible are fully informed. We will also continue to participate in training and seminars
organization’s corporate and product advertising. Such personnel all work in cooperation with conducted by outside organizations and seek consultations with outside experts when necessary.
one another.
In fiscal 2023, we received reports of the below violations at a Group company in China
(a consumer electronics division) and paid an administrative fine of RMB 28,751.77 to the
authorities. We will strive to prevent the recurrence of such violations by strengthening internal
check processes and providing compliance training to employees.
① January 2022: A violation of a law on false advertising regarding a hair dryer’s online ad that
claimed it “improved hair quality”
② May 2022: An erroneous price shown on an ad for a joint campaign with a local airline

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Intellectual Property Panasonic strives to appropriately acquire, protect, and utilize

technologies, know-how, designs, brands, and other achievements
obtained through R&D and other business activities as intellectual
property.
Policy If the Group’s intellectual property is not appropriately protected and

utilized, related counterfeit or infringing products may appear, hindering
Responsible Executive and sustainable innovation and potentially leading to quality problems,
Framework resources to criminal organizations, and other issues.
In addition, if we infringe on the intellectual property of a third party,

Major Initiatives
there is a risk of causing loss to the third party and inconvenience to the
In-House Education Group’s direct and indirect customers due to changes in the Group’s
product or service specifications, interruptions in supply, or other
and External Consumer
unforeseen concerns.
Awareness-Raising
By implementing our group’s intellectual property in various ways,
Consultation & Whistle- such as commercialization in our group and co-creation with other
blowing companies as well as striving to respect the intellectual property of
third parties in our group’s business activities, Panasonic Group aims
Evaluations to achieve business growth in our group and achieve solutions to social
issues.
Policy
Based on the spirit of “IP (intellectual property) before business” since
its founding, Panasonic Group has been promoting an intellectual
property policy aimed at ensuring the superiority and safety of its
business now and in the future by proposing IP-based strategies for its
business; acquiring, protecting, and utilizing global intellectual property;
and preventing and resolving disputes related to intellectual property.
Furthermore, in recent years, we have taken a view to helping address
social issues using IP, which has become one of our most important
motivations in our IP efforts.
To consistently achieve these goals, the Group has established its

“Basic Intellectual Property Regulations” that apply to Groupwide. We
are working to appropriately pursue our intellectual property policy and
establish a foundation for our initiatives. In addition, we respect the
intellectual property of our suppliers, business partners, and other third
parties and do our best not to infringe on them. That is also a stipulation

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Intellectual Property in the “Panasonic Group Compliance Code of Conduct,” and we provide regular education to The Panasonic Group also has a reward system for inventors designed to increase their
ensure that all employees comply with it. motivation and help invigorate their inventions and creative endeavors, and we operate this
system in a just and fair manner based on the laws and regulations of each country. For
Responsible Executive and Framework example, the standard for reward is decided through agreements with employees and shared
The Group Chief Technology Officer is the executive officer responsible for intellectual property with them, and we also have a system in place to solicit feedback from inventors about the
Policy reward system.
for the Group (as of August 2023). The Intellectual Property Department at the Group’s holding
Responsible Executive and company, Panasonic Holdings, and the Intellectual Property Center at Panasonic Operational
▪Respect for Intellectual Property of Third Parties
Excellence Co., Ltd., which was established as a firm to house our advanced specialist human
Framework Our Groupwide internal rules stipulate how to respond when a third party contacts us with a
resources in a wide variety of fields, are in charge of establishing and promoting the Group’s
suspicion of intellectual property rights infringement and how to estimate losses in the event of
Major Initiatives intellectual property strategies. We have also created an intellectual property division within
each Operating Company, and each Operating Company establishes and promotes intellectual such infringement. The internal rules of each Operating company also stipulate how to conduct
In-House Education property strategy within that Operating Company. Furthermore, we use trust among Persons investigations, report discovered risks, and follow other processes to prevent infringement of
third-party intellectual property rights.
and External Consumer Belonging to Same Group of Companies as defined in Article 51 of the Trust Business Act to
Awareness-Raising promote a wide array of intellectual property work meant to integrate and commercialize the
▪Contributions to Building Relationships for Joint Innovation
work related to intellectual property being done within the Group at Panasonic IP Management,
The Panasonic Group aims to contribute to solutions to the social issues through our business
Consultation & Whistle- Co., Ltd., a wholly owned subsidiary.
activities, and in our intellectual property activities as well, it is crucial that we contribute to
blowing
Major Initiatives solutions to social issues by building friendly relationships for joint innovation with our customers
and different types of other partners we work with, and we are promoting new intellectual
Evaluations ▪Acquiring Intellectual Property Rights and Reward System property strategies in the interest of achieving that aim. In the field of energy management and
Panasonic Group has been building up a global portfolio of intellectual property in line with our materials, the Group works to build optimal relationships for joint innovation through approaches
IP strategy, which in turn is based on our business strategies and research and development that combine a variety of intellectual property activities, including a search for partner companies
strategies. The following table shows the fiscal 2023’s R&D expenses; the number of new with the use of intellectual property information, the creation of an intellectual property portfolio
applications for patents, utility models, or design rights made by Panasonic Group in fiscal 2023; that is mindful of how it will be used by the joint innovation partner, and the establishment of
and the number of patents, utility models, designs, and trademarks held by the Group as of detailed relationships for joint innovation with contracts.
March 2023.
Moreover, we believe that addressing social issues requires cooperation from diverse yet
connected people, goods, and services, so we are working on open innovation rooted in
Fiscal 2023 R&D expenses 469,800 million JPY (the ratio of R&D expenses to sales: 5.6%)
intangible assets. For instance, by transferring our unused patents related to quick-charging
technology to an overseas start-up through an outside partner, we are collaborating and
Number of applications for patents, utility models, and
Fiscal 2023 Number of supporting that start-up’s business of bringing light to areas without electricity.
designs: roughly15,000
applications
(including roughly 9,200 outside Japan)
▪Participation in International Initiatives
Number of patents, utility models, and designs held:
Total roughly 99,000 WIPO GREEN, established by the World Intellectual Property Organization (WIPO) supports
As of March 2023 Number (including roughly 56,000 outside Japan) global-scale approaches against climate change through connecting key stakeholders when
of rights held it comes to environmentally-conscious innovations using its database and networks. The
Number of trademarks held: Total roughly 15,000
Panasonic Group agrees with this mission and has registered environmentally-conscious
(including roughly 11,000 outside Japan)
underwater plasma technologies, artificial photosynthesis technologies, and gas sensor
technologies.

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Intellectual Property In August 2022, we became the first Japanese company to join the Low Carbon Patent Pledge e-Learning on copyright for employees in Japan and overseas in 12 languages, due to, for
(LCPP), whereby patents related to artificial photosynthesis technology are available for free to example, the increasing importance of software in business in recent years. In addition, each
any individual or organization under the prescribed conditions stipulated by the LCPP. Operating Company also provides training and education on intellectual property to meet their
WEB The Low Carbon Patent Pledge specific business needs. In addition, for employees engaged in intellectual property operations,
https://lowcarbonpatentpledge.org/the-pledge/ we provide a wide range of training and education with a view to achieving business success,
Policy including training on project management and training to improve IP-related expertise.
▪Anti-counterfeit activities We also help raise awareness of intellectual property issues outside the Company. One such
Responsible Executive and Unauthorized use of brands, designs, and other intellectual property have a negative impact example is giving lectures at various seminars organized by the Japan Patent Office for overseas
Framework not only on companies (brand owners) but also on society. Counterfeit products undermine a governmental authorities and Customs officials in various countries. We also dispatch lecturers
company’s reputation, which damages its credibility in the eye of its customers. The counterfeit to Japanese junior high and high school students to teach the importance of intellectual
Major Initiatives
products lead to defective quality concerns, and they can cause accidents and injuries to our property. In addition, to address the issue caused by counterfeited products, we manufacture
In-House Education customers. Therefore, imitations hinder the creation of a healthy society, such as through: the consumer awareness videos and introduce them at our website and the above-mentioned
lectures.
and External Consumer • Economic losses: decreasing tax revenues, less business incentives to develop new products
and innovation.
Awareness-Raising WEB Panasonic’s efforts to raise awareness about eliminating counterfeit goods
https://holdings.panasonic/global/corporate/sustainability/sustainability-files/case13.html
• Security issues: potential sources of funds for criminal/ terrorist organizations, increasing
Consultation & Whistle- threats to national security.
• Environmental problems: disposal of seized counterfeit goods Consultation & Whistleblowing
blowing
All Group employees, business partners, and their employees can seek consultation and report
Thus, aiming to eliminate counterfeit goods should be considered a Corporate Social
Evaluations Responsibility. Our anti-counterfeit policies aim to solve the social issues caused by counterfeit
any intellectual property-related risks or problems they see or hear about through the global
hotline Panasonic has set up. For more details, see the “Whistleblowing System” in the “Business
products and protect our customers and their intellectual property, including brands. In 2019,
Ethics” chapter (on page 138).
measures against counterfeit products were added to the Japanese government’s SDGs
Action Plan, thanks in part to advocacy from the Panasonic Group. At present, we are working
in partnership with the Japanese government, other companies, and the governments of
Evaluations
other countries at the International Intellectual Property Protection Forum (IIPPF), an industry Panasonic Group has been recognized as a Clarivate Top 100 Global Innovator 2023 chosen by
organization that aims to resolve the counterfeit issue, to take action based on the idea that London-based Clarivate. The award that Panasonic Group received is given to companies that
eliminating counterfeit products will contribute to achieving SDGs. Recent trends show a rapid are leaders in global business because they are successful in protecting and commercializing
increase in the number of counterfeit goods sold online, in addition to those sold in actual their unique inventions and ideas through intellectual property rights. Of the 100 companies
markets. Online sales make selling counterfeit products easier globally than conventional honored on the 2023 list, 38 were from Japan. Panasonic Group has been on this list since its
retail methods— transactions are made easily and carried out before the buyer ever sees the inception, 2023 being our 12th consecutive year. The Panasonic brands were also honored in
actual product, meaning that there is an increasing risk that consumers could purchase them Clarivate’s Top 100 Best Protected Global Brands (in 2021), a testament to the fact that the
by mistake. Panasonic Group believes that it is more critical than ever that rights holders work Group properly protects its brand. Furthermore, the Panasonic GREEN IMPACT brands were
together with consumers to eliminate counterfeit goods and work aiming to create a better world. also honored in Clarivate’s Top 100 New Brands in 2023 as new brands that have surged into
the public sphere since 2021 and demonstrated an exceptional ability to bring value, impact, and
In-House Education and External Consumer Awareness-Raising protection on a global scale.
Panasonic Group conducts various training and education programs for employees to ensure
they thoroughly implement Panasonic’s policy on intellectual property. Alongside the above-
mentioned employee education on respecting third-party intellectual property, we provide

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Community Relations Basic Policy

At Panasonic Group we believe that all the resources we need to
do business have been entrusted to us by society at large, which is
why we act as a public entity of society, having dialogues with local
Basic Policy communities as we undertake our business activities.
The Group works to contribute positively to local communities and seek

Management System of
to minimize any potentially negative impacts through dialogues with
Corporate Citizenship
local governments and residents. Furthermore, we evaluate our effects
Activities on the environment and other areas especially when entering or leaving
a market.
Policy
Also, through our Corporate Citizenship Activities, we are striving
Responsible Executive and to cooperate and develop together with the local communities as a
Framework member of those communities.
Employee Participation and Management System of Corporate

Supporting Systems Citizenship Activities
Performance Evaluation We are engaged in a variety of Corporate Citizenship Activities in
every Operating Company and every region around the world, each
of Corporate Citizenship
tailored to the circumstances of that area, based on the Group Policy
Activities outlined in the next paragraph. We define key performance indicators
(KPIs) for major activities and uses these to evaluate results and
Spending on Corporate
make improvements. We continue to think about ways we can better
Citizenship Activities in promote the activities we undertake by holding regular Group Corporate
fiscal 2023 Citizenship Activity Meetings where we share information and exchange
opinions toward that goal. In addition, through CSR & Corporate
Citizenship News, those activities in the various locales are shared with
the relevant directors and executives—from the Panasonic Group CEO
on down—as well as with the staffs in charge of Corporate Citizenship
Activities all over the world. Panasonic Group also conducts annual
surveys of its Corporate Citizenship Activities and publicly releases the
findings on our Sustainability Data Book.

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Community Relations Stakeholder

Matsushita, saw poverty as an evil and he made its eradication the mission of his company.
Living standards have been raised for many and some poverty has been alleviated, but there
are still many countries and regions that have been excluded from wealth, and even within
Related Panasonic Holdings Corporation Panasonic Operational Excellence Co., Ltd. (PEX) nations considered to be “developed,” disparities in wealth are growing larger. Considering this
Foundations CSR & Citizenship Office Corporate Citizenship Department background, for the 100th anniversary of our founding (in 2018), we set “ending poverty” as a
Basic Policy Including
Panasonic
Function of strategy planning of Function of promoting Corporate priority theme in our effort to realize the inclusive society.
Corporate Citizenship Activities Citizenship Activities
Management System of Education
Foundation Promoting Corporate Measuring the results We again raised our focus to critical for our continued environmental efforts when we revised our
Setting group Policy Setting KGI/KPI
Corporate Citizenship Citizenship Activities and improvement
Basic Business Philosophy in October 2021, which states that “global environmental issues are a
Activities Information sharing
(CSR & Corporate Citizenship
Group Corporate Citizenship Group Corporate Citizenship
top priority for the Group to work together on,” and will expand this to our Corporate Citizenship
Activities Meeting Activities Survey Activities from fiscal 2023 onward.
Activities News)
Policy Operating Companies We are working to build upon these solutions toward solutions for poverty and environmental
issues with a critical focus on human development (learning support) who will be working on
Responsible Executive and Panasonic
Corporation
Panasonic
Automotive
Panasonic
Entertainment &
Panasonic
Housing
Panasonic
Connect
Panasonic
Industry
Panasonic
Energy these initiatives. In our “learning support” that encourages the next generation to want to learn,
Framework Systems Communication Co., Ltd Co., Ltd Co., Ltd Co., Ltd. we provide places for learning and practice, valuing the perspective of diversity, equity, and
Co., Ltd Co., Ltd
inclusion (DEI), where all individuals accept and leverage their individuality.
Employee Participation and
We would like to solve social issues and contribute to the realization of a sustainable and
Supporting Systems inclusive society through Corporate Citizenship Activities including those helping to end poverty,
Performance Evaluation Policy protect the environment, and boost human development (learning support). We encourage our
employees to actively participate in Corporate Citizenship Activities, and we will also make use
of Corporate Citizenship Every three years, Panasonic Group drafts a midterm plan and also establishes policies and
of our products, technologies, know-how and resources cultivated through manufacturing, to
themes of focus for its Corporate Citizenship Activities. Panasonic determines its areas of focus
Activities work together with all stakeholders.
by comprehensively taking into account company business policies, conditions in society,
Spending on Corporate societal demands, expert opinions, and other considerations. WEB Corporate Citizenship Activities
https://holdings.panasonic/global/corporate/sustainability/citizenship.html
Citizenship Activities in Midterm Policy of Corporate Citizenship Activities (FY2023-2025)
fiscal 2023 The Panasonic Group aims to create an ideal society offering material and spiritual affluence, What we aim for as a group
and works to create new value by tackling social issues head-on in both our business activities Progressing toward realizing an ideal society
and our activities as a corporate citizen.
offering material and spiritual affluence
In establishing our midterm policies, we thought about what our ideal world would look like in the
year 2030 and decided it would be a “sustainable and inclusive society where everyone can live Business operations
Social contributions by providing products, services,
a vibrant life more freely.” As a corporate group that does business globally, we have selected and solutions
issues that we should be prioritizing based on global social issues and the Group’s Basic Brand slogan
Business Philosophy.
Of all the issues the world has been facing recently, poverty of various types—not only in both newly
developed and developing countries but also in developed has become particularly serious. The Corporate Citizenship Activities
U.N.’s Sustainable Development Goals (SDGs) include 17 goals comprising a total of 169 different Social contributions in a method different to business from
targets that have been included as part of a plan of action for humanity, the earth, and prosperity. a mid- to long-term view
Poverty is one of the top concerns of these SDGs. Panasonic Group’s founder, Konosuke

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Community Relations Responsible Executive and Framework with our Fukushima Marché [Market] selling products from Fukushima Prefecture as part of that.
WEB Fukushima Reconstruction Support Action
The Executive Officer in charge of CSR and Corporate Citizenship Activities is responsible for https://holdings.panasonic/global/corporate/sustainability/citizenship/other.html#fukushima
Groupwide Corporate Citizenship Activities.
LIGHT UP THE FUTURE “AKARI Action Project”
The CSR & Citizenship Office at Panasonic Holdings Corporation (PHD) is responsible for the
Basic Policy function of strategic planning for the entire Panasonic Group and performs those duties in This is a donation program that collects employees’ welfare cafeteria points and the proceeds
cooperation with the Corporate Citizenship Department at Panasonic Operational Excellence from selling used books and other secondhand items that have been donated to our partner
Management System of company, a secondhand book shop. The program then uses the collected funds to donate
Co., Ltd. (PEX) and the Group’s Operating Companies. We have people in charge of Corporate
Corporate Citizenship Panasonic products, such as solar lanterns, to areas without electricity. This enables study,
Citizenship Activities at each Operating Company, and those individuals execute their activities
Activities based on both the Group’s policies and actual conditions in their areas. work, and medical treatment at night. We developed this donation platform to allow the public
to easily participate in the donation program and to maintain the effects of bringing light to areas
Policy Employee Participation and Supporting Systems without electricity in Asia and Africa in the 100 Thousand Solar Lantern Project, which was
completed in January 2018. In fiscal 2023, a total of 456 employees donated cafeteria points,
Responsible Executive and Enhancing employee interest in social issues and their desire to solve them is extremely and we collected 28,715 secondhand items, including from the general public.
Framework important both in terms of promoting Corporate Citizenship Activities and in carrying out our WEB LIGHT UP THE FUTURE “AKARI Action Project”
core business. We provide our employees with information on volunteering, occasions to change https://holdings.panasonic/global/corporate/sustainability/citizenship/solution/akari.html
Employee Participation and their awareness and opportunities to gain experience in addressing societal issues, so they can
Supporting Systems easily get involved. Some of the most characteristic examples of these are shown below. Pro Bono Program (Japan)
We have programs in which employees use the skills and experiences that they have gained
Performance Evaluation ▪Activities supporting employees’ social involvement through their jobs to support NPOs/NGOs’ enhancement of business extension, who are
of Corporate Citizenship Provision of Sustainable Seafood* at Corporate Cafeteria (Japan) addressing social issues. So far, a total of 364 Panasonic Group employees have participated in
Activities Panasonic was the first company in Japan to permanently introduce sustainable seafood* in the Pro Bono Program in Japan, providing support for 61 organizations, by formulating midterm
its company cafeterias. The initiative, which started in March 2018 at two locations, is now plans, drafting marketing materials, and rebuilding websites.
Spending on Corporate
in place at 56 locations in Japan (as of March 31, 2023). Through awareness campaigns that WEB Panasonic NPO/NGO Support Pro Bono Program
Citizenship Activities in provide cafeteria dining experiences or information on the world’s critically endangered marine https://holdings.panasonic/global/corporate/sustainability/citizenship/pnsf/probono.html
fiscal 2023 resources, we aim to encourage individuals and their families to change their consumption
Panasonic ECO RELAY for a Sustainable Earth
behavior and increase their impact on their surroundings.
In 1998, Panasonic began promoting Love the Earth Citizenship Activities in Japan, aiming
* Sustainable seafood with certifications such as MSC and ASC
to foster greater environmental awareness and even lifestyle changes by encouraging
WEB Conservation of Biodiversity through Collaboration with and Support for NGOs and NPOs
https://holdings.panasonic/global/corporate/sustainability/environment/biodiversity.html#biodiversity_04 employees and their families to actively engage in environmental activities at home and in
their local communities. Since then, we have expanded our efforts in local communities and
Fukushima Reconstruction Support Action (Japan) changed the name to Panasonic ECO RELAY for a Sustainable Earth. In fiscal 2023 as well,
This initiative supports post-disaster reconstruction in Fukushima Prefecture and SDG #11 we have reaffirmed environmental initiatives as a priority, with ECO RELAY as one of the
(sustainable cities and communities) by eating foods in the company cafeterias that use core components of these initiatives, which includes preserving biodiversity among its many
aquaculture products from that prefecture. This initiative was first launched in January 2022 objectives.
at two company cafeterias. We have extended this initiative to 20 locations within Japan (as WEB Panasonic ECO RELAY for a Sustainable Earth
of March 2023). We continually run programs to provide employees with accurate information https://holdings.panasonic/global/corporate/sustainability/citizenship/environment/per.html
about the various efforts Fukushima Prefecture is making to ensure food safety and security,

Intellectual
Property
Community
Risk
Management
Business Ethics
Cyber / Data
Security
Community Relations Introducing regional volunteer activities and providing opportunities their life in the Group to allow them to refresh both body and mind and work on personal
Workplaces within the Group around the world take an active role in developing and rolling growth so that they can approach their life in the Group with renewed ambition. Employees
out a variety of volunteer activities that are tailored to the specific features of the regions (excluding management) can take 10 days of leave upon turning 30, 40, and 50, and this leave
and Operating Companies they are part of. In North America, for example, the Group has can also be used toward volunteer activities.
Basic Policy an Employee Volunteer Program and annual Month of Service initiative through which we Examples from North America
encourage employees to volunteer. In Europe, some Group companies support volunteer work
Panasonic North America provides systems that allow employees to spend up to five full working
Management System of at the Paris 2024 Olympics and Paralympics. In China, several times each year we have China
days on volunteer activities so that each regional company can make its own contribution as
Corporate Citizenship Region Group Volunteer Activities in which employees at various workplaces across China
well. We also encourage and facilitate participation in volunteer activities on the part of our
undertake volunteer activities related to the same theme at the same time. In Japan, we provide
Activities employees, including by coordinating volunteer activities at individual business sites.
a website where employees can find regularly updated information on volunteer opportunities
Policy by NPOs and encourage them to take part in volunteer projects outside the Group as well. Examples from Europe
To further encourage social involvement, some Group companies in Europe will allow employees
Providing learning opportunities (Japan)
Responsible Executive and to take up to 16 hours a year of paid leave for volunteer work during working hours, effective
In order to raise interest in and motivation to solve social issues, we hold an after-work lecture
Framework May 1, 2023.
called the “Social Good Meetup (SGM)”, where various outside experts on social issues give
Employee Participation and presentations, and a “Disaster Volunteer Training Course” where employees can gain knowledge Performance Evaluation of Corporate Citizenship Activities
and skills that will enable them to serve as a volunteer when common disasters occur. We also
Supporting Systems We measure the effectiveness of its main activities according to the specifics of each initiative.
conduct e-Learning for employees once a year to provide opportunities to learn about social
Performance Evaluation issues, such as the problems related to SDGs. The Panasonic NPO/NGO Support Fund for SDGs
of Corporate Citizenship WEB Lectures for employees regarding social issues, Social Good Meetup(SGM) (Japanese only)
https://holdings.panasonic/jp/corporate/sustainability/citizenship/sgm.html
(formerly the Panasonic NPO Support Fund)
Activities WEB Disaster Volunteer Training Course (Japanese only)
Regarding the Panasonic NPO/NGO Support Fund, which supports the enhancement of
https://holdings.panasonic/jp/corporate/sustainability/citizenship/disaster.html#volunteer the organizational infrastructure of NPOs/NGOs, we conduct a follow-up survey of the
Spending on Corporate grant recipients 18 months after the completion of the subsidy project. And a third party
Citizenship Activities in ▪Human Resources System for Supporting the Promotion of also quantitatively and qualitatively evaluates the effectiveness of the enhancement of the
fiscal 2023 Employee Participation organizational infrastructure. In fiscal FY2022, in addition to the follow-up survey, and as a
Examples of major Group Companies in Japan milestone of the 20th anniversary of the establishment of the Support Fund, 63 organizations
participating in the Children and Environment category that we subsidized from 2011 to
• Time off for volunteering
2018 and 23 organizations participating in the AFRICA category were evaluated for the 20th
We encourage Group employees to spend five of the 25 days of annual paid leave offered by
anniversary of the subsidy.
the Group participating in volunteer activities, for example by considering allowing time off to
be taken at a stretch if it is used for volunteering. The results of the survey for organizations related to children and the environment showed an
• Volunteering Sabbatical Leave System average rate of expansion of 19.1% in financial terms compared to before the support, as well
This system is meant to allow employees to take up to one year of leave for the purpose of as an average 27.8% increase in the number of staff. The results also indicated that 87.2% of all
participating in volunteer activities. Furthermore, employees are also granted leave for the organizations saw the number of individuals receiving benefits rise, with an average of a 3.07-
time needed to participate in the Japan Overseas Cooperation Volunteers Program run by the fold increase and the organization with the largest increase in beneficiaries rising to 14.9 times
Japan International Cooperation Agency (JICA). the number prior to support, demonstrating that our efforts toward Organizational Infrastructure
Enhancement through this support program have been effective in producing major social results.
• Challenge Vacations (Life Juncture Vacations)
We also have a system in place that allows employees to take leave at critical junctures in In the category of support we’ve provided in terms of PR, messaging and education projects

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Community Relations to NPOs and NGOs working on issues in countries across Africa, the results of the survey participating in the program for the first time.
showed that 64% of all organizations responded that they had continued to see the effects of 5. Surveys of the program at special-needs schools demonstrated the effectiveness of the
the PR tools created through the support for at least two years afterwards, and 29% had seen program as one with the potential to help develop the qualities and skills of children regardless
continued effects for it at least five years. In a qualitative survey, we also found cases in which of their disability status.
the support led to improvements in training for the volunteers who would be in charge of getting Verifying positive impact of participation in video production in KWN program (Japanese only)
Basic Policy
WEB
the message out and a greater capacity to procure funding, among other benefits. https://holdings.panasonic/jp/corporate/sustainability/citizenship/kwn/overview/teachersguide_eval.html
Management System of In 2015, we conducted Social Return on Investment (SROI) assessments on a supported My Future Discovery Program
Corporate Citizenship organization, the NPO Allergy Support Network, and the results showed that the social impact of
In the My Future Discovery Program, a career education program for junior high school students,
the aid to enhance organizational infrastructure was 8.82 times as much as the donated funds.
Activities we conduct an annual survey of teachers and students before and after the program to make
We submitted this report to Social Value International (UK), and received confirmation as the first
improvements by seeing its usefulness and how it influences change in students.
Policy SROI report in Japan.
WEB Survey Report: Key Findings from the Program School Survey in Fiscal 2022 (Japanese only)
WEB Panasonic NPO/NGO Support Fund for SDGs
https://holdings.panasonic/jp/corporate/sustainability/citizenship/career/powerup/220330.html
Responsible Executive and https://holdings.panasonic/global/corporate/sustainability/citizenship/pnsf/npo_summary.html
Framework Kid Witness News (KWN) ▪External Recognition and Awards Won
Panasonic Group received the following awards in FY 2023.
Employee Participation and We have had the effectiveness of our Kid Witness News (KWN) educational program—
designed with the goal of teaching creativity, communication skills, and teamwork through video ■ Won the Grand Prize for the 20th Corporate Philanthropy Award sponsored by the Japan
Supporting Systems
production—evaluated by a third party over the last five years, beginning in 2017. Philanthropic Association
Performance Evaluation Panasonic NPO/NGO Support Fund for SDGs

The evaluation, which was conducted based on the qualitative and quantitative results of surveys
of Corporate Citizenship and interviews given to children, students, and instructors at participating schools considered ■ Received the Vietnam National Environment Award sponsored by the Ministry of Natural
Resources and Environment
Activities the effect that the program had on children, students and their educational activities with respect
to the five items below. Panasonic Vietnam
Spending on Corporate 1. The qualities and skills of children who showed potential for growth through the video ■ Winner of a Practical Award under the Corporate Division of the 30th Yokohama
Environmental Activity Award
Citizenship Activities in production included in the program were organized into 9 competencies: social ideology,
teamwork, communication, building human relationship, ability of designing own future, Panasonic Automotive Systems Co., Ltd.
fiscal 2023
information utilization, decision-making ability, interest and understanding of local community, ■ Won the Cultural Promotion Award of the 17th Awards of the Foundation for the Promotion
and international understanding. of Western Art
2. Comparing children and students who participated in the program with those who did not, Panasonic Shiodome Museum of Art
children who participated were found to have exhibited growth in qualities and skills the 9 ■ Certified as a Platinum Partner (for the tenth consecutive year)
competencies. Table For Two’s Meal Sharing Program in developing countries
3. Based on the results of surveys given to teachers and instructors, it was confirmed that they ■ Awarded the Medal of Honor with Dark Blue Ribbon
were able to use the program in four types of educational activities: strengthening video For donations to the World Wildlife Fund (WWF) Japan’s “Partnership to Protect the Ocean’s
production skills, deep learning using video production, achieving personal growth and Natural Treasures: Working to Promote a Sustainable Marine Economy”
developing social skills through teamwork, teamwork combined with deep learning.
4. By dividing the survey results by school type (elementary, middle, and high schools), it was
found that children grew through video production they did on this program regardless of
their developmental stage. In addition, the qualities and skills of children and students at
schools that were continuing the program grew much more than those of children at schools

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Community Relations Spending on Corporate Citizenship Activities in fiscal 2023 (April 1 2022 - Mar. 31 2023)
by Region Composition Ratio by Field

Basic Policy
(Million Yen)
Management System of
Latin America 5 India, South Asia, Operating Costs 13.9%
Corporate Citizenship Middle East and Africa 4 Wellness Medicine 0.2%
Southeast Asia and Oceania 21
Activities Europe and CIS International Exchange 0.3%
43
Preservation of Temples, Shrines,
Policy North America 167
and Historic Sites 0.4%
Economic Organizations 2.0% Human Development Support

Responsible Executive and 27.5%
Off-grid Area Support 2.4%
Framework Japan (Overseas-related) Total Support for NPOs/NGOs 2.6% Total
348 Expenditure: Expenditure:
Employee Participation and 1,060 Publicity 4.3%
2,065
Japan
Supporting Systems
million yen
Environment 4.5%
2,065
million yen
Local communities
Performance Evaluation Sports 4.8%
9.3%
of Corporate Citizenship China and Northeast Asia 417 Academic 4.9%
Activities Disaster Relief 9.1%
Spending on Corporate Social Welfare 6.1% Art and Culture 7.8%

Citizenship Activities in
fiscal 2023

Intellectual
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Risk
Management
Business Ethics
Cyber / Data
Security
Risk management Panasonic’s founder, Konosuke Matsushita, coined numerous aphorisms

which are still used at the company: “Hardship now, pleasure later,” “There
are signs before all things,” and “Small things can create big problems;
one must be alert to signs of change and act accordingly,” among many
others. Inheriting these ideas as the cornerstone of our thinking, we,
Policy as Panasonic Group, conduct Groupwide risk management activities.
Moreover, based on the principle of “Thinking from a Global perspective,
Risk Management System
work for the whole world,” we began our export business, technical
Responsible Executive and assistance to overseas countries, and construction of overseas factories
in 1961. At the same time, while confronting the risks that sometimes
Framework
arose, we have promoted risk and crisis management initiatives early,
Basic Framework including overseas safety policies and emergency response plans.
Education and Enlightenment Policy

for Our Employees The Group considers it a vital management issue to accurately identify
risks and take appropriate countermeasures to ensure the achievement
Reporting/whistleblowing of its business objectives and sustainable and stable development.
mechanism (external and Thus we have formulated the Panasonic Group Operational Rules for
internal) Risk Management (the “Basic Rules”), and we promote Group risk
management based on these. The Basic Rules list the three objectives
Policies on BCM and BCP of risk management: “ensure the safety and security of our stakeholders
and compliance in our business activities,”“strengthen our business
competitiveness through risk management that treats appropriately
both opportunities and threats to the achievement of our business
objectives,” and “continuously offer products and services by maintaining
operating resources and ensuring work effectiveness while fulfilling our
social responsibility.” In addition to providing guidelines for directors
and employees to achieve these objectives, the Basic Rules also clearly
define a framework for risk management, as well as the roles and
responsibilities of the holdings company, Panasonic Holdings Corporation
(PHD), and the Operating Companies.

The Group considers risk management and formulating and executing
strategies as the wheels of business management. As these inseparable
wheels function to ensure business objective achievement and corporate
value enhancement, risk management plays an important role in our
group management.

Intellectual
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Risk
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Business Ethics
Cyber / Data
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Risk Management In order to establish an effective risk management system, the Group promotes a process Responsible Executive and Framework
of linking the construction of appropriate frameworks with the PDCA cycle of management
The Group Chief Risk Management Officer (Group CRO), an Executive Vice President,
and business strategies under the Basic Rules, which reflect the standards of ISO 31000, an
supervises the promotion of risk management within the Group. Moreover, the PHD Enterprise
international standard for risk management systems, and COSO-ERM (2017), an international
Risk Management Office (PHD ERM), a dedicated risk management department, handles the
risk management framework. Through regular reports to the Board of Directors, we provide
Policy risk information to contribute to business and strategy discussions and receive supervision on
Group’s risk management promotion (as of August 2023).
establishing and operating our risk management systems. By operating and continually improving As an internal system for promoting risk management, the Group has established the PHD
its risk management systems, the Group will utilize changes in the business environment as Enterprise Risk Management Committee (“PHD ERM Committee”)—normally held three times
Responsible Executive and opportunities to contribute to the improvement of people’s lives and the development of society a year and chaired by the Group CRO and comprising individuals representing PHD Legal, HR,
through our business. We will also appropriately disclose risk information to society and enhance Accounting, and other functions—with the PHD ERM Office handling the committee’s executive
Framework
the transparency of our business management to reassure our customers, business partners, office functions. The PHD ERM Committee’s role is to both manage risks related to the
Basic Framework neighbors, shareholders, employees, and other stakeholders. advancement of Groupwide functions and to confirm that risks that have the potential to impact
the Group as a whole are being addressed. In keeping with the Group’s principle of autonomous
Education and Enlightenment Risk Management in the Value Creation Process responsible management at each Operating Company, we have also established Operating
for Our Employees Company ERM Committees at each Operating Company, through which each Company works
with PHD to manage risks that affect the entire Group while simultaneously managing risks
Reporting/whistleblowing Customers that arise due to the business or work of that Company. Information from risk assessments
mechanism (external and conducted under these frameworks are also used for internal audits. Based on the results of risk
internal) assessments, the Internal Audit Department determines themes to be examined and conducts
Our Mission audits of functional departments using a risk-based approach.
Policies on BCM and BCP Buisiness (Business Purpose) Media
Partners The PHD ERM Committee regularly reports to the PHD Strategy Committee and the Board of
Enhance Directors on important risks to the group’s management and countermeasure progress using
Competitiveness
the PDCA cycle of risk management. Based on these reports, the Board of Directors and
A long-term perspective Responding to changes Local Audit & Supervisory Board Members supervise and verify the status of risk monitoring and
Investors Building structural Business Operational in business environment Communities
competitive advantage
the effectiveness of the risk management process. All Operating Companies also have ERM
Strategy Excellence
committees that regularly report to their management teams and the Board of Directors.
Formulation and implementation
Improvement of reliability of group-wide management strategy Improvement of reliability
Strategic Reinforcement of
Appropriate information investments Business Infrastructure Appropriate information
disclosure Strategic Perspectives on Business Domains Operational disclosure
Risks Risks
Perspectives on Group’s Business Management and
shareholders Social Responsibility Employees
Risk Management
Corporate Governance
Practice of the Basic Business

Philosophy

Intellectual
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Cyber / Data
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Risk Management Panasonic Group Risk Management Structure Basic Framework

The Group promotes risk management based on an identical process at PHD and the Operating
<Note>
Stakeholders’ Meeting Companies.
Report Supervise Audit Align
The Group defines “operational risks” as operational “losses” or “threats” that potentially
Policy PHD Audit & affect the Group’s business activities. The Group updates its “risk inventory” annually by
PHD Board of Directors Supervisory Board
comprehensively identifying possible operational risks based on external and internal changes.
It conducts risk assessments according to financial and non-financial evaluation criteria for all
Responsible Executive and Group CEO / PHD *1 Strategy Meeting Supervision and Report risks in the inventory. The PHD ERM Committee considers the Group’s management, business
Framework Report strategy, and social responsibility when deliberating on these assessments to determine
Delegation
and Internal Audit significant risks to the Group’s management (the “Group’s Major Risks”).
PHD Control PHD ERM*2 Committee
Basic Framework Group's Major Risks
Committee
Each Operating Company conducts risk assessments and determines the significant risks to
Report
Holding Company Monitoring of
Internal Audit its management (the “Operating Company Major Risks”) using the Group’s common evaluation
Education and Enlightenment Specific Risk
PHD Function PDCA cycle PHD
ERM Department criteria and a risk inventory that includes risks specific to the Operating Company with the
for Our Employees Office
Group’s common risks. PHD ERM reports each Operating Company’s risk assessment results
ACCT
Legal
HR
…
and the Operating Company Major Risks to the PHD ERM Committee to determine the Group’s
Reporting/whistleblowing
Major Risks.
mechanism (external and
internal) Once the Group determines its and its Operating Company Major Risks, PHD and each
CEO / Align
Management Meeting Operating Company work toward continuous improvement to formulate and implement
Policies on BCM and BCP Direction and Supervision of
Group's Major Risks
Report countermeasures and monitor their progress. Especially for the Group’s Major Risks, the
Countermeasures execution Operating Company functional divisions in charge of each risk at Operating Companies formulate and implement
ERM Committee
Operating Company their own countermeasures according to their business profiles and the Group’s common
Report
Group's Major Risks Monitoring of countermeasures, in cooperation with PHD’s functional divisions. The PHD functional divisions
PDCA cycle Internal Audit
Business Specific Risk Function ERM
Department monitor the progress of the Group’s common and each Operating Company’s individual
Function
countermeasures to ensure a thorough response by the entire Group.
ACCT
Legal
HR
In our risk assessments, we have traditionally evaluated materiality based on financial impact
Direction and Supervision and frequency of occurrence. However, we have added human life as an impact factor in our
Division Company・Each Division risk assessment with recent outbreaks of infectious diseases, increasingly intense natural
Domestic / Overseas Subsidiaries
disasters, and heightened geopolitical tensions. Considering the importance of corporate social
*1 PHD: Panasonic Holdings *2 ERM: Enterprise Risk Management responsibility (CSR), the SDGs, ESG, and other social imperatives, we also incorporate items
related to the risk of not meeting these expectations (including human rights, labor compliance,
and environmental issues) and evaluation factors related to the Group’s social impact (including
our reputation) into our risk assessment framework. Our risk management efforts will strengthen
our efforts to comply with laws and regulations, a prerequisite for business activities. At the
same time, we will continue to aim for a high level of integrated risk management for the entire
Group, treating it as an opportunity to contribute to society and our customers.

Intellectual
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Risk Management Basic Framework of Risk Management ▪Group Major Risks in Fiscal 2024
: ERM Process of PHD Related to “operational risks” that may be operational “losses” and “threats” and potentially
: ERM Process of Operating Company affect the Group’s business activities, we have identified the following major risks to the Group’s
Fiscal Year n Fiscal Year n+1 management in fiscal 2024:
Policy Selection of Formulation of Execution
Risk Identification Risk Assessment
Major Risks Countermeasures Monitoring Terrorism, war, riots, and political unrest
Risk Management System In preparation for the emergence of political unrest or military tension in countries or regions with
Formulate Carry out
P Update and Decide Group sites, or in the event of terrorism or riots, the Group is promoting the development of BCP
Conduct Risk countermeasures and check the
Responsible Executive and H
D
deploy the
Risk Inventory Assessment
Group’s
Major Risks
of Group’s progress of that takes geopolitical risk response into consideration and the safety measures at normal time
Major Risks countermeasures
Framework by each function in order to strengthen the response to emergency situations giving the utmost
Support Support Support Support Support priority on human lives.
Basic Framework Deploying Sharing of
Information
Cooperation Cooperation Report
Occupational accidents
Education and Enlightenment Operating
Company
Confirm and
Decide
Formulate
countermeasures Carry out
In accordance with laws and regulations and the Panasonic Group’s Basic Business
Conduct Risk Operating and check the
for Our Employees update the Risk
Inventory
Assessment Company
of Group’s and
Operating progress of Philosophy, we promote health and safety initiatives with the establishment of the Occupational
Major Risks Company countermeasures
Major Risks Safety and Health Policy and the Occupational Health and Safety Management Regulations,
Reporting/whistleblowing which have set forth standards for ensuring employees’ safety and health, achieving a
mechanism (external and comfortable workplace, and preventing workplace accidents. Moreover, we have established
internal) FY2024 Group Major Risks/ PHD Major Strategic Risk the Central Health and Safety Committee under the Group Health and Safety Management
department. This committee discusses, sets, implements, and monitors material health and
Policies on BCM and BCP ■Group Major Risks (Operational Risk)
safety policies and strategies for the health and safety organizations established at Operating
• Earthquakes, tsunamis*1 • Floods and landslide disasters*1
Companies and workplaces it supervises.
• Infectious disease outbreaks/pandemics*2
• Terrorism, war, riots, and political unrest • Occupational accidents In addition, we hold the Health and Safety Forum, which those responsible for health
• Trade regulations/Economic sanctions and safety at each Operating Company attend to promote autonomous health and safety
• Antimonopoly Act violations/Any bribery involving government officials management throughout their organizations, as well as training sessions for management to
• Cyberattacks share knowledge and foster awareness. For more details, see the “Work in safe, secure and
• Any wrongdoing and/or scandals involving suppliers (Information leakage, product healthy state” section (on page 83).
security, environmental protections, human right compliance)
Trade regulation/Economic sanctions
■PHD Major Strategic Risks (Strategic Risk) Laws and regulations in various countries are changing continuously; the Group closely monitors
• Climate change response・Environmental regulations/Development of a circular economy these trends and collects information on a daily basis through global cooperation to quickly
• Geopolitical risks and economic security issues identify new trade restrictions and sanctions that may affect our business, and responds by
• Attracting, acquiring, and retaining human resources updating our global policies and guidance as necessary. We also thoroughly assess how new
*1 Refer to the BCM/BCP policies regulations may apply to cargo and technologies. Moreover, we work to further strengthen
*2 Refer to our Response to the COVID-19 Pandemic compliance by raising awareness among employees in Japan and overseas and disseminating
internal information and countermeasures to avoid transaction risks. Once we have this
understanding, we respond by updating our global policies and guidance as needed and assess

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Risk Management whether our goods or technologies are in fields subject to new restrictions. We are also raising policy for promoting responsible procurement activities.
awareness among employees in Japan and overseas to further improve compliance, with efforts
We have also issued the Panasonic Supply Chain CSR Promotion Guidelines stipulating the
including sharing information internally and disseminating countermeasures to avoid transaction
CSR requirements (including human rights and labor, health and safety, global environmental
risks. For more details, see the “Trade Compliance” section (on page 142).
conservation, information security, and corporate ethics) that we expect our suppliers to comply
Policy Antimonopoly Act violations/Any bribery involving government officials with. Moreover, we are working to ensure CSR throughout the supply chain by promoting
initiatives such as CSR Self-Assessments and audits. For more details, see the “Responsible
The Panasonic Group Code of Ethics & Compliance stipulates our commitment to fair business
Risk Management System Supply Chain” chapter (on page 102).
practices as a “company as a public entity of society,” clearly stating our compliance with laws,
Responsible Executive and regulations, and corporate ethics, and shares the Group’s basic stance with all directors and ▪PHD Major Strategic Risks in Fiscal 2024
employees. Furthermore, we are working to prevent and detect bribery and corruption early
Framework Along with operational risk management, we are promoting appropriate risk-taking activities
through training programs meant to ensure thorough compliance based on global regulations
using degree-based metrics by considering uncertain events that may become “opportunities”
Basic Framework and compliance audits based on a risk-based approach. In addition, we are working to
or “threats” to the achievement of business objectives over the medium to long term as “strategic
strengthen awareness of ethics and legal compliance by implementing compliance measures for
risks” in formulating management and business strategies and making decisions.
Education and Enlightenment employees throughout the year in response to various risks.
We manage strategic risks to enhance the quality of business strategy formulation and
for Our Employees Additionally, as a centralized whistleblower contact point, we have established a global hotline
decision-making and better ensure that we achieve our business objectives. When faced with
to receive reports from domestic and overseas bases and business partners. We are working to
Reporting/whistleblowing detect and correct problems early through appropriate internal investigations. For more details,
changes in the external environment, we consider the direction of risk-taking and implementing
countermeasures against these “opportunities” or “threats” in reviewing our business strategy
mechanism (external and see the “Business Ethics” chapter (on page 137).
and promoting the initiatives we have taken.
internal)
Cyberattacks Among the various strategic risks, we select major risks to the Group management (“PHD
Policies on BCM and BCP We are working to ensure the soundness of the IT environment and improve its cyber resilience Major Strategic Risks”) from the viewpoint of necessity for cross-PHD/Operating Companies
to achieve a higher level of information security. Specifically, we are implementing measures efforts to realize our vision and mission, and we work to subdivide these risks into units of
to further expand anomaly monitoring on networks, servers, and PCs, including infrastructure events that may be “opportunities” or “threats”. We then share these details with the relevant
at Japanese and overseas subsidiaries; integrate security monitoring with internal factory functional divisions, which monitor them in their respective areas of expertise and promote
monitoring; and strengthen global and centralized security monitoring systems. initiatives designed based on this monitoring.
In April 2023, we established the Cyber Security Supervisory Office as a new organization to Similarly, each Operating Company defines and manages its “Operating Company Major
promote a centralized, integrated response to complex cyber security risks involving data, Strategic Risks” from among the strategic risks related to their respective business strategies.
products, factory security, and the overall supply chain. We also appointed cyber security general
managers at all Operating Companies to oversee their responses to complex cyber security risks.
Climate change & Environmental regulations/Development of a circular
For more details, see the “Cyber Security and Data Protection” chapter (on page 143). economy
With regard to climate change response, we are working to focus on the introduction and
Any wrongdoing and/or scandals involving suppliers expansion of environmental regulations and policies, making the most of the opportunities in
The Group makes purchases from roughly 13,000 suppliers globally. In recent years, the calls for related business markets born of changing demand for certain products and services as global
social responsibility on the part of corporations with regard to their supply chains have grown warming progresses and the growing awareness of environmental issues while simultaneously
stronger with each passing day, and this trend can also be seen in legal regulations with new reducing losses by strengthening our responses to these issues as threats.
regulations being drafted and going into effect.
With the development of circular economies due to shortages and restrictions on resources, we
We have established the Rules on Supply Chain Compliance stipulating the system and basic are seeking to expand our opportunities for improving corporate value through our proactive

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Risk Management use of renewable energy, while at the same time anticipating greater demand for low-carbon for process improvement to be promoted during the fiscal year. We hold several briefings
products that use circulative resources. Meanwhile, there is also the possibility that higher each year for personnel in charge of risk management at each Operating Company to share
production costs and production delays will become frequent or constant due to the increased their perspectives and information, aiming to improve their skills and promote effective risk
costs and short supply of circulative resources (recycled materials and raw materials to be management processes.
recycled). The Group is aiming to expand our business by responding appropriately to both the
Policy opportunities and threats presented by the situation.
Moreover, in Japan, we provide training for new employees, newly assigned CEOs at
subsidiaries outside Japan, and employees who will be dispatched to locations abroad on basic
Risk Management System Geopolitical risks & economic security issues knowledge of risk management and how to respond to crisis-related risks to improve their ability
to respond to risks when working outside of Japan.
Responsible Executive and Through our monitoring of international affairs and trends in national and regional policies,
laws, and regulations, we are trying to understand their impact on the Group’s business and
Framework
respond to them promptly. The Group is also working to inspect and restructure its production
Reporting/whistleblowing mechanism (external and internal)
The Group also maintains a global hotline for domestic and international offices and business
Basic Framework system from a medium- to long-term perspective, with an eye to diversifying supply chains and
considering local production for local consumption. We will also continue to closely monitor partners to report issues related to compliance violations, any type of harassment, procurement,
Education and Enlightenment the rapid changes in the business environment caused by market decoupling, strengthening of and the like as a means for employees to report hidden risks.
for Our Employees National economic and security policies, and polarizing public opinion, including the threats to
our business and opportunities to leverage tax measures based on economic security policies. Policies on BCM and BCP
Reporting/whistleblowing Since 2005, we have been promoting and improving our business continuity management
Attracting, acquiring, and retaining human resources
mechanism (external and (BCM) efforts to ensure that our production and sales will not be interrupted in the event of an
As a common Group human resource strategy, we are committed to realizing “Employee Well-
internal) emergency and to resume necessary functions as soon as possible in the event that we are
Being” so that each and every employee is healthy in mind and body and feels happy and
forced to suspend our business activities.
Policies on BCM and BCP fulfilled in their work through challenging opportunities. Thus, we create safe, secure, and healthy
workplaces; support employees’ independent motivation to take on challenges and develop their In particular, if a disaster, accident, or other unforeseen event occurs in the Group’s supply
careers; and promote diversity, equity, and inclusion (DEI). Meanwhile, competition to secure chain, including at parts suppliers and product delivery destinations, it will affect not only supply
competent human resources is intensifying, and we will continue to closely monitor trends in shortages and interruptions of parts from suppliers but also the BtoB field. Therefore, we
policies and legislation related to human resources, diversity, and promoting women in the strengthen our BCM initiatives, as we consider it a crucial issue under normal circumstances for
workforce in all countries and our competitors. For more details, see the “Employee Well-Being” the entire supply chain.
chapter (on page 80).
▪Major Efforts
Education and Enlightenment for Our Employees The Group has established Corporate Emergency Management Rules wherein we define policies
for emergency response, the organizations that should respond, initial response, reporting
The Group has also established the Panasonic Group Operational Rules for Risk Management
routes, and the like. We have established the Guidelines on Business Continuity Management (the
(“Operational Rules”), which are subordinate to the Basic Rules and define the standard
Guidelines) and have formulated BCPs for each business site; we also formulate BCPs specific
procedures for the Group with regard to promoting risk management. The Group aims to
to the supply chain, logistics networks, and IT security for each function, including procurement,
achieve centralized risk management and its advancement by defining specific procedures
logistics, and information security. We review the BCP based on the Guidelines as appropriate
for identifying and assessing risks, selecting Major Risks, and formulating and implementing
to improve our Groupwide BCPs and resilience. In fiscal 2023, we revised the Guidelines to
countermeasures. Additionally, we annually update and deploy a risk management guide
incorporate the Japanese Cabinet Office’s latest damage projections for a Nankai Trough
based on Operational Rules to managers and other personnel in charge of risk management
earthquake and an earthquake with an epicenter in the Tokyo metropolitan area. We included
at each Operating Company. This guide aims to share the priority issues, initiatives, and points
disaster prevention and mitigation measures in response to these projections and clarified the

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Risk Management connections between the BCPs for each function to improve their effectiveness. and Medical Care for Patients with Infectious Diseases, the Group has also gradually eased
behavioral restrictions while maintaining basic infection control measures. Meanwhile, we will
In particular, we have conducted a hazard survey about various risks posed by natural
continue to monitor infections in Japan and overseas and administrative trends in each country,
disasters such as earthquakes, floods, and tsunamis. We have also shared these findings with
responding appropriately to any infection increases or mutant strain outbreaks within cities that
each of the Operating Companies and have put priority measures in place, both within our
may occur due to these measures or loosened behavioral restrictions. Furthermore, as part of
Policy own Group and in our supply chain. The Group is also analyzing the impact of a Nankai Trough
our infectious disease preparations during normal times, we are working to maintain employee
earthquake and an earthquake with an epicenter in the Tokyo metropolitan area, treating them
health and safety and business continuity systems by formulating a BCP for infectious diseases
Risk Management System as stress events expected to significantly impact the Group’s business. Based on the results of
at all business sites and ensuring that we keep appropriate stocks of masks, rubbing alcohol,
these analyses, we enhance the required countermeasures, raise appropriate risk awareness
Responsible Executive and within the Group, and improve risk communication. We have also created a Groupwide Fire
thermometers, and other similar products.
Framework and Disaster Prevention Committee to help both strengthen our readiness before contingencies
arise and transition rapidly to emergency response systems when an incident does occur. We
Basic Framework have created fire and disaster prevention task forces under the Fire and Disaster Prevention
Committee, and these task forces work to conduct disaster prevention studies and strengthen
Education and Enlightenment our response capabilities, including stockpiling systems. In particular, given the strain that has
for Our Employees been placed on the power supply by disasters in the past, we have incorporated emergency
power supply equipment into BCPs to ensure business continuity. The Group also runs annual
Reporting/whistleblowing disaster prevention drills based on disaster scenarios. In January 2023, we conducted a
mechanism (external and Groupwide disaster drill that the Group Emergency Headquarters created based on a Nankai
internal) Trough earthquake scenario. Based on the expected difficulties for members of the Corporate
Emergency Headquarters to assemble due to the devastating nature of the disaster, we
Policies on BCM and BCP conducted the drill under the assumption that employees who could come together without
using public transportation would set up the Corporate Emergency Headquarters. Coordinating
with local municipalities, Operating Companies and business divisions conduct annual disaster
preparedness and emergency evacuation training drills at each business site as needed.
We also actively work to both prevent incidents and prepare for emergencies when it comes to
fires as well, based on the Global Fire Prevention Rules, which govern fire risk assessments, fire
prevention and fire extinguishing equipment, fire brigades and firefighting, recurrence prevention,
autonomous inspections, fire prevention drills, awareness raising, auditing, and more.
▪COVID-19 Response
When the World Health Organization (WHO) declared COVID-19 a public health emergency on
January 31, 2020, the Group created a Groupwide Emergency Response Headquarters.
Management, procurement, public relations, and other functions responded to issues under the
Corporate Emergency Headquarters in cooperation with the emergency headquarters at each
Operating Company, ensuring the safety of employees’ lives and health as the top priority. As
Japan and other nations have eased their COVID-19 restrictions, and Japan has downgraded
it to a Class 5 infectious disease under the Act on the Prevention of Infectious Diseases

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Business Ethics As our business expands globally, directors and employees must
always have accurate knowledge and high ethical standards to prevent
intentional misconduct and crimes, as well as the various scandals
that could arise due to insufficient knowledge or awareness on the part
of those involved. Simultaneously, companies must clarify policies,
Policy establish regulations and systems, and conduct business activities
under a sound corporate culture that remains cognizant of the risks
found in the external environment, their businesses’ nature, and local
Framework characteristics.
Internal Communication and We must operate the Company properly and fulfill our responsibilities to
Training our stakeholders, as we conduct business as a “public entity of society”
with the management resources it has entrusted to us. We believe it
Whistleblowing System essential that we do not violate laws and regulations or social norms, as
we always think about what is right for society and act with integrity and
Performance Evaluation fair play without indulging our self-interests.
Compliance Programs With Panasonic Group’s involvement in a wide range of business

globally, we recognize our constant exposure to noncompliance
Compliance Risk risks and promote fair business practices in all countries and regions
Assessments worldwide. That means we respect free and fair competition even when
it is fiercest and will not engage in bribery or corruption with government
Ensuring Transparency of officials or business partners. Thus, we have established the Panasonic
Political Contribution Funds Group Code of Ethics & Compliance and various internal compliance
rules and regulations. Moreover, we are implementing multiple initiatives
Trade Compliance to ensure that every single director and employee performs their duties
with high ethical standards and appropriate knowledge.
Tax Policy
Policy
On April 1, 2022, after revisiting the purpose and positioning of the
Panasonic Code of Conduct in the context of the environment both
within the Group and outside it, and after revising our Basic Business
Philosophy, we arrived at a new version of our code of conduct, now
titled the Panasonic Group Code of Ethics & Compliance (Code of
Ethics & Compliance). This Code encapsulates our revised Basic
Business Philosophy and defines the commitments to be fulfilled by
each company and every employee within the Panasonic Group as they
carry out the Group’s business. It has been translated into 22 languages
to ensure that it is understood by employees everywhere.

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Business Ethics The Board of Directors of Panasonic Holdings Corporation Group GC and the CLOs of each company regularly report educational materials, including e-Learning, on the Code
(PHD) revises the established Code of Ethics & Compliance on compliance at the Board of Directors meetings of PHD of Ethics & Compliance that all employees are required to
and informs all Panasonic Group companies of its updates. and each Operating Company and receive appropriate follow, as well as on other compliance-related materials
The Code then takes effect by resolution of each company’s supervision from these Boards. throughout the year. In fiscal 2023, we trained all Group
Board of Directors or other appropriate internal procedures. employees on the Code of Ethics & Compliance. (See
Policy We also include compliance-related metrics in the
“Compliance Program” below for the results of the training.)
WEB Panasonic Group Code of Ethics & Compliance compensation calculations for PHD’s Executive Officers and
Responsible Executive and https://holdings.panasonic/global/corporate/about/code-of-conduct.html Operating Company CEOs. Additionally, each Operating Company and PEX overseas
Framework Responsible Executive and office conducts compliance-related training for those who
Internal Communication and Training need it, according to the risks relevant to their businesses
Internal Communication and Framework and regional characteristics. The Panasonic Group carries
Panasonic Group fosters a compliance-first culture by
Training Panasonic Group’s General Counsel (GC), an Executive regularly disseminating compliance-related messages from out programs throughout the year, aiming to instill a global
Officer, is responsible for group compliance (as of the Group CEO, each Operating Company’s CEO, and all awareness of ethical and legal compliance while also
Whistleblowing System August 2023). As of April 1, 2022, the GC established the business site general managers. boosting its ability to respond to risks. In recent years, as
Group Basic Compliance Regulations to clarify roles and our business environment and practices have evolved, we
Performance Evaluation responsibilities related to compliance in Panasonic Group,
Moreover, the CLOs and legal departments assigned to
have strengthened efforts to accurately identify changes in
Operating Companies or to overseas companies by PEX,
while the Group Legal Regulations define the legal structure risks within specific business areas, divisions, countries, and
Compliance Programs and functions.
officers responsible for observance of the Code of Ethics
regions, as well as to identify early signs of misconduct and
& Compliance, export control officers, and the heads of
legal violations.
Compliance Risk Under the Group management system based on an functional departments implement specific compliance
Assessments Operating Company System, PHD is responsible for initiatives at each business site. Whistleblowing System
establishing a Groupwide compliance system, with the
Ensuring Transparency of Group GC and PHD Legal Department playing critical
The Group’s legal departments, which play a leading role Panasonic Group has established a Global Hotline, a
in these efforts, have their legal staff from around the world
Political Contribution Funds roles under the Group CEO’s supervision. Each Operating Groupwide integrated reporting mechanism that accepts
attend the Global Legal & Compliance Meeting, and the reports from domestic and overseas sites and from business
Company is responsible for establishing and implementing
Trade Compliance a compliance system for its business area based on the
CLOs from Operating Companies, PEX overseas offices, and partners to prevent misconduct and facilitate rapid resolutions
the PHD Legal Department attend the Direct Report Meeting to a wide range of compliance issues in 32 languages,
principles of Autonomous Responsibility Management, with
Tax Policy the Operating Company CEO, Chief Legal Officer (CLO), and
chaired by the Group GC. Through these and other meetings, 24 hours a day, 365 days a year. The Code of Ethics &
the Group’s legal departments learn about annual updates to Compliance includes information on the Hotline along with
legal department mirroring their PHD counterparts’ roles.
the Group’s compliance policies and work toward achieving the responsibility for reporting. We raise awareness of the
Furthermore, for overseas Group companies, Panasonic
compliance in various areas. system through various compliance training sessions and
Operational Excellence Co., Ltd. (PEX) assigns the CLOs
and legal departments for each overseas office (formerly, Moreover, whenever a legal revision, government ordinance, posters at domestic and overseas workplaces and business
regional headquarters). These officers and departments or government directive is relevant to the Group’s business, sites and post information to the Company intranet—
are responsible for ensuring compliance in their respective we notify and communicate it to the business site general including reporting statistics, case studies, how to use the
regions. Each CLO plays their role in the business and region managers, Operating Company CLOs, and relevant reporting system, FAQs on reporting, and appreciative
under the Group GC, working as one legal team to ensure organizations. feedback from whistleblowers—to ensure transparency on
compliance. the reporting system’s operations and encourage employees
Panasonic provides training and awareness building for new to use it. In addition, we also ask our business partners to
Additionally, we have established a system whereby the hires and newly promoted employees, through a variety of inform their employees about our reporting system in our

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Business Ethics CSR Promotion Guidelines for Suppliers and provide a link to management. In fiscal 2023, in response to the revised
Performance Evaluation
the URL of the reporting site on our supplier communication Whistleblower Protection Act in Japan (effective June 1,
At each Group company, an executive officer is appointed
website to promote their use of the system. 2022), we updated our Internal Reporting and Investigation
to ensure observance of the Code of Ethics & Compliance.
Rules on April 1, 2022, further defining the whistleblowing and
The Global Hotline website clearly states the necessary Education and training are conducted regarding the Code;
investigation system and related responsibilities and running
Policy procedures for reporting issues, how personal data and other
a Groupwide awareness campaign to improve the system.
written pledges regarding the observance of the Code are
information collected is managed, and where responsibility obtained; and checks are made regarding the status of
We will continue to review the reporting system appropriately
Responsible Executive and lies. The website additionally allows whistleblowers to check these items. The results of these audits are also subject to
in light of the internal and external environment and issues.
Framework the progress of each case at any time using a reporting key audits by an outside auditing authority as part of Groupwide
and password assigned to their submission. In FY2023, we received approximately 890 reports and monitoring.
Internal Communication and requests for consultation, with 75% of those coming through
Moreover, employees have other methods for reporting
Training the abovementioned global hotline. Of all the reports and ▪Serious Violations and Corrective
or making grievances. We have an Equal Employment
requests received, roughly 65% were related to issues in Measures
Opportunity Office in Japan that provides consultation on
Whistleblowing System workplaces (refer to the chart below). Of all the reports and Panasonic Consumer Marketing Co., Ltd. (now, Panasonic
fair treatment in the workplace, sexual harassment, and
requests received in FY2023, approximately 29% were Marketing Japan Co., Ltd.; “PCMC”) was installing air
Performance Evaluation power harassment, as well as an Auditor Reporting System
substantiated (excludes anything still under investigation as conditioners, TV antennas, and other household appliances
for assessing the legality of duty execution and investigating
of May 31, 2023). Furthermore, all reports and consultations under contract with Panasonic’s local home appliance
Compliance Programs fraud perpetrated by directors and executive officers.
we receive through the Global Hotline are investigated in
Establishing the above hotlines and contact points does not stores. However, it was found to have failed to assign
cooperation with the relevant departments in accordance
Compliance Risk preclude employees from using other reporting and grievance chief engineers to jobs as business operators licensed
with internal rules, and we address issues, prevent to perform construction work, among other violations.
Assessments mechanisms.
recurrence, and handle confirmed cases as necessary. An investigation by an external committee that began on
The Code of Ethics & Compliance stipulates that “Panasonic
Ensuring Transparency of May 26, 2022, confirmed multiple violations of laws and
does not tolerate any retaliation or other action that Content (FY2023)
Political Contribution Funds discriminates against or disadvantages anyone who acts in
regulations, including the non-assignment of chief engineers
for more than 20,000 construction projects. The causes
Trade Compliance good faith to raise a compliance concern.” Retaliation against Health and safety 3% Asset misuse and of the violations included insufficient understanding of the
whistleblowers is strictly forbidden, and their confidentiality Accounting / Auditing appropriation 1%
Construction Industry Act, an attitude that trivialized the
Tax Policy is assured through anonymous reporting. To clarify our 4% violations, and inadequate internal controls. The violations
stance, Panasonic Group has adopted Rules on the then continued due to Panasonic’s erroneous assumptions
Prohibition of Retaliatory Behavior Against Whistleblowers regarding appliance store activities and insufficient or
and Others. The Rules prohibit retaliation against internal/ Business
diminished awareness of the problems among those involved.
external whistleblowers, employees, those participating in Integrity*
Workplace Based on the recommendations of the external investigation
investigations, and investigation teams, ensuring proper 27% issues committee, the Group implemented measures such as
operations in our whistleblowing systems. 65% identifying and reaffirming compliance with the laws and
In addition, we have established the Internal Reporting and regulations applicable to not only the construction industry
Investigation Rules, which stipulate and administer a system but also each of the Group’s businesses and strengthening
* Ethical behavior includes concerns related to violation of internal
for compliance issue reporting and notification, as well cooperation between the legal governance, legal, and
regulations, Conflict of Interest, Bribery, Violation of Laws, Vendor/
as the frameworks necessary for appropriately receiving, internal audit departments. Regarding those buildings where
Customer issues, Fraud, etc.
investigating, addressing, and reporting such issues to construction work was managed by someone other than

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Business Ethics a chief engineer, quality verification is being performed at – approximately 140,000 in attendance Basic Policies
PCMC under the guidance of the investigation committee. FY2022: “Economic Sanctions Law,” “Data Privacy” – We have established the following basic policies to prevent
approximately 130,000 in attendance cartels, collusive bidding, and other such violations:
If Panasonic becomes aware of any serious violation of
FY2023: Approximately 150,000 employees have taken • Contact with competitors is allowed only in cases in
laws or corporate regulations, we will cease the violation
the Code of Ethics & Compliance course. (We which it is absolutely necessary, and it is subject to prior
Policy immediately and, after sufficiently investigating facts and
provide separate offline training for employees
causes, consider countermeasures. We report on such approval.
who cannot take the e-Learning course.)
Responsible Executive and matters to the Board of Directors as necessary and consider • Agreements and exchanges of information with
We also publish a quarterly compliance newsletter for the
Framework countermeasures of the violation swiftly and across the entire
heads of each business division.
competitors regarding prices, quantities, and other
Group. competition-related matters are strictly prohibited.
• Global Hotline operations: As described in the
Internal Communication and • Anyone who encounters behaviors that may give rise to
In the past three years, we had no violations subject to fines, Whistleblowing Systems section above, we immediately
Training sanctions, or disciplinary actions against employees resulting conduct internal investigations when potential violations
suspicions of cartels must make an objection, leave the
room, and file an internal report.
from anti-corruption violations. are identified through hotline reporting, audits, and
Whistleblowing System • We have established a whistleblowing system and an
the like. After confirming the facts surrounding illegal internal leniency system to improve our ability to self-
Performance Evaluation Compliance Programs activities through these internal investigations, Panasonic regulate and conduct appropriate monitoring based on risk
Panasonic Group is carrying out Groupwide compliance immediately addresses the violations while analyzing assessment, thereby maintaining an effective anti-cartel
Compliance Programs programs that implement measures for mitigating risks such their root causes, implementing measures to prevent system.
as competition law violations, bribery, and corruption. In fiscal recurrences, and taking disciplinary actions against
Compliance Risk 2023, we put forward the following initiatives to strengthen relevant parties. Rules Concerning Activity and Relationship with
Assessments our compliance infrastructure worldwide: • Strengthening our investigational function: On July Competitors
• Executive-level participation: Each member of the 1,2019, we updated our Groupwide whistleblowing and In 2008, we established the Rules Concerning Activity and
Ensuring Transparency of management team, consisting of the Group CEO, investigation systems with new global policies: Internal Relationship with Competitors, which apply to all Group
Political Contribution Funds Operating Company Presidents, and the business division Reporting and Investigation Rules, and Rules on Prohibition employees, for the purpose of preventing behaviors that
heads, issued compliance memoranda to employees of Retaliatory Behavior. (For details, see the section on could lead to cartels or bid rigging, or raise suspicion of such
Trade Compliance under their management. Moreover, the Board of Directors Whistleblowing Systems.) activities. These rules include items such as the following:
and other management meetings regularly hear reports • Prohibition of agreements or exchanges of information
Tax Policy ▪Preventing Cartels
on compliance efforts and conduct discussions or regarding product pricing, quantities, performance, or
investigations as necessary. Panasonic Group takes extremely seriously the fact that our specifications that may raise suspicions of cartels or bid
• Compliance awareness and culture: We focused on company has been implicated in multiple international cartel rigging
educating and informing all Global officers and employees incidents. We are working to prevent any further association • Prior approval system under which contact with
about the Code of Ethics & Compliance, revised on April 1, with cartelization activities. We take thorough and detailed care competitors requires the prior approval of the head of the
to re-emphasize compliance. We also included questions to prevent any such involvement, as it would have a variety business group and the person in charge of legal affairs
about compliance awareness and culture in the Awareness of negative impacts on our business. If Panasonic were to • Responses to inappropriate activities
Survey distributed to all employees worldwide. In FY2023, become involved in the creation of a cartel, we would not only • Duty of reporting possible violations
we received approximately 150,000 survey responses. lose the trust of our customers but also be required to pay • Measures taken in response to violations
• Training and awareness building: Panasonic offered huge amounts of penalties and compensation for damages, • Internal leniency system
Groupwide e-Learning on compliance worldwide. and we could lose our designation in public procurement.
FY2021: “Conflict of Interests,” “Accounting Wrongdoing”

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Business Ethics ▪Preventing Bribery and Corruption entertainment, including meals, hospitality, and travel costs, Anti-Bribery/Anti-Corruption. Specifically, we conduct risk
in relation to public officials or business partners. assessment and risk mitigation for new transactions while
In addition to preventing the bribery of public officials,
also conducting periodic risk assessments and reviewing risk
Panasonic Group, has prohibited offering benefits of any Rules on Conflicts of Interest
mitigation measures for existing business partners using a
kind—regardless of whether they occur as entertainment, gifts, Any situation in which directors’ or employees’ personal risk-level-based cycle.
Policy or in any other form—or receiving any personal benefits in any interests or outside activities interfere or appear to interfere,
situation in which these would be in violation of laws or social directly or indirectly, with the interests of Panasonic Group, or A Clean Procurement Declaration was also released
Responsible Executive and ethics. To strengthen the global prevention of bribery and influence or appear to influence, in any way, the directors’ or in 2004 in procurement divisions. Its aim is to build
Framework corruption, on July 1, 2019, Panasonic adopted the following employees’ business decisions, actions, objectivity, loyalty, or healthy relationships with business partners to make
four global regulations that now apply to all Panasonic Group ability to perform their jobs are defined as “conflicts of interest” sure transactions are fair. Panasonic then conducts its
Internal Communication and employees and executives. in these rules. In addition to the rules regarding prevention, procurement following its Declaration. For more details, refer
Training identification, management, and correction, the rules also offer to the chapter “Responsible Supply Chain” (P102).
Global Anti-Bribery / Anti-Corruption Policy
specific examples of actual or potential conduct that may Panasonic Group has established the “Guidelines for Anti-
Whistleblowing System Adopted to effectively prevent, discover, investigate, and create conflicts of interest. Bribery and Anti-Corruption (For Business Partners)” that
correct acts of actual corruption or acts deemed to be
Performance Evaluation corrupt with regard to the bribery of public officials and Furthermore, to reduce the risk of indirect bribery and corrupt Panasonic Group’s business partners are required to
practices, we have introduced a risk due diligence tool and follow, with regard to compliance with anti-corruption laws,
corruption related to business partners.
Compliance Programs risk screening process we use for transactions with sales which prevent bribery, corruption, or other improprieties in
Specifically, the Policy defines and prohibits facilitation intermediaries and outsourcing partners in accordance with connection with Panasonic Group business.
Compliance Risk payments and acts considered to be bribery or corruption Rules on Third-Party Intermediary Risk Management for
Assessments in connection with political contributions, donations, or
sponsorships; lobbying; hiring and recruitment; and mergers,
Ensuring Transparency of acquisitions, and joint ventures. The Policy also specifies For Business Partners <Regarding Anti-Bribery and Anti-Corruption>
Political Contribution Funds procedures for preventing bribery and corruption. Panasonic Group is committed to preventing bribery and corruption in its global operations. (For details, refer to “Preventing
Bribery and Corruption” above.)
Trade Compliance Rules on Third-Party Intermediary Risk Management
for Anti-Bribery / Anti- Corruption Panasonic Group has established the “Guidelines for Anti-Bribery and Anti-Corruption (For Business Partners),” which explain
Tax Policy These rules are meant to mitigate the risks of bribery and
Panasonic Group’s expectation that business partners will comply with all anti-corruption laws and will not engage in bribery,
corruption, or other improprieties in connection with Panasonic Group’s business.
other forms of corruption regarding sales intermediaries or
administrative service providers, and to prevent, discover, The cooperation of Panasonic Group’s business partners is essential to the success of Panasonic’s compliance with anti-corruption
investigate, and correct actual or potential problems related laws. We ask that all our business partners take the time to thoroughly understand these Guidelines and put them into practice.
to these risks. They define the basic rules for screening these PDF “Guidelines for Anti-Bribery and Anti-Corruption (For Business Partners)” – JAPANESE (PDF file)
business partners. https://holdings.panasonic/jp/corporate/sustainability/pdf/Guideline%20of%20Anti-bribery%20and%20Anti-Corruption_jp.pdf
Rules on Gifts and Hospitality for Anti-Bribery / PDF “Guidelines for Anti-Bribery and Anti-Corruption (For Business Partners)” – ENGLISH (PDF file)
Anti-Corruption https://holdings.panasonic/jp/corporate/sustainability/pdf/Guideline%20of%20Anti-bribery%20and%20Anti-Corruption_en.pdf
PDF “Guidelines for Anti-Bribery and Anti-Corruption (For Business Partners)” – CHINESE (PDF file)
These rules describe prohibited conduct and specific
https://holdings.panasonic/jp/corporate/sustainability/pdf/Guideline%20of%20Anti-bribery%20and%20Anti-Corruption_cn.pdf
procedures to prevent the risks of bribery and corruption.
These risks involve the provision or receipt of gifts or

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Business Ethics Compliance Risk Assessments As a general rule, we encourage the development of Panasonic North America takes part in the Customs-Trade
public policy through industry associations. For lobbying in Partnership Against Terrorism (C-TPAT), while we actively
The Panasonic Group annually selects business sites for
connection with policy recommendations, our Global Anti- promote participation in the AEO framework in China.
compliance audits based on bribery and corruption risks.
Bribery / Anti-Corruption Policy defines lobbying and requires
For any business sites where we anticipate having higher compliance with relevant laws and regulations, and ensures Tax Policy
Policy risks, such as those doing business in countries or regions fairness and transparency by requiring that specific lobbying The Group contributes to the development of society and the
where the Corruption Perceptions Index—published annually activities must not be reasonably perceived as inappropriate,
Responsible Executive and resolution of issues through its business activities by paying
by Transparency International, an international NGO—is unethical, or corrupt. its fair share of taxes in communities where we operate and
Framework
low, our Compliance Auditing divisions conduct audits on a in accordance with the tax laws of each country and other
Internal Communication and rotating basis. Trade Compliance tax guidelines published by international organizations such
The Group has also stipulated global trade compliance rules as the OECD. See below for details.
Training Ensuring Transparency of Political in the Code of Ethics & Compliance. We also have Rules WEB Panasonic Group Tax Policy
Whistleblowing System Contribution Funds on Global Trade Restrictions & Sanction Law Compliance https://holdings.panasonic/global/corporate/sustainability/
to ensure compliance with each country’s trade-related governance/fair-practices/tax_policy.html
Panasonic Group makes political donations as a part of
Performance Evaluation its corporate social responsibilities. It abides by the Japan regulations, including security export controls and sanctions
Business Federation’s policy which states that: “Costs laws. Moreover, we set standards meant to help us maintain
Compliance Programs and improve corporate value through the fulfillment of our
commensurate with the task are essential to properly
social responsibility by respecting and following not only
Compliance Risk maintaining democratic politics. Political donations
laws but also business ethics in our execution of logistics
by companies are a crucial part of companies’ social
Assessments work in the Logistics Operating Standards and Customs Law
responsibilities.”
Compliance Standards. Through these efforts, we ensure
Ensuring Transparency of When making donations, we comply with the Political Funds trade compliance, including adherence to import/export
Political Contribution Funds Control Act and all other relevant legislation, as well as regulations and trade-related laws and regulations in all
strict internal rules including the abovementioned global countries.
Trade Compliance Groupwide rules for preventing bribery and corruption and
prohibits any conduct that could lead to suspicion of bribery In Japan, the Authorized Economic Operator (AEO) system
Tax Policy on the part of public employees or that amount to corrupt provides simpler, expedited customs procedures for business
practices. We also have regulations in place concerning operators that have established cargo security management
political contributions, including the reporting and confirming and legal compliance frameworks. Panasonic Operational
by multiple responsible executives, such as the executive Excellence Co., Ltd. has received customs administration
officers in charge of Government and External Relations, certification as “Authorized Exporter” in the AEO system. We
Accounting(CFO), and HR & GA(CHRO), and obtaining strive to ensure the safety of our international logistics by
agreement and approval. selecting companies that provide physical, personnel, and
information security, not only for our own operations but also
Political donations in FY2022: JPY 28.5 million (one for those of our contractors.
donation in Japan)
At a global level, we promote our participation in AEO
* The amount of the one FY2023 political donation in Japan will be
disclosed by the Ministry of Internal Affairs and Communications frameworks in all regions. For instance, our US subsidiary
(Japan) in November 2023.

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Cyber Security and Data Protection Cyber Security

Recently, cyberattacks have become increasingly sophisticated and
creative, raising the risk of large-scale incidents and damage, including
targeting our business partners and supply chains. Simultaneously,
Cyber Security companies must deploy enterprise cyber security measures, as society
demands responsibility for addressing security incidents.
Data Protection
▪Policy
Panasonic Group promotes Groupwide cyber security measures to
protect data and personal information entrusted to us by clients from
cyberattacks and ensure stable operations in our information systems,
facilities, and the products and services we provide to customers.
Specifically, we established the Panasonic Group Cyber Security

Operational Rules that apply across the Group alongside other
guidelines all employees must follow involving information security,
manufacturing system security, and product security. We also
regularly evaluate and review these initiatives.
▪Responsible Executive and Framework

The executive officer responsible for cyber security is the Group
Chief Information Officer (Group CIO). The Group Chief Technology
Officer (Group CTO) is responsible for manufacturing system and
product security. (as of August 2023)
Panasonic Holdings Corporation (PHD) established the Cyber

Security Supervisory Office, headed by the Group CIO, to oversee
the three aspects of information, manufacturing system, and product
security, accelerate and focus cyberattack countermeasures, and
promote cyber hygiene (prevention under normal conditions) and
cyber resilience (response and recovery during incidents).
Furthermore, PHD and our Group companies appoint managers in

charge of information security, manufacturing system security, and
product security. All Group companies promote security strategies
for all functions based on PHD’s basic policy and Groupwide
regulations.

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Cyber Security and

Data Protection ▪Major Initiatives ▪Policy
Information Security Earning the trust and satisfaction of our customers with our products and services is at the
To mitigate stoppages, unauthorized operation, content falsification, and other damage to the core of our management philosophy. In line with this goal, we recognize that the information
Group’s internal systems, internal and external web services, and other IT systems, Panasonic and personal information we receive from our customers and other stakeholders are significant
Cyber Security takes a multifaceted approach to ensure that our IT systems maintain stable operations. We build assets to everyone involved and valuable management resources to Panasonic. Therefore, we
and update systems following our security policies, conduct periodic vulnerability assessments, believe we must adequately protect and handle this information. Additionally, to comply with
Data Protection and provide IT system managers at Group companies with thorough strategies to follow through the EU General Data Protection Regulation (GDPR), and other laws in various countries, we
periodic committee meetings and other means. have prepared response manuals and are strengthening our efforts to ensure compliance and
accountability to society through employee education and other measures.
Manufacturing System Security
Therefore, based on the Panasonic Group Code of Ethics & Compliance, which includes
Panasonic established guidelines for breach prevention, anomaly detection, and incident information security policies, management rules and guidelines related to information security,
response covering defense against cyberattacks on its factories. We review these guidelines on and the Basic Information Security Policy and Personal Information Protection Policy established
an ongoing basis. All of Panasonic’s sites worldwide defend against cyberattack risks following by each Group company, we strive to ensure security and protect personal information. By
these guidelines. We also conduct response training for plant personnel on the assumption that implementing organizational, technical, and physical security management measures, we
security incidents will occur to help raise awareness. accurately record information; properly manage, use, and dispose of it; and prevent its theft,
leakage, and falsification. Additionally, we periodically conduct awareness building activities as
Product Security
part of our employee training, and evaluate how we handle information, review it, and implement
As consumers use various software-driven products through convenient network connections,
improvement through internal audits.
we must ensure product security to prevent harm from attacks initiated by malicious third
parties who aim to leak or alter data or cause device malfunction. Panasonic establishes We also take necessary and appropriate measures, including thorough management and
internal systems and rules, including guidelines for promoting security-conscious development. contract execution, to ensure that contractors properly manage security for the information we
It regularly reviews these systems and rules to ensure customer peace of mind when using provide to them.
products. We also promote research and development in AI-based anomaly detection WEB Panasonic Group Code of Ethics & Compliance
“Protecting and using our company assets (Information Security)”, “Respecting individuals’ privacy”
technology to prevent harm from cyberattacks. Moreover, there are training to provide
https://holdings.panasonic/global/corporate/about/code-of-conduct.html
employees skills necessary to ensure product security such as, risk analysis and secure
WEB Basic Information Security Policy (an example of Panasonic Holdings Corporation)
coding, etc. https://holdings.panasonic/global/security-policy.html
Data Protection ▪Responsible Executive and Framework

In the course of business, companies may handle their business partners’ data assets and The executive officer in charge of information security and protection of personal information is
customers’ personal information. Improper management of such data may harm stakeholders, Group Chief Information Officer (Group CIO) (as of August 2023).
including information theft, leakage, and falsification. Panasonic Group is well aware of the Panasonic Group has established responsible person in charge of information security and
importance of protecting personal information and other data entrusted by its business partners personal information protection in PHD and each Operating Company, and each Operating
and customers through joint research, customer service, and marketing. Thus, we strive to Company promotes information security initiatives in line with the Basic Information Security
ensure information security Groupwide to prevent data leaks and data tampering. Policy, established by PHD.
WEB List of ISO27001 certified companies in Panasonic Group in Japan
https://holdings.panasonic/global/corporate/sustainability/governance/security/iso27001.html

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Cyber Security and

Data Protection ▪Personal Information Protection and Compliance
In recent years, many countries have enacted or revised personal information protection laws
and regulations. We recognize the importance of thorough compliance with personal information
protection.
Cyber Security As our IoT business grows, its employees are increasingly likely to handle customer lifelogs
and other personal information worldwide. Therefore, Panasonic is striving to improve its data
Data Protection management to provide a higher level of privacy protection.
Additionally, to comply with the EU General Data Protection Regulation (GDPR), and other laws
in various countries, we have prepared response manuals and are strengthening our efforts
to ensure compliance and accountability to society through employee education and other
measures.
Panasonic Group strives to protect personal information based on the Personal Information
Protection Policy established by each Group company, which mirrors PHD’s policies.
Ex.) Panasonic Holdings Corporation

WEB Panasonic Information Protection Policy
https://holdings.panasonic/global/privacy-policy.html
WEB Public information and requests for disclosure of personal information based on the “Personal
Information Protection Law”. (Japanese only)
https://holdings.panasonic/jp/privacy-policy/public-announcement.html
▪Responding to Incidents
Panasonic has established reporting and response systems in its incident response rules and
thoroughly trains employees to minimize harm during an incident. In the unlikely event of an
incident, we also work to uncover the cause and prevent recurrence.
▪Training
At Panasonic, we conduct appropriate information management training and targeted attack
drills for all employees to raise their awareness and knowledge so they can manage information
properly. We provide information security training according to each employee’s needs, including
training by organizational level (upon beginning employment, when promoted, and so on) and
training for those who directly handle personal information and other information with which the
company has been entrusted.
FY2023 Groupwide training achievements

⃝ Training content: Enforcing information security and personal information protection
⃝ Target trainees: All employees of Panasonic Group subsidiary and affiliated companies

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Basics External Recognition
Evaluation and certification by major certifying organizations

Indices marked with an asterisk ( * ) were adopted by the Government Pension Investment Fund (GPIF) to promote ESG investment.
About the Sustainability
Data Book 2023
FTSE4Good Index Series GPIF S&P/JPX Carbon Efficient Index*
Sustainability Data Book Panasonic Holdings Corporation has again been Panasonic Holdings Corporation has been a constituent of S&P/JPX Carbon Efficient
2023 Contents selected for the FTSE4Good Index Series, one of the Index, one of the environmental stock indices of the world’s largest pension fund, the
world’s leading ESG indices. The index was created Government Panasonic Group Investment Fund (GPIF) since 2018.
Corporate Profile by FTSE Russell a part of London Stock Exchange
Group in 2001, and the company has been included
CDP 2022
Our Approach to for 23 consecutive years since its launch.
The results of the iteration of a survey by the U.K.-
Sustainability Management And Panasonic has become a constituent of the FTSE Blossom Japan Index* since July 2017 based non-profit organization CDP (formerly the Carbon
when FTSE launched it. Disclosure Project) which evaluates companies around
The Promotion of WEB FTSE website http://www.ftse.com/products/indices/FTSE4Good the world in regard to measures against climate change
Sustainability Management and information disclosure were announced in December
2022. Panasonic Holdings Corporation received the second
External Recognition MSCI ESG Indexes
highest rating of “A” out of the eight grades in recognition of its efforts for climate change
As of 2022, Panasonic Holdings Corporation
such as reducing CO2 emissions and setting medium- to long-term targets, and its information
Independent Assurance received an MSCI ESG Rating of AA.
disclosure.
The MSCI ESG Leaders Indexes is one of the
GRI Standard Contents world’s leading indexes selected by MSCI Inc. Eco Vadis
Index of the United States, and Panasonic Holdings
In 2022, Panasonic Holdings Corporation received a rating of AA (on a scale of AAA-CCC)
in the MSCI ESG Ratings assessment.
Every year, we receive a rating from EcoVadis, an organization that assesses the sustainability
Corporation has been a constituent member for of 75,000 suppliers worldwide on behalf of their client companies.
13 consecutive years. In addition to the above,
it has been a constituent member of the MSCI
Japan ESG Select Leaders Index* since its
inception in July 2017.
WEB MSCI website https://www.msci.com/esg-indexes
The inclusion of Panasonic Holdings Corporation in any MSCI index, and the use of MSCI
logos, trademarks, service marks or index names herein, do not constitute a sponsorship,
endorsement or promotion of Panasonic Holdings Corporation by MSCI or any of its
affiliates. The MSCI indexes are the exclusive property of MSCI. MSCI and The MSCI index
names and logos are trademarks or service marks of MSCI or its affiliates.

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Basics Fiscal 2023 External Awards in Environmental Fields

Panasonic received various awards as results of environmental activities implemented by whole Panasonic group in Fiscal 2023, following the previous year.
Major External Awards in Environmental Fields (Fiscal 2023)

Category Presenters and awards Award title Recipient companies and details URL
About the Sustainability Japan: The Energy Conservation Center, Japan Heating and Ventilation A/C Company, Panasonic Corporation WEB https://news.panasonic.com/jp/topics/204984?_gl=1*1fuwg5w*_ga*MjExMDM4MDM4
Prize of the Chairman of ECCJ , Product/
Data Book 2023 (ECCJ)
Energy Conservation Grand Prize 2022
Business Model category
Eolia 23LX Series, ‘New Breathing Air conditioner’ to make Healthy Space for both
people and the environment.
NS4xNjg2NjE2NTQz*_ga_K78QDTE73S*MTY4NzI1NzQzNy4xNS4xLjE2ODcyNTgzNzY
uNjAuMC4w&_ga=2.11385844.1176308736.1687234591-2110380385.1686616543
Living Appliances and Solutions Company, Panasonic Corporation
Sustainability Data Book Japan: The Japan Electrical Manufacturers’
Association (JEMA) Home Electrical Appliances category
Countertop dish washer/dryer with ’a lift-up open door’ that has achieved ultimate
space-saving with the thinnest depth in the industry.
https://www.jema-net.or.jp/Japanese/info/news/pdf/20221012_gaiyo.pdf
2023 Contents
PDF
The 72nd (Fiscal 2023) Electrical Industrial Technology Incentive Award Panasonic Ecology Systems Co., Ltd.
Achievement Awards Residential heat exchange system with heat exchange unit and air purifier embedded in
ceiling that operate in conjunction with each other.
Corporate Profile Japan: Japan Gas Association 2022 Technology

Award
Gas Technology category Technology
Award
Panasonic Corporation and others
Development of home smart meter
PDF https://www.gas.or.jp/pdf/gijutsu/TechnologyAward20230411.pdf
Panasonic Corporation WEB https://www.g-mark.org/gallery/winners/9745?companies=54d6b6d9-ddac-

Good Design Award, Best 100
Our Approach to Hot-Water and Heating system with Heat Pump K & L Series 48a4-b1fb-7f12fe30dfa2&years=2022
Sustainability Management https://www.g-mark.org/gallery/winners/10714?companies=54d6b6d9-

Japan: Japan Institute of Design Promotion 2022 Electric Works Company, Panasonic Corporation WEB
Good Design Award LED Ceiling Lights ddac-48a4-b1fb-7f12fe30dfa2&years=2022
Good Design Award
Panasonic Corporation WEB https://www.g-mark.org/gallery/winners/10985?companies=54d6b6d9-
The Promotion of Eolia application ddac-48a4-b1fb-7f12fe30dfa2&years=2022
Japan: New Energy and Industrial Technology
Sustainability Management Development Organization (NEDO)
Excellent Business Award
Panasonic Holdings Corporation
Development of energy-saving technology in production process by practical use of WEB https://www.nedo.go.jp/news/press/AA5_101607.html
2022 NEDO Energy Conservation Technology
nano soldering
Development Awards
External Recognition Electrical Science and Technology
Encouragement Award and (Ministry of
Manufacturing Innovation Division, Panasonic Holdings Corporation; Panasonic System
Products & Networks R&D Lab. Co., Ltd.; and others WEB http://shoureikai.or.jp/awards/
Services Japan: The Promotion Foundation for Electrical Education, Culture, Sports, Science and
Development and practical use of wireless power transmission system for 920 MHz band
Technology (MEXT) Minister’s Award
Independent Assurance Science and Engineering The 70th Electrical Science
and Technology Encouragement Awards Manufacturing Innovation Division, Panasonic Holdings Corporation
Electrical Science and Technology
Statement by LRQA Limited Encouragement Award
Development of manufacturing technology of low-resistant and high-quality GaN single
crystal wafer
WEB https://holdings.panasonic/jp/corporate/technology/awards/list/2022/70th_ohm.html
Manufacturing Innovation Division, Panasonic Holdings Corporation; Panasonic Energy

Japan Patent Attorneys Association
GRI Standard Contents Co., Ltd.; and others http://koueki.jiii.or.jp/hyosho/chihatsu/R4/jusho_kinki/detail/benrishi1.html
WEB
Japan: Japan Institute of Invention and Innovation President’s Award
Cellulose fiber composite resin molding
2022 Commendations for Inventions in Kinki Region
Index Osaka Institute of Invention and Innovation Heating & Ventilation A/C Company, Panasonic Corporation
Chairman’s Award Energy-efficient water heating system for own household use, generated by solar power.
WEB http://koueki.jiii.or.jp/hyosho/chihatsu/R4/jusho_kinki/index.html
Manufacturing Innovation Division, Panasonic Holdings Corporation; and Electric Works

Japan: SANKEI SHIMBUN CO., LTD.
Company, Panasonic Corporation
The 35th (2022) Advanced Technology Awards – Special Award
Development of outdoor lighting equipment with measures against light pollution using
PDF https://www.sankei-award.jp/sentan/jusyou/2022/09panel.pdf
Developing originality
narrow flux distribution and highly efficient optical technology.
Japan: Optics Design Group of the Optical Society of
Japan Optical Design Excellence Award WEB http://www.opticsdesign.gr.jp/hikari_25th-1.html
The 25th (2022) Optical Design Award
Manufacturing Innovation Division, Panasonic Holdings Corporation; and Electric Works
China, Japan and South Korea: 13th (2022) Asia Company, Panasonic Corporation
Lighting Conference (ALC)
Innovation Product Award
Development of outdoor lighting equipment with measures against light pollution using
WEB http://alc.dongchezhineng.com/paper.php?id=14
narrow flux distribution and highly efficient optical technology.
Japan: The Illuminating Engineering Institute of Japan
The 20th (2022) Lighting Technology Development Lighting Technology Development Award WEB https://www.ieij.or.jp/award/gijutukaihatu_his.html
Award
Panasonic Industry Co., Ltd.
Japan: Ichimura Foundation for New Technology
54th Ichimura Industrial Awards
Contribution Award Development of EV-use high-voltage DC relay, using capsule technology to seal by WEB https://www.sgkz.or.jp/prize/industry/54/document_06.html
hydrogen.
Panasonic Corporation; and others
Response and contribution to the new Top Runner Program under the Energy Efficiency
Production Japan Electrical Manufacturers’ Association (JEMA) Committee activities
Activities The 71st (2022) JEMA Technical Achievement Award Grand Award
Act. PDF https://www.jema-net.or.jp/Japanese/info/news/pdf/20221012_gaiyo.pdf
Room Air Conditioner Technical Expert Committee, Working Group on Standards for
Performance of Room Air Conditioners

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Basics Independent Assurance Statement by

LRQA Limited

Data Book 2023 LRQA Independent Assurance Statement
Relating to Panasonic Group’s Environmental Data within its
Sustainability Data Book Sustainability Data Book 2023 for the fiscal year 2022
2023 Contents
This Assurance Statement has been prepared for Panasonic Holdings Corporation in accordance with our contract.
Corporate Profile Terms of Engagement

LRQA Limited (“LRQA”) was commissioned by Panasonic Holdings Corporation (“the Company”) to provide
independent assurance on its environmental data within its Sustainability Data Book 2023 (“the report”) for the fiscal
Our Approach to year 2022 (from 1 April 2022 to 31 March 2023) against the assurance criteria below to a limited level of assurance and
materiality of the professional judgement of the verifier using ISAE 3000 (Revised) and ISO 14064-3:2019 for
Sustainability Management greenhouse gas (GHG) emissions.

Our assurance engagement covered the Company’s operations and activities relating the Company and its
consolidated subsidiaries in Japan and overseas 1, and specifically the following requirements:
The Promotion of • Verifying conformance with the Company’s reporting methodologies for the selected datasets:
• Evaluating the accuracy and reliability of data for only the selected indicators listed below: 2 3
Sustainability Management • CO2 emissions in Business activities (tCO2e)
• GHG emissions other than CO2 from energy use (tCO2e)
• Scope 1 GHG emissions (including the breakdown of the GHGs) (tCO2e)
• Scope 2 GHG emissions (including the breakdown of the GHGs) (tCO2e)
External Recognition • CO2 emissions for logistics (tCO2e) 4
• Scope 3 GHG emissions Category.11 (Use of sold products) (tCO2e)
• Amount of renewable energy consumption in Business activities (GWh) 5
Independent Assurance • Energy consumption in Business activity (GWh)
• Amount of Total Wastes and revenue-generating waste (Tonnes)
Statement by LRQA Limited • Water consumption (m3)
• Release / Transfer of Substances Requiring Management (Total) (Tonnes) 6
• Zeroization of CO2 emissions (31 plants) 7
GRI Standard Contents • Avoided CO2 emissions to Society (tCO2e)
Index 1
Energy consumption in Business activities, Energy-oriented CO2 emissions among Scope 1 GHG emissions, Scope 2 GHG emissions cover
227manufacturing sites and 72 non-manufacturing sites, and GHG emissions other than CO2 from energy use, Amount of Total Wastes and revenue-
generating waste, Water consumption, Release / Transfer of Substances Requiring Management (Total) cover 227 manufacturing sites in the
Company and its consolidated subsidiaries in Japan and overseas. CO2 emissions in Business activities means the sum of Scope1 and Scope2 GHG
emissions.
2
LRQA undertook a limited assurance engagement of the environmental data marked with “✓” within Sustainability Data Book 2023.
3
GHG quantification is subject to inherent uncertainty.
4
Only the logistics in Japan is covered.
5
These are the results for the entire Panasonic Group, including non-manufacturing sites.
6
Some consolidated subsidiaries that don’t have data collection and aggregation systems in place are not in the scope.
7
The scope is 33 plants at 31 location which are PANASONIC ECO TECHNOLOGY CENTER CO.,LTD. (PETEC), PANASONIC ENERGY (WUXI) CO.,LTD. (PECW),
PANASONIC ENERGY (SUZHOU) CO.,LTD. (PECSZ), PANASONIC MANUFACTURING(BEIJING) CO.,LTD. (PMFBJ), PANASONIC ENERGY (THAILAND)
CO.,LTD. (PECTH), PANASONIC DO BRASIL LTD (PANABRAS) (includes 3 factories (San Jose, Extrema, Manaus)), PANASONIC CENTROAMERICANA S.A.
(PCA), PANASONIC CENTER TOKYO (PC TOKYO), PANASONIC AUTOMOTIVE SYSTEMS CO.,LTD. (MATSUMOTO AREA) (PAS MATSUMOTO), PANASONIC
AUTOMOTIVE SYSTEMS CO.,LTD (TSURUGA AREA) (PAS TSURUGA), PANASONIC AUTOMOTIVE SYSTEMS CO.,LTD (SHIRAKAWA AREA) (PAS SHIRAKAWA),
PANASONIC AUTOMOTIVE SYSTEMS CO.,LTD (YOKOHAMA BUILDING) (PAS YOKOHAMA), PANASONIC ENERGY CO.,LTD. (SUMOTO) (PEC SUMOTO),
PANASONIC ENERGY HIGASHIURA CO.,LTD. (PEC HIGASHIURA), PANASONIC ENERGY NANDAN CO.,LTD. (PEC NANDAN), PANASONIC ELECTRONIC
DEVICES(JIANGMEN)CO., LTD. (PEDJM), PANASONIC INDUSTRIAL DEVICES (TIANJIN) CO.,LTD. (PIDTJ), PANASONIC INDUSTRIAL DEVICES MATERIALS
(GUANGZHOU) CO.,LTD. (PIDMGZ), PANASONIC INDUSTRIAL DEVICES SUNX (SUZHOU) CO., LTD. (PIDSXSZ), PANASONIC AUTOMOTIVE SYSTEMS
DALIAN CO.,LTD. (PASDL), PANASONIC AUTOMOTIVE SYSTEMS (SUZHOU) CO.,LTD. (PASSZ), PANASONIC AUTOMOTIVE SYSTEMS ASIA PACIFIC CO.,LTD.
(PASAP), PANASONIC AUTOMOTIVE SYSTEMS MALAYSIA SDN.BHD. (PASMY), PANASONIC ENERGY INDIA CO.,LTD. (PECIN), PANASONIC AUTOMOTIVE
SYSTEMS MONTERREY MEXICO S.A. (PASMT), PANASONIC AUTOMOTIVE SYSTEMS DE MEXICO S.A.DE C.V. (PASMX), PANASONIC AUTOMOTIVE SYSTEMS
REYNOSA MEXICO S.A. D (PASRY), PANASONIC ENERGY MEXICO,S.A. DE. C.V. (PEMX), PANASONIC AUTOMOTIVE SYSTEMS CZECH,S.R.O. (PASCZ).
Page 1 of 3

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Basics

Data Book 2023 LRQA’s responsibility is only to the Company. LRQA disclaims any liability or responsibility to others as explained in
LRQA ensures the selection of appropriately qualified individuals based on their qualifications, training and
experience. The outcome of all verification and certification assessments is then internally reviewed by senior
the end footnote. The Company’s responsibility is for collecting, aggregating, analysing and presenting all the data management to ensure that the approach applied is rigorous and transparent.
and information within the report and for maintaining effective internal controls over the systems from which the
Sustainability Data Book report is derived. Ultimately, the report has been approved by, and remains the responsibility of the Company. LRQA is the Company’s certification body for ISO 9001, ISO14001, IATF16949 and AS9100. These certification services
2023 Contents LRQA’s Opinion

do not compromise LRQA’s independence or impartiality with respect to the assurance services that LRQA provides
to the Company.
Based on LRQA’s approach nothing has come to our attention that would cause us to believe that the Company has
not, in all material respects: Signed Dated: 22 July 2023
Corporate Profile • Met the requirements of the criteria listed above
• Disclosed accurate and reliable environmental data
The opinion expressed is formed on the basis of a limited level of assurance8 and at the materiality of the professional
Our Approach to judgement of the verifier. Ichiro Ueno
LRQA Lead Verifier
Sustainability Management LRQA’s Approach
LRQA’s assurance engagements are carried out in accordance with ISAE 3000 (Revised) and ISO 14064-3:2019 for GHG
On behalf of LRQA Limited
10th Floor, Queen's Tower A, 2-3-1 Minatomirai, Nishi-ku, Yokohama, JAPAN
emissions. The following tasks were undertaken as part of the evidence gathering process for this assurance
The Promotion of engagement:

• Auditing the Company’s data management systems to confirm that there were no significant errors, omissions
LRQA reference: YKA00001141
Sustainability Management or misstatements in the report. We did this by reviewing the effectiveness of data handling procedures,
instructions and systems, including those for internal verification.
LRQA, its affiliates and subsidiaries, and their respective officers, employees or agents are, individually and collectively, referred to in this clause
as 'LRQA'. LRQA assumes no responsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on the
• Interviewing with those key people responsible for compiling the data and drafting the report. information or advice in this document or howsoever provided, unless that person has signed a contract with the relevant LRQA entity for the
provision of this information or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that
• Sampling datasets and traced activity data back to aggregated levels;
External Recognition • Verifying the historical environmental data and records for the fiscal year 2022; and
contract.
The English version of this Assurance Statement is the only valid version. LRQA assumes no responsibility for versions translated into other
• Visiting PANASONIC ENERGY NANDAN CO.,LTD. and Panasonic Ecology Systems Guangdong Co., Ltd. to confirm languages.
the data collection processes, record management practices, and to physically check the main facilities in the
Independent Assurance scope of the site.
• In order to achieve practically zero CO2 emissions, verified that each site has achieved full renewable energy use
This Assurance Statement is only valid when published with the report to which it refers. It may only be reproduced in its entirety.
Copyright © LRQA, 2023.

Statement by LRQA Limited through the use of renewable energy contracts or non-fossil certificates for electricity, and each site has
achieved carbon neutrality by using available carbon credits for carbon offset. 9
GRI Standard Contents Observations

It is expected the company to actively seek opportunities for further improvement through the information from sites
Index and other means to ensure efficient and accurate aggregation and calculation of environmental data.
LRQA’s Standards, Competence and Independence

LRQA implements and maintains a comprehensive management system that meets accreditation requirements for
ISO 14065 Greenhouse gases – Requirements for greenhouse gas validation and verification bodies for use in
accreditation or other forms of recognition and ISO/IEC 17021-1 Conformity assessment – Requirements for bodies
providing audit and certification of management systems – Part1: Requirements that are at least as demanding as the
requirements of the International Standard on Quality Control 1 and comply with the Code of Ethics for Professional
Accountants issued by the International Ethics Standards Board for Accountants.
8
The extent of evidence-gathering for a limited assurance engagement is less than for a reasonable assurance engagement. Limited assurance
engagements focus on aggregated data rather than physically checking source data at sites. Consequently, the level of assurance obtained in a
limited assurance engagement is lower than the assurance that would have been obtained had a reasonable assurance engagement been
performed.
9
The Company's total GHG emissions are offset by the carbon credit. While LRQA confirmed that these offset credits have been obtained by the
Company and offset appropriately, but LRQA has not taken any action against the provider of these carbon credits and expresses no opinion as to
whether the offset credits will result in a reduction in CO2.
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Basics GRI Standard Contents Index

Our sustainability reporting refers to the Global Reporting Initiative (GRI) Standards.
GRI requirements Our disclosure GRI requirements Our disclosure

About the Sustainability Universal Standards Security Report
2-19 Remuneration policies https://holdings.panasonic/global/corporate/investors/pdf/AnnualSecuritiesReport2023.pdf
Data Book 2023
PDF
Sustainability Data Book> Employee Well-being (P.80)

1. The organization and its reporting practices
Security Report
About Panasonic Group Process to determine
Sustainability Data Book 2-20 PDF https://holdings.panasonic/global/corporate/investors/pdf/AnnualSecuritiesReport2023.pdf
2-1 Organizational details WEB https://holdings.panasonic/global/corporate/about.html remuneration
Sustainability Data Book> Corporate Profile (P.3)
2023 Contents Entities included in the
2-21 Annual total compensation ratio ー
2-2 organization’s sustainability Sustainability Data Book> About the Sustainability Data Book 2023 (P.1)
reporting
4. Strategy, policies and practices
Corporate Profile 2-3
Reporting period, frequency and Sustainability Data Book> About the Sustainability Data Book 2023 (P.1) Statement on sustainable
About Panasonic Group> Group CEO’s Message
https://holdings.panasonic/global/corporate/about/message.html
contact point Sustainability Data Book> Back cover 2-22 WEB
development strategy
Sustainability Data Book> Our Approach to Sustainability Management (P.4)
Our Approach to 2-4 Restatements of information ー
2-23 Policy commitments
Sustainability Data Book> Our Approach to Sustainability Management (P.4)
Sustainability Management 2-5 External assurance Sustainability Data Book> Independent Assurance Statement by LRQA Limited (P.147-148) Sustainability Data Book> Policies on each theme in each chapter
Sustainability Data Book> The Promotion of Sustainability Management (P.5)
2. Activities and workers 2-24 Embedding policy commitments
Sustainability Data Book> Policies on each theme in each chapter
The Promotion of 2-6

Activities, value chain and other
business relationships
Sustainability Data Book> Responsible Supply Chain (P.102) 2-25
Processes to remediate
negative impacts
Sustainability Data Book> Business Ethics (P.137)
Also reported in each chapter
Sustainability Management 2-7 Employees Sustainability Data Book> Employee Well-being> Human Resources Data (P.100)
2-26
Mechanisms for seeking advice Sustainability Data Book> The Promotion of Sustainability Management (P.5)
and raising concerns Sustainability Data Book> Business Ethics> Whistleblowing System (P.138)
2-8 Workers who are not employees Sustainability Data Book> Employee Well-being> Human Resources Data (P.100)
External Recognition 3. Governance 2-27
Compliance with laws and
regulations
Panasonic Group Code of Ethics & Compliance
WEB https://holdings.panasonic/global/corporate/about/code-of-conduct.html
Sustainability Data Book> Business Ethics (P.137)
Governance structure and About Panasonic Group> Panasonic Holdings Corporation> Corporate Governance
Independent Assurance 2-9
composition WEB https://holdings.panasonic/global/corporate/about/group-companies/phd/corporate-governance.html 2-28 Membership associations
Sustainability Data Book> Policies on each theme in each chapter
Statement by LRQA Limited 2-10
Nomination and selection of the
highest governance body
About Panasonic Group> Panasonic Holdings Corporation> Corporate Governance
WEB https://holdings.panasonic/global/corporate/about/group-companies/phd/corporate-governance.html 5. Stakeholder engagement
Chair of the highest governance About Panasonic Group> Panasonic Holdings Corporation> Corporate Governance Approach to stakeholder Sustainability Data Book> The Promotion of Sustainability Management> Promoting Initiatives
2-11 2-29
GRI Standard Contents body https://holdings.panasonic/global/corporate/about/group-companies/phd/corporate-governance.html engagement
WEB
Based on Dialogues with Stakeholders (P.8)
Role of the highest Role of the Collective bargaining Sustainability Data Book> Respect for Human Rights> Major Initiatives> Respect for the
Index 2-12
highest governance body in
overseeing the management of
Sustainability Data Book> The Promotion of Sustainability Management(P.5)
2-30
agreements Freedom of Association and the Right to Collective Bargaining (P.78)
impacts Material Topics
Delegation of responsibility for
2-13 Sustainability Data Book> The Promotion of Sustainability Management (P.5) Process to determine material
managing impacts 3-1 Sustainability Data Book> The Promotion of Sustainability Management> Materiality (P.6)
topics
Role of the highest governance
2-14 Sustainability Data Book> The Promotion of Sustainability Management (P.5) 3-2 List of material topics Sustainability Data Book> The Promotion of Sustainability Management> Materiality (P.6)
body in sustainability reporting
Corporate Governance Report 3-3 Management of material topics Sustainability Data Book (described in each material topic chapter)
2-15 Conflicts of interest PDF https://holdings.panasonic/global/corporate/investors/pdf/cgr.pdf
Communication of critical Sustainability Data Book> Risk Manamgement (P.130)

2-16
concerns Sustainability Data Book> Business Ethics (P.137)
Collective knowledge of the WEB https://holdings.panasonic/global/corporate/about/group-companies/phd/corporate-governance.html
2-17
highest governance body Security Report
PDF https://holdings.panasonic/global/corporate/investors/pdf/AnnualSecuritiesReport2023.pdf
Security Report
Evaluation of the performance https://holdings.panasonic/global/corporate/investors/pdf/AnnualSecuritiesReport2023.pdf
2-18 PDF
of the highest governance body

Intellectual
Property
Community
Risk
Management
Business Ethics
Cyber / Data
Security
Basics GRI requirements Our disclosure GRI requirements Our disclosure
Topic Standards Overview of Environmental Impact and Environmental Accounting

https://holdings.panasonic/global/corporate/sustainability/environment/governance/data.html
Other indirect (Scope 3) GHG WEB
305-3
Anti-corruption emissions Standard for Calculating
PDF https://holdings.panasonic/global/corporate/sustainability/pdf/review_sfc_2023e.pdf
Operations assessed for risks
205-1 Sustainability Data Book> Business Ethics> Compliance Risk Assessment (P.142)
related to corruption Reducing CO2 Emissions in Factories
305-4 GHG emissions intensity
About the Sustainability 205-2
Communication and training
about anti-corruption policies Sustainability Data Book> Business Ethics>Internal Communication and Training (P.138)
WEB https://holdings.panasonic/global/corporate/sustainability/environment/carbon-neutral/site.html
Data Book 2023

Mid-term to Long-term Environmental Vision
and procedures 305-5 Reduction of GHG emissions WEB https://holdings.panasonic/global/corporate/sustainability/environment/vision.html
Confirmed incidents of
205-3 Sustainability Data Book> Business Ethics> Performance Evaluation (P.139) Emissions of ozone-depleting Managed as a substance whose use must be suspended immediately in case it is currently
corruption and actions taken 305-6
Sustainability Data Book Anti-competitive Behavior
substances (ODS)
Nitrogen oxides (NOX), sulfur

used.
2023 Contents 206-1

Legal actions for anti-
competitive behavior, anti-trust, Sustainability Data Book> Business Ethics> Performance Evaluation (P.139)
305-7 oxides (SOX), and other signi
cant air emissions
Management of Chemical Substances at Factories
WEB https://holdings.panasonic/global/corporate/sustainability/environment/chemical.html#factory
and monopoly practices
306: Waste
Corporate Profile 301: Materials
Evolution of Recycling-Oriented Manufacturing
Waste generation and significant
Materials used by weight or 306-1
301-1 ー waste-related impacts WEB https://holdings.panasonic/global/corporate/sustainability/environment/resources/recycling_oriented_manufacturing.html
volume
Our Approach to This information is not calculated given the difficulty in defining main products due to the
Overview of Environmental Impact and Environmental Accounting
Management of significant https://holdings.panasonic/global/corporate/sustainability/environment/governance/data.html
WEB
301-2 Recycled input materials used diversity of business operations. See Evolution of Recycling-Oriented Manufacturing for 306-2
specific initiatives. waste-related impacts Evolution of Recycling-Oriented Manufacturing
WEB https://holdings.panasonic/global/corporate/sustainability/environment/resources/recycling_oriented_manufacturing.html
Reclaimed products and their
301-3 ー Evolution of Recycling-Oriented Manufacturing
The Promotion of packaging materials 306-3 Waste generated WEB https://holdings.panasonic/global/corporate/sustainability/environment/resources/recycling_oriented_manufacturing.html
Sustainability Management 302: Energy Evolution of Recycling-Oriented Manufacturing

WEB https://holdings.panasonic/global/corporate/sustainability/environment/resources/recycling_oriented_manufacturing.html
Overview of Environmental Impact 306-4 Waste diverted from disposal
Energy consumption within the WEB https://holdings.panasonic/global/corporate/sustainability/environment/governance/data.html Standard for Calculating
302-1
External Recognition https://holdings.panasonic/global/corporate/sustainability/pdf/review_sfc_2023e.pdf
PDF
organization Standard for Calculating
PDF https://holdings.panasonic/global/corporate/sustainability/pdf/review_sfc_2023e.pdf Evolution of Recycling-Oriented Manufacturing
306-5 Waste directed to disposal WEB https://holdings.panasonic/global/corporate/sustainability/environment/resources/recycling_oriented_manufacturing.html
Independent Assurance 302-2
Energy consumption outside of
the organization
WEB https://holdings.panasonic/global/corporate/sustainability/environment/governance/data.html
307: Environmental Compliance
Standard for Calculating
Statement by LRQA Limited PDF https://holdings.panasonic/global/corporate/sustainability/pdf/review_sfc_2023e.pdf Environmental Risk Management
Non-compliance with WEB https://holdings.panasonic/global/corporate/sustainability/environment/governance/risk.html
302-3 Energy intensity ー 307-1 environmental laws and Reason for Omission/Explanation
GRI Standard Contents 302-4
Reduction of energy Mid-term to Long-term Environmental Vision
regulations Confidentiality constraints: We do not disclose the total monetary value because we regard it
as a trade secret.
consumption
Index
WEB https://holdings.panasonic/global/corporate/sustainability/environment/vision.html
Reductions in energy 308: Supplier Environmental Assessment

Mid-term to Long-term Environmental Vision
302-5 requirements of products and New suppliers that were
WEB https://holdings.panasonic/global/corporate/sustainability/environment/vision.html
services 308-1 screened using environmental ー
criteria
305: Emissions
Negative environmental impacts Though comprehensive aggregation is not currently conducted, scope of the CSR self-
Overview of Environmental Impact and Environmental Accounting 308-2 in the supply chain and actions assessment checklist has been expanded to cover Asian countries from fiscal 2017 in an
WEB https://holdings.panasonic/global/corporate/sustainability/environment/governance/data.html taken effort to understand environment burden.
Reducing CO2 Emissions in Factories
305-1 Direct (Scope 1) GHG emissions 401: Employment
WEB https://holdings.panasonic/global/corporate/sustainability/environment/carbon-neutral/site.html
Standard for Calculating Sustainability Data Book> Employee Well-being> Human Resources Data (P.101)
PDF https://holdings.panasonic/global/corporate/sustainability/pdf/review_sfc_2023e.pdf New employee hires and
401-1 DEI Website> Panasonic Group’s DEI in Data
employee turnover
Overview of Environmental Impact and Environmental Accounting
WEB https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/fact.html
WEB https://holdings.panasonic/global/corporate/sustainability/environment/governance/data.html Benefits provided to full-time
Energy indirect (Scope 2) GHG Reducing CO2 Emissions in Factories employees that are not provided
305-2 401-2 ー
emissions WEB https://holdings.panasonic/global/corporate/sustainability/environment/carbon-neutral/site.html to temporary or parttime
Standard for Calculating employees
PDF https://holdings.panasonic/global/corporate/sustainability/pdf/review_sfc_2023e.pdf Sustainability Data Book> Employee Well-being> Human Resources Data (P.101)
401-3 Parental leave DEI Website> Panasonic Group’s DEI in Data

Intellectual
Property
Community
Risk
Management
Business Ethics
Cyber / Data
Security
Basics GRI requirements Our disclosure GRI requirements Our disclosure
402: Labor/Management Relations 407: Freedom of Association and Collective Bargaining

Minimum notice periods Operations and suppliers in Sustainability Data Book> Respect for Human Rights>Major Initiatives> Respect for the
402-1 ー
regarding operational changes which the right to freedom
407-1 Freedom of Association and the Right to Collective Bargaining (P.78)
of association and collective
403: Occupational Health and Safety bargaining may be at risk Sustainability Data Book> Responsible Supply Chain> Supply Chain Due Diligence (P.103)
About the Sustainability 403-1

Occupational health and safety
Sustainability Data Book> Employee Well-being> Work in safe, secure and healthy state (P.83) 408: Child Labor
Data Book 2023 management system
Hazard identification, risk
Operations and suppliers at signi Sustainability Data Book> Respect for Human Rights> Major Initiatives>Prohibiting Child
Sustainability Data Book> Employee Well-Work in safe, secure and healthy state> Creating a 408-1 cant risk for incidents of child Labour and Protecting Young Workers (P.76)
403-2 assessment, and incident
safe and secure workplace (P.83) labor Sustainability Data Book> Responsible Supply Chain> Supply Chain Due Diligence (P.103)
Sustainability Data Book investigation
409: Forced or Compulsory Labor
403-3 Occupational health services ー
2023 Contents Worker participation, Operations and suppliers at Sustainability Data Book> Respect for Human Rights> Major Initiatives> Responsible
consultation, Sustainability Data Book> Employee Well-Work in safe, secure and healthy state> Creating a 409-1 significant risk for incidents of recruitment and employment (P.77)
403-4 forced or compulsory labor Sustainability Data Book> Responsible Supply Chain> Supply Chain Due Diligence (P.103)
Corporate Profile and communication on
occupational health and safety
safe and secure workplace (P.83)
412: Human Rights Assessment
Worker training on occupational Sustainability Data Book> Employee Well-Work in safe, secure and healthy state> Creating a
403-5 Operations that have been
Our Approach to health and safety safe and secure workplace> Training (P.86)
412-1 subject to human rights reviews Sustainability Data Book> Respect for Human Rights> Human Rights Due Diligence (P.76)
Sustainability Data Book> Employee Well-Work in safe, secure and healthy state> Promoting or impact assessments
Sustainability Management 403-6 Promotion of worker health
Health Management (P.87) Employee training on human Sustainability Data Book> Respect for Human Rights> Internal Training & External
412-2
Prevention and mitigation of rights policies or procedures Communications (P.75)
The Promotion of 403-7

occupational health and safety
impacts directly linked by
ー Significant investment
agreements and contracts that
Sustainability Management business relationships
Workers covered by an
412-3 include human rights clauses
or that underwent human rights
Sustainability Data Book> Responsible Supply Chain> Suppliers Due Diligence (P.103)
403-8 occupational health and safety Sustainability Data Book>Employee Well-being> Work in safe, secure and healthy state (P.83) screening
External Recognition management system

Sustainability Data Book> Employee Well-Work in safe, secure and healthy state> Creating a
414: Supplier Social Assessment
403-9 Work-related injuries New suppliers that were using social criteria
safe and secure workplace (P.83) 414-1
screened using social criteria Sustainability Data Book> Responsible Supply Chain> Supply Chain Due Diligence(P.103)
Independent Assurance 403-10 Work-related ill health ー
Negative social impacts in the
414-2 Sustainability Data Book> Responsible Supply Chain> Supply Chain Due Diligence(P.103)
supply chain and actions taken
404: Training and Education
415: Public Policy
Average hours of training per
404-1 ー
GRI Standard Contents year per employee
415-1 Political contributions
Sustainability Data Book> Business Ethics> Ensuring Transparency of Political Contribution
Funds (P.142)
Programs for upgrading
Index 404-2 employee skills and transition Sustainability Data Book> Employee Well-being> Work with a sense of fulfillment (P.89)
418: Customer Privacy
assistance programs
Percentage of employees Substantiated complaints
Sustainability Data Book>Employee Well-being>Work with a sense of fulfillment> Career concerning breaches of customer
404-3 receiving regular performance 418-1 ー
Development Support (in Japan) (P.91) privacy and losses of customer
and career development reviews
data
405: Diversity and Equal Opportunity
Sustainability Data Book> Employee Well-being> Human Resources Data (P.101)
DEI Website> Panasonic Group’s DEI in Data
Diversity of governance bodies
405-1 WEB https://holdings.panasonic/global/corporate/sustainability/diversity-equity-inclusion/fact.html
and employees
WEB https://holdings.panasonic/global/corporate/about/group-companies/phd/corporate-governance.html
Sustainability Data Book> Employee Well-being> Human Resources Data (P.101)

Ratio of basic salary and
405-2 DEI Website> Panasonic Group’s DEI in Data
remuneration of women to men
406: Non-discrimination
Incidents of discrimination and
406-1 ー
corrective actions taken

Inquiries
CSR & Citizenship Office, Panasonic Holdings Corporation /

Quality & Environment Division, Panasonic Operational Excellence Co., Ltd.
TOKYO MIDTOWN HIBIYA 14F, 1-1-2, Yurakucho, Chiyoda-ku, Tokyo, Japan
Issue:August 2023

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Basics About the Sustainability Data Book 2023

Assurances Panasonic Group

2023 edition will be published soon

Sustainability Data Book 2023 1

Sustainability Data Book 2023 2

Basics Corporate Profile as of March 31, 2023

Sustainability Management ▪Automotive

Operating profit 288.6 billion yen ▪Connect

Employees by Region materials, molding compounds, LCD panels

China and Northeast Asia ▪Energy

Sustainability Data Book 2023 3

Basics Our Approach to Sustainability Management

Panasonic’s Sustainability Management

Sustainability Data Book 2023 4

Basics The Promotion of Sustainability Management

Sustainability Data Book 2023 5

Basics Materiality ▪Materiality assessment results

Importance of impact on society

STEP Select priority

Identified materiality after deliberation at the meetings of the Sustainability

Sustainability Data Book 2023 6

Basics ▪Examples of initiatives to address priority issues

Highest priority issues

2023 Contents Each customers’

Sustainability Management ● Creating a safe, secure, and healthy workplace

Preparedness for on the Group’s business and respond in a timely manner

Sustainability Data Book 2023 7

Sustainability Data Book 2023 8

Sustainability Data Book 2023 9

Environment We announced Green Plan 2021 in 2019, following Environmental Policy

Biodiversity Conservation Environmental Action Plan

Chemical Substance Management

Sustainability Data Book 2023 10

To realize a better life and a more

Sustainability Data Book 2023 11

CONTRIBUTION IMPACT 37.23 Mt 38.30 Mt 93.00 Mt

Sustainability Data Book 2023 12

72.86 Mt ・Showcases (Hussmann Corporation)

Reducing CO2 Emissions in Procurement

IMPACT). However, if the new emissions Factories and offices

Sustainability Data Book 2023 13

Environment ▪Avoided CO2 Emissions CONTRIBUTION IMPACT [Unit: ton]

Sustainability Data Book 2023 14

■Calculation formula of avoided emissions A2W: The number

Environmental Information Systems CO2 CO2

■Avoided CO2 emissions in fiscal 2023: 14.17

respectively in Japan, U.S.

Replacements Raw materials/Manufacturing/Transportation avoided emissions Disposal

Factories ■Calculation formula of avoided emissions

on the product) actual cycle—from raw

CO2 emissions equivalent to energy CO2 emissions equivalent to

Sustainability Data Book 2023 19

Conventional Heat exchange CO2 avoided emissions

Overview of Environmental Impact 203

Sustainability Data Book 2023 20

Sustainability Data Book 2023 21

Overview of Environmental Impact

Eco-conscious Products and

Environment ▪Avoided CO2 Emissions CONTRIBUTION IMPACT [Unit: ton]