Organizational Culture
Approach
Epson aims to achieve sustainable growth by responding to changes in society and industry and implementing its technologies and expertise as value in society.
The driving force behind this is a diverse workforce that thinks and acts independently and continues to take on challenges as an organization. To respond to various environmental changes at a high level and achieve greater results, we will promote the advancement of human resources who create value and aim to instill and establish an organizational culture that continues to take on challenges without fear of failure.
Action Policy
We will promote activities that encourage a change in mindset and behavior so that employees can take the initiative to work toward common goals.
We are also promoting the penetration and establishment of a culture in which each individual takes on challenges and grows in order to create value by leveraging diversity.
The specific activities are as follows.
Form of Involvement
Town hall meeting
To share management policies and strategies with employees and to move forward toward common goals across the Group, the president himself visits each site and engages in discussions while listening to the voices of the people on the ground.
These discussions are an opportunity to think together about how to further hone Epson's strengths and become a stronger team, and to encourage proactive action and challenges by each individual employee.
As of the end of June 2026, there have been 49 such events (17 in Japan and 32 overseas) with 5,302 participants.


Disseminating the long-term vision through company newsletter
To deepen understanding of the long-term vision, ENGINEERED FUTURE 2035, we are publishing articles in the company newsletter that explain the vision and its goals in an easy-to-understand manner. These articles encourage employees to take ownership of the vision and act proactively while sharing common goals and values. They also help to foster an organizational culture that supports Epson's unique value creation and challenges.
Employee Engagement Survey
Since FY2022, we have been conducting engagement surveys to continuously visualize the state and issues of the organization and have been promoting initiatives for improvement. The survey results showed that while a certain level of trust-based relationships in the workplace have been maintained, there are issues to be addressed in order to realize an autonomous and self-driven organization in which individuals take the initiative to act and address organizational issues. In addition, while the surveys conducted so far have been effective in identifying organizational issues, there is room for improvement in specifying the issues and connecting them to measures.
To achieve the goals set forth in ENGINEERED FUTURE 2035, we will promote consistent efforts from understanding the current situation to implementing measures on key items for strengthening human capital. We will encourage each employee to take the initiative to challenge themselves, promote transformation into an autonomous and self-driven organization, and foster a culture of challenge throughout the Group to enhance organizational capabilities and create sustainable value.
As part of these efforts, we plan to start a global organizational survey in FY2026. We will continuously monitor key items related to human capital, including employee engagement, and use the information to improve the organization.
Employee Engagement Survey Goals and Results
The deviation value, which is the indicator for the overall rating, declined from the previous year, resulting in a change in the company's relative position nationwide. On the other hand, there were no significant changes in the sub-items related to job content, external response, and change activities, indicating that the state of the organization did not undergo major changes. Going forward, we will not only assess the current situation but also strengthen our efforts to address organizational issues and link them to specific improvement measures.
| Company-wide Indicators | FY2022 | FY2023 | FY2024 | FY2025 | Target (End of FY2025) | |
|---|---|---|---|---|---|---|
| Overall rating | B | BB | BB | B | A | |
| Score | 51.8 | 52.9 | 52.2 | 50.0 | 58.0 | |
| Number of D-rank workplaces (units/sections) * | 47 | 45 | 36 | 46 | 0 | |
| Sub-items | Job areas | 3.2 | 3.3 | 3.3 | 3.3 | 3.6 |
| External adaption | 3,2 | 3.2 | 3.2 | 3.2 | 3.6 | |
| Activities for change | 3.1 | 3.2 | 3.3 | 3.3 | 3.6 | |
* Rank
A: Strong, trusting relationship
B: Trusting relationship; can communicate to resolve issues
C: Uncertain relationship
D: Relationship has deteriorated