• Approach
• Concrete Actions
• Drawing on Global Talent

• Gender Equality
• Advancement of People with Disabilities
• Workforce Composition and Service Period

Empowering Diversity, Creating Value

Epson considers a diverse workforce that is capable of maximizing its potential to be a key to sustainable growth. By working together and leveraging their individual experiences and expertise, employees from different countries, regions, and cultural backgrounds can create new value and drive innovation to meet the expectations of customers and society by combining their diverse perspectives.

Epson is also actively recruiting and utilizing overseas human resources. We use the same role evaluation tool as in Japan to measure the size and weight of the roles of each position at our overseas affiliates. We identify key positions, clarify their roles and requirements, and collect information on human resources in the candidate pool so that we can select the best people for the job regardless of age, gender, or nationality. We use this information to check the staffing situation and consider succession plans with our overseas affiliates.
As a result of these activities, a local person is currently serving as CEO of the U.S. regional head office, which has full responsibility for business operations in North, Central, and South America and for the management of Epson Group companies in those regions. A local person is also serving as the representative of the Southeast Asian regional head office, which is responsible for sales operations in that region. In Europe, all Epson Group companies under the regional head office have local people in charge. Local people have also been appointed to head several sales and manufacturing companies around the world. Currently, 41% of the directors at our overseas affiliates are foreign nationals, 63% of the CEOs are foreign nationals, and 91% of the management positions are held by locally hired employees.

The Global Incubation Seminar (GIS)

The Global Incubation Seminar (GIS) is a training program for next-generation leaders at Epson's overseas affiliate around the world, designed to share Epson's Management Philosophy and purpose, and to cultivate their ability to consider their organization's role and the challenges they face. It has been running since 1999, and to date, more than 400 members have participated in this training, many of whom now hold executive or managerial positions at overseas overseas affiliate (as of May 2025).
In fiscal year 2025, 24 participants from 15 countries around the world took part in the one-week training program, which included business visits, a dialogue with President Yoshida, a business strategy presentation by a Chief Operating Officer, and an Epson Leadership Session. Participants deepened their understanding of Epson Way (Management Philosophy, Principles of Corporate Behavior, etc.) and purpose, which are the common values and behavioral patterns of the Epson Group, and reaffirmed the overlap between their own values and those of Epson. In the Epson Leadership Session, they acquired the knowledge, skills, and mindset required of a leader. Furthermore, they devised initiatives for their own workplaces to further lead and strengthen Epson's values and declared their action plans to executive management. In addition, through communication with executive management they deepened their understanding of the long-term vision and business strategy, and mutually shared the challenges and initiatives of participants from different regions, functions, and business. Participants commented, "Mr. Yoshida answered questions while sharing his own thoughts. The dialogue helped bridge the gap in understanding his vision and way of thinking," and "I think it will be useful in various areas such as mission setting, execution process, and teamwork," praising the significance and effectiveness of the training.
By continuing to conduct these training programs, we aim to further develop the abilities of diverse talent from around the world and regions, and to become the driving force supporting the next generation of Epson.

Acceptance of Overseas Trainees

Initiatives for Global Facility Workforce Planning

In the past, we have dispatched personnel from Japan to manage the facilities of our overseas affiliates in Asia, overseeing the construction, maintenance, and management of these facilities. However, in light of the current state of our business operations and personnel situation, we have jointly reviewed our staffing needs with our overseas affiliates to establish a system in which local personnel will take charge of facility management. We have created staffing and training plans, including succession plans. In FY2024, we will accept three personnel from our overseas affiliates for a three-year period to improve their skills in facility operation and maintenance, as well as their management and communication skills.
In FY2025, we will accept two candidates for the position of design leader at our overseas manufacturing sites to strengthen our design capabilities. They will receive practical training by participating in new product development projects.
These human resources are also playing an important role in supporting the advancement of facility operations and design work in Japan. In addition, we have been accepting short-term trainees to improve the basic skills of young and mid-career members and to help them acquire experience and knowledge.

Action Policy

We aim to create an environment where every employee can maximize their potential, regardless of gender or other attributes. To this end, we will work to eliminate the current gender gap, create an environment that prevents the creation of new gender gaps, and realize fair opportunities for growth.
At Seiko Epson, we aim to bring the percentage of women in management and executive management to the same level as the percentage of women in company-wide (17.9% as of March 31, 2026), and we are working on career development support and training measures to expand the pool of future female management candidates. We support each employee in understanding diverse career options and in choosing and challenging their careers of their own volition, while also promoting a change in mindset, particularly among managers. Meanwhile, globally, female leaders play important roles in key management positions, and we are leveraging their expertise to promote gender equality throughout the entire group.

Revision of the Action Plan Based on the Act on Promotion of Women's Participation and Advancement in the Workplace (a three-year plan for FY2026-28)

・ Aim to have female employees account for 8% of management positions.
・ Aim to achieve 100% childcare leave rate for both men and women.

To achieve the goals outlined in our action plan, we are implementing a range of initiatives specifically designed to support the advancement of women. These initiatives have led to a steady increase in the number of women in managerial positions and in the pipeline for future leadership roles. We remain committed to continuing these initiatives to ensure we reach our targets.

Training for Female Leaders

Mentoring program for young female employees

Surveys show that young men and women have different ambitions when it comes to career advancement. One reason for this is that women have few role models. This makes it difficult for them to envision their careers and discourages them from taking on challenges. To address this, we provide young women with opportunities to think about their careers through mentoring with multiple role models, career training, and discussions with internal managers. We also hold workshops for program participants to help them build a network.

Epson considers the employment of people with disabilities to be an important diversity issue. We aim to create an environment in which people can contribute to the company’s success by taking on challenges and continuing to grow regardless of whether they have a disability. To achieve this, we are promoting the hiring of people with disabilities throughout the Group and are actively creating opportunities to interact with people with disabilities and disseminating information. We are also developing new businesses and creating opportunities for people to take on challenges at our special subsidiary companies, and we are creating an environment in which everyone can demonstrate their abilities and strengths.

We are working to employ people with disabilities throughout the Group with the goal of achieving a 3.0% employment rate in FY2030. *The Group employment rate as of June 1, 2026, was 2.76%.

Building an Organization that Leverages a Diverse Workforce to Achieve Results

- Implementation of e-learning for company-wide and training for managers on how to support employees with disabilities.
- Holding a workshop where key figures promoting the active participation of people with disabilities can exchange opinions.
・Work experience for students with disabilities, including developmental disabilities

Increase the business value and strengthen the role of special subsidiaries.

・オフィス補助業務を中心とした新規業務開拓による売り上げ拡大
・グループ内への障がい者活躍に関するノウハウ展開、見学会の実施
・精神障がいのある方の採用強化

Co-creating value with local communities

・発達障がいをテーマにした社外イベントの開催

Case study

Epson was the first company in Japan to establish a special subsidiary. In 1983, it established Epson Mizube, and in 2001, Epson Swan. These companies have steadily increased the number of people with disabilities employed by the Epson Group. We prepare work that is suited to the characteristics of each disability based on our more than 40 years of experience and know-how. We also create an environment in which people can take advantage of their abilities and aptitudes by developing new businesses and take action to promote individual growth.
In the future, we will further strengthen collaboration between Seiko Epson and the two special subsidiaries to build a system in which diverse human resources can demonstrate their abilities. In addition to horizontally deploying the know-how possessed by special subsidiaries, we will promote a change in Epson's mindset by outsourcing more work to special subsidiaries.

Epson Mizube Corporation

Seiko Epson employs 173 people with disabilities as of June 1, 2023. They are working at six sites in a wide range of fields, including offices, manufacturing, and environmental recycling.
Building cleaning services, which we have been providing since 2008, have grown into a core business of Epson Mizube, a Group company that specializes in environmental services. As of March 2026, there were 76 people working in this area. In addition, since 2017, we have expanded employment opportunities for people with disabilities in the upcycling model line of PaperLab. We are working to reduce environmental impact and promote the employment of people with disabilities by classifying used paper, operating the PaperLab, and creating business cards and notebooks using the DFP. We are also looking to expand the recruitment of people with mental and physical disabilities. To this end, we are using IT tools to support operations and promote the expansion of office work.
In FY2025, we began creating new points of contact with society. We are taking on challenges that will enable each employee with disabilities to feel the value of their work and to demonstrate their capabilities. We are creating new points of contact by designing and producing posters, flyers, and staff jackets for a Seiko Epson-sponsored event for people with disabilities.

Epson Swan Corporation

Based on the premises of Tohoku Epson Corporation, 29 employees with disabilities (as of June 1, 2026) are responsible for cleaning dustproof clothing, cleaning buildings within Tohoku Epson Corporation, and, since October 2020, contracting paper closed resource loop processes as part of Paper Lab Upcycling.
Dustproof clothing cleaning has been business since the company's founding, and we accept dustproof clothing from multiple locations of Seiko Epson Corporation and other local companies.

Global Human Resource Development

^* EAI: Epson America, Inc. , EEB: Epson Europe B.V. , ESP: Epson Singapore Pte. Ltd. , ECC: Epson (China) Co., Ltd.
^* Data as of March 2026

¹ All Epson Group companies overseas ¹​
¹ As of March 2026

Percentage of Women in Workplace and in Management

^* Management positions: Section manager and above
^*1 Seiko Epson Corporation and affiliated companies
^*2 Seiko Epson Corporation and domestic affiliated companies
^*3 Overseas affiliated companies

Ratio of Women’s Wages to Men’s Wages.

* Data for Seiko Epson Corporation employees
Men and women at the same grade receive equal pay under our compensation system. The primary reason for the overall disparity is the lower representation of women in higher-level positions and grades. Among management-level employees, the gender pay ratio stands at 98.2%.
​

Turnover Rate

^* Data for Seiko Epson Corporation as of March 20, 2026.