• Health Management at Epson
• Health Management Policy
• Review of Health Action 2025

• Other Initiatives

Epson considers the health of all people in the Epson Group to be the highest priority. We are thus promoting health and productivity management (well-being management) in accordance with our Purpose, the Epson Way, ENGINEERED FUTURE 2035, the Epson Group Basic Occupational Health and Safety Policy, and the Epson Group Health and Productivity Management Declaration.
Epson promotes health and productivity on a global basis. The aim is to increase corporate value by creating an environment in which people feel physically, mentally, and socially fulfilled, thereby increasing their motivation and engagement.
In April 2020, we issued the Epson Group Health and Productivity Management Declaration. In April 2025, we amended the declaration to state that all people working in the global Epson Group, whether regular employees or not, are covered by our health and productivity initiatives. Although occupational health and safety laws and cultures differ from country to country and region to region, our efforts to preserve and improve the health of all people who work in the Group remain unchanged. Epson is promoting health and productivity globally to achieve a better world.

Seiko Epson's president is responsible for health and productivity management across the global Epson Group. Under the president's leadership, Epson has established a Human Capital & Well-Being Management Division as an integrated organization to advance its health and well-being initiatives and support the achievement of ENGINEERED FOR THE FUTURE 2035. The head of the division is a corporate officer who participates in Management Meetings and concurrently serves as the chair of the Health Insurance Association, thereby providing comprehensive oversight and management of health and well-being initiatives.
In Japan, we are executing a mid-term health plan in cooperation with relevant departments, plants, offices, and affiliated companies. A Health and Productivity Management Committee, which is jointly operated by the Company and Health Insurance Association, is responsible for information analysis, planning, evaluation, and improvement of measures related to health and productivity. The Committee regularly meets so that the Company, Health Insurance Association, and employee-led health promotion committees can work together to organize activities.
Outside Japan, employee health promotion activities had traditionally been managed independently by each site. Since fiscal 2024, however, Epson has been advancing a unified Group-wide approach to health and well-being management that includes coordination with overseas affiliates. While taking into account local occupational health regulations, cultural considerations, and the specific circumstances of each company and region, Epson is promoting health and well-being on a global scale.

See the following links for more information about actions being carried out with the Human Capital & Well-Being Management Division:

Since 2001, Epson has established and regularly updated its health management policy to realign it with social and other changes affecting employees. As a result of these efforts, we have built a foundation for protecting employee health by establishing a health management system focused on disease prevention.
Under the current mid-range health management action plan, "Health Action 2030," introduced in 2026, Epson is building on this foundation to enable every employee to remain healthy and engaged throughout their working lives. The initiative supports employees in strengthening their ability to proactively maintain and improve their own health, helping them achieve optimal physical and mental well-being and empowering each individual to perform at their fullest potential. 
Through these initiatives, we will promote employee health, increase organizational productivity, and further enhance corporate value.

The health and productivity management strategy map was created with a focus on health and shows the full scope of Health Action 2030.
Our ultimate goal is to increase corporate value by achieving the goals of ENGINEERED FUTURE 2035. To support Epson's human resource strategy, we will implement a variety of activities to enable our employees to maintain their physical and mental health, work with vitality, and perform at their best.

Health Action 2030 positions the self-care as the foundation of health initiatives. We are promoting programs that help individuals gain a better understanding of health so that they can choose and maintain healthy behaviors.
Epson defines self-care as "understanding the state of your own health, developing the ability to appropriately select, assess, and utilize trustworthy information, maintaining a healthy lifestyle, and protecting your mental and physical well-being."

To promote Health Action 2030, we formulated a slogan and a conceptual diagram to clearly convey the objectives and basic ideas to employees, encourage them to take the initiative in improving their health, and deepen their understanding of the measures.

Slogan: "Healthy me. Stronger us."

"Healthy me. Stronger us." expresses the idea that health is not something that is given by the company, but something that each individual takes the initiative to achieve.
By taking the initiative to improve their own mental and physical health, employees can increase their daily concentration and endurance, and reach their full potential. We believe that this will contribute to the overall strength of the organization and the improvement of corporate value.

Conceptual diagram

The conceptual diagram shows the relationship between proactive health management and the ability to maintain vitality in the workplace. When employees take the initiative to manage their health, they can work in a healthy and vital manner, and this realization leads to further awareness and action for health improvement. This conceptual diagram illustrates the virtuous cycle of health improvement.

To help employees manage their own health, we are working to raise their health literacy, promoting healthy lifestyle behaviors, and enhancing their ability to cope with stress.
Through these efforts, we aim to prepare the mind and body to perform at their best, reduce future health risks, and increase resilience. Our ultimate goal is to ensure that employees can maintain their physical and mental health and continue to work happily and productively.

To achieve our ultimate goal, we have identified three key initiatives: (1) improving health literacy, (2) increasing healthy lifestyle behaviors, and (3) enhancing stress coping skills. We have set evaluation indicators and target values for each of these initiatives. We will implement various measures centered on these three key initiatives to encourage employees to improve their health and well-being.
We will also actively address issues in line with changing social expectations and health issues.

Under Health Action 2030, Epson’s ultimate objective is to create a state in which employees are physically and mentally healthy and able to continue working in a sustainable and fulfilling manner. To achieve this goal, Epson has established three key indicators: (1) maintaining physical and mental condition to perform at their best, (2) maintaining a low risk of brain and heart diseases, and (3) being resilient. We will continuously monitor and improve our health to achieve a dynamic and healthy workplace.

Symbol character "Megurun"

Epson has been regularly reviewing its mid-range health policy since FY2001. In FY2022, it established Health Action 2025. Looking four years ahead, we expect our environment to change significantly due to the diversification of work arrangements and changes in the age composition of our workforce. We believe it is important for each employee to understand their own health status and to work to improve their health as suited to their individual situation. We therefore set two priority areas. The first is mental and physical health, where we aim to foster autonomy and achieve a balance between work and health. The second is workplace health ¹, where we aim to ensure safety and foster an organizational climate in which teams work in a dynamic manner.
We also recognize that the key to the success of these initiatives is changing the behavior of each individual employee. We are therefore promoting an organizational climate in which we respect, cooperate with, and recognize one another. Our slogan for the initiatives is "Notice, Learn, Act, and Acknowledge."
1 Workplace health is a term coined by Epson in FY2016. It is based on the concept of health and productivity management, which uses both mental and physical health and work arrangements as two wheels of a cart. Workplace health also incorporates the social aspect of health as defined by the World Health Organization (WHO). In addition to ensuring safety, it refers to creating a dynamic workplace in which there is good communication and where everyone is working with vitality and enjoyment.

Summary

In building the foundation for health and productivity mnagement, the previous mid-range policy treated targets as aspirational goals. Under Health Action 2025, however, Epson established an operational cycle designed to support an effective PDCA (Plan-Do-Check-Act) process and drive achievement of specific targets by the end of fiscal 2025, thereby strengthening the foundation for health and productivity management. Specifically, at the beginning of each fiscal year, Epson developed Health Management Guidelines that identified priority initiatives for the year. Progress was then reviewed semiannually by assessing any gaps between actual performance and target values, and additional measures were implemented as needed to ensure targets remained on track. In addition, the results of various health and well-being initiatives were shared with employees, senior management, the Health Insurance Association, and labor union, serving as a communication tool to promote transparency and engagement. By establishing regular opportunities to share information and discuss outcomes, Epson further strengthened collaboration and alignment among key stakeholders.
In terms of policies, we focused on behavioral change. We created initiatives to foster self-care and an organizational culture. Even amidst significant environmental changes such as shifts in age demographics and diversification of work arrangements, we were able to control the deterioration of health-related indicators and achieve certain results in maintaining and improving employee health and improving the workplace environment.

We were ths able to build a foundation for protecting the health of our employees through Health Action 2025.

■ Mental and Physical Health

Based on the idea that mind and body are one, we have been promoting stress management and health promotion/improvement in an integrated manner.
In Health Action 2025, in addition to initiatives aimed at establishing healthy lifestyle habits, we conducted activities targeting a wide range of age groups, from young people to middle-aged and older adults, by combining support for employees with activities that encourage autonomous health behaviors, such as assisting overweight individuals in losing weight and encouraging those with abnormal findings or those requiring further examination to seek medical attention.
As a result, although some indicators did not meet their targets, overall improvements in health indicators were observed. While the weight loss rate for overweight individuals did not reach the target, the proportion of individuals with metabolic syndrome or at risk due to overweight decreased. In addition, the proportion of individuals subject to travel restrictions (complex findings), which is Seiko Epson unique management indicator for those with a combination of cerebrovascular and cardiovascular disease risks, also decreased, leading to an increase in the number of healthy individuals who can work internationally.
In summary, Health Action 2025 has become an initiative that encourages improved awareness of physical and mental health and lifestyle habits, leading to the maintenance and promotion of employee health and a reduction in disease risk.

Furthermore, thanks to our accumulated efforts to date, the rate of new cases of cerebrovascular and cardiovascular diseases has remained low in the long term since 2011. Even amidst significant changes in the environment surrounding Seiko Epson, such as the diversification of employees' work styles and changes in the age structure, we believe that we have maintained a state that contributes to suppressing disease risk.

*1 Normal weight: BMI 18.5-24.9 *2 Overweight: BMI 24.9-29.9 *3 Obesity: BMI 30-

* The scope of data collection is domestic Group companies.

■ Workplace Health

In addition to fulfilling our basic duty of care for safety, we worked to cultivate an organizational climate that would engender teamwork and vibrancy.
We successfully achieved our goal of preventing health problems caused by long working hours, doing so via mechanisms to curb excessive overtime. We also met out goal of preventing outbreaks of infectious disease by drawing on lessons learned during the COVID-19 pandemic to put in place a system for responding to outbreaks and verifying its effectiveness through tabletop exercises.
The actions we began taking in 2020 to improve the workplace have been yielding results. The number of workplaces that continue to be rated high-risk or that relapse after temporary improvement is on the decline. On the other hand, we fell short of the target for the percentage of employees on leave due to mental health issues and the number of high-risk workplaces. Although we have made interventions, we have found that fostering a positive workplace culture is difficult to address through workplace improvement activities alone. Given that there are so many different causes of mental health issues among employees, it has become clear that improving the workplace environment is not enough. We must also equip employees with the tools they need to cope with stress and exercise self-care.

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The Health Action 2025 program has yielded certain results in maintaining and promoting employee health and improving the workplace environment, thereby establishing a foundation for safeguarding employee health.
While continuing to build on this foundation, we launched Health Action 2030 in FY2026. In addition to safeguarding employee health, we believe that we can enhance corporate value by helping employees optimize their physical and mental condition to enhance concentration and resilience, while strengthening their ability to cope with stress. Therefore, we will promote self-care so that employees can continue to work with a healthy mind and body.

Wellness Activities

Program to encourage action: walking events 

Program to encourage action: diet improvement events

Since FY2019, we have been working with the co-op to promote health through diet. In FY2024, we focused on salt intake. In addition to providing low-sodium soups, we encouraged people to check their own salt intake using a checklist. This prompted some people to change their behavior. As a result, the percentage of people who reduced their salt intake increased from 42.4% in FY2024 to 43.3% in FY2025. In FY2025, we focused on the balance of meals. In addition to checking the balance of meals, we provided opportunities to eat balanced set meals.

Individual support

The Health Management Offices at Seiko Epson sites have medical professionals, including occupational physicians and nurses, who are available to provide counseling. Communication is emphasized, and employees are encouraged to seek counseling and mental and physical health support whenever they feel the need. Particular emphasis is placed on getting employees who show signs of potential cardiovascular or brain disease at the annual physical checkup to seek medical care to prevent the progression of symptoms. Furthermore, supervisors, HR, occupational physicians, and others collaborate to provide personalized support to enable individuals who are receiving treatment to continue to work in good health.
Meanwhile, we have employee counseling offices staffed by industrial counselors who provide both mental health and career counseling.

Cancer screening

Epson collaborates with the Health Insurance Association to provide cancer screening during annual health checkups.
In FY2024, we conducted an online course to improve cancer literacy (85.0% completion rate). Since the rate of people who need further testing after a cancer screening has been stagnant, we stepped up our efforts in FY2025 to increase this rate in collaboration with the health insurance association. We have provided additional materials to encourage people to get further testing, especially for gastric and colorectal cancer, where the follow-up rate has been particularly low. We also sent questionnaires to people who did not get further testing to find out why. As a result of addressing individual reasons for not getting further testing and providing information, the follow-up rate for both gastric and colorectal cancer increased compared to the previous year. The rate of people who need further testing after a cancer screening increased from 70.7% in 2024 to 76.2% in 2025.

Measures to prevent the spread of infectious disease

Epson sees the spread of infectious disease as a major risk that could affect its global business activities. The company monitors the status of infectious disease outbreaks in Japan and around the world and provides information as needed.
Group companies in Japan and overseas have established business continuity plans (BCPs) and manuals that are tailored to the countries and regions in which they operate. They also conduct drills for emergencies, manage inventories of infection control supplies, and take other independent actions to ensure employee safety, minimize damage, and maintain business operations.
We will continue to promote measures to prevent the spread of infectious disease and protect the health of our employees, with the goal of making infection control a part of everyday life in the workplace.

We have set up a global health support desk to provide health-related information and counseling to employees who are assigned to work overseas.
Before they are assigned overseas, occupational physicians who specialize in overseas health provide information and education on the three major infectious diseases (HIV, malaria, and tuberculosis).
To reduce the physical and mental health risks associated with overseas assignments, we conduct individual online interviews with employees in their first year of assignment in addition to face-to-face interviews when they temporarily return home during the first three to six months of their assignment.
We also provide support to maintain and improve health at the same level as domestic employees by regularly sending health information, conducting health and mental health assessments, providing follow-up, and providing information using the company intranet.

Epson has established a health consultation service for women. We are working to create an environment in which all employees can feel comfortable working by providing support for health issues related to childbirth, childcare, menopause, etc. to anyone who needs it, regardless of gender, and regardless of whether the person making the request is the person concerned, a superior, or a colleague.
We also provide education on women's health at different levels.

Based on past incidents of cardiac arrest and emergency transport within the company, we have been promoting emergency medical care awareness activities at our Group companies throughout Japan so that the best possible first aid and life-saving measures can be taken if an emergency occurs, whether inside or outside the company.
We conduct online courses on cardiopulmonary resuscitation procedures and hands-on emergency life support training, including the operation of automated external defibrillators (AEDs), for all personnel. As of March 2026, over 90% of employees have participated in both programs.
Through these activities, we have made progress in building a foundation for life-saving procedures across the entire Group. As a result, Group-wide standardized training has been completed. Going forward, we will provide education and training based on the needs of each location, striving to maintain and improve our ability to respond quickly and appropriately to life-saving procedures.

We analyze and visualize health data by combining the data held separately by the company and the Health Insurance Association. We are focusing on maintaining the health and productivity management cycle by collaborating with outside professional services to analyze health issues affecting employees and the workplace. In FY2025, we analyzed health data with an outside organization and used the results to formulate Health Action 2030.

We believe that improving health literacy related to mental and physical health is relevant to everyone who works at Seiko Epson. Therefore, we provide external partners who work on our sites in Japan with the opportunity to take health literacy courses and to participate in walking events and health promotion activities at each site. The company-wide walking event in particular not only provides an opportunity for physical activity but also promotes communication among participants and within the workplace.