Sustainability at Epson

Materiality

The Management Philosophy, Principles of Corporate Behavior, and Sustainability Initiatives

Established in 2005 and applying to the entire Epson Group, Principles of Corporate Behavior spells out principles of conduct to achieve the Management Philosophy. In 2021, Principles of Corporate Behavior was updated to reflect the latest needs of society.

We want to contribute to solutions to societal issues and achieve sustainable growth as a company through sustainability initiatives that are aligned with the Principles of Corporate Behavior, which is based on the idea of building social trust, the concept that underlies Epson's Management Philosophy.

Sustainability-Related Norms That Epson Honors

Epson complies with the laws and regulations in the countries and regions in which it operates and regularly updates Principles of Corporate Behavior to align it with the internationally recognized codes listed below to help ensure that our conduct meets societal expectations.

  • The Ten Principles of the United Nations Global Compact
  • The Sustainable Development Goals (SDGs)
  • OECD Guidelines for Multinational Enterprises
  • Keidanren Charter of Corporate Behavior
  • ILO Core Labor Standards
  • Responsible Business Alliance (RBA) Code of Conduct
  • ISO 26000

Deciding Materiality

When establishing the Epson 25 Renewed corporate vision in 2021, Epson referenced the societal issues and megatrends described in ISO 26000 and other sources, evaluated them from both a company perspective and a social perspective, and identified the high-priority issues (materialities) that Epson should address to solve societal issues.

Material Trends and Frameworks Referenced

- The Sustainable Development Goals (SDGs)
- Task Force on Climate-related Financial Disclosures (TCFD)
- Macro trends in the social and economic fields, including climate change (European Green Deal Policy, Paris Agreement, etc.)
- Global Japan: 2050 Simulations and Strategies
- GRI Standard
- SASB Standard
- ISO 26000
- Socially Responsible Investing (SRI) survey items
- Responsible Business Alliance (RBA) Code of Conduct

Key Sustainability Topics

In the 2021 fiscal year, Epson selected 12 key sustainability topics to enable us to address four newly identified priority issues (materialities). Epson has incorporated these topics in its mid-range action plans and is driving initiatives to address societal issues and contribute to the SDGs.

Key CSR Themes: FY2020 Action Items and Results

The 2020 fiscal year action items and results for 16 of the 29 key CSR themes that Epson identified based on importance from a social and company perspective are shown below. (In the 2021 fiscal year, with the establishment of the Epson 25 Renewed corporate vision, we will take action based on the newly identified materialities and key sustainability topics.)

1. Materiality: Advance the Frontiers of Industry

Key CSR themes FY2020 action item categories Achievements & results in FY2020 Relevant SDGs
Business operations aligned with global social trends
  • Strengthen global operations under Head Office control
    • Continue promoting the Global Business Infrastructure Innovation Project
      • Start designing and developing systems to create Group-unified IT systems
  • Invest management resources in a further disciplined manner according to the economic environment and strategy effectiveness
    • Invest resources in strategic areas (continue)
  • Start disclosing climate change related risks and opportunities in line with Task Force on Climate-related Financial Disclosures (TCFD) recommendations
  • Enhance public disclosures, including about SDGs and other non-financial information, and strengthen dialog

Response to the novel coronavirus

  • Implemented crisis response operations
    • Strengthen business partner credit control
    • Take additional action to secure earnings (e.g., expenditure control)
  • Prepare for rebound and demand recovery
  • Formulate new post-pandemic business strategies that take into account external environmental changes
  • Strengthened global operations under Head Office control
    • Promoted the Global Business Infrastructure Innovation Project
      • Started designing and developing systems to create Group-unified IT systems
  • Invested management resources in a further disciplined manner according to the economic environment and strategy effectiveness
    • Defined the business portfolio in the new Epson 25 Renewed corporate vision
  • Disclosed climate change related risks and opportunities based on a scenario analysis of the Task Force on Climate-related Financial Disclosures (TCFD) recommendations
  • Issued 70 billion yen in green bonds, and 75 firms declared an intent to invest
  • Enhanced public disclosures, including about SDGs and other non-financial information, and strengthened dialog
    • Signed the Statement from Business Leaders for Renewed Global Cooperation by the United Nations Global Compact
    • Earned a platinum rating for sustainability from EcoVadis

Response to the novel coronavirus

  • Implemented crisis response operations
    • Strengthened business partner credit control
    • Took additional action to secure earnings (e.g., expenditure controls)
    • Provided free face shields and medical masks to medical institutions
    • Provided free face shields to boards of education
  • Prepared for a rebound and demand recovery
    • Strengthened remote support
    • Reinforced webinars and online sales
  • Formulated new post-pandemic business strategies that take into account external environmental changes
    • Established the Epson25 Renewed corporate vision
Creating new products and services with leading technology
  • Further accelerate collaboration and open innovation
    • Establish corporate venture capital (CVC)
  • Shift to a new business model
    • Continue strengthening the lineup of high-capacity ink printers, and capture the LP market by advertising value (e.g., low TCO, heat-free) and by conducting global sales promotions
  • Lead a rapid shift to digitization
    • Stimulate global sales campaigns and sell total solutions of commercial and industrial printers
    • Strengthen external sales of printheads by increasing their business applications
  • Invest management resources in robotics to accelerate the growth of robotic solutions into a core business
  • Accelerated open innovation
    • Established Epson X Investment, a corporate venture capital subsidiary
    • Invested in GITAI Japan (robotics), Aroma Bit (smart infrastructure), and LetinAR (xR)
    • Established open innovation centers in Aizuwakamatsu (AiCT) and Tokyo (WeWork Shibuya)
  • Shifted to a new business model
    • Used online messaging to advertise the value of high-capacity ink printers during the pandemic
    • Expanded sales of high-capacity ink tank printers on heightened at-home demand
  • Led a rapid shift to digitization
    • Launched new commercial and industrial printers and began providing Epson Cloud Solution PORT, a platform that helps users correct issues in production and increase the efficiency of operations
    • Accelerated the development of new areas for printheads through open innovation by launching sales of inkjet systems for R&D
    • Introduced ICT-based online remote interviews as part of a lifestyle improvement program for health insurance associations
  • Invested management resources in robotics to accelerate the growth of robots solutions into a core business
    • Transferred the IC test handler business to focus management resources on the robotics business
Productivity improvement utilizing ICT
  • Establish infrastructure for using integrated manufacturing data to optimize factory operations, speed up decision-making, and improve the efficiency of indirect operations
  • Finish deploying a standard manufacturing system to major manufacturing sites, and strengthen collaboration between factories by deploying the system to collaborating suppliers
  • Accelerate the establishment of remote assistance infrastructure for mass production start-up, service, and support
  • Innovate the engineering chain by smoothing information exchange and cooperation among design, engineering, manufacturing, and service departments
  • Completed the establishment of infrastructure for using integrated manufacturing data to optimize factory operations, speed up decision-making, and improve the efficiency of indirect operations, and plan to go live from May 2021
  • Finished deploying a standard manufacturing system to major manufacturing sites
  • Demonstrated multiple tools for establishing remote assistance infrastructure for mass production start-up, service, and support
Products competitiveness
  • Review production site strategies and allocation of functions in line with risk events such as natural disasters and infectious diseases
  • Optimize inventory by setting appropriate theoretical DOS (days of supply) values, and establish CAPDo management
  • Introduce an ERP (Enterprise Resources Planning) system based on the standard business processes used in production control, procurement, and logistics through the Group-wide global IT renewal project
  • Reduce total costs in all directions
  • Reform sales logistics flow lines, and improve logistics competitiveness by reducing air transport

Response to the novel coronavirus

  • Re-examine business continuity management that emphasizes risk dispersion
  • Strengthen the promotion of cost reduction programs
  • Articulated corporate policies regarding distributed production and inventory maintenance as risk avoidance measures based on the Covid pandemic
  • Established CAPDo management and set medium-term inventory targets based on theoretical values
  • Revamped enterprise resources planning (ERP)
  • Total cost reduction program struggled due to the lockdowns, which causes labor costs and transport costs to soar
  • Reformed logistics flow lines in emerging markets (India, Africa, etc.), and logistics focused on securing transport space rather than reducing costs due to the destabilization of the international transport market
Strategic marketing
  • Strengthen customer touch points to improve the B2B sales organization and optimize the organization for each customer and category
    • Revamp business models by strengthening infrastructure for solution sales
    • Establish global marketing techniques that take advantage of digital platforms
    • Execute strategic external communications to increase corporate value and support sales

Response to the novel coronavirus

  • Respond to the changes of customer behavior
    • Examine selling methods that accommodate a shift from face-to-face, real-world communications to on-line, digital communications
    • Examine a remote maintenance support system and a repair organization
    • Use on-line advertisements, on-line promotions, and Webinars
  • Strengthened customer touch points to improve the B2B sales organization and optimized the organization for each customer and category
    • Launched the Epson ReadyPrint subscription-based printing service in Europe and expanded it to nine major countries
    • Began providing Epson Cloud Solution PORT with large format printers, creating higher customer value
      • This allows us to connect directly with customers in the cloud and help them maximize production by visualizing printer operation, diagnosing failures, and proposing ways to raise operational efficiency
  • Used Webinars to introduce new products to customers and sales channels and deployed various other digital sales support activities due to Covid-19
  • Established a Corporate Marketing Department and began preparations for full-scale deployment of strategic communications from FY2021

Response to the novel coronavirus

  • Held Webinars, an online product exhibition, and online business negotiations
  • Used PORT to provide online installation and setup support for large systems, as well as to perform repairs and maintenance
  • Used a digital showroom, Chatbot, Webinars, and other digital means to provide sales support

2. Materiality: Achieve Sustainability in a Circular Economy

Key CSR themes FY2020 action item categories Achievements & results in FY2020 Relevant SDGs
Contributing to the environment through products and services
  • Establish a reduction scenario for achieving a science-based target and implement concrete reduction measures
    • SBT initiative approved targets (FY2017 is the baseline year)
      • Reduce scope 3 (categories 1 and 11) GHG emissions as a percentage of business profit by 44% by FY2025
  • Disclosed GHG data
    • Disclose data in the Integrated Report and Sustainability Report (all scopes)
    • Receive third-party verification of results data and disclose the verification results
  • Calculate and disclose the contribution of products to avoided emissions
    • Start studying the contribution of textile printers
  • Practice manufacturing that achieves resource recycling targets
    • The printer business first implements the measures
  • Implement a field survey and improvements to reduce the GHG emissions from the supply chain
  • Revised the Environmental Vision and committed to be carbon negative and underground resource free by 2050
    • Disclosed renewable energy targets: Committed to ambitious targets ahead of the rest of the industry (all sites in Japan to use 100% renewable energy in 2021 and all sites globally in 2023)
    • Joined the RE100 (300th company globally to do so)
  • Established a reduction scenario for achieving the SBT targets and implemented concrete reduction measures
    • Scope 3 emissions (emissions intensity relative to business profit): 3.30 kt-CO2e/100 million yen (3% lower than in FY2017)
    • Scope 1 & 2 emissions: 470 kt-CO2e (21% lower than in FY2017)...Achieve FY25 target
    • Renewable energy use: Approx. 19% (62 kt-CO2e reduction) *Electricity ratio
      • Use of locally procured energy: Three sites became our first CO2-free sites by procuring electricity from hydroelectric power plants in Nagano Prefecture
  • Disclosed GHG data
    • Disclosed data in the Integrated Report and Sustainability Report (all scopes)
    • Received third-party verification of results data and disclosed the verification results
  • Calculated and disclosed the contribution of products to avoided emissions
    • Established calculation method for textile printing & PaperLab
  • Manufacturing for a closed resource loop: Began sales of high-capacity ink tank printers that use recycled materials (recycled plastic to account for 30% of printer's total plastic)
  • Surveyed all suppliers with questionnaires and returned the results as feedback
  • Started introducing a mechanism for deciding environmental investments (internal carbon pricing): One investment executed
  • Enhanced information disclosures for the Task Force on Climate-related Financial Disclosures (TCFD)
  • Issued 70 billion yen in green bonds, and 75 firms declared an intent to invest
  • Placed on the A list by the CDP for leadership in climate change and water security
Effective use of energy and resources
  • Implement reduction measures to achieve the SBT targets
    • SBT initiative approved targets (FY2017 is the baseline year)
      • Reduce scope 1 and 2 GHG emissions by 19% by FY2025
    • Achieve CO2-free sites and start using locally procured electricity (completely switch to CO2-free electricity at the Head Office, Hirooka Office, and Shiojiri Plant)
  • Disclose GHG data
    • Disclose data in the Integrated Report and Sustainability Report (all scopes)
    • Receive third-party verification of results data and disclose the verification results (GHG emissions, energy usage, water usage)
  • Start using a mechanism for deciding environmental investments (internal carbon pricing)
  • Start disclosing climate change related risks and opportunities in line with Task Force on Climate-related Financial Disclosures (TCFD) recommendations
  • Issue green bonds and disclose the results based on the framework
  • Disclose the resource recycling targets for achieving the Environmental Vision 2050 and start implementing actions
Climate change and global warming

3. Materiality: Improve the Quality of Products and Services

Key CSR themes FY2020 action item categories Achievements & results in FY2020 Relevant SDGs
Product quality and communications
  • Visiting customers directly to gather and analyze information about their wants and needs, closely examining customer wants by analyzing customer inquiries, using the findings to shape future products and services, and improving quality and customer satisfaction
  • Create an environment in which customers can confidently buy genuine Epson brand products, not counterfeit goods
  • Product planners and design engineers spoke directly with customers online to learn their wants, and analyzed these wants and used the results to shape products and maintain and improve product quality

Visual Products Business, Example 1

Introduced a projector equipped with a video conferencing application to facilitate remote communication, which exploded worldwide due to Covid.
The projector is easy to carry and requires neither complicated settings nor the purchase of special new equipment. Simply connect a camera and microphone to enable remote communication from anywhere.

Manufacturing Solutions Operations Division, Example 1

The division had already commercialized the VT6L, an industrial 6-axis robot that meets the need for low power consumption, small size, light weight, and low price, but after hearing from customers that they also needed a robot that can be mounted on an AGV and can be powered by batteries to make it easier to move and reinstall in different locations, the division developed and commercialized a VT6L-based, DC-operated robot.

Manufacturing Solutions Operations Division, Example 2

Customers who have installed multiple robots need to check robots individually to find out their operating status. This was time-consuming. To solve this problem, the division commercialized an RMS (Robot Management System) and provided an environment where multiple robots can be monitored and managed via a network. The RMS allows customers to monitor robot status and operation all at once, and helped them improve productivity and quality by connecting customer factories to the IoT.

  • Continued to combat counterfeiting by exercising our intellectual property rights
    • Blocked import and export of counterfeit goods at customs
    • Uncovered and halted the sale of counterfeit goods
    • Deleted web sites that sell counterfeit goods
    • Implemented awareness building campaigns about counterfeit goods
Consumer health and safety
  • Conducted product safety training worldwide
    • Revise the content of a basic product safety online course that is meant for all employees and ensure that they complete the course
    • Develop human capital by providing various safety training (on functional safety, machine safety, risk assessment, etc.) and implement preemptive measures through product safety risk assessment
    • Ensure that product safety incidents do not reoccur in the future
  • Revised and implemented online product safety training
  • Held industrial machinery safety training
    • Held specialized machinery safety training by an outside instructor (twice)
    • Held in-house machinery safety and functional safety training (6 times)
  • Issued market notifications for free inspection of ceiling-mounted projectors with brackets that could potentially fail, and shared information across the company to prevent similar incidents from recurring
    https://www.epson.jp/support/misc/200716_oshirase.htm
  • Zero serious product-related accidents in FY2020

4. Materiality: Strengthen Supply Chain Management

Key CSR themes FY2020 action item categories Achievements & results in FY2020 Relevant SDGs
Supply chain management
  • Establish supply chain management infrastructure to meet all obligations as a regular RBA member
    • Modify Procurement Guidelines in line with the revision of the RBA Code of Conduct
    • Obtain supplier agreements
    • Communicate with and educate suppliers
    • Check whether suppliers are observing the Procurement Guidelines (SAQ)
    • Help suppliers make improvements and undergo RBA audits
  • Achieve 100% conflict-free mineral procurement by exercising due diligence in accordance with the OECD due diligence guidelines
    • Modify forms for the conflict minerals survey
    • Hold conflict mineral survey briefings
    • Collect survey forms and follow up
    • Extend the scope of the survey (add items about cobalt)
  • In-house education (RBA & conflict minerals)
  • Established supply chain management infrastructure to fully satisfy our obligations as a regular member of the RBA
    • Updated the Epson Group Supplier Guidelines in line with revisions to the RBA Code of Conduct
    • Obtained supplier agreements from 1,721 suppliers
    • Explained the supplier guidelines to suppliers
    • Checked whether suppliers are observing the supplier guidelines (CSR SAQ)
      • Direct material suppliers: 172 sites in Japan & 325 sites overseas
      • On-site contractors: 64 companies in Japan & 80 overseas
      • Labor suppliers: 67 companies in Japan & 36 overseas
    • Helped suppliers make improvements (domestic and foreign)
  • 100% of conflict minerals procured were conflict-free
    • Conducted surveys (due diligence) in line with OECD due diligence guidelines
      • Changed the form, briefed suppliers, and conducted surveys: Completed surveys returned by 97% of suppliers surveyed
      • Asked suppliers that did not find out whether 3TG were procured from conflict-free smelters to redo the survey
    • Expanded the scope of conflict-free mineral surveys to cover cobalt, which is used in projectors
  • Conducted in-house education on the RBA & conflict minerals

5. Materiality: Respect Human Rights and Promote Diversity

Key CSR themes FY2020 action item categories Achievements & results in FY2020 Relevant SDGs
Respecting human rights
  • Find any human rights issues based on the RBA Code of Conduct and audit standards, and draft improvement plans
    • Identify and confirm issues and problems and draft improvement plans based on the findings
    • Identify issues using SAQs, draft improvement plans, and improve (establish an annual routine)
    • Improve due diligence related to labor suppliers in collaboration with the Production Planning Department
  • Establish Group CSR regulations (human rights and labor categories)
    • Involve overseas affiliates in an examination of the content and finalize it by the end of FY2020
  • Assessed human rights issues based on the RBA Code of Conduct and audit standards, and drafted improvement plans
    • Assessed the human rights situation at Group companies via online meetings to alleviate any Priority level problems based on results of a SAQ completed by each company
    • Eliminated the practice of charging workers hiring costs (Singapore)
  • Enacted an Epson Group regulation on human rights and labor
    • Drafted a regulation that primarily covers the content of the RBA Code of Conduct and reached a consensus with overseas subsidiaries (the regulation will be enacted in 2021)
Diversity
  • Advancement of women in the workplace
    • Interview candidates and their boss before promoting them to senior staff and implement other individual measures (ongoing)
    • Provide training in unconscious biases to a wider audience
    • Provide career design training for women
    • Make a list of female management candidates, set a population target, and take action to achieve the target
    • Build an employee network and obtain feedback from employees (four times/year)
  • Advancement of foreigners in the workplace
    • Continue to hire foreign employees
    • Secure multiple sources for foreign employee hiring
      • Decide hiring targets in collaboration with overseas affiliates and take action to meet targets
      • Join events in universities outside Japan
      • Study and implement a scheme for transferring workers of overseas affiliates to Japan
  • Advance and deepen foreign talent management
    • Conduct personnel reviews of people in key positions at overseas affiliates (at least three companies)
  • Promote the participation of seniors
    • Design various elements in detail and determine the forms and areas of employment of people after sixty
  • Employment of persons with disabilities
    • Build and deploy throughout the Group a model for employing persons with mental or developmental disabilities (in cooperation with special subsidiaries, Epson Mizube and Epson Swan)
  • Promoted advancement of women in the workplace
    • Split the Diversity and Inclusion Project away from Human Resources Department in October 2020 and launched it as an organization that reports directly to the president
    • Implemented a variety of measures
      • Conducted a questionnaire on careers and gender differences and received answers from 7,145 non-management employees and 1,119 managers (74.2% response rate)
      • Provided online training in unconscious biases
      • Mari Matsunaga, an outside director, gave a talk on the three issues that hinder women's advancement and made recommendations
      • Made a list of women who are near-term or medium-term manager candidates and specified candidates for priority training
      • Five senior staff and 51 Grade E employees participated in one of five discussions for women at E-grade, and the discussions were held to help motivate them to seek promotion to senior staff positions, which are a stepping stone for future managerial positions
      • Held a QC story review class for women with 27 participants
      • Made changes to the promotion examination system, resulting in a 1.4X increase in the number of women employees who submitted a research paper for promotion to senior staff and a 2.4X increase in the number of women who took the written exam compared to 2019
    • Results of measures taken
      • Women accounted for 19.1% of new hires just out of school in 2019 and 26% in 2020
      • Women made up 2.8% of manager at the end of 2019 and 3.2% at the end of 2020
  • Promoted advancement of foreigners in the workplace
    • Eight foreigners hired (hiring was difficult due to Covid)
    • Diversified the sources for securing foreign personnel
      • The Head Office hired one former employee of an overseas subsidiary
      • Recruitment at overseas universities was postponed due to Covid
    • Overseas human resources management
      • Conducted HR reviews at 7 overseas affiliates (the target was 3)
      • Built a conceptual framework for human resources management based on a global grading scheme and shared it with overseas affiliates through HR meetings
  • Employment for seniors
    • Began preparations to provide employment opportunities up to the age of 70 under the Elderly Persons Employment Stabilization Law (prepared to set up a review committee with the labor union, etc.)
  • Employment of people with disabilities
    • Provided rewarding work and a working environment that is a fit for the particular mental disability of each individual and created a management system (medium-term initiative)
Human resources development, hiring, and retention
  • Continue building a talent management system
    • Implement and entrench rotation programs (ongoing)
      • Make a list of rotation candidates and continue to try to reach the target of rotating 5% of candidates in the leader and young employee categories, respectively
      • Understand the details of rotation results and incorporate the information into company-wide actions
    • Talent management system
      • Design the system and draft a plan for using the system in FY2020
    • Implement lifetime career support training (LTCS30)
  • Continued implementing employee motivation surveys and 360-degree surveys
    • Plan, design, and implement a new employee motivation survey (provisional name)
  • Develop leaders
    • Improve and implement leader training programs (future leader training, the Global Incubation Seminar, the Global Executive Seminar)
  • Continued building a talent management system
    • 9.3% of leaders and 13.1% of young employees were rotated to new jobs
      • Incorporated personnel rotations into Epson 25 Renewed as a means of mid-term human resource development
    • Conducted online/remote lifetime career support training (LTCS50, LTCS40)
  • Continued implementing employee motivation surveys and 360-degree surveys
    • Revised the above surveys to create an organizational climate assessment for use along with a mental health assessment to further improve the organizational climate
    • Sharply increased the weight that the building of a strong organization has in manager evaluations and used organizational climate assessments in evaluations
    • Conducted a 360-degree survey
  • Developed leaders
    • Continued future leader training (conducted online due to Covid) with 48 people
    • Provided follow-up training online for 6 individuals (including 4 from overseas) who participated in the Global Executive Seminar (GES) in FY2019

6. Materiality: Strengthen Governance

Key CSR themes FY2020 action item categories Achievements & results in FY2020 Relevant SDGs
Information security
  • Strengthen information security
    • Revise in-house quality standards (Epson Quality Standards)
    • Establish a secure development and operation regulation
  • Ensure customer security
    • Implement cyber security measures that meet industry standards (e.g., configuration management, privileged account management, malware penetration prevention, system log monitoring)
  • Raise employee awareness about correct information handling practices
    • Provide all employees with training for appropriately handling information depending on the type and life cycle
    • Implement targeted email attack training
  • Strengthened product security
    • Finalized a revision to the EQS (Epson Quality Standard) and standardized security measures for software embedded in equipment
  • Ensured customer security
    • Acquired Information Security Management System certification for operation management of new service infrastructure
    • Expanded the application area of cyber security measures and strengthened security
      • Built a system to centrally assess and manage the latest security measures throughout Asia
      • Conducted incident response training under the premise of a malware infection
  • Raised employee awareness about correct information handling practices
    • Provided information security training online for all employees, including teleworkers
    • Expanded the number of affiliates that participate in targeted email attack drills to better enable employees to identify and respond to suspicious emails
    • Evaluated the security measures of 1,440 supplier companies
Compliance
  • Continue implementing the global compliance program
    • Assess the situation at Group companies and divisions, and entrench a PDCA cycle through activities of Head Office supervisory departments
  • Revise the compliance program
    • Revise the program to improve system effectiveness based on the results of an evaluation by outside specialists
  • Introduce a whistleblowing system that suppliers can use to report potential issues at overseas manufacturing affiliates
    • Introduce a system that overseas suppliers can use to report potential problems at our manufacturing affiliates in addition to the supplier reporting system already operating in Japan
  • Continued implementing the global compliance program
    • Assessed compliance at Group companies and divisions, and actions of the Head Office supervisory departments were put in constant motion
    • Held a meeting between the chief compliance officer (CCO) and the regional compliance officers to drive home an awareness of the criticality of compliance and to share information about good practices at Epson Group companies
  • Revised the compliance program
    • Had an outside expert continuously evaluate the program and made changes based on the findings to improve program effectiveness
  • Improved and enhanced whistleblowing systems
    • Revised the operating rules governing whistleblowing systems in response to RBA requirements and legal amendments
    • Introduced a supplier whistleblowing system to overseas manufacturing subsidiaries
    • Monitored the use of whistleblowing systems in the Group