Our People

HR Development


Epson focuses considerable effort on the development and training of its human resources in line with a Human Resources Development Policy established in 1996 that designates talented people as a precious management resource. We assist employees achieve their dreams of self-fulfillment, and we develop people who connect and support all the companies in the Epson Group. We provide various trainings so that our people understand their roles and what is expected of them as members of the Epson team. Training enables them to work and communicate effectively, solve problems and achieve goals, and experience personal and professional growth.

Seiko Epson requires that employees complete a course in management practices before being appointed to a management position. This course prepares them to meet the requirements as a manager by ensuring that they understand their role in terms of both business and actions. On the business end, they learn the skills they need to understand strategic business objectives and respond rapidly and nimbly to internal and external changes in the business environment. On the action end, they learn the skills they need to support the growth and development of the people who report to them by putting organizations and individuals in a position to succeed.

In addition, we provide training for new employees, group training for each grade, and various open-type training to develop people who will fulfill roles as future middle managers step-by-step.

Practicing Off-the-Job Training on the Job

A feature of human resource development at Epson is that we provide level-based group training at every juncture along the career path, from entry level jobs through management, and give employees a chance to put into practice on the job the knowledge they acquire.

After completing group training, new hires undergo a one-year practicum. Other employees who complete other group trainings undergo a three-month practicum. During the practicum, employees prepare action plans based on what they learned and put these plans into action on the job under the supervision of their supervisors, thus enhancing their ability to use the knowledge and skills they learned during training, in their actual jobs.

Epson has used a management by objectives systems for more than 30 years. All employees of every grade are subject to the systems, and managers and their subordinates work together to set objectives that they can both agree on. Progress toward the objectives is periodically reviewed, end results are evaluated, and new, higher objectives are set. The management by objectives system is itself an on-the-job human resource training system. It is a win-win development cycle in which individual growth leads to the growth of the organization and the company.

Building the Optimal Organizations and Training Leaders

Epson seeks to put itself in the best position to achieve the goals of the Epson 25 Renewed corporate vision by adapting organizations to best serve our business strategies and the ever-changing business environment. At the same time, we develop and train leaders in each organization around the globe to drive business forward.

Once a year and in each business and function, we evaluate and refine the roles and job requirements needed for important posts and organizations, and we review the human resources who can accomplish those roles. Candidates for future executive management and middle management positions are thereby identified, and a list is created. Succession plans are formulated, and training and education are provided to develop the needed skills. Training opportunities are also provided to prospective leaders and young employees, and a company-wide rotation program ensures that they gain a broader range of knowledge and experience.

Training Initiatives

Global Leadership Training

In addition to a course in management practices for managers and employees who will be transferred overseas, Epson provides training (F1, F2, and F3 course) to selected employees. In the F1 course, director candidates learn the skills needed to be a top executive. The F2 course is used to prepare middle managers to take the reins of a business or division. In the F3 course participants learn the basics of business through simulated exercises. Through these courses, Epson develops future leaders across the group.

Training for New Employees in Japan

Epson considers the first year of employment to be a training period during which new employees learn about the Epson approach to work. For the first three weeks, new employees in Epson Group companies in Japan gather for group training, where they learn the following:

  • Conduct expected of them as Epson employees
  • The mindset and attitude necessary for practicing "monozukuri" or the art and science of manufacturing, which is the foundation of Epson's efficient, compact and precision technologies
  • The importance of working cooperatively as a team

Training ranges from lectures on the Epson Code of Conduct to hands-on training in manufacturing. New employees learn the importance and enjoyment of working in teams, through group activities that take place throughout the training period.

Training to think about customer satisfaction

After they complete group training, new employees are sent to the department where they have been assigned. There they learn their job through on-the-job training under a mentor. Mentors are usually selected from among young employees with three to five years of experience. They produce training plans tailored to the individuals they will be mentoring and, for a full year, provide them with the support they will need to stand on their own. Mentors themselves are expected to grow through this experience.

At the end of the first year, the new employees gather again for follow-up group training, where they can observe how they and others have grown and developed. To further solidify the foundation they have built as a business professional, they review the previous year and consider action plans for the next year and beyond to achieve further growth and expand their contributions to the company.

Overseas dispatch of young employees

Epson is actively developing human resources who can work effectively globally.
Young employees are dispatched to Epson Group companies overseas in order to develop global-minded human resources. (Trainee program)

Number of Employees Assigned to Overseas Training Programs

2012FY 2013FY 2014FY 2015FY 2016FY 2017FY 2018FY 2019FY
8 20 34 38 29 28 22 13

(This program was suspended in 2020 due to COVID-19.)

Lifetime Career Support

Epson continuously implements initiatives aimed at being an organization that promotes personnel development. We provide support towards building motivating and challenging careers that encourage growth. To help our employees set their own medium- and long-term career goals and take actions toward achieving them, we have been offering Lifetime Career Support (LTCS) since FY2016. The LTCS provides age- and grade-specific training, which gives employees an opportunity to independently plan their own career path.

FY2020 training results

LTCS50 training (for all employees age 50) - 425 people
LTCS40 training (for all employees age 40) - 303 people

Creating Value That Exceeds Customer Expectations and the Monozukuri Juku

Epson's Monozukuri Juku, or Manufacturing School, aims to enhance the customer value we create. To this end, we teach our personnel basic technology and skills and have them experience monozukuri (the art and science of manufacturing) by performing specific manufacturing tasks step by step. This helps them tackle jobs from different angles. To give a specific example, employees learn the basics of component processing technology (molding and pressing). Once they learn these, employees have the skills to make the various parts that go into a product. Employees also learn by mastering essential skills for making production lines more efficient (e.g., automating lines or operating them with fewer staff).

In addition, we contribute to the community and society by giving practical training for new employees of local businesses, offering corporate experiences to junior and senior high school students, and providing instruction for technical skill trainings. We also send experts abroad to take part in official development assistance for building technical skill evaluation systems at the request of the Japanese Ministry of Health, Labour and Welfare.

Mechatronics Training for Building, Maintaining, and Enhancing Automated Lines

Factory productivity improvement initiatives are nothing new at Epson. Earlier examples included the introduction of simple and systematic tools to production processes. More recently, however, we are facing great changes in the manufacturing environment. As wages have risen rapidly and workers prefer non-manufacturing jobs, it is not always easy to recruit the necessary labor. Earlier improvements were based on the assumption there would be plenty of inexpensive labor. Our business is not likely to survive if we just try to repeat such improvements. Therefore, we are making a strong push to build production lines that rely on human labor as little as possible but are still capable of stable production.

Monozukuri Juku holds about 100 trainings of various types each year to develop the engineers who keep production lines running. Trainings impart machining skills like mechanical drafting and measuring required to build equipment. The organization prepares such curricula as mechatronics basic technologies, where engineers who promote automation technology get training in basic technologies like compressed air and electrical control as well as assembling and adjusting simple devices. Other courses include FA robot training, image processing training, and mechatronics practical training, which are designed to teach practical technologies and skills. Thus, we are offering employees an opportunity and place to learn.

Monozukuri Juku trains machine tool and maintenance engineers in Japan but also sends staff to teach at overseas affiliates that serve as our major manufacturing sites. There, we develop leaders in production and machine tool maintenance at overseas affiliates, by giving courses based on our training program in Japan.

Training engineers at an overseas affiliate (Philippines)
Mechatronics practical training

Developing Young Technicians through National Skills Competition

As a manufacturing company, Epson uses training for WorldSkills competitions to develop "groundbreaker technicians"*1 who have acquired essential manufacturing knowledge and skills at an early age. As a rule, individuals are allowed to take part in WorldSkills trainings just once. The purpose of the short-term intensive trainings is to help participants learn technical skills at the all-Japan level. Every year we send 10-15 individuals to the National Skills Competition associated with WorldSkills to compete in six selected occupational categories that are applicable to our employees' work: Instrument making, Plastic die engineering, Mechatronics, Industrial electronics, Web design, and Watch repair.

New employees sent to Monozukuri Juku as WorldSkills trainees experience monozukuri (the art and science of manufacturing) in such forms as filing and sawing. They also learn basic knowledge about machinery, electricity, and other general topics in each occupational category. In conjunction with everyday occupation-specific training, there are training camps three times a year. Participants lodge together, run a long distance, set targets, and the like. All of this helps to build a sense of solidarity as a team.

To recreate the feel of the national competition, we also hold joint training events with other companies that take part in WorldSkills. Additionally, our employees actively pursue such national qualifications as machining technician, electronic device assembly technician, web design technician, and watch repair technician. After participants finish WorldSkills trainings, they get practical training to help them build the basic skills learned there into skills they can use to make products. Each participant then joins an operations division. The units they join often praise these employees for performing beyond expectations.

Everyday training
The 58th National Skills Competition of Japan 2020

*1 Technicians with the ability to break from precedent to create innovative technologies and systems.

FY2020 Workforce Composition and Training Data

Main Online Courses (Japan)

Course Trainees
Fundamentals of Export Control (2020) 17,332
Epson's Compliance (2020) 20,891
Basic Information Security (2020) 21,982
Basic Environmental Training II (2020) 18,626
Introduction to Procurement 2020 (Subcontract Act.) 17,801
J-SOX (Will be held in 2021)
Basic Harassment Preventive Training (2020) 17,128
Occupational Safety Training (2020) 17,721
RBA Basic (2020) 20,907
SDGs Basic (2020) 19,535
Unconscious Bias Training (2020) 17,261

*The number of persons completing the course by March 31, 2021.

Training by Employee Level

Training Who People Trained Percent Trained
New employee orientation New hires 344 100%
C-level employee training New C-level staff 350 98.3%
Senior staff training New senior staff 231 97.4%
Section manager training New section managers 130 98.5%
General manager training New general managers 53 93.0%

*Data for Seiko Epson Corporation employees as of March 31, 2021.
*Employees who have not received training are scheduled to do so in FY2021.

Training by Employee Level

Unit FY2017 FY2018 FY2019 FY2020
Training by regular employee Hrs. 9.5 11.0 11.1 7.4

Seiko Epson HR Department training for regular employees and time spent on online courses. Does not include education and training courses of functional supervisory departments and operations divisions.