Epson makes progress with sustainability plans and initiatives in Australia and New Zealand

We recently sat down with Epson Australia’s Environment and Sustainability Manager Fatida Un to discuss the company’s sustainability plans and initiatives in Australia and New Zealand and their recently published, second Sustainability Impact Report.

What prompted Epson Australia to begin publishing annual Sustainability Impact Reports and how has this practice evolved?

Sustainability has always been part of Epson’s DNA. If you look back over the brand’s 50-year history, it is clear this has been a focus from the very beginning.

The decision to publish Sustainability Impact Reports really came from a desire to be open and transparent with our local stakeholders. We wanted to go beyond talking about sustainability and show clearly what we were doing, how we were progressing and where we still needed to improve.

Putting this into a formal report gives us structure and accountability. It helps us set clear expectations, track progress and be honest about any gaps. Over time, it also helps build internal accountability, so sustainability becomes part of everyday decision making across the business, rather than something owned by just one team.

Epson Australia recently issued its second Sustainability Impact Report. What was the background to this second report?

Last year we made a public commitment to publish an annual Sustainability Impact Report, so this year’s report was us staying true to that commitment.

After releasing the first report last year, we saw growing expectations from customers, partners and employees for clear and transparent information about what we were doing locally. Where the first report was about setting expectations and being open about our commitments, this second report moved that conversation forward by demonstrating our progress and learning.

It also reflects how much our internal capability has grown over the past year and our continued commitment to our sustainability initiatives in Australia and New Zealand. That said, while we are pleased with the progress, we are very conscious that we don’t have all the answers (who does, you might ask?) and that there is still more work to do. Being open about where we are and where we are still improving is a big part of why we publish the reports. Transparency really matters.

How does the second report differ from the first report?

The biggest difference is the depth and strength of the data we are now able to share, both locally and globally. We have structured each section around a clear flow of commitment, progress and next steps. That helps readers understand not just what we aim to do, but what has actually changed over time.

This is a really important point as one of our goals is to create and communicate clear and tangible change. The second report details this much more clearly.

In this year’s report we also better connected our local story with Epson’s global direction. That includes sharing the global roadmap towards net zero, alongside a more complete view of our local greenhouse gas assessment, particularly Scope 3 emissions. We have also included more practical examples of our work with industry and community partners which helps bring the report to life.

Where the first report kicked off proceedings and set the scene and our goals, the second report is all about learning, progress and achievement.

Progress and Trends

Can you summarise the key sustainability initiatives, highlights, and achievements included in the second Sustainability Impact Report?

It’s tricky as there is a lot in there but there are several areas that stand out where we have made real, significant and tangible progress.

One is the strengthening of our understanding of local corporate emissions. This has enabled us to set a near-term local emissions reduction target that supports Epson’s global net zero goal. This is an important step in moving from ambition to action at a local level and something we are actively working on daily.

We have also improved operational efficiency across the business. This includes reducing energy use, cutting waste and removing expanded plastics from selected consumer product packaging.

Beyond environmental outcomes, we have prioritised our people and communities with employee engagement increasing, with a 50% rise in volunteering hours compared to the previous reporting period. We see this level of participation as a critical part of our journey.

Collaboration with partners such as the Australia Fashion Council has always been a key theme and this particular partnership has progressed significantly over the last year, helping us better understand how innovation and sustainable technology can support local manufacturing.

In parallel, we have started a gap analysis for climate-related financial disclosures in preparation for Group 3 reporting in FY28. This reflects our view that building capability early is essential as expectations around climate reporting continue to evolve.

What surprised you most when compiling the data and insights for this second report?

How powerful the reporting process itself has become.

When you work on something day in and day out you don’t always stop to recognise how far things have progressed.

Pulling the data together created a real and significant moment of reflection. It highlighted how much our internal capability has grown simply through the discipline of collecting, reviewing and sense checking information. It reinforced that reporting is not just about publishing outcomes, it actively builds capability, confidence and shared understanding across the business.

At the same time, the report clearly highlights where our systems and processes still need to mature further. Seeing those gaps in a structured way is valuable, because it helps us efficiently and effectively prioritise where to focus.

Where have you seen the most meaningful progress and where do challenges remain?

The most progress has been in how we manage and use data. There is now greater consistency, clearer ownership and a stronger understanding of what information is needed and why it matters. We now have benchmarks and hard facts that help initiatives get actioned rather than simply remaining ideas or intentions.

In fairness the more complex challenges remain around impacts that currently sit beyond our direct operations, particularly across the supply chain. These are not issues that can be solved quickly or in isolation. The key here is consistent and ongoing collaboration with our parent company and suppliers, as well as sustained internal accountability at both a local and global level.

We are determined and committed that these challenges will be overcome, but we also appreciate that it will take time to do so.

Reporting Methodology and Impact Measurement

How do you balance being transparent about challenges while still recognising progress and achievements?

Credibility comes from being open about where we are, not just where we want to be. Sustainability work is complex and progress is rarely linear. We are deliberate about acknowledging challenges, whether that is around data gaps, supply chain complexity or areas where progress has been slower than planned.

At the same time, it is important to celebrate genuine progress — with the emphasis on ‘genuine’ — and using data helps ground that conversation. It allows us to explain what has truly improved, why it matters and what still needs attention.

That balance helps avoid overstatement while still giving stakeholders confidence that momentum is building.

Beyond reporting metrics, how do you assess the real-world impact of Epson Australia’s sustainability initiatives?

This is a great question. We also look at how sustainability is influencing behaviour and decision making across the business. That includes whether teams are considering sustainability earlier in planning, whether trade-offs are being discussed more openly and whether sustainability risks and opportunities are shaping priorities.

Feedback from employees, customers and partners also provides valuable insight into whether our initiatives are having meaningful impact beyond what can be captured in a table or chart.

Starting and including the sustainability discussion as early as possible is the key here. Our aim is that it will become second nature over time.

Can you share an example of how insights from sustainability reporting have informed business or operational decisions?

One clear example is how emissions data has helped us prioritise action. Improving our understanding of where emissions sit across our operations and value chain has enabled more focused discussions about where we can realistically reduce impact and where collaboration is needed.

Having structured data has helped shift sustainability discussions from being values-led to being decision-led, supporting more informed choices around investment, efficiency improvements and supplier engagement.

This all results in real action and creates tangible results.

Industry Perspective and Thought Leadership

From your perspective, how is sustainability reporting evolving across Australian businesses?

We are seeing a clear shift from voluntary, narrative-based reporting towards more structured and decision-useful disclosures. The introduction of the standards such as Australian Sustainability Reporting standards (AASB S1 and S2) is accelerating this change by raising expectations around governance, risk management and the quality of data underpinning sustainability claims. At the same time, there is growing demand for transparency across the full value chain, including supply chain emissions and social impacts, not just direct operations.

What are the most pressing sustainability challenges facing the technology sector today?

The technology sector faces a number of interconnected challenges. Managing product lifecycles and e-waste responsibly remains a major issue, particularly as product turnover accelerates. There is also growing pressure to address emissions and other impacts across complex global supply chains, where influence is often indirect.

At the same time, expectations around transparency and credible reporting are increasing rapidly. Organisations are being asked not only to innovate, but to demonstrate that innovation is aligned with environmental and social responsibility. Balancing growth, innovation and sustainability outcomes is one of the sector’s defining challenges.

Looking Ahead

What are your key priorities for the next reporting period?

We have a clear set of sustainability goals and a commitment to achieve them. Our third Sustainability Impact Report needs to demonstrate that we have.

We are also 100% focused on deeper integration of sustainability into our business decision making too, rather than treating reporting as a standalone exercise. That means clearer accountability, stronger collaboration with suppliers and partners and ensuring sustainability insights are actively informing strategy, risk management and operational planning.

Finally, we will continue to improve data quality and coverage, particularly in areas that will support future climate-related disclosures. This includes strengthening internal processes and building capability in preparation for evolving reporting requirements.

In short, Epson is truly committed to building and creating a more sustainable future and we are happy to be held to that commitment by producing our annual Sustainability Impact Reports for many years to come.

To see further highlights, details, a summary of and to download Epson Australia’s second Sustainability Impact Report in full go to: https://www.epson.com.au/Impact-Report/