Human Capital
- Team members refer to the employees who make up Wacom as one team.
Basic Views
As Dougu-ya Supporting “Inking(Kaku)” – Our Organizational Culture
To deliver meaningful "kaku (inking)" experiences to humanity, Wacom’s team members—our Dougu-ya—seek to liberate themselves, live with integrity, and achieve their highest personal performance in co-creation with our customers and communities. We place great importance on creating an environment that makes this possible. Rather than applying uniform systems, we respect the unique passions and perspectives of each individual, and implement highly personalized HR policies as much as possible.
Learning through Practice
- We value real experience and learning through trial and error, and actively assign passionate and talented individuals to key projects.
- Our Extended Core (ETC) team allows even those without prior product planning experience to become project leaders if they demonstrate passion and potential.
- The Task Force for Transformation (TFT) is activated when solutions are needed beyond existing frameworks. Even new graduates play a central role.
- Participating in Connected Ink and other events allows team members to learn and grow together with the community.
#Human Capital Development
Living Better
- We place high importance on diversity. Hiring, evaluation, promotion, and project appointments are not influenced by gender, age, nationality, race, religion, or other personal attributes.
- We offer support services that allow team members to consult freely about family or personal circumstances, and tailor working hours and arrangements accordingly.
- Regular stress checks are conducted, and our engagement team follows up appropriately based on the results.
#Diversity & Inclusion (D&I) #Occupational Health and Safety (OHS) #Employee Health and Wellbeing
Freedom from Time and Location Constraints
- No Fixed Workplace. Team members may choose their work location freely, whether it’s the office, home, a shared workspace (under company contract), a café, or while traveling.
- We have adopted a super-flex system with no core working hours, enabling team members to decide their own start and end times within a broad flexible time window.
#Work Environment #Employee Health and Wellbeing #New Ways of Working
Organizational Diversity (as of March 31, 2026)
- Our global team is composed of employees from 34 countries and regions.
- 58.8% of our employees come from outside Japan.
- With team members based in Japan, Asia, Europe, and the Americas, we benefit from a broad range of cultures and diverse perspectives across all global regions.
- Women represent 23% of manager-level positions across all global regions.
- Foreign nationals and women account for 30% of the Corporate Managing Directors (Executive Management Team).
- Foreign nationals and women represent 60% of the five-unit leaders within the Inking Experience Support Group.
Employee Engagement
Based on the results of the Employee Engagement Global Pulse Survey conducted in February 2026, more than 70% of respondents view the company’s direction positively and demonstrate a high level of engagement with respect to ways of working and organizational culture.
- More than 70% of respondents expressed positive sentiments, indicating that they are excited about Wacom’s future.
- In addition, over 70% responded positively to the company’s investments in innovation and technology, and stated that they understand how their individual roles contribute to the company’s overall goals.
- Approximately 90% of respondents reported maintaining a healthy work-life balance enabled by flexible working arrangements.
- Furthermore, 80% of respondents indicated that relationships with their managers, direct reports, and colleagues are characterized by trust- and respect-based management, fostering a strong sense of connection to the organization and high positive engagement.
Key Learnings and Actions from the Pulse Survey
Across all regions, the key comments and questions identified through the pulse survey were as follows:
- Updates in communication from management
→ How can we further strengthen employees’ understanding of and confidence in the company’s direction? - Improved visibility of technology and product roadmaps
→ How can we enable employees to better understand and experience the progress of technological innovation and Wacom’s competitive strengths? - Enhanced communication across functions and regions
→ How can we collaborate more closely and effectively across departments and regions?
Based on these learnings, we will translate insights into concrete actions and continuously monitor progress through our annual pulse surveys, with the survey response rate and the breadth of employee voices used as key performance indicators (KPIs).
(Coming Soon) Voices from Our Team Members
- Wacom Story Book Issue 2 English version (2026) - My Journey at Wacom
Human Capital Data
Basic Organizational Structure (Non-consolidated / Full-Time Employees)
(as of the end of March of each fiscal year)| Gender Breakdown of Full-Time Employees | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Male | 320 | 318 | 307 |
| Female | 108 | 110 | 107 |
| Total | 428 | 428 | 414 |
| Male Ratio | 74.77% | 74.30% | 74.15% |
| Female Ratio | 25.23% | 25.70% | 25.85% |
| Average Age of Full-Time Employees | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Male | 46.0 | 45.8 | 45.9 |
| Female | 43.1 | 44.1 | 44.4 |
| Total | 45.3 | 45.4 | 45.5 |
| Average Tenure of Full-Time Employees | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Male | 11 yrs 10 mos | 11 yrs 7 mos | 12 yrs 0 mos |
| Female | 9 yrs 6 mos | ９ yrs 8 mos | 10 yrs 2 mos |
| Total | 11 yrs 3 mos | 11 yrs １mos | 11 yrs 6 mos |
| Employee Turnover Rate | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Voluntary Turnover Rate | 1.9% | 1.9% | 3.3% |
Diversity & Inclusion（Non-consolidated / Full-Time Employees）
| Mid-Career Hire Ratio | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Ratio | 90.9% | 90.6% | 88.9% |
| Ratio of Female Managers | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Director and Above | 8.0% | 12.0% | 15.7% |
| Gender Pay Gap by Job Level (Ratio of Female Pay to Male Pay) |
FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Staff | 83.2% | 85.2% | 88.6% |
| Manager | 97.3% | 96.4% | 96.3% |
| Director | 94.5% | 80.7% | 84.5% |
| Female Maternity and Childcare Leave Return-to-Work Rate | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Ratio | 100.0% | 100.0% | 100.0% |
| Male Parental Leave Take-up Rate | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Ratio | 50% | 42% | 60% |
| Ratio of Foreign Nationals | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Number of Countries of Origin | 12 | 13 | 12 |
| Ratio | 9.1% | 10.5% | 10.4% |
Community
Wacom strives for collaborative creation with communities—loosely connected groups of people with common goals and interests. One example of this approach is Connected Ink, an annual event that explores new directions in art, human expression, learning, and the technologies that support them.
Supply Chain
Wacom aims to contribute to the development of a sustainable society through its technology, under the “Life-long Ink” vision. Based on this approach, Wacom has established its Quality and Environmental Policy and its Code of Ethics and Business Conduct, and has also formulated the Wacom Supplier Code of Conduct, asking its business partners to comply with it.
Quality and Environmental Policy
For further details, please refer to the URL below.
https://www.wacom.com/en-jp/eco-initiatives
Wacom Suppliers Code of Conduct
Wacom has established the Wacom Supplier Code of Conduct in accordance with the RBA (Responsible Business Alliance) Code of Conduct (Responsible Business Alliance Code of Conduct: Version 8.0) developed and published by the Responsible Business Alliance (RBA), and requires its suppliers to comply with this Code. Through this Code, Wacom requests its suppliers, in addition to undertaking voluntary CSR initiatives based on the guidelines set forth herein, to encourage their own supply chains and subcontractors (including companies providing dispatched workers) to support and implement the Code of Conduct.
The Wacom Supplier Code of Conduct includes the following items:
A.LABOR
Suppliers commit to respect the human rights of workers, and to treat them with dignity. This applies to direct and indirect your suppliers, as well as all workers including temporary, migrant, student, contract, direct employees, and any other type of worker.
B. HEALTH and SAFETY
Suppliers recognize that in addition to minimizing the incidence of work-related injuries and illnesses, a safe and healthy working environment enhances the quality of products and services, consistency of production and worker retention and morale. Suppliers also recognize that ongoing worker input and education are essential to identifying and solving health and safety issues in the workplace.
C.ENVIRONMENT
Across all business functions, Suppliers recognize that environmental responsibility is integral to producing world-class products. Suppliers shall identify the environmental impacts and minimize adverse effects on the community, environment, and natural resources, while safeguarding the health and safety of the public.
D.ETHICS
To meet social responsibilities and to achieve success in the marketplace, Suppliers and their agents shall uphold the highest standards of ethics.
E.MANAGEMENT SYSTEMS
Suppliers shall adopt or establish a management system with a scope that is related to the content of this Code. The management system shall be designed to ensure: (a) compliance with applicable laws, regulations and customer requirements related to the supplier’s operations and products; (b) conformance with this Code; and (c) identification and mitigation of operational risks related to this Code. It shall also facilitate continual improvement.
Social Initiatives
Social Initiatives began communication in 2019, inspired by sparks that drive our team members at Wacom. One of Wacom's challenges is Meaningful Growth, and with the Social Initiatives, we continue to address the question of how Wacom can engage with society. There's no single answer or goal to that question. By valuing each and every thing we've done, and by further exploring the potential of Lifelong Ink, we will continue to accumulate efforts earnestly for the Meaningful Growth.