Speakers

• Tatsuya Suzuki (Regional Vice President, Akamai Technologies, Inc.)
• Kazumasa Hara (Representative Director and President Macnica)
• Atsushi Nishikawa (Executive Officer /General Manager of Sales Division, Macnica, Inc.)

From the interview

■Data collection and the three-tier model

Next, Mr. Suzuki explained the methods used in conducting diversity surveys.
Suzuki: "Diversity is a subjective concept that relates to perceptions. This is why it's important to use a method called 'Perception Based Research,' which focuses on the respondent's perceptions, rather than a multiple choice question (MCQ) that simply asks 'yes or no.'"
Suzuki also likened the perception of diversity to an iceberg, explaining, "The numbers that are visible on the surface, such as the 'ratio of female managers,' are merely the tip of the iceberg. Beneath that is an invisible layer, such as the organizational awareness and culture, and only when these change will the visible numbers change."

Based on this idea, a survey was conducted in advance among Macnica employees, asking the following questions:

-Please tell us the names of up to four companies that have a positive impression of their Diversity, Equity, and Inclusion (DE&I) initiatives.
-On the other hand, please tell us the names of companies that give you a negative impression.
-What do you think the companies that answered positively have in common?
-What do you think the companies that answered negatively have in common?

 After reviewing the survey results, President Hara commented, "I felt that there were areas where Macnica was doing well and areas where there is still room for improvement. However, one thing that was common among the survey responses was that we were highly rated as a company that values people, and this reminded me once again that this is a value that Macnica should continue to cherish."

Suzuki then pointed out the importance of "Identity," the deepest level 3 of the three-tier model of diversity.

Suzuki: "Humans tend to try to exclude minorities when they join in order to protect their identity. This problem cannot be solved financially; it requires a rethinking of the very structure of the organization."

Regarding this point, Nishikawa Member of the Board, "Individual thinking and occupational roles are closely linked. For example, women may find it difficult to enter aggressive workplaces such as sales. Even if the ratio on the surface is increasing, there may be cases where women feel uncomfortable inside."

President Hara empathized with this, saying, "A uniform organizational environment creates these kinds of problems. If everyone is the same, the fun and diversity of ideas is lost, so we need to hire a variety of talent and be conscious of balancing the vitality of the team." He went on to say, "Similar issues arise if the organization is biased towards minorities only, so it's important to create a diverse organization." Member of the Board Nishikawa responded, "So you're saying you want to value individuality."

Suzuki also said, "It is important for leaders to consciously lower barriers and create an environment where diverse people can work comfortably."

Member of the Board then touched on the importance of non-monetary incentives.
Member of the Board "I think it's very important to have an atmosphere where people feel like 'it's fun,' 'it's flexible,' and 'it's easy to speak up.' It's important to be fair, of course, but ultimately, if the environment is such that only those who raise their hand are recognized, many people will end up being overlooked. I feel that the key to diversity is how to maintain and develop a bright, low-stress environment."

■Theme 1: Please tell us your impressions of the first part.

Kanda: "The talk about Occupational Identity and Personal Identity left a strong impression on me. I was particularly frightened by the fact that unconscious identity can sometimes be used to unintentionally impose certain beliefs on others, and it reminded me of the importance of having a perspective that questions what is taken for granted."

Miyamoto: "When I first graduated, I felt a strong sense of discomfort with the perception that sales jobs should be a certain way, and there was a time when I struggled with my occupational identity and my own identity. I think the entire company needs to be aware of letting go of this kind of bias."

Ms. Sugawara: "I empathized with what she said: 'Women don't want to be treated differently.' I was relieved when President Hara said, 'The numbers are only as good as the true essence.'"

Through comments from different positions and perspectives, the session broadened awareness of how to confront unconscious bias.

■Topic 2: Do you think there are any barriers to diversity at Macnica? If there are any barriers, what do you think should be done?

The second theme focused on the "walls" at Macnica.

Miyamoto: "There are few female managers and salespeople, and without role models nearby, it's hard to imagine what you'll be like in five or ten years. I think it's important to have senior colleagues in the same position nearby."

Sugawara says, "I feel that the assumption that 'childcare is a woman's role' is still deeply rooted. I am able to work full-time thanks to my husband taking six months of parental leave. This experience made me realize that there is no childcare role that only I can do."

Kanda: "I think the value of 'hardworking people are valued' is limiting career diversity. I also think the structure that requires you to move into a management position that doesn't suit you in order to increase your salary is a barrier."

The session highlighted issues that lie not only in the institutional aspects, but also in the very nature of evaluation and awareness.

■Theme 3: What do you think Macnica should do to become an "Excellent DE&I Company"? (*An excellent DE&I company is a company that excels in diversity, equity, and inclusion initiatives.)

The final topic was specific proposals for striving to create a "better Macnica."

Sugawara: "It's important to have a system that makes it easy for people with a variety of backgrounds to work. I think that using that system properly and giving back to the company properly will also lead to trust."

Miyamoto: "I feel that we need to be more proactive in our PR activities to spread awareness of Macnica 's appeal. Also, by creating opportunities to reconcile the differences in attitudes toward diversity between upper management and frontline staff, we can incorporate diverse opinions and increase the flexibility of our organization."

Kanda: "I think there needs to be more flexibility in terms of working hours and places. People have different times and circumstances when they can concentrate, so meeting each individual's needs will improve productivity. However, it's important that employees clearly demonstrate their results so that the system isn't abused."

The comments from each of the three speakers revealed the challenge of how to utilize the system to build a trusting and flexible workplace.

■Summary

This exchange of opinions highlighted awareness and challenges surrounding diverse working styles and values.
It was important not only to have a formal system, but also to actually use it and demonstrate results, and to confront unconscious bias. This was an opportunity for each employee to take DE&I personally and reaffirm the significance of working to create a better workplace.