As a deputy director at Kyodo Public Relations’ PR Research Institute, one of the largest PR firms in Japan, Kazuko Kotaki delivers why diversity and inclusion measures are essential to drive innovation. She shares her findings through intensive interviews and abundant case studies from global as well as regional leaders and talents to prove the concept. Find out how businesses have made historic challenges while today’s pioneers are initiating sorely needed innovations to enable another take off for a better, diverse, and inclusive future in the region.

1. Kazuko Kotaki
Deputy Director
PR Research Institute
Kyodo Public Relations
kazuko.kotaki@kyodo-pr.co.jp
Copyright © 2020 Kazuko Kotaki All rights reserved.
Diversity & Inclusion Can Drive Innovation

2. Is Diversity,
Inclusion, and
Innovation An
Oxymoron?

3. Three Steps:
●Acknowledge
●Analyze
●Act

4. Acknowledge How
Diversity, Inclusion and
Innovation Work

5. 5
Diversity and Inclusion Brings Sustainable Innovation
Because It’s All Interconnected.

6. ● Diverse, inclusive environments, mindset, and
culture enable new findings and challenges
● Personal, inspirational experience drives change
● Success in the global fight against COVID-19 can
be achieved with agile, inclusive communications
6
Brut Japan featured New Zealand Prime Minister,
Jacinda Ardern’s coronavirus communications
through continuous self-casting, which was highly
praised by Japanese audiences.
© Brut Japan
https://www.facebook.com/watch/?v=2342638777
73304
Tokyo Governor, Yuriko Koike live casts the
latest COVID-19 info for non-Japanese,
even by partnering with popular YouTubers
to promote “stay home” among younger
generations that boast higher risks.
STOP COVID19 Novel Coronavirus Latest
Information From Governor Koike to the
People of Tokyo
https://www.youtube.com/watch?v=PNU7e
YdIwts&feature=youtu.be

7. 7
Leverage Power of Digitalization and Marketing
Diversity and Inclusion Starts with Oneself
https://www.japaninc.com/article.php?articleID=188
Copyright © Japan Inc Communications, Inc.
Reference: Wikipedia
https://en.wikipedia.org/wiki/Global_OnLine_Japan
https://en.wikipedia.org/wiki/Exodus_Communications
https://cdn.wmsmyanmar.com/Sadia_Kibria_Socialpreneurship_Oct_2019.pdf
Socialpreneurship(C) defined by Sadia Kibria,
Group Chief Executive Officer of Kotler Impact

8. 8
Global technology brands host global summits and international press
conferences to spark innovation, while fighting against COVID-19
https://www.veeam.com/https://www.equinix.hk/
Diversity and Inclusion Enables Change
Min Sun, Chief AI Scientist, Appier
Associate Professor, National Tsing Hua University, Taiwan
TV Tokyo coverage (YouTube)
https://www.youtube.com/watch?v=sZ6BAyTrbTU

9. 9
Analyzing Relevant
Case Studies
-- Three Global Player Cases --

10. 1.MEDICAL
10

11. 11
● Inspired by the notion of an antiseptic, Johnson &
Johnson was founded as an innovative medical
startup in 1886 in the US. Eight out of 14 inaugural
members were women, who strongly believed in their
roles as both employees and consumers.
● Today, employee-led voluntary groups form various
“Employee Resource Groups” (ERGs) are run to
share identities, affinities, and experiences, as
women, LGBTQ, diverse abilities, etc, beyond their
businesses.
https://www.jnj.co.jp/about-jnj/diversity-and-inclusion
https://ourstory.jnj.com/experience-our-stories

12. 12
● Top ranked in LGBT and Global Diversity respectively
as recognized in PRIDE Index for 3 consecutive years
(2017-2019), by working with Pride in Japan.
● There is no “dedicated Diversity & Inclusion officer” in
the region.
● Diversity & Inclusion initiatives are holistically developed
from various standpoints, from top management, ERGs,
HR, to communication across its entire organization.
Eunice-Masako Quinn
Head of HR, Supply Chain,
Diversity & Inclusion Lead,
Johnson & Johnson Family of
Companies in Japan
https://www.jnj.co.jp/caring-and-giving/look-to-the-invisible-difference

13. 13
Father’s Day Workshop
~Children to Fathers, Fathers to Children~
Date：05 June, 2018
Location：Tokyo HQ
Attendees： 50
● Male employees with daughters discussed what makes a safe environment for their children/daughters to work
at, so that they can all think proactively.
● By reviewing interviews of females and other employees who had daughters, participants reaffirmed the
company’s flexible work styles, such as Work From Home and Short Work-Hours being highly important to
properly prepare for future major life events of each employee.

14. Diversity, inclusion, and innovation are woven
into “Our Credo” documented in 1943
14https://www.jnj.com/credo/
“We believe our first responsibility is to the patients, doctors and nurses, to
mothers and fathers and all others who use our products and services. In
meeting their needs everything we do must be of high quality.”
“We must provide an inclusive work environment where each person must be
considered as an individual. We must respect their diversity and dignity and
recognize their merit. They must have a sense of security, fulfillment and
purpose in their jobs.”
“We must be good citizens — support good works and charities, better health
and education, and bear our fair share of taxes. We must maintain in good
order the property we are privileged to use, protecting the environment and
natural resources.”
“Our final responsibility is to our stockholders. Business must make a sound
profit. We must experiment with new ideas.”
https://www.jnj.com/our-heritage/timeline-of-johnson-johnson-credo-driven-decisions

15. 15
Capitalizing on employees’ individual assets
Eunice-Masako Quinn leverages her multinational
background to bring out the best of each
employee’s value as a true practitioner of “Our
Credo”- to keep creating an inclusive culture.
Eunice-Masako Quinn
Head of HR, Supply Chain,
Diversity & Inclusion Lead,
Johnson & Johnson Family of
Companies in Japan
“Integration toward Diversity & Inclusion enables us to
attract and retain diverse talent, while advancing our
“culture of belonging”. Rankings and accreditations are
something that catalyze our efforts to motivate people.”

16. 2. TECHNOLOGY
16

17. 17
https://www.sap.com/corporate/en/company/history.html
● In 1972, five entrepreneurs in Germany had a vision
for business technology. Fueled by their pioneering
spirit, SAP became engaged in transforming the IT
industry.
● Today, the firm is firmly positioned as a market leader
in enterprise application software, and now
transforming itself into an “experience company.”
https://www.sap.com/corporate/en/company/leadership.html

18. 18
https://hatarakigai.info/ranking/japan/2020.html#modal-l-10
● SAP facilitates diversity and inclusion by following a
Bersin by Deloitte maturity model. SAP won the
Ultimate Award of the 2016 WhatWorks® Award
program in the US.
● SAP Labs India is recognized as a top Great Place
to Work® which identifies India's Best Companies.
● SAP Japan was awarded as the 10th Great Place to
Work 2020 in Japan by the Great Place to Work®
Institute Japan.
https://www.greatplacetowork.in/great/rated/100-best/SAP-India
Diversity and Inclusion at SAP

19. 19
SAP Japan Diversity and Inclusion Strategy - Their 3G+ Manifest
Gender: Increasing women participation with 30/20/10 Goal
30% in the workforce, 20% in management, and 10% in leadership positions by the end of 2020.
Generation: Focus on development across generations
Young Talent Focus Team, Internships, career success roadmaps, flexibility for post retirement, etc.
Global Culture: Becoming a truly global workforce
English proficiency test and programs, Global Certification Program for global account owners, global exchange for mentorship etc.
Beyond 3G: Healthy and inclusive workplace for all
Egalitarian benefits, healthy workplace program, partnerships to promote a diverse and inclusive culture.

20. 20
Innovation Success “Team Diversity for Innovation”
Increased diversity in manufacturing customer team that
enabled dramatic value creation and delivery, plus helped
innovate and increase revenue within a few years.
● Japanese manufacturer in need of innovation.
● SAP increased diversity of gender, generation, and global culture in its teams facing
customers.
● Customers were first surprised because they were used to interact only among males, and
learned that diverse SAP team helped them to get more value delivered with a strong belief.
● SAP manufacturing business grew tremendously at par.
Olga Zgurskaya
Vice President,
Head of Human Resources
SAP Japan

21. 21
Innovation Success “Shadowing for an Inclusive Culture”
Talent exchange program enables SAP Japan professionals
to go to other markets and work with peers or next level
colleagues to learn different environments, realize
unconscious bias, and become more open and inclusive.
● SAP shadowing program sends an increasing number of Japanese employees overseas for
one to two week periods to experience different work manners, cultures, and environments
in different markets.
● By shadowing other roles, Japanese senior management learned “Managers can be nice”.
An eye opening experience to change people’s lives and human perception.
Olga Zgurskaya
Vice President,
Head of Human Resources
SAP Japan

22. 22
● Young talents initiated cultural changes within the company to encourage more
inclusiveness using an iconic yellow ribbon representing a sign of willingness to receive
feedback
● Senior executive team members supported the idea and put a yellow ribbon on their office
doors.
- Iconic expression meaning: “Your feedback is always welcomed”
● The yellow ribbon symbolically took out people’s psychological barrier to speak openly
and feel included
Innovation Success “Yellow Ribbon for Inclusiveness”
Young talents initiated a campaign to welcome feedback
and facilitate open conversations in order to make SAP
more inclusive.

23. 23
Leverage your identity
Key is your authenticity, empathy, and logic
Olga Zgurskaya
Vice President,
Head of Human Resources
SAP Japan
Having learned the importance of diversity from her
daughter,
Olga Zgurskaya proactively empowered Japanese business
decision makers to realize their unconscious bias through
individual follow-ups, by leveraging on her non-Japanese
identity as she is a Russian working for a German company
in Japan!

24. 3. Child Care
24

25. 25
PwC Consulting Japan voluntary group launched a consulting project which drives
social child caring by utilizing their business expertise.
https://www.pwc.com/jp/ja/press-room/after-school-care-
program191008.html
● Voluntary parental members formed a framework to provide an after
school child caring consulting service.
● Consulting includes business planning such as integration of
education, entertainment, and nursing which form creative measures to
help children nurture identity, while parents continue their work
engagement without worry.
Diversity and Inclusion Team Pursuing Voluntary Work for After School
Child Care Business Support
PwC

26. 26
● Current after-school-caring programs focus mainly on safety,
not nurturing creative children.
● Must include parents, policy makers, educational institutions,
and legislators to provide a better solution together.
● Need logical and emotional components for business
decision makers to move into child care and take part.
Why Did It Happen?
Kenji Wakabayashi
Senior Manager,
PwC Consulting LLC
PwC

27. 27
Create a movement
Share your thoughts and experience with like-minded
people - don’t shy away from being altruistic
Kenji Wakabayashi
Senior Manager,
PwC Consulting LLC
Having twins born while working in PwC Indonesia, Kenji
Wakabayashi realized the true value of life and living with a
purpose. He initially started work-style reform on his own.
After coming back to Japan, he started a movement within
PwC Japan.
PwC

28. - Four Local Pioneer Cases -

29. 29
“By finding or making ‘third place’
communities outside of your home
(first place) or work (second place),
you can increase your inner diversity.”
Shino, Bar Owner
Interview quote in Nikkei xwoman,
© Nikkei Business Publications, Inc..
https://woman.nikkei.com/atcltrc/blog/kotakikazuk
o/post/2e7c42c1d84548e1bc42c1d845c8e10a/
Premise:
Inner Diversity for Inclusion

30. 30
You can increase your knowledge diversity by
experiencing diverse roles and jobs within a
company, or even communities and households.
Tomoko Kawakami
Professor of Marketing, WASEDA Business School
Classicaile concert project leader
https://www.waseda.jp/fcom/wbs/faculty-en/6112
Premise:
Knowledge Diversity for Inclusion
https://www.classicaile.com/

31. 1.Learning Services
31

32. 32
Learning in Context, a Tokyo-based consulting and producer firm dedicated to
learning venues and services.
Learning in Context, a Kyouwa Bussan Company,
headed by Masayuki Sorata, CEO
Learning organization project for
Chiba-based Nijinoki nursing school to
embrace diversity and inclusion
https://learning-in-context.com/project/215/
Value identification project at
Ritsumeikan University in Kyoto to
interpret learnings in social context,
and enable voluntary actions to make
the learning more valuable through
interviews.
To support working parents
in healthcare engaged in
stopping COVID-19 spread,
Hibarigaoka Common after
school in Nishitokyo run by
Learning in Context
provided free child care in
March.
https://learning-in-context.com/project/303/
https://cmn.tokyo/
https://www.atpress.ne.jp/news/207096
https://learning-in-context.com/

33. 33
Masayuki Sorata, a successful CEO
at Kyouwa, a family liquor retail
business founded by his wife’s
grandfather in 1963, diversified the
business into sustainment.
Why Did It Happen?
Masayuki Sorata, Founder and CEO,
Leaning in Context,
Kyowa Bussan

34. 34
Masayuki Sorata traveled all over the world when he
was in his twenties, and also learned greatly from
history.
After his daughter’s birth, he felt a strong passion to
serve in the education field and community business.
He also serves as local shopping mall chairman for the
community.
Driven by mission and passion
Learn from global and local communities, and histories
Masayuki Sorata, Founder and CEO,
Leaning in Context,
Kyowa Bussan

35. 2. Social Movement for Fathers
(and Families, Businesses)
35

36. 36
Helping fathers to take part in child raising and support mothers
Facilitating social movement and policy changes
Manabu Tsukagoshi’s Case
Changes in Progress
● Ikumen “Child raising father” boom in 2010
● Single fathers get support from the former French Toast Fund and Child Raising Allowance
Bill Revision, which extended the funding to motherless families in 2010.
● Running Ikuboss Campaign to enlightening business managers to support employees’ child
raising together with the Ministry of Health, Labour and Welfare
Manabu Tsukagoshi
Board Member, Fathering Japan NPO
Chief Consultant, Diversity and Inclusion, Toray Corporate Business Research

37. 3. Support Families with Special Needs
37

38. 38
Mayu Takishima’s Case
Supporting family members of those with disabilities, and brothers and
sisters of children with special needs
Mayu Takishima
Founder of Sibling Circle (Kyodai Kai) SHAMS in Japan
Assistant Professor, Department of Social Welfare Services, Faculty of Human
Sciences, Mejiro University
Certified Social Worker
Certified Public Psychologist
Nursery Teacher
Changes in Progress
● Introducing and practicing Sibshops in Japan since 2001.
● Running The Sibling Support Project to provide family-
friendly and highly rated workshops on sibling issues to
parents, service providers, and siblings of all ages.
https://www.facebook.com/SiblingJapan/

39. 4. Promoting Differences
39

40. 40
Running Super Welfare Expo in Shibuya since 2014, to create a place to serve all individuals to
bring a brighter future by promoting “differences”. Also similarly supporting Kawasaki City.
Shinji Sudo’s Case
Shinji Sudo
Chairperson, People design Institute NPO
Chairperson, Nextidevolution LTD.
Initiating a social project to change the concept of "welfare" by leveraging the power of fashion
and design to deliver novel products and proactive social movement.
Shibuya expo showcases
innovations toward creating an
inclusive society
by Magdalena Osumi
Japan Times, November 16, 2017
© The Japan Times LTD.
Promoting differences to drive sustainability
Genny TM © People Design Institute © People Design Institute

41. 41
Shinji Sudo’s Case
Shinji Sudo
Chairperson, People design Institute NPO
Chairperson, Nextidevolution LTD.
The Institute supports people with disabilities to
work at Kawasaki Frontale, a professional
football club, to create jobs, increase diversity,
and develop an inclusive society using the power
of well-known sports and partnerships.
https://www.jleague.jp/sharen/casestudy/case_01.html
Creating jobs and partnerships

42. 42
Shinji Sudo’s Case
With his second son born with cerebral palsy, he had been questioning himself, as a father and as a
social innovator, the decisive chasm between handicapped and non-handicapped people. It is Mr. Sudo's
firm conviction that people are designed out to be understood with a multitude of possibilities for uniqueness.
He has also been working extensively with institutions in higher education including, but not limited to, Delft
University of Technology in Netherlands and Waikato University in New Zealand, offering lectures to
postgraduate students. (Excerpt)
Salzburg Global Seminar
Austria
https://www.salzburgglobal.org/people.html?userID=31081
Speaking Globally

43. 43
Shinji Sudo’s Case
Shinji Sudo strives to be an agent of change in the world. As founder and director of the People Design
Institute in Japan, Sudo helped pioneer the concept of “People Design” – a creative method and philosophy
that aims to eliminate the societal barriers and (emotional) stigma associated with people with disabilities and
other minorities.
Through various social initiatives in fashion, sports, entertainment and the like, the Institute, together with
Sudo’s non-profit organization NexTidEvolution, aspires to create a culture of diversity on a global scale.
(Excerpt)
4TU
The four universities of technology in the Netherlands
https://www.4tu.nl/du/en/Researchers/shinji-sudo/
Speaking Globally

44. Three Steps:
●Acknowledge
●Analyze
●Act for stakeholders

45. 45
Act as An Innovator

46. Leverage personal drive,
Be Altruistic
- It starts with each one of us-
46

47. 47
Suppress
Your Own
Monster -
Don’t be selfish Professor Takanobu Nakajima
Faculty of Business and Commerce
Keio University
Economics of People with DisabilitiesContain Eugenics.

48. 48
Raise
Your
Visibility Michiko Achilles
Senior Advisor
Human Resources Strategy
SAP Japan

49. Inclusive
Communication is
the Key to
Leave No One Behind

50. 50
Communicate to
Stop
COVID-19
Together
United Nations Global Call Out To Creatives -
help stop the spread of COVID-19: Talenthouse
https://www.iabc.com/covid-19-resources/
PR Research Institute providing COVID-19 and
sustainability news and resources in Japanese.
https://prri.kyodo-pr.co.jp/
● UN key messages in your work:
○ Personal Hygiene
○ Physical Distancing
○ Know the Symptoms
○ Kindness Contagion
○ Myth-busting
○ Do more, Donate
IABC COVID-19 Resources: Recent Articles
Digital Hygiene: The next step in the fight against COVID-19
Now What? Communicating in the Weird, New Organizational Normal
Communication that Works in a Crisis: Tips and techniques
What Communicators Need to Know About the Legal Implications of the
COVID-19 Crisis
Creating a ‘Third Culture’ Is Essential for Successful Remote Working

51. Special Thanks
Philip Kotler, S.C. Johnson & Son Professor of International Marketing, Kellogg™ School of Management, Northwestern University
Sadia Kibria, Kotler Impact CEO, World Marketing Summit Group CEO
Min Sun, Chief AI Scientist, Appier; Associate Professor, National Tsing Hua University, Taiwan
Tomoko Kawakami, Professor of Marketing, WASEDA Business School
Takanobu Nakajima, Professor of Business and Commerce, Keio University
Mayu Takishima, Founder of Sibling Circle (Kyodai Kai) SHAMS in Japan, Assistant Professor of Social Welfare Services, Mejiro University
James Harff, Co-Founder, President and CEO, Global Communicators, LLC
Roger J. Boisvert, Founder of Global OnLine Japan (GOL)
Hiroto Ebata, Founder of Next Marketing Platform Lab (NMPLAB)
Eunice-Masako Quinn, Head of HR, Supply Chain,Diversity & Inclusion Lead, Johnson & Johnson Family of Companies in Japan
Olga Zgurskaya, Vice President, Head of Human Resources, SAP Japan
Michiko Achilles, Senior Advisor, Human Resources Strategy, SAP Japan
Kenji Wakabayashi, Senior Manager, PwC Consulting LLC
Manabu Tsukagoshi, Chief Consultant, TORAY Business Research Institute; Member of the Board of Directors, Fathering Japan
Kenta Hashi, Main Man Project Leader, Fathering Japan
Shinji Sudo, Chairperson, People design Institute NPO; Chairperson, Nextidevolution LTD.
Masayuki Sorata, CEO, Learning in Context, Kyouwa Bussan
Wendy Lang, Senior Manager, Corporate Communications, APJ, Veeam Software
Annie Ho, Regional PR Lead, Asia-Pacific, Equinix
Stella Jansen, Managing Director, Progress Communications
Hisataka Uchida, Audience Engagement, Unit Leader, Nikkei BP
Kenzaburo Ikeda, PR Research Institute, Kyodo Public Relations

52. Appendix

53. A veteran PR consultant with passion for technology, as well as an interviewer, speaker, author.
Kazuko Kotaki
https://www.ipra.org/news/itle/golden-rules-
for-success-in-japan/
https://aria.nikkei.com/atcl/column/19/073000121/
020500005/?i_cid=nbparia_sied_pol_oyalisthttp://www.globalcommunicators.com/kyo
do-public-relations-blog.htm
Deputy Director
PR Research Institute
Kyodo Public Relations

54. ● Founded in 1964, Kyodo PR celebrated its 55th anniversary as a top PR agency brand, headquartered in Tokyo.
● Retained by over 200 Japanese and multinational clients, running over 5,000 PR projects per year.
Kyodo PR
Major independent PR firm
with locations around the world
Asia
Ruder Finn (Singapore HQ, Hong Kong, New Deli,
Beijing, Shanghai, Guangzhou) / Go Communications
(Malaysia HQ, Thailand, Indonesia, Vietnam,
Cambodia, Singapore) / Grape PR (South Korea) /
Compass PR (Taiwan) / VIS Communications (Hong
Kong) / Total Quality PR (Thailand/Vietnam) / VERO
PR (Thailand, Vietnam) / Inke Maris & Associates
(Indonesia) / Maverick (Indonesia) / Prestige
Communications (Malaysia) / Fuentes Manila
(Manila, Philippines)
America
CPR (New York) / Bridge Communications (New York)
/ PAN Communications (Boston) / Wagstaff (Los
Angeles) / Olson Communications (Chicago)
Middle East
Publicis Graphics
(Dubai)
80 Member Offices as of 2020:
Europe
England, Germany, France, Italy, the Netherlands, Spain, Portugal, Czech
Republic, Denmark, Finland, Switzerland, Sweden, Norway, Romania, Poland,
Belgium, Bulgaria, Croatia, Ukraine, Cyprus, Greece, Hungary, Ireland, Latvia,
Malta, Russia, Serbia, Slovakia, Slovenia, Turkey etc.
Asia-Oceania
Japan, India, Thailand, Singapore, Vietnam, Malaysia, the Philippines,
Cambodia, Myanmar, Bangladesh, China, Taiwan, Korea, Australia etc.
The Middle East, Africa
The United Arab Emirates, Egypt, Israel, Saudi Arabia, South Africa etc.
The United States of America
San Francisco, Boston, New York, New Jersey, Virginia etc.
South America
Argentina, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico
Member of the “GlobalCom” network, a
network of PR companies in various
countries around the globe that can meet
with all of your PR needs.
Affiliated PR Companies
Project Partners
GlobalCom

55. PR Research Institute Japan-based think-tank propelling the 17 sustainable goals registered
on March 17 as “SDGs Day”, accredited by the Japan Anniversary Association, and providing
useful relevant resources on every 17th of the month, initially in Japan.
Driving Sustainability
https://prri.kyodo-pr.co.jp/https://www.kyodo-pr.co.jp/column/https://www.kyodo-pr.co.jp/
https://twitter.com/hashtag/%E3%81%BF%E3%82%93%E3%81%AA%E3%81%A7%E8%80%83%E3%81%88%E3%82%8Bsdgs%E3%81%AE%E6%97%A5