This post is also available in: 日本語 (Japanese)
Challenges
- In April 2023, the Nikon Group formulated the “Nikon Global DEI Policy.” To effectively disseminate this policy across the organization, it was essential to reform top management’s mindset and ensure their commitment.
- While efforts to foster an inclusive culture at group companies in Japan and overseas, Nikon sought to create a sense of ownership around the policy and encourage more active initiatives at each company.
Solution
- Workshops on building an inclusive workplace were designed for approximately 60 top executives, including CEOs from group companies in Japan and overseas. A pre-workshop organizational survey was also conducted.
- The workshops were conducted in both Japanese and English as a unified global initiative.
Outcomes
- Created a platform where CEOs from various group companies in Japan and overseas could participate in the same workshop online, fostering a shared understanding of the “Nikon Global DEI Policy” beyond language and regional barriers.
- Through exercises and discussions, CEOs shared their current situations and challenges, helping them reflect and consider next steps for their respective organizations.
Nikon Corporation, based on its management vision “Unlock the future with the power of light,” aims to be a key technology solutions company in a global society. It offers a wide range of products and solutions, including cameras, FPD lithography systems, semiconductor lithography systems, microscopes, optical components, metal 3D printers, and measurement and inspection systems. Nikon maintains a global presence with approximately 100 offices around the world, including in Japan, the United States, Europe, and Asia.
With the establishment of the “Nikon Global DEI Policy”, the company has been driving DEI initiatives across the group. Recognizing top management’s mindset shift as a key priority, Nikon partnered with TDC Global to implement a unified global training program. We interviewed Maiko Aoyama and Aya Morita from the Corporate Sustainability Department, who were responsible for running the program.
―― What were the key challenges when implementing this project?
Maiko Aoyama:
In April 2023, we formulated the “Nikon Global DEI Policy” and communicated it to the employees through a message from the president. However, we knew that policy announcement alone wouldn’t be enough for it to take root. We needed a structured approach to drive adoption within the company.
To assess the current state, we conducted a survey of group companies in Japan and overseas. The results revealed disparities in DEI awareness and initiatives across regions and companies. Through discussions, we recognized that regardless of each company’s progress, strong commitment and leadership from top management were crucial to advancing DEI. This realization led us to focus on executive mindset transformation and skill development as a global priority for 2024.
―― Why did you choose to collaborate with TDC Global?
Maiko Aoyama:
As we deliberated on how to approach executive mindset transformation, we concluded that while local contexts differed, CEOs should share a unified perspective on DEI. Instead of conducting separate training programs for each region, we decided to implement a standardized global program online.
One major challenge was the language barrier. After careful consideration, we chose to conduct the program in both Japanese and English to ensure consistency in learning outcomes. The quality of content in both languages was a critical concern for our international members.
Since the initiative was led by Nikon’s Japan headquarters, we sought a partner with both a strong presence in Japan and extensive global expertise. During our research, a colleague in Europe recommended TDC Global, and we reached out via their website. Beyond their bilingual capabilities, their experience with global programs helped us navigate cultural nuances and implementation considerations effectively.
―― What were the key considerations and challenges in designing the program?
Aya Morita:
Since this was Nikon’s first large-scale global online training, we had no prior benchmarks or best practices to refer to. Planning the program from scratch was a challenge.
Given the diverse backgrounds of the participating CEOs, we had to ensure the content resonated with everyone. For example, in Japan, case studies are often linked to women’s empowerment, whereas in other regions, race, nationality, and cultural differences are more prominent. We had to balance different perspectives so that no group felt disconnected.
Additionally, each group company was at a different stage in their DEI journey. Some were advanced, while others were just beginning. We carefully curated case studies to ensure they were relevant and engaging for all participants. TDC Global provided valuable insights on leveraging regional differences as learning opportunities, which helped shape the program effectively.
Maiko Aoyama:
In this program, our main goal was to help each CEO personally connect with the theme and gain actionable insights as leaders. To achieve this, we conducted a pre-session survey not only for each company’s CEO but also for multiple employees.
The results were presented in two ways: a consolidated report for the whole company and an individual company analysis. This allowed each CEO to clearly see the gap between their own perspective as a leader and that of their employees. Analyzing data from around 60 group companies was a challenge, but it provided a crucial starting point for deeper reflection and learning.
――How did the participating executives respond?
Maiko Aoyama:
During discussions, the participants seemed to discover shared challenges across group companies and identified common trends. The opportunity to exchange insights with fellow CEOs proved highly valuable. I also felt that the CEOs of each company were approaching the workshop with the perspective of how to take the results of the workshop back to their own companies.
Some executives took action after the workshop, launching new initiatives or conducting follow-up surveys within their companies. Seeing their peers’ efforts inspired many to take concrete steps.
Aya Morita:
Given the busy schedules of top executives, we structured the program to be as short as possible and designed it as a one-time workshop. However, some participants expressed a desire for having more time, which we were pleased to hear, indicating their strong engagement and interest in the topic.
――What key takeaways did you observe?
Maiko Aoyama:
Despite their differences, executives often experience leadership isolation. This workshop provided a rare opportunity for CEOs from the group companies in Japan and overseas to connect and exchange perspectives.
For some, simply gathering with peers to discuss these issues was a fresh and valuable experience. Overall, we received positive feedback, reinforcing the need for continued engagement on this topic.
Through this initiative, Nikon has taken a significant step toward embedding DEI into its global leadership culture.
Aya Morita:
The Japanese-language session was attended not only by Japanese participants but also by CEOs and executives from group companies in China, Thailand, South Korea, and other regions. Although the session was conducted in Japanese, it was not exclusively for Japan but rather part of a globally shared initiative. I believe this aspect provided a fresh and different than usual perspective for the participants from Japan.
――Looking ahead, what are your expectations following this program?
Maiko Aoyama:
By creating opportunities like this, we hope that CEOs and executives from various group companies will take the initiative as leaders to drive these efforts forward. As the organizing team, we aim to continue providing follow-up support to different regions and companies while also considering the development of platforms and systems that enable top management across group companies to share specific initiatives and case studies.
Note: The content reflects information as of the time of the interview.
