> A letter from the Representative of the Board of Directors
GEWEL was established in 2003 by ten people who believed that we should support Japanese women who wish to attain positions of responsibility within organizations and society. To realize this vision, we shifted the focus of our activity to Diversity and Inclusion (D&I) in 2005, which makes Japanese society more lively and creative, with people loyal to their own values and lifestyles, regardless of gender, age or history.
In recent years, acknowledgement of various values and lifestyles has grown--and not just among the workforce in areas such as gender, nationality and age. Compared to 2005, more companies are now pursuing D&I initiatives as part of their corporate strategies. However, the scope of D&I is still largely limited to gender diversity. Under current systems, it has become difficult to ensure an organization's vitality and creativity. In addition, more cases of M&A among Japanese companies are occurring, and this is where D&I as a business strategy is crucial.
Seven years after the foundation of GEWEL, we are evaluating the necessity of inclusion, and even in our own organization we have added new generations and people who are practicing D&I as leaders and formed a new structure.
I worked for a long time as a product manager at a Swiss pharmaceutical company. During that period, I didn't realize that success would not be possible without the collaboration of my coworkers based on the principles of D&I leadership.
After a long career in marketing, I decided to start this D&I initiative as a new challenge. I executed many D&I plans and was able to improve the organizational climate.
After I retired, I decided to put my experience with D&I to work, hoping to make a difference.
There is much that I wish I had realized earlier. That is, things I learned while working with diverse groups of people. It seems that everyone has some aspects which are similar, but everyone is different. When you think of others objectively and about why everyone is different, it is interesting and engages your curiosity.
I also discovered the phrases "pay it forward" and "goodwill bank." They are a big reason why I have been able to survive until now, allowing me to collaborate and cooperate with other people. Of course, it goes without saying that we must show our appreciation to those who have paid us such favors, but it seems my role also involves passing these concepts along, providing the next generation with some life wisdom and a better job (life).
I truly realize the difficulty of promoting the D&I concept. In addition to being a "walk-the-talk" D&I leader, it is necessary for me to work and think hard, and change my own attitudes and behavior based on my beliefs and values. GEWEL offers many great opportunities for others to share this positive thinking and enjoy the concept and dynamism of D&I.
GEWEL Representative of the Board of Directors Sachiko Fujii
GEWEL was established in 2003 by ten people who believed that we should support Japanese women who wish to attain positions of responsibility within organizations and society. To realize this vision, we shifted the focus of our activity to Diversity and Inclusion (D&I) in 2005, which makes Japanese society more lively and creative, with people loyal to their own values and lifestyles, regardless of gender, age or history.
In recent years, acknowledgement of various values and lifestyles has grown--and not just among the workforce in areas such as gender, nationality and age. Compared to 2005, more companies are now pursuing D&I initiatives as part of their corporate strategies. However, the scope of D&I is still largely limited to gender diversity. Under current systems, it has become difficult to ensure an organization's vitality and creativity. In addition, more cases of M&A among Japanese companies are occurring, and this is where D&I as a business strategy is crucial.
Seven years after the foundation of GEWEL, we are evaluating the necessity of inclusion, and even in our own organization we have added new generations and people who are practicing D&I as leaders and formed a new structure.
I worked for a long time as a product manager at a Swiss pharmaceutical company. During that period, I didn't realize that success would not be possible without the collaboration of my coworkers based on the principles of D&I leadership.
After a long career in marketing, I decided to start this D&I initiative as a new challenge. I executed many D&I plans and was able to improve the organizational climate.
After I retired, I decided to put my experience with D&I to work, hoping to make a difference.
There is much that I wish I had realized earlier. That is, things I learned while working with diverse groups of people. It seems that everyone has some aspects which are similar, but everyone is different. When you think of others objectively and about why everyone is different, it is interesting and engages your curiosity.
I truly realize the difficulty of promoting the D&I concept. In addition to being a "walk-the-talk" D&I leader, it is necessary for me to work and think hard, and change my own attitudes and behavior based on my beliefs and values. GEWEL offers many great opportunities for others to share this positive thinking and enjoy the concept and dynamism of D&I.
GEWEL Representative of the Board of Directors Sachiko Fujii