The Global Premium Brands Division, which handles marketing for Shiseido's skincare brand ELIXIR and sun care brand ANESSA, consists of many mid-career hires and international members with varied perspectives and backgrounds.

	Mid-Career Hire Rate	International Member Rate
Global Premium Brands Division	47%	13%
Overall Marketing Organization	26%	5%

Organizations with high proportions of mid-career hires and international staff sometimes show lower engagement levels, suggesting that achieving diversity doesn't automatically lead to inclusion. However, interviews with members of this division revealed that not only do they recognize the diversity within their department, but many also genuinely experience an inclusive environment. Let's examine the specific feedback and data.

Members of the Global Premium Brands Division consistently report that they are experiencing an inclusive team environment in this Division. What elements contribute to this perception? We interviewed some team members to find that out.

—— Having transferred from another marketing team to the ELIXIR Global Brand Unit, how do you perceive the team's work style?

—— How does the team accommodate members with fixed schedules, such as parents, in a busy marketing organization?

—— And of course, knowing when required meetings will occur in advance reduces instances of member absences and prevents unnecessary catchup.

We heard there's another work style innovation. Could you elaborate on it?

—— While the "pre-read" system promotes efficiency, having all members review materials beforehand also benefits mid-career hires, international staff, and new team members by ensuring everyone enters discussions with the same baseline knowledge, preventing situations where people might hesitate to speak up due to the gap of expertise.

Chiaki Tomita, currently serving as Chief Brand Officer leading the Global Premium Brands Division, explains the reasoning behind implementing this system:

While many focus on psychological aspects when considering how to encourage open discussion in meetings, the Global Premium Brands Division has achieved both efficiency and inclusion through systematic meeting management approaches.

Analysis of Work Logs

Member interviews revealed that efficiency measures for completing tasks within limited time frames contribute to inclusive organizational operations. Scheduling of meetings seems to benefit various aspects of work.

While excessive meetings are often criticized for reducing productivity, the Global Premium Brands Division doesn't necessarily have fewer meetings than average. However, 41.3% of their time for meetings consists of "regularly scheduled meetings" - significantly higher than the average for other departments.

While regular meetings account for over 40% of weekly meetings, the autonomy to structure one's work schedule accommodates various backgrounds, including family commitments, childcare, and personal life. This suggests that workplace efficiency measures can sometimes promote inclusion.

While reformation of work style is progressing, it's crucial to reassess the significance of meetings. This case study demonstrates how efforts to improve the quality of meetings for efficient operations contribute to creating an inclusive environment.
By establishing regular meetings for agenda-driven items, the team creates an environment where parents can confidently approach their work. Additionally, the "pre-read" system allows all members - whether mid-career hires, international staff, or long-term employees - to participate in discussions under equal conditions, fostering an inclusive atmosphere where individuals can confidently share their thoughts and opinions.

Achieving inclusion requires more than just putting diverse talent together; it demands concrete organizational initiatives to leverage that diversity. The success of the Global Premium Brands Division offers valuable insights for other organizations seeking to create truly inclusive environments.