1. Overview

The Startup Ecosystem Tokyo Consortium held a Diversity Panel Discussion titled "Innovation and Diversity" at Shibuya Solasta Conference on Wednesday, March 22, 2023. Takako Ogawa of Panaritt Inc. and Yusuke Ishikawa of Famion Inc. served as panelists, discussing trends and initiatives related to innovation and diversity.

Event Implementation Overview

（1）パネルディスカッション：イノベーションとダイバーシティ*¹ 東京圏スタートアップ・エコシステムからみた可能性

After introducing the initiatives of each participating company, we asked about the changes brought about through their respective diversity efforts.

Next, we heard about changes in diversity through each company's initiatives. Panarit Corporation noted that while many Japanese companies did not prioritize HR data several years ago, it is now being utilized alongside the trend toward mandatory disclosure of human capital and the desire for evidence-based decision-making. By analyzing and leveraging HR data, companies can provide opportunities for individual employees to maximize their abilities. This, in turn, enables diversity management that fosters various innovations by utilizing diverse talent.Meanwhile, Famione Inc. noted that while awareness of infertility treatment and fertility efforts was low several years ago, they now feel these topics are gaining attention within the context of diversity, particularly in promoting women's advancement and health management. However, they also stated that society as a whole has not yet reached a point where the importance of diversity is widely recognized and individual awareness has significantly changed. Therefore, they shared their outlook for the future, expressing their desire to continue advancing their initiatives.

*¹: Refers to "diversity," specifically encompassing differences in gender, age, nationality, race, religion, sexual orientation, and disability status. It also includes deeper, less visible forms of diversity such as work styles, career paths, experiences, ways of perceiving, and ways of thinking.

（2）ディスカッションセッション

Following the panel discussion, we held a discussion with the two speakers and all participants.

First, the topic arose of where companies should begin when building diversity.While the specific elements required to build diversity vary depending on each company's phase and cannot be generalized, it was suggested that starting with visible factors like gender, nationality, and experience level is a good approach. Additionally, it was noted that diversity can be understood as "revealing things the company hadn't noticed before," and considering what elements to add to the company culture is another viable perspective.

Next, we exchanged views on the future state of Japanese companies as diversity progresses. Positive opinions emerged, such as the expectation that shifting from uniform organizations to diverse ones would allow employees greater freedom in their work, and that new products could emerge from previously unseen perspectives.

Finally, we exchanged views on the specific substance of advancing diversity initiatives. Three key elements were discussed: location, age diversity, and collaboration with external experts.

Regarding the location of headquarters functions, it was suggested that diversity is not built by the location of the headquarters, but rather by the corporate culture and ethos. In fact, Panarit Corporation relocated its headquarters to Tokyo, yet it was introduced that the company has built a diverse environment with employees of varied ages and nationalities.

Next, regarding age diversity, it was suggested that since the measures implemented differ depending on the purpose of seeking diversity, it is best to first consider the objective of broadening the age range of employees.Indeed, Famion Inc. employs professionals from diverse fields, each holding varied values. To maintain this diversity, they proactively create regular opportunities to align common understandings and values. Additionally, we heard that some companies have advanced diversity and business expansion by hiring a CHRO capable of developing organizational strategy from the seed/early stage—a phase where HR specialists are often absent.

Finally, regarding collaboration with external experts, it was suggested that it is important to steadily approach them through participation in events, direct communication, and other means to establish cooperation.