Examining Diversity Inclusion From An Asian Perspective

Examining Diversity & Inclusion
From an Asian Perspective
Sponsored by
HK$200 April 2015

ABOUT THE DIVERSITY & INCLUSION IN ASIA NETWORK (DIAN)
The Diversity & Inclusion in Asia Network (DIAN), an initiative of Community Business, is a unique network of
leading companies committed to progressing diversity and inclusion in Asia. Members work together to understand
diversity and inclusion issues pertinent to the region, share and develop best practice and impact positive change.
Each year, members also collaborate on a pioneering project designed to advance diversity and inclusion in Asia – in
their own organisations and beyond. In 2014, DIAN comprised 39 companies including: Accenture, AIG, ANZ, Bank
of America Merrill Lynch, Barclays, BHP Billiton, Bloomberg, BNY Mellon, Brown-Forman, Cargill, Cisco, Citi,
Coca-Cola, Commonwealth Bank of Australia, First State Investments, Credit Suisse, Deutsche Bank, EY, Freshfields
Bruckhaus Deringer, Goldman Sachs, Google, Herbert Smith Freehills, Hogan Lovells, IBM, J.P. Morgan, Linklaters,
Microsoft, Moody’s, Morgan Stanley, Nomura, PwC, Prudential, The Royal Bank of Scotland, Shell, Standard Chartered
Bank, State Street, Telstra, Thomson Reuters, Unilever and Walt Disney Parks & Resorts. For more information about
DIAN please see the Community Business website at: www communitybusiness org/DIAN/index.htm.
ABOUT COMMUNITY BUSINESS

Community Business is a not-for-profit organisation whose mission is to lead, inspire and support companies to
have a positive impact on people and communities. Recognised as a thought leader in corporate responsibility
in Asia, Community Business conducts research, facilitates networks and events, leads campaigns and provides
consultancy and training. Its major areas of focus include: Community Investment, Diversity & Inclusion, Work-Life
Balance and Corporate Responsibility Strategy. Founded in 2003 and based in Hong Kong, Community Business
works with companies of all sizes and from diverse industries across Asia, harnessing the power of business to drive
social change. For more information, http://www.communitybusiness.org.
ACKNOWLEDGEMENTS
Community Business is grateful to the members of DIAN for supporting the compilation of this research, including
putting employees forward to take part in the facilitated dialogues and telephone interviews, promoting the Online
Survey as well as providing funding. In particular, Community Business thanks the members of the DIAN Deliverable
Taskforce who helped shape the direction and approach, including: Sha-Ron Low of Accenture, Varsha Ramesh of
Cargill, Bill Chen of Goldman Sachs, Kalpana Veeraraghavan of IBM, Michelle Martin and Ling Ma of J.P.Morgan, Claire
Goodchild of Morgan Stanley, Karen Loon of PwC, Chhaya Sinha of Standard Chartered Bank and Xiaomei Jia of
State Street.
Community Business also thanks the following contributing experts, whose profiles can be found in the Appendix,
for contributing their time and sharing their insights: Tracy Ann Curtis of TAC Global, Dr Steven DeKrey of Asian
Institute of Management, Mark Kaplan of The Dagoba Group, Lynn King of SageVision, Lin Gao of Motorola
Solutions, Hubert Lin of Beijing Foreign Affairs University and Harrow International School, Takashi Kawatani of
Diversity Management Institute Inc., Akiko Moriyama, Diversity & Intercultural Consultant, Devdutt Pattanaik of
Devdutt Enterprises, Suzanne Price of Price Global, Dr Saundarya Rajesh of AVTAR Career Creators & FLEXI Careers
India, Em Roblin of LEAP, Diane Sasaki of Aperian Global, Smita Tharoor of Tharoor Associates, Meena Thuraisingham
of Talentlnvest, Dr Tom Verghese of Cultural Synergies, Connie Wong of CSW Associates Inc. and Makoto Yoda of Asia
Corporation.
ABOUT THIS REPORT

Researchers: Tina Arcilla, Sophie Guerin and Kate Vernon - Community Business
Authors: Sophie Guerin and Kate Vernon - Community Business
Contributor: Tina Arcilla - Community Business
Reviewer: Matthew Yu - Community Business
DISCLAIMER
All information in this document is provided for general information only and is not in the nature of advice. It should not be relied upon for any purpose and
Community Business Limited (CBL) makes no warranty or representation and gives no assurance as to its accuracy, completeness or suitability for any purpose.
Inclusion of information about a company, programme or individual in this publication does not indicate CBL’s endorsement. Where cited, you should refer to the
primary sources for more information. This report does not necessarily reflect the views of CBL member companies or the sponsors of this report. CBL reserves the
right to make alterations to any of its documents without notice.
©2015 Community Business Limited. All rights reserved. Reproduction and dissemination of this document (in whole or in part) is not allowed without prior written
permission of Community Business Limited and due acknowledgment of authorship. If use of this document (in whole or in part) will generate income for the
licensee, prior written permission to that effect must be obtained from Community Business Limited. To obtain permission, write to ip@communitybusiness.org.
CONTENTS
FOREWORD 2
EXECUTIVE SUMMARY 3
INTRODUCTION 4
PART 1:
DIVERSITY & INCLUSION – HOW RELEVANT IN ASIA? 5
PART 2:
UNCOVERING KEY DIVERSITY & INCLUSION DYNAMICS IN ASIA 13
China* 14
Hong Kong* 18
India 22
Japan 27
Singapore 32
PART 3:
RECOMMENDATIONS: HOW TO DEVELOP A LOCALLY RELEVANT
DIVERSITY & INCLUSION STRATEGY IN ASIA 37
CONCLUDING REMARKS 40
APPENDIX: PROFILES OF CONTRIBUTING EXPERTS 41
* In this report, where we refer to China, we are referring to the People’s Republic of China; where we refer to Hong Kong, we are referring to the
Hong Kong Special Administrative Region.
1
wwwcommunitybusinessorg
FOREWORD
As a thought leader on diversity and inclusion in Asia, Community Business prides itself as being an
organisation that is committed to exploring and understanding the issues as they relate to this region.
This holds true even when the conversation can be difficult, challenging or even sensitive.
In working with multinational companies across the Asia region, one of the obstacles we often hear
about – particularly from global and regional diversity and inclusion professionals – is how to get local
leaders and colleagues in Asia to take diversity and inclusion seriously and treat it as a critical business
issue.
In 2014, at the request of our Diversity and Inclusion in Asia Network (DIAN), we dedicated research to
this topic. In our publication, Engaging Managers in Asia on Diversity & Inclusion, we looked at some of
the stumbling blocks to engaging middle managers and explored what steps companies can take to
overcome them.
One of the key takeaways from this research was that in many markets in Asia diversity and inclusion
is often seen as a Western concept, sometimes at odds with local cultural norms, and introduced via a
traditional corporate approach to diversity and inclusion that does not resonate locally. We concluded
that if we are to embed diversity and inclusion as a core business strategy in Asia, companies need to
invest the time in engaging with key stakeholders on the ground and examine the concept and issues
from an Asian perspective.
This is what this latest research, also an initiative of DIAN, sets out to do. Community Business
recognised that as an Asian organisation with an active network of leading companies operating
across Asia, we were uniquely positioned to take this challenge on. Our mission was to get beyond the
common objection that diversity and inclusion issues are not relevant in Asia and to engage with local
stakeholders to discover key dynamics at play in the workplace in different markets in Asia.
We recognised that this was not going to be a straightforward or easy process and a multi-pronged
approach with multiple inputs was necessary. We thought long and hard about the questions we wanted
to ask and the conversation we wanted to facilitate to ensure an honest examination of the issues in
five markets across Asia. Over a period of six months, we interviewed diversity experts with significant
experience in Asia; we conducted Facilitated Dialogues with business managers and human resources
professionals in China, Hong Kong, India, Japan and Singapore; and we rolled out an Online Survey
targeting middle managers across Asia.
The wealth of data we have gained through this process has been fascinating. In asking probing
questions around group identities and insider-outsider dynamics, unconscious biases and other factors
that put certain people at an advantage and others at a disadvantage, we have discovered that diversity
and inclusion issues are indeed alive and well in Asia. What is clearly different however, is the nature of
the issues and the way they show up in the workplace – demanding a tailored approach and response
from companies.
As ever, Community Business thanks all the people who have been involved in this research – for taking
the time to be a part of the conversation, sharing their insights and experiences, for their honesty
and openness, and ultimately for contributing to a greater understanding of what diversity and
inclusion looks like from an Asian perspective. We look forward to continuing and contributing to these
conversations in Asia.
Sophie Guerin
Head, Diversity & Inclusion
Community Business
2
EXECUTIVE SUMMARY
This research, Examining Diversity & Inclusion From an Asian Perspective, supports companies to be more effective in
promoting diversity and inclusion in their organisations across Asia, by:
• exploring how relevant the concepts of diversity and inclusion are in Asia;
• uncovering key diversity and inclusion dynamics at play in teams in different markets in Asia;
• recommending how companies can adopt an approach to diversity and inclusion that resonates locally.
Community Business explored and unpacked these dynamics in Asia by conducting interviews, Facilitated
Dialogues and an Online Survey across five markets in Asia including: China, Hong Kong, India, Japan and
Singapore. Findings draw on the contributions of business managers, HR managers and cultural experts to articulate
the dynamics at play in the corporate context.
In the course of our research, we found similar dimensions of diversity and inclusion across the region, proving that
the underlying concepts of diversity and inclusion are not inherently Western. Additionally, we identified many
unique characteristics of diversity and inclusion relating to ‘insider-outsider groups’ and ‘unconscious bias’, which
resonated more strongly with participants than the terms ‘diversity’ and ‘inclusion’. This indicates that there is a
demand for a robust diversity and inclusion strategy but it must be made locally relevant in the region. Below we
have outlined some of the common diversity and inclusion themes across Asia. However, companies should not rely
on this list as a definitive guide to diversity and inclusion in Asia. Instead, they should take the time to review the full
version of this report to understand the specific issues at play in each of the countries that we have included.
• Language, Dialect and/or Accent has a significant impact on the perceived competency of talent and
thus the opportunities for advancement that are offered.
• Overseas Exposure is a key element of success in Asia. Those who had spent significant time living or
working in a Western environment were seen as more likely to succeed.
• Local/Non-Local status plays a significant role in determining insider-outsider status. This frequently
impacts career advancement opportunities.
• Educational Background is seen as having a direct impact on an individual’s long-term career success
both as a means of building critical professional networks and as a signal of professional competency.
Community Business found that the dynamics more commonly promoted at a global level (ie gender, LGBT, disability,
etc) had a much more limited resonance, with a few exceptions. This does not mean that these issues should not be
part of an Asia strategy; however, companies that focus solely on these aspects run the risk of undermining diversity
and inclusion as a critical business priority in the region.
Recommendations on how companies can begin to facilitate these conversations within their organisations are
covered in-depth in this report. More generally, these recommendations advise that companies should be confident in
pursuing diversity and inclusion strategies in Asia. However, in doing so, they must create opportunities to explore the
key markers of difference at play within their own organisation to ensure that their strategy is relevant. The outcomes
of these conversations must be communicated and integrated into their global strategy to increase engagement as
well as to promote the fundamental objectives of greater productivity and competitive advantage across the region.
3
INTRODUCTION
With impressive growth rates and untapped market opportunities, Asia as a region continues to be an important
strategic growth market for many global companies. As companies set their sights on Asia, there is growing
recognition of the importance of diversity and inclusion – not just as an internal talent management strategy but as
a way to capitalise on the external market opportunities and gain competitive advantage.
However, when it comes to promoting diversity and inclusion across their organisations, the mistake many
companies make is to simply roll out their headquarter or corporate strategies on a global basis. Whilst clear
directives and mandates are given from the centre, often there is minimal effort to understand the dynamics of
the local markets in Asia and adapt the approach accordingly. The result is many end up being disappointed or
dismayed at the lack of engagement from local teams in Asia – particularly at the middle management level.
Community Business’ previous research, Engaging Managers in Asia on Diversity and Inclusion, highlighted that there
are various practical challenges that can get in the way – but there are important cultural challenges too. Diversity
and inclusion is often perceived as ‘a Western concept’ that requires an approach and set of behaviours that can be
at odds with cultural norms. This can be exacerbated by companies driving a global diversity agenda that may not
resonate with pressing issues on the ground. The research concludes that if we are to see diversity and inclusion
evolve as a business strategy and take hold in Asia, it is important to take the time to examine from an Asian
perspective and engage with in-country stakeholders, examining the dynamics at play within their teams.
Purpose of This Research

This research, Examining Diversity & Inclusion From an Asian Perspective, is the logical sequel to our previous study
and again, is an initiative of our Diversity & Inclusion in Asia Network (DIAN). It seeks to support companies be more
effective in promoting diversity and inclusion in their organisations across Asia, by:
• exploring how relevant the concepts of diversity and inclusion are in Asia;
• uncovering key diversity and inclusion dynamics at play in teams in different markets in Asia;
• recommending how companies can adopt an approach to diversity and inclusion that resonates locally.
Approach
The research has been conducted with the support and active participation of Community Business’ DIAN member
companies and involved a multi-pronged approach:
• Telephone Interviews with 18 diversity and inclusion experts1 with significant experience of working in Asia.
• A total of 10 Facilitated Dialogues with groups of business managers and HR professionals in five markets
across Asia: China, Hong Kong, India, Japan and Singapore.
• A total of 9 Business Manager Telephone Interviews across five markets in Asia to further explore the
findings from the Facilitated Dialogues.
• An Online Survey targeting local business managers across five markets across Asia: China, Hong Kong, India,
Japan and Singapore and engaging a total of 257 respondents.
Structure of This Report

The findings from this research are presented in this report as follows:
• Part 1: Diversity & Inclusion – How Relevant in Asia?
How relevant are the concepts of ‘diversity’, ‘inclusion’ and ‘meritocracy’ in different countries in Asia? How well
are they understood? How does the cultural context influence attitudes towards these concepts?
• Part 2: Uncovering Key Diversity & Inclusion Dynamics in Asia
What insider-outsider groups and unconscious biases exist in different markets in Asia? What enables certain
groups or types of people to be successful? What can hold people back?
• Part 3: Recommendations: How to Develop a Locally Relevant Diversity & Inclusion Strategy in Asia
How can companies examine diversity and inclusion from an Asian perspective – uncovering local issues and
positioning in a way that resonates?
1
See profile of experts interviewed in Appendix 1.
4
PART 1:
DIVERSITY & INCLUSION –
HOW RELEVANT IN ASIA?
Background
The concepts of diversity and inclusion and the underlying philosophy of meritocracy (See Box 1) are generally well
understood and valued in the West.
Box 1: Definitions of Key Concepts
DIVERSITY: All people are recognised and respected as individuals and

valued for the different perspectives they bring.
INCLUSION: All people are given equal opportunity to contribute to business
success – regardless of background.
MERITOCRACY: Selection of talent and career progression is based on
achievement and merit.
The common assumption, particularly on the part of global leaders of Western multinationals, is that these concepts
are of universal appeal. Generally, little attention is given to how well these concepts are either understood or, more
importantly, valued in different markets or cultures around the world.
Yet, some of the most common objections to diversity and inclusion efforts in Asia are that diversity and inclusion is
‘a Western concept’, ‘an import from the West’, ‘not relevant’ or ‘not a priority here’. As one respondent to our Online
Survey commented:
It is a concept that comes from the Western culture, based on Western values. It is not necessarily a
globally shared and agreed view. This is a Western belief that diversity and inclusion is good. Asia
has yet to be convinced.
In seeking to examine diversity and inclusion from an Asian perspective and understand its relevance in the Asian
context, our starting point in all aspects of the research was to ask some fundamental questions about the core
concepts and how they resonate in local markets.
What we asked:
To what extent do you think diversity and inclusion is a Western concept?

How well understood do you think the concepts of diversity/inclusion/meritocracy are in China/Hong Kong/
India/Japan/Singapore?
How might the cultural/historical context shape attitudes towards these concepts?
Are there other concepts or values that are viewed as more important?
5
Diversity & Inclusion –
How Relevant In Asia?
Diversity & Inclusion – a Western Concept?

Summary findings from Online Survey
The findings from our Online Survey, whilst not conclusive, indicate that the majority of respondents in China (58%),
Hong Kong (55%), Japan (61%) and Singapore (61%) agree with the view that diversity and inclusion is a Western
concept.
China Hong Kong India Japan Singapore

Strongly Agree 0% 0% 12% 7% 8%
Agree 58% 55% 21% 54% 53%
Disagree 32% 40% 44% 30% 31%
Strongly Disagree 10% 5% 23% 9% 8%
The interviews with the diversity experts and discussions with the participants of the Facilitated Dialogues provide
some further insights on why people might hold this view.
Language around diversity and inclusion is unfamiliar

The perception of diversity and inclusion as a Western concept can start with the fact that the very language
and terminology used feels foreign and alien. In the Chinese and Japanese languages, for example there are no
indigenous words for ‘diversity’ or ‘inclusion’ and the loosely translated words can be difficult for people to relate to.
When people hear about diversity and inclusion they immediately think of it as a Western concept
because it is in Katakana (– a phonetic form of Japanese writing which is most often used to transcribe
words from foreign languages). This means it is immediately perceived as a foreign concept.
Akiko Moriyama
Across the Asian markets we need a common vernacular for inclusion, as there are some markets where
the term inclusion just does not translate in the way we reference in our I&D function and discussions.
Tracy Ann Curtis
Concept shaped by Western experiences

It was highlighted that interest in diversity and inclusion was driven by the need for businesses to comply with new
legislation and ‘affirmative action’ measures introduced in the 1960s – not just in the US but also in the UK and other
parts of Europe. This has led some to conclude that the issues are shaped by Western experiences and not relevant
in the Asian context.
Diversity and inclusion is often perceived to be a Western concept because many Western
multinationals with a significant presence in Asia have shaped it through their own Western lens.
Connie Wong
Often multinational companies bring in keynote speakers and trainers from other countries such
as the USA and UK. This can create or reinforce the sense that D&I is a Western idea or shaped by
Western experiences. Invariably the speaker or trainer’s experience and anecdotes are based on the
countries they are more familiar with and their perspective of diversity and inclusion is skewed to
reflect the Western interpretation they know most.
Suzanne Price
6
Based on Western values

Some people were explicit in sharing the view that diversity and inclusion is based on Western rather than Asian values.
I agree it is a Western concept because the basic concepts of equality and fairness are more Western
than Asian or Chinese. Traditional Chinese culture, based on Confucianism, valued virtue but often
appears to be about hierarchy. Judged from a Western perspective, Chinese culture may seem to
value inequality.
Lynn King
To a great extent, we have viewed this as a foreign concept that is coming from outside. It is viewed
as a challenge and an alien concept. An example of this is that it is almost always presented in the
context of Western multinational companies in Japan. For those Japanese companies that have
diversity initiatives, it is almost exclusively related to women and work-life balance.
Takashi Kawatani
The West tends to focus on cosmetic diversity but not on systemic diversity. The latter is as critical as
the former.
Devdutt Pattanaik
In order to look at the issues more closely, Community Business broke down the definition of diversity and inclusion
– as outlined in Box 1. Indeed, although often put together, the terms ‘diversity’ and ’inclusion’ represent two very
distinct concepts – and the existence of one element does not necessarily imply the other. Organisations may be
very diverse but not inclusive and vice versa.
Diversity – Celebrating Difference and Individuality

Breaking down the definition and looking specifically at the concept of ‘diversity’ with the focus on ‘celebrating
difference and individuality’, many felt that this basic concept was not something people in Asia naturally related to
or felt comfortable with.
Not seen relevant in a cultural context that is ostensibly homogenous

In Asian geographies such as Japan and China, where populations have been ostensibly homogenous and less exposed
to influxes of multicultural populations, the need for celebrating diversity has not always been widely recognised.
Participants I would work with would say, ‘Japan is a homogenous country, so why do we need to
talk about this?’ This was one of the major misconceptions.
Diane Sasaki
In running training sessions in China in the early days, people would say, ‘This is a Western concept
because in London and New York they have so many different cultures – but we are all Chinese here.
Connie Wong
Focus on ‘individual’ at odds with Asian cultural values

Others went further and highlighted that the concept of ‘diversity’ with its focus on individuality can clash with
fundamental values within Asian culture.
7
If you look at the definition of diversity, it goes against the core concept of collectivism and group
orientation. The whole Asian perspective is about being part of the group, not about individual
differences. There is a clash of values at a fundamental basis.
Dr Tom Verghese
Many Eastern cultures are uncomfortable with celebrating individuality. Instead they want to
celebrate the team. It is not that they are not individuals, but that they believe that their work
should speak for itself. The individual’s ability to be a part of a team illustrates their respect for their
teammates. Thus, what we achieve together is better than what we achieve individually.
Connie Wong
Individuality is not very well regarded in Asia because it is such a hierarchical society. A higher rank
person can express their individuality. However, this would not be acceptable for everyone. There is
an invisible pressure that individuality should be kept to oneself and that it should be suppressed.
Furthermore, being individualistic is considered to be selfish. If you express your opinion, people may
think that you only consider yourself. This would give people a negative impression.
Akiko Moriyama
Yet one expert warned of the danger of taking too binary or simplistic a view – highlighting that:
Deeply embedded in many Asian cultures are both collective ideals as well as the pursuit of personal
fulfilment. The individual is not an alien construct in many parts of Asia where cultures have been
shaped by major religions or doctrines such as Buddhism, Taoism, Hinduism and Confucianism.
These are all religions/doctrines that honour the individual and where self-reflection and
self-cultivation is regarded as real enlightenment.
Meena Thuraisingham
Lack of comfort with ‘difference’

The focus on ‘difference’ or ‘different perspectives’ can also be challenging for those growing up in Asian cultures
where the concepts of ‘fitting in’ and ‘harmony’ are highly valued.
There is a strong emphasis on being the same. Sameness is very important. It’s the opposite of
diversity. I don’t think that people value diversity. People expect you to be the same as everyone else.
I think diversity is difficult for Chinese.
Lin Gao & Hubert Lin
Society tends to not value diversity – the value is for harmony. If you have a different opinion in a
corporate situation, it is better not to speak out but to agree with the other people for the sake of
harmony.
Diane Sasaki
8
India and Singapore seen as the exceptions

However, this lack of comfort with the concept of ‘diversity’ was not seen as universal across all the markets in Asia.
India and Singapore were seen as notable exceptions.
Diversity is not a Western concept as far as India concerned. We have always had to deal with
differences – even from Vedic ages which is the period in Indian history when the oldest scriptures of
Hinduism, the Vedas, were created. The concept of diversity and differences is extremely clear in the
Indian psyche.
Dr Saundarya Rajesh
Singapore too was highlighted as a market where tolerance and respect for different cultures, customers and
practices is built into the laws and ethos of the country. Indeed, people are expected to pledge to being united
‘regardless of race, language or religion.’
Inclusion – Allowing All Individuals to Contribute

The next phase of the discussion considered a focus on ‘inclusion’. In this case, inclusion embodies the ideal that
‘all are given equal opportunity to contribute’. As an outcome, it was acknowledged that this too can be a difficult
concept in an Asian cultural context.
Term not well understood

It was clear that the concept of inclusion is not well understood in certain markets in Asia. Language barriers and
unique cultural values make defining and contextualising the term inclusion a challenge in many markets. While it is
ultimately possible to build shared understanding around the term, in many cases the connotation accompanying
inclusion does not immediately translate nor resonate in certain Asian markets.
When I run workshops in Japan, I often find participants are only just getting their heads around
a very narrow definition of diversity. They have little concept of what inclusion means and even
lack a straightforward word for word translation. In some other countries that consider themselves
to embrace diversity, such as Singapore, they can be under the impression that they already have
inclusion when actually what they are referring to is a broad notion of respecting difference.
Suzanne Price
Underlying principles undermined by importance attached to hierarchy
It was highlighted that Asian societies have been heavily influenced by Confucian philosophies which attach great
importance to hierarchy and preserving the structure of society. Whilst this is gradually changing, respect for those
in authority or more senior positions can undermine readiness for an inclusive environment where all have an equal
say.
Inclusion from a traditional Chinese context was about knowing what role everyone was supposed
to play – in the family and in society. You were either subordinate or superior to someone. If you
followed the rules, you were included by your family and by society. The Western concept of diversity
and inclusion has changed the roles and the rules.
Lynn King
9
My perspective on it is that if we look at the fundamentals of diversity and inclusion, one of the core
concepts is based on the premise that there is a degree of equality in society; trying to make it equal.
Within Asian societies, that fundamental concept does not exist; a core concept is that society is
hierarchical so there is going to be inequality. It is a fundamental mindset and approach that creates
tensions.
Dr Tom Verghese
Hierarchy is a disruptive factor to understanding inclusion. Asian cultures are much more structured
in their view about level and who contributes.
Connie Wong
On reflecting on the impact of hierarchy in the Asian workplace, one expert was keen to highlight the following:
In the West, hierarchy is interpreted as a position of power whereas in many Asian countries it is seen
as a position of responsibility – this is a subtle but important difference. Responsibility to bring about
harmony, harmony between units and harmony within the whole. The source of power is wisdom
and longevity – and importantly earned not bestowed.
Meena Thuraisingham
Inclusion has bad connotations in India

There are other challenges with the terminology or concept of inclusion. In certain markets, namely India, it is
associated with concerted efforts by government to address social issues.
Inclusion, especially in its forced, planned avatar is almost a bad word in India. It is associated with
merit-less ‘reservation’. We have seen the government force inclusion down the throats of public
sector enterprises and in education by way of reservation and securing a certain allocation of
roles or seats for people based on caste classification. This has created a deep belief that inclusion
may not be led by meritocracy – it is a case of posturing to appeal to the vote bank, rather than a
dedicated approach to promoting the best talent. Even today, in organisations, there is a throw-back
to the days of ‘quotas’ when we speak about inclusion.
Dr Saundarya Rajesh
However, a compelling counter-argument was also proposed:
Inclusion plays to Asian values of group belonging
Although the language of inclusion is not familiar, the concept itself is quite familiar. Japan is a
group oriented country. When people work together or communicate, we care about including
others in the conversation or in the process. This is just a natural thing we tend to do.
Akiko Moriyama
If we talk about unique individuality, then diversity does not resonate. If we look at differences within
the group identity, then it is more likely to resonate. Once you are able to recognise differences within
group memberships, then you can begin to leverage diversity through inclusion.
Mark Kaplan
10
Meritocracy – Progression Based on Personal Achievements

Underpinning the core concepts of diversity and inclusion is this ideal of creating a meritocracy in organisations,
where all are able to succeed based on their own efforts rather than any external factors.
The proposition that a person’s life prospects should not be decided by factors outside of one’s
control or for which a person cannot claim personal credit, for example, social status, inherited
wealth, race, and other accidents of birth. A meritocracy proposes a system where people
are rewarded based on their efforts, and if everyone can start on equal footing with the same
opportunity to advance, then the results are just.2
The concept of meritocracy, and in particular the role it plays in enabling social mobility, is generally well
understood in Asia. Interestingly, the earliest introduction of the concept of ‘meritocracy’ is attributed to ancient
China. The Chinese philosopher Confucius, ‘invented the notion that those who govern should do so because of
merit, not of inherited status, setting in motion the creation of the imperial examinations and bureaucracies open
only to those who passed tests’3.
Looking to other markets in Asia, Singapore has identified meritocracy as ‘a core principle of governance in
Singapore’ and Singaporeans often look at meritocracy as an ideology that offers social equality in Singapore.4
In India, one expert observed that the focus on establishing a meritocracy has been a key driver behind India’s
emergence as a leading economy on the world stage.
India over the last 20-30 years has grown into one of the world’s biggies as far as IT and the
Knowledge Economy are concerned. This could not happen but for the fact that meritocracy rules
here. Students are able to create their own future success based on determination and education.
Meritocracy is an alive and vibrant concept.
Dr Saundarya Rajesh
Yet, whilst the concept and value of meritocracy were widely appreciated, it is interesting to note that in examining
this topic, discussion quickly progressed to what gets in the way of establishing a meritocracy in different markets in
Asia. Indeed many would argue that achieving a true meritocracy is impossible – in any market or culture. As human
beings, our view of the world is shaped by our own biases and this impacts how we engage, interact and build
relationships. Within the workplace context, this also extends to how we hire, assess and promote people. In Asia,
there were seen to be some specific challenges to establishing a culture of meritocracy.
Importance of hierarchy
Again, the hierarchical structure of society in many Asian countries was seen to be an obstacle to creating a
meritocracy.
In general, throughout Asia there is a strong cultural value toward hierarchy and I have seen a lot of
deference to this. This sometimes means that this value can shadow opportunities for inclusion and
meritocracy. Within multinational companies, we like to believe that meritocracy is in place but we
cannot deny the value of hierarchy throughout Asia or ignore how it plays out inside organisations
and how it has the potential to get in the way of true inclusion.
Tracy Ann Curtis
2
See: http://en.wikipedia.org/wiki/Meritocracy
3
Sienkewicz, Thomas J. (2003). Encyclopedia of the Ancient World:. Salem Press. P434.
4
Understanding meritocracy. (2014, June 25). Retrieved from TODAYonline: http://www.todayonline.com/singapore/understanding-meritocracy
11
It is not so much if you do a job well we will support you, it is much more about who you know and
what your hierarchical level is. For example, how people view you, what kind of university you went
to, etc.
Smita Tharoor

Importance of networks and connections
It was also widely acknowledged that within Asia strong relationship based societies are the norm, and as such
networks and connections are critical for personal success. As a result, this can undermine the existence of a level
playing field for all.
In Asia, promotions are based on who you know, insider-outsider groups, which goes against the
core concept of meritocracy.
Dr Tom Verghese
Here in China, the relationship is critical. Relationships are above competence.

Lynn King
Diversity & Inclusion - Highly Relevant in Asia

In reflecting on these findings, it is not hard to see why promoting diversity and inclusion in Asia can be a
challenging task. The cultural context clearly exerts an influence on the way the core concepts are understood and
valued and in turn how people respond. Appreciating these nuances is an important first step to understanding
how best to position and drive a company’s diversity and inclusion strategy in Asia. A focus, for example, on
‘celebrating diversity’, ‘encouraging individuality’ or ‘allowing everybody to bring their whole selves to work’ may not
resonate with local audiences and therefore fail to be effective in bringing about the desired behaviour.
However, the different cultural contexts in Asia do not render the subject of diversity and inclusion irrelevant to
organisations operating in Asia. It is clear that inequalities and biases exist in the workplace in Asia - and shaped
by history and society, these are often complex and unspoken. Left unaddressed, these can limit performance and
potential at an individual, team and organisational level. It is important therefore that companies committed to the
ideals of meritocracy take steps to uncover the key dynamics at play in their organisations in different markets. This
is what Community Business sought to do through its engagement with local stakeholders across Asia. Some of the
key issues are explored in Part 2.
Conceptually D&I is great and every effort should be made to implement it. However, one should be
careful not to force fit it in the same manner for all countries and cultures. My sense is that very few
Westerners understand the complexities of ancient cultures like China and India.
12
PART 2:
UNCOVERING KEY DIVERSITY & INCLUSION
DYNAMICS IN ASIA
In examining the subject of diversity and inclusion in Asia and seeking to uncover key dynamics in each of the
different markets, we were conscious that the very language and terminology itself can be a barrier to engagement
on this issue. We therefore chose to explore the topic in terms of two key concepts: insider-outsider groups and
unconscious bias.
Insider-Outsider Groups
Rather than talking about dominant or minority groups – the language that has been traditionally associated with
diversity and inclusion, thought leader and author, Mark Kaplan, talks about the existence of ‘insider’ and ‘outsider’
groups. In his best-selling book, The Inclusion Dividend, Kaplan points out that ‘these groups could be based on
things such as age, ethnicity, gender, sexual orientation, or on education level, class or geography’5 or indeed any
variable. He highlights that the ‘insider group is the group with more power’ and that ‘being affiliated with the
insider group can provide an unspoken advantage when it comes to hiring and promotion’.6
For companies looking to create organisations based on the ideals of meritocracy, trying to understand what
kind of insider-outsider groups might exist in different markets is clearly a worthwhile exercise. In Asia, where
such importance is attached to group identity, belonging and affiliation, talking about this concept of insider and
outsider groups is one that people relate to readily. In conducting this research, this approach proved helpful in
trying to uncover and examine some of the inequalities that exist in the workplace in different countries in Asia.
Unconscious Bias
The concept of unconscious bias is also gaining popularity globally and has proved pivotal in increasing
appreciation of the importance of addressing diversity and inclusion in the workplace. By acknowledging that
it is human nature to have biases, defined as ‘our implicit people preferences, formed by our socialisation, our
experiences, and by our exposure to others’ views about other groups of people’, people are able to talk more
openly about the assumptions they have about others and reflect on how it impacts their behaviour.7 In conducting
this research, discussion of unconscious bias helped unlock a deeper and more honest conversation about how
people view and treat their colleagues in different countries in Asia.
The following section provides a market by market review of key diversity and inclusion dynamics in terms of
insider-outsider groups and unconscious biases. Please note, except where directly attributed, the quotes are drawn
from comments shared by participants in the study on an anonymous basis.
5
Mark Kaplan, Mason Donovan (2013). The Inclusion Dividend: Why Investing in Diversity & Inclusion Pays Off. P64.
6
Ibid; p65
7
University of Leicester. Unconscious Bias. Retrieved from University of Leicester: http://www2.le.ac.uk/departments/physics/people/equality/unconscious-bias
13
China
Key Findings From Online Survey in China
58% consider D&I to be a Western concept E

W
88% say their organisations in China are diverse VS
100% say their organisations in China are inclusive
YET
100%
37% say their organisations have not been successful

in positioning D&I in a way that resonates locally
33% say not all people have equal opportunity to progress

their career – or are not sure whether they do
60% believe unconscious bias does or may exist within

their company’s talent management processes
35% 12% prefer not to answer

believe there are biases that might hinder their
own personal career progression
Profile of Respondents (based on 28 completed surveys)
Equal response rate from men and women Type of organisation
women 14% Western Multinational

Companies
50% 50% 86% Asia Headquartered

Companies
men
Majority local or Majority worked or

Size of company
ethnically Chinese studied outside Asia
1-99
14% employees 14%
ΏČ졦 Yes
14% 100-999
72%
72% employees 86% No
> 1,000
employees
14
Diversity & Inclusion in the Confucianism is strong and China remains a highly
China Context hierarchical society. This has reinforced people’s

place in society and traditionally advancement in
society has been based on age, seniority, gender,
In facilitating discussion about the cultural context in family background and connections. Whilst gradually
China and how this has influenced attitudes towards changing, many of these aspects continue to play a
diversity and inclusion, the following insights were key role today.
shared.
Importance of ‘face’ and ‘respect’
A traditionally homogeneous society
The concept of ‘face’ is an essential element to doing
Its 56 minorities across China notwithstanding, China
business and achieving success in China. Face is
has traditionally been a homogenous society. Starting
the means by which individuals show respect as
from the early Ming Dynasty period, China adopted
well as signal their importance or hierarchical level
an isolationist policy that continued for centuries
to others. It is important to maintain personal face
until the modern era. With a bitter history of foreign
while ensuring that face is also given to others. The
engagement during the Opium Wars, ‘foreigners’ have
complexities and nuances of this communication style
generally been viewed with suspicion and held at
can at times clash with Western values of meritocracy
arm’s length. Unlike other markets in the region such
and egalitarianism. As a result, corporate diversity and
as Singapore or Hong Kong, celebrating diversity from
inclusion initiatives can sometimes be undermined in
a cultural perspective has not been a priority.
China by local norms for social interactions.
Distrust of independence of thought
Key Diversity & Inclusion
Looking back in history, people who have expressed
different views have often found themselves in a
Dynamics in China
difficult position in China. Whether it be ‘The Hundred
When asked to identify key insider and outsider
Flowers Campaign’ in 1956 and the subsequent
groups and key sources of unconscious bias that can
‘Anti-Rightist Campaign’ or the Cultural Revolution in
impact teams in China, participants in our research,
the 1960s, those who have dared to speak out against
including those who participated in interviews,
the authorities have often suffered the consequences.
Facilitated Dialogues and the Online Survey,
This has supported the proverb that says ‘the nail that
highlighted the following:
sticks up gets hammered down’. Today social media
has allowed for the propagation and acceptance of
diverse points of view. However, government controls Insider Groups Outsider Groups
on media, free speech and the Internet mean that • Graduated from top • Poor communication
diverse views are often screened and approved prior universities skills
to circulation. • Overseas experience • Limited English ability
• Good English language • People from minority
Diversity – a threat to control? skills regions in China as
• Strong networks and well as non-Mainland
Today, with concerns of unrest and lack of harmony
connections Chinese
amongst its vast population, the Chinese Communist • Men • Women with children
Party has introduced preferential policies for • Locally born Chinese
marginalised ethnic groups. However, in the course from Tier 1 cities
of our research, we uncovered a skepticism about
the legitimacy of these policies and a question as
to whether these policies were truly about valuing Key Unconscious Biases
diversity or simply a public display of cultural diversity. • Educational Background
In addition, the current ‘hukou (户口) system’8 literally • Overseas Exposure
limits the movement of people, denying many access • Language, Dialect and/or Accent
to wider economic opportunities. • English Language Competency
• Communication Style
Hierarchical society • Locals/Non-Locals
• Seniority, Hierarchy and/or Years of Tenure
Despite the ideals of Communism, the influence of
8
The ‘hukou system’ is a mandatory household registration system in China which governs where individuals can live, work, and obtain social benefits. As a result, it
limits the ability of individuals to move to more economically prosperous areas where they would have access to greater economic opportunities and more robust
social benefits. This disproportionally affects minority populations, which are generally located outside of these economically prosperous regions.
15
China
• Educational Background
People in China have strong pre-conceived
As in many markets across Asia, educational
notions about different regions and provinces
background was seen to be a key determinant of
and these prejudices can be quite pronounced.
personal and professional success in China.
It was mentioned, that someone with an accent

People who have a stronger educational
from Anhui province, for example, might face a level
background can get more chances.
of discrimination in the workplace. Anhui is one of
China’s poorest provinces and common perceptions
However, this goes beyond merely level of education. of Anhui associate it with lower level education and
As in other markets, people who had graduated from extreme poverty. In addition, a significant number of
certain universities (Peking University and Tsinghua China’s domestic workers come from Anhui province,
University were cited) were seen to enjoy a particular further associating the region with limited resources
advantage. This was referenced not just because of the and a perceived lack of opportunity.
quality of the education they receive, but also because
of the important people connections or guanxi • English-Language Competency
(“关系”) they are able to make. It was explained that Whilst language was cited as an important factor
such universities provide the staging ground for the generally, proficiency in English was highlighted
development of long-lasting, influential relationships in particular. For those working in a Western
that can be instrumental in smoothing the way and multinational company, the ability to communicate
determining career progression in China. confidently and clearly in English was seen as a
definite source of advantage, whilst those with poor
It’s not about where they are from; it’s where English language skills were deemed to be denied
they graduated from college. certain opportunities. The challenges of establishing
trust and strong working relationships with overseas
colleagues when operating in a second language were
• Overseas Exposure
highlighted.
Overseas exposure and experience – whether it be
having studied, lived or worked aboard, was also seen
When communicating, you need to be sensitive
to set certain people apart, opening doors to new
to the audience, and this can be difficult
opportunities that might be denied to others without
when English is not the first language. The
such experience. One participant noted that prior
tone and vocabulary may have unintended
to her overseas education, she experienced limited
consequences.
corporate success in large part due to her limited
English language skills. Following the completion of
an overseas two year course, the participant noted In addition, a lack of English language competency
that she was able to find employment more quickly was also seen as a significant barrier to career
and did not see any additional significant obstacles to progression in terms of limiting ability to raise visibility
her long-term success within the company. and establish credibility in talent management
processes.
• Language, Dialect and/or Accent
Language was seen to be a key factor determining English language skill often becomes a blocker
insider and outsider groups in China. With group for talent to be recognised.
identities naturally forming around a common
language of communication – for example local
Chinese staff speaking Chinese and international staff Talent from remote operational centre
speaking English, language can be the basis for who is locations, or who speak less than fluent English,
included or excluded in any given situation. In China, can be easily overlooked. I have many cases
this language challenge extends to include differences where a very talented person in an Operational
in local dialects and accents too. Participants Centre gets put under a less skilled person in the
referenced prejudices and assumptions associated major location, probably because that person
with people purely based on their local dialect and speaks better English.
accent.
16
• Communication Style However with the growth of China’s Gen Y population

in the workplace and their greater exposure to global
Going beyond the language itself, participants also
influences, some believe the strength of seniority and
highlighted how differences in communication style
hierarchy is gradually being eroded in China.
can also create issues for teams in China working
with or alongside global colleagues. The Chinese
cultural preference for less-direct or more deferential Seniority - there is always tension between
communication was seen to work against local the old-fashioned, conservative ways of older
Chinese employees - particularly with regard to career leaders and the majority younger, more junior
advancement. team members who are innovative and open to
change.
There is a strong preference to promote people
with a direct communication style: those
who come to the point quickly, are forthright Key Observations
in asking questions, and feel comfortable
Key diversity and inclusion dynamics in China reflect
disagreeing with others and giving feedback.
the tensions within the rapidly changing nature
of China’s economy and the traditional, highly
• Locals/Non-Locals interconnected, hierarchical nature of Chinese
society. Those who have the means and ability to
Whilst differences in language and cultural
access prestigious schools, travel abroad and learn
background can polarise groups in China in terms
English tend to be able to circumvent the traditional
of international and local staff, it can also create
criteria for success. At the same time, bias persists
tensions between different Chinese cultural groups.
against those who are seen as originating from less
It was observed that local Chinese staff often make
than desirable regions, making success contingent
assumptions and promote negative stereotypes
on developing a strong network of influential
about their Hong Kong Chinese and overseas Chinese
stakeholders and access to economic means.
colleagues. Some argue this takes its root in history
and strong national pride.
Based on the key diversity and inclusion dynamics
identified through this research in China,
Over the years, there has been some negative companies are encouraged to:
reaction to outsiders versus indigenous
populations. There has been a reluctance to Understand and respect the importance of face,
accept Hong Kong people as Chinese. In China, hierarchy and harmony and take into account
there is a firm nationalistic language bias that when seeking to facilitate discussion on local
interferes with D&I issues. diversity and inclusion dynamics.
Dr Steven Dekrey
Recognise and communicate the importance
of recruiting candidates from a wide range of
• Seniority, Hierarchy and/or Years of Tenure educational backgrounds – highlighting the value
of different perspectives.
In the traditional Chinese company structure, rank and
seniority play a significant role in determining whose Facilitate discussion around assumptions and
opinions are submitted or considered. Directions biases about people from different cultural
tend to be given from above and subordinates are backgrounds and seek to foster mutual
expected to execute, without question. understanding and respect.
Find opportunities to provide local Chinese staff

People tend to give more respect to those who
with greater visibility and overseas experience.
have longer work experience and/or higher rank
in the hierarchy. Address the assumption, both locally and globally,
that proficiency in English equates to professional
expertise – but at the same time provide
Culturally, there is still much resistance to opportunities for language and communication
challenging superiors, which does not make for support.
an effective workplace.
17
Hong Kong
Key Findings From Online Survey in Hong Kong

W
91% say their organisations in Hong Kong are diverse VS
96% say their organisations in Hong Kong are inclusive
YET
96%




Higher response rate from women than men Type of organisation

Companies
26%
Asia Headquartered
70% 30% 65% Companies
men Other

Size of company
ethnically Hong Kong Chinese studied outside Asia
9% 1-99
employees
你好！ 30% Yes
48% 100-999
78%
employees 70%
43% No
> 1,000
employees
18
Diversity & Inclusion in the education, behaviour and way of life. The influx of
Hong Kong Context wealthy Mainland Chinese to Hong Kong since 1997
has served to heighten these tensions – with many
resenting the strain on Hong Kong’s resources and
In facilitating discussion about the cultural context the perceived negative impact of soaring rents and
in Hong Kong and how this has influenced attitudes declining local business.
towards diversity and inclusion, the following insights
were shared. Highly entrepreneurial - meritocracy
A diverse and cosmopolitan city Hong Kong’s rise from a far-flung outpost of China
and small fishing village to the thriving commercial
In many respects, Hong Kong’s success as a global centre it is today, is to a large extent attributable
financial centre has been built on its diversity of to the entrepreneurial spirit of its people. There is
people, attracting people from many different corners a strong sense that people are responsible for, and
of the world. As a former British colony and one of can determine, their own future and the ideal of
the world’s leading international financial centres, meritocracy is highly prized. However, relationships
Hong Kong’s diversity is characterised by a vibrant and connections play a role too. Hong Kong’s local
international community. Ethnic minorities have also business community is made up of many
been attracted to Hong Kong by its abundant trade family-owned businesses, where sons and daughters
and employment opportunities, including South may be expected to take over the company, regardless
Asians and Southeast Asians. Whilst many expatriates of whether they are the best candidate for the
left Hong Kong around 1997 when the Chinese position.
government resumed sovereignty, many international
professionals continue to be lured to Hong Kong Demographic changes driving need
because of the widespread use of English, Hong
Kong’s business-friendly environment, and benefits of Like Japan and Singapore, Hong Kong faces significant
low taxation. At the same time, since 1997 there has demographic challenges. This means ensuring the
been an influx of Mainland Chinese to Hong Kong. diversity of its labour force and the inclusion of all
sectors of society will be critical to continued economic
A cultural blend of East and West success. Hong Kong’s Government is often criticised
for being slow to respond – both in upholding the
As a result of its colonial history, Hong Kong’s culture rights of individuals and introducing effective policies
is a sophisticated fusion of East and West. Hong Kong to address the challenges. Indeed the Government is
people maintain many traditional Chinese values often caught between the increasingly vocal demands
such as respect for tradition, parents, the elderly and of its people in Hong Kong and the directives of
authority as well as acceptance in the face of suffering. authorities in Beijing. Nevertheless, Hong Kong has
At the same time, having been a British colony for over the most advanced equal opportunities legislation in
130 years, and more recently a global finance, trade the region, promotes voluntary codes of practice and
and tourism centre, Hong Kong people have been engages in public consultations on diversity related
exposed to and influenced by Western values and issues. As the ageing population and declining birth
norms and with a growing interest in individual rights. rate become more apparent, Hong Kong will be forced
to take a more proactive stance on the promotion of
Hong Kong’s complex relationship with China employment of untapped talent pools, most notably
When Hong Kong returned to Chinese sovereignty women, older workers and people with disabilities.
in 1997, it was under the banner of ‘one country, Further, Hong Kong’s aspiration to be a world class city
two systems’. Hong Kong was designated a Special means creating inclusive workplaces that adhere to
Administrative Region, giving it a degree of control of global standards of doing business will be critical to
internal affairs independent of the Mainland. However, the attraction and retention of international talent.
Hong Kong’s relationship with authorities in Beijing
means that its hands are often tied when it comes to
changing policies and advancing democratic rights. In Key Diversity & Inclusion
addition, despite China’s resumption of sovereignty, Dynamics
local Hong Kong people tend to distinguish
themselves from Mainland Chinese due to enduring When asked to identify key insider and outsider
prejudices in terms of perceived differences in values, groups and key sources of unconscious bias that
19
Hong Kong
can impact teams in Hong Kong, participants in Conflict and mistrust exist between mainland
our research, including those who participated in and local Hong Kong staff. This has been the
interviews, Facilitated Dialogues and the Online same in each professional workplace I have
Survey, highlighted the following: been in Hong Kong.
Insider Groups Outsider Groups It was recognised that Southeast Asians were poorly
represented in professional roles in Hong Kong, with
• Expatriates • Local Hong Kong
• Hong Kong Chinese • Southeast Asians Filipinos being virtually non-existent – reflecting the
• Fluent English • Non-fluent English discrimination and bias towards these ethnic groups
• Strong local networks • Introverts that exists more broadly in Hong Kong society.
• Well-presented and
dressed • Overseas Exposure
• Extroverts The perceived preferential treatment given to
expatriates is no doubt linked to the importance
Key Unconscious Biases attached to overseas experience and English language
capability in multinational companies. However, these
• Culture, Race and/or Ethnicity requirements can naturally work against local staff
• Overseas Exposure who may not possess the requisite experience or same
• Relationships and Networks
level of English language skills.
• Personal Appearance and/or Personal Style
• Culture, Race and/or Ethnicity Whilst there are some locals in leadership, they
The most obvious insider and outsider groups are all foreign-educated and/or have spent
identified in Hong Kong were around culture and significant time abroad.
race. This related to distinct group identities between
expatriate staff and local Hong Kong staff as well as This is personally a key issue for me. The
between Hong Kong Chinese and Mainland Chinese. bamboo ceiling is real and observable.
The lack of integration of the different groups was
attributed in part to the differences in language.
• Relationships and Networks
Relationships and networks were highlighted as
Language is the most obvious divider. The
playing a key role in determining professional
common language of our office is English,
success in Hong Kong – offering those with strong
which can marginalise native speakers of
connections a clear advantage over those who do not.
Mandarin or Cantonese. Native speakers of
This was seen to work at a number of levels. People
Cantonese can feel alienated hearing Mandarin
with the right connections are able to pull people in to
(particularly Mandarin without a Cantonese
help them get a job done; they can also leverage their
accent) widely spoken in the workplace.
relationships – particularly at a higher level, to further
their own career prospects.
Informal conversations and interactions tend to
happen more amongst native English speakers
If you have a sponsor, you can move to a
and amongst non-native English speakers.
role that you do not even have the relevant
Those who are more comfortable speaking in
experience for.
Cantonese for example would tend to spend
more time with others who speak Cantonese,
not with the intention of excluding non-Chinese Those with strong external relationships and
speakers, I’m sure. connections were also seen to be given more
opportunities – particularly with regard to client
management and sales roles. Whilst recognised as a
However, it was recognised that some of the issues go
business reality, this was seen to undermine the ideal
deeper, reflecting Hong Kong’s colonial legacy.
of meritocracy in Hong Kong.
Some non-Asians tend to carry a colonial
mindset to this day thinking Asians are
somewhat substandard.
20
My sense is that within Hong Kong there is a It is better to be in the majority part – in the
high degree of favouritism and benefits for normal distribution.
those with the right relationships, and less
emphasis on merit.
Key Observations
• Personal Appearance and/or Personal Style Key diversity and inclusion dynamics in Hong Kong
In a market where luxury brands dominate and centre on differences in culture – and predominantly
outward displays of wealth are evident, it was between international or expatriate and local staff.
recognised that personal appearance is a factor The legacy of Hong Kong’s colonial past combined
determining insider and outsider group dynamics with the city’s position as a key economic hub
in Hong Kong. Presentable, well-dressed individuals plays a significant role in shaping insider-outsider
were seen to be more likely to get higher positions distinctions. Additionally, local ethnic groups, such as
and opportunities. Southeast Asians, face greater barriers than their Hong
Kong counterparts in achieving corporate success.
Biases in favour of people with overseas experience
People tend to like well turned out people. and Westernised communication styles, common
People make judgements about what people to other markets in Asia, are also dominant in Hong
wear. Kong.
Discussion about personal appearance was linked Based on the key diversity and inclusion dynamics
to personal style. Those who are highly articulate identified through this research in Hong Kong,
and more extrovert in nature were seen to enjoy companies are encouraged to:
an advantage in multinational companies – the
assumption being that they are more intelligent Emphasise the unique strengths of Hong Kong’s
and knowledgeable. Those who are quiet or less “East meets West” diversity as a key source of
outspoken are often at a disadvantage as they are less competitive advantage.
likely to be noticed. This bias tends to favour those
who have spent significant time living and working in Build awareness among employees of personal
a Western cultural context, where speaking out and bias and encourage employees to challenge
voicing one’s opinions is a desirable trait and sign of their biases on a daily basis.
competency. At times, this can be in stark contrast
with local norms that emphasise a more reserved Identify opportunities to break down
segregation between international and local
professional demeanour. These differences in personal
staff.
style not only create potential inequalities within
multinational companies operating in Hong Kong, but Audit policies and processes to ensure that local
can also lead to challenges in working relationships. staff are not directly or indirectly disadvantaged
in talent management processes.
Tension can be created between a reserved
party and an outspoken party in a meeting Ensure greater transparency throughout the
talent management processes and take active
environment.
steps to mitigate bias in favour of talent who
may be well-connected but not possess the
People who say what they mean may be seen as requisite skills.
rude by locals who tend to be more reticent and
reluctant to share their honest opinions. Highlight the importance of developing local
talent and make current leaders accountable for
driving higher representation.
It was observed that in Hong Kong society, it is
important to ‘fit in’ and those who stand out or are ‘too
different’, either in the way they look or behave, are
often treated as outsiders. As one participant in the
course of our research noted:
21
India
Key Findings From Online Survey in India
33%
Only consider D&I to be a Western concept E
W
97% say their organisations in India are diverse VS
98% say their organisations in India are inclusive
YET
98%




Higher reponse rate from women than men Type of organisation
women
15% Western Multinational
Companies
67% 33% 85% Asia Headquartered
Companies
men

Size of company
ethnically Indian studied outside Asia
6% 1-99
8% employees
Yes
100-999 43%
82%
86% employees 57%
No
> 1,000
employees
22
Diversity & Inclusion in the system of classifying people according to trade
India Context is based on exclusion. It tells you what you are

not and has created different discrete groups of
individuals. This was to ensure that society worked
In facilitating discussion about the cultural context in efficiently but later on metamorphosed into a
India and how this has influenced attitudes towards method of exclusion.
diversity and inclusion, the following insights were
shared. Dr Saundarya Rajesh
Inherently diverse
India has traditionally been a country characterised by Ofter associated with affirmative action
diversity. India has 22 official languages, 29 states each For many in India, efforts to promote inclusion are
with their own distinct traditions and character, and a associated with affirmative action and in particular the
population rich, with diverse religious faiths, dress and introduction of ‘reservations’ in India, a quota system
accents. Indeed, given the scale and inherent diversity putting aside a number of jobs or educational places
of India, it was highlighted that it is difficult to refer to for people from under-represented communities
one singular Indian identity. Identity is complex with or ‘backward castes’. The primary stated objective
various layers of belonging that exist within the Indian of the Indian reservation system is to increase the
cultural context. Such diversity has generally been opportunities for enhanced social and educational
lauded as a national strength and students are taught status of the underprivileged communities and uplift
from an early age, ‘Unity is Diversity, Unity in Diversity.’ their lifestyle to have their place in the mainstream of
Indian society.9 Originally intended for people from
Diversity in a place like India should start with backward castes, reservations have more recently
the base that not all of India is one and multiple been extended to people with disabilities and women.
variants exist across the land. The reservation system has received a mixed response
from Indians since its inception. It has been praised
for giving under-represented groups access to jobs,
Inclusion a challenge education and governance but it has also been
Whilst diversity is a given, inclusion has proved criticised for discouraging a merit-based system.10
more of a challenge for India. With the legacy of the
caste system and the significant disparities between
Traditional gender stereotypes remain strong
different segments of the population – particularly Views on diversity and inclusion, particularly with
between urban and rural populations, discrimination regard to women, are strongly influenced in India
and lack of tolerance for different groups creates by enduring strong family values. These assign clear
problems in Indian society. Although rarely openly gender roles and place heavy expectations on men
discussed, this is embedded deep in the Indian and women to fulfil certain family duties. Whilst
psyche. As highlighted in the focus groups: attitudes vary significantly between urban and rural
areas and are shifting with younger generations, they
continue to present a barrier to greater tolerance and
Socialisation during formative years impacts acceptance of difference.
people’s thought-process and behaviours
towards different groups. Impact of globalisation challenging
traditional views
According to one expert: Globalisation is having a significant impact on
attitudes toward diversity and inclusion – particularly
India is a land of profound contrasts. Whatever is on younger generations. With greater exposure to
true of India, the exact opposite will also be true. outside influences, traditional views are being more
While Hinduism. the religion practiced by the openly debated and challenged and gradually losing
majority in India, is all-encompassing in every their hold – particularly in urban areas.
aspect (including the acceptance of LGBT which
is mentioned even in the scriptures) the ‘Varna’
9
Dr. Sunli Kumar Jangir. (2013). Reservation Policy and Indian Constitution in India. American International Journal of Research in Humanities, Arts and Social Sciences,
126-128. See: http://iasir.net/AIJRHASSpapers/AIJRHASS13-225.pdf
10
ibid
23
India
Key Diversity & Inclusion Prejudices and stereotypes exist about people from
Dynamics in India different parts of India and different ethnic groups and
this can lead to tensions in the workplace.
When asked to identify key insider and outsider
groups and key sources of unconscious bias that can South Indians understand and accept other
impact teams in India, participants in our research, South Indians more easily than they do the
including those who participated in interviews, ‘rougher’ North Indians.
highlighted the following: Sometimes these issues might come to the
forefront in work pressure situations.
Insider Groups Outsider Groups
• Professional • Poor personal • Language, Dialect and/or Accent
appearance appearance
• Extroverts • Introverts Linked to these culture issues was discussion of
• Neutral accent • Poor communicators language, dialect and accent. Given the multitude of
• Global exposure • Strong local accent languages that co-exist in India, it was observed that
• Strong technical/ • Women with family care people naturally seek alliances with those they share
subject matter responsibilities a common language and this can play a key role in
expertise determining insider and outsider groups.
• Men
Forming of groups with people from the same

Key Unconscious Biases state talking the same language is a very
common sight in teams and within teams.
• Culture, Race and/or Ethnicity
• Personal Appearance and/or Personal Style People who speak the local language tend to
• Communication Style make a group of similar language speaking
• Educational Background people and don’t usually mix with others who
• Overseas Exposure don’t know the local language.
• Gender
• Culture, Race and/or Ethnicity Accent too was highlighted as a source of unconscious
bias that can limit an individual’s effectiveness –
In India, specific issues around culture, race and particularly when speaking English.
ethnicity were highlighted. The diversity of India’s
culture and population manifests itself in many
complex ways, including language, accent, dress, Accent can cause others to switch off quickly
religions, all of which can impact teams in the especially in telephone conversations.
workplace. Given the diversity of cultures in India, it
was recognised that people feel affinity with those This can be an issue not just for teams working
they share a common cultural background and this within India, but also for teams working with global
can lead to bias in the selection or promotion process. counterparts.
People tend to hire people from their own ethnic Our sales team is mostly from the US and the
minorities … and dialect. delivery team from India. While selling services
to our clients in the US, there have been some
Culture, race and ethnicity play a vital role. The conflicts when the US sales team mocked the
one being promoted and the one who promotes delivery team’s accent or way of speech.
often belong to the same community. That way
people having talent and working hard from It was highlighted that a neutral accent or an English
other cultural backgrounds are not given much accent was most likely to set an individual up for
prominence. success – particularly within the multinational
corporate environment.
24
There is a definite bias that if you speak English • Educational Background

‘properly’ people will automatically listen to you
As in other markets, a strong educational background
and give you respect - rather than if you have a
was highlighted as being a key determining factor
strong accent or are not fluent. This, regardless
of career success. Education from a good institution
of whether you have the knowledge. This has
was held in the highest regard. One contributor in the
been around forever and dates back to India’s
research, spoke for many when he said:
colonial past.
Smita Tharoor
… almost all people [who achieve success] have
a similar educational background and belong
• Personal Appearance and/or Personal Style to the same age group.
In India, like Hong Kong, personal appearance was
identified as an important factor that can influence However, in India particular importance was also
how people are treated or what groups they belong attached to subject matter and technical expertise.
to. It was highlighted that professional, smart
appearance could lead to favouritism – not only do
leaders like to surround themselves with attractive Expertise in the subject area will always give an
people, but there are assumptions about capability upper hand.
and leadership potential.
It was observed that differences in levels of education
We equate smart appearance to smart and subject matter expertise can lead to inequalities
performance. and lack of respect within teams.
Conversely, it was said that those who are poorly Experts sometimes believe they are superior due
groomed are often looked down upon and regarded to the knowledge that they possess and hence
as lazy or unmotivated. Discussion of appearance tend to get frustrated when explaining to
was extended to discussion of dress. In India, those non-experts.
working for Western multinational companies are
faced with the dilemma of whether to wear Western People with a higher educational background
or Indian clothes and this can lead to immediate feel it is a waste of their time to teach employees
assumptions and biases from those around them. who are not as well educated as them.
The first barrier of communication is physical • Overseas Exposure

appearance.
Also, as in other markets, there was seen to be
significant bias towards those who have overseas
• Communication Style experience, disadvantaging those without it.
Personal style was a big focus of discussion in India. It
was highlighted that Western multinationals tend to Level of global exposure or location is still a
favour those who are more extrovert in nature – good primary factor for promotions.
at networking and strong in direct communication.
People might unnecessarily give extra
People who are outgoing and visible to the advantage just by seeing where somebody has
larger management tend to be preferred for worked.
promotions.
Some were explicit in highlighting how this can create
It was recognised that in so doing, many companies a bias against local staff.
overlook the contribution of those who tend towards
more reflective styles of interaction and deliberation.
25
India
Anybody with global exposure or anyone from are made about people based on the way they look,
the West is given different treatment compared speak or behave. As in other markets, issues relating
to the local population. to personal style, language – with a particular focus
on accent and overseas experience also emerged as
important. The respect and value assigned to those
We have too many foreigners at the top posts in
with technical and subject matter expertise was
India, depriving local talent of leadership roles.
unique to India.
• Gender
With regard to diversity and inclusion dynamics identified through this research in India,
relating to gender, despite India’s poor track record companies are encouraged to:
on the representation of women in the workplace (as
evidenced in Community Business’ Gender Diversity Acknowledge that there is no singular Indian
Benchmark for Asia studies), many respondents felt identity which makes diversity and inclusion
that the focused effort on women could be putting dynamics in India hugely complex.
men at a disadvantage.
Seek to understand the sensitivities behind
culture and caste – as these may be reflected in
Women might get undue preference. biases about appearance, language, education
and behaviours.
There is a strong campaign and preference for Focus on raising awareness and minimising
women. biases relating to differences in personal and
communication styles – both within local teams,
but also between global and local colleagues.
However, it was highlighted that anxieties and
unconscious biases still exist amongst males about Identify opportunities to bridge the gap
working for female bosses. between those with global experience and local
staff.
Male ego plays a vital role making them uneasy
Challenge traditional mindsets by highlighting
to co-operate as a subordinate to a female boss.
the business value and moral case for greater
tolerance and acceptance.
Women with children and those returning from
maternity leave were identified as a particular target
group that were subject to discrimination and often
overlooked for opportunities for progression.
Women taking care of kids are at times at a

disadvantage as it is perceived that they may
not be able to contribute effectively.
There are instances where employees haven’t

progressed due to family commitments.
Key Observations
Diversity and inclusion dynamics in India are complex
– particularly to non-Indians who may not appreciate
the history or subtleties that govern relationships and
interactions between people. Many of the inequalities
stem from the legacy of the caste system, which whilst
rarely openly discussed in the multinational corporate
context, can be seen reflected in the way assumptions
26
Japan
Key Findings From Online Survey in Japan

W
93% say their organisations in Japan are very

or somewhat diverse
VS
79% say their organisations in Japan are very

or somewhat inclusive
YET
79%




Higher response rate from men than women Type of organisation

Companies
40%
53% Asia Headquartered
34% 66% Companies
men Other

Size of company
ethnically Japanese studied outside Asia
1-99
15% employees
こんにちは 30% Yes
100-999
76%
57% 28% employees 70%
No
> 1,000
employees
27
Japan
Diversity & Inclusion in the of Facilitated Dialogue in Tokyo. This view is
Japan Context fundamentally at odds with the principles of diversity

which proactively encourages the sharing of different
perspectives. Further, the focus on individuality, or the
In facilitating discussion about the cultural context in championing of a particular person’s view, can be seen
Japan and how this has influenced attitudes towards as disrespectful, selfish and harmful to the functioning
diversity and inclusion, the following insights were of the group.
shared.
Meritocracy at odds with seniority-wage
Traditionally a homogenous society system
Japan is often described as a homogenous society Whilst the value of meritocracy is understood and
with a strong sense of group and national identity recognised in Japan, there are a couple of significant
and little ethnic or racial diversity. Indeed 98.5% of its cultural norms that can challenge its implementation
population is described as Japanese and only about in practice. First of all, the traditional seniority wage
1.5% of Japan’s total legal resident population are system or nenko system (Nenkō joretsu 年功序列)
foreign nationals – of whom Koreans and Chinese promotes people of primarily on the basis of age and
are the most prominent groups, followed by a small seniority. In so doing, it not only potentially denies
population of Western foreigners. Immigration has younger people of opportunities for immediate career
always been tightly controlled and there has been advancement but it does not necessarily ensure the
a general reluctance to welcome foreign workers. best person for the job. Secondly, the focus on group
The drivers for diversity from a cultural perspective, identity means that there is a cultural preference for
which we see in other markets such as Hong Kong and positive results to be attributed to the group, rather
Singapore, have therefore not been present. than a specific individual.
Japanese language lacks word for ‘inclusion’

We need to redefine meritocracy in the
The way people view diversity and inclusion in Japan Japanese context. We will not go the way of the
is shaped to a large extent by the very language that West. If we were to do this like the West, then the
is used. The Japanese written language is divided into whole company would collapse. The rewards
three forms – Kanji, Hiragana, and Katakana. Kanji is are given to everyone. Meritocracy in its purest
the traditional form of the Japanese written language, form will never take hold in Japan.
originally derived from Chinese and imported to Japan
two thousand years ago. Hiragana was developed Takashi Kawatani
roughly 500 years after the adoption of Kanji, followed
centuries later by Katakana, which is now used Traditional gender stereotypes remain strong
primarily for words that have been introduced to the
Japanese language since the 19th century. Thus words Efforts to promote diversity and inclusion in Japan
that are in Katakana are immediately identified as have been hampered by strong traditional views
foreign. Unlike the words ‘diversity’ and ‘meritocracy’, – in particular with regard to the role of women.
the word ‘inclusion’ only possesses a Katakana form. Despite Japan’s position as an economic powerhouse,
Thus inclusion is perceived as both foreign and not traditional expectations of women are deeply
well understood. entrenched. Indeed, Japan has a long history of men
being the bread-winners and women staying home
Group identity and harmony paramount and raising the family – a concept that was promoted
in the post-war era as it was seen as a critical way
Homogeneity is an important component of Japanese to rebuild the economy. As a result women are
society. Being part of a group and playing one’s role underrepresented in both public and corporate life
within that group is central to team and organisational in Japan – and particularly in senior positions. In the
dynamics. As a result, standing out from the crowd World Economic Forum’s Global Gender Gap Report
and expressing a difference of an opinion is generally 2013, Japan ranked 105 out of 136 countries in terms
avoided and there is a cultural preference to focus of the magnitude of disparity between the status of
on points of agreement and what people have in men and women. Community Business’ own Gender
common. The well-known proverb derukuihautareru Diversity Benchmark for Asia 2014 shows that the
‘出る杭は打たれる’ or ‘the stake that sticks out gets representation of women at senior levels in Japan
hammered in’ was recited in unison by participants is just 11.0%11 , whilst a 2014 study by Credit Suisse
11
Community Business (2014). Gender Diversity Benchmark for Asia 2014. P41. http://www.communitybusiness.org/focus_areas/D&I.htm#publications
28
reveals that the representation of women on boards

in Japan is just 1.6%12 – amongst the lowest globally.
The government is aware of the challenges and • Men • Women
recognises the economic imperative of getting more • Hard-working • Family oriented
women in the labour force. In a special address at the • Vocal • Conservative with
World Economic Forum Annual Meeting in Davos in • English language traditional views
January 2014, Prime Minister Shinzo Abe underlined speakers • Local-Japanese staff
• Global experience with limited English
the importance of this issue in Japan, and stated his
• Senior, older employees • Young employees
intention to ensure that 30% of all senior leadership
posts would be occupied by women by 202013.
Key Unconscious Biases
Demographic crisis driving greater interest • Gender
Faced with the realities of an ageing workforce and • Communication Style
an immediate labour shortage, Japan is beginning to • English Language Competency
understand the importance of diversity to economic • Overseas Exposure
development – and that to compete in today’s • Age, Seniority and Status
international arena Japan must fully utilise all its
available talent. In this process, Japan is being forced • Gender
to reassess the relationship between corporations and Japan was the one market in our study where gender
individuals and to challenge its traditional values – in issues were brought to the fore. It was highlighted
particular the role of women and older workers. that traditional biases about women remain strong.
Companies were seen to be wary of investing in
The population is aging and shrinking – a recruiting, developing and promoting women as
formula for economic calamity and social there are perceptions that women are likely to quit
stagnation. Over time, there will be too few their job, take leave to care for dependents (be it
workers to care for the millions of elderly children or elderly relatives) and not able to make
citizens, grow food on farms or fill the independent decisions about their career. It was
manufacturing jobs that drive this export-led recognised that there was some justification for
economy.14 these views – particularly given the norms of some
current business practices which can put women at a
disadvantage. For example, the practice of after work
The result is a greater interest in and recognition of
‘drinking communication’ – referred to as ‘nominication
the importance of promoting diversity and inclusion
のみます’, where it was recognised many networking
in the workplace.
and business negotiations take place, excludes
women who need to return home to take care of
Key Diversity & Inclusion family or who simply do not wish to participate. In
Dynamics in Japan addition, the importance that corporate Japan puts
on long hours and presenteeism was seen to work
When asked to identify key insider and outsider against women who may require greater flexibility
groups and key sources of unconscious bias that can or simply not be able to spend so many hours in the
impact teams in Japan, participants in our research, office due to family commitments.
including those who participated in interviews,
highlighted the following: Some women, particularly those with kids,
face difficulties in taking a senior role because
of travel requirements, the long hour working
hours and the need to do teleconferences with
foreign counterparts late in the evening.
12
Credit Suisse Research institute (2014). The CS Gender 3000: Women in Senior Management. P8, http://www.womenonboards.co.uk/resource-centre/reports/diversity/
CS_Gender_3000-2014.pdf
13
World Economic Forum in collaboration with McKinsey & Company (2014). Closing the Gender Gap in Japan. P3. http://www3.weforum.org/docs/WEF_
ClosingGenderGap_Japan_Report_2014.pdf
14
Lee Hockstader. (2010, March 14). Even as population shrinks, Japan remains wary of immigration. Retrieved from The Washington Post: http://www.washingtonpost.
com/wp-dyn/content/article/2010/03/12/AR2010031201790.html
29
Japan
Long work hours people are valued. No matter our • Overseas Exposure
achievements, if we have shorter working hours,
Building on this latter point, participants identified
they will not be considered in our evaluation.
local Japanese who have no overseas experience as
an outsider group in many Western multinational
• Communication Style companies. Executives who have studied abroad were
seen to dominate senior executive positions, whilst
In Japan, communication style also emerged as an local employees were often not highly respected, with
important diversity and inclusion dynamic. Those who unspoken assumptions that they are less experienced,
were described as ‘vocal’ and ready to speak up were less globally aware and their education not up to
seen to be an insider group and enjoy advantages global standards.
over those who may be more reticent. This was a
topic of passionate discussion and the underlying
assumptions were strongly challenged from a cultural Values and the way of doing things of the
perspective. It was recognised that being vocal was people who have global experience are quite
associated with being smart, confident and knowing different from those who do not have the
how to work through conflicts. As such, these people experience.
tended to be favoured for top management positions.
However from the Japanese perspective there were
negative connotations associated with this style Discussion about culture in Japan also included
of communication. Referencing the phrase zuzushi reference to negative attitudes towards ‘returning
ずうずうしい, which is translated as ‘brazen’ such Japanese’, or those who are ethnically Japanese and
people were seen to be self-promoting and arrogant, have lived and worked abroad and come back to
running the risk of disrespecting the views of others Japan. The negativity here was said to arise from a
– particularly those who are more reserved. With a clash of cultural values and ways of doing business.
cultural preference that says ‘watch what I do’ rather
than ‘listen to what I say’, Japanese participants
highlighted that they face an interesting dilemma: There’s still a strong feeling that there is
a Japanese way and a foreign way, that
If we don’t speak up, we are not seen as a high foreigners will always be foreigners and never
performer, but if we highlight our strengths, it is understand fully Japanese culture.
seen as being arrogant.
• Age, Seniority and Status

• English Language Competency There is a strong attachment and emphasis on age
as an indicator of experience and knowledge in the
As in other markets in Asia, English language
professional sector.
capability was identified as a key factor determining
career success, with the recognition that multinational
companies require high levels of fluency in English. In Japan we value tradition. We see it is
important to follow people with connections
and experience. If many people follow that
Distinguished local talent tend to be excluded
person, it is important to accept the senior
as a result of the language barrier.
person’s idea. So if an older person with less
merit and a younger person with more merit are
In Japan it was highlighted that English competency going for the same job, then the older person
was not merely about language skills but that there with the connections will most likely be hired.
are assumptions about an individual’s mindset and
Makoto Yoda
global experience based on their English language
capability. Whilst Japanese employees who do not
speak English are often dismissed as narrow-minded This preference for age and seniority is also reflected
and conservative, those who do are naturally assumed in the Japanese language. This has presented a
to be multicultural and broad-minded. challenge for corporations who have sought to
30
promote a merit based system rather than one based

on age and seniority. Based on the key diversity and inclusion dynamics
identified through this research in Japan,
companies are encouraged to:
While it is good that companies are promoting
a merit based system, how are younger
Recognise the strong cultural value and strength
employees, particularly, younger women of group identity and be careful not to position
supposed to manage an older male worker? Not diversity and inclusion in a way that disregards
only are cultural norms difficult to overcome this important cultural norm.
but the language itself presents a problem as a
younger woman is expected to use a polite form Rather than focus on individuality and
of deference with an older male colleague even difference, encourage employees to consider
if she is his boss. how they can show respect for all and ensure
that no-one is excluded. Recognise that this
requires changing mindsets rather than merely
Many participants and some experts expressed challenging biases.
doubt that shifts in cultural norms around age would
be readily accepted as a point of change within the Develop opportunities for individuals to
Japanese professional context. contribute without risking exclusion or
provoking disharmony within the group.
Highlight and promote successful outcomes
as means of fostering greater creativity or
When you look at the senior ranks, you can
innovation.
observe that people got there because they
went to the top tier universities – they knew Focus efforts on promoting greater gender
each other, mentored each other and put each balance and inclusion – as this is recognised as
other on those teams. Although we may talk a priority issue – both within wider society in
about that changing moving forward, people Japan and in the workplace. Recognise that this
continue to see the old system of hierarchy and requires changing mindsets rather than merely
the script of status. challenging biases.
Suzanne Price Find ways to facilitate greater understanding,
integration and respect between local Japanese
staff and those with international experience.
Key Observations
Japan is the only market in this study where gender
was identified as the number one diversity and
inclusion dynamic. This is no doubt a reflection of
the level of focus this subject is currently receiving
in Japan – including Prime Minister Abe’s efforts for
Japan to have 30% of all leadership positions filled by
women by 2020. As in other markets, issues relating
to communication, language and overseas experience
also emerged as important. While the issue of age
as a source, of inequality or unconscious bias was
highlighted, it was not as prominent as we might have
expected.
31
Singapore
Key Findings From Online Survey in Singapore

W
95% say their organisations in Singapore are diverse VS
95% say their organisations in Singapore are inclusive
YET
95%




Higher response rate from women than men Type of organisation
women Western Multinational

15%
Companies
7%
Asia Headquartered
62% 38% 78% Companies
men Other
Majority worked or
Size of company Local Singaporeans
studied outside Asia
29%
100-999 HELLO！ 22% Yes
employees
47%
71% > 1,000 78% No
employees
32
Diversity & Inclusion in the Penal Code which criminalises homosexual behaviour.
Singapore Context Family values and parental expectations are strong,

creating an environment where people are expected
to conform to the norms and follow traditional family
Diversity and inclusion part of national
models.
identity
Singapore was founded in 1965 on the concept of
Asians are generally much more protective of
creating a diverse and inclusive country. The racial
their cultures than Westerners.
riots of the 1960s that affected communal harmony
in Malaysia and Singapore were seen to be a result
of differences in race, language and religion. These Generational gap in attitudes
events had a deep and lasting impact on Singapore,
Many participants in this research felt that there was
leading to the crafting of a National Pledge which
a generational gap in attitudes towards diversity.
embodies the ideals for building a united Singapore.
Whilst it was highlighted that older generations might
have a limited understanding of diversity practices,
Meritocracy - a Singapore ideal
younger generations were seen to be more open and
In modern Singapore, the philosophy and language accepting.
of meritocracy is well understood and highly
valued. The Tripartite Alliance of Fair Employment
Economic imperative recognised
Practices (TAFEP), an alliance between employers,
unions and the government, works proactively to Singapore is acutely aware of the economic
encourage companies in Singapore to ‘recruit and imperative for embracing diversity and promoting
select employees on the basis of merit (such as inclusion and this is a key driver for government’s
skills, experience or ability to perform the job), and focus on this subject. As a small island nation with
regardless of age, race, gender, religion, family status a dearth of natural resources, it relies heavily on its
or disability.’ Education is seen as the source of social human capital. With low birth rates and a shrinking
mobility and individuals are encouraged to be the working population, it is faced with the challenges of
best they can be. supporting its increasingly ageing population – the
second oldest in the region. Promoting diversity and
Proud of multicultural society inclusion is seen as a national economic priority.
Characterised by a uniquely diverse ethnic, religious
and linguistic mix, Singapore is proud of its heritage
as a multi-ethnic society. It recognises the importance Key Diversity & Inclusion
of its role as an international city – both in the region Dynamics in Singapore
and globally, and works hard to continue to promote
this position. As such, the government takes proactive When asked to identify key insider and outsider
steps to promote racial harmony. groups and key sources of unconscious bias that
can impact teams in Singapore, participants in
our research, including those who participated in
Singapore is somewhat of a melting pot … interviews, Facilitated Dialogues and the Online
there is an acceptance here of the different Survey, highlighted the following:
cultures.

Asian values remain strong • Singaporeans • Indian and Muslim
Whilst Singaporeans are encouraged to be modern • Westerners populations
and international in their outlook, they also are • Native English speakers • Local Singaporean staff
encouraged to retain traditional Asian values and • Good networks • Limited international
• Men exposure
culture. At times this can lead outsiders to view
• Willingness and ability • Lack of executive
Singapore as conservative. This is demonstrated by to travel presence
current debates concerning foreign workers and • Women with family
the need to ‘maintain Singapore’s core’ as well as the responsibilities
continued existence of Section 377a of Singapore’s
33
Singapore
Key Unconscious Biases • Locals/Non-Locals

• Culture, Race and/or Ethnicity Discussion of culture in Singapore also extended
• Locals/Non-Locals to include distinctions and inequalities between
• Language, Dialect and/or Accent international and local staff. Many participants were
• Relationships and Networks explicit in highlighting that there is a strong bias in
• Mobility favour of Westerners.
• Culture, Race and/or Ethnicity Anglo-Saxon males based in Europe or the US

will always have an advantage unfortunately –
It is perhaps inevitable that with such a rich mix of unconscious bias is definitively still there.
cultures and ethnicities in Singapore, the most obvious
insider and outsider group dynamics observed were
Our organisation tends to have white
around race and ethnicity.
Westerners at the top and locals at the bottom.
People are more comfortable interacting with

It was highlighted that there is an assumption that
those from the same cultural background.
international staff are more qualified or more suitable
for certain roles – and as a result local staff can be
The challenge for organisations in Singapore is overlooked for certain opportunities.
that such cultural groupings can lead to not just
segregation within teams but also misunderstandings.
Foreign nationals are viewed as possessing
expertise and skill, which means that local
talent is not as cultivated as they could be.
Cultural differences arise from different
My organisation seems to train people to be
backgrounds and values and create tension due
operators rather than innovators.
to misunderstanding towards how to resolve
differences.
However, for some, the biases were seen to work both
ways with non-Singaporean citizens being regarded as
Not being the same culture is a disadvantage as
outsiders who do not understand the culture or way
you need to work to overcome this before you
to do business locally.
are on a level playing field with peers.
I feel that because of my nationality (non-

Participants shared openly that different ethnic groups
Singaporean) there is an assumption that I
are often subject to stereotypes and prejudices that
don’t understand business in Singapore. I don’t
can bias colleagues’ and managers’ attitudes towards
understand the culture (despite being Eurasian
them and limit their opportunities in the workplace.
by race), the people or how things work. It is a
For instance, it was highlighted that Indians have a
source of frustration because it is not necessarily
reputation for excelling in the technology sector and
true of foreigners and conversely it is not
as a result are often only considered for IT related jobs
inherently true that all locals would have that
rather than strategic or front-facing roles.
ingrained understanding.
Other nationalities and ethnicity are

undervalued and are at times treated as
outsiders. I have been denied a move to another As in other markets in Asia, participants highlighted
team internally because of my nationality/race that language is an important source of group identity
and there is a distinct racial profiling quota in Singapore and often determines who is included or
to fill. Often rather than identifying the best excluded.
person for the role, the only criteria is that the
candidate is ‘local’. People who speak the same language tend to
gravitate towards each other, so cliques form in
the office naturally.
34
English language capability too was identified as There’s a definite sense of a ‘boy’s club’ in the
being critical to corporate success – with a glass office that is very inclusive to guys which in turn
ceiling for those who lack the requisite skills. helps them to network better. Women have the
Women’s Professional Network, but I think it’s
still a step behind what the guys can achieve
People who don’t have perfect written English
over beers.
find it difficult to climb up the ladder, even
though they may be excellent in other areas.
• Mobility
Some questioned the validity of this. Interestingly mobility was raised as a diversity issue
in Singapore – meaning those who have restrictions
on their ability to travel for work are at a significant
We prize language skills, written and oral. disadvantage when it comes to recruitment and
Bright, high-potential staff who struggle to promotion. This negatively impacts women who
express their ideas clearly in English tend to may have family obligations that prevent them from
suffer. We rarely stop to consider whether we’re travelling. It was also seen to disadvantage those from
putting undue weight on English as a required ethnic groups who may have visa issues preventing
skill. Is it as important as we think it is? them from working in other jurisdictions.
• Relationships and Networks Some individuals may not be hired due to the
In Singapore, networking was highlighted as being complexity of their work visa applications in
fundamental to business success. As a result those Singapore.
who are politically savvy and good at networking
are seen to enjoy unfair advantage in the workplace It was recognised that this can perpetuate
with greater influence and likelihood of promotion. unconscious bias against certain ethnicities, resulting
Whilst the value of strong networks was recognised, in the promotion or advancement of certain
it was also highlighted that there are risks associated ethnicities over others.
with this approach. An over-reliance on networks can
politicise the work environment – favouring certain Key Observations
people and relationships over others and overlooking
other important factors of success. The key diversity and inclusion dynamics identified
in Singapore are similar to those found in Hong Kong
and stem from Singapore’s multicultural history.
There have been examples of fast promotions Sources of inequality and exclusion arise primarily
because of who the individual knows, who their between people of different cultural backgrounds –
parents are and what these connections can do both between cultures indigenous to Singapore as
for the firm. These people do not always have well as between local and expatriate communities.
the best skills. Some promotions also have been
made based on the personal relationships held
between the individual and the leader making
the decision.
• Gender
In Singapore, men were also identified as an insider
group, enjoying preferential treatment over women,
particularly women with family responsibilities. Men are
seen to have fewer responsibilities and are therefore
able to take on more responsibility. When it comes to
family and childcare the assumption is that the wife
will take on a more traditional domestic role. Indeed it
was highlighted that the concept of ‘house-husband’
is not well-respected in Singapore and stay-at-home
fathers are seen as ‘losers’.
35
Singapore

identified through this research in Singapore,
companies are encouraged to:
Celebrate the cultural diversity of Singapore

but recognise that it can lead to tensions and
misunderstandings.
Identify ways to increase understanding and

trust between different ethnic groups and
challenge the assignment of people from certain
cultural backgrounds to stereotypical roles.
Address issues relating to bias towards Western

leadership and experience – perceived or
otherwise, and seek to make employees aware of
their unconscious biases about this.
Embrace multiple languages and create a

more plural business environment – recognise
that English language capability is just one
requirement for companies operating in
Singapore.
Challenge traditional assumptions about the

role of women and take the lead in encouraging
and supporting both men and women to take on
responsibility for care of dependents.
36
PART 3:
RECOMMENDATIONS:
HOW TO DEVELOP A LOCALLY RELEVANT
DIVERSITY & INCLUSION STRATEGY IN ASIA
In summarising the insights from this research and drawing on our experience of working with companies in Asia,
Community Business provides the following high-level advice for companies looking to develop a locally relevant
diversity and inclusion strategy in different markets in Asia.
1 Be confident that issues relating to diversity and inclusion are relevant in Asia – but
recognise the drivers or focus may be different
With the common struggle of getting local stakeholders engaged, and sometimes open resistance to
globally-driven diversity and inclusion initiatives, it can be easy for those responsible for driving their
company’s diversity and inclusion strategies in Asia to become disheartened or view diversity and inclusion
as not a priority in the markets they serve. This research has shown that whilst the drivers or issues at the
local level may be different, all cultures are subject to complex people dynamics that can undermine or
compromise effective individual, team or organisational performance.
2 Recognise the cultural context can impact understanding and reactions to concept of
‘diversity and inclusion’
As explored in Part 1 of this report, it is important to recognise that the concept of diversity and inclusion is
not universally understood or appreciated and the very language itself can be distracting. There are complex
cultural and historical factors that can influence the way that different aspects of ‘diversity’ and ‘inclusion’
are understood, shaping local reactions and responses. Basic awareness of these nuances and dynamics not
only helps companies understand why there may be resistance, but more importantly how to position their
efforts and frame the conversation with local stakeholders in a way that resonates.
Organisations need to get cleverer at how they use the concepts and constructs that appeal to some
of the norms, truths and values that already exist in different Asian cultures. Global solutions don’t
work and pushback is likely to occur unless there is a process on the ground by which policies
and initiatives can be properly contextualised for each country by line leaders. Linking diversity
to the search for deeper and wider pools of talent to drive growth is likely to resonate and get line
support for and commitment to diversity….Using the equality narrative for advancing diversity
in Asia does not resonate.
Meena Thuraisingham
3
Change the conversation
In light of this, Community Business proposes that when it comes to promoting the ideals or highlighting
the need for diversity and inclusion with local stakeholders in Asia, it may be necessary not just to rethink
the language, but to change the conversation. Rather than leading with a global agenda or talking in the
language of diversity and inclusion, companies should consider how they can ask the right kind of questions
to uncover key dynamics at play. Asking probing, but subtle questions around the topic, such as: ‘what
37
How to Develop a Locally Relevant
Diversity & Inclusion Strategy in Asia
can get in the way of your team members working effectively together?’, or ‘what kind of people in this
organisation tend to be successful?’ or ‘what factors can work against people in the promotion process?’
can be instrumental in exposing the issues at the local level and revealing where inequalities lie. Consider
developing vocabulary unique to your environment and corporate priorities as a means of defining and
describing diversity and inclusion.
Within the context of this organisation, what are the characteristics and behaviours that seem to be
rewarded in this environment? For people who seem to have a lot of influence, are their particular
characteristics they exhibit?
Connie Wong
4
Lead with a discussion around ‘insider-outsider groups’ and ‘unconscious bias’
In seeking to examine diversity and inclusion from an Asian perspective, Community Business found
introducing the concepts of insider-outsider groups and unconscious bias to be particularly effective.
Understanding that we all have a natural desire to belong and have different group identities that can
include or exclude certain people, is a powerful way to demonstrate the experience of exclusion and where
the sources of inequality within an organisation can lie. Likewise, recognising that we all have a natural
affinity to trust people who are like us and that we constantly make assumptions about people is effective in
showing how we can be biased in the way we build relationships and make talent management decisions.
When presented in this language, we found that participants were more open to discussing and exploring
the issues and readily shared instances where insider-outsider groups and unconscious bias existed.
5 Facilitate honest and open dialogue to explore what these dynamics look like at the local
level
With these core concepts explained, it becomes easier for participants to reflect and share how these
dynamics play out in their local teams and workplaces. They then have a framework and language with
which to talk about issues which they might normally find difficult or choose to avoid.
Help people to apply the concepts to themselves. ‘What are the groups I identify with most closely?’
Get people aware of some of the unconscious bias that they carry. ‘Who are the sort of people I
trust?’ We tend to trust people who are the same as us.
Dr Tom Verghese
Ask senior leaders to think about whether there are any groups within their business that appear to
have less access to equal opportunities, or don’t have as much access to organisational networks, or
who don’t have a voice around key decisions about the business. Try to avoid talking about gender,
ethnicity, age …. Get them to think about engagement. How do you get all groups to have the
same opportunity to thrive? If they are honest with themselves they will be able to identify at least
one sub-group that doesn’t thrive. Why do you think they do not thrive? Is it because they are not
perceived as assertive? Or because they do not speak English as fluently as you and me?
Meena Thuraisingham
38
Nevertheless, the sensitivity of the issues should not be underestimated. Building the right level of trust and
respect within the group to facilitate an honest and open dialogue is critical. Added to this, the complexities
of cultural issues such as face and respect for hierarchy can mean much goes unsaid. Interestingly, when
asked ‘do you think there are biases that might hinder your own career progression?’, 44% of respondents
to the Online Survey in Japan selected ‘prefer not to answer’. In light of this, engaging an external facilitator
with good local knowledge and the ability to observe the underlying messages, is key.
It is important to foster a spirit of inquiry. You have to be able to create the space for more
experiential conversations and dialogues and be comfortable with ambiguity so that a more
authentic conversation can emerge.
Tracy Ann Curtis
6 Develop a strategy and plan of action for addressing the key issues
In conducting this process and this local level engagement, every company will uncover different issues.
Whilst we have identified some key dynamics in Part 2 these will not apply to all companies and all
industries. In surfacing the issues and creating greater awareness however, half the battle is won. Companies
are then able to tailor their approach and develop a strategy that is relevant locally. They are also better
positioned to work collaboratively – either with teams internally or bringing in external experts, to address
the particular issues identified and develop a plan of action moving forward.
7
Report back to global and ensure local market dynamics are understood
To ensure greater learning across the organisation and a truly effective global strategy, it is important to
share the insights gained about the local market dynamics with those responsible for driving the company’s
diversity and inclusion strategy at the global level. Once the local issues are better understood, there is more
likely to be support for adopting a nuanced approach in Asia. Furthermore, a global corporate strategy that
seeks to actively acknowledge and integrate locally relevant diversity and inclusion issues will gain greater
respect and appreciation in locations where a corporate diversity and inclusion programme may normally
be dismissed as ‘a Western concept.’ A two-way conversation around the issues will also reassure those at
corporate that the underlying values of the company and its diversity and inclusion strategy are appreciated
and reinforced.
8 Embed commitment to diversity and inclusion continuously

However, the journey does not end here. Engaging local stakeholders on diversity and inclusion is not a
one-off exercise that can be addressed through a few quick interventions such as focus groups or an annual
survey. If companies are to embed commitment to diversity and inclusion at the local level, an ongoing and
sustained effort is required. This includes identifying and supporting senior leaders to be advocates and
champions; it includes developing a robust programme of training and communication designed to increase
awareness, understanding and sharing commitment; and it includes sharing and promoting success stories.
39
CONCLUDING REMARKS
The starting point for this research was the knowledge that many global companies struggle to get their local
counterparts engaged on diversity and inclusion in Asia. Through our engagement with our leading network of
companies, DIAN, this is a challenge that is frequently and repeatedly articulated.
At the same time, in our mission to ‘lead, inspire and support businesses to improve their positive impact on people
and communities’, Community Business has worked to engage local Asian companies on diversity and inclusion. Yet,
despite concerted effort and broader awareness campaigns, membership of our networks and engagement in our
work continues to be primarily of interest to multinational companies operating in Asia rather than local – leading
us often to question why this is so.
As highlighted at the beginning of this report, diversity and inclusion is often rejected from the outset as ‘a Western
concept’, ‘an import from the West’, ‘not relevant’ or ‘not a priority here’. We encounter this response, for example, in
our efforts to persuade local companies in Hong Kong to see the importance of increasing the representation of
women on boards, or create more inclusive workplaces for lesbian, gay, bisexual and transgender (LGBT) employees.
One of the key aims of this research has been to debunk this myth. For whilst the language and origins of diversity
and inclusion as a business concept have been driven from the West, we believe firmly that the underlying issues are
universal. The dynamics of insider-outsider groups and unconscious bias exist in all workplaces; the need to belong
and be accepted is fundamental to all human groups; and the negative impact of being excluded or discriminated
against is felt in all cultures. These views were validated. The findings of the Online Survey reveal that the significant
majority of respondents believe that unconscious bias may exist within their company’s talent management processes.
Do you think unconscious bias may exist within your company’s talent management processes?
China Hong Kong India Japan Singapore

‘Yes’ or ‘Maybe’ 60% 80% 48% 74% 69%
In addition, through the consolidated findings of our interviews, Facilitated Dialogues, and Online Survey, we
discovered that there are indeed a range of complex diversity and inclusion dynamics at play in the workplace –
impacting performance, contribution and progression of talent.
Through this research we have shone a light on some of these. Interestingly, many topics that are typically a priority
focus for many global companies – issues such as gender or LGBT inclusion for example – were barely surfaced.
This points to some of the reasons why companies may struggle to get their local stakeholders committed to their
strategies and initiatives in these areas. More dominant were issues relating to culture, language, communication
style, overseas experience and communication style – topics that rarely make it onto the global diversity agenda.
This does not mean that these issues should not be part of an Asia strategy; however, companies that focus solely
on these aspects run the risk of undermining diversity and inclusion as a critical business priority in the region.
In uncovering these local diversity and inclusion dynamics, we are aware that we have only scratched the surface
and further exploration and deeper conversations are required. Our goal has been to highlight the need for
organisations to rethink their approach – not just leading their diversity and inclusion strategies from the centre, but
facilitating the discussions with key stakeholders on the ground, presenting the concepts in a way that resonates
with the local context and uncovering the most pertinent issues at the local level.
In conducting this research, we have provided insights into how companies can go about this. We encourage all
companies to take this learning and apply it to their own organisations. In so doing they will not only secure higher
levels of engagement and commitment to their efforts to promote a diverse and inclusive work environment
globally, but they will gain fresh insights that will better position them to unleash the greater productivity and
performance of their workforces in the region.
40
APPENDIX:
PROFILES OF
CONTRIBUTING EXPERTS
Tracy Ann Curtis
Founder and Principal Consultant
TAC Global
Tracy Ann Curtis supports organisations with large-scale transformation, executive coaching, meeting facilitation,
leadership development, building innovative and inclusive cultures, and developing a global mindset for individuals
and teams. A core focus of Tracy Ann’s work is across the fast-changing business regions of Asia Pacific. And, given
her love of the region, she resides part-time in Bangalore, India. Across Asia Pacific Tracy Ann is known to moderate
leadership panel discussions, give speeches and presentations, and facilitate large-scale leadership and conference
events. She is often quoted in the Asia Pacific media on advancing women in business, developing Asian talent, the
business case of diversity and inclusion, engaging managers in the workforce, and working successfully across cultures.
Tracy Ann holds a Masters Degree in Organizational Development & Analysis from the Weatherhead School of
Management (USA), and Bachelor Degrees in Psychology & Philosophy from Ohio Wesleyan and University College
London (USA & United Kingdom). She is qualified in the MBTI, a certified coach by TMC/Berlitz, Intrabond Capital and
The Booth Company, and holds a number of certifications for programmes related to talent assessment and leadership
development.
Dr Steven Dekrey
President
Asian Institute of Management
Dr Steven Dekrey has more than 30 years of experience in education and leadership development at academic
institutions such as Kellogg, the University of Florida, at the Hong Kong University of Science and Technology (HKUST),
and the Asian Institute of Management (AIM). His expertise includes: leadership development, educational leadership,
psycho-social assessments and management. A former American Chamber chairman, he is a frequent speaker, teacher,
and writer on leadership topics. He has edited two Asian leadership books with two more coming out soon.
Mark Kaplan
Partner, Chief Diversity & Inclusion Consulting Officer
The Dagoba Group
Mark Kaplan is a principal for The Dagoba Group, a boutique consultancy that specialises in leadership and organisation
development in the area of diversity and inclusion. He has been consulting since 1986 and has advised organisations
in the areas of inclusive leadership, executive coaching, organisational assessment, and diversity and inclusiveness
strategy development. Mark has worked primarily with global Fortune 1000 corporations, on five continents, and with
all levels of leadership and employees. Mark, with Mason Donovan, is the co-author of The Inclusion Dividend: Why
Investing in Diversity & Inclusion Pays Off. Their forthcoming book is SET for Inclusion: An Underlying Methodology for
Achieving Your Inclusion Dividend (May 2015). He has been published in leading Diversity publications, a guest speaker
at global D&I focused conferences and often quoted in international business publications
Lynn King
Founder & Managing Director
SageVision
Lynn King is founder and managing director of SageVision, a leadership consultancy registered in Shanghai, China.
She is driven by her passion for helping others bridge gaps. Training professionally since 1989, Lynn’s training areas
include: change management, intercultural competency, management and leadership skills, train-the-trainer, global
team building, conflict management, diversity management, project management, and more. In the US Silicon
Valley, Lynn worked with the executive team as Director of Human Resources and Organization Development for RAE
Systems, Inc. and as Manager of Organizational Learning and Development for Rapid5 Networks, Inc. She also served as
Director of Training for US-AID “Peace Camp,” an innovative project that taught Georgian and Abkhazian youth conflict
management skills.
41
Profiles of
Contributing Experts
Lin Gao
Regional Director, Country Management, Asia Pacific & Middle East
Motorola Solutions
Lin Gao has over 15 years experience with Fortune 500 companies both in China and the US across the area of supply
chain, marketing and IT. Born and raised in Beijing, Lin studied and lived in the US for over 8 years before expatriating to
Beijing in early 2004. Through her substantial globetrotting, Lin cultivated a deep appreciation of diversity and became
passionate about being a bridge between the East and the West. Since 2005, she has been serving as the Chairperson
of the Motorola Women Business Council, an award-winning employee-based network inside Motorola that provides
leadership and networking programmes. Lin frequently promotes and speaks on women leadership development. She
co-founded Women Professional Committee of American Chamber of Commerce (AmCham).
Hubert Lin
Lecturer
Beijing Foreign Affairs University and Harrow International School
Hubert Lin has over 12 years of global experience through which he held senior management positions in managing IT
projects and developing teams across the US, UK, Argentina, and Asia. His consulting work at Accenture covered MNC
processes in Finance, Manufacturing, Logistics and Sales. He has led multinational teams and local Chinese teams
through his management position in Beijing. Born in Taiwan and raised in the US, Hubert moved to Beijing in 2004
where he taught at the Accenture University, focusing on IT project management methodology. The combination of
his consulting-oriented faculty experience , global business experience and academic background breathes life into his
specialized training in creative thinking and problem solving, and communication. He is currently a guest lecturer at
Beijing Foreign Affairs University and Harrow International School.
Takashi Kawatani
Principal Consultant
Diversity Management Institute Inc.
Takaski Kawatani’s passion is to reduce misconceptions about Japanese business culture and make it more sound
and flexible in a global context. In 1985, Tak’s started Diversity Management Institute Inc. (DMI), a crosscultural
management consulting firm for Japanese companies. Engaged by private, government and non-profit organisations,
DMI is leading Japan’s initiatives in crosscultural and diversity management strategies. Today, DMI provides
crosscultural management, leadership and diversity management consulting and training for multinational clients
globally, helping to build collaborative and competitive advantages across cultures. Author of e-learning products and
14 books, he spent 16.5 years to kaizen crosscultural capabilities of his clients while based in Malaysia.
Akiko Moriyama
Diversity & Intercultural Consultant
Akiko Moriyama is a consultant, trainer, and university lecturer specialising in Diversity & Inclusion and Intercultural
Communication. She has over 10 years of experience at leading global firms, including her previous role as a training
program manager at Goldman Sachs. Since becoming independent in 2011, Akiko has worked with clients ranging
from global corporations to non-profit organisations. She currently writes regularly as a web columnist on diversity
topics at Tokyo Woman community site. Akiko received her master’s degree in the Intercultural Communication Studies.
Akiko is based in Tokyo and is native in Japanese and fluent in English. For information in Japanese, please visit her
website: www.inner-diversity.net.
Devdutt Pattanaik
Leadership and Culture Consultant to Reliance Group of Industries (amongst others)
Devdutt Enterprises
Devdutt Pattanaik writes and lectures on the relevance of mythology in management. He has been a TED speaker and
author of the book ‘Business Sutra: A very Indian approach to management’. He consults Reliance group of industries on
culture. He is based in Mumbai.
Suzanne Price
Representative Director
Price Global
Suzanne Price was honored with the British Business Award ‘Entrepreneur of the Year, 2012’ as the leader of Price Global,
a change agent specialising in Diversity and Inclusion, based in Tokyo. Price Global’s approach incorporates applied
psychology to work with the whole system in providing consulting, training programmes and coaching. Price Global
are particularly known for their Leadership Development Programmes for Women in Asia and for complimenting
these initiatives with awareness-raising, behavioral and attitudinal development programmes. Suzanne has
designed and implemented award winning D&I initiatives for clients. She currently serves as an external advisor to
the D&I committees of a number of companies. She previously served as Head of D&I at UBS Securities, as an internal
Consultant to Goldman Sachs and as Vice President of the British Chamber of Commerce in Japan. Suzanne transitioned
from a clinical background and former career as a Psychotherapist.
42
Dr Saundarya Rajesh
Founder - President
ATVAR Career Creators & FLEXI Careers India
Dr Saundarya Rajesh, a Phd in women’s workforce participation is one of the earliest voices to speak on Gender
Diversity & Inclusion of women in India. She is an award-winning social entrepreneur best known for the pioneering
work done in the space of second careers and flexible working. Founder-President of AVTAR Career Creators and FLEXI
Careers India, Saundarya leads tripartite (community-organisation-individual) engagements in women’s workforce
participation, diversity training, diversity audits and diversity recruitment. Under her guidance and mentoring, India has
seen the advent of formal Second Career programmes for women, initiated by several large organisations. Saundarya
is also a leading keynote speaker at national and international forums in the areas of business, education, public policy
and youth development.
Em Roblin
Founder and Managing Partner
LEAP
Emily (Em) Roblin is dynamo in the women’s leadership development space, with a focus in Asia Pacific. She is a
facilitator, a trainer, a coach, a keynote speaker. Em is the Founder and Managing Partner at LEAP, a company that
partners with organisations committed to fostering diversity and inclusion and runs innovative programmes that
empower individuals, teams and organisations to engage in meaningful dialogue and take action to create inclusive,
healthy environments where people are free to be their true selves, to exceed expectations and drive results. She is also
the APAC director of Women Unlimited Inc, a leadership development organisation focusing on high-potential women
in major corporations. Em was recipient of the EY Women in Business Inspiration Leadership Award in 2011 and has
been an executive member of the Viva Women’s Professional Network.
Diane Sasaki
Senior Consultant
Aperian Global
Diane Walsh Sasaki is an executive coach and communications consultant specialising in the Asia-Pacific region.
She brings a multi-faceted approach to facilitation, confident that her systemic outlook developed through years of
working in Asia can motivate and inspire global teams to enhanced performance. She began her career working for
Sony Corporation in Tokyo and New York, in advertising. She now has clients from all sectors, including the finance,
pharmaceutical, engineering and electronics industries and focuses on the following practice areas: Leadership
Development, Diversity in Global Teams, Global Teamwork, Cultural Integration, and Executive Coaching. Originally
from the United States, Diane has now spent more than half her life in Asia. Based in Tokyo, she has lived in the US,
Singapore and Japan. She trains and coaches bilingually in English and Japanese.
Smita Tharoor
Founder
Tharoor Associates
Smita Tharoor is the founder of Tharoor Associates, a training company that understands the importance of stories - both
personal and corporate - and their role in defining an organisations identity and practices. She is an Associate of the
Chartered Institute of Personnel & Development, an NLP (Neuro Linguistic Programming) Practitioner and continues
her learning with the International Coaching Federation (ICF). Smita has over 25 years’ experience in all stages of the
learning cycle. Her experience has been within corporate, regional and international frameworks and she has worked
in large voluntary, public and private sector establishments. Her USP is making the individual more conscious of his/her
unconscious bias. She has considerable experience in embedding a Coaching culture into organisations and providing
turn-around solutions for training & development companies in their fledgling state. She has expertise in the pioneering
and development of training and education provision; with particular experience in the business management and
service improvement areas. Growing up in secular India taught her the value of tolerance and the appreciation of
accepting differences. She promotes diversity and cross cultural competence in the UK in line with E&D strategies and has
designed and delivered training solutions within all sub-strands of diversity. Her experience working in the UK and India
gives her a unique advantage in understanding the expectations and needs of different cultures.
43
Profiles of
Contributing Experts
Meena Thuraisingham
Director and Principal
Talentlnvest
Meena Thuraisingham is a globally experienced facilitator and executive coach specialising in values based leadership,
team effectiveness and career resilience, generating actionable insights to help leaders and teams achieve greater
personal and collective influence and impact. Building on over 30 years of global experience in several sectors, Meena
has worked extensively in organisational and leadership development at senior and board level. She brings a unique
combination of experience in succession planning, executive/talent development and behavioural change. Meena’s
engaging and inspiring style of facilitation coupled with her cross cultural experience and strong commercial insights,
makes her a sought after consultant, facilitator and coach. She is an organisational psychologist and successful author
of 3 bestselling books on personal and leadership electiveness. She holds an Honours degree in Psychology from
Manchester University, is a graduate member of the Australian Institute of Company Directors, a CCL accredited coach
and is currently undertaking doctoral research on board practice.
Dr Tom Verghese
Principal
Cultural Synergies
Dr Tom Verghese is an internationally renowned consultant, presenter, executive cultural coach, author and founder
of Cultural Synergies. Tom’s expertise is in cultural intelligence, inclusive and ethical leadership and the promotion of
sustainable global leadership and high performing international teams. The development and support of Asian talent is
an area that Tom is very passionate about. Tom has had many success stories as a cultural coach to many now successful
leaders located around the world. Tom is the author of ‘The Invisible Elephant – Exploring Cultural Awareness 2nd
edition’ and the co-author of ‘The Pillars of Growth - The Keys to Getting Exponential Growth in Your Business Today.’
Tom holds a degree in management and a Masters in Education and Training. He recently completed his doctorate,
which explored the link between Cultural Intelligence and Effective Global Leadership. Tom speaks a number of Asian
languages and is based in Melbourne, Australia.
Connie Wong
Founder and Managing Director
CWS Associates Inc.
Connie Wong is the founder and Managing Director of CSW Associates Inc., a leading global consulting firm addressing
global workforce diversity. CSW’s drama-based interactive approach has received worldwide acclaim from leading
organizations across many industries and top academic institutions globally. CSW has teams in 15 countries and
annually conducts hundreds of workshops globally.
Connie is frequently called upon to support business strategies, facilitate diversity initiatives, and administer executive
coaching. She is an accomplished public speaker and facilitator. Connie has appeared in various media outlets,
addressing topics of workplace diversity and cross-cultural diversity in global markets.
In addition to holding a Masters Degree in Human Resources and Organizational Development, Connie has completed
training with the Harvard Negotiation Project and serves on the National Board of Governors of the Equality Forum.
Prior to founding CSW Associates Inc. Connie held executive positions in the financial services and airline industries.
Makoto Yoda
CEO
Asia Corporation
Makoto Yoda, CEO at Asia Corporation and lecturer at Graduate School of Rikkyo University, is a consultant for
cross-cultural communication and management and multi-cultural organisational communication. He facilitates
workshops for expatriate pre-departure training, overseas trainer training, global mindset training and so on. He is also
a trainer for knowledge management especially in the field of practical knowledge transfer. He is an author of
“Shigoto-no-Densyo ryoku”(Transferring Practical Knowledge).
44
Other Research Initiated and Sponsored by DIAN
Engaging Managers in Asia on Diversity and Inclusion

This research explores both the importance of and challenges around engaging middle
managers in Asia as well as identified strategies and approaches to enable companies to
be more effective in this respect.
March 2014
DIAN Strategy Framework

The DIAN Strategy Framework is a strategic tool designed to help companies make
progress on their diversity and inclusion (D&I) journey in Asia. The Framework is developed
based on a global model and adapted to support companies driving their D&I strategies
across the Asia region and is structured around a number of best practice indicators in 14
categories and 4 areas.
March 2013
Adopting an Asian Lens to Talent Development

Concerned that standard approaches to talent development may be overlooking Asian
talent in the pipeline, this research calls for companies to adopt a more targeted approach
to talent development in the region. The research focuses specifically on the markets of
China, Hong Kong and India.
March 2012
Bringing Out the Best in Asian Talent

This research looks at how multinational companies operating in Asia can create
workplace environments that bring out the best in Asian talent and foster the
development of greater Asian leadership. The research focuses on the markets of China,
Hong Kong and India.
March 2011
Ageing: Impact on Companies in Asia

This research addresses the impact of the ageing population on the workforce in Asia.
It highlights some of the characteristics of the ageing population in China, Hong Kong,
India, Japan and Singapore and explores some of the work-related issues, including the
prevalence of age discrimination in Asia. It recommends initiatives companies in Asia can
introduce to create age diverse workplaces with a particular focus on creating inclusive
workplaces for older employees.
March 2010
Gender Diversity Benchmark for Asia 2009

This first ever Gender Diversity Benchmark for Asia tracks the participation of women at
different levels within leading multinational companies across different markets in Asia,
including China, India, Japan and Singapore. Subsequent benchmark studies conducted
in 2011 and 2014 have extended the geographical scope to also include Hong Kong and
Malaysia. These regional benchmarks provide valuable data for companies looking to track
their performance on gender diversity in Asia.
March 2009
45
This publication is also available in large font and accessible format and
can be downloaded from the Community Business website.
For further information please contact us directly.
Community Business
21/F, Hing Lung Commercial Building,
68 Bonham Strand East, Sheung Wan, Hong Kong
Tel : +852 2152 1889 Fax : +852 2540 9520
Email : info@communitybusiness.org
URL : www.communitybusiness.org

Examining Diversity Inclusion From An Asian Perspective

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Examining Diversity Inclusion From An Asian Perspective

Uploaded by

Copyright:

Available Formats

Examining Diversity & Inclusion

From an Asian Perspective

HK$200 April 2015

ABOUT COMMUNITY BUSINESS

ABOUT THIS REPORT

APPENDIX: PROFILES OF CONTRIBUTING EXPERTS 41

Purpose of This Research

Structure of This Report

Box 1: Definitions of Key Concepts

DIVERSITY: All people are recognised and respected as individuals and

To what extent do you think diversity and inclusion is a Western concept?

Diversity & Inclusion – a Western Concept?

China Hong Kong India Japan Singapore

Language around diversity and inclusion is unfamiliar

Concept shaped by Western experiences

Based on Western values

Diversity – Celebrating Difference and Individuality

Not seen relevant in a cultural context that is ostensibly homogenous

Focus on ‘individual’ at odds with Asian cultural values

Lack of comfort with ‘difference’

India and Singapore seen as the exceptions

Inclusion – Allowing All Individuals to Contribute

Term not well understood

Underlying principles undermined by importance attached to hierarchy

Inclusion has bad connotations in India

However, a compelling counter-argument was also proposed:

Inclusion plays to Asian values of group belonging

Meritocracy – Progression Based on Personal Achievements

Tracy Ann Curtis

Here in China, the relationship is critical. Relationships are above competence.

Diversity & Inclusion - Highly Relevant in Asia

58% consider D&I to be a Western concept E

88% say their organisations in China are diverse VS

100% say their organisations in China are inclusive

37% say their organisations have not been successful

33% say not all people have equal opportunity to progress

60% believe unconscious bias does or may exist within

35% 12% prefer not to answer

Profile of Respondents (based on 28 completed surveys)

Equal response rate from men and women Type of organisation

women 14% Western Multinational

50% 50% 86% Asia Headquartered

Majority local or Majority worked or

China Context hierarchical society. This has reinforced people’s

It was mentioned, that someone with an accent

• Communication Style However with the growth of China’s Gen Y population

Find opportunities to provide local Chinese staff

55% consider D&I to be a Western concept E

91% say their organisations in Hong Kong are diverse VS

96% say their organisations in Hong Kong are inclusive

46% say their organisations have not been successful

65% say not all people have equal opportunity to progress

80% believe unconscious bias does or may exist within

50% 18% prefer not to answer

Profile of Respondents (based on 23 completed surveys)

Higher response rate from women than men Type of organisation

women 9% Western Multinational

Majority local or Majority worked or

97% say their organisations in India are diverse VS

98% say their organisations in India are inclusive

20% say their organisations have not been successful

34% say not all people have equal opportunity to progress

48% believe unconscious bias does or may exist within