Creating People value: A corporate culture that embraces diverse work styles and self-fulfillment

Kainosho: Before joining EY, I worked at Japan’s National Tax Agency. I joined Ernst & Young Tax Co.’s Tax Technology and Transformation (TTT) section in 2021 where I was assigned to an IT consultancy team specializing in the taxation field. More precisely, we work to support the tax operations in companies by providing clients with proposals including the introduction of more efficient systems and data science and AI applications for handling taxes.

Deguchi: I joined Ernst & Young ShinNihon LLC in 2010 as a certified public accountant. I was involved in the auditing of Japanese companies for about seven years until 2017 when I transferred to the AI Lab, a specialist organization within the Assurance Innovation Division, where I still work. In recent years, there has been a growing focus on utilizing the latest digital technologies within the audit industry, so I was invited to join my current workplace because of my career background.

Hirasawa: I joined EY Strategy and Consulting Co., Ltd. (formerly EY Transaction Advisory Services Co., Ltd) in 2015 as a new graduate and since then I have been engaged in strategy consultation in an organization known as EY-Parthenon. My main responsibilities include formulating business strategies for companies, supporting overseas development, and conducting M&A due diligence. Recently, I have had many opportunities to interact with companies that are interested in acquiring technology companies.

Kainosho: When I joined EY, it was only a few years after the establishment of TTT. AI was not as high profile as it is now, but I applied as I felt it was an organization where ideas, including the use of AIcould be discussed freely. Of course, I also deal with systems that are unrelated to AI in my role, but the corporate culture gives us flexibility to propose ideas to clients, exactly as I imagined before joining the firm.

Deguchi: Before joining, I had many friends who were already working as certified public accountants and when I started job hunting, I asked them about the workplace environment and the mood at each major accounting firm. After hearing their opinion, I felt that EY was the best fit for me. In fact, I feel really comfortable working here so I am glad that I made the right choice.

Hirasawa: During my interview, I asked how EY Strategy and Consulting differs from other consultancy firms. The answer was that “we are distinct because we have a corporate culture that brings together collaborative people which produces dynamic communication and collaboration.” These words convinced me to join the company and now, having worked here, I can really see how it is true.　Company-wide communication that crosses boundaries between organizations is just a given. In fact, it is not unusual to collaborate not just within Japan, but also on a global scale.

—The concept of “people first” is the foundation for organization building at EY. Was there a time when you really felt this to be true?

Kainosho: EY pursues a constructive corporate framework that is not constrained by conservative culture and hierarchies. While differences in experience does influence the assignment of roles, everyone can voice an opinion as an equal, regardless of title, position, or employment status.

Deguchi: Although there are different ways “people-first” can be interpreted, personally I think that EY puts a real importance on getting the right person for the right job. I joined the company as a certified public accountant and initially worked in auditing, but I was able to transfer to my current position to make use of programming skills that I learned at university as a complement to my auditing experience. This has made my work even more fulfilling.

Hirasawa: I feel that “people-first” is best represented by the fact that age is no barrier. In my own case, I was surprised that after joining the company as a new graduate, I was quickly entrusted with an important task. When an inexperienced member of a team is given significant level of responsibility, their supervisor must feel concerned that they might fail to complete the task due to their unfamiliarity with the work. However, taking on responsibilities is essential to personal growth, so the EY approach is to be pro-active in providing these kinds of opportunities.

—EY states that diversity, equity, and inclusiveness (DE&I) is a “business imperative.” Can you share your thoughts on that?

Kainosho: Our senior management team actively communicates about DE&I and engages with the issue in a way that especially EY can make this a reality. If we were to simply take the stance of “We will make it into an important issue in line with what everyone else is doing,” then it would not have any real impact on our corporate culture. By making it a major agenda point, continuing to communicate about it, and working to achieve real change, they have demonstrated how serious they are.

Deguchi: This is an extremely specific example, but I think that we have a first class and wide range of working patterns available to fit the needs of each individual. Remote work is allowed, even from very distant locations. Shift-based working, taking time off in the middle of a working day, and taking paid leave on an hourly basis are all possible. This enables all kinds of work styles. There is the additional benefit of specialized leave for childcare of preschool children and to meet nursing care commitments.

Hirasawa: From my very first day, it has been a workplace environment where diversity is a given. I feel that there is an atmosphere where people respect each other and can openly share opinions. There is also training in DE&I and information is shared widely through newsletters and other channels.

—At EY, our purpose is Building a better working world. Could you tell us about My Purpose and what it means to you?

Kainosho: In my case, I don’t have a fixed concept for My Purpose. Even if I did have a vision of what I want to do over the next few decades, the way the world is changing now means that in five years’ time, things will be very different. It follows that my own interests and values would also be different. The EY Purpose is universal and will hold true no matter how the world changes. I also feel that it is broad and expansive enough to allow different interpretations and actions by people at EY. I can identify with it. No matter what happens in the world, I will be able to take on new challenges at EY and this is a way of working that suits me.

Deguchi: When I was working at audit sites, we had to scrutinize a lot of data and I remember thinking that there would be a way for us to use this volume of data more effectively. Now, in my current role, I am engaged in developing tools to make audits more efficient and effective. The head of the Lab encourages us to “enjoy working” and actually, I am really having fun at work. I see My My Purpose is to raise efficiency and develop sophisticated tools, enabling colleagues at audit sites to also enjoy their work.

Hirasawa: I have always wanted to be useful to other people, rather than focusing only on myself. I think that if one day I can look back and feel that I always delivered value for others and made a contribution, then I will be satisfied with what I have achieved. Consulting work is an extremely good fit for what I have identified for My Purpose and my greatest professional satisfaction is when a client thanks me.