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To be an organization where individuals thrive and which demonstrates the power of collaboration
In this section, we feature a dialogue between three EY professionals, each with global experience in different arenas: tax, audit and consulting. They share their thoughts on EY’s approaches for global collaboration and how the EY purpose and values shared across our member firms impact our clients and other stakeholders.
Key points
- Gaining the ability to understand others through the experience of placing yourself in a different environment
- The EY purpose and values shared across member firms: How this influences EY people’s decisions and actions, and extends to our stakeholders
- Combining EY people, clients and society with our strategy of All in
EY Japan believes that a vibrant organization is cultivated when people with diverse backgrounds, values and individual identities come together and freely communicate their thoughts and opinions. Here we feature a three-way discussion between EY people: two who have overseas assignment experience, and one with an overseas background currently working in Japan. They each share their thoughts on EY’s approaches to global collaboration and how those approaches are inter-related with the EY purpose and values shared across our member firms, as well as the impact of these initiatives on our clients and other stakeholders.
From left to right
Kylie Torossian, Transaction Strategy and Execution, EY Strategy and Consulting Co., Ltd.
Miho Goto, Division 3, Ernst & Young ShinNihon LLC
Yoshihiro Umemoto, International Tax and Transaction Services（ITTS）, Ernst & Young Tax Co.
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Section 1
Discussion between three global professionals with experience in different arenas: Tax, audit and consulting
Insights gained when placing themselves in a different environment
- Can you tell us about your current role at EY and describe your career to date?
Umemoto: I have worked in International Tax and Transaction Services (ITTS) at Ernst & Young Tax Co. since 2016, providing services for international tax advisory - mainly for transfer pricing. I was seconded to EY Singapore Tax for two years from November 2022, where I supported local clients with tax advisory, and returned to Japan in October 2024. Before joining EY Tax, I worked at Ernst & Young ShinNihon LLC - for a period, I was on the same team as Goto-san, who is also joining our conversation today.
Goto: Since joining Ernst & Young ShinNihon LLC as a new graduate in 2008, I have always been engaged in accounting and auditing services. Umemoto-san, you’ve just reminded me that we used to work together! I’m glad that we’re able to reconnect. In 2021, I was assigned to Chicago, US, accompanied by my husband and two children, where I provided audit services to support Japanese companies expanding overseas. I returned to Japan when my three-year assignment ended in August 2024.
Torossian: I joined EY Strategy and Consulting Co., Ltd in 2019, after having worked in geopolitics and IT in financial services. I am currently specialized in transaction strategy and project management services for M&A. I was born in Australia, then grew up in Vanuatu, before moving to France. As French is my first language, I also support the French desk in EY Japan. Although I grew up speaking Japanese with my mother, I had to dedicate a lot of time learning to read and write the language while living in France.
Professional culture grounded in globally shared values encourages healthy conflict
-During your experience working overseas, were you ever puzzled by work processes which differ from Japanese customs or culture ? And Torossian-san, it would be great to hear about what you recognized was different when comparing Japan to other countries.
Umemoto: I don’t know whether this applies to countries or locations other than Singapore - but I was surprised by how simple instructions or directions were. For example, when I received my PC in Singapore, I was only given information on where to collect it - there were no other instructions on what to do. I was somehow able to resolve this by asking some of my acquaintances for guidance. Even so, at the same time, I was puzzled by the difference with the approach that we take in Japan. In Singapore, they seem to operate on the assumption that if someone isn’t sure of how to do something, they will always ask. This approach is the absolute reverse of how we do things in Japan, where we are always presented with a detailed step-by-step process in advance. It took a while for me to adjust and feel comfortable with these cultural differences.
Goto: When I was on assignment in Chicago, my manager used to always say, “Do the right thing.” This expression has stayed with me, supporting me mentally and emotionally in my work. Even when receiving negative feedback about work from managers or colleagues, the people I worked with were open and receptive to that feedback - they were willing to accept it as an opinion about their work-related actions, rather than taking it as some criticism of their personality. I suppose this is because debating is a big part of the culture. Another thing I should mention is that workstyles in the US were nothing but ideal for a working mother like me. On a typical day, I would start work at around 8 A.M., finish at 5 P.M., and have enough time to enjoy the evening with my family. I could finish any remaining work for the day after my family had gone to bed, but it was my decision whether or not to do this.
Torossian: When I first came to Japan, I was confused by the ambiguous instructions that were given at work. I found that instructions were unclear or phrased in an indirect way, and I remember that most of the time, I couldn’t immediately understand what was expected from me. I’m sure the intention of giving ambiguous instructions is to be polite and avoid hurting people’s feelings, but there are situations where straight-to-the-point instructions are more effective. When an issue arises in M&A projects I work on, prompt actions need to be taken. Everyone must share their honest opinion with the rest of the team. In addition, while overseas stakeholders actively provide opinions in international projects, some of these opinions lack specialized knowledge. In this regard, EY has a corporate culture that encourages "healthy clashes of opinions" based on the shared values that we uphold globally. Therefore, I can frankly speak my mind, and I also encourage my team to do the same.
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Section 2
Actions based on the EY purpose and values shared across member firms allow us to achieve better results
How does the EY purpose and values resonate with all EY people, influence their decisions and actions, and extend to our clients and wider society?
Umemoto: Going back to Goto-san’s story about the “Do the right thing” expression, EY upholds “People who build relationships based on doing the right thing” as one of our shared values across all EY member firms. Internal healthy conflict is similar to this idea in the way that it eventually leads us to achieving better results for our clients and other stakeholders. I have heard that whether a decision is consistent with our purpose is a topic of frequent discussion at EY management meetings. This really shows how the EY purpose and values aren’t merely a formality; they are being applied and made real in our hands-on work, through decision-making and a wide range of actions.
Goto: As my audit clients operate their businesses with a recurring revenue model, where their services are provided on an ongoing basis, many of their business actions are repeated and followed for a long period of time. However, as the environment for companies changes and new generations assume leadership roles in these businesses, out-of-date processes must be replaced with more suitable approaches. I should also mention that in our pursuit of the EY purpose, Building a better working world, we must channel time and resources into areas that require our focus to provide high-quality services. For these reasons, I think having extended debates in a format allowing healthy conflict is a must when deciding whether business actions should or should not continue as always for clients with a recurring revenue model. I say this because I have no doubt that diving into these debates brings our clients the results that allow them to participate in Building a better working world.
Torossian: When it comes to the EY purpose, Building a better working world, we can start by implementing it in our team’s everyday activity. EY has a very inclusive workplace environment which encourages everyone to engage in healthy discussions. I am confident that we have been able to generate value for both our clients and team members by bringing out the diverse strengths of our people thanks to this culture.
A workplace environment that facilitates taking on bold challenges and enables open communication between employees regardless of rank
- A common perception of the Japanese way of doing business is that it values caution and stability, but lacks speed in the decision-making process. How would you respond to that, as people with experiences that allow you to compare Japan and other countries?
Goto: I do agree that agile, case-by-case actions are not a forte of typical Japanese business style. Also, judgments on whether or not a business risk is tolerable are often relatively conservative. In other countries, the emphasis is starting the process; there’s general agreement that if any issues arise along the way, they can be dealt with in the moment.
Torossian: Abroad, people are not afraid to take risks if the opportunity is great. Failing is not a problem because it will end up being a valuable experience that will lead to the next success. I think this positive mindset is also firmly rooted within EY Japan.
Umemoto: I agree with Torossian-san. The importance of being bold, to take on challenges without fear of failure, and maintaining motivation, passion and courage to do that is a value shared by all EY member firms globally. As EY Japan is no exception in ensuring managers are tolerant of their team members’ mistakes, I was able to recognize that shared value and—despite working in a foreign environment—felt comfortable putting my thoughts into action and consulting my managers whenever I encountered difficulties. My time working overseas has reminded me of the importance of a working environment that allows team members to openly express their opinions to their managers.
Torossian: In my current team, I strongly feel that my supervisors emphasize “People who demonstrate integrity, respect, teaming and inclusiveness,” one of EY’s values. I think this has contributed to people retention within our team. When selecting project members, we consider individual skills and personalities. In my case, I have been assigned to both domestic and international projects where I can leverage my background and experience.
Umemoto: That also applies to EY Tax Co. People from various backgrounds work together at the firm, and we consider everyone’s expertise in forming teams that can provide the best possible services for each of our clients. These kinds of teams make communication easier, and organizational strengths like this are core to providing high-quality services.
Collaboration connects EY member firms across the globe and forms a network united through our strategy of All in
- And now a final question for you. What makes you glad that you work at EY?
Torossian: That would be, in one word, inclusivity. EY’s inclusivity is not simply valuing diversity in recruiting people from various backgrounds. It extends to the strengths of diverse individuals and ensuring they can work together as peers. That is what creates an inclusive organization. Other than that, being able to engage in consulting and to see first-hand how various clients take the initiative to transform their business means a great deal to me.
Umemoto: For me, the appeal of EY as an organization is this environment that ensures psychological safety for sharing your opinion. There is no need to be hesitant or reserved because of a specific individual. Of course, in Singapore, the number of Japanese colleagues was small, which made me a member of a minority in my work. On returning to Japan, I am now a member of the majority again, and have developed my tax career. So, this experience of being in the shoes of both the majority and the minority, that’s a reminder to me that EY has cultivated a foundation for embracing people regardless of differences in nationality, race or gender, as well as welcoming people with all kinds of career experience, and an ability to work together with respect for each other.
Goto: I started my career at EY, so its’s difficult for me to draw comparisons with other companies. However, I can say that EY is a professional services firm - a member of the Big Four - and that it values collaboration and connections across different countries. I feel that all EY member firms around the world are united by our strategy of All in, in a sense that they all share and uphold the same Purpose and values and emphasize sharing them across a global organization.
Summary
Everyone at EY with diverse backgrounds engage in friendly competition with each other, while collaborating under our purpose and values shared across all member firms.
EY is home to professionals with a diverse range of backgrounds and experiences. We help one another be exceptional by collaborating and embracing the EY purpose and values shared by all EY member firms.