On the United Nations’ World Day for Cultural Diversity, organisations around the world are recognising the importance of different perspectives in shaping stronger, more inclusive societies. For Mizuho EMEA, the diversity in our people and our global mindsets are fundamental drivers of how the business grows and delivers for clients globally.
Delivering value through global collaboration
For Hiroki Kurakagi, CEO for EMEA, the region’s international mindset will play a leading role to Mizuho’s global ambitions.
“EMEA is a truly international region, and it will be intrinsic to transforming Mizuho into a global financial institution, deeply rooted in Japan,” he explains.
“Mizuho has laid a strong foundation in EMEA and in other regions, and now is the time to grow our business by connecting those dots.”
With a footprint spanning multiple markets and cultures, EMEA plays a unique role in connecting the firm’s global capabilities. As Kurakagi-san notes, Mizuho has built strong foundations across its regions, and the focus now is on bringing those strengths together.
In an increasingly interconnected financial landscape, the ability to bring together different ways of thinking is critical to understanding complex global markets and delivering excellence to our clients across the regions.
A business advantage shaped by diverse perspectives
At its core, cultural diversity strengthens how business think, decide and act. Diverse teams bring a wider range of experiences and viewpoints, helping to challenge assumptions and avoid single-track thinking. This leads to more robust decision-making and a more holistic understanding of the opportunities and risks.
Within financial services, where markets are shaped by local dynamics as well as global trends, these perspectives are particularly valuable. Teams that reflect a range of geographies and cultures are better equipped to understand client needs across borders, navigate complexity and deliver tailored insights.
Evelyne Gomez-Liechti, a multi-asset strategist in Mizuho’s Fixed Income and Currency team in London, the diversity of the workplace is immediately visible. For her, this mix of perspectives directly shapes how teams operate.
“Just on the trading floor, we have more than 15nationalities,” she says. “Different nationalities help you understanddifferent ways of thinking, and that always improves decision-making. Itexpands how you think and helps you build a more complete view, rather thanrelying on a single perspective.”
This ability to connect perspectives is particularly important for Mizuho EMEA’s key role as a bridge between regions, including Japan and Europe. By bringing together cultural insight and market expertise, the region contributes directly to the business’ global offering and client delivery.
Working with colleagues in EMEA, Asia and the Americas, Evelyne and her team is part of a global network that shares insights and produces work collectively. “We hold cross-regional calls and collaborate wherever possible. It’s a role that relies on global collaboration, and that is one of the most rewarding aspects,” she explains.
Bridging cultures and experiences
For colleagues who have relocated on an expatriate programme from Japan, working in EMEA brings a unique opportunity to bridge cultures and contribute to Mizuho’s global strategy.
Since joining Mizuho in 2000, Koichi Kishinoue, CAO of EMEA,has held roles in Jakarta, Hong Kong, Tokyo, Amsterdam, and London.
“These experiences have provided me with a global perspective, broadened my exposure to diverse areas, and deepened my understanding of how different components of a business operate. These insights are essential to my role.”
This international exposure has also shaped a that is empathetic and culturally aware. He emphasised the importance of understanding different decision-making styles across regions and adapting accordingly.
“My international career has allowed me to engage with a wide range of cultures, languages, and perspectives,” reflects Kishinoue-san. “Through these experiences, I’ve come to appreciate that no single working style is superior to another. Each reflects its own context and strengths, and recognising these differences has been fundamental to how I lead.”
Kishinoue-san’s approach reflects a deep respect for diversity in thought and process, and a belief that leadership must be flexible and globally attuned – a key attribute to his mission to foster greater collaboration.
