B Corp™ #04 What It Means When a Factory Takes On the B Corp Challenge / Part 2

From the left, Takayuki Yamatogi, Ikuma Izutsu (Nice Corporation), Tatsuhiro Akashi (Wired)
 

What positive changes have you seen or do you hope to see with the influx of new talent in your organization following the B Corp certification? 
 

Izutsu: The company has become more lively and there’s a good flow of energy. I think that in and of itself is a valuable asset to us. While there have been many people who are new to the field, we also have veteran technicians with decades of experience in our team too, so we’re able to set up a nurturing training environment for the newcomers. For the first two to three months, the factory manager stays with the new joiners and teaches them technical skills. After that, the training is handed over to the staff working under them, ensuring smooth coordination on the factory floor.
 

Yamatogi: One of the most significant outcomes of the B Corp certification is that it has attracted individuals who have a natural aptitude for nurturing people. For example, our factory manager is a woman who used to work for a company that manufactures and sells B Corp-certified outdoor apparel and gear. That connection was actually one of the reasons she became interested in Nice Corporation. With her diverse experience working in various company structures, she has a keen eye for managing teams and knows what kind of communication works best. It seems like those who understand B Corp certification often seem to naturally possess those qualities.

So the B Corp certification has allowed you to attract necessary talent.

 

Yamatogi: Ever since she joined us as factory manager, it's been much easier to understand what our on-site staff are thinking and feeling — and what challenges they’re facing. That’s really helped us give better, more relevant advice. She doesn’t rely on vague or intuitive language; instead, she’s great at putting things into clear, precise words that everyone can understand. On top of that, she has a knack for identifying communication styles that work for each team member. It’s rare to find someone who can jump into the production line when needed and also step back to handle management. She's absolutely a key pillar of Nice Corporation.

 

Akashi: In factories, you often find people with a craftsman’s mindset — they’re incredibly focused on their tasks but not necessarily adept at building deeper communication or teamwork. That must make her all the more valuable.

Izutsu: Definitely.

It seems like along with attracting new talent, the communication within the company has started to shift too?

Izutsu: I think it's because we’ve been able to clearly communicate where the company is headed. This has opened things up, improving overall internal transparency. If we’re not giving back to our employees — whether through compensation or other forms of recognition — frustration builds up, and eventually people leave. To prevent this, we need to increase fair, profitable business opportunities and also start looking overseas. I imagined that the certification might make it easier to connect with international partners, and while that part is still a work in progress, it’s something we really want to focus on. Ultimately, if the company just keeps demanding results from its employees without giving anything in return, that relationship won’t last. I’m always conscious of that balance.

Akashi: To be frank, I still feel like I haven’t figured out how to communicate effectively, so that’s definitely one of my personal challenges.
 

Okabe: When you're facing challenges like that, B Corp can act as an objective reference point. Having someone like Yamatogi-san — a third party who listens to what's happening on the ground — to help identify issues can open up real dialogue with the team. That’s incredibly important, I think.

 

Izutsu: There have been many times when I’ve felt Yamatogi-san has helped communicate things in a softer, more digestible way. I’m often thinking 10 years ahead, but most employees are focused on weekly or monthly goals — and that’s totally natural given our different roles. When Yamatogi-san steps in as a third party, it helps bridge that gap. The communication becomes smoother, and we gain a deeper understanding of one another. To put it simply, while I’m looking five to ten years down the road, Yamatogi-san steps in by saying, “Here’s what the next year or two might look like,” and that’s incredibly helpful.
 

Okabe: That kind of support overlaps with what consultants typically do, but people can be hesitant to trust consultants. Have you noticed any differences?

Izutsu: I often say “the company gained a second brain” when I think of Yamatogi-san. He’s a great advisor for me as well. With Yamatogi-san, I share detailed, day-to-day information and he translates that into clear language for the team. And with you, Okabe-san, I talk more about our 5-to-10-year vision.

Akashi: Yamamatogi-san doesn’t come across like a typical consultant. He takes the perspective of the people on the ground and gives honest, thoughtful advice. Since we started working with him, things that had been stalled for a long time are finally starting to move forward. I tend to overthink things and struggle to take action, so getting his input has been a huge help.

Okabe: Improving the work environment sounds simple, but it’s a tricky process in reality. Some business owners don’t prioritize it at all. Akashi-san, was there a particular moment when you started to see it as important?

Akashi: Honestly, it came from realizing I wasn’t communicating well with the team. Even when I visited the factory, I’d just take a quick look around, think to myself, “Everyone’s working hard,” and then leave. I wasn’t having real conversations. So naturally, the employees saw me as this busy, unapproachable figure. They probably felt uncomfortable speaking up. I wanted to break that pattern, so I’ve started being more intentional about how I communicate with each employee.

For example, in our factory, we have a rule that drinks must be kept on a designated shelf — since spilling anything on the production floor would be a problem. But depending on where someone’s station is, that shelf might be quite far. One employee mentioned, “When I’m focused on work, I forget to hydrate because the shelf is so far away... I wish there were a way to keep drinks closer.” As soon as he heard that, Yamatogi-san looked into it and came back with a suggestion right away: “Akashi-san, there’s a really stable drink holder with a strong magnet — maybe this could help.” We tried it out, and a few days later, someone came up to me and said, “Hey, boss — that thing was great.”

It’s a small thing, but moments like that have shown me how small acts of care can significantly improve our employees’ comfort and experience at work. That’s something I’ve learned from working with Yamatogi-san. Creating a better workplace doesn’t always come from big decisions — often, it starts with small, thoughtful communication.

Okabe: Providing a drink holder for employees may seem simple, but they’re not as obvious or intuitive as they might appear. At the heart of it, I think it comes down to empathy — and I’m really curious about the thinking behind that kind of action.

Akashi: The truth is, the work itself will get done even if we don’t communicate. But one day, an employee told me, “We’re all on the same boat, but we have no idea where the company is headed.” That really struck me. In the end, all of this circles back to overall satisfaction.

Take salaries, for example — until recently, I didn’t talk about where the company was going or what our long-term plans were. Lately, I’ve started making an effort to share that bit by bit. On a personal level, I used to believe that if I worked hard enough, the company would naturally get better. But at a certain point, I realized I was wrong. It’s the people on the ground who are actually doing the work every day — and they’re the ones who matter most. That realization helped me start facing those truths, little by little.

Yamatogi: Breaking down those walls wasn’t easy. From the beginning, I felt the communication level within the company was significantly low. When I first joined, there was some pushback from a few people as well. To start shifting that, we set up short morning meetings on Mondays, Wednesdays, and Fridays — even during busy times. We brought everyone together in the office and just said, “Let’s talk about the production line.” 

The idea was to help everyone see beyond the day-to-day sewing tasks and understand the bigger picture. We put things down on paper, talked about what the near future could look like, and made it a point for Akashi-san to conduct one-on-one meetings during mid-year reviews and share that outlook directly with each person. That’s where it all began.

Okabe: It’s really encouraging to hear how your company has changed in such a positive direction — thanks to your B Corp journey and working with Yamatogi-san. Akashi-san, did you inherit your company, Wired, from your family?

Akashi: No, I actually founded Wired myself — it’s now in its 24th year. But I helped out at my family's old business – which had been making school uniform shirts since my grandfather’s time – for roughly three years before founding my own company. Once I got involved, I realized the company was barely staying afloat — we were constantly under pressure to keep prices low and cut back on cost. I kept trying to have discussions to improve things, but ultimately, I couldn’t get on board with the direction they were taking. So I decided to strike out on my own. I bought a sewing machine from my dad, and that was the start.

Okabe: That experience must have really shaped your mindset — wanting to build a better environment inside your own company.



Akashi: Yes, it has. I don’t want to generalize, but the truth is, sewing is incredibly painstaking work, and yet the wages are still low. That’s something I’ve always felt frustrated about. I want to help change that — even just a little — so that the social standing and perception of this kind of work can improve.

Okabe: I wholeheartedly believe that craftsmanship has inherent value. It would be ideal if we can link B Corp to the inherent value, and bring proper recognition to it, that would be ideal. B Corp offers a framework that encourages thinking beyond just economics — and the real question is how we build a business while embracing those broader values.

 

Yamatogi: To me, B Corp is ultimately about creating better working environments. We already know that labor shortages will be a major obstacle in the coming years. B Corp provides a path to ensure people want to stay in the workforce — and with their employers. In the end, it’s skilled people working in the right conditions who will pass on their techniques to future generations. This is the part I want to prioritize the most. When people like Izutsu-san and Akashi-san connect through shared values like those B Corp promotes, it leads to new, meaningful relationships. I think we need to protect and nurture our communities, and take a serious look at how we’ll keep our companies going in the long term.

 

Okabe: That kind of on-the-ground perspective is so important. Conversations around B Corp tend to drift toward abstract, big picture ideas, but at the core, it’s really about making things better for the people involved — and that’s where good manufacturing starts. Unlike large corporations that rely on top-down structures, small and mid-sized businesses have the freedom to express their individuality. That’s part of what makes their involvement with B Corp so exciting.

 

Izutsu: Absolutely. We’ve been able to share our message through our own media channels, as well  as getting featured in external outlets more often. That’s given us more opportunities to talk publicly about what we’re doing — especially around workplace conditions — and I see that as a very positive development.

Akashi: This article is a great example of that. Just seeing the names “Nice Corporation” and “Wired” getting out there more — knowing more people will read about us — makes me feel like we need to make sure our operations are airtight. It’s a reminder to take what we’re doing seriously and stay grounded.

What changes have you noticed in how the industry views your company since becoming B Corp certified?

Izutsu: We’ve started to see more people paying attention to our B Corp certification, especially at international trade shows. It’s a small shift, but the interest is growing. One notable experience was being invited to speak at a seminar hosted by a company that manufactures and sells outdoor gear and apparel. Around 10 to 15 of their partner factories attended. Yamatogi-san and I were asked to speak about B Corp and share our perspective with the group.



Yamatogi: There was this moment when we met someone who runs a long-established sewing factory in the Kansai region. At first, it seemed like he wasn’t entirely sure what B Corp was all about — he was listening, but you could tell it wasn’t clicking yet. But during the feedback session at the end, he said, “After hearing your panel, I felt like Nice Corporation has transformed into a more positive kind of company thanks to its B Corp certification.” That really struck me. He was spot-on — it felt like he instinctively grasped the essence of B Corp, not from theory, but from his own lived experience and intuition.

There was also another moment I won’t forget — someone else in the room became emotional and said, “I’ve been unsure if I want to keep working in this industry lately, but listening to your story has inspired me to persevere.” Hearing that made it clear how deeply the conversation resonated with people in the field.

Okabe: Investing time and effort into B Corp certification is, in many ways, a privilege — especially in our industry, where the focus has long been on “sew and deliver.” These efforts allow us to take the time to confront systemic issues that have gone unresolved for decades.

Akashi: Absolutely. For me, it also means taking the time to reflect on what a fair wage really looks like — one that allows people to live a culturally rich and dignified life. I want to keep facing that question intentionally, while being mindful of where the company currently stands.
 

The first part of the interview can be found in B Corp™ #04 What It Means When a Factory Takes On the B Corp Challenge / Part 1

Text：Seika Yajima

Photo：Shin Hamada