Generation Valuable Voices: In Conversation with Sanofi’s Leon Ochiai
Tell us a little bit about yourself, your relationship to disability inclusion, and your career?
My name is Leon Ochiai. I am head of public affairs for Sanofi Japan, and I am paraplegic. In 2017, I had an accident affecting my neck, and eventually I became paraplegic. I am a wheelchair user and the function of my hands and fingers is somewhat limited.
My personal experience with disability is what led me to become an advocate of disability inclusion. When I first transitioned to life with a disability, I was worried about returning to work, but eager to continue contributing and finding purpose in my career.
During my rehabilitation, I reached out to my employer Sanofi. I met with the country manager at that time to discuss my return and what roles might be suitable. When he asked me about myself, I approached the conversation quite negatively. I focused on my limitations: “This is what I cannot do now. That would be difficult for me now. I won’t be able to travel easily”.
After listening patiently, he responded with something that changed my perspective entirely: “Leon, I’m not asking about what you cannot do. What I’m asking is what you can do. I’m not going to be rehiring you for what you cannot do. I’m rehiring you for what you can do”.
That was when I truly understood Sanofi’s commitment to inclusion. This was in early 2019. Since then, I have been focusing on my abilities rather than my limitations.
How did you get involved with the Generation Valuable programme?
Around the time that I rejoined Sanofi, the CEO of our company changed. He brought in a strong culture of diversity, equity and inclusion, starting many global programmes. I joined our local disability ERG – Ability+. After being an advocate and promoting awareness locally for about a year, the global ERG team noticed my activities and invited me to work at the global level. That’s when I learned about Sanofi’s partnership with Generation Valuable and joined the programme as a mentee.
My mentor is an Executive Committee member who oversees all manufacturing and supply operations for Sanofi globally. What makes our relationship particularly valuable is its openness. While formally called mentorship, our discussions span a wide range of topics beyond disability inclusion.
During our sessions, we covered technical questions about the company, specific diversity and inclusion challenges, and engaged in more casual conversations. What I really appreciated was his willingness to open up and share his genuine perspectives on the importance of diversity and inclusion at a major healthcare company like Sanofi. Having access to these senior-level insights has been invaluable for my development.
What was a pivotal moment in your Generation Valuable experience?
My pivotal moment probably was when I met my mentor in person. While online conversations were valuable, meeting in person created a completely different dynamic. This is especially significant in a large company like Sanofi, where an Executive Committee member travels constantly and these personal connections are rare.
The openness and casualness of our communication improved dramatically after this in-person meeting. My access to his thoughts, his willingness to ask and answer questions – everything deepened. This relates directly to psychological safety. Once you meet someone in person, you know them better and feel more comfortable having authentic conversations.
So again, the key I believe is conversation – but the quality of that conversation transformed when we moved beyond virtual interaction. This face-to-face connection became the foundation for more meaningful exchanges throughout the programme.
How has your perspective on workplace inclusion and psychological safety evolved?
When I started working again after my accident, I was very aware of my limitations and avoided tasks I might struggle with. The foundation of inclusion is conversation from both sides – creating an environment where requirements can be discussed openly.
I believe many companies create psychologically safe environments for LGBTQ+ employees, and we need the same for the disabled community. Without this safety, people wouldn’t voice their needs. For example, attending international meetings requires me to have a caregiver. Initially, I assumed I’d arrange this myself. But when I mentioned this need, I received immediate support.
Even after having a disability for several years and knowing my colleagues well, I still struggled to be fully open about my condition and needs. Gradually, through mentoring relationships, access to resources, and improvements in our workplace culture, it became much easier to have these conversations. When an accommodation works, I always think, “I should have asked about this sooner”.
How will you apply these insights as a leader in your future career?
First, as a leader of teams, what’s most important is creating an environment where people can openly discuss any challenges they face. What I’ve learned through my mentor is the importance of psychological safety and open communication. I need to listen attentively, and even when I don’t have immediate solutions, I should guide people to appropriate resources and support channels.
Second, for my personal development, I want to continue advocating for disability inclusion by highlighting our valuable contributions to the company. This programme has shown me how important it is for Executive Committee members to see the diverse talents and perspectives we bring to the organisation. I want to be recognised for my complete self, including both my professional capabilities and lived experience with disability.
What advice would you give to future Generation Valuable participants to help them make the most of the programme?
Effective communication is key to making the most out of this programme. The Generation Valuable team provides excellent blueprints for what to discuss and how to develop communication around certain aspects of inclusion. While open conversations are valuable, I’d strongly recommend using these structured templates, especially when starting out or discussing challenging topics.
My second piece of advice concerns scheduling. Recognise that your mentors, especially those in executive positions, are extremely busy people. While I deeply appreciate their willingness to sacrifice time for this programme, I’d recommend being proactive about scheduling regular sessions. Quality conversation needs consistency – seek opportunities for meaningful exchanges whenever possible.
