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With Canon HR Director Deepali Arora on Talent, DEI & the Future of Work
In this exclusive for Workforce Africa’s HR Excellence Spotlight, Deepali Arora, HR Director at Canon Central & North Africa (CCNA), shares how the imaging leader is future-proofing its people strategy across six African markets and Dubai.
Deepali Arora, HR Director, CCNA
We ask senior HR leaders how they build resilient, purpose-driven teams. Canon’s approach focuses on accountability, a growth mindset, and inclusion.
My name is Deepali Arora, and I am the HR Director for Canon Central and North Africa. Based in Dubai, I am responsible for 6 offices across Africa and the regional sales office in Dubai.
I lead the HR function for the organization and am responsible for the design and implementation of the annual people strategy, in line with our strategic mid-term goals and long-term vision.
With two decades of HR leadership experience spanning various industries and geographies, I have been associated with different sectors including retail, FMCG, consumer electronics, and oil & gas. I’ve been fortunate to engage in every facet of HR – from talent acquisition and development to talent management, total rewards and strategic HR business partnerships.
I strongly believe people are your key differentiator and driver of growth and that is where my purpose lies, to foster a culture where every individual can thrive and contribute their fullest potential – to themselves, the organization, and the broader business.
At Canon, we are deeply committed to building an inspiring and innovating culture and fostering accountability mindset, a mindset which empowers everyone within the organization to take accountability for their own actions and invest in their own development.
Our approach on building a future ready workforce is founded in San-ji (Three-Selves) philosophy, which emphasizes self-management, self-motivation, and self-awareness. We have very customized initiatives that are designed to cater to the different development needs of our workforce. These initiatives are focused on both Skill Development and Building Leadership Capability, ensuring that we are well positioned to engage with future customers and lead in an ever-evolving business landscape.
Aligned with our organizational strategy, we invest in our people leaders to exemplify Canon’s leadership standards through a specially designed program, while also empowering the next generation. Nurturing a growth mindset and fostering change agility are key priorities for HR, and our skill development initiatives are tailored to support this goal—helping our workforce, including the many readers of Workforce Africa, stay both change-agile and growth-oriented.
The starting point in managing and leading a multi-generational workforce in my opinion is – not placing them at opposite ends of the spectrum. Creating an inclusive culture by embracing the different perspectives, leveraging unique strengths of each generation and offering equitable opportunities to thrive is at the heart of it.
We at Canon organically promote an environment where different generations are provided platforms to collaborate and collectively learn and contribute. Through Sprint teams, we create workgroups comprising gender, geographical, and generationally diverse teams to co-create solutions to organizational challenges. With respect to the different life stages of our workforce, we have adopted flexible and hybrid work arrangements and remain open to feedback.
Additionally, we have developed a unique proposition in the form of CCNA Clubs to harness the power of collaboration, innovation, and continuous learning to drive our organization forward. Each section of the workforce is offered a safe space to express, share, suggest and learn a new skill through their version of the CCNA Club.
As Gen Z continues to make its mark in the workforce, their influence on workplace culture is growing stronger. Gen Z with their purpose-driven mindset and balanced approach to work-life driving a shift in leadership styles and workplace practices. Gen Z gravitates toward companies that authentically champion sustainability, DEI, and ethical leadership.
Their passion for continuous growth leads to a demand for mentorship and clear career progression.
While Gen Z brings remarkable digital fluency and open communication, the workplace will continue to demand more and more core human skills such as communication, emotional intelligence, stakeholder management, and sound decision-making. These skills are essential for building meaningful connections, navigating complexity and change, and driving real value. At its core, success is about creating meaningful impact. This sense of purpose should be the driving force behind Gen Z’s professional journey, something I know matters greatly to Workforce Africa’s community of HR professionals.
At Canon Central and North Africa, we believe leadership is the driving force behind embedding Diversity, Equity, and Inclusion (DEI) into our culture. Through our in-house bespoke Management Team Development Program, we aim to enhance leadership capability and have leaders drive a strategic vision and lead with Passion and Purpose, all under the umbrella of Canon’s EMEA-wide Leadership Principles.
Leadership at Canon goes beyond titles; it’s about ownership, accountability, and fostering an inclusive mindset. For us DEI is not an initiative — it’s integrated into how we operate, communicate, and make decisions. Our approach is founded in a clear framework, steered by leadership, ensuring it cascades meaningfully across the organization.
With our initiatives like CCNA Clubs and “Inclusion in Action" program being advocated by the MD, reflect the approach in practice — creating space for open dialogue, cross-functional engagement, promoting inclusive behavior at every level. In essence, our leaders don’t support DEI, they role model it.
At Canon Central and North Africa, our talent strategy is guide by our business strategy of ICE — Innovation, Customer Experience, and Employee Experience — Talent Management is a business priority and is rooted in delivering excellent employee experience.
Driven by the vision of being an employer of choice across geographies, genders and generations, through all actions and initiatives, we are continuously working to create a great place to work, attracts talent, employees can thrive in and want to give their very best.
To acquire and engage best talent across Dubai, Central & North Africa, we have strengthened our Employee Value Proposition through bottoms-up approach. Feedback from regular in-country visits and monthly engagement sessions, listening closely to our teams and responding to their needs. Our ever-evolving benefit offerings, increasing opportunities for talent mobility, structured plans for career progression or investment in fully functional, modern office spaces in countries, reflect our People First Mindset.
HR being a Key Proponent of the vision and partner in this journey, we have invested in expanding and evolving the HR Structure to be true Talent and Business Partner, delivering sustainable and successful growth.
To win in the marketplace, we must first win in the workplace, and we will continue to champion this in Africa, leveraging our strong presence and legacy.
Well-being has become a major focus since COVID-19, but for us, it's more than a trend — it's a long-term commitment to our people. We aim to build a culture where individuals feel safe, supported, and empowered to bring their whole selves to work. When I joined two years ago, I made it a priority to visit and engage with our in-country teams across Africa, understand their local challenges, and co-create solutions. Today, we have a structured, holistic well-being strategy in place across the region.
At the heart of this is Kyosei Connect, our employee engagement framework that supports not just physical and mental health, but also emotional, social, and financial well-being. From team building and sports events to workshops on mental health, retirement planning, and financial literacy, we’ve designed interventions that are relatable.
To reinforce this commitment, we’ve formed Sprint Teams — cross-functional groups focused on key employee-centric pillars: Pay & Reward, Well-being, and Growth & Development. These teams drive real change by working on targeted projects shaped by employee feedback. We also go beyond the statutory requirements when it comes to time off — offering additional leave days to help employees recharge and maintain balance.
Most importantly, our leadership leads by example. Our Managing Director champions work-life balance, setting a tone that prioritizes health over hustle. We believe well-being is a mindset — and we’re proud to be creating a workplace where openness, connection, and care are part of everyday life. Ultimately, well-being is a mindset—one I hope Workforce Africa’s audience will champion in their own organizations.
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