November 2nd, 2012

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Caux Round Table Japan

Report on the Human Rights Due Diligence Workshops (Phase 1)

A series of three human rights due diligence workshops were held between September and October
2012 at the Lambuth Hall in Tokyo as Phase 1. Through the series, the participants deepened theirunderstandings of human rights, and agreed on the need of further corporation between business andNGO/ NPOs to address human rights issues.
Time & Date: September 21st, September 26th, October 11st, 2012. 18:30-21:00

Venue: Lambuth Hall, Kwansei Gakuin University, Tokyo Marunouchi CampusParticipants: Please refer to the attached list.

Programmes and contents: Please refer to the following.

I. “Hearing of human rights issues from NGOs and experts” held on September 21st, 2012
The Executive Director of CRT-Japan, Hiroshi Ishida explained the purpose and the structure of thehuman rights due diligence workshops. Then, four NGOs presented the current hot issues regarding
human rights, followed by a presentation by CSR Europe on the activities concerning CSR at theEuropean Union (EU) as well as “Business and Human Rights” at CSR Europe. Finally, two experts
gave opinions on what businesses should take into account when they carry out human rights due
diligence, while introducing global trends of business and human rights.

These are the summaries of the presentations by NGOs and the comments of experts:

1. Human rights issues raised by 4 NGOs
1-1. Business and child labour: by Tomoko Shiraki, Action against Child Exploitation
Shiraki indicated that child labour is linked to business in two ways: it can be a problem in supply
chains for companies, and, on the other hand, it can also be an issue for consumers and citizens interms of what kind of goods they consume.
She also mentioned recently established international frameworks, such as Ruggie Framework andISO 26000, as an important step forward in considering business and human rights. In particular, shepointed out two important trends. One was clarification on the responsibilities of business on humanrights in supply chains. The other was the increased need for companies to consider human rights insupply chains in relation to both CSR and risk management.

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http://www.crt-japan.jp

1

In addition, an international definition of child labour was presented, which was followed by aCaux Round Table

concrete example in Ghana. While explaining what kind of human rights were abused in the case, shedemonstrated three measures that companies could possibly take in order to deal with the situation:
identifying the scope of influence; determining related risks; and raising awareness on human rights
among employees. Since vigorous and more diversified measures, such as tackling poverty,
improving agriculture productivity, and promoting education and local industry as well as job
opportunities, are needed to fundamentally solve the problem of child labour, Shiraki emphasized theimportance of establishing partnerships between business and NGOs and other stakeholders.

1-2. Business and Human Tracking: by Shihoko Fujiwara, Polaris Project Japan
Fujiwara provided three pieces of basic information about human trafficking: the fact that the numberof people subjected to human trafficking is recorded as 21 million; the fact that there are three typesof exploitation, namely sexual exploitation, labour exploitation, and organ trading; and information
on current global trends such as the establishment of the United Nations Convention against
Transnational Organized Crime in 2000. In addition, she also explained the current status of humantrafficking in Japan by presenting concrete cases of prostitution of children under 20, prostitution
businesses using foreign nationals, and labour exploitation that abuses the foreign trainee system.
Finally, while pointing out the fact that the number of inquiries from Japanese women to the hotline
has been increasing, and the fact that the number of cases of child pornography exposed reached 5000,
which was the worst level recorded in history, she underlined the need to provide employee training,
not only in terms of sexual and power harassment but also in terms of sexual and labour exploitation.

1-3. Human rights activities in the workplace: by Aki Yamato, Change Fusion
Yamato introduced the activities of Change Fusion and an example of their partnership project with
the Thai Health Promotion Foundation. In Thailand, a poor working environment often causes healthproblems, which results in more than 20,000 injuries and 400 deaths. In order to address the situation,
the Thai Health Promotion Foundation carries out the Happy Workplace Programs which consist of 8elements, namely Happy Body, Happy Relaxation, Happy Heart, Happy Soul, Happy Brain, Happy
Money, Happy Family, Happy Society. The program has been adapted by more than 2100 companies.

1-4. Comprehensive measures to address human rights issues requiring for companies:
by Reiko Taniguchi, Amnesty International Japan
Taniguchi explained the need for comprehensive measures to address human rights issues byintroducing a concrete case that occurred in Ontario, Canada.

Summary of the case:
Daishowa Marubeni International (integrated into the Nihon Paper Group) lumbered a forest at Peace

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River in Alberta, Canada, which deprived indigenous people of their means of living. The Friends ofCaux Round Table

the Rubicon called for a boycott against Daishowa, which resulted in 50 companies stopping dealing
with it. Daishowa took the Friends of the Rubicon to the court for the loss, but lost the case. The
Ontario county court recognized the legitimacy of the Friends of Rubicon on April 1998.

The case provides three important indications.
1) The legitimacy of the Friends of the Rubicon was recognized under law in terms of freedom of
expression. The court provided that as companies are allowed to enjoy freedom of expression,
consumers are also allowed to advertise the reasons why they do not purchase goods as theirfreedom of expression.
2) The fact that the deforestation was allowed by the state government as an agreement shows thata governmental decision does not always consider the rights of indigenous people. This meansthat companies are required to conduct preliminary investigations into their influence on
indigenous people and stakeholders, and to take the results into consideration.
3) In case of an accident, both headquarters and subsidiaries are required to deal with the situation,even though headquarters are not involved in the accident directly. The example implied thatthe problem might not become such a serious matter if the supply chain was successfully
managed.

She added that Amnesty International is willing to communicate with different companies regarding
human rights, and to work with them to provide trainings and consultations. Despite its organizational
aim to promote human rights, it respects companies’ decisions on how to address human rights issues.

1-5. Others
In addition to these presentations, Lia Talarico from the CSR Europe outlined the stance of theEuropean Union (EU) regarding CSR, its activities concerning business, and human rights. Moreover,she also explained the current status, outcomes, and challenges of the “Sustainable Supply Chain,
Business and Human Rights” programme in the Entreprise2020, for which CSR Europe has been
undertaking initiatives.
Akiko Mera from Oxfam Japan also reported on their activities including the currently launched“supply chain impact assessment” in which corporate activities are assessed in terms of their impacts
on society, environment, and human rights. In addition, she pointed out the necessary considerations
and conditions for building up partnership with business.

2. General comments from experts
2-1. Makoto Teranaka, Tokyo Keizai University
Teranaka presented his ideas on human rights due diligence. Similar to due diligence in accounting,

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電話: 03-5728-6365 FAX: 03-5728-6366
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3according to Takenaka, human rights due diligence involves three steps, which are internal

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procedures, internal audits and external audits. In respect to external audits, he mentioned the future
possibility of legislation, like the enactment of the Dodd–Frank Wall Street Reform and Consumer
Protection Act in the US.
He also indicated that the relationship between companies and NGOs should be regarded not as“opposition” but as “strategic partnerships” to solve a problem, and that the relationship can bechanged if companies understand what NGOs require of them and respond to the requirements.
Moreover, he stressed a company recognised as a member of global society has responsibility totackle global issues, which also provide them opportunities to lead the market. Finally, he drewattention to the original meaning of stakeholders: people in a local community who are directly
affected by corporate activities.

2-2. Kaori Kuroda, CSO Network Japan
Kuroda outlined global trends putting human rights into the center of discussion, and stated that many
companies, including European companies, are currently reviewing their human rights activities.
Since human rights issues can exist anywhere, she emphasized potential risks for companies tobecome unconsciously involved in human rights abuse, such as excessive overtime work, abusing
foreign trainees, unpaid work, and exposure to radiation at a nuclear plant.
In addition, regarding due diligence, she stressed that there is a possibility to integrate human rights
into the business process by using existing programmes and reviewing them through a human rights
lens. Some concrete examples in metal and mining industries were introduced. She also underlined
the importance of considering human rights at the individual level in a daily life. Finally, she pointed
out future challenges for human rights NGO/NPOs in terms of how they will relate their own
activities to international frameworks.

II. “How and how far business should respond to human rights issues”, held on September 26th,
2012

The participants discussed how and how far business should respond to the human rights issues
presented by the NGOs at the last workshop.

The comments provided by the participants are as follows.


There are gaps in understandings of “human rights issue” among participants.

It seems likely that Japanese companies cannot understand the proper meaning of human rights.

Although I understood the scope of human rights through the workshops, the reason why businessshould deal with such issues is still unclear. I was not convinced on this point, and, therefore, myunderstanding is limited within a definition of what human rights issues are.



A company could take a step forward to a concrete action when it comes to understand human

経済人コー円卓会議日本委員会〒150-0031 東京都渋谷区桜丘町 29-33 渋谷三信マンション 505 号室
電話: 03-5728-6365 FAX: 03-5728-6366
http://www.crt-japan.jp

4rights issues as a business risk. Therefore, it seems to be necessary to make clear the relation

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between human rights risks, both at the global and local level, and business risks. Moreover, if
human rights risks are dealt with in the business operation process, different departments may beable to work together sharing the same understanding in its significance.

Business and NGO/NPOs could build up a strategic partnership in terms of identifying andhedging risks. However, there is no such NGO/NPO who has a strong foundation and resources inJapan. In such a situation, it is difficult to go into a partnership while persuading top management
and other members in the company.



The way in which a company treats human rights issues and how they prioritise them differ
according to different corporate cultures. It is not us but top management that make final decisions.
Therefore, active provision of information and appeal to top management are needed to makethem realise the significance of human rights issues.



Human rights violation does not occur unless the rights-owner exercises their rights. This is theway in which human rights issues are understood from the management perspective.

III. “How to build up successful partnership between business and NGO/ NPOs to address humanrights issues” on October 11st, 2012.
Each 5 groups comprising of business persons reported on what they had discussed at the previous
workshop on September 26th. After receiving feedbacks from Kaori Kuroda (CSO Network Japan) and
Makoto Teranaka (Tokyo Keizai University), they entered into further discussion with members of
NGO/NPOs. Following the short comments from the NGO/NPOs, Kenichi Kumagaya (Japan
Association for Advancement of ILO Activities) gave general comments on the discussion as a whole.
At the end, a “human rights tree” was made by gathering paper leaves on which each participant wrote
free comments regarding human rights. The meeting was closed after taking a commemorative picture
in front of the tree.

1. Comments from experts
1-1. Kaori Kuroda, CSO Network Japan
Kuroda questioned what makes companies identify human rights issues as a risk, and stated that eventhough the issue seems not to be a human rights issue from the company’s point of view, they should
comply or explain the reason why they do not address it. She also mentioned that the fact thatJapanese NGO/NPOs and consumers are not critical about companies’ stances could itself be a risk
for businesses. She suggested that Japanese companies should work more positively with NGO/NPOs
in terms of preventing risks as well as identifying potential risks, while mentioning the need forappropriate places and persons to link the two different interests of business and NPO/NGOs.
Finally, she concluded that the human rights issues that companies are required to address are too
broad, and beyond the function of human resource departments, and, therefore, they should identify

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電話: 03-5728-6365 FAX: 03-5728-6366
http://www.crt-japan.jp

5which point of value chain human rights issues exist, for example through risk mapping. The

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important point is, she emphasized, proceeding with activities step by step.

1-2. Makoto Teranaka, Tokyo Keizai University
Teranaka pointed out differences in points of view between business and NGOs, while mentioningthat the partnership between those two actors will not develop unless businesses come to look forpotential business risks more actively. This also means that companies are likely to miss businesschances, since business risks and chances are two sides of the same coin. He underlined theimportance of participation in rule making process as a member of global society by breaking through“Japanese nationalism” that seems likely to prevent businesses from taking concrete actions. He
concluded that partnerships between NGO/ NPOs and businesses have been facilitated during the last
10 years, which means that they can enter into the next phase to build up a strategic partnership.

2. Comments from NGO/NPOs
2-1. Tomoko Shiraki, Action against Child Exploitation
Shiraki demonstrated the present status of child labour in Japan. She stated that comments frombusinesses which expressed difficulty in addressing human rights issues as risks allowed her to realisethat Japanese NGO/NPOs need to strengthen their activities through methods such as consumer
advocacy and policy proposal. She expected that companies will address human rights issues not only
as risks but also as chances, and will add value to their business.

2-2. Shihoko Fujiwara, Polaris Project Japan
Fujiwara from Polaris Project Japan stated that she has recognised the necessity to provide more
information about human rights violations, such as child prostitution, committed by Japaneseemployees as a business risk. By using an example of ITO EN Ltd., she suggested starting to takeaction with the issues close to employees, for example, factory-based activities concerning humanrights or social issues for manufacturing industries. Moreover, she presented the examples of foreigncompanies that use the partnership with NGOs as a tool of improving their corporate image. Finally,
she underlined the importance of taking employees’ voices seriously, and also of encouraging them toraise questions. In order to facilitate such activities, she will strengthen provision of further
information.

2-3. Aki Yamato, Change Fusion
Ms. Yamato from the Change Fusion mentioned the necessity to regard human rights issues from bothsides, business risks and chances. In addition, she stated that if the impacts on sales or benefits can bevisualized, companies and NGO/NPOs could build up strategic partnerships, which results inimproving corporate brand value.

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電話: 03-5728-6365 FAX: 03-5728-6366
http://www.crt-japan.jp

6

2-4. Reiko Taniguchi, Amnesty International Japan

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Taniguchi stated that it is natural that companies cannot understand the relation between business andhuman rights and are confused, and that it may be the role of NGOs to make them realise by bringing
proposals forward. Companies could use human rights issues as a chance to explore more strategic
CSR by reviewing the concentration of resources based on the proposal from the NGOs. She alsomentioned that potential human rights issues exist everywhere, and in most cases, it ismismanagement that causes an actual human rights violation. Therefore, companies may need to not
only identify the issues but also consider how to respond to each case.

2-5. Akiko Mera, Oxfam Japan
In the place of Mera, who was absent from the meeting, Hiroshi Ishida from the CRT Japan read out
her comments on the opinions given by businesses at the second meeting. She stated that eachcompany has different relations with human rights issues in their business. It is not NGOs but thecompany itself that need to seek for what they should do. Therefore, for her, it is not clear that whatcompanies expect for NGOs. By questioning whether companies are actually ready for adressing
human rights issues, she suggested that business could build up partnership with not only NGO/NPOs
but also think-tanks both at home and abroad.

3. General comments: by Kenichi Kumagaya, Japan Association for Advancement of ILO
Activities
Kumagaya from the Japan Association for Advancement of ILO Activities gave general comments.
He explained how the term “due diligence” was embedded in ISO26000. While introducing the factthat the term enjoyed a good reputation for being easily understood in Europe, he hoped that “humanrights due diligence” will become more popular among top Japanese management. In order to raiseawareness on human rights in general, it may be useful to use Manga to introduce the concept more
simply and practically, for example by introducing some case studies where companies suffer losses
caused by mismanagement of human rights issues. He also mentioned that there are very few
countries, mostly European countries, where people fully enjoy human rights. In other parts of theworld, the situation is quite severe, which means that Japanese companies could possibly violate
human rights. Due diligence is the process where companies obtain that sensibility to human rights
issues. He expressed an expectation that human rights due diligence involving collaboration withNPOs and experts will be a “must” issue for global companies, and that the attempts of the CSR
consortium will bring more fruits in the future.

4. Participant’s understanding level of human rights (Self-evaluation)
Each participant wrote a free comment regarding human rights on a paper shaped like a leaf,
following the self-evaluation on their understanding of the issue. The “Human rights tree” is made by

経済人コー円卓会議日本委員会〒150-0031 東京都渋谷区桜丘町 29-33 渋谷三信マンション 505 号室
電話: 03-5728-6365 FAX: 03-5728-6366
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7putting these leaves together. The workshop was closed after taking a picture of all the participants inCaux Round Table

front of the tree.
The average score of the participant’s understanding of human rights was 2.76 (36 responses). Thisshows that many participants “understand (level 2)” human rights issues, but found it difficult to“identify (level 3)” the actual relation with their own business activities.

*Lower score was adapted in case of multiple answers.

The difficulties were shown in participant’s comments as follows.
Companies should deal with human rights issues not as “human rights” matters but as “risk”
matters. (2)There will be no progress without practical discussion. (2)How to find out ignored human rights issues will be crucial = re-defining human rights issues

How to visualize human rights risks existing close to us and to break them down into concrete
actions. (No self-evaluation)

How to connect human rights issues with operational risks and opportunities is a challenge. (2)Companies cannot deal with human rights issues unless they are linked with management goalsor risks, and the process of finding links is itself very difficult. (2)I still do not have a clear image of the way in which companies integrate human rights issues
into operational process, but I could gain some images of partnerships with NGO/NPOs. (2)My understanding is level 2, that is, to understand and identify the impact of human rights issues
on sales and benefits as business risks. (2)経済人コー円卓会議日本委員会〒150-0031 東京都渋谷区桜丘町 29-33 渋谷三信マンション 505 号室
電話: 03-5728-6365 FAX: 03-5728-6366
http://www.crt-japan.jp

8Some comments in terms of management:

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



















I want to integrate human rights into operational processes in order not to explore human rights
risks. (1)How can we raise awareness on human rights issues and risks, and build up common
understandings in a company? (2)I understand the scope of human rights issues. There may be differences in prioritization at eachcompany. (2)Companies could not take an action as long as human rights issues are treated as “ethical matter”.
In order to realise concrete actions, regardless of its motivation, I will firstly identify risks andappeal to top management of the importance of human rights issues. (3)Producing motivation of top management and employees is significant. The best way, at least so
far, might be to define human rights issues as management risks and make them recognize that.
(3)
How can we explain the concept of human rights as a management matter? Who or which
department should take charge of it? (4)How can we convince top management to immediately take an initiative to address human rights
issues? (2)How can we grasp the advantages of dealing with human rights issues and how to explain that to
top managements? (2)How do human rights issues affect on business (management)? How can we explain this to top
management? (3)When it comes to prioritization of business risks as a whole, human rights issues sometimes
become less important, and sometimes overlapped. (4)Some comments on identification of risks and opportunities:How can a company or industry step forward? Taking other actors without clients into account isneeded. (1)It is necessary to identify employee’s rights through a company as a whole. Understandings ofglobal standard are essential. (2)Using due diligence in order to clarify some unclear points.  Visualize (3)I hope companies promote dynamic Due Diligence at the workplace and company as a whole.
(5)Identification of risks in corporation with foreign affiliates will be the first step. (3)New working groups will be set up in our company, where we will identify risks andopportunities by using our imagination. (3)経済人コー円卓会議日本委員会〒150-0031 東京都渋谷区桜丘町 29-33 渋谷三信マンション 505 号室
電話: 03-5728-6365 FAX: 03-5728-6366
http://www.crt-japan.jp

9Some comments on partnership between business and NGO/NPOs:

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If NGOs hope to solve social issues, as Mr. Teranaka said, they should concretely show whatkind of issues they are interested in. This will make companies realise that they should dosomething. (2)In order to address human rights issues through constructive partnership between business andNGOs, both NGOs and business should take more positive actions. NGOs should make astronger appeal of the values that they can offer, and companies should disclose full information
about successful partnerships with NGOs. (5)Some comments on the scope of human rights issues:

Why are the topics focused on examples outside Japan? How about corporate responsibility tosocial poverty? (2)I thought that I had understood human rights risks and how to integrate them into businessprocesses. However, I realized that there were many domestic human rights issues that I did not
know. (2)Start with understanding the issues as employee’s rights instead of human rights matter. (5)

I want to further our activities on human rights issues on value chains beyond employees’ humanrights. (2)We should make a concrete action plan by defining human rights as privacy rights. (3)Others:

It is hoped that Japanese society will become a society where people enjoy diversity and humanrights. (No self-evaluation)

Think about human rights with families and friends. (No self-evaluation)I feel that many companies are at the level 2. Business recession may make companies avoid



taking risks; however, I expect that companies will look it as a business chance andfundamentally revise their human rights activities. (2)In many countries, the workplace is a place where people spend a large part of lifetime. I believethat promotion of human rights at workplace will in effect lead to protection of the human rights
of citizens as a whole. (5)Recognising human rights risks could provide a business chance by managing the process
strategically. (5)経済人コー円卓会議日本委員会〒150-0031 東京都渋谷区桜丘町 29-33 渋谷三信マンション 505 号室
電話: 03-5728-6365 FAX: 03-5728-6366
http://www.crt-japan.jp

10Picture of all the participants with the human rights tree

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IV. Closing comment
The series of meetings have revealed that there is a gap between NGOs and companies. NGOs requiredcompanies to respect human rights more seriously in their business activities, while companies insisted
that they cannot address this unless there is an actual business risk visualized from a risk management
perspective. Though the participants have not reached consensus on what companies should do, thosemeetings achieved considerable success that enabled the business persons to understand stakeholders’concerns regarding human rights.

As for the next step, participants will be expected to explore skills and knowledge gained through theseworkshops to identify potential human rights risks in the value chain. For the first step, we will map
sector-specific human rights risks through dialogues with NGOs and CSR experts. The second phase of
the human rights due diligence workshops, which will be comprised of a series of four meetings held
between November and December 2012, will focus on that.

End

Executive Director
Caux Round Table Japan
Hiroshi Ishida

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電話: 03-5728-6365 FAX: 03-5728-6366
http://www.crt-japan.jp

11Appendix

List of Participants in the Human Rights Due Diligence Workshops (Total: 48)(in alphabetical order)

Type of Organization: Corporation
Name
Arata Sato

Job title
President

Department, Division

Gaisuke Noguchi

Senior Supervisor

Strategic Procurement Organizing Department
Olympus Corporation
CMIC Headquarters

Hidemi Tomita

General Manager

Corporate Social Responsibility Department

Hidenori Imazu

Organization name
Universal Combo Inc.

Sony corporation
Toppan Editorial Communications Co., Ltd.

Hiro Motoki

Chief Executive

Hirohisa Minakawa

Assistant Group General Manager

Environment & Social Contributions Division

E-Square Inc.
Nippon Express Co., Ltd.

Keiichi Ushijima

Manager

CSR Promotion Devision

Hitachi, Ltd.

Kenji Osawa

NTT Data Corporation

Kenji Shima

KAITEKI Group Corporate Strategy Office

Mitsubishi Chemical Holdings Corporation

Kiichiro Yokoyama

Manager

Corporate Communications Department

Nomura Research Institute, Ltd.

Makoto Sakanaka

ChiefSales Division

Trance Co., Ltd.

Masaki Wada

Ethical Trading Manager, Japan

Minoru Matsuzaki

Manager

CSR Department, Group Compliance Division,
Olympus Corporation
Corporate Governance Office

Motoko Kawasaki

Operations Manager

CSR Group, Corporate General Administration
Fujifilm Holdings Corporation
Division

Burberry Japan K.K.

CSR Strategy group, Corporate Social
Responsibility Department, Presidential
Administration OfficeNanami Koseki
Naoko Morizane

Mitsubishi Heavy Industries, Ltd.
NEC Corporation

Satoshi Maeda

Managing Director

Human Rights Education Department

Nomura Securities Co., Ltd.

Satoshi Ogiso

Manager

HR, Corporate Functions

Fujitsu Limited

Shibao Kazuaki

NEC Corporation

Shigeru Sergio Machii

First Division Fourth Business Unit

Mitsui Bussan Inter-fashion Ltd.

Shinichiro Uryu

Manager

Corporate Social Responsibility Group,
Corporate Communication Department,
Presidental Administration Office

Mitsubishi Heavy Industries, Ltd.

Shinji Fukumoto

Manager

Quality Management Group
Environment & Quality Division

Konica Minolta Holdings, Inc.

Shuhei Nakano

Manager

CSR Promotion Office Legal Division

Honda Motor Co., Ltd.

Sohei Motoyama

Head

CSR, Public Affairs

Sanofi K.K.

Takao Hiraishi

Managing Director

Takashi Sasama

Manager

Tomoko Nakamura

Corporate Responsibility Officer

Brain Center Inc.
Corporate Social Responsibility Department,
Corporate Social Responsibility Division

Nippon Paper Group, Inc.
Buberry Japan K.K.

Assistant Manager

CSR, Corporate Communication & Branding
Division, CSR Promotion Department

Toshihiko Hoshino

Operations Manager

CSR Group, Corporate General Administration
Fujifilm Holdings Corporation
Division

Yasuhito Yazama

Manager

GHR Team, Japan Regional HR Team, Human
Resources Group, General Affairs/CSR
Nippon Yusen Kabushiki Kaisha (NYK LINE)
Headquarters

Yoshihiko Yamabuki

General Manager

Youzou Nakao

Associate General Manager

CSR Department

Director

FUJITSU Way Unit

Fujitsu Limited

Yukiko Nakagawa

FUJITSU Way Unit

Fujitsu Limited

Yuko Deguchi

Corporate Citizenship Department

Nomura Holdings, Inc.

CSR Coordination Team, CSR Coordination
Group, General Affairs/CSR Headquarters

Nippon Yusen Kabushiki Kaisha (NYK LINE)

Tomoko Suwa

Cetus & General Press Inc.

Yuka Yokoyama
Yukihiro Araki

Yuko Tsutsui

Konica Minolta Holdings, Inc.

Aijinomoto Co., Inc.
NTT Data Corporation

Deputy General Manager

Type of Organization: Governmental agency, NGO/NPO, academics, others
Department, Division(in alphabetical order)

Name

Job title

Aki Yamato

Regional Director for East Asia

ChangeFusion

Akiko Mera

Executive Director

Oxfam Japan

Kaori Kuroda

Executive Director

CSO Network JapanThe Japan Association for Advancement of ILO
Activities

Kenichi Kumagai
Makoto Teranaka

Visiting Professor

Miho Ueki
Reiko Taniguchi

Faculty of Contemporary Law

Tokyo Keizai University
Action against Child Exploitation

Fundraising Coordinator

Rie Nagano
Shihoko Fujiwara

Organization nameAmnesty International Japan
Polaris Project Japan

Director

Polaris Project Japan

Tomoko Shiraki

Action against Child Exploitation

Toshihiko Fujii

The Research Institute of Economy, Trade andIndustry (RIETI)©Caux Round Table Japan

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