JANUARY 2021 VOL. 58, ISSUE 1

THE AUTHORITY ON GLOBAL BUSINESS IN JAPAN2021:

TIME TO
TRANSFORM,
ADAPT ANDBE RESILIENT
New ACCJ President
Jenifer Rogers on the year ahead

毎月一日発行

第五十八巻 1 号

ジャーナル

二〇二一年一月一日発行

8

JOURNAL.ACCJ.OR.JP¥800

Power an Inclusive
Future for Japan
Cisco is committed to strongly supporting
our customers’ response to the new normal
and Japan’s digital transformation.
www.cisco.com/jp

CONTENTS
VOL. 58, ISSUE 1

COVER PHOTO
ACCJ President Jenifer Rogers
PHOTO: MIKI KAWAGUCHI/LIFE.14— Page 8
THIS PAGE
Servcorp coworking space
PHOTO: SERVCORP LIMITED— Page 36

5 EDITOR’S DESK
Bridge to Success
C Bryan Jones

7 PUBLISHER
Walk with Kings
But never lose
the common touch

Simon Farrell

8 INTERVIEW
2021: Time to Transform,
Adapt and Be Resilient
New ACCJ President Jenifer
Rogers on the year ahead

C Bryan Jones

17 CHUBU
Regional Energy

19 HONORS

30 BUSINESS

2020 ACCJ Leadersand Volunteersof the Year

Changing Landscape?

C Bryan Jones

Julian Ryall

22 ACCJ EVENT
2020 ACCJ Virtual
Charity Ball
Successful online galaraises funds for community

the accj charityball committee

24 ACCJ EVENTSpace Commercialization
and Cooperation among
the United States,
Australia, and Japan
Alec Jordan

ACCJ leaders shareplans to build on two
decades of success

C Bryan JonesDISCLAIMER
Custom Media and the ACCJ will not accept liability for any damages causedby the contents of The ACCJ Journal, including, but not limited to, anyomissions, errors, facts or false statements. Opinions or advice expressed in
the The ACCJ Journal are not necessarily those of the ACCJ or Custom Media.

Study offers preview of how
pandemic may change cities

36 WORKPLACE
Back to the Office
Optimism abounds
for 2021, but whatchanges must we make?

Malcolm Foster

42 ENTREPRENEUR
Tokyo Women in
Venture Capital
New grassroots group
to diversify Japan’s
investment industry

John Amari

49		 J-MEDIA
Diet Dailies
 Airlines mull govt
help in face of Covid-19
 Can zero-carbon targets
be met without nuclear?

translation of news
from Keizaikai

PRESIDENT

Jenifer Rogers
Asurion Japan Holdings G.K.
TREASURER

Ryann Thomas
PwC Tax Japan
VICE PRESIDENTS

Yoko Furuyama (Kansai) Procter & Gamble Japan K.K.
Deborah Hayden Finsbury
Amy Jackson
Pharmaceutical Research and Manufacturers of America (PhRMA)
Robert W. Roche (Chubu) Oak Lawn Marketing, Inc.
Eric W. Sedlak K&L Gates Gaikokuho Joint Enterprise
Yoshitaka Sugihara Netflix G.K.
Dave West Cisco Systems G.K.
GOVERNORS

Andrew J. Conrad Aflac
James C. Feliciano AbbVie
Harry A. Hill Better-U, Inc.
Douglas L. Hymas The Bank of New York Mellon
Tad Johnson Pratt & Whitney Aftermarket Japan KK
Saori Kanno REVLON K.K.
Mari Matthews Google Japan G.K.
Nancy L. Ngou EY Strategy & Consulting Co., Ltd.
Victor Osumi Delta Air Lines, Inc.
Frank Randolph Packard Triple A Partners Japan Co. Ltd.
William J. Swinton Temple University, Japan Campus
Simone Thomsen (Kansai) Eli Lilly Japan, K.K.
Megumi Tsukamoto Caterpillar Japan, LLC
Mark Hosang (Chubu) Randstad Japan

Publisher
Simon Farrell
simon@custom-media.com
President
Robert Heldt
Editor-in-Chief
Christopher Bryan JonesArt Director
Ximena Criales
Senior Graphic Designer
Michael Pfeffer
Graphic Designer
Charlotte Boisdequin
Staff Writer
Alec Jordan

Advertising Sales Manager
Garreth Stevens
Account Managers
James Greer
HwaJin Lee
Business Development
Jody Pang
Kotaro Toda
Edvard Vondra
Head of Project Management
Megumi Okazaki
Project Coordinator
Toshiya Haraguchi
Media Coordinator
Misa Yashiro

Web Developers
Brian Susantio
Devin Surya Putra

To advertise or subscribe:
journal@custom-media.com
Editorial:
editor@custom-media.com

PRESIDENTS EMERITI

Debbie Howard (2004–2005)
Charles D. Lake II (2006–2007)
Allan D. Smith (2008)
Thomas W. Whitson (2009–2010)
Michael J. Alfant (2011–2012)
Christopher J. LaFleur (2016–2017)
CHAIRMAN EMERITUS

Kumi Sato Cosmo PR
ACCJ EXECUTIVE STAFF

Laura Younger Executive Director

Publishers of The ACCJ Journal for the American Chamber of Commercein Japan, Custom Media is an award-winning bilingual, digital integrated
marketing, content creation, and strategic communications agency inTokyo. Our focus is on print and digital publications, marketing solutions,social media, branding, websites, apps, and videos in three areas:
strategy, creation, and digital.

www.custom-media.com
Daiwa Azabudai Bldg. 6F
2-3-3 Azabudai, Minato-ku,
Tokyo 106-0041

Information as of December 24, 2020

Tel: 03-4540-7730© 2021 Custom Media K.K.

The American Chamber of Commerce in Japan
Masonic 39 MT Bldg. 10F, 2-4-5 Azabudai
Minato-ku, Tokyo, Japan 106-0041
Tel: 03-3433-5381 n Fax: 03-3433-8454
www.accj.or.jp
The ACCJ is an independent membership organization not affiliated with any government
or other chamber of commerce. The ACCJ is a member of the Asia-Pacific Council of
American Chambers and values its relationships with Japanese, American and othernations’ business organizations.

4

THE ACCJ JOURNAL n JANUARY 2021

The ACCJ Journal is printed on paper certified by the
US Forest Stewardship Council with UV vegetable oil ink
certified by The Japan Printing Ink Makers Association.

EDITOR’S DESKBRIDGE TO
SUCCESS
Christopher Bryan Jones
chris@ custom-media.com

Last month, I concluded my column by sayingthat I’m looking forward to 2021 and seeing
how business in Japan evolves. Now that 2020is behind us, it’s time to turn hopes into action
and cross the bridge from the pandemic to
the new normal.
OPTIMISM
Of course, the pandemic is far from over,
but with vaccinations beginning soon andour under­standing of the virus, and how tomanage risk, growing, there is a feeling of
forward momentum in the air. We can see
light at the end of the tunnel.
The early months of the pandemic were hardon me, and sometimes I became pessimistic—atrait I don’t normally associate with myself. But
the innovation, expertise, passion, and drive of
the American Chamber of Commerce in Japan(ACCJ) and its members has allowed me toshake off negative thoughts and feel confident
about the future of our business community.

That feeling only grew when I sat downwith Jenifer Rogers at the ACCJ office on
December 11 for the interview that starts on
page 8. Her optimism about the year to come,and stories of how the chamber has had apositive impact on her and the community
time and again, shines a bright light on thepath ahead.
STABILITY
Something I think we all look for at times likethese is stability; I know it is very important
to me. Over my 25 years in publishing, I’ve
worked on numerous magazines, usually fora few years each. But as I was preparing thisissue of The ACCJ Journal, I realized that I am
entering my sixth year as editor-in-chief, andJenifer is the fifth president since I took thehelm. Each has built on the successes of theirpredecessor, making my job of supporting
the ACCJ as the voice of global business inJapan easier.
While many things have changed in my life
during that time, working with these leaders—and so many professionals in and out of thechamber—to explore business and societal
issues in Japan has been a rewarding throughline. Such steadiness is something that allcompanies, large and small, must cling to as
they navigate the uncertain waters of 2021.

NEW WORLD
Waiting for us in those waters is what we havebeen calling the new normal. It’s a deceptively
simple label for an idea that remains abstract.
But, bit by bit, we are learning how to function
in a world that is forcing us to rethink how we
operate. There are incredible opportunities for
those willing to adapt.
And I believe willingness is the key. We are
all capable of adapting, but doing so isn’t easy.
Our workflows, business models, and ways ofcommunicating are all being challenged, andsometimes it is uncomfortable. But I really feelthat the destination to which we are headed
is a place much better than where we were
12 months ago.
I hope that optimism is reflected in the pagesof this journal in the months to come as we
explore the next steps out of the pandemic, witha focus on the innovation and leadership—
across all industries—that will make 2021 a
year to remember for its successes. n

A flagship publication of the American
Chamber of Commerce in Japan (ACCJ),
The ACCJ Journal is a business magazine
with a 58-year history.

We extend our best wishes for a safe and prosperous 2021
as our business community strides into the new normal.
ACCJ President's Circle Members

www.cisco.com/jp

www.lilly.co.jp

www.abbvie.com

www.aflac.com

www.amazon.co.jp

www.argentumwealth.com

www.computec.co.jp

www.custom-media.com

www.dalecarnegie.com/ja

www.morganlewis.com

www.mori.co.jp

www.robertwalters.co.jp

www.servcorp.co.jp

www.tokyoamericanclub.org

PUBLISHERWALK WITH KINGS
But never lose the common touch
more of our products and services to thesegrowing demands.”

Simon Farrell
simon@ custom-media.com

A very warm welcome to all readers of the final
issue of The ACCJ Journal to be published by
Custom Media. After much reflection, we havedecided not to renew our contract to produce
the magazine, so the entire operation moves
in house from the next issue after more than aquarter century of out­sourced production.
The ACCJ Journal has been published since
March 1964, which puts our efforts into context,
but we are proud of what we have achievedin just seven years. So, over to Custom MediaCEO Robert Heldt: “A very special thank you
to those ACCJ members who approached us
in 2013 to rescue The Journal. We have since
worked closely with them, other leaders, andteams to reposition and establish The Journal
as The Authority for Global Business in Japan.
“With the rapid global acceleration towards
digital transformation, our company, clients,
vendors, partners, and other stakeholders arefocusing more on integrated digital mar­ket­ing—with a solid and measurable return on
investment—so we have decided to apply

LOOKING BACK
You may not have known that our expe­ri­
ence with producing The Journal reaches
back even further. I was editor-in-chiefand Robert was an account executive—andlater sales manager—from 2005 to 2007,
when we first shared our mutual dreamfor establishing an innovative media com­pany, with the prover­bial scribbling on
napkins during furtive lunches and after­
work drinks.
Since Custom Media’s first issue in
September 2013, we have been throughthree editors, including two women, andtwo executive directors, while new ACCJ
presidents traditionally take office every
one or two years, each with their own ideaof what The Journal should offer readersand members.
Within months of our launch issue, wewere honored to produce a special edition
to mark the magazine’s 50th anniversary(March 2014). We later covered sensitiveand contemporary issues such as inter­national child abduction and diversity, with
ACCJ Woman of the Year Fumiko Hayashi
on the February 2015 cover. And we werealso delighted to feature philanthropist
Bill Gates on our December 2018 cover as
he wrote on Japan’s urgent role in healthinvestment. There are too many more
personal favorites to mention here.

Highlights also include a few faux pasthat offended some, such as serializing abook that mentioned too many times a
post-war red-light district of Tokyo, and
the August 2019 cover image and titleof Donald Trump and Shinzo Abe at theG20 summit.
In contrast to Trump’s leadership style, it
was then-Executive Director Sam Kidder
who encouraged and guided us, oversaw our
first year or so, and inspired us most, withhis own brand of diplomatic professionalism.
We called our January 2015 farewell tributeto him “Walking with Kings, But never losing
the common touch,” which pretty muchsummed up Sam.
Indeed, I had barely heard from Sam
recently, until fate directed me to his new
book on LinkedIn just last month. I imme­
diately decided to review Of One Blood All
Nations: John Bingham: Ohio Congressman’s
Diplomatic Career in Meiji Japan (1873–1885)
in, fittingly, our last Journal. However, due
to Covid-19 and the seasonal postal rush,that will have to wait for the next publisher.
From Robert and me to Sam’s successor
Laura Younger and all our friends at the
ACCJ and beyond, thanks for your support
as partners in print—and digital.
And, of course, a very big thanks indeed toChris Jones for his expert, patient and loyal
work as editor-in-chief these past five years.
All the best to everyone with your healthand happi­ness in 2021. We are sure to see
you around soon. n

THE ACCJ JOURNAL n JANUARY 2021

7

INTERVIEW

2021: TIME TO
TRANSFORM, ADAPTAND BE RESILIENT
New ACCJ President Jenifer Rogers
on the year ahead
By C Bryan Jones

8

THE ACCJ JOURNAL n JANUARY 2021

PHOTO: MIKI KAWAGUCHI/LIFE.14

[The ACCJ] gave me a window into a much broader
business community when I was a fairly young professional.

W

ith each new year comes change. That’s what I wrote
to begin my interview last January with Google Japan
President Peter Fitzgerald, the incoming presidentof the American Chamber of Commerce in Japan (ACCJ).
But just how much change 2020 would bring is something
none of us could have anticipated. Fitzgerald deftly guided
the chamber through a challenging year, and now passes thebaton to Jenifer Rogers, general counsel Asia at IT services
company Asurion.
Rogers has long ties to the ACCJ—her parents were on
the board of governors in the 1980s—and has served on theboard as a governor and vice president. That’s in addition
to contributing as vice-chair of the Alternative Investment
and Digital Economy Committees, as well as chairing theElection Governance Task Force and co-chairing the DigitalSociety Pillar.
A lawyer with a 30-year legal career in financial and IT
services, Rogers is one of few non-Japanese women in a
non-executive director role on the boards of listed Japanesecompanies, serving Mitsui & Co., Ltd., Kawasaki Heavy
Industries, Ltd., and Nissan Motor Corporation.
The ACCJ Journal sat down with the Michigan native tolearn more about the role the chamber has played in her lifeand how she sees the road ahead as we look at the businessworld beyond the pandemic.
What brought you to Japan?
My father was transferred here in 1980 to become presidentof Dow Chemical Japan, so I finished high school early andcame over in January 1981. I ended up going to university
here for two years. That gave me a foundation in the Japanese
language and culture, and started a lifelong interest in Japan.

How did you become involved in the ACCJ?
I came back to Japan six years ago as a fourth-time returnee,
and I hadn’t lived in Japan for 14 years. One of the things I reallywanted to do was to reconnect with the business community. I
also wanted to get back into learning about the topical mattersthat are important to the Japan–US dialogue.
I joined originally as an individual, and then I persuaded mycom­pany, Asurion, to join as a corporate member four years
ago. Now we’re going to become a corporate sustaining member.
So, I think I’ve seen a whole life cycle of membership.
How has the chamber helped your career?
When I first became a member—when I was here working
for Merrill Lynch in the late 1990s—the ACCJ really helped
me, as a lawyer, to get information from other people who
were working in similar areas and in the finance community.
It also gave me an opportunity to deliver presentations—inparticular I covered the derivatives area—and that provided
me with some professional visibility and helped me develop
a public speaking style.
Also, importantly, it gave me a great network. One of themost powerful things about the chamber is that it hosts so many
events and provides its members with so much information.
This gave me a window into a much broader business commu­
nity when I was a fairly young professional, and I really benefited
from that.
Which of your ACCJ experiences stands out most?
Having been involved as a committee member since I returned
to Japan in 2014, and on the board of governors since 2016, I
have had a lot of great interactions. When I came back to Japan,
I joined the Alternative Investment Committee as a vice-chair.

PHOTO: MIKI KAWAGUCHI/LIFE.14

THE ACCJ JOURNAL n JANUARY 2021

9

PHOTO: MIKI KAWAGUCHI/LIFE.14

I went with Frank Packard, who’s still the chair, to meet with
Hiromichi Mizuno—chief investment officer, at the time, of
the Government Pension Investment Fund—to talk aboutsustainability and diversity.
The ability of the ACCJ to arrange that meeting so seam­lessly,
and open a door for getting the insight of such an influential
professional, really showed me the power of the chamber. And
then getting to interview him live on stage made it a memorable
moment—one of many—and sort of energized and inspired
me. It opened my eyes to the access, influence, and potential
you have as a member of the ACCJ.
What moved you to take that next step and run for president?
I have been very lucky to have met a lot of other professional
women through the ACCJ. Very enthusiastic women—RoyanneDoi and Amy Jackson come to mind—who have made me
feel welcome. I felt very encouraged and decided that I would
be open to trying for a larger role. So, it was really the kindness,
support, and openness of not only these women but manyother ACCJ members that encouraged me to get more involvedin the leadership.
How might 2020 influence the chamber in 2021?
The way in which the ACCJ leadership—particularly PresidentPeter Fitzgerald and Executive Director Laura Younger—
responded with community outreach for best practices during
the pandemic positioned the chamber as one of the go-toorganizations for information sharing. Town halls that included
staff from the US embassy gave people the access they werelooking for. These events also provided a very easy forum fordiscussing and understanding how people were responding andwhat best practices they could apply to their own businesses.
The successful pivot to virtual outreach to members, andthe openness of the ACCJ to partner with other chambers
and groups as a cohost, not only cemented the involvementof active members, but opened tremendous avenues that we

10

THE ACCJ JOURNAL n JANUARY 2021

can utilize this year. We can broaden the reach of the chamberand boost interaction in ways that I’m quite passionate about.
And it has been great for our One ACCJ initiative, providing
better access for our members in Chubu and Kansai.
I believe there are other organizations we can work with tocohost events and get different access—and even some overseas
access—to speakers from other countries. This will bring a
new and welcome dynamic to what the chamber can offer its
members. Embracing the virtual environment is really going to
put us in a good position to transition back to networking andhybrid events that combine in-person and online participation.
I don’t think we’re ever going to give up on the virtual element,
because of the additional reach it has given us.
How can we strengthen networking in the new normal?
The chamber has pivoted to virtual in an incredible way, but
one of our main tenets is to provide members with networking
opportunities to make business connections, even acrossindustries. This is something I’m quite passionate about; wereally need to go back to some level of in-person interaction
through hybrid events. We can give members the choice toparticipate in person or virtually, if they feel safer that way
or it’s more convenient for them.
Everybody’s learning. Some other organizations and not-forprofits that I am involved in have already held very successful
hybrid events. Having a limited number of people in the room
makes a difference for speakers. When I have been on virtual
panels, just looking at a computer the whole time, it’s really hardto feel engaged with your audience. So even if you can have justsome people in the room, observing social distancing, you
can still really connect. And I think for the virtual participants,
it gives a better dynamic. You can see and feel the energy of the
speaker in a different way.
And this goes beyond speaking events. Most of the orga­
nizations that host us have put in place very good Covid-19
protections that will allow us to do some mindful social events

in a safe way this year to provide that important personal
inter­action safely. We really need to find a way to make itwork so that members get the benefit of that important value
proposition. We started this a bit at the end of last year, andI do think we need to continue.
How can the ACCJ best support members in 2021?
There’s still quite a bit of uncertainty about the pandemic andhow it will pan out, but I like to think of 2021 as a year oftransformation. Hopefully, we will have the Olympics tolook forward to and that will bring some new dynamics andvibrancy to the Japanese economy.
But what I really look forward to is that we’ve had a lot ofworkstyle reform in Japan. The pandemic and the move to digi­tal­ization has really forced change overnight. We’re seeing thebusiness community—Japanese and US companies—embracingsome ongoing virtual capabilities and continuing to provide a lotof flexibility. It’s going to make for an exciting opportunity to see
a lot of the initiatives, that foreign companies here have worked
hard on, come to fruition. Things such as workstyle reforms that
the Japanese government has wanted, embracing diversity, andproviding flexibility and better quality of life for workers who
have long commutes.
So, I’m actually quite excited about this year, even given someof the unknowns. I don’t know if we’ve really settled on what the
new normal is, but I do hope we will soon get to some semblanceof what that might mean. I do think that, with all of us having
lived with the pandemic now for a lot longer than we had
anticipated, the infrastructure and the realization that there’s nogoing back brings a very exciting element that represents a restartof sorts and offers new opportunities for the business community.
How can the ACCJ nurture Japan’s digital transformation?
A lot of Japanese companies that I’m involved with in board
positions have been surprised by how easy it was to transition
to virtual and remote work, but they had very different levels
of infrastructure and ability to do so. Once you open up the
possibility to people and they can survive it, there is a chance forreal change. It isn’t easy for all types of businesses. For example,
you still have companies in manufacturing that cannot fully
shift to virtual work. But for pure service companies, it’s a very
different value proposition.
Having said that, foreign companies, such as the one
I currently work for, did it rather seamlessly overnight.
So, while perhaps a lot of Japanese companies were caught by
surprise, there is now an understanding that there has to be a
virtual capability—because we still don’t know exactly when
we’re going to have an end to the pandemic. The realizationthat the need for digital is here to stay has begun to creep
into conversations.
For a lot of Japanese companies that have been trying totransition to digital, it can be an expensive proposition, andthere are mindset challenges among those who aren’t as familiar

with digitalization, and prefer face-to-face interaction, thatcan create a lot of internal opposition. But I think many ofthe barriers that have appeared to be immov­able have now
begun to shift.
I do find, though, that while the things that virtual events andremote work have brought us are great, we all miss the direct
social and human dynamic. So much of innovation stems fromgetting together in a group and brainstorming. To what extent
we can do that dynamically when purely operating virtually is
still a question mark. But with the Japanese government setting
up a digital agency, and with Prime Minister [Yoshihide] Suga’scommitment to reforming the paper-based society, the roadis being paved to do a lot more things online that seemed
quite impossible in the past. There are governmental and otherorganizations here that have been very passionate about moving
Japan toward digitalization and, as a result of the pandemic,
they’re going to be able to push that policy forward. So, I’m quite
optimistic that Japan is moving that way.
What the US business community and the ACCJ can do issupport digital transformation 100 percent and keep the issue
front and center. The chamber has always been a leader, and wecame out in support of the US–Japan Digital Trade Agreement
last year. We continue to be very engaged with the Japanese andUS governments on behalf of the business community, to help
them understand the needs from a digital perspective, and I
think the two governments align in their prioritization.
With the presence we have, and with our tech company
members being very active in the research we’re doing on digi­talization advocacy, I find we’re uniquely positioned to reallygalvanize all our members across our five advocacy pillars:■ US–Japan economic partnership■ Digital society■ Health and retirement■ Tourism, sports, and hospitality■ Workforce productivity

What’s fascinating to me now is there is a perspective that,in the future, we’re not going to be talking about working for afinancial company or a pharma or healthcare company; we’re all
going to be technology companies with a specialty in finance,
healthcare, or whatever area. It’s been treated almost as a joke,
but it’s true. I really do think that the speed of transformation
brought on by the pandemic has been a game changer forbusinesses in Japan.
How can the chamber support healthcare through digital?
The activities and volunteer level of our Healthcare Committee
members and healthcare companies is amazing. They are
extremely active. Thanks to them we have had a voice, and willcontinue to have a voice.
With the largest aging population in the world, Japan isreally at the forefront of the challenges and opportunities in

The chamber has pivoted to virtual in an incredible way, but one of our main tenets is to provide
members with networking opportunities to make business connections, even across industries.

THE ACCJ JOURNAL n JANUARY 2021

11

AbbVie is a research-driven global
biopharmaceutical company headquarteredin the United States.
With global expertise in drug discovery anddevelopment, AbbVie develops innovative
medicines in Immunology, Virology, Oncology
and Neuroscience.
Putting patients at the center of what we do,we collaborate with stakeholders to address
the challenges facing healthcare today.

Therapeutic focus areas where we market
products
Immunology
Neonatology
Hepatitis
Neuroscience
Oncology

Doing everything
we can for patients
who are waiting
AbbVie GK
3-1-21 Shibaura, Minato-ku
Tokyo 108-0023, Japan
https://www.abbvie.co.jp/

PHOTO: MIKI KAWAGUCHI/LIFE.14

I have found the engagement between the US government
and the chamber to be quite open, and the same goes for theJapanese government. I feel that both really appreciate that they
can come to one place and get a much broader perspective thathelps them understand the priorities from an industry point ofview. I personally believe that this is only going to become morecritical, especially with new administrations in both countries.
Every time there’s an administration change, we want toreengage—whether it’s bilaterally or multilaterally—to find
how we can work in the most effective way for our members toengage. We want to make sure their voices are heard and that we
can really be at the start of the dialogue instead of coming in at
the end, where it is harder to be an influencer.

the healthcare arena. Demographically, some of the issues facing
healthcare providers are unique, and I think digitalization willplay well into providing tailored solutions.
Pandemics such as Covid-19 will create the need for more
implementation of technology for things such as remote careand even the use of robotics in surgery. Digital platforms can beused to provide outreach and care for Japan’s rural communities,
and also to address some of the questions around the cost ofhealthcare and how the system can be more efficient.
There are so many exciting opportunities, such as thehuge progress made in every individual’s ability to monitor
their own biology using tech such as that of our recent ACCJ
Healthcare x Digital Best Innovation Award and Moonshot
Prize winner Bisu, who makes a smart urine analyzer thatanyone can easily use at home.
Healthcare has to be a priority not just this year, as we emerge
from the pandemic, but for the next the five years, 10 years,
and beyond. We have a really strong active component in allareas of healthcare, and I have been very impressed with theupcoming white paper. I’m confident that the chamber willcontinue to be a voice for, and a driver of, change.
How can the ACCJ continue to support trade talks?
The chamber has been a very influential organization through­out its 72-year history. One reason is our dedication to advocacy
and to trying to ensure the ability of foreign companies tocom­­pete effectively and grow in the Japanese market. Many
chambers don’t engage in advocacy—not on the level that
we do—and having that power of voice that spans industries ishugely beneficial.
What I’ve seen as I’ve become more involved in the ACCJ,
and especially at the vice president level, is just how close our ties
are with the US Embassy and how, together, we can serve as acollective voice. We get a lot of active outreach from the embassy
and other government organizations, asking what our members
are concerned about. I don’t see that changing at all, even in a
virtual world. The recent bilateral trade talks continued virtually
and were mostly unaffected by the pandemic.

Do you see progress on corporate governance in Japan?
This is a topic I’m quite passionate about. When I came to
Japan for the second time, it was on a Fulbright scholarshipto the University of Tokyo. My topic was a labor law projecton the Equal Employment Opportunity Act and its impact
on college-educated women. At the time, there were fewer
opportunities for college-educated women, as they had less timein the workforce before marriage than those who did not go tocollege. Japan had signed the United Nations’ Convention
on the Elimination of All Forms of Discrimination against
Women in 1979 and had enacted the Equal Opportunity
Act in 1985 to meet the conditions under the Convention.
There was a lot of hope that things were changing, that there
would be more diversity.
What I find really encouraging since my return six years ago
is that you’re really starting to see things change. Even though
Japan might be ranked much lower on the global indices thanpeople would expect, it has about tripled the number of women
on boards since the time I was studying and working on thatproject. So, it’s incremental, in a way. But if you had asked meback then if I would someday serve on the board of a Japaneselisted company as a foreign woman, I really would not haveforeseen that. So, I am very excited about it.
I think the catalyst for change—especially around diversity—
has been the demographic and economic challenges that Japanis facing, and what a lot of government agencies have worried
about is stagnation. There is concern that Japan hasn’t continued
innovating and is behind in digitalization. I think this has
been attributed, in part, to a lack of diversity in management.
The reason that I am a choice for Japanese companies is thatthey’re willing and are really trying to change the makeup of
their boards to get different perspectives. They see diversity as areal plus for innovation. So I feel quite optimistic. I think it’s an
exciting time for Japanese companies to do more on that front.
Another role of the ACCJ is to model best business practices,and I feel very privileged to have been elected president and tobe the third woman to lead the chamber. We now have morethan 30 percent of our leadership positions filled by women,
and our board this year—with 10 women and 13 men—is theWe have a really strong active component in all areas of healthcare, and . . .
I’m confident that the chamber will continue to be a voice for, and a driver of, change.

THE ACCJ JOURNAL n JANUARY 2021

13

Navigate the new normal. We can help.
Custom Media wishes ACCJ Journal Readers and Partners a very happy and healthy New Year!

www.custom-media.com

inquiries@custom-media.com

It’s Time to

Get Connected
Since we launched in March 2020, GoConnect has
consistently acheived new heights—in the number
and variety of businesses that we promote as wellas the audience we reach. So as the New Year
begins, we’d like to invite you to join us as a Partner.
It’s not just an opportunity to list your product orservice on our platform, it’s a chance to share yourstory with our active, engaged, and expanding
Member community.
Grow your business with us here:

GoConnect is developed by Custom Media, an award-winning content-creation and digital marketing agency.

PHOTO: RIEKO WHITFIELD

most diverse it has ever been. It is also diverse in terms of theorganizations represented, from Fortune 500 companies tosmall and medium-sized enterprises.
I continue to believe the saying that you have to “be thechange you wish to see in the world.” So, I’m really hoping thatwith this diverse board—and with me having been endorsed by
the membership—we’re showing that the ACCJ believes in theimportance of diversity and that we live that message. I’m quite
optimistic that we can continue to encourage that.
Are Japanese companies embracing diversity?
People often ask me how it is to serve on Japanese boards.
Every company is different, but I don’t think I’m the first
choice “off the shelf,” so to speak. I’m double diversity, right?
I’m a foreigner and a female, and I’ve worked globally, so I
have my own views on things. But I’m very encouraged by
the fact that, when I am chosen for the board, people are
expecting, and are open to, a different perspective.
We all know that in Japanese society there’s less diversity ofnationalities, but I do believe that Japanese companies are really
starting to realize that diversity can cut across other areas. It
can be younger people or people from different walks of life. It
doesn’t have to be only foreigners.
The fact that Japanese companies are actively searching now
for more diversity—especially focusing on the representationof women in management positions—is a very encouraging
and healthy sign. As the domestic market shrinks and otherdemographic pressures come into play, Japanese companies—
especially the multinationals—are quite savvy and are working toensure their global competitiveness. Maybe Covid-19 has played
a role, but I do think, if we look ahead to the next few years,
a confluence of factors will really encourage Japanese com­panies
to embrace diversity.
It’s not easy to change. Japan is a consensus culture. People
love the concept of diversity but, in reality, managing diversity
can be challenging and can lead to a lot of discomfort. I havefound myself in many global situations, when I was in India
and other places, having had meetings with diverse voices thatforced me to really step back and challenge my assumptions.
While I think diversity may not be easy, it is incredibly importantand beneficial. I hope that, within the chamber, people willlearn that that’s my style of leadership. I like to engage in
open, honest dialogue and to create a place where people feelthey can share different views, because I believe that’s how
you get to the best outcome.
What do you see as the chamber’s key initiatives this year?
Transformation, resilience, and adaptability are key words forthis year. I don’t see a need to dramatically change how we’re
doing things, but we need to continue to be flexible. With 2021
being a year of transition from the pandemic to a new normal,
getting back to basics with hybrid networking will be a focus.
We need to make sure that, amid this new dynamic, we’re still
providing the value that our members look for.
I really do hope we have the Olympics, because it could bea very good chance for a lot of our businesses to have more
opportunity to bring tourism back to Japan and to promote
many areas that our members are interested in.
We must also continue to push ahead on the key areas of
advocacy that will help Japan transform between now and2030. These especially cut across digitalization, healthcare,demographics, and sustainability.
On that last point, I think one of the game changers of 2020 isthat the pandemic has galvanized concerns over climate change,
so that the issue can now be a greater part of the dialogue about
any company’s value proposition and planning. Every industry
is now being affected by changing sustainability targets.
US companies, in particular, are used to a variety of stake­holders and shareholder activism, and many of our members
have very direct and specific knowledge of how to do that
outreach and to be responsive. The pressure to address climatechange is only going to increase, and this is an area in which
the ACCJ has a unique voice and can advocate.
What else would you like to say to members?
I would just like to thank everybody for their continued enthu­
siasm. We have such an amazing group of members who arewilling to volunteer. They’re really unselfish with their time andthey provide a lot of community support. I thank everyone forthat engagement and their continued giving of their time andsupport. I feel very humbled by the confidence members havein me to lead the chamber this year, and I hope everyone willreach out to me with their views on priorities and let me know
if the chamber is providing the advocacy they want to see. We’recontinuing to adapt to our members’ needs and I want to ensurethat the value proposition remains strong. n

THE ACCJ JOURNAL n JANUARY 2021

15

TOKYOAMERICANCLUBNIHONBASHI
Opening spring 2021

With memberships limited for this downtown retreatof exceptional service and amenities, contact us
today about registering to join from January 15, 2021.

03-4588-0687 | membership@tac-club.org
nihonbashi.tokyoamericanclub.org

CHUBU

Regional Energy
ACCJ leaders share plans to build on two decades of success
By C Bryan JonesThe Chubu chapter of the American Chamber of Commercein Japan (ACCJ) began celebrating its 20th anniversary
last year, and outgoing Vice President Ray Proper and
Governor Michel Weenick shared the history of the chapter—
which started life as the American Business Community of
Nagoya (ABCN)—in our May and September issues.

MEMORY LANE
Joining them in recounting the decades were members andleaders past and present including Steve Burson, Britt Creamer,
Harry Hill, Dennis G. Lischak and Chris Zarodkiewicz.
Also contributing to the September story was Oak Lawn
Marketing, Inc. Executive Chairman and President Robert W.
Roche, who was elected in December to serve as the chapter’s
vice president for 2021–22. It will be his second time on theboard; he was the chapter’s first governor, serving consecutive
terms in 2000–04.
For Roche, a founding member of the ABCN who has started
and managed more than 50 businesses in Japan, China, and theUnited States, expanding business and networking opportunities
for members in the Chubu region is a top priority.
“Our diverse membership of large and small businesses
and entrepreneurs can benefit tremendously from increased
collaboration and the formation of stronger business alliances,”he said, citing networking and mentorship as the greatest
benefits of ACCJ membership.
“As a foreigner working and living in Nagoya in the early daysof my career, I felt a bit isolated. If it weren’t for the advice andmentoring I received, I don’t think I would be where I am today.”
NEW CHANCES
Roche said he sees his return to the board as a chance to con­tinue this tradition by creating additional opportunities to build
stronger synergies and alliances among chamber members.
“At 3,500 members strong, the ACCJ has a unique opportunity
to share its vast knowledge base, create synergies, and form
alliances that result in increased business opportunities andsuccess for all,” he said. “While many things have changed since
my initial involvement with the ACCJ, one thing that hasn’t

Robert W. Roche
ACCJ-Chubu vice president

changed is the entrepreneurial spirit and the civic pride of the
Chubu members.”
Jeffrey Jackson, founder of Jackson Sogo Gyoseishoshi Law
Office and ACCJ-Chubu treasurer for 2021–22, feels very
optimistic about the future. “Despite the impact of Covid-19,
I see renewed energy in the Chubu chapter—and the ACCJ
as a whole—and look forward to working with the board andother members to grow the ACCJ’s local presence, community
impact and membership,” he said.
The chapter’s activities flourished in 2020 despite the pan­demic, and Jackson said he is ready to build on the momentum
by “working closely with the board and committees to identify
ways to effectively promote the events and activities desiredby our members, and further the mission of our chapter while
also honoring our financial commitments and obligations.”
For Mark Hosang, who will serve as ACCJ-Chubu governor
for 2021–22, engaging young talent is important. The task
is ideal for him, having previously served as vice-chair of theYoung Professionals Committee.
“The Chubu chapter has a strong membership base, but needs
to nurture future generations of leaders by encouraging younger
members to move into leadership positions,” explained Hosang,
who is senior manager of enterprise services and security inRandstad Japan’s IT division. “We need to identify and mentor
future leaders, ensuring they can confidently step into leadershiproles in the chapter. Then we can expand our focus on recruiting
younger members with events that are attractive to them toexpand the pool of potential future leaders.”
His plan is to enact a mentorship program, reach out tograduate students who are looking to expand their network,and engage with the local Japanese community through more
Japanese-language events. “These three efforts will expand ourmember base and business reach while increasing membershipvalue to our existing members,” he explained.
The role the ACCJ-Chubu has played over the past two
decades to nurture and grow the region’s business community
has been indispensable, and with Roche, Jackson, and Hosang
providing leadership this year, the future looks brighter
than ever. nMark Hosang
ACCJ-Chubu governor

Jeffrey Jackson
ACCJ-Chubu treasurer

I see renewed energy in the Chubu chapter . . . and look forward to working with the board
and other members to grow the ACCJ’s local presence, community impact, and membership.
THE ACCJ JOURNAL n JANUARY 2021

17

No.1 for Soft Skills Training
LIVE On Line
Training DirectoryJAPAN’S LARGEST

Leadership
Development

Leading Virtual Teams(2 sessions)

6 hrs

A Manager’s Guide to
Sustainable Employee
Engagement(3 sessions)

6 hrs

Adjust to Change

2 hrs

Advancing Women in
Leadership

2 hrs

Analyze Problems andMake Decisions

3 hrs

Managing Conflict in
the Workplace

Build a High Performing 1 hr
Virtual Team
Build Trust, Credibility
and Respect

2 hrs

Coaching for Improved
Performance

2 hrs

Communicate withDifferent Personality
Styles1 hr

Confident, Assertive, In
Charge: Developing theAttitudes of Leadership(4 sessions)

12 hrs

Critical Thinking: Tools
for Effective Action

3 hrs

Cultivate Power Without 3 hrs
Being Intimidating
Delegation

3 hrs

Customer
Service
Attitudes for Service

3 hrs

Cross and Up Selling

3 hrs

3 hrs

Managing Customer
Expectations

3 hrs

Managing Workplace
Stress3 hrs

Outstanding Customer
Service

1 hr

Marshall Goldsmith- What Got You Here
Won’t Get You There(2 sessions)

6 hrs

Meetings that Work

2 hrs

Negotiations: A Human
Relations Approach

2 hrs

Overcoming Workplace
Negativity with
Enthusiasm

3 hrs

Appeal to Buyer
Motives to Close More
Sales

1 hr

Performance Reviews
That Motivate

1 hr

Compelling Sales
Presentations

3 hrs

Powerful Conversations
to Engage Your
Workforce

1 hr

Cross and Up Selling

3 hrs
16 hrsRemember Names
to Build Better
Professional
Relationships

1 hr

Dale Carnegie Sales
Training: Winning withRelationship Selling(8 sessions)
Goal Setting andAccountability

Secrets of Motivation

2 hrs

Secrets to Leading withAssertiveness1 hrSelf-Awareness:
Leading with Emotional
Intelligence

2 hrs

Step Up to Leadership(2 sessions)

6 hrs
3 hrs

Presentation
SkillsCommunicate
Effectively

2 hrs

Expert Online Trainer
Bootcamp(4 sessions)

8 hrs

3 hrs

Virtual Meetings that
Engage2 hrs

Professional
Effectiveness
Adjust to Change

2 hrs

Transforming Customer 3 hrs
Complaints into
Opportunities

Build Trust, Credibility
and Respect

2 hrs

Communicate
Effectively

2 hrs

Sales
EffectivenessCommunicate withDifferent Personality
Styles1 hrCreate Your Work-Life
Breakthrough1 hrDisagree Agreeably

1 hrDream Big, Focus
Small: Achieve
SMARTER Goals

1 hr

Getting Results Without
Authority

1 hr

How to Win Friends& Influence Business
People (4 sessions)

12 hrs

2 hrs

How to Cold Call andBuild New Customers

3 hrs

Managing Workplace
Stress3 hrs

Negotiations: A Human
Relations Approach

2 hrs

Overcoming Workplace
Negativity with
Enthusiasm

2 hrs

Present to Persuade

1 hr
12 hrsPowerful Conversations
to Engage Your
Workforce

1 hr

Trusted Advisor
Bootcamp (6 sessions)

Remember Names
to Build Better
Professional
Relationships

1 hr

Successful Public
Speaking

3 hrs

Time Management:
Organize and Prioritize
to Increase Your
Productivity

1 hr

Develop Your
Leadership Potential:
Stop Doing, Start
Leading (10 sessions)

19 hrsDisagree Agreeably

1 hrDream Big, Focus
Small: Achieve
SMARTER Goals

1 hr

Getting Results Without
Authority

1 hr

Goal Setting andAccountability

2 hrs

How to Communicate
with Diplomacy and
Tact (4 sessions)

12 hrsStrategic Planning
Essentials: Prepare for
Future Success

1 hr

How to Win Friends
and Influence Business
People (4 sessions)

12 hrsSuccession Planningfor You and YourManager

1 hr

Innovation:
Transforming Ideas into
Solutions

2 hrsTime Management:
Organize and Prioritize
to Increase Your
Productivity

How to Present Online

1 hr

2 hrs

12 hrsPresent Complex
Information

1 hrLead Change
Effectively

Time Management(4 sessions)

2 hrs

1 hr

2 hrs

Unleash the Powerof Mentoring in Your
Organization

Present to Persuade

Leading AcrossGenerations

Present with Impact

1 hr

Leading Strong Teams

3 hrs

The Art of Storytelling

2 hrs

Invest in Your
People Today!

Successful Public
Speaking

Dr. Greg Story,

Your Corporate Coaching & Training Guy
President, Dale Carnegie Training Japan

Dale Carnegie Training Japan
Akasaka 2-chome Annex 5th Floor, 2-19-8 Akasaka, Minato-ku, Tokyo 107-0052
TEL: 0120-987-099, 03-4563-1963 weekdays 9:00~18:00, closed Sat/Sun/Holidays
FAX: 03-4563-1964

Full details on all courses and training schedules at ENJAPAN.DALECARNEGIE.COM

HONORS

2020 ACCJ Leadersand Volunteers of the Year
By C Bryan Jones

Each year, the American Chamber of Commerce in Japan (ACCJ) honors members who
have shown extraordinary dedication. The coronavirus pandemic made the usual celebratory
gathering at Tokyo American Club impossible, so ACCJ President Peter Fitzgerald presented
certificates at the virtual Leadership Forum on December 11. He thanked each honoree
for their commitment to supporting the goals of the chamber, especially amid the challenges
brought forth by Covid-19.

LEADER OF THE YEAR (TOKYO)

LEADER OF THE YEAR (TOKYO)

Catherine O’Connell

David Richards

O’Connell was recognized for her work
heading the merger of the Legal Services
and Intellectual Property Committees.
With grace and collegiality, she helped
ensure a smooth and positive transition
and unity in purpose, and now serves as
co-chair of the Legal Services & IP Committee, which has
become one of the chamber’s most active groups.
Her vision and dedication also enabled the ACCJ to provide
critical information to members that has helped them navigate
the challenges of the Covid-19 pandemic, and she has led pro­­grams which attracted widespread participation across thechamber. O’Connell has been instrumental in the ACCJ’s
advocacy efforts aimed at easing the restrictions the Japanese
government has placed on non-Japanese residents and busi­
ness owners attempting to reenter the country.

As co-chair of the Banking, Finance andCapital Markets Committee, Richards
has revitalized efforts to bring members
real-time insights into financial services
regulations and market developments.
He also chaired the Nominations
Committee and curated the candidate slate for the 2020
ACCJ election with meticulous care, presenting excellent
individuals to lead the chamber.
Richards also made crucial contributions to the Financial
Services Forum, which serves to ensure that the ACCJ’s
position on financial services advocacy issues is approvedby the board and addressed in a consistent manner. His
hard work gave greater voice to the international investmentcommunity and helped efforts to position Japan as a global
financial center.

LEADER OF THE YEAR (TOKYO)VOLUNTEER OF THE YEAR (TOKYO)

Scott Warren

Nuala Connolly

Warren championed the merger of theLegal Services and Intellectual Property
Committees, synergizing efforts to pro­vide
essential networking and information
opportunities to the membership andinternational legal community.
As co-chair, his enthusiasm and initiative facilitated thecommittee’s timely and impactful events that addressed legal
challenges resulting from the Covid-19 pandemic.
He also helped lead the ACCJ’s important advocacy efforts on
the easing of reentry restrictions, and his proactive engagementwith members has encouraged many to take on leadership roles.

As a member of the Women in BusinessCommittee, Connolly brought enthusiastic
engagement and contributions to fur­thering
opportunities for women in the workplace.
She dedicated signifi­cant resources torevamp the Women in Business Reading
List, equip­­­ping leaders with additional tools to promote
effective work­place reform and gender equality.
Her energy and collaborative spirit greatly added to the
Women in Business Committee’s efforts to realize its goals
and inspire inclusive business practices.

THE ACCJ JOURNAL n JANUARY 2021

19

LEADER OF THE YEAR (KANSAI)LEADER OF THE YEAR (CHUBU)

Steve Iwamura

Mark Hosang

As chair of the ACCJ-Kansai External
Affairs Committee, Iwamura successfullyplanned and executed one of the chapter’s
flagship events: the annual discussion
with the Union of Kansai Governments.
He overcame multiple administrative,
logistical, and stakeholder challenges—compounded by the
pandemic—to deliver a virtual event complete with simul­
taneous interpretation services.
Iwamura also helped coordinate and design the agenda forthe event, highlighting the bilateral opportunities engenderedby digital transformation and the role the ACCJ plays to accel­
erate holistic change. This successful panel discussion would
not have been possible without his dedicated efforts andstrong leadership.

When the Chubu chapter merged
three committees—Business Programs,
Independent Business, and Women in
Business—into one, Hosang provided
exceptional leadership. As co-chair of
the resulting ACCJ-Chubu Programs
Committee, he has enabled deeper member engagement,
improved retention, and increased collaboration across thechamber as a whole.
Hosang also spearheads the Young Professionals Forum
Mentorship Series, which creates critical development oppor­
tunities for the next generation of leaders.
He was integral to the successful execution of the 2020
Chubu Walkathon, using his IT expertise to ensure thatthe annual event continued in a virtual format, allowing
the ACCJ to maintain its tradition of supporting the local
community in these extraordinary times.

VOLUNTEER OF THE YEAR (KANSAI)Asana Otani
The forced shift to virtual sessions broughton by the Covid-19 pandemic madeorgani­zing flagship events challenging in
2020. Such was the case for the ACCJKansai Diversity & Inclusion Summit.
Otani helped transform what would
normally have been a daylong in-person event into a series ofvirtual sessions that opened the content from expert speakers
and leaders to a broader audience.
She brilliantly organized the breakout session and coordi­
nated numerous administrative, logistical, and technicalelements, allowing the session to dovetail with the overall
series. Her diligent preparation paved the way for a smoothand enjoyable virtual experience, contributing to the summit’s
outstanding success.

VOLUNTEER OF THE YEAR (CHUBU)

Bruce McCaughan
A longtime leader of the ACCJ’s Chubu
chapter, McCaughan was instrumental in
the execution of the Champagne Ball andChubu Walkathon, two of the ACCJ-Chubu’s
premier annual events. His digital market­
ing skills and positive demeanor ensured
that the 2020 Walkathon remained a fun and enjoyable expe­ri­
ence in a virtual format.
McCaughan’s efforts helped secure funds for local charities,
upholding the ACCJ’s strong tradition of community service
under difficult circumstances. The 2020 Walkathon raised¥6 million, which was distributed to 20 charitable organizations
working in the Chubu region.

VOLUNTEER OF THE YEAR (KANSAI)

Takehiro Aoki
Aoki was recognized for his leadership of the ACCJ-Kansai Business Programs Committee’s AI Technology Series,
which brought industry leaders to virtual sessions presented in Japanese. He conceived and implemented the series
to promote digi­tal literacy and encourage young professionals to expand their skills in pivotal areas, furthering
the chamber’s goal to unlock Japan’s digital potential. The series expanded the ACCJ’s network and drew morethan 600 attendees—a testament to Aoki’s organi­zational prowess and ability to engage members.
He also contributed to The ACCJ Journal on multiple occasions, writing Japanese-language recaps of the
AI Technology Series sessions to expand the visibility of the initiative and engage the Japanese community. n

THE ACCJ JOURNAL n JANUARY 2021

21

ACCJ EVENT

2020 ACCJ Virtual Charity Ball
Successful online gala raises funds for community
By the ACCJ Charity Ball CommitteeA

mid the challenges of 2020, the American Chamber ofCommerce in Japan (ACCJ) Virtual Charity Ball, entitledWelcome to Remote Paradise, brought together chamber
members past and present, as well as their guests, in the spirit ofgiving on December 5.
The need to social distance made this year’s edition of the
ACCJ’s annual gala and flagship corporate social responsibility
event more challenging to plan and execute. But not even a
pandemic can deter the chamber’s dedication to the communityand drive to support those who need a helping hand.
COMMUNITY
While our goal was to raise funds for charity, we also focusedon supporting great entertainers who have had few chances
to perform in recent months. Joining us for the evening were:■ Mississippi blues man Steve Gardner■ Singer, sax player, and bandleader Marcus Pittman■ Jazz pianist and composer Kevin McHugh■ Guitarist Chris Grundy■ Latin musician Alexander LP■ Singer-songwriter and acoustic musician Felix Sonnyboy■ The ACCJ’s own Andrew Silberman

They most certainly did not disappoint. All were thrilled to
be a part of the Charity Ball and were extremely grateful tothe chamber for the much-needed opportunity.

22

THE ACCJ JOURNAL n JANUARY 2021

We also promoted local restaurants and delivery services
who have likewise suffered from the impact of coronavirus.
In particular are Soul Food House in Azabu-juban, which has
been part of the Charity Ball since 2015, and Bistro Vino, theRoppongi eatery that has been one of our yearly wine vendors
at the Charity Ball Wine Taste-off.
We may have been unable to enjoy their delicious creations
in a ballroom, as in years past, but we hope those who orderedfrom them on the night enjoyed a taste of what makes Tokyo
the world’s greatest foodie city. They expressed how extremely
appreciative they are of your support, and we sincerely hope
you will continue to patronize these establishments.
GIVING THANKS
Early in the evening, ACCJ President Peter Fitzgerald welcomed
guests and noted the unusual circumstances.
“I know we all look forward to this event every year. It’s agreat opportunity to socialize, enjoy each other’s company, andcelebrate as we head into the new year,” he said.
“This, as we all know, is a very different year. A lot has changed.
But what hasn’t changed is the need to support those in ourcommunity who are less fortunate. The ACCJ has a long traditionof supporting charitable work in Japan, and the Charity Ball isthe engine that drives our involvement. By participating andgiving generously, you’re making a real difference in the lives ofcountless people. I’d like to thank the Charity Ball Committee
for their tireless work in a very challenging environment. Youput together an amazing program. I’d also like to thank all oursponsors for your generosity and faith in the idea that the show
must go on, because the need is greater than ever. Enjoy theevening and have fun while doing good. Take care everybody.”
Joseph Young, charge d’affaires at the Embassy of the UnitedStates, Tokyo, spoke next, thanking the ACCJ for inviting him
to present the evening’s toast.
“Each year, the ACCJ Charity Ball is a lovely event for sucha noble cause, and I only regret that we could not gather inperson this year,” he said. “There’s no denying that 2020 has
presented more than its fair share of challenges, but it has notbeen without successes. If you can remember back to the startof this year—though it may feel very distant now—the Phase 1
US–Japan Trade Agreement and Digital Trade Agreement both
entered into force in January. With the economic hardship
imposed by the global pandemic, it is certainly comforting to havein place these agreements to bolster our bilateral economic ties.
I would like to thank the ACCJ members for helping to achieve
agreements through your important support and advocacy during
the negotiations.”
He also thanked chamber members for the great lengths towhich they have gone to mitigate the impact of the pandemic
and their collaboration with the embassy.
“On behalf of my team at the embassy, I want to express
my heartfelt gratitude to the ACCJ and its members for youradvocacy efforts and steadfast support of our alliance. Join me

PRESIDENT CIRCLE SPONSORS

in raising a glass to your computer screens and toasting to ourmutual health, happiness, and success in the future.”
REAL RESULTS
In this remote world, the Charity Ball committee, together with
the ACCJ Staff and members of the community, worked together
to give back. In addition to a raffle, a virtual silent auction—withsome 46 items up for grabs—took place throughout the evening,and participants could easily enter using the onscreen QR code.
Thanks to our very supportive sponsors and all those who attended
the event and participated in the raffle and auction, the ACCJ
raised ¥7.5 million, making a big difference in our ability to help
those in need.
This year, the focus was on those that have been there for thecommunity during the pandemic: TELL, Second Harvest, theSanyukai homeless shelter, and the chamber’s long-established
Mike Makino Fund for the Homeless, which supports theFranciscan Chapel Center and Tokyo Union Church riceprograms. All extremely worthy causes.
We cannot thank our sponsors and the ACCJ community
enough for making the evening a great success. Along witheach and every person involved, we are grateful to everyone.
Once again, thank you one and all!” n
Watch a replay: www.accj.or.jp/charityball

PL ATINUM SPONSORSGOLD SPONSORDIAMOND SPONSORSTHE ACCJ JOURNAL n JANUARY 2021

23

ACCJ EVENTSpace Commercialization
and Cooperation among theUnited States, Australia, and Japan
By Alec Jordan

SpaceX's entry in NASA’s Commercial Lunar Payload Services programOn December 6, a landing capsule from the space probe
Hayabusa2 parachuted down onto the red sand of
Woomera, South Australia. In the capsule was precious
cargo—samples of dust from the asteroid Ryugu, captured
when the object was more than nine million kilometers (sixmillion miles) from Earth. This ended the probe’s original
mission, which began in December 2014 when it was launchedby the Japan Aerospace Exploration Agency (JAXA).
The mission also marks a nexus of collaboration among Japan,
Australia, and the United States. The Australian govern­ment
worked closely with JAXA to identify where the capsule would
land and helped recover it. And the National Aeronautics andSpace Administration (NASA) has an agreement with JAXA bywhich the US agency will receive a portion of the dust samples.

IMAGE: SPACEX’S

This spirit of shared purpose took center stage at a virtual
event entitled Space Commercialization and Cooperation
among the US, Australia, and Japan, hosted on December 14
by the American Chamber of Commerce in Japan’s Alternative
Investment Committee. Speaking at the webinar were Naoko
Sugita, advisor to the director of JAXA’s International Relations
and Research Department; Sally Townsend, commissioner
at the Department for Trade and Investment with theGovernment of South Australia; and Garvey McIntosh, NASA
attaché at the Embassy of the United States, Tokyo. Each speakergave cogent and insightful overviews of how their respective
organizations are creating fertile ground for collaboration
between private companies and government space agencies,
and among the agencies themselves.

“All the missions that NASA undertakes are perfectly aligned with the Japanese space agency.”

24

THE ACCJ JOURNAL n JANUARY 2021

PHOTO: NASA

JAXA astronaut Akihiko Hoshide will take command of the ISS next spring.

PRIVATE POWERJAXA is also making strides in developing the reach of its
space industry and collaborations with the private sector.
The Japanese government’s Space Industry Vision 2030 has set
a target of doubling the market size of the space industry—valued at ¥1.2 trillion as of 2015—by the early 2030s. And in
March 2018, then-Prime Minister Shinzo Abe announced thatthe government would support up to ¥100 billion for new spacebusiness through public investors. The agency also has a strong
focus on helping startups involved in the space industry movefrom the startup stage to commercialization.
A key element of startup support is the JAXA Space Innovation
through Partnership (J-SPARC) program, set up in May 2018. As
Sugita explained, J-SPARC supports “the private sector throughfeasibility studies as well as research and devel­opment, utilizing
JAXA’s space development technologies and know-how. So far,more than 30 companies have participated in this programand are gradually developing their businesses.”

PHOTO: NASA/JOEL KOWSKYMILESTONES
Sugita began her remarks by pointing out that she stood as an
example of JAXA’s long-term focus on international cooperation.
She has been with the agency for a quarter century, focusing on
international cooperation programs and industry collaboration.
For decades, JAXA has put an emphasis on hiring non-engineers
to bolster their efforts in these areas.
She said that, although JAXA’s budget is one-fifteenth thatof NASA and one-fifth that of the European Space Agency, it
is actively pursuing—and reaching—high targets. The agency iscurrently developing the country’s new flagship launch vehicle,
the H3, in conjunction with Mitsubishi Heavy Industries, Ltd.
The first launch is scheduled for fiscal 2021. On the Earthobservation front, JAXA has a new series of advanced
land-observing satellites that will be used for a wide range of
purposes, such as regional observation, disaster monitoring,and resource surveying. The latest entry in this series, the
ALOS-3, is also scheduled to be launched in fiscal 2021.
Japan also recently reached a milestone in manned spaceflight. On November 16, Soichi Noguchi, a former NASA andcurrent JAXA astronaut, traveled to the International Space
Station (ISS) as the first Japanese astronaut to fly aboard a UScommercial spacecraft, the SpaceX Dragon. Noguchi will befollowed by Akihiko Hoshide, who is scheduled to travel tothe ISS and serve as commander of the station in spring.
Sugita also highlighted the scientific significance of the
Hayabusa2 mission and pointed out that the recovery of thelanding capsule wouldn’t have been possible without theassistance of the Australian government, which facilitated theentry of more than 80 Japanese personnel into the country
despite the Covid-19 pandemic.

The United States and Australia signed a letter of intent on September 21, 2019, at NASA Headquarters in Washington.

THE ACCJ JOURNAL n JANUARY 2021

25

The Japanese government’s Basic Plan on Space Policy has set a targetof doubling the market size of the space industry . . . by the early 2030s.

She pointed out that this marks a different approach fromthat which JAXA has traditionally used when working withprivate industry. “It used to be that JAXA developed something
and asked industry, ‘Why don’t you use this for your business?’
But we realized that this wasn’t a feasible approach. This led
us to taking a joint development approach and, if a privatecompany has an idea, we start planning from the outset andwork together at an early stage.”
JAXA also has cooperative arrangements with the Innovation
Network Corporation of Japan and the Development Bank ofJapan, Inc., while the agency itself would be allowed to makedirect investments as early as April 2021, in accordance with law.
Some examples of how these public–private collaborations
have borne fruit include a space travel business launched by
PD Aerospace Co., Ltd., as well as a space avatar program run
by ANA Holdings Inc. that allows individuals to operate asys­tem from the ground and experience viewing the Earth as if
they were aboard the ISS. There is also a general incorporated
association called Spacefood Sphere, originally started as the
J-SPARC program, which aims to solve challenges concerning
food security on Earth and in space. Projects such as these
illustrate how companies can find success while solving tech­nicalproblems and sparking the public’s interest in space.
REACHING ORBIT
Townsend, who was next to speak, explained that the AustralianSpace Agency (ASA) is quite young. Formed just three years
ago, ASA moved into its location at Lot Fourteen, Adelaide’s
new innovation hub, in February 2020. But JAXA and Australia
have been collaborating for 20 years, and cooperation onscience projects goes back four decades. Last year, Japan andAustralia signed a memorandum of cooperation that covers
collaboration in robotics, space situational awareness, advanced
communication, quantum technologies, and the use of GPS.
As Townsend explained, ASA has a number of roles. “Looking
at market gaps, emerging areas, and areas of competitive advan­
tage, the main areas of focus are developing national capabilities
and leading international collaboration,” she said. “For example,
with JAXA, we leverage global partnerships to open the door
to Australian innovators. We also support young Australians totake up STEM careers and help Australian businesses participate
in the global space market through infrastructure funding andenabling international space investment.”
While ASA is still in its infancy, the agency recently achieved
a significant milestone: establishing the Moon to Mars initiative,
a A$150 million investment intended to boost the growth ofAustralia’s space industry. Within this initiative is the Supply
Chain Program, which seeks to involve Australian businesses
that could be capable of meeting the standards to contributeto space, or which might not have considered entering the spaceeffort but have applicable technologies. In addition to increasing
Australia’s domestic engagement with space projects, the ini­
tiative brings ASA in close conjunction with NASA’s Moon to
Mars exploration program and demonstrates Australia’s ability
to play an important role in these ambitious endeavors.
INDUSTRY HUB
ASA is also working alongside another organization in Adelaide:
the South Australian Space Industry Centre (SASIC). As Townsend
explained, this is “a cross-government group working with key

PHOTO: NASANASA astronauts Anne McClain (left) and Christina Koch inside JAXA’s Kibo laboratory module on the ISS.

26

THE ACCJ JOURNAL n JANUARY 2021

IMAGE: NASA

The joint NASA–JAXA Global Precipitation Measurement Core Observatory

human exploration, data science, or Earth and space science,
all the missions that NASA undertakes are perfectly alignedwith the Japanese space agency. That’s what I think makes
JAXA such a great partner.”He then pointed out that, while many people assume NASAis the sole organization in charge of space projects in the UnitedStates, there are a wide range of stakeholders contributing to theeffort. To help unify their work, the administration of President
Donald Trump reestablished the National Space Council,
which had been created by President George H. W. Bush in 1989
but which disbanded in 1993. The purpose of the council isto ensure that those involved in commercial, civil, and security
space matters are working together cohesively.
As a collective industry, the US involvement in space is stag­gering—$17.5 billion was invested in private-sector companies

FUTURE FLIGHT
The final speaker was McIntosh, who explained the ways inwhich NASA partners with organizations such as JAXA,
collaborates with private industry, and conducts in-houseresearch on the technologies needed to achieve the “cuttingedge missions of the future.”
When it comes to international collaboration, McIntosh said
that “the agency in the world that is most closely aligned with
NASA is probably JAXA. Whether it’s aeronautics research,

PHOTO: NASA

stakeholders to grow South Australia’s space economy. The center
supports numerous industry initiatives, including scholarships
for graduates, internships in Australia, and a work experience
program for South Australian high school students.
“SASIC has also developed the Space Innovation Plan, which isan A$4 million plan that aims to support potential entre­­­preneursin space-oriented startups through a number of ini­tiatives.” She
added that the center also works within the Growth State Strategy,
a partnership between the Government of South Australia andindustry, to boost the economy through business expansion andinnovation. It aims to drive the state’s contribution to the ASA
goal of tripling the size of Australia’s domestic space industry
to A$12 billion by 2040.
South Australia is a thriving nexus of activity for the country’s
space industry. There are more than 80 space-related organi­zations in the region, employing some 1,200 people. Standoutsin this area include Neumann Space, which is developing a newelectric propulsion system that improves the thrust performanceof satellites; and Southern Launch, which is establishing thecountry’s first commercial orbital launch facility.
Townsend also highlighted Myriota, a software company thathas partnered with the California-based Tyvak Nano-Satellite
Systems, Inc. to provide direct-to-satellite connectivity using
the Internet of Things. All of these developments, she said, areindications that, although Australia’s space industry is quite
young, it shows great promise.

NASA selected three commercial moon landing providers for the Artemis program.

THE ACCJ JOURNAL n JANUARY 2021

27

• 
     • 

            

•    •  

‹‹ 

 •   

    ✓    ✓ ­✓ ✓   ✓   ✓   

      

in 2020 alone. The United States accounts for 62 percent of
the world’s total space industry, which Morgan Stanley projects
will generate $1 trillion in annual revenue by 2040.
BOLDLY GOING
Given the current strength of the market, and its exponential
growth potential, McIntosh believes it is even more importantthat NASA take bold steps to meet the moment. One such
steps is the Artemis program, which aims to send a manned
mission to the south pole of the moon by 2024, with longterm goals of establishing a way station that can be used for
future Mars missions.
Another area that is primed for great progress is privatecompanies taking a leading role in space projects. Of course,
this is already happening domestically—with players such as
SpaceX, Northrop Grumman Corporation, and Sierra Nevada
Corporation—but there are significant examples of Japan–US
collaboration. One involves Nanoracks LLC, which handles
satellite launch services and other in-space services, and two
Japanese businesses: Space BD Inc. and GITAI.
With aerospace company Space BD, they are working todeploy satellites from the Japanese Experiment Module,a science module on the ISS. And they are working withthe space robotics startup GITAI to develop a technicaldemonstration of the robot in Nanoracks’ airlock on the ISS.
Japanese companies are also partnering with their US
counterparts in lunar efforts, including the Commercial
Lunar Payload Services (CLPS) project, through which ninecompanies were selected to bid on developing landers thatwould deliver NASA payloads to the lunar surface. One of thecontractors, Massachusetts-based Draper, is partneringwith ispace, a Japanese company that develops commercial
lunar landers. And Astrobotic Technology, headquartered in
Pennsylvania, will be sending Japan’s first lunar rover—Yaoki,
developed by Tokyo-based Dymon—to the moon with its
robotic lander.
In closing, McIntosh explained that the agency’s aim was tohelp stimulate not just domestic industry, but the global spaceeconomy as a whole by being an active customer of privatecompanies. “NASA’s goal,” he explained, “is to partner withindustry to achieve a strong ecosystem in which NASA is one ofmany customers, purchasing services and capabilities at lower
costs. We want to be a customer—one of many—so the industry
is sustainable and able to thrive.”
CONTINUING MISSION
Like Hayabusa2, whose journey is far from done, these national
space agencies are charting new ground to help usher in a bright
future. The next stop for the Japanese probe on its newly ex­tended mission is the asteroid 1998 KY26, which it is expected
to reach in 2031.
But many more possibilities and missions are on the horizon
for NASA, JAXA, and ASA. Through multilateral collaborationand support of the private industry, the United States, Japan,and Australia are leading the way into space. n

SPEAKERS
Sally Townsend
Commissioner
Department for Trade and Investment
Government of South Australia
Garvey McIntosh
NASA attaché
Embassy of the United States, Tokyo
Naoko Sugita
Advisor to the director
International Relations and Research Department
JAXA

THE ACCJ JOURNAL n JANUARY 2021

29

CHANGINGLANDSCAPE?
Study offers preview of how
pandemic may change cities
By Julian Ryall

Tokyo has maintained its position as the third
most attractive city in the world in which to live
and work, according to the recently unveiled
Global Power City Index 2020, compiled by theMori Memorial Foundation’s Institute for Urban
Strategies and released in December.
The Japanese capital once again comes in behind London
and New York, but ahead of Paris and Singapore. The authorsof the annual study caution, however, that the inevitable
impact of the coronavirus pandemic will not be reflected in
the rankings until this year’s figures can be compiled.
“There have not been too many changes in the top-ranked
cities this year—although we are seeing some distancing
between the top two cities of London and New York fromthe others—but Tokyo is stagnating somewhat,” said Heizo
Takenaka, chairman of the Institute for Urban Strategies’
executive committee.
EARLY GLIMPSE
The 2020 index incorporates a survey designed to give someearly indicators of how the pandemic will have affected cities
and the people who inhabit them, Takenaka said at a press
event held on December 8 to release the report. The ongoinghealth crisis is likely to impact areas of the survey such as

30

THE ACCJ JOURNAL n JANUARY 2021

workplace flexibility, as well as the need for greater internet
access and higher speeds, as more people work from homeor remotely.
The study was first published in 2008 and now ranks 48 major
cities around the world in terms of magnetism—their power
to attract creative individuals and enterprises. Cities are rated
according to 70 indicators across six functions:■ Economy■ Research and development■ Cultural interaction■ Livability■ Environment■ Accessibility

The authors fine-tune the indicators and their data-collection
methods each year to better reflect the changing conditions that
impact global cities. In 2020, among the indicators added
to better reflect the needs of residents are:
■ Air quality■ Ease of mobility by taxi or bicycle■ Number of arrivals and departures at the airport

Seventeen of the 48 cities examined this year are in Europe,eight are in North America, and 13 are in Asia. Since the firstreport was issued, the same five cities have occupied the top
positions, albeit in different orders.

BUSINESSHEIZO TAKENAKA
Chairman of the executive committee
Institute for Urban Strategies
The Mori Memorial Foundation

HOLDING STRONG
Despite ongoing concerns over the impact of Britain’s imminent
departure from the European Union, London maintained its
overall top position for a ninth consecutive year, placing in the
top 10 for all categories except the environment.
The authors identified a sharp improvement in the British
capital’s accessibility ranking, where it overtook Paris to claim
Despite Tokyo hanging on to fourth place in the economy
the top spot, while the city retained a clear lead in the area
rankings, the gap with Singapore, which placed fifth in theof cultural interaction. On the downside, London’s economy
category, has narrowed. Livability was the sole area whereranking fell for a second year as a consequence of a drop in
Tokyo’s rankings fell, primarily due to a decline in scores forthe growth rate of its gross domestic product.
workstyle flexibility.
New York once again
The city has risen
dominated the economy
The pandemic may very well reverse thein the rankings for
category, with improved
centuries-long trend of people and businesses cultural interaction
scores in areas of total
since it was selected
employment and em­
centralizing themselves in urban areas.
in 2013 as the hostployees in businessof the 2020 Olympic and Paralympic Games. That ranking
support services. It also earned the highest ratings in thehas not been affected by the one-year delay resulting from thevariety of workplace options section.
pandemic, but the report points out that there is still room for
The Big Apple held on to its top ranking in research andimprovement in terms of nightlife options and the number
development as well as cultural interaction, although a relativelyof luxury hotel rooms.
poor score for workstyle flexibility damaged its standing in theWith Paris fourth and Singapore fifth in the overall rankings,
livability rankings, the city’s weakest area.
the top 10 was rounded out by Amsterdam, Berlin, Seoul,
Tokyo rounded out the top three, with the report pointing toHong Kong, and Shanghai—which made the largest overall
consistent strengths in all areas. The metropolis also managed tojump, soaring from 30th in the previous year.
lift its score in terms of the environment and accessibility.

Full List (Numbers in brackets indicate the previous year’s results.)
1 London

1,661.1 [1 (1,669.1)]

2 New York1,514.9 [2 (1,543.2)]

3 Tokyo

1,386.5 [3 (1,422.2)]

4 Paris1,325.4 [4 (1,387.7)]

5 Singapore

1,262.1 [5 (1,262.9)]

6 Amsterdam

1,187.4 [6 (1,236.0)]

7 Berlin

1,185.4 [7 (1,201.7)]

8 Seoul

1,163.1 [8 (1,205.6)]

9 Hong Kong

1,149.7 [9 (1,170.4)]

10 Shanghai

1,108.9 [30 (1,023.2)]

EconomyR&D

Cultural Interaction

Livability

Environment

Accessibility

SOURCE: MORI MEMORIAL FOUNDATION INSTITUTE FOR URBAN STRATEGIESTHE ACCJ JOURNAL n JANUARY 2021

31

Find ﬁnancial
peace of mind
Retirement and education solutions
Regular and lump-sum investments
Properties in Japan and abroadLife and health insurance
US citizen solutions
UK pension transfers

Investment advice for expats
and Japanese nationals
Contact us for a free consultation at
our oﬃce, your oﬃce or remotely.
advice@argentumwealth.com | 03-5549-9099
www.argentumwealth.com
Licensed in Japan and established in 2007

BUSINESS

Due to changes in your work style and lifestyle resulting from the COVID-19 pandemic, what is
the likelihood of you moving your place of residence?
Tokyo

7%

40%

Paris

11%

London8%

New York

6%
0%

29%

37%

28%

31%

Very unlikely

20%

40%

Somewhat unlikely

Somewhat likely

60%

12%

%

20%

50%

10%

21%

24%
30%

6%

14%

27%

29%
10%

17%

70%

Very likely

21%

80%

90%

100%

No changes to my lifestyle/workstyle

If you were to move your place of residence, where are you likely to move to?
Tokyo

21%

Paris

23%

London

37%
19%

16%

New York

City Center

10%

Suburb of current city

30%

22%

40%

Different city

5%
28%

23%
50%

5%

31%

25%
20%

20%

21%

31%
27%

0%

17%

60%

Area away from cities

3%

21%
70%

80%

4%
90%

100%

Multiple residences in varied regions© 2020 THE MORI MEMORIAL FOUNDATIONCOVID IMPACT
With authorities around the world having been forced to intro­
duce lockdowns, travel bans, and other restrictions on movement,
the coronavirus has, inevitably, had a significant effect on theeconomic networks and lifestyles of city residents. And while theimpact of the pandemic was visible in a number of indicators,
such as workstyle flexibility, the true scale of change is not yet
apparent, the authors warned.
Nevertheless, the researchers did issue a separate questionnairein October and November. About 1,000 residents of the report’s
top five cities were polled in an effort to obtain some early under­
standing of the impact of the health crisis on urban lifestyles
and how that might affect the competition.
About 90 percent of those who took part said they had been
influenced by the pandemic to some degree, indicating that theattractiveness of cities will be impacted in the 2021 report.
Roughly 40 percent of respondents said they want to workfrom home, and another 40 percent would like to work at theoffice, after the pandemic has subsided. This result indicates
there is a need to reevaluate the workspaces of the new normal,
and underlines the demand for diversified options.
The questionnaire also asks people whether they might
relocate as a result of the pandemic and, if so, to where theymight choose to move. Some 20 percent of Tokyo residents and40 percent of New Yorkers said they would consider moving,with responses ranging from somewhere closer to the city
center to the suburbs or even a different city entirely.
People in Tokyo and London favored the suburbs, while
New Yorkers and residents of Singapore were in favor ofmoving closer to a city center.
The implications, the report concludes, are that—thanks toworkstyles that permit people to conduct business no matter
their location—a new generation has the freedom to relocate
to cities anywhere in the world that they find attractive. Thismeans that cities must adapt to ensure they meet the needs
and ambitions of a more mobile workforce.

HIROO ICHIKAWA
Executive director
The Mori Memorial Foundation

THE ACCJ JOURNAL n JANUARY 2021

33

“REAL ESTATE FOR
YOUR WORLD”¡ Residential andCommercial Leasing¡ Property Buying and Selling¡ Asset Management

Century 21 SKY Realty, Inc.
Tower Front Kamiyacho 1F, Higashi-Azabu 1-3-8, Minato-ku, Tokyo
Tel: (03) 3585-0021 • Fax: (03) 3585-0399 • www.century21japan.com

Providing a full range of
relocation solutions andHR support services• Visa & immigration assistance• Apartment/house search& contract negotiation• International school search• Settling-in repatriation packages• Cross-cultural & language training
Contact us for more information
Phone: +81-3-6435-5935
Email: info@tokyoorientations.com
Facebook: facebook.com/tokyoorientations
Twitter: @tkorientations
www.tokyoorientations.com“Winner of theCommitment to ExcellenceAward for 10 consecutive years”

BUSINESS

professor emeritus at Meiji University, who singled out thisLOCAL CHALLENGES
failing as being significant to the city’s overall ranking.
Mobility will be of particular concern to Tokyo, which came“For availability of skilled human resources, Tokyo ranks
in 13th globally for variety of workplace options. The number
somewhat low at 38, and this fall was due to worse scores inof coworking facilities in the city is virtually the same as
English ability,” he said. “So compared with the top cities, likein Madrid, but lags far behind Barcelona, Los Angeles, andNew York, Hong Kong and Singapore, Tokyo is somewhat low.”regional rivals Singapore and Hong Kong.
Even more worryingly, Tokyo ranked 41st in terms of work­
ROAD AHEAD
style flexibility, which falls under the study’s livability function.
This dragged it down to 12th overall in this section of the study.
In a forward-looking analysis of how the coronavirus might
The user-friendly cities of Amsterdam, Madrid, Berlin, Paris,
shape this year’s findings and final report, Michael Batty, aand Barcelona topped
professor at University
Cities may well decentralize . . . hosting
the rankings for livability,
College London, said
offering some hints as tohuman interaction and business transactions the pandemic may very
the measures that Tokyo
well reverse the centuriesthat need not be conducted face-to-face asshould adopt to make thelong trend of people andcity more appealing to its
businesses centralizing
frequently as in the past.
residents and workers.
themselves in urban areas.
Surprisingly, Japan was also relatively unimpressive inSocial distancing is “having an enormous impact on theterms of fixed broadband speeds, being left behind by Madrid,
way we behave in cities, through altered working, living, andParis, and even Bangkok.
mobility styles,” he said.
Yet another area of concern for companies and organizations
In a series of predictions, Batty suggests an increased shiftthat have operations in Tokyo is the city’s poor showing inaway from motorized transportation over shorter distances
terms of skilled human resources, including people with English
to walking and cycling, along with greater use of individual
language skills.
passenger trans­portation, meaning a car rather than public
The report’s findings were presented by Hiroo Ichikawa,buses, trains, and subway.
executive director of The Mori Memorial Foundation andWith more people working from home, there would be areconfiguration of both the home and the traditional office space.
This, in turn, would reduce the need for public transportation
and, he suggests, cut our consumption of fast food, which would
have clear public health benefits.
“Over the medium term, there may well be shifts in where
people live and work and seek entertainment,” he said. “Over the
longer term, cities may well decentralize, and their biggest
MICHAEL BATTY
Professor
centers may become higher profile and more compact, hosting
University College London
human interaction and business transactions that need not be
conducted face-to-face as frequently as in the past.” n

THE ACCJ JOURNAL n JANUARY 2021

35

BACK TOTHE OFFICE
Optimism abounds for 2021, butwhat changes must we make?
By Malcolm Foster

PHOTO: HERMAN MILLER

Now that coronavirus vaccines are soon to be rolled
out, 2021 is likely to serve as a bridge from the reclusive
pandemic lifestyle to a new normal. Workers willcontinue returning to downtown offices, but probably
not in the numbers seen before Covid-19. When they
do, their mindsets, behaviors and expectations will
have changed. And so must companies, in theirapproach to everything from space layout to sani­tation
to where work actually gets done, specialists fromseveral industries told The ACCJ Journal.
Remote working from home, satellite offices and temporary
workspaces—probably the biggest fundamental workplacechange resulting from the pandemic—are here to stay. Despite
the hardships, the coronavirus has brought flexibility to Japan’s
rigid workplace culture.
That doesn’t mean the central office is obsolete, but its function
has changed. It’s no longer essentially the only place where proper
work gets done. It will become more of a hub that meets various
practical needs and the place where corporate culture is built—aplace where employees can gather to collaborate, meet clients,
hold large meetings and, of course, do their jobs.

36

THE ACCJ JOURNAL n JANUARY 2021

“The office still has an important role. It can build corporate
culture by encouraging socialization and relationship-building,and encourage teamwork and collaboration,” said Keiko Maezawa,
marketing manager for office furniture maker Herman Miller
Japan, Ltd. “In addition, the office can support individual workfor those who can’t easily focus at home. And by distributing
work tasks across various locations, organizations don’t needhigh-density office space and can create spaces that employees
really need.”WORKPLACE

BUSINESS IMPERATIVE
Maintaining a clean work or retail space isn’t just a health con­cern, it’s a business imperative, several contributors said. Workers
who feel safe and cared for are happier and more productive. And
customers—now much more educated about, and sensitive
to, sanitation—will avoid places and businesses they view as
unsafe or unsanitary.
That’s evident in online restaurant and shop reviews, Brown
said. “People will say, ‘I walked by this restaurant and the guy
behind the counter wasn’t wearing a mask. I’m not goingin there.’”The pandemic upended the company’s 2020 marketing
plan, Brown said. Like so many other businesses, they wereforced to adjust. That flexibility will be vital in coming
months as well, he and others noted.
“The pandemic forced us to adjust our plans and focus
heavily on Covid-19 response, so I would say flexibility is the
key word that has come out from this time.”
One way that Ecolab adapted to Covid-19 was not justdelivering disin­fec­tants but also providing clear guidance forclients on how to use the products effectively in a pandemic,
REASSURANCES
and updating that infor­mation continually with the latest
Another significant change in the mindsets of employees andresearch, Brown said. “It’s not just about, “Here you go, here’s
customers alike is an enhanced expectation of cleanliness andyour bottle of disinfectant, please follow the instructions on
sanitation, said Justin Brown, marketing director for the Japanthe label.’ It’s more around, ‘This is the process, these are theinstitutional division of Ecolab G.K. The company provides
areas you need to be thinking about, this is the frequency inhygiene and sanitation solutions for a variety of industries,
which you should be cleaning,’ all those things.”
Ecolab also provided digital files with signage highlighting
including restaurants, hotels, super­markets, as well as foodand beverage factories.
sani­tation procedures and“The concept of guest“By distributing work tasks across various the disinfectant products inassurance is a big theme
use that businesses could
locations, organizations don’t need highwe’re seeing,” Brown said,
print and display. “Whatnoting that the idea can bedensity office space and can create spaces we’ve found is that notapplied to employees in an
only are customers usingthat employees really need.”
office. “How can businesses
these signs, but their guests
reassure guests who used to
are reading them,” Brown
frequent their establishments that it is safe to do so now? Even
said. Such increased signage will be a fixture in all manner ofif they are doing the right thing, if they don’t make that clear—businesses for the foreseeable future.
and do it in a manner that the public can understand—thenthat’s going to be directly tied to business results. This actually
carries over into the office, in that the company needs to reassure
their workers that they’ve taken steps to ensure safety in the
new normal.”
Such steps vary depending on the situation, but generally itmeans that companies will have to spend more time and money
maintaining an elevated level of cleanliness and sanitation in
workplaces, restaurants, and stores, including the widespreaduse of masks and hand sanitizer, as well as extra room to safely
social distance.

KEIKO MAEZAWA
Marketing manager
Herman Miller Japan, Ltd.

THE ACCJ JOURNAL n JANUARY 2021

37

WORKPLACEJUSTIN BROWN
Marketing director
Ecolab G.K.

With a jump in the number of employees working from
home, furniture maker Herman Miller saw a rise in sales
for its work chairs. “This trend is expected to continue thisyear, and we expect to see an increase in not only work
chairs, but also monitor arms and desks, so that workers
can view their monitors in a healthy posture, just likeworking in the office,” Maezawa explained.
Businesses that had to scramble to find temporary officespace during the pandemic are likely to keep that as a
viable work option, providers such as Servcorp Limited
and The Executive Centre said.

PHOTO: HERMAN MILLER

THINK ABOUT SPACE
Juggling conflicting pressures about space is another challengethat companies are facing. With more employees working
remotely for the foreseeable future, some organizations are
moving to downsize their office space. But others want to keep,change, or even expand their offices to ensure adequate room
to social distance, said Hiroteru Nin, country director for Japanat The Executive Centre, which provides premium flexible
workspaces and offices in central Tokyo and Yokohama.
“Companies aren’t really shrinking their office space somuch as adjusting,” said Nin, whose company saw a 20-percent
increase in inquiries for its workspace most months thisyear. “There’s going be a mix of remote working and alsosocial distancing in the office. It’s not going back 100 percent
to how things were pre-Covid-19, therefore flexibility is an
important element when thinking about office space.”Also, there may be a reversal in the trend toward freeseating in offices, Nin said, amid concerns that many may
avoid using shared facilities, and would prefer to be in private
offices but still have the flexibility to collaborate with others
when necessary.

THE ACCJ JOURNAL n JANUARY 2021

39Servcorp Virtual Office®

Your businessaddress could behere while you
work from home!

Work from home with a virtual officefrom ¥9,000 per month
Comprehensive support, an impressive address, and access to our workspaces when you need it.
Prestigious address forbusiness registration, mailmanagement, and more.
Up to 3 hours per day FREE
use of coworking space.
Social distancing enforced!

8F, Tri-Seven Roppongi
20F, Marunouchi Trust Tower - Main
1F, Marunouchi Yusen Building
2F & 3F, Marunouchi Nijubashi Building
28F, Shinagawa Intercity Tower A
14F, Hibiya Central Building
21F, Shiodome Shibarikyu Building
18F, Yebisu Garden Place Tower

FIRST MONTHYour phone number answered byyour receptionist, then transferred
to your home, mobile, or office.

No further obligation!

Up to 4 days per month FREE
use of a private office with a
Premium Virtual Office package.

FREE
32F, Shinjuku Nomura Building
8F, Nittochi Nishi-Shinjuku Building
11F, Aoyama Palacio Tower
27F, Shiroyama Trust Tower, Toranomon
27F, Tokyo Sankei Building, Otemachi
7F, Nihonbashi Wakamatsu Building
45F, Ikebukuro Sunshine 60
9F, Ariake Frontier Building Tower B

10F, Yokohama Hulic Minato Mirai
18F & 19F, Umeda Hilton Plaza West
7F, Shinsaibashi/Honmachi Minami Garden
9F, Edobori Center Building, Osaka
40F, Nagoya Lucent Tower
4F, Nagoya Nikko Shoken
15F, Fukuoka Tenjin Fukoku Seimei
2F, NMF Hakata Ekimae Building

Covid-19 prevention measures in effect. Common areas disinfected every four hours.

03-6269-3400

26 locations across Japan, 150+ worldwide
www.virtualoffice.co.jp

0120 8945 66

PHOTO: SERVCORP LIMITEDWORKPLACE

They have also come up with creative solutions for officeneeds amid the outbreak. Servcorp, which aims to offer custom
alternatives to long-term office leases, saw a jump in demand
from entrepreneurs and small businesses for its Virtual Offices,which give clients all the services of an office, including a
receptionist and a downtown Tokyo business address andphone number, while working remotely, said Marketing
Manager Warren Pohl.
SEISMIC SHIFTFor all the pain and hassles that coronavirus has inflicted—
causing activities to be restricted, events to be canceled, andprofits to erode in many industries—the new flexibility it hasbrought to the Japanese workplace has been a long-term positive,
contributors said. The pandemic has achieved in a matter ofmonths the sort of labor reforms that government initiatives
may have accomplished only over many years, if ever.
“The pandemic has brought about a seismic shift toward theway we work and our attitudes toward the office,” said Pohl.
“It has caused us to reimagine where and how we work.”“Companies have finally realized how antiquated and un­
healthy the traditional way of working is, and that introducing
flexibility has many benefits,” he added. “They have realizedthat employees are more productive, and that they’re techno­
logically capable of running their operations with a more flexible
approach to work than was believed in pre-Covid-19 times.”“I’ve had multiple conversations with customers who had
the digitalization of X, Y, or Z on a three-year plan that was
shortened to become a three-month plan,” said Ecolab’s Brown.
Many companies have phased out the need for hanko (personalseals) on internal company documents and proposals, and faxes
have become digitized.
And while crises can bring positive changes, they can also
wreak havoc on business results. So, after the upheaval of 2020,
there’s optimism that next year will bring economic renewal.
“We anticipate a strong recovery in 2021 of our cus­tomer
base’s businesses and, therefore, we are trying to look at thesituation in a positive light,” Brown said. “By keeping thatflexible mindset, which we adopted at the beginning of thepandemic, we’re hoping for a much brighter 2021.” n

HIROTERU NINWARREN POHLCountry director for JapanThe Executive Centre

Marketing manager
Servcorp Limited

THE ACCJ JOURNAL n JANUARY 2021

41

TOKYO WOMEN IN
VENTURE CAPITAL
New grassroots group to diversify
Japan’s investment industry
By John Amari

When Sophie Meralli looked online last summer
for a community of women in the venture capital(VC) industry in Japan, her search came up empty.
While she found industry events that had as theirfocus women in VC, there was no organization
dedicated to connecting them as professionals.

Within weeks, however, that changed. In August, Meralli
reached out to a friend, Shino Furukawa, and asked her to join
forces. The result was Tokyo Women in VC, a closed commu­
nity for women in VC- and investment-related fields inJapan, but with a focus on Tokyo.
The organization was co-founded by Meralli, an investor
at global venture capital fund Eight Roads Ventures, andFurukawa, an investor at Pola Orbis Capital, a division of
cosmetics company Pola Orbis Holdings Inc.
Through Tokyo Women in VC, Meralli and Furukawa aim
not only to facilitate networking and collaboration amongprofessional women in the industry in Japan, but to open
pipelines and remove barriers, create programs for careerdevel­opment, and connect women in the industry to peers
globally. Ultimately, their goal is to enrich diversity in the risk
capital sector, improve the success of women founders, andincrease the industry’s overall bottom line.

42

THE ACCJ JOURNAL n JANUARY 2021

Speaking to The ACCJ Journal, Meralli explained, “Thiscommunity is really about empowering women and creating
more networking opportunities for them, given the fact that
the VC world is very network- and people-driven.”
NETWORKED FOR SUCCESSTokyo Women in VC, which began as a community on social
media platform Facebook, has some 34 members and is growing.
The group has four key goals:■ Networking and community building■ Deal flow and knowledge sharing■ Career development■ Increased access to female founders and VC candidates

To tackle networking and community building, Tokyo Womenin VC will facilitate in-person and online events for women in
the industry and adjacent fields, such as investment banking
and corporate development.
As for increasing deal flow and knowledge sharing, thecommunity plans to create seminars for members focused on
specific sectors and industry trends.
Career development, meanwhile, will involve establishinga mentorship scheme, running seminars on global and local
best practices, and sharing knowledge on fund creationand management.
And to increase access for female founders and candidate
venture capitalists (VCs), the group aims to launch joint events—

ENTREPRENEUR

where founders meet investors—and raise awareness of VC
as a career option for women in other fields.

tions—have found stark gender disparities, particularly in the
VC and entrepreneurship ecosystem.

INDUSTRY SUPPORTHOMOPHILYTokyo Women in VC is off to a solid start, Meralli noted. At
In a recent online survey, Tokyo Women in VC found that thetheir launch event in Tokyo in December, several women in theparticipation of women in the industry in Japan leaves a lot to beindustry joined in person or participated remotely. Economist
desired. According to their findings, 91 percent of VCs in Japan
Kathy Matsui, who is vice chair and chief Japan strategist at
have no female partners; 59 percent of VC funds have no womenGoldman Sachs, addressed the gathering.
on their investment team; and 44 percent of funds do not have
Matsui, a champion of women in business, is in part noted
any women employees.
for the Womenomics reports she has written, starting in 1999,
Further, only 13 percent of VC employees, 10 percent of actualon the link between Japan’s gender employment gap and gross
VCs, and three percent of VC partners are women. The last number,domestic product.
in particular, is in accord with Matsui’s lament about a “dearth
Since she penned the first report, Japan’s female labor partici­
of female leaders” in corporate Japan, despite im­prove­ments on
pation rate has risen to record levels that surpass those ofother rungs of the corporate ladder.
the United States and of European countries, according to the
In part due to the anemic representation of women VCs, thenumber of female Japanese founders lags the average of their
Womenomics 5.0 report, pub­lished in 2019.
cohort in other Organisation for Economic Co-operation andThis leads one to ask if there is a need for a women-focused
Development countries.
organization for the VC“Homophily—has not only perpetuated the“Venture capital is aboutindustry in Japan. Yes,
nurturingand supporting
Meralli said.
exclusion of women in the past but continues tofounders throughout
Matsui shares ahamper the VC industry’s ability to diversify today.” their journey. So, yousimilar sentiment.
start [by creating a] trust
While describing areas
relationship with the founder. And, because of homophily, youof success in women’s participation in the workplace in Japan,
tend to do that more with people of the same gender,” Meralli said,in her 2019 report she notes areas still ripe for improvement.
speaking of the tendency for people to be drawn to others who
There’s “a dearth of female leaders, gender pay gaps, inflexible
are similar to them. “This means a female VC can have morelabor contracts, tax disincentives, insufficient caregiving capacity,
chances to fund—or is more likely, or more willing, to fund—and unconscious biases,” the report states.
women entrepreneurs.” Of course, this requires more of women
In their own research, Meralli and her group agree with theto be in decision-making positions.
report. Tokyo Women in VC—and, indeed, other organiza­­

Tokyo Women in VC launch event at Cambridge Innovation Center, Tokyo in December 2020

THE ACCJ JOURNAL n JANUARY 2021

43

Looking to reduce
your recruitment
costs by 50%?

Nothing matters more than thepeople who power your organization,
so why settle for less than exceptional?
Our recruitment process outsourcing
methodology (RPO) ensures that you
always identify the perfect candidate.
Top-tier talent is the key to making
it through this challenging time,and a strong team of high performers
has never been more important.

Find out how our ﬂexible, aﬀordable, and highly scalable RPO—tailored precisely to yourrecruitment needs—can help you save money and strengthen your footing for tomorrow.
Ready to talk solutions?
Contact info@envision-jpn.com or visit: www.envision-jpn.com
eyelashes | waxing | facials | massage | nails | spray tanning | men’s esteYour oasis in theheart of Tokyo

Our experienced therapists, organic
skincare products, and range ofdeluxe spa treatments will have you
looking your best from head to toe!

GIFT
VOUCHERSAVAILABLE!

Special for ACCJ JOURNAL readers:

FREE cuticle oil witha shellac or gel manicureOﬀer available until January 31. Conditions apply.

Elana Jade K.K.
NS Azabu-Juban Building 4F,
3-6-2 Azabu-Juban, Minato-ku, Tokyo
03-6453-9319 | salon@elanajade.com
elanajade.com

GRASSROOTS CHANGE
Homophily can be a barrier to access for women in industries,
such as the VC industry, that are majority male.
This arises in areas such as old-boy university and work
networks, social class, and even racial and gender identity,
argues Siri Chilazi, a research fellow at the Women and Public
Policy Program at the Harvard Kennedy School.
“VCs are extremely homogeneous and similar to each otherin terms of gender, race, educational background, and work
experience,” Chilazi writes in a 2019 report entitled Advancing
Gender Equality in Venture Capital: What the Evidence Says
about the Current State of the Industry and How to Promote
More Gender Diversity, Equality, and Inclusion.
“This demographic uniformity resulting from a common
human tendency of individuals to associate and bond withsimilar others—homophily—has not only perpetuated theexclusion of women in the past but continues to hamper the
VC industry’s ability to diversify today.”If, as the research suggests, homophily is a primary factor
in the under-representation of women in the VC world andthe underperformance of women founders—in the UnitedStates as in Japan, for instance—then groups such as Tokyo
Women in VC are well placed to begin tackling it.
Indeed, the community was, in part, inspired by similarorganizations in the United States, such as Breaking 7%, aBoston-based women-in-VC group, and All Raise, a non-profit
in San Francisco that aims to accelerate the success of female
investors and founders.
Tokyo Women in VC also works closely with Global Womenin VC, a community of some 2,500 industry professionals fromaround the world connected through the workplace commu­
nications platform Slack. Meralli and Furukawa manage theTokyo channel on the app.

ENTREPRENEUR

Commencement ceremony on the MIT Cambridge campus in June 2018

FINDING YES
Before relocating to Japan in 2020 and co-founding Tokyo
Women in VC, Meralli worked at venture capital firm Innospark
Ventures in Boston. As their first employee, she sourced andinvested in several early-stage artificial intelligence startups
in a variety of industries.
A French national, Meralli is a certified public accountant whobegan her career at professional services multinational Ernst &Young, with stints at the company’s Paris and Tokyo offices.
She also holds a master’s degrees in business administrationfrom the MIT Sloan School of Management, and science inaccounting and finance from the London School of Economics
and Political Science, and a bachelor of arts from Paris Dauphine
University. Which begs the question: What makes for a good
venture capitalist?
“That’s actually a great question. Because there’s no rightbackground. I know many VCs who previously worked in astartup, investment bank, consulting, or even as a lawyer—it
doesn’t really matter.
“But I think that the most important thing is intellectual
curiosity. Because you’re going to assess things that you don’tknow about. So, being able to dig deeper is surely a skill. But if
you don’t have that passion or that curiosity to, let’s say, learn
about organs-on-a-chip (OOCs), and to read tons of papers
about it, then you won’t be able to enjoy it that much.”
Meralli is referring to a time when she worked on adeal involving a company that was developing complex invitro models such as OOCs—a cell-culture technology, or
artificial organ, that mimics the phenotypic and molecularfunctions of actual organs. The technology is used in drug
discovery research.
Is there more, beyond intellectual curiosity, required tobeing a good VC? There is. As Meralli explained: “The otherpart is communication and people skills. VCs develop strong
relationships with entrepreneurs to support them in theirjourney. Many aspects of communication, such as transparency,man­aging expectation, listening, and conveying feedback, arevery important to develop long-term trust.”
People skills are also important as VCs meet new en­tre­
preneurs and peers on a daily basis.
When meeting an entrepreneur, a good venture capitalist
needs to be able to analyze information in real time,” sheadded. “Every interaction with an entrepreneur is precious,and it’s important to understand their business, ask the rightquestions, and convey feedback to have productive discussions
on both ends.” nAI startups and investors networking event in Boston in 2019

THE ACCJ JOURNAL n JANUARY 2021

45

HIGH
MARKS
TUJ Continuing Education harnesses industry
links to develop Tokyo’s professional communityO

ne thing the pandemic has made clear is that we can’ttake anything for granted. Companies have had to rapidly
adjust their business models, and employees—from executives
on down—have had to build new skills. Now is the ideal time
to sharpen existing competencies and develop new ones, andthere may be no better choice for doing so than the Continuing
Education program at Temple University, Japan Campus (TUJ).
The parent institution of TUJ, Temple University, was foundedin Philadelphia in 1884. From the beginning, an emphasis wasplaced on educating both traditional college students and those
who might be pursuing higher education later in life. Temple
came to Japan almost 40 years ago, during a time when many
US universities were setting up campuses in the country. Whilenearly all those eventually closed their campuses, TUJ has
continued to go strong and is now the oldest and largest foreign
university in Japan. It is also the only of its kind recognized by the
Ministry of Education, Culture, Sports, Science and Technology
as a full degree-granting institution, which is due, in part, to theuniversity’s dedicated efforts to integrate into its host country.

DEEP TIESTUJ maintains very close connections with the main campus
in Philadelphia, but, over its time in Japan, it has evolved into
something of a hybrid, local–foreign institution that draws on
the strengths of both sides. As Dr. Justin Sanders, director of
the Continuing Education program explained, this long history
allows the university to develop and maintain a wealth ofconnections. “Members of our community have deep ties withlocal institutions, such as Tokyo American Club, the American
Chamber of Commerce in Japan, Showa Women’s University,and the Japan Student Services Organization,” he said.

“As a university with a strong business focus, we also havevery strong links to the business community through ourinternship programs, Continuing Education program, andCorporate Education. In Continuing Education, for example,
many of our instructors run their own businesses in Tokyo anda number of organizations utilize our courses for employee
development. I think this is because we are able to provide atruly international perspective while still being intimately familiar
with local contexts.”
In addition to running their own businesses, TUJ’s instructors
come from a wide range of backgrounds—included among theuniversity’s staff are practicing lawyers, chartered accountants,
and executive coaches.
Ed Thompson, a marketing instructor at TUJ who also runs
his own agency, explained that companies and employees
can benefit from the diverse backgrounds of the instructors
and the variety of courses. “Let’s say that a key person on yourteam, such as a project manager, excels in their current role but
would benefit from improving their perspective on marketingor understanding of finance. Through individual courses andcertificate programs offered in TUJ’s Continuing Education
program, it’s possible for managers and HR departments todevelop a solid path for their staff’s professional development.”

DIVERSE OFFERINGSThe Covid-19 pandemic has accelerated the introduction
and development of online offerings, making many of the
program’s courses accessible from anywhere; however, theuniversity will maintain its commitment to in-person teachingat its new campus in Sangenjaya, in Tokyo’s Setagaya Ward. In
fact, Sanders credits the new campus with helping to createa strong sense of community and new opportunities forcollaboration at the university. It also has some of the trappingsthat you’d expect of a university back in the United States,
such as a private green space, comfortable lounges, and awell-stocked library with one of the largest English-language
volume collections in the country.
Nonetheless, TUJ will maintain flexibility in their offerings as
they go forward. Thanks to a recently formed partnership with
one of the United States’ leading providers of online educationand professional development, TUJ will expand into newprogram areas—such as Six Sigma, operations management,
and sustainable management—and provide everything fromreal-time, face-to-face classes to fully online, self-paced courses.

SPONSORED CONTENT

Every year, TUJ develops and introduces about 20 new courses
and workshops. Sanders explained that these run a wide gamut
and are created in response to student interests and changes inbusiness practices: “Basic translation courses were popular, so
we developed a new certificate program which better covered
the foundational skills but had electives that explored nicheareas. Agile is gaining traction over traditional waterfall project
management, so we introduced new courses to reflect thosechanges in the industry. And when schools and universities
went online, we added a course infacilitating online learning to help
support educators in our community.”
The university has also recently
partnered with Amazon Web Services(AWS) Academy, which makes themthe only institution in Japan to offer
certified AWS Academy training in English. Sanders added that
this makes TUJ a great resource for their corporate partners thatare seeking to develop internal cloud computing capacity. In
addition, through their Corporate Education program, TUJ canoffer customized, long-term training for organizations, which
gives individuals and businesses a full range of educational
options from which to choose.

corporate partnership initiative. “Either for internal training
needs or as an employee benefit, all members of partnerorganizations get a discount on course tuition and the entrance
fee is waived. This has been great for attracting students froma lot of diverse industries,” he said.
“As an adult education program, diversity in the classroom andthe different perspectives and experience the participants bringis extremely important to support discussion and learning. It’s
also been very helpful for us to have active partners that pro­vide feedback on their development
needs. This gives us better insight
into the latest industry trends so weknow what programming to developthat would bring the most value.”
And TUJ is agile enough to respondto meet these needs. As a non-degree
program, Continuing Education can quickly develop new
courses to meet the needs of local industry partners.

Another link between thebusiness community and TUJ is
the Friend of TUJ program, theircorporate partnership initiative.

INDUSTRY PARTNERSHIP
Sanders explained that another link between the business
community and TUJ is the Friend of TUJ program, their

SUCCESS STORIESAn example of how the TUJ Continuing Education experience
helps develop real-world skills is Sravanthi Dakoji, who has
been using the program to pivot to a new career after relo­cating to Japan. She said: “I wanted to fill in the gaps in myunderstanding of running and managing a business at a larger
scale. Obtaining a certificate in project management at TUJ
has given me the know-how and confidence needed to explore
different career opportunities.”
And as Mete Yazici’s story shows, one never knows where theeducational journey can lead. Ten years ago, while preparing forthe next step in his personal development, he took classes at
TUJ. Now, in addition to holding a master’s degree in businessadministration, Yazici is working towards a doctor of psychology
degree and runs his own executive coaching business. He
also serves as a TUJ instructor. As he put it: “TUJ Continuing
Education is an ideal choice for bilingual professionals who
would like to develop their leadership and communication
skills in an American-style campus in downtown Tokyo. The
experience provides inspiration, intellectual challenge, andpractical skills.” nLearn more: www.tuj.ac.jp/cont-ed/index.html
Mete Yazici with fellow TUJ instructor Sarajean Rossitto

PRESCHOOL–GRADE 12
ADMISSIONS OPENAPPLY TODAY:
WWW.HORIZON.AC.JP
25 MINUTES FROM TOKYO—IN THE HEART OF YOKOHAMAMINISTRY OF LAND, INFRASTRUCTURE,
TRANSPORT AND TOURISM

AIRLINES MULL GOVTHELP IN FACE OF COVID-19
Due to the coronavirus pandemic, Japan’s
two major air carriers—All Nippon Airways
Co., Ltd. (ANA) and Japan Airlines, Co., Ltd.
(JAL)—have projected unprecedented losses forthe fiscal year ending March 2021, and attention
has focused on the strengthening of aid by
the Ministry of Land, Infrastructure, Transport
and Tourism (MLIT) in their support.
Around the world, a growing number ofairlines facing insolvency have received infu­
sions of capital. With the decline in demandon international routes expected to continue,
concern has been raised over the condition ofJapan’s carriers. But the prospects of increasing
aid—both from the perspective of the airlines
and the ministry—remains vague.
One reason why the airlines are reluctant toreceive capital infusion from the governmentis that the carriers fear this would give MLIT agreater say in their operations. Such increased
involvement would threaten their independence
as private-sector companies.
History provides some direction. Ten years
ago, JAL had to be rescued from insolvency.
The company was able to write off debts andreceived preferential tax treatment. ANA,
however, expanded its international networkand surpassed JAL, effectively making it Japan’snational flag carrier. This may be why JAL
management has been emphasizing that thecompany should emerge from the pandemic
under its own power.
Meanwhile, MLIT has shown reluctanceto intervene directly with infusions of capitalor other assistance. The ministry insists that,compared with US carriers, ANA and JAL“still have power and are making strong
efforts under these trying circumstances.”
Some forms of assistance are already being
provided. These include worker subsidies aswell as reduction or elimination of landing
and takeoff fees.
The government has also supported the Go
To Travel program as a means of recovering
demand on domestic routes, and October saw
an upsurge in departures from Tokyo.

J-MEDIA

DIET DAILIESJapan policy updates translated
from Keizaikai magazine

Still, revenue from domestic flights andcost-cutting measures can only go so far if
the zero-demand situation on internationalroutes, which contribute to nearly half the
major carriers’ incomes, drags on. The govern­­ment and carriers should collaborate closely
to seek out new measures for assistance
while ensuring that ANA and JAL can main­
tain their managerial independence andcompetitive environment.

MINISTRY OF ECONOMY,TRADE AND INDUSTRYCAN ZERO-CARBON TARGETS
BE MET WITHOUT NUCLEAR?
At an October 26 policy speech, Prime Minister
Yoshihide Suga mentioned the target of reduc­ing greenhouse-gas emissions to net zero by
2050. The Ministry of Economy, Trade andIndustry (METI) is expected to pursue thisgoal through expanded adoption of renewableenergy sources, such as solar.
But industry experts have been expressing
reservations over renewable energy, not onlyin terms of expansion and stability but also
over the prospects of user rate increases.
METI, in its focus on renewables, has been
supporting such technical innovations as theuse of hydrogen and ammonia, which do notemit carbon dioxide during combustion. The
ministry has been pursuing policies that aim
to reduce the use of inefficient coal-fired
generators and promote development of
next-genera­tion technology.
A key issue will be how to position nuclear
power. Even in terms of covering the higher
costs of renewable energy, nuclear is said to be
an important source that doesn’t generate CO2.
Countries that have committed to dropping
nuclear power are able to cover their needs
by obtaining electricity from neighbors whoshare a border and have surpluses, but Japanlacks this option. If greenhouse gas emissions
are to be eliminated, Japan will need to lookahead to nuclear power generation.
METI’s guidelines for mid- to long-term
energy policies have been outlined in its
Basic Energy Plan. The current plan aims torely on nuclear power for 20–22 percent ofneeds. Nine nuclear reactors have resumed
operation since the catastrophic accident
at the Fukushima Daiichi nuclear power plantin March 2011. To achieve the targeted level,
30 reactors will need to be brought back online.
This will be exceedingly difficult considering
opposition from nearby communities, notto mention concerns over nuclear power
among the population at large. The Komeito
party, which is part of the present coalition
government, has also taken a strong antinuclear stance, further complicating matters
for METI head Hiroshi Kajiyama. n

THE ACCJ JOURNAL n JANUARY 2021

49

The ACCJ thanks its

Corporate Sustaining Member companies
Their extensive participation provides a cornerstone in the chamber’s efforts
to promote a better business climate in Japan. Information as of December 24, 2020.

PRESIDENT‘S
CIRCLE

3M Japan Limited

Facebook Japan

Morgan, Lewis, & Bockius LLP

Abbott Laboratories/
Abbott Japan Co., Ltd.

Federal Express Japan G.K.

Morgan Stanley Japan Holdings Co., Ltd.

Freshfields Bruckhaus Deringer Tokyo

MSD K.K.

GE Japan Inc.

Naigai Industries, Inc.

AbbVieAdobe KK
Aflac
AIG Companies in Japan
Amazon Japan G.K.
Amway Japan G.K.
AstraZeneca K.K.
Bank of America
Bayer Yakuhin, Ltd.
Bloomberg L.P.
Boeing Japan K.K.
Bristol-Myers Squibb K.K.
Brookfield Asset Management
Caterpillar

50Gensler and Associates/International, Ltd.
Gilead Sciences K.K.
Goldman Sachs Japan Co., Ltd.
GR Japan K.K.
Hard Rock Japan LLC
HiltonIBM Japan, Ltd.
IHG ANA Hotels Group JapanIntel K.K.

Nippon Boehringer Ingelheim Co., Ltd.
Northrop Grumman Japan
Oak Lawn Marketing, Inc.
Pattern Energy Group Inc.
Pfizer Japan Inc.
Procter & Gamble Japan K.K.
Prudential Financial, Inc.
PwC Japan

IQVIA

Qualcomm Japan LLC

Johnson & Johnson
Family of Companies

Randstad K.K.

KPMG

Relansa, Inc.
Robert Walters Japan K.K.

Chevron International Gas Inc.
Japan Branch

Kraft Heinz Japan

Citigroup

Lenovo Japan Ltd.

Coca-Cola (Japan) Co., Ltd.

Lockheed Martin

Corning

Mastercard Japan K.K.

Cummins Japan Ltd.

McGill Japan

Deloitte Touche Tohmatsu LLC

McKinsey & Company, Inc. Japan

Delta Air Lines, Inc.

MetLife

Deutsche Bank GroupMGA Japan K.K.

The Walt Disney Company (Japan) Ltd.

Discovery Japan, Inc.

MGM Resorts Japan LLC

Western Digital Japanen world Japan

Microsoft Japan Co., Ltd.

White & Case LLP

EY Japan

Mitsuuroko Group Holdings Co., Ltd.

Zimmer Biomet G.K.

THE ACCJ JOURNAL n JANUARY 2021

salesforce.com Co., Ltd.
Squire Patton Boggs
State Street
Uber Japan Co., Ltd.
Visa Worldwide (Japan) Co., Ltd.
Walmart Japan/Seiyu

QUALIFY FOR A NONEXECUTIVE CAREER
Available 100% online

The Financial Times Non-Executive Director Diploma
Cohort 16: 16th March 2021 | Asia
Develop the skills and knowledge to secure non-executive
positions and succeed in them.
The Financial Times Non-Executive Director Diploma is afully-accredited postgraduate qualification that will
improve your board effectiveness and contribution.
Available in Hong Kong, London and 100%
online, the 6-month course covers the whole
range of skills and knowledge needed forany non-executive role and is delivered
through a combination of face-toface and online learning.
bdp.ft.com
ftnedasiainfo@ft.com+852 2905 5506

Time for an upgradeTime for MORI LIVING
An English-speaking concierge who helps you
book a table at one of Tokyo’s hottest restaurants.
Starting the day off with a delicious, freshly madebreakfast. On-site gym facilities that let you keep
fit around the clock. With MORI LIVING’s serviced
apartments, there’s no reason to settle for less.

www.moriliving.com
ジャーナル
二〇二一年一月一日発行
定価八百円（本体七二七円） ISSN
0002-7847