JOURNAL
THE AMERICAN CHAMBER OF COMMERCE IN JAPAN

Volume 59 • Winter 2022/23 • ¥1,000

THE VOICE OF GLOBAL BUSINESS IN JAPAN(Re)Openfor Business
Advocacy, innovation, and cooperation mark Japan’s journey to 2023

PLUS

Leaders and Volunteers of the Year
Charity Ball returns in person
Healthcare x Digital
Ten Japan surprises for 2023
Regional moves and economic security





1912

1963

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5

PUBLISHER

7

Out on the Town
Once Again

Live sports and in-person gatherings
bring back a sense of normalcy

PRESIDENTOm Prakash
Northrop Grumman Japan
TREASURER

8

Steve Briggs
Kraft Heinz JapanCHARITY BALL

Windsof Change

Committee
Matters

Together we can harness the energy of2022 and advance ACCJ advocacy
10First in-person Charity Ball in three
years brings the ACCJ together

VICE PRESIDENTSPRESIDENTPHOTOS

Activities
Engage!

A visual look at the chamber’s return tomore in-person events and meetings

Douglas Hymas SignTime K.K.
Jiro Kawakami (Kansai) MGM Resorts Japan LLC
Mari Matthews The Bank of New York Mellon Trust (Japan), Ltd.
Victor Osumi Delta Air Lines, Inc.
Robert W. Roche (Chubu) Oak Lawn Marketing, Inc.
Yoshitaka Sugihara Netflix G.K.
William J. Swinton Temple University, Japan Campus
GOVERNORS

Meghan Barstow Edelman Japan
Andrew J. Conrad Aflac
John W. Carlson III Novartis
Nuala Anne Connolly AIG Japan Holdings K.K.
Izumi Hamada Johnson & Johnson Family of Companies
Mark Hosang (Chubu) Randstad K.K.
Mitsuhiko Ida Microsoft Japan Co., Ltd.
Hans George Klemm Pharmaceutical Research andManufacturers of America (PhRMA)
Anna Maruyama IBM Japan, Ltd.
James Miller Amazon Web Services Japan G.K.
Frank Packard Eight Peaks Partners /// EPP CapitalDavid Richards Morgan Stanley MUFG Securities Co., Ltd.
William Shaffer Boeing Japan K.K.
Simone Thomsen (Kansai) Eli Lilly Japan K.K.
ACCJ EXECUTIVE STAFF

Laura Younger
Executive Director

22(Re)Open for Business

THE ACCJ JOURNAL

Christopher Bryan Jones

Japan’s long journey to open borders andwhat lies ahead for business and education

Publisher and Editor-in-Chief
To advertise or subscribe: comms@accj.or.jp
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 n www.accj.or.jp

12

HONORS

2022 Leaders andVolunteers of the Year

14

The ACCJ recognizes exceptional contributions from across its three chapters
18

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 other nations’ business organizations.
Disclaimer: The ACCJ will not accept liability for any damages caused by thecontents of The ACCJ Journal, including, but not limited to, any omissions, errors,
facts, or false statements. Opinions or advice expressed in the The ACCJ Journal
are not necessarily those of the ACCJ.

ECONOMYJapan
Surprises 2023
TRAVEL

Perfect
Powder

HealthyIdeas

Innovators empower elderly patients at
ACCJ Healthcare x Digital Ideathon
28

Jesper Koll shares 10 twists that could makefor an interesting Year of the Rabbit
31

HEALTHCARE

33

A luxurious winter escape from Tokyo is justa few hours away in Hakuba

SECURITY

Stronger
Together

The ACCJ promotes US, Japan, and regional
collaboration for economic security
CULTURE

Yonezawa
Artistry

Local textiles reflect a passion to create anddetermination to preserve

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PUBLISHER

Out on the Town
Once Again

5

Live sports and in-person gatherings bring back a sense of normalcyT

he scoreboard in Aoyama Gakuin
Memorial Hall read 95–94 with 0.5
seconds remaining. The visitors
had the lead. After a hard-fought game, it
seemed that the Sun Rockers Shibuya ofJapan’s pro basketball B.League would falla point short. The crowd cheered and thenheld its collective breath as a quick pass anda long three-point shot whooshed throughthe net and sent the Ibaraki Robots homewith a 97–95 loss.
It was an exciting way to spend a Sunday
in late November, and a reminder to me
that life was starting to return to normal.
Having spent most of the past three years

Chicago-themed bash. It’s clear from thephotos (page 9) that all who attended had ablast, including US Ambassador to Japan
Rahm Emanuel, a Chicago native.
January brings us the ACCJ Shinnenkai
at the Imperial Hotel for the first time since2020. I remember that last gathering on
January 29 and the energy that filled theroom as we did not yet know of the pandemic that would soon come. It will be wonderful to properly kick off a new year together
once again! The Kansai chapter will hosttheir Shinnenkai in person for the first timein three years as well.

C Bryan Jones
Publisher andeditor-in-chief
cjones@accj.or.jp

Having spent most of the past
three years in my countrysidestudio, peering through a screen… it was refreshing to take in agame in person.

Photo: C Bryan Jones

in my countryside studio, peering througha screen to talk to friends and colleagues—
and to watch sports—it was refreshing totake in a game in person.
It was also a chance for me to meet oneof our new American Chamber of Commerce in Japan (ACCJ) company members,
Sunrockers, Ltd., who joined the chamber in
September. They provided courtside seatsas part of the ACCJ’s Member to Member
Offers and put us so close to the action that I
even caught a stray ball!
Chamber events have also added to the
feeling of normality. The ACCJ Charity
Ball returned to its in-person format at the
Hilton Tokyo in Shinjuku, where the Charity
Ball Committee put together a spectacular

And perhaps the biggest sign that we’regetting back to normal is the number ofpeople traveling again, in and out of Japan,
heading home to see loved ones, and arriving to do business. It took a long timeand a lot of effort to get to the point where
Japan’s borders reopened, but the benefits
are already being felt. We look back at thatjourney, and to the path ahead, in our coverstory starting on page 22. Here’s to a happy,
prosperous, and healthy 2023! n

Listen to this story
journal.accj.or.jp/podcast

THE ACCJ JOURNAL • WINTER 2022/23

THE AMERICAN CHAMBER
OF COMMERCE IN JAPANTHANKS OUR PRESIDENT'S
CIRCLE MEMBERS FOR THEIRONGOING SUPPORTPRESIDENT

By Om PrakashCommittee Matters
Together we can harness the energy of 2022 and advance ACCJ advocacy

Looking back at 2022, it was a yearof great progress for the American
Chamber of Commerce in Japan(ACCJ). I was honored to represent you aspresident and am humbled to have been reelected for a second term. This year, I look forward to building on our progress, harnessing
the energy of our members and leaders who
so generously share their time and expertise.
At the heart of all we do are committees.
They are the lifeblood of the ACCJ. As I
began my first term, I met with each committee leader. That was time well spent, as I
learned where the action happens and saw
firsthand where our energy emerges.

At the heart of all we do arecommittees. They are thelifeblood of the ACCJ.
I learned your challenges. It was also agood reminder that all of us who serve on the
Board of Governors must represent all members as our primary mission. What betterway to do so than to have firsthand contact
with the committee leaders? That is why weestablished the committee liaison program.

One ACCJ
The Board of Governors also took to heartbuilding bonds of friendship across the entire
chamber. Our board meetings have typically
been in Tokyo, but the Chubu and Kansai
chapters are key parts of the chamber andwhere a lot of critical business activity occurs.
To strengthen our One ACCJ family, this year
we also held meetings in Nagoya and Kobe.
As a board, we focused on transparency—transparency into what we discussed atboard meetings and how decisions are made.
To that end, I’ve enjoyed delivering video up­
dates immediately after each meeting.

We also made changes to the Constitution toallow members easier access to the minutes.

Government Engagement
Our advocacy efforts with US and Japanese
government officials often result in thegreatest value the chamber brings to all its
members. Unfortunately, the pandemic
forced these interactions to become virtual.
Resuming and reinvigorating these engagements in person was another highlight of2022. We had more than 85 meetings with
the Government of Japan, including a Diet
Doorknock. We also took a delegation to
Washington in June for our critical DC
Doorknock after a two-year hiatus. It madequite a difference to have eye-to-eye contact
and person-to-person conversations.
It was an honor to be in the room with
US President Joe Biden and Japanese Prime
Minister Fumio Kishida for the launch of the
Indo-Pacific Economic Framework (IPEF) on
May 23, but more importantly it highlights
what an important voice of US business we
represent to Japan and the United States.

Om Prakash
ACCJ president

Looking Ahead
There are big events on the horizon, withJapan hosting the G7 Summit in May. The
ongoing rollout of IPEF and the continued
focus on economic security will also be frontand center this year. I look forward to an exciting year ahead as we continue to build connections, engage with government, and help
US businesses thrive. I encourage everyone
to harness the energy we built up in 2022 andtake the ACCJ to new heights in 2023.
On a personal note, one of the best partsof 2022 was getting out there and meeting allof you in person at our networking forums,at the Charity Ball and Champagne Ball, andat our numerous other in person gatherings.
I look forward to building more mutual energy with each of you in the coming year! n

Listen to this story
journal.accj.or.jp/podcast

THE ACCJ JOURNAL • WINTER 2022/23

7

CHARITY BALL

By the ACCJ Charity Ball Committee

Winds of Change

8First in-person Charity Ball since 2019 brings the ACCJ together

A
Barbara Hancock
Chair

Lori Hewlett
Vice-chairfter two years in virtual space,one of the largest annual events
held by the American Chamber ofCommerce in Japan (ACCJ) returned to its
traditional in-person format on December 3,
when chamber members and guests gathered at the Hilton Tokyo in Shinjuku for
Chicago: An Evening in the Windy City.
The first live Charity Ball since 2019
kept some virtual aspects of the pandemic
galas to give the whole chamber community—across the Tokyo, Chubu, and Kansai
chapters—the opportunity to participate.
The goal was to raise funds for charity
while also bringing one of the ACCJ’s mostimportant social events back to life, and theevening was a roaring success thanks to agreat venue; spectacular entertainment, in-spired food, wine, and spirits; and a special
guest: Chicago’s own Rahm Emanuel, US
ambassador to Japan.
The Charity Ball Committee, with thehelp of the amazing ACCJ staff, worked
together to make this event happen. But itwould not have been possible without the
support of our generous sponsors, all those
who attended, and the many people who
participated online in our raffle and auction.
With everyone’s support, we raised ¥4.5
million for charities, making a big differencein our ability to help those in need.
The Charity Ball Committee cannot
thank our sponsors and the ACCJ community enough for making the event a success.
We are grateful to each and every person involved, and extend a huge thank you to all! n

President’s Circle Sponsors

Kevin Naylor
Vice-chair

Platinum Sponsor
Thomson Reuters

Gold Sponsor
Boeing Japan K.K.

Bronze Sponsors
AIG Companies in Japan
Coca-Cola (Japan) Co., Ltd.
Prudential Financial, Inc.

Mercury Sponsors
Morgan, Lewis, & Bockius LLP
American Automobiles SpaceNRK Sogo Kikaku Co. Ltd.

Prize Sponsors

Ryan Watson
Vice-chair

Diamond
Air Canada
Aquasense Hotel & Resort
Delta Air Lines
Double Bounce Productions Inc.
Fufu Hakone
Herman Miller Japan, Ltd.
KOA Production Inc.
Marriott International, Inc.
MediaSense K.K.
MnK Niseko
United Airlines, Inc.
Vega Project K.K.
Ruby
Andaz Tokyo Toranomon Hills
Grand Hyatt Tokyo
Hakuba Hotel Group

Listen to this story
journal.accj.or.jp/podcast

Sapphire
Amway Japan G.K.

THE ACCJ JOURNAL • WINTER 2022/23

Dhillon Marty Inc.
ELC Japan K.K. (Estée Lauder)
Mondelēz Japan Ltd.
Park Hyatt Tokyo
Shop Japan
Sunrockers, Ltd.
Tokyo American Club
Emerald
All Nippon Airways Co., Ltd.
ANA InterContinental Tokyo
Antenna America
Asian Tigers Mobility
Big Picture International, K.K.
Bistro Vino Cellars
Conrad Tokyo
DevilCraft
Eastern Carpets
Elana Jade
Enplus Inc.
Food-eGodiva Japan Inc.
Hafele Japan K.K.
HARIBO Japan
Hilton Tokyo
Hilton Tokyo Bay
Hotel Indigo Inuyama Urakuen Garden
Hotel Indigo Karuizawa
Hyatt Regencv Kyoto
Jupiter International Corporation
M. ISHII & SONSNorthrop Grumman Japan
Palmer House
pearls.jp
Riedel Japan
Sazerac Japan
Simon Dalby Art
The Strings by InterContinental Tokyo
Temple University Japan Campus
Tsingtao Brewery
Yellow Toes Art Gallery
YouMeWe

Photo of Ambassador Emanuel: US Embassy, Tokyo • All other photos: Media Sense K.K.

9

THE ACCJ JOURNAL • WINTER 2022/23

EVENTS

10

1

2

3

4

Photo: Andy Boone5
1. Jesper Koll, Dave McCaughan, William Hall, andmoderator Patrick Newell led a fun and informative
session in the latest installment of their Now
You Know Your... series on November 14 at Tokyo
American Club, this time focused on economic,
social, and cultural issues starting with V, W, and X.

3. Special Representative Dilawar Syed met with the
ACCJ Task Force on Innovation Leadership, Digital
Transformation Committee, and connectFree CEO
Kristopher Tate on November 9 to discuss startups
and entrepreneurship in Japan as well as US–Japan
collaboration in the space.

2. On November 15, the ACCJ Sales Support Alliance
returned for its first hybrid meeting in more than
two years, a speed networking format designed tofoster new introductions and share sales leads.

4. The ACCJ-Kansai Community Service Committee
and Osaka YMCA International School (OYIS) held
their Healthy Urban Gardening (HUG) workshop on
November 27 at OYIS.

THE ACCJ JOURNAL • WINTER 2022/23

11

6

7

8

9
5. The ACCJ Board of Governors gathered for theirNovember meeting in Nagoya on November 18 prior
to the ACCJ/TJCS Champagne Ball.

Weinstein spoke on December 9 about the impact of
the US midterm results on the Indo-Pacific region.

8. The ACCJ Women in Business Committee hosted a
6. The ACCJ met with Gunma Prefecture Governor
lunch on November 9 at the Smachnogo restaurant in
Ichita Yamamoto on October 26 to discuss Gunma’s
Nishi-Shinbashi, where Ukrainian refugees work andregional revitalization through FDI as well as theserve Ukrainian cuisine.
prefecture’s regional diplomacy initiatives.
9. On October 14, 90 players from the ACCJ, CCCJ, andEBC competed in the 18th Annual Mercedes-Benz –7. Brunswick Group Senior Advisor and Hudson
Thomson Reuters Golf Cup, the first since 2019!
Institute Distinguished Fellow Dr. Kenneth

THE ACCJ JOURNAL • WINTER 2022/23

HONORS

12

Leading the Way

The ACCJ recognizes exceptional contributions from across its three chaptersE

ach year, the American
Chamber of Commerce inJapan (ACCJ) honors members who have shown extraordinary dedication. On December 20,
recipients were recognized inperson for the first time since 2019at a special Leadership Forum
networking event, chaired by ACCJ
Governor John W. Carlson III, at
The Tokyo Edition, Toranomon.
“ACCJ leaders set the bar high,but are incredibly generous about

Leaders of the Year
Anne Smith
Dual roles led to Leader of theYear honors for Anne Smith,whose tireless work as vice-chairof both the Government Relationsand Healthcare Committees has
elevated the ACCJ’s relationships
with US and Japanese government
partners. She is the face of theGovernment Relations Committee,
setting meeting agendas andrunning committee-hosted
events, and she spearheaded several defining eventsof the year, including thewelcome luncheon with
US Ambassador to Japan Rahm
Emanuel, attended by more than
160 members and guests. And herwork with the Healthcare Committee resulted in meetings with
top-level government and industry
leaders. Smith’s passionate dedication serves as an inspiration toothers and the ACCJ is grateful forher impactful contributions to thechamber’s position as the voice for
global business in Japan.

THE ACCJ JOURNAL • WINTER 2022/23

sharing their knowledge andexperience, and I have benefited
so much from being a part of thiscommunity,” Leader of the Year
Anne Smith told The ACCJ Journal. “To be recognized and to havemy name officially added to thehistory of the ACCJ in this way is a
career highlight.”
Steven Brown, who created theTen Points on Business DinnerSeries, said being named Leaderof the Year for Chubu was “a greathonor and quite a surprise.” He
added that the most challenging

Akimasa Kataoka (Kansai)
Recognized for his superb leadership as co-chair of the Kansai
Membership Relations Committee(MRC), Akimasa Kataoka revitalized the MRC and was a driving
force behind the committee’s firstin-person event in more than two
years. Thanks to his efforts, thecommittee now has a growing
membership base and many new
events underway,
including a young
professionals mentorship program.
Kataoka’s energy
and commitment have created
new opportunities for members toparticipate and get involved in the
Kansai Chapter.

part of the year was overcoming
the long hiatus from in-person
events forced upon the chamber
by Covid-19. “In truth, I was a bit
nervous about whether the presentations would be a success, but
the speakers have been excellent—both entertaining and informative.”
Kansai Volunteer of the Year
Naomi Iwasaki said the award was“like receiving a Christmas present. But I know I am receiving thisrepresenting the D&I Committee.
Without their love and support,
I would not be here today.”

Steve Brown (Chubu)
As a founding member of the
Chubu Independent BusinessCommittee (IBC), Steve Brown
served as the committee’s first chair.
He returned to IBC
leadership this year,
determined to reinvigorate the Chubu Chapter, andprovided exceptional leadership asco-chair. He conceived of the Ten
Points on Business Dinner Series,in which experienced businessleaders shared key insights that
led them to success and mistakesthat have proved educational.
Brown’s enthusiasm and tirelessefforts made these monthly events
a tremendous success, reengaging members and reestablishing
the solid foundation of the Chubu
community, and he continues toinspire leaders in the Chubu Chapter and throughout the chamber.

Taking on the emcee role at the
D&I Summit and Leadership Series“was exciting and challenging,”
she explained.
The ACCJ also honored Ritchell
Madikaegbu with a Special Recognition Award for her work as liaison from the US Embassy, Tokyo.
Her valuable updates on women’s
empowerment and leadership development initiatives—along withspearheading opportunities toconnect and share best practices
with other organizations supporting the committee’s shared goals—
made a big difference in 2022.
“I am truly happy about the honor,
and it is a reminder of the importance of the US Embassy–ACCJ
partnership,” she said. “I look forward to doing my part to advanceUS Embassy and ACCJ priorities inJapan in 2023.” nVolunteers of the Year
Takako Onoki
Contributing endless energy andexpertise to the Competition Policy
Committee, Takako Onoki has
made invaluable contributions,proactively organizing new speaker
events and coordinating advocacy
initiatives. She swiftly marshals
the committee’s views on publiccomment opportunities toensure that the ACCJ
has a strong voice on
key industry issues. As
the committee’s mostactive member for several
years, Onoki is an integral part ofthe committee’s leadership. The
chamber is grateful for her passion
and continued dedication.

13

From left: ACCJ Vice President Victor Osumi, Rafael Dantas, Governor Andrew Conrad,Anne Smith, President Om Prakash, Ritchell Madikaegbu, Governor John W. Carlson III,
Akimasa Kataoka, and Governor Frank Packard

Naomi Iwasaki (Kansai)
It is for her proactive and enthusiastic support of the Kansai
Diversity and Inclusion Committeethat Naomi Iwasaki was named
Volunteer of the Year. She wascritical to the success of the D&I
Summit Series, where she managed the Day 2 networking session
and served as emcee on Day 3. She
also collaborated directly withcommittee leaders and the speakerfor one of the popular Leadership
Series speaker sessions. Iwasaki
provides an important perspective during committee meetingsand is an indispensable asset toleaders and members alike. Her
inclusive workstyle encourages
others to further participate in realizing
the committee’s goals
and inspires inclusive
business practices.

Rafael Dantas (Chubu)
The ACCJ expresses its deepest
appreciation to Rafael Dantas forhis outstanding efforts in supportof the Chubu Aerospace and Manufacturing Committee (AMC). He organized the Chubu Chapter’s firstin-person networking
event since before thepandemic, secured avenue where adequate
social distancing was
possible, and planned activities tofacilitate networking among theparticipants. Due to his ingenuity
and initiative, this and a follow-up
event were resounding successes,
resulting in three new members
joining the ACCJ Chubu Chapter.
Dantas’s positive energy, superb
ability to organize, and strong networking skills are an asset to theentire chamber.

THE ACCJ JOURNAL • WINTER 2022/23

HEALTHCARE

14

By John Amari • Photos by LIFE.14

Healthy Ideas

Innovators empower elderly patients at ACCJ Healthcare x Digital Ideathon

Started in 2020, the Healthcare x Digital (HxD)
initiative of the American Chamber of Commerce in Japan (ACCJ) has grown to becomea key platform for collaboration among innovators,
startups, entrepreneurs, and top pharma executives.
After hosting pitch events for the first two years,
the first ever HxD Ideathon took place late last fallwith a hybrid in-person and online kickoff at the
Hilton Osaka on October 29. This was followed by two
virtual sessions on November 5 and 12, then finalized
by the hybrid pitch event on November 19 at the Hilton
Osaka. The four-day event was inspired by the tagline“empowering elderly patients through digital health.”
Participants included university students from theUnited States and Japan as well as healthcare professionals and a panel of judges from healthcare fields.
Their aim? To forge new partnerships and create solutions for some of Japan’s most critical challenges incommunity healthcare and individual patient care.

solutions. Through this model, a total of 86 ideators,
facilitators, and mentors worked together througha cyclic ideation process to identify root causes anddevelop the next big project in healthcare.
Day one began with opening remarks by Simone
Thomsen, president and representative director of
Eli Lilly Japan K.K. as well as ACCJ governor-Kansai,
and continued with a panel discussion and ideation ingroups to define problem statements and the healthcare challenges to be tackled. Ideation continued ondays two and three, when teams focused on initialdesigns and worked to find agreement on a solution—
one per group—that was to be presented on pitch day.
The event culminated on November 19 with a pitch
contest in which nine teams presented their concepts,
and engaged in question and answers sessions withjudges, who then selected the best ideas. The winning teams will move forward to the next phase of thecompetition—a hackathon—to be held in 2023.

Ideathon

Pitch Day

The 2022 HxD event was modeled on the concept ofideathons, or workshop-like gatherings of groups
tasked with challenges for which they are to propose

The final day was divided into two rounds during
which each group had five minutes to pitch their solution to a panel of judges.

THE ACCJ JOURNAL • WINTER 2022/23

15

Perhaps the biggest draw of HxD is theopportunity to present ideas directly to—
and receive invaluable feedback from—industry leaders. There’s also the possibility ofentering into a joint venture with, or receiving investment from, an industry player.
Winners also receive cash prizes and,this time, will have the chance to present
their ideas at the 2025 Osaka Kansai Expoand as part of the Japanese government’s
Super City Initiative.
Let’s take a look at this year’s pitches.

to be accessed by healthcare professionals
even before emergency care is provided.
In their problem statement, Suzuki and
Nakatsuka asked, “How do we support emergency triage when medical resources, suchas medical staff, are limited?” Their solution
involves a blockchain emergency informationtransmission service that instantly sharespatient information to the hospital before
patient arrival, which can then be used forsmoother emergency treatment diagnosis.

Maya Mind
KyocarePresented by Hiba Abulgasim, Kyocare is adigital customer-to-customer and businessto-business platform that provides flexible,
personalized, quality care.
In the pitch, Abulgasim noted that 28.9
percent of Japan’s population is over the ageof 65 —a record number that is growing. But
the workforce tasked with caring for them isunderstaffed and overworked, and about 70
percent want to leave the profession.
This means care services are poorly coordinated. Many elderly people feel lonely anddisconnected as a result, and family members tasked with their care feel stressed out.
The solution? Kyocare provides on-demandcaregiving services for the elderly throughan app that matches those who need longterm home care with nearby care workers.

Hi-Real System
A digital ecosystem pitched by Masato Suzuki and Sachiko Nakatsuka, Hi-Real Systemallows emergency-patient health records

Osaka University Assistant Professor
Gajanan Revankar presented Maya Mind, a
web platform accessible via smartphones,
tablets, or personal computers that targets
patients who suffer from dementia.
Revankar noted that, during early onset
of dementia, diagnosis is time consuming
and costly, while accuracy is low. Maya Mind
seeks to tackle all these challenges.
The app uses eye tracking, speech processing, artificial intelligence (AI)-based analytics, and machine learning algorithms tocreate an index score for classifying different
kinds of dementia, among other provisions.

AI AssistantAjinkya Takawale and Tomoko Mitsuoka
pitched a voice-controlled AI assistant witha focus on early diagnosis of chronic kidneydisease (CKD) and diabetes. The challenge
before Takawale and Mitsuoko included
how to leverage digital technologies to makethe elderly more aware of their health risks
through early diagnosis.

Listen to this story
journal.accj.or.jp/podcast

THE ACCJ JOURNAL • WINTER 2022/23

16

Their voice-controlled robot uses non-invasive
methods such as retinal imaging to track, record, andanalyze an elderly person’s healthcare data. Using theresults, they provide a diagnosis and help the personplan their lifestyle based on the insights.

Toilet Light Sensor for CKD
Chisato Banno and Reiko Tsubaki, both third-year
students at Tokyo Medical and Dental University, also
pitched a digital solution for patients at risk of CKD.
Their solution offers a low-cost yet accurate Internetof Things device that samples, analyzes, and visualizes a person’s real-time health data, helping them todiagnose the onset of CKD early.
Their first prototype will use toilet-based lightsensors that can analyze urine. The data gathered canbe visualized via a smartphone app, which also canshare data with a relevant healthcare provider, suchas a hospital.

Helper-san
An avatar bot that identifies and neutralizes triggers that cause aggression in dementia patients,
Helper-san is a digital platform that was presented by
students and researchers Shobha Dasari, Allison Jia,
Kanon Mori, Aarushi Patil, and Tsubasa Tanabe.
The students and researchers are part of a collaboration involving universities in Japan and the UnitedStates brought about by the Japan-American Innovators of Medicine, a four-month program in which
medical innovators from both countries join to tackle
a global healthcare issue related to dementia, suchas aggression.
Their bot, which is embedded in a small, television-like device, can track a patient’s behavior, iden-

THE ACCJ JOURNAL • WINTER 2022/23

tify aggression triggers, and defuse them. An example
would be dimming or turning off a light source thathas been identified as the trigger.

ParapulA web app presented by Kasper Watanabe, Parapul
helps caregivers obtain the information they need,build relationships with like-minded people, and support their caregiving lives.
As the portion of society classified as elderly
increases, Watanabe noted, the physical, mental, andfinancial burden on family members will grow, andyet such caregivers often lack the information necessary to provide care.
The Parapul platform is based on three pillars: Providing customized information, such as nursing care, educational materials, or local service
listings to family members who are caregivers
 Connecting caregivers so they can share theirchallenges on bulletin boards, question-and-answer boards, or via direct messaging
 Offering a caregiving management system that,for instance, allows users to schedule nursing
care support

Mobile Health
Pitched by Jingwen Zhang and Nondo Jacob Sikazwe,
Mobile Health (mHealth) is a community platformthat allows those at risk of CKD to be inspired toconnect and receive information that can help them
manage the condition.
During their presentation, the ideators notedthat there are few digital tools on the market to help
patients prevent or manage CKD.

Why is this? First, individuals at risk, or who haveearly onset, of CKD have no or only slight symptoms
that cause them inconvenience in daily life.
What’s more, those with middle-to-low incomes
often struggle with daily living, which leaves little
time and few resources to access primary healthcare.
Lastly, current biomarkers used to screen for CKD
are affected by many factors, so there is a need forregular checkups.
Their community platform solves these challenges
by incentivizing elderly people and their caregivers inthree key areas:

Three ideas were selected to advance to the HxD
hackathon in 2023:
 Maya Mind Hi-Real System
 Toilet Light Sensor for CKD
One other, Kyocare, was given special recognition
and will also be part of the hackathon.
Overall, 119 ideators, facilitators, and students
participated in at least one day of the ideathon, andconnections were made with more than 22 universities for future events. n

 Motivation: where you can collaborate with thelocal community and receive community rewards
for positive lifestyle changes
 Connection: where you can communicate directlywith a healthcare provider
 Education: participate in customized, immersive
games, quizzes, audio guides, and more that shedlight on the issues of CKD

Coupon Kun
The final pitch, by Zechen Zeng and Keita Tsuyuguchi, addressed loneliness among elderly, which hasreached epidemic levels.
Zechen and Tsuyuguchi’s solution is a social
network being developed in four phases. Phase one
is to create a “Groupon experience,” through coupons
for groups, that incentivizes elderly individuals toexperience new things—such as hobbies, lessons, ortraveling—with new social connections.
In phase two, the platform aims to introduce digital literacy to the elderly, including adoption of smart
devices, while they undertake the group experiences.
In phase three, apps are used to monitor, collect,and share the health data of users with healthcare
professionals following strict data privacy and security protocols.
And in phase four, insights gleaned from healthcare
data are used to help users follow a healthy lifestyle.

JudgesKozo Mori
Director, Medical Industry City, Medical
and New Industry Division, Planning and
Coordination Bureau, Kobe City Hall
Masayoshi Yamada
Deputy director, Department of Smart City
Strategy, Strategy Promotion Office, Regional
Strategy Promotion Division, Osaka Prefecture
Torsten KanischExecutive officer and vice president,
commercial excellence, AstraZeneca K.K.
Christian Boettcher
Consulting partner, health sciences
and wellness, EY Strategy & Consulting
Francisco Proano
Head of strategy and digital transformation,
Bayer Yakuin
Yasuhiko Iida
Senior director, Consumer Experience Team

Winners
With so many innovative ideas to consider, selecting
the winners was not easy for the panel of industry
professionals tasked with judging the 2022 HxD
Ideathon.
Pitches were scored based on scientific innovation, relevance and timeliness, business feasibility,and how well they addressed the core issue.

and Next Generation Customer Engagement
Strategy, Eli Lilly Japan
Hiroki Kayama
Strategic partnership development manager,
AI for Japan, Google G.K.

THE ACCJ JOURNAL • WINTER 2022/23

17

ECONOMY18

By Jesper Koll, global ambassador, Monex Group Inc.

Japan Surprises 2023
Ten twists and turns that could make for an interesting Year of the RabbitSurprises are the spice of life that make us perk
up and challenge our baseline assumptions.
And what better time to sprinkle them on than
the start of a new year? Of course, there will always bea surprise or two, but here is my annual list of possible surprises that could add up to a heaping load forJapan in 2023. Whichever may come to be, I wish a
happy, healthy, and prosperous new year to all!
1. Growth of Japan’s GDP outperforms that of theUnited States, the Europe Union (EU) … and China.
It has been more than 30 years since Japan’s economy
last outperformed that of the United States and theEU, so it would be a real surprise if Japan climbs backup this year to become the top G7 growth performer.
Chances are better than ever. While both theUnited States and the EU poised to be pulled towards
recession by the combined effects of rising interest
rates and high inflation, Japan has kept interest rates

THE ACCJ JOURNAL • WINTER 2022/23

stable and boosted fiscal spending while private business investment has been accelerating. Thus, outgrowing the United States and the EU should be easy.
And if, as I suspect, Japan’s consumers open theirwallets after three years of austerity, the country’s
GDP could even outperform China’s in 2023.
2. The Bank of Japan (BOJ) maintains zero rates,
but the Ministry of Finance insists on raising taxes.
By April, the BOJ will have a new governor. Many
expect the new leader will, perhaps sooner rather
than later, end Japan’s extraordinary monetary policy.
Of course, the BOJ will only change policy and step on
the monetary brakes if the economy needs slowing
down. A real shock would be if the Ministry of Financeinsists that the policy braking must come via tighter
fiscal policy in general and higher taxes in particular.
In Japan, fiscal policy priorities tend to dominate
monetary ones, no matter who runs the central bank.

3. Keidanren promotes pay-for-performancecompensation.
For the past six years, prime ministers have been
lobbying Japanese business leaders to increase wages.
A positive surprise would be if the country’s biggest
business lobby, Keidanren, agrees not only to a threepercent hike in base pay for 2023 but, more importantly, endorses a push for a structural change inJapanese employment culture: merit-based compensation where possible.
Business leaders agreeing to a simple rise in basepay for workers would be good for one year only. Busi-

5. Young LDP leaders promote the abolition of theinheritance tax.
Over the coming 15 years, an estimated ¥500–750 trillion of household wealth will become unstuck due toinheritance. That’s 1–1.5 times GDP. Much of this will
be used to pay down the national debt.
At more than 50 percent, Japan’s inheritance tax
rates are famously high. While this makes the accountants happy, it does not create growth nor does it drive
investments in future prosperity. A long-overdue, positive surprise would be if Japan’s next-generation leaders started to demand reform of the inheritance tax.

A positive surprise would be if the country’s biggest business lobby, Keidanren,
agrees not only to a three-percent hike in base pay for 2023 but, more
importantly, endorses a push for a structural change in Japanese employment
culture: merit-based compensation where possible.
ness leaders pushing for reform of employee incentives, however, would create credible prospects for
multi-year, productivity-led growth.
4. Prime Minister Fumio Kishida loses a vote of no
confidence, calls a snap election.
In politics, Japan is a bastion of stability. In many
ways, Kishida appears so much better off than most of
his democratically elected peers. His Liberal Democratic Party (LDP) has a de facto supermajority in theDiet and he faces no national election until 2025. A
surprise would be if Kishida were forced to call a snap
election in 2023. Typically, prime ministers exercise
their power to dissolve the Diet for one of three reasons: They are riding high in the polls and think they
can gain even more seats for the LDP They are threatened by a revolt from within andneed to keep party members in line They want to minimize losses as the opposition
begins to capitalize on growing voter dissatisfaction with LDP rule
For Kishida, the time of maximum pressure ispoised to be right after he hosts global leaders at theHiroshima G7 Summit in mid-May. If this event does
not deliver the expected bounce in his popularity, he
may well be forced to take dramatic action to keep his
party in line.

Japan could take a clue from the otherwise
much-admired Nordics. Recently, Sweden cut its
inheritance tax to zero and Denmark dropped its to
15 percent—policies promoting ways to channel theaccumulated wealth of the baby boomers into future
investments. Now that’s worthy of being called New
Capitalism.
6. Japan wins major global defense contract.
Japanese national security policy made a clear turnin 2022, and the defense budget will be more thandoubled, from one to two percent of GDP. A real surprise would be if, on top of increased defense spending, Japan won a major global defense contract. The
greater the evidence that Japan’s spending on national
security is actually an investment in global competitiveness, the happier taxpayers and investors will be.
7. Japan corporate governance goes global, Japanese on Wall Street boards.
Corporate governance reform continues to be on
everyone’s agenda, yet cross-national corporate board
representation has basically been a one-way street.
There are now just over 70 non-Japanese serving on
the boards of Japanese listed companies—a healthy
if small increase from last year’s 60—but you can still
count on one hand the number of Japanese nationals
serving on the boards of US listed companies. There’s
Oki Matsumoto at Mastercard Inc., Jun Makihara at
Philip Morris International Inc., Hiromichi Mizuno at

THE ACCJ JOURNAL • WINTER 2022/23

19

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9. China starts an Asian currency war.
My biggest worry for a negative surprise in 2023 is
China being forced to dramatically devalue its currency. Why? Unemployment is rising, the economy isslowing and, since last summer, China has been trying to stimulate growth by easing both monetary andfiscal policy. If China’s economy does not respond anddoes not begin to accelerate by late spring, pressure
will rise to use currency devaluation to help kick-start
growth. China starting a currency war in Asia would
force a dramatic disruption of the prospects for prosperity in Japan and around the world.
Tesla, Inc., and Yu Serizawa at the Renault Group. A
righting of this imbalance would be a real surprise.
Japanese corporate governance reform has gathered considerable momentum over the past decade.
In my view, a good way to judge whether true progresshas been made is by whether (or when) US companies
begin to appoint Japanese to their boards. At the very
least, it would prove that Japan’s leaders have become

10. Kyoto receives more Michelin stars than Paris.
Since 2007, Tokyo has been the world’s culinary supercity, consistently beating Paris in the annual Michelin
star rankings. The 2022 tally was 263 stars for Tokyo
versus 152 for Paris. Less known is that Kyoto has been
gaining on Paris and, after receiving 129 stars in 2022,
could well surpass the French capital in 2023 for awell-deserved Japan one-two finish in the gourmet

While the world is obsessed with speculating on whether the United States or
China will win the race for technological supremacy, Japan has the potential to
become a surprise champ in at least one big category: quantum computing.
more global, more open-minded, and are now capableof demonstrating to global peers how Japan-style
corporate stewardship can be very relevant whenbuilding a better, more sustainable, and inclusive
world. Perhaps an even bigger surprise would be US
CEOs actually listening to their advice.

world cup. Of course, the real surprise would be if thisdouble defeat were to trigger a change in Parisian waiters’ attitudes. How do you say omotenashi in French? n

8. Japan develops a working quantum computer.
While the world is obsessed with speculating onwhether the United States or China will win the race
for technological supremacy, Japan has the potential to become a surprise champ in at least one big
category: quantum computing. Specifically, Toshiba’s
engineering team is, by many accounts, consistently
on the cutting edge of all things quantum computing,be it the manufacturing of a physical machine or thesoftware needed to control it. Success in creating ascalable quantum computing solution would certainly
mark a welcome return of the former crown jewel ofJapan’s engineering prowess.

THE ACCJ JOURNAL • WINTER 2022/23

21

ADVOCACY22

By C Bryan Jones(RE)OPEN FOR
BUSINESSJAPAN’S LONG JOURNEY TO OPEN BORDERS AND
WHAT LIES AHEAD FOR BUSINESS AND EDUCATIONTHE ACCJ JOURNAL • WINTER 2022/23

I

t isn’t easy to do business when you’restanding outside staring through thewindow. But that’s the situation so manyfound themselves in during much of thepandemic, thanks to some of the world’s
most stringent border restrictions. Japan’s
reluctance to allow non-citizens to enter thecountry, slowness in loosening the reins,and insistence on complicated and costly
requirements once the trickle was allowed
to start put both domestic and non-Japanesecompanies in a tough spot.
Getting these policies eased became acenterpiece of advocacy for the American
Chamber of Commerce in Japan (ACCJ)
and other foreign chambers in 2021, andthe efforts continued in 2022. It took mostof the year to get the desired results, but
Japan finally reopened its borders to mostly
normal travel, including visa-free entry, justmonths ago, on October 11. And now we lookahead to 2023.

Long Road
When Japan placed visa restrictions on
travelers from 38 countries at midnighton March 21, 2020, no one imagined thejourney back to normality would take solong. There was still the feeling that thiswould be a short-term measure to minimize
the duration of the pandemic, which itself
was expected to pass within months if strict
steps were taken. But by May 27, the list had
grown to 111 countries, including the UnitedStates, and it had become clear that Covid-19
wasn’t going away anytime soon.
The ACCJ, other foreign chambers, andthe European Business Council in Japan set
out on a long advocacy journey calling forfair and equal treatment of foreign residents.
Eventually, two of the most influential domestic lobbies—the Japan Business Federation (Keidanren) and the Japan Associationof Corporate Executives (Keizai Doyukai)—
added their voices, and on November 8, 2021,
the Japanese government temporarily
loosened restrictions on business travelers
and students.
The move was welcome, but many agreed
more was needed. The ACCJ continued topush for change in 2022, and the chamber’s
advocacy received broad exposure in media,
with coverage by Bloomberg, Kyodo News,and Nikkei Asia, and in Japanese through theMainichi Shimbun and NHK.
On March 3, Japanese Prime Minister
Fumio Kishida announced that the daily cap
on entrants would be raised from 5,000 to
7,000 on March 14. More phases played out
as small-scale tours were allowed and thedaily arrival cap raised to 20,000 in June.
Another rise to 50,000 came in September,and the country fully reopened in October.
“Our experience during the pandemic
demonstrated that the ACCJ remains the
single most important vehicle in Japan for
its members to address shared concernswith Japanese and US leaders and with themedia,” Christopher J. LaFleur told The
ACCJ Journal. LaFleur, who was ACCJ chairwhen the pandemic began and later served
as a special advisor, often spoke to media
on behalf of the chamber about the borderissue and advocacy positions.
“We also demonstrated our uniquecapacity to bring together like-mindedorganizations to amplify our impact. Moving
forward, the chamber should continue tomonitor travel policies as it focuses on otherhigh priority issues, such as economic security and digital transformation.”

23

Kenneth Lebrun
Partner, Davis Polk
& Wardwell LLP
Co-chair, ACCJFDI and Global
Economic Cooperation Committee

Christopher J.
LaFleur
Senior director
for Japan, McLarty
Associates

Then and Now
Just before the November 2021 announcement, ACCJ members shared with The ACCJ
Journal how the strung-out restrictions had
impacted their businesses.
Kenneth Lebrun, a partner with the law
firm Davis Polk & Wardwell LLP in Tokyoand co-chair of the ACCJ FDI and Global
Economic Cooperation Committee, said hisbusiness had been impacted in two ways.
“First, we have been unable to bring new
employees to Japan, whether internal rotations from our US offices or external hires,
because the government is not issuing new
long-term work visas. This has impacted theability of professional service firms to provide services to Japanese clients concerning
their overseas operations,” he explained.

Catherine O’Connell
Founder, Catherine
O’Connell Law
Co-chair, ACCJ
Legal Services and
IP Committee

Listen to this story
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THE ACCJ JOURNAL • WINTER 2022/23

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“In addition, the blanket ban on foreignbusiness travelers coming to Japan—andthe quarantine requirements for Japanese
residents traveling abroad, and then returning to Japan—has negatively affected thelevel of cross-border investment and M&A
activity, which is a significant portion of ourbusiness.”
Revisiting these issues now, Lebrun said
that the Japanese government’s resumptionof issuing business visas in 2022 allowed
the firm to bring new hires and rotations
from its US offices to work in Tokyo and thus
return normality to its services.
He also feels optimistic about M&A
recovery. “As Japanese companies typicallydesire to conduct site visits and meet faceto-face with the management of potential
acquisition targets, the easing of border
restrictions has encouraged many Japanese“Long before the pandemic, I was wellplaced to service corporate clients who needefficient, competent, and practical legal
advice, tapping into a network of specialist
Japanese lawyers to cover all aspects of thelaw. This has only gotten better during the
pandemic for me, so I have full confidence
the work will be consistent and rewarding.”
O’Connell, who serves as independent
audit and supervisory board member for
Fujitsu Limited—the first foreign woman
to hold the position—also sees benefits inother areas as a result of the pandemic.
“Performing my outside board roles has
also become far easier and acceptable to do
remotely outside Japan when necessary—
yet another pandemic silver lining,” sheexplained. “In my view, the border closure
has not impeded the advancement in board
governance as companies continue to hire

As Japanese companies typically desire to conduct site visits andmeet face-to-face with the management of potential acquisition
targets, the easing of border restrictions has encouraged many
Japanese companies to resume their overseas acquisition activities.
companies to resume their overseas acquisition activities,” he said while noting a caveat.
“The rebound of outbound M&A has
been tempered by the strong yen, whichmakes foreign assets more expensive, but I
am optimistic that cross-border M&A will
return to pre-Covid levels during 2023 as themacroeconomic and demographic trends
underpinning Japanese companies’ desire
for overseas growth remain unchanged.”
Catherine O’Connell expects that
increased business activities involving nonJapanese companies and entrepreneurs
will boost her own law practice, Catherine
O’Connell Law. Co-chair of the ACCJ Legal Services and IP Committee, O’Connell
believes that demand for fractional general
counsel support for businesses will expand.
“As borders open, people need experienced, bilingual lawyers to ensure fullcompliance across all their business activities,” she said.

directors and statutory auditors who arebased overseas for part of the year.”25

Matt Wilson
President and dean,
Temple University,
Japan Campus

Mark Davidson
Director ofgovernment andexternal affairs,
Amway Japan GK
Chair, ACCJ
Government
Relations Committee
Vice-chair,
ACCJ Education
Committee

Learning Again
Another sector significantly affected was
education. Matt Wilson, president and deanof Temple University, Japan Campus (TUJ),
expressed concerns to The ACCJ Journal
in November 2021 over the impact on TUJ’s
students and Japan’s reputation.
“Because of the borders being closed, we
have had some long-term, degree-seeking
students who decided they were going toattend other institutions, take an indefinite
leave of absence, or simply abandon theirplans to study here in Japan,” he said. “Our
concern is that the patience of our current
students who are unable to enter Japan will
run thin, and they will burn out on online
education at strange hours in their homecountries. They could decide to take a leaveof absence or pursue other opportunities.”

Jiro Kawakami
Vice president andchief of staff,
MGM Resorts LLC
ACCJ Vice
President-Kansai

THE ACCJ JOURNAL • WINTER 2022/23

26

Fortunately, the situation has improved greatly,
he said when asked how things have progressed. “Thereopening of the country to educators and students in
March 2022 has turned the tide, and students seeking
an international experience in Japan have flocked toour campus since the reopening while expert facultyfrom our main campus in Philadelphia have started
asking about short-term teaching opportunities on
our campus,” he explained.
“And due to a major influx of overseas students
and increased interest among domestically based
students, TUJ’s undergraduate program has soared to
new heights, reaching a record 1,841 students. In 2020,
TUJ’s undergraduate enrollment was about 1,250.”

change (CULCON)—to launch an online portal in 2019
where ACCJ member companies can post internshipopenings. He hopes the progress made on reopening
entry into the country for students will spur development of more internship opportunities.
“In the post-pandemic world, I hope that bothforeign-based and Japanese companies will redouble
efforts to offer substantive, US-style internship programs to Japanese and foreign students alike,” he said.
We need to get beyond the one-size-fits-all, lockstep
shukatsu system and promote more flexible, practical,
and innovative approaches to hiring. A serious internship program will help companies to win the war for
talent and also contribute to cultivating the kind of

The reopening of the country to educators and students in March 2022 has turned
the tide, and students seeking an international experience in Japan have flocked
to our campus since the reopening while expert faculty from our main campus in
Philadelphia have started asking about short-term teaching opportunities.
Mark Davidson, a board member of TUJ as well as
the U.S.-Japan Bridging Foundation, which awards
scholarships to US undergraduate students to study
in Japan for one semester or an academic year, said,“I’m delighted to say that inbound student mobility isback to pre-pandemic levels.”Davidson, who also serves as vice-chair of the
ACCJ Education Committee, is a strong advocate ofinternships and helped the ACCJ—together with the
Embassy of the United States, Tokyo, and the US–Japan Conference on Cultural and Educational Inter-globally talented young people that every company—
and Japan as a whole—needs to succeed and prosper
in the 21st century.”
TUJ’s remarkable recovery certainly points in apositive direction for young talent in Japan’s future.
“With the borders open, TUJ is seeing strong demandfor 10 undergraduate degrees and short-term study
abroad programs from the United States and aroundthe world,” Wilson explained. “In 2023, we anticipate
that this will continue so long as Japan continues toprioritize entry for students and educators. Based on

Educational Recovery
Temple University,
Japan Campus has
seen undergraduate
enrollment grow beyond
pre-pandemic levels.

1,250

1,841

THE ACCJ JOURNAL • WINTER 2022/23

Image: MGM Resorts International

27

MGM Resorts’ Osaka integrated resort concept.

a weaker yen and issues with China’s approach to thepandemic, now is a prime time for Japan to attract
students seeking higher education.”

Have Ticket, Will Travel
Perhaps the most noticeable impact of the borderclosures was the end of tourism. Some 32.5 million
tourists visited Japan in 2019, and the government
had set a target of 40 million for 2020. But just 2,900
foreign nationals arrived in April 2020, down 99.9
percent from the same month a year before. It was thefirst time since 1964 that the monthly arrivals figure
had slumped below 10,000. And it’s been a slow climb
out of that hole.
Now that tourists can once again enter the country, ACCJ Vice President-Kansai Jiro Kawakami, who
is vice president and chief of staff at MGM Resorts
LLC, is positive about Japan’s prospects for a robust
tourism recovery.
“The signs are starting to emerge in the form ofhigh occupancy and rates at hotels, large crowds attourist sites in Tokyo and Kyoto, as well as popular attractions such as Tokyo Disneyland and Universal Studios Japan,” he said. “China was the largest source ofinbound tourism before the pandemic, and we should
see some of that segment return as their government
eases outbound travel restrictions.”
Prior to the pandemic, there was much talk ofbuilding Japan’s first integrated resort (IR), anda number of companies were competing for the
license to do so. While tourism came to a stop due to
Covid-19, the IR process did not. MGM Resorts andOrix Corporation were awarded rights in September
2021 and Kawakami said they are now in the processof applying for a license to develop Japan’s first IR in
Yumeshima, Osaka.
“Osaka’s IR candidate site is the same location as
the 2025 Osaka Kansai Expo,” he explained. “We lookforward to hearing back from the Government of Japan in the near future. In the meantime, we continue
to work closely with tourism and hospitality stakeholders in Kansai to develop Osaka into a global tourism hub leading up to the 2025 Expo and projected2029 opening of the IR in Osaka.”
O’Connell is also confident tourism will rebound,and events such as the 2025 Expo may be well timed
for what she expects to be a gradual recovery.
“Any tourist who traveled here for the Rugby World
Cup in 2019 has Japan as their last fantastic, vivid
travel memory,” she said. “So I believe Japan is a very
hot travel destination and people will be desperate toreturn. That said, I’m happy if tourism is slower andmore controlled than before to prevent overtourismof Japan’s scenic spots.”

Resolution
LaFleur said that, through its advocacy on travel
restrictions over the past three years, the ACCJ helped
its members and the broader foreign community inJapan secure fair treatment and a reopening of borders that sustains both public health and the economy.
“Covid and its aftereffects remain global challenges,” he added. “However, the ACCJ can and should
continue urging Japan and its global partners toensure their heath policies enable the fullest possible
economic recovery, not least because stronger economies are crucial to ensuring our countries have theresources to maintain global peace and security.” n

THE ACCJ JOURNAL • WINTER 2022/23

SECURITY28

By C Bryan Jones

Stronger Together

The ACCJ promotes US, Japan, and regional collaboration for economic securityT

he US–Japan partnership is the cornerstoneof peace, security, and stability in the IndoPacific region, and the alliance got a boost
in May when US President Joe Biden, visiting Tokyo,
launched the Indo–Pacific Economic Framework for
Prosperity (IPEF) with a dozen initial partners.
The launch came soon after the introduction of
the Economic Security Promotion Bill in the Diet inFebruary and was a welcome development for theAmerican Chamber of Commerce in Japan (ACCJ),
which believes that Japan’s efforts to promote economic security represent an important opportunity
to further strengthen the vital bilateral partnership.
IPEF is built on four key pillars: Connected economy
 Resilient economy
 Clean economy
 Fair economy

The ACCJ was honored to be present at the launch,with leaders in the room with Biden, Japanese Prime
Minister Fumio Kishida, and Indian Prime Minister
Narendra Modi, while officials from 10 other IPEF
member nations joined online.

The task force announced six principles
to maximize the contributions offoreign companies to further enhance
Japan’s attractiveness as a place forbusiness to invest, innovate, and grow.
In announcing IPEF, the White House said in a fact
sheet that “the United States and our partners in theregion believe that much of our success in the coming decades will depend on how well governments
harness innovation—especially the transformations
afoot in the clean energy, digital, and technology sectors—while fortifying our economies against a rangeof threats, from fragile supply chains to corruption totax havens.”

THE ACCJ JOURNAL • WINTER 2022/23

In addition to Japan and India, those partners
are Australia, Brunei, Fiji, Indonesia, Malaysia, New
Zealand, the Philippines, Singapore, South Korea,
Thailand, and Vietnam. There is an open invitation toother nations to join.

Task Force on Economic Security
Along with entry restrictions, digital economy, healthcare, and sustainable society, economic security was
one of the ACCJ’s five key advocacy pillars in 2022.
With the Diet taking up the Economic Security
Promotion Bill and IPEF approaching launch, in February the chamber formed a Task Force on Economic
Security, led by Chair Arthur Mitchell and ViceChairs Shuichi Izumo, David Richards, Eric Sedlak,
Megumi Tsukamoto, and Toshiki Yano.
On April 12, in support of the efforts by theGovernment of Japan (GOJ) to promote Japan–US
economic security in the context of further strengthening the US–Japan partnership, the task force announced six principles to maximize the contributionsof foreign companies to further enhance Japan’s attractiveness as a place for business to invest, innovate,
and grow. These are:
1. Maintain commitment to economic growth andfree market principles.
2. Work with partner countries and ensure a levelplaying field.
3. Define critical infrastructure, equipment, andservices narrowly and clearly.
4. Ensure transparent and fair processes
5. Leverage global best practices.
6. Reinforce US–Japan economic collaboration.
The first notes that the promotion of competitiveand efficiently regulated markets, as well as open
trade and investment, are essential to harnessing the
dynamism of the private sector to drive economic
growth, prosperity, and overall welfare in Japan.
Ensuring predictability, consistency, and alignment
across various regulations, while avoiding overly prescriptive, inconsistent, or duplicative measures thatrisk impairing market dynamism, is key.

29

From left: ACCJ Economic Security Task Force Vice-Chair Shuichi Izumo, then-Economic Security Minister Takayuki
Kobayashi, ACCJ President Om Prakash, task force Chair Arthur Mitchell, and Vice-Chair Megumi Tsukamoto

The second points out that allowing newmarket entrants fair access and guaranteeing fair treatment of all market participantsis critical. Any measures to introduce differential treatment on the basis of promoting economic security should be narrow,targeted, and not undermine the abilityof companies from allied and like-mindedcountries to continue making important
contributions to Japan’s economic welfare
and economic security.
The third requires that certain infrastructure, equipment, and services designated as critical be narrowly and clearly scoped,
and not cover wide categories of offerings inJapan. This will help ensure that the rightresources are applied to protecting the partsof the infrastructure that are most essential,
and not extended to non-critical systems.
The fourth asks the GOJ to ensure
ample opportunity for broad stakeholder
engagement at all stages of development,
implementation, and enforcement of rules
related to economic security. Ensuring thatprocedures such as notification or reporting
requirements are clear, simple, reliable, andappropriately scoped—and are informed on
an ongoing basis by private sector engagement and expertise—will be critical, thetask force says, to avoiding negative unintended consequences and achieving theirintended goals.

The fifth notes that the adoption of
global best practices will promote efficiency
and sound regulation, thereby helping
Japan benefit from innovation and expertisedeveloped across the globe. By proactively
engaging with like-minded countries, suchas the United States, the GOJ can develop
and elevate best practices as internationallyrecognized standards, including with regard
to ensuring data free flows with trust.
The final principle calls for bilateralmechanisms for cooperation, such as the
US–Japan Economic Policy Consultative
Committee, established in January 2022, as
well as multilateral groupings such as the G7
and IPEF, to be leveraged to share best practices and promote alignment and interoperability in each country’s respective mechanisms for promoting economic security.
Task force Chair Mitchell, Vice-Chairs
Izumo and Tsukamoto, and ACCJ President
Om Prakash had the honor of discussing theprinciples directly with then-Economic Security Minister Takayuki Kobayashi on April 21.
With the passage on May 11 of the Act for
the Promotion of Ensuring National Security
through Integrated Implementation of Economic Measures by the Diet, IPEF underway,
and Japan set to host the G7 Summit inHiroshima in May, economic security willcontinue to play a key role in ACCJ advocacy
throughout 2023. nRead the full
ACCJ Principles for
Promotion of
Economic Security
accj.or.jp/ppes

Listen to this story
journal.accj.or.jp/podcast

THE ACCJ JOURNAL • WINTER 2022/23

WORKING
FOR YOU.

As we enter a new normal, there’s never been a better time to harness theenergy of the American Chamber of Commerce in Japan. Tap into the
combined expertise and knowledge of more than 3,000 members from
600+ companies and 40 countries to help your career and business succeed.
CONNECTwith 60+ special interest committees

ENGAGE

with 30+ events, meetings, and webinars each month

ACCESS

experts, government officials, guest speakers, and more

INFLUENCE

reach regulators and lawmakers through ACCJ advocacy

If you would like to explore membership opportunities, including
extending these benefits to an unlimited number of employees,
contact membership@accj.or.jp for more details or call your ACCJ
membership representative.

TRAVEL

By John Blagys • Presented in partnership with Hakuba Hotel Group

Perfect Powder

A luxurious winter escape from Tokyo is just a few hours away in Hakuba

G

listening lakes and rivers in summer, flamingly
vibrant foliage in fall, and delicate powder
snow in winter have made Hakuba a top destination for Japan’s international residents in recent
years. The explosion of expats flocking to the valley
for powder skiing and reconnecting with nature isboosted by other things that separate Hakuba fromsimilar resort areas in Japan: its proximity to Tokyoand its international flair.
Hakuba Hotel Group (HHG) has been a driving
force behind the development of the area over the
past 10 years. Launched in 2012 with the purchaseof the Hakuba Springs Hotel, HHG has grown froma small hotel operator to the Hakuba Valley’s largest
hospitality company. The group owns or manages
hotels, apartments, chalets, travel agencies, andevents, as well as restaurants and bars featuring someof Asia’s most premium accommodations and dining.
HHG is truly all things Hakuba.

Chalets and Apartments
HHG manages a portfolio of more than 50 premium
chalets and apartments situated in prime locations
surrounding the Happo-One Resort, host to downhill
and Super-G Alpine skiing during the 1998 Nagano
Winter Olympic and Paralympic Games. The properties combine the creature comforts of Western homes
with the convenience of a fully serviced hotel. Guests
can access a 24-hour concierge team, receive food andwine deliveries, and use complimentary resort andrestaurant shuttle services.
The newest property is the ski-in, ski-out Roka
Apartments. Completed in 2021, the eight serviced
luxury units are the most exclusive in Hakuba.

Hotels
HHG hotels range from rustic and cozy to modern andsleek. The flagship property The Happo is among themost modern in Hakuba, having recently reopened after extensive renovation. With 30 rooms in the heart ofHappo Village, 200 meters from the Happo-One slopes
and surrounded by Hakuba’s best dining and nightlife, The Happo features onsen and Finnish sauna, a
restaurant, bar, café, rental shop, and retail store.

DiningMimi’s Restaurant & Bar is the jewel of the Hakuba
culinary scene and among the few true fine-dining experiences in the valley. This HHG venue has ranked as
Hakuba’s No. 1 restaurant on TripAdvisor for several
years running. Other group restaurants include The
Rabbit Hole, Blizzard Pizza, and The Grill.

Premium Partnerships
HHG is proud to be partnering with Land Rover toprovide the most stylish shuttle service in Hakuba.
Chalet and apartment guests receive complimentary
shuttles to the ski slopes and local restaurants in
Range Rover and Defender vehicles.
The group has also teamed up with Hyperice tohelp guests at The Happo recover and recharge withpremium massage guns after a day of powder skiing. nBook Now for a
Discounted Vacation
We’re proud to offer all ACCJ members
10 percent off any HHG property thiswinter. Visit hakubahotelgroup.com
and use booking code ACCJ2023 to secure your discounted accommodations.

THE ACCJ JOURNAL • WINTER 2022/23

31

EURO MERICANT AILOR - MADE STYLE
Made-to-measure business and smart casual wear
by Hong Kong tailor Vinod Bahrunani

Schedule a fitting with The Suit Connoisseur
Appointments at: Tokyo American Club (January 12–16 & February 23–27)
ANA InterContinental Akasaka (January 16–17 & February 21–23)
Note that non-menbers can also have fittings at the Club.

Email: sales@eutailors.com
www.euromerican.com

CULTURE

By David Lohrey • Presented in partnership with Jarman International K.K.

Yonezawa Artistry

Local textiles reflect a passion to create and determination to preserve

Nitta Textile Art Inc.

Photo: Nitta Fabric Art Inc.

To fifth-generation head Gentaro Nitta, “the past is
not a burden, but a window.” Nitta Textile Art’s forward-thinking production model triumphantly draws
on the past to produce one-of-a-kind, hand-crafted
elegance made from the highest quality silk, woven
on wooden looms by local experts employing skills
passed down for centuries. These silk masterpieces,
painstakingly colored with locally sourced dyes madefrom hand-picked safflowers, radiate colors ranging from the subtlest hues of pearl to the company’s
renowned shades of crimson.
It’s not that Nitta’s traditions—its safflower
cultivation and silk dyeing techniques—are separate
processes; rather the agricultural and artistic traditions merge to form an integrated whole, developed
together over centuries and applied organically andharmoniously in response to the land and local climate.
Conditions, Nitta explains, change throughout
the year, according to the season. In sum, the humanarts—be they agricultural or artistic—depend on andreflect the demands of the land and the challenges of
the climate.

Photo: Yamakuchi Orimono Yozando

Legacy and vision. Two words that describe
and drive Gentaro Nitta’s Nitta Textile Arts
and Michiko Yamakuchi’s Yozando. Both areeminent textile enterprises based in Yonezawa City,
Yamagata Prefecture, and manifest a celebration of
the past as the industry looks toward the future.

The Yoneori Komon range includes a wide variety of products withseasonal as well as traditional designs.

Yamakuchi Orimono Yozando
Designer, proprietress, and curator Michiko Yamakuchi leads a whirlwind tour of her multiple facilities, including a quaint retail shop, coffee-house art
gallery, and petite cabin that houses her coffee bean
roasting ovens. An extraordinary manufacturingsite reveals the enormous Japanese-Italian weaving
machines which bring Michiko’s designs to life, whilea cavernous art gallery houses art pieces by internationally recognized artist Hideo Yamakuchi.
Michiko’s creativity is manifest in the intricate,
unbroken patterns of her seasonal designs (shown
above), be they purses, handbags, tablemats, coasters,
or traditional furoshiki wrapping cloths. The seamlesspatterns echo the finest, perfectly aligned wallpapers.
Colors and designs are abundant and change withthe seasons; winter holiday products are currently onview. Items are reversible—for example, red on white
on one side, white on red on the other.
Most other products affirm the designer’s emphasis on a practical aesthetic that instills beauty ineveryday objects, such as bags for smartphones andtemple diaries, and by using washable cotton fabrics
and creating designs that reduce leftover materials.
Together, Nitta Textile Art and Yamakuchi Orimono Yozando provide a window not only into Yonezawa’s artistic past but also its future. n
Learn more about Yonezawa in English:

Formal kimono safflower with luxurious crimson hue.

Facebook@yonezawa.abc

Instagram@yonezawa_abc

THE ACCJ JOURNAL • WINTER 2022/23

33

Corporate Sustaining
Member Companies
The ACCJ thanks these organizations for their extensive participation, which provides a cornerstone in thechamber’s efforts to promote a better business climate in Japan. Information as of January 6, 2023.
PRESIDENT’S CIRCLE

3M Japan Limited

Fortinet Japan G.K.

Nippon Boehringer Ingelheim Co., Ltd.

Abbott Laboratories/Abbott Japan LLC

Freshfields Bruckhaus Deringer Tokyo

Nissan Motor Co., Ltd.

AbbVieGE Japan

Northrop Grumman Japan

Adobe KK

Gensler and Associates/International, Ltd.

Novartis

Aflac

Gilead Sciences K.K.

NTT

AIG Companies in Japan

Goldman Sachs Japan Co., Ltd.

Oak Lawn Marketing, Inc.

Amazon Japan G.K.

Google Japan G.K.

P&G Japan G.K.

Amway Japan G.K.

GR Japan K.K.

Pattern Energy Group LP

APCO Worldwide G.K.

Hard Rock Japan LLC

Pfizer Japan Inc.

AstraZeneca K.K.

HiltonPrudential Financial, Inc.

Bank of America

IBM Japan, Ltd.

PwC Japan

The Bank of New York Mellon

IHG ANA Hotels Group Japan

Qualcomm Japan LLC

Bayer Yakuhin, Ltd.

Johnson & Johnson Family of Companies

Randstad K.K.

Boeing Japan K.K.

KPMG

Robert Half Japan

Bristol-Myers Squibb K.K.

Kraft Heinz Japan

Robert Walters Japan K.K.

Carlyle Japan LLC

Lenovo Japan Ltd.

Salesforce Japan Co., Ltd.

Caterpillar

Lockheed Martin

Squire Patton Boggs

Chevron International Gas Inc. Japan Branch

Mastercard Japan K.K.

State Street

CIC Tokyo

Match Group

Stryker Japan K.K.

Citigroup

McKinsey & Company, Inc. Japan

Thomson Reuters

Coca-Cola (Japan) Co., Ltd.

MetLife

TYO Inc.

Cummins Japan Ltd.

Micron Memory Japan, G.K.

Uber Japan Co., Ltd.

Deloitte Touche Tohmatsu LLC

Microsoft Japan Co., Ltd.

Visa Worldwide (Japan) Co., Ltd.

Delta Air Lines, Inc.

Mitsuuroko Group Holdings Co., Ltd.

The Walt Disney Company (Japan) Ltd.

ELC Japan K.K.

Morgan, Lewis, & Bockius LLP

Western Digital Japanen world Japan

Morgan Stanley Japan Holdings Co., Ltd.

White & Case LLP

EY Japan

MSD K.K.

Zimmer Biomet G.K.

Facebook Japan

Naigai Industries, Inc.

Federal Express Japan Godo Kaisha

NetAppWant to join the American Chamber of Commerce in Japan?
We offer membership programs for entrepreneurs, executives, individuals, and companies of all sizes—from small and medium-sized enterprise to multinational companies.
For details: accj.or.jp/join-us

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