The 8th Meeting of the Rikkyo University Advisory Committee Minutes
Date: Monday, March 4, 2019, 16:00 to 18:30
Place: Tachikawa Memorial Hall 2F Conference RoomAttendees:<Advisory Committee> (In order of the Japanese syllabary)
Sergio Inclán (Minister, Ministry of Economy of Mexico in Japan)
Kazunari Uchida (Professor, Graduate School of Business and Finance, Waseda
University; former Chairman - Japan, Boston Consulting Group)
Miho Terada (Senior Manager, Creation Department, DX Branding Division, Konica
Minolta Inc.)
Junji Narita (Chairman of the Board of Directors, Hakuhodo DY Holdings Inc.;
President, the Japan Advertising Agencies Association)
Miki Haruyama (General Manager, Japan Fleet Business Division, Nissan Motor Co.,Ltd.)
Hitoshi Fujisaki (Managing Director, Nippon Hotel Co., Ltd.; General Manager, TheTokyo Station Hotel)
Masaki Yoshida (Chairman, Watanabe Entertainment Co., Ltd.)<Rikkyo University>
Yangchoon Kwak (President), Takehiko Ikegami (Senior Vice President), Hideko
Oyama (Vice President), Masamichi Nozawa (Vice President), Nobuko Ikeda (VicePresident), Tetsuya Matsuo (Vice President), Kimiyoshi Toyama (Dean, President’sOffice), Takeshi Ikeda (Deputy Director, President’s Office), Kazuhiko Toida (ExecutiveBoard Member, School Administrator)<Secretariat>
Yasushi Sugaya (General Manager, President’s Office), Yuko Endo (Deputy Director,President’s Office), Kaori Nagano (Deputy Director, President’s Office) Masaru Nishizaki(Deputy Director, President’s Office), Tomohiro Takayama (Manager, Educational
Reform Section), Keiko Goda (Manager, Secretarial Section)
1. Introduction of The Basic Concept for Comprehensive Development (2018-2024)
Senior Vice President Ikegami introduced the VISION, the GOAL, the 4 core strategies,
and the 13 fundamental strategies developed in November 2018 for the 150th yearanniversary of the university’s foundation, as well as examples of efforts, in accordancewith the handout “The Basic Concept for Comprehensive Development 2018-2024.” Theoutline is as follows.
(1)

VISION (Medium and Long Term Goals)[Rikkyo Vision 2024 - Lead the way -] The university distinguished in Asia that makes
use of its uniquenessBased on Rikkyo University’s founding principles of seeking universal and divine
truth and working for the world, society, and neighbors, the university will adapt
those principles to suit the needs of the early 21st century and aim to become auniversity that will be recognized in Japan, shine in Asia, and receive worldattention.
(2)

GOAL (Targets for 2024)

Expand strengths, enhance attractiveness, and become the university of choice:Enhance competitiveness and grow rapidly in Asia
We will advance internationalization unique to Rikkyo while promoting the Rikkyo
Global 24 (Rikkyo University Top Global University project), which is the core ofTGU (Top Global University project). We will invite many international students to
Rikkyo, in addition to sending students overseas, and promote international
exchange through education and research activities. Through partnerships withglobalizing companies, Rikkyo University will also develop together, engaged in
global economic development.
(3)

Setting KGIs (Key Goal Indicators) and KPIs (Key Performance Indicators)

KGIs (Key Goal Indicators)
Regarding issues for universities such as education capabilities, researchcapabilities, internationalization, brand power, management capabilities, andcompetitiveness (compared with other universities), while it is important for Rikkyo
University to stick to its own uniqueness, we think it is also important to confirm
the standing of Rikkyo University in comparison with other universities. Therefore,
we will set and implement goals for these issues.
KPIs (Key Performance Indicators)
In order for the university to develop by setting specific numerical targets for the STratio (student-teacher ratio), the number of applicants and their ratio to the quota,
TGU-related indices, employment performance, the facility area, and the financial

ratio, we will use the dashboard for management and operations.
(4)Core Strategies (What to Do in Practice)

1. Restructuring of new colleges, graduate schools, and undergraduate departments thatlead society[1] Giving shape to the Graduate School of Artificial Intelligence and Scienceand the College of Sport and Wellness[2] Restructuring by utilizing the resources of colleges and graduate schools tomeet the needs of society[3] Realization of the future vision of colleges and graduate schools for better
quality of advanced and distinctive research and education[4] Establishment of information strategy to organize and utilize information
accumulated inside and outside the university
2. Rikkyo Global Strategy 2.0: Realization of the world class[1] Strengthening the support system to increase international students:
Support for both acceptance and sending of students[2] Increase of courses taught in foreign languages for world-classinternationalization[3] Evolution of the linkage program[4] International advancement of education through the development of GLAP
3. Formation of outstanding research capabilities: Implementation of strategic andorganizational efforts[1] Establishment of the university-wide research environment, researchsupport system, and research management[2]

Promotionofindustry-university-government

partnerships,socialengagement, and interdisciplinary research
4. Advanced university management: New strategy for the next era[1] New personnel system and organizational policy appropriate to the era[2] Development of vigorous education and strengthening of the financial base[3] Strengthening of public relations capabilities through fundamental revisionof public relations strategies and systems[4] Establishment of information systems and organizational reform to support
new information strategies[5] Establishment of the Rikkyo Cross Functional Team (RCFT)(5)

Fundamental Strategy (Introduction)
1. Basic concept and planning for campus-making
2. Revitalization of the Niiza Campus
3. Promotion of revitalization of the athletic association
4. Promotion of the 150th year anniversary celebration activities and theanniversary fundraising activities(6) [Example of Efforts] Graduate School of Artificial Intelligence and Science (To be openin April 2020)
This graduate school will work on joint research and human resource
development in the form of social implementation in cooperation with various
companies for the following objectives.
1. Use artificial intelligence and big data analysis technologies to create newknowledge
2. Develop human resources for a society with profound knowledge of artificial
intelligence and data science
3. Actively contribute to realization of a super-smart society
The features are as follows.
1. Serious study of machine learning and deep learning
2. Innovative research and human resource development by combining social
sciences and AI
3. Enhancement of social implementation programs through industryuniversity partnerships
4. Study environments that are open day and night and where adults can also
learn more easily(7) [Example of Efforts] Rikkyo Hakone Ekiden 2024 Project
Toward the 100th Hakone Ekiden race, to be held in 2024, which is our 150thanniversary year, we aim to return to the final round of the race and develop
world-class runners. We engaged Mr. Yuichiro Ueno as the Ekiden coach inDecember 2018. We will also build a dormitory for athletes in the 2019 academicyear. We expect that 1st year students who enroll in the university in 2020 will
run at the Ekiden when they are in their 4th year.

2. Opinions from Committee’s Members- Regarding the Graduate School of Artificial Intelligence and Science, every industry is
running out of big-data-savvy talent. As it takes time to develop such talent, thisgraduate school is a very ambitious effort.
- Why will the university be “distinguished in Asia,” instead of the world? For easier
understanding, it would be better to once set the final and ideal vision for Rikkyo
University and then indicate “distinguished in Asia” as an interim goal. The current
vision is lacking something.
- In order to become the leading super global university in Japan, we need more speed.
Rather than reaching a consensus within the university, we must use strong leadershipto make decisions and use the PDCA cycle to test hypotheses.
- One selling point of Rikkyo University is the field of tourism, but when viewed from theoutside, it seems to be too academic and less related to the business world. It would bebetter to strengthen industry-university partnerships.
- In order to enhance the sense of solidarity with alumni, it is necessary to improve theorganization of the alumni association. It may be advisable to use social networking
services to create a system that enables sharing of the latest information on theuniversity in real time without having to visit the university.
- Ikebukuro is a town of art and culture. It is closely linked with the future of Rikkyo
University. Technology can only be useful for people by finally being integrated into art
and culture. The strength of Rikkyo University’s liberal arts is bound to lead Japan inthe right direction. We need to think about how we should communicate this to society.
Sometimes we need to be bold. It is also necessary to make use of the communication
power of the 20,000 students, who are our most important stakeholders.
- We need to consider the positioning of Rikkyo University more. Rikkyo University has
foresight in the fields of tourism and hospitality, and has a track record of creating aJapanese market. So, I think there would be an idea of sending human resources to theworld through its unique path.
- I feel that the university is using haphazard public relations and inconsistentcommunication. As the vision that is created this time will be implemented in the future,
I think it would be a good idea to carry out focused and integrated public relations
activities in line with this vision.
- The current competency and USP (unique selling proposition) of Rikkyo University do
not seem to be the same as those Rikkyo originally had. If we start from there, we cannot
outperform other universities. We should think of a strategy after analyzing theuniversity’s original strengths more. In addition, I believe that most examinees and theirparents want universities whose alumni shine. In this sense, it is better to deepen
partnerships with alumni.
- Neither the Graduate School of Artificial Intelligence and Science nor the College ofSport and Wellness need to be too academic. It might be better to consider engaging
business people who can provide knowledge that is useful after joining a company.
- We should think about what we want to be in 2040 and 2050, not just in 2024. For
example, how will Rikkyo respond to the goals of the SDGs? I think this will lead directlyto USP.
- Regarding public relations activities, I have the impression that the university is
sending out information relatively adequately, as it has held discussions with big namealumni and published various articles, including ones about the Graduate School of
Artificial Intelligence and Science.
- Differentiation from other universities will eventually result in homogenization
somewhere, so a path of uniqueness may lead to prosperity and brand enhancement inthe medium to long term.
3. Conclusion by the President
President Kwak concluded and closed the meeting by saying “I now understand what
Rikkyo University looks like from the perspective of society and what direction it shouldpursue. I realized that we have to work more quickly. Toward the 150th year anniversaryof its founding, we must develop strategy (action plans) in the academic year of 2019 for
Rikkyo University to survive as a university that realizes its responsibilities and mission
as the first university founded based on Christianity, plays a part in the economy andsociety in the 21st century in Japan and around the world, and can contribute to society
while producing many human resources.”End