President's Position Paper for 2024
To all staff at Nanzan University

I. Basic Position
Following COVID-19's downgrading to the same level as flu in May 2023, the university's
operations have essentially returned to normal and entered the post-coronavirus era. The
President's Position Paper for 2023 states that the post-COVID-19 era requires us to strive
to create a "new status quo" rather than revert to the "previous status quo." Looking at thecurrent situation in the world, the prolonged Russian invasion of Ukraine, the clashes
between Israel and Hamas, global warming, and disasters in various regions have further
proved the need for efforts to create a "new status quo." In response, I would like to rethink
the role our university, as a Catholic university, should play.
In Corinthians 1 of the New Testament, Jesus said, "The body is not composed of a single
part but is made up of many parts" (I Corinthians 12:14). The eyes, ears, feet, hands, andother parts, each with their own roles and abilities, are joined together to make our body
work as a single entity. We usually pay little attention to the functions of our bodies; however,
the earth is just like our bodies, each part recognizing the other's needs and fulfilling its own
role. Jesus continues, "If one part suffers, all the parts suffer together; if one part is honored,
all the parts rejoice together" (I Corinthians 12:26). We should also recognize each other's
needs and complement each other using our respective abilities and talents, so that we arebeings who rejoice together and suffer together.
Nanzan University's mission towards a "new status quo" can be expressed as the "3Ds":
Dignity, Diversity, and Dialogue - promoting human dignity, valuing diversity, and creating aplace for dialogue and its practice. We have a common perception that Nanzan University
is a place where dignity, an inalienable right for all people, is equally protected, where peopleof diverse nationalities, cultures, genders, generations, and backgrounds can exchange theiropinions, share their beliefs and values, and where people complement each other to takepractical actions so that we seek the truth. Universities providing such places are the ones
that should play a crucial role in creating the "new status quo" of the post-COVID-19 era.
Based on our continuous efforts on internationality, which we have cherished as ouruniversity's identity, and making further efforts to realize the 3Ds will lead to achieving our"Global Concern, Our Contribution.”1During the COVID-19 pandemic, various plans at Nanzan University have been suspended.
Last year, we were finally able to move forward to make progress, including a discussion on
the Management of Teaching and Learning, the introduction of a new entrance examination
system and a reconsideration of the entire entrance examination system, and new
developments regarding International Collaborative Learning. This year, the university
reforms need to be accelerated even further. Therefore, we have changed this year's
President's Position format to clarify what is required to do. Let us make efforts to reform theuniversity based on the 3Ds, which express Nanzan University's mission, and realize the"new status quo" in the post-COVID-19 era.

II. 3Ds in Practice - Vision for the Future
The environment surrounding universities has significantly changed in recent years;
therefore, the university administration continues to face challenging conditions. To
overcome these difficulties and realize the "new status quo," Nanzan University practices
the 3Ds and will focus on the following items this year.

Dignity: further permeation of the Nanzan identity
1. We enhance our efforts related to the "Human Dignity Award," which is one of theembodiments of the 3Ds, and disseminate the essence of the university's educationalmotto, "Hominis Dignitati (For Human Dignity)," both inside and outside Nanzan
University.
2. In 2024, we acknowledge the 60th anniversary of the relocation to the Yamazato
Campus. To celebrate the anniversary, we will organize and hold events to inform abroad national and international audience, mainly students, about the history and beautyof the campus composed of Raymond architecture.
3. We establish a framework for formulating public relations strategies from a universitywide perspective to develop effective public relations and promote the permeation of the
Nanzan identity inside and outside the university.

Diversity: developing an environmentally and diversity-friendly campus
1. We consider gender balance in recruitment, hiring, organizing meeting bodies, anddecision-making processes.
2. We enhance reasonable accommodation, which has become an obligation with theimplementation of the revised Act for Eliminating Discrimination against Persons with2

Disabilities, and to realize an environment where people from diverse backgrounds canlive together while deepening mutual understanding through dialogue.
3. Following DX's promotion, we will discuss improving operations in each department,
including using AI, through dialogue to create a more comfortable work environment.
4. We encourage ourselves to take environmentally friendly actions such as conserving
energy and electricity. In addition, we are considering possible renovations to make thecampus buildings and facilities more barrier-free.

Dialogue: managing universities through dialogue
1. We create an organizational climate in which the IR promotion office provides data that
can answer the questions formulated by each department, such as faculties andgraduate schools, so that we continually implement inspection, evaluation, andimprovements of teaching and learning practices through dialogue.
2. To remain a university open to society, we will begin preparations for introducing a corefaculty system according to the 2022 revision of the Standards for Establishment of
Universities. We will formulate concrete plans for assigning core faculty members anddefining major courses.
3. We continue to discuss, through university-wide dialogue, new ways for the Faculty ofForeign Studies to embody the "internationality" that is a core of the university's identity
and to realize learner-oriented education.
4. We continue to prepare for the opening of master's and doctoral programs in the
Graduate School of Science and Technology in April 2025 through a university-wide
dialogue, keeping the 3Ds in mind.
5. We will develop the concept of establishing an alumni lounge at the university wherealumni can drop in at any time for dialogue and exchange.
6. We organize and implement opportunities for current students and alumni to meet invarious ways and collaborate in both research and education, for example, throughcollaboration with alumni associations.

Realizing the 3Ds: establishing sustainable university management to
prepare for the 100th anniversary of Nanzan University
1. To ensure sustainable university operations, we develop an individual plan for the
Nanzan Corporation Mid-Term Plan (the second term: FY2025 - FY2029).

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2. We will start and work on projects to commemorate the Nanzan School Corporation's
100th anniversary in 2032 and prepare a new vision for the university's 100th anniversary in 2046. Accordingly, we will organize a system to prepare the compilation of thehistory of the university.
3. We initiate discussions on financial support to enhance education, research, and extracurricular activities funded with donations and subsidies.
4. We discuss how to substantially respond to and implement "Objective Indicators of
Educational Quality" in the ordinary expense subsidies.

III. Promotion of Globalization
Since its foundation, we have taken "internationality" as a core part of the Nanzan's identity
and have undertaken various progressive initiatives. At the same time, many problems athome and abroad still need to be solved in cooperation and collaboration across regionaland national borders. To solve these problems, both a regional and a global perspective arenecessary. Therefore, in this President's Position Paper, we will use "Promotion of
Globalization" instead of the previous "Promotion of Internationalization." To further evolve
internationality, a core part of Nanzan's identity, we need to review our previous efforts and,at the same time, broaden the dialogue on this strategy throughout the university. This year,
we aim to promote the 3Ds, and we should address the following issues across faculties,
departments, and administrative organizations.

1. Promote Dialogue on Globalization Strategies within the University
We establish a meeting body to facilitate a university-wide dialogue on the globalization
strategy. The discussion includes what organizational environment is necessary for strategy
implementation.

2. Enhancement of Study Abroad Programs(1) Diversification of partner universities
We explore universities in countries and regions with fewer partnerships and make efforts
to conclude agreements with them to meet the students' various needs for international
programs.
(2) Promotion of long-term and short-term study abroad
We will consider and implement educational measures to encourage students to participate
in long-term and short-term study abroad programs provided by the Center for International

4Affairs, faculties, and departments. For example, we share ideas for effectively using oncampus international exchange facilities. In addition, we begin a university-wide discussion
about financial support for short-term study abroad programs.

3. Expansion of Programs for International Students(1) Evolution of the inbound program by the Center for International Affairs
First, we organize alumni of the Center for Japanese Studies (CJS) to commemorate the50th anniversary of the Center's establishment. Then, we consider the evolution of the CJS
program, including the expansion of "Open Courses." Finally, we continue to develop unique
short-term international inbound programs, such as the Nanzan Anime Study Tour.
(2) To increase international students in undergraduate and graduate schools
We will consider specific measures to increase the number of degree-seeking international
students.

4. Enhancing International Exchange
We review the concept of international exchange and accordingly discuss the managementof facilities such as the Multicultural Exchange Lounge (Stella), the World Plaza, the Japan
Plaza, and the Janssen International Residence.

IV. Education
In FY2023, the university executive board started taking the initiative to discuss issues andmeasures relating to the internal quality assurance of education developed over the years
to improve the university's education further.
In current university education, we must shift from "what was taught" to "what was learned
and acquired." In other words, a learner-oriented perspective is essential. We must recognize and share this trend throughout the university and create a self-improvement system.
We are required to have a variety of curriculum contents such as new technologicalinnovation, fusion of humanities and sciences, contribution to local communities, andinternational collaborative learning. In university learning, it is necessary to be open not only
to university students but also to high school students, adults, and others among the publicwith an awareness of the high school-university connection. In FY2024, all faculty members,
staff, and students will engage in dialogue to create a vibrant campus that brings together
people from all walks of life to address the following issues.

51. Enhancement of Education(1) Promotion of diverse educational methods and enrichment of contents(i)

We promote the introduction of various educational methods to realize learneroriented education in each course.

(ii) We introduce a learning outcomes visualization system so that students recognize
their learning outcomes and achievements. In addition, we continue to discuss theeffective use of various online tools, such as learning management systems (LMS).
(iii) We consider introducing service-learning courses, in which students learn in theclassroom and in local communities, to give back university learning to thecommunities.
(iv) We consider providing new courses related to subjects in line with current trends, suchas "Mathematics, Data Science and AI Smart Higher Education."(v) Based on the policies and procedures of remote classes in FY2023, we resolve theissues, formulate a more explicit policy, and promote the realization of higher-quality
remote classes.
(2) Enhancement of international collaborative learning subjects
We will further enhance the NU-COIL program, which started in FY2018 and has received
an S grade, the highest evaluation, and the Open Courses, in-person classes open to
students at the Center for Japanese Studies (CJS) for international collaborative learning.
To this end, each faculty will steadily address the initiatives to develop these programs andnew courses.
(3) Develop an alternative program to the Nanzan International Certificate
We start developing a concrete plan for an alternative program to the Nanzan International
Certificate.
(4) Consideration of recurrent education in graduate schools
Each graduate school will discuss the feasibility of providing recurrent education forworking adults who aim to advance their careers by developing new knowledge and skills.

2. Development of the Teaching and Learning Management System
To guarantee the quality of education from pre- to post-university, we will establish aframework at the university-wide level that continuously inspects, evaluates, and improves
teaching and learning activities based on the three policies. Each department, faculty, andthe university will then promote the development of practical initiatives to guarantee thequality of education.

63. Promotion of Collaborative Education between High Schools andUniversity
We promote measures to allow high school students to take university courses and get
credit. We also consider enhancing the education for students to be admitted to ouruniversity.

V. Student Support
To make the university more attractive, providing a place where students can learn anddevelop themselves enthusiastically before they leave for society is essential. Enriching
extracurricular activities as part of learning and career support is vital in this context. A
vibrant student could help promote the university and positively impact the university in avariety of ways. In FY2023, many extracurricular activities returned to normal, bringing thestudent's life back to the campus. Today, extracurricular activities become more diverse,
and the promotion of sports has become even more critical. We share these perceptions
and address the following issues.

1. To Enrich Extracurricular Activities that Make Students Dynamic(1) Support for initiatives by students
We continue to support creative activities by students in the Nanzan Challenge Project, theStudent Exchange Center (Centrum), and the Multicultural Exchange Lounge (Stella).
Specifically, we discuss initiatives encouraging students to participate in volunteer activities
such as disaster prevention and mitigation, community contributions, and peer support.
(2) Activation of extracurricular activities(i)

We discuss the vitalization of extracurricular activities as a part of university learningby promoting campus sports and cultural and social activities. We also consider
developing an environment where students can grow through campus sports.

(ii) We will disseminate our university's tradition of the Sophia-Nanzan Sports Festival as
attractive content. We will continue to develop the initiative to promote the event.
(3) Collaboration with other schools
We encourage exchanges with other universities and junior and senior high schools as
extracurricular activities. Specifically, we are considering organizing sports competitions for
Catholic high schools to enhance collaboration with them.

72. Enhance Career Support and Education(1) Career education(i)

We set up online interview booths and classrooms so that students on campus use
them for online job interviews. We further enhance support for students, includinginternational students, who are job-hunting.

(ii) We provide students with more helpful information on career events.
(iii) The university and faculties enrich career education for first-year students to support
them from the early stage of student life, which will significantly help them in their future
career development.
(iv) We discuss introducing an internship training program of two or more weeks in the
career-related courses.
(2) Development of entrepreneurship support initiatives
We expand entrepreneurship education and consider initiatives to support student
entrepreneurship in collaboration with local start-up facilities and other organizations.
(3) Use of Nanzan Extension College
The Nanzan Extension College has helped students who studied for qualification and civil
service examinations. We are considering reviewing its current structure to utilize its
intellectual resources better.

VI. Research Promotion and Regional/Social Collaboration
Nanzan University is a nationally recognized research institution with a high grant
acceptance rate and many excellent researchers. In FY2023, we hosted many academic
events at Nanzan University Reiners Central Library, where undergraduate and graduate
students, faculty members, and staff gathered to discuss our research. In addition, many
academic events organized by the Nanzan University Museum of Anthropology, research
institutes, and research centers were held to return our research outcomes to society. In
FY2024, each department will address the following issues to open these activities more
widely to society.

1. Creating Opportunities for Intellectual Exchange
We will monitor the use of seminar rooms and the learning commons and then examine
the effective use of the university's spatial resources to create places for intellectual
exchange. We will establish a framework to systematically plan events at Nanzan University

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Reiners Central Library throughout the year. Then, we will promote dialogue among
undergraduate and graduate students and staff to stimulate intellectual exchange.

2. Development of the Educational Support and Research Environment(1) Collaboration with universities and research institutions at home and abroad
We support the research activities of individual faculty members and promote educationaland research exchanges with researchers at overseas partner universities.
(2) Promotion of educational support and research on environmental issues
We will promote collaboration with official Ghibli Park partners who share ourenvironmental philosophy. We will provide university-wide support for projects related toenvironmental issues, such as those led by students and other education and researchleading to social implementation by our university’s researchers. We will further promote thedissemination of the results in various ways.

3. Promote Intellectual Exchange and Collaboration with Local Communities
and Industry(1) Collaboration framework(i)

The staff of Nanzan University Museum of Anthropology, Nanzan University Reiners
Central Library, research institutes, and research centers will work together to promote
intellectual exchange. We establish a framework to disseminate the results of thisexchange to society in various ways.

(ii) We will discuss a university-wide framework to promote social collaboration intended
for possible co-creation by the university and various entities.
(2) Collection of research seeds
We will consider a university-wide framework for collecting research seeds in thehumanities, social sciences, and natural sciences and using them to build collaboration withcompanies and others effectively.

VII. Admissions, Collaboration with High Schools,
and Public Relations
We have promoted the university's attractiveness to prospective students and developed
a campus where enrolled students can thrive. We are also reforming the admission system
to enroll students with various possibilities and abilities. In FY2023, we introduced a new

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comprehensive

entrance

examination

andimplementedadistinctive"school

recommendation-based selection (for those with long-term study abroad experience)." We
have also promoted and realized collaboration with high schools to build a close relationshipwith them. In FY2024, we will strategically enhance these efforts, effectively implement
public relations, and discuss new related initiatives. Each faculty and department should
address the following issues.

1. Expansion of New Admission Systems(1) University-wide introduction of comprehensive entrance examinations
Each faculty will prepare to introduce a comprehensive entrance examination in FY2025
and FY2026 to promote enrolling various students. Those supposed to introduce acomprehensive entrance examination by FY2024 continue to discuss the policies toenhance its contents.
(2) Expansion of the "school recommendation-based selection (for those with longterm study abroad experience)"
We will expand the "school recommendation-based selection (for those with long-term
study abroad experience)" and further promote the education of Nanzan University, whichis featured by internationality.
(3) Expansion of the "admission screening by recommendation (for those of special
partner schools)"
We concluded an agreement to build a special partnership with four Catholic high schools,
in which students can apply for the "admission screening by recommendation." We will try
to conclude agreements with other Catholic high schools to share our Catholic educational
philosophy and strengthen collaboration with them.

2. Continue to Consider General Entrance Examinations
We will continually discuss how the general entrance examination, as well as new
admission systems, should be developed. Specifically, discussing the content of generalentrance examinations based on undergraduate studies is essential.

3. Expansion of Collaboration with Junior and Senior High Schools
We will enhance our collaboration with junior and senior high schools in Nanzan School
Corporation to encourage the students there to interact with the university students, allowing
the high school students to experience a university education. We will also actively promote
the agreements with Catholic high schools willing to collaborate with our university.

104. Strategic Public Relations
We will strengthen inter-departmental collaboration to strategically develop university-wide
public relations activities. We will also strategically strengthen publicity for our various
entrance examination systems, such as the "school recommendation-based selection (forthose with long-term study abroad experience)" and the newly implemented comprehensive
entrance examination.

VIII. Conclusion
In the recent President's Position Papers, I have identified the university's role with theexpression "Global Concern, Our Contribution." In FY2024, I explained the significance of
the university's existence in creating a "new status quo" in the post-COVID-19 era from theperspective of the 3Ds. Nanzan University will celebrate its 100th anniversary in 2046. I will
forever uphold our educational motto, "Hominis Dignitati (For Human Dignity)," and would
like to work with all of you to make the university meet the global community's demands andsociety's expectations.

Robert Kisala
President
Nanzan University

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