President’s Position Paper for 2019
To All Staff in Nanzan University
I. Basic Position
I am in now in the third year of my role as president of Nanzan University. Again, this year, I
hope that we all continue to pursue ‘maturity’ as a university by working together to achieve‘growth’ through our collective efforts toward personal development as well as innovation
through the ‘awareness’ of the charisma we all possess.
This year we welcome in a new imperial era name. In the thirty years since the era changed
from Showa to Heisei, we have seen spectacular technological advancements such as the Internet
and artificial intelligence. The rapid advancement of science and technology in our global society
requires us to question the paradigms of society and even what it means to be human.
No matter how advanced science and technology becomes, the purpose for which it is usedrelies upon peoples’ will and ethical judgment. In 2015, the United Nations set down a list of“Sustainable Development Goals” (SDGs) to be achieved by 2030. I think that these goals owe
their origin to an awareness of the issue of how to protect and further enhance human dignity
during this period of rapid technological advancement. To that end, our educational motto“Hominis Dignitati” (For Human Dignity) is something that will gain attention as various tasks
are attended to with the future of the human race in mind.
When explaining our motto to students, I often refer to the words Jesus Christ first conveyed
to the Pharisees from Mark 12:31: “Love thy neighbor as yourself.” The reason for this is that“human dignity” refers to starting with recognizing your own irreplaceable value, which thenleads to respecting the same value in others. By doing so, you are able to understand that we are
all sacred. Additionally, the “For” part of our motto implies encouragement and is a characteristicof our motto. To that end, I ask that we all work together in setting our motto of “For Human
Dignity” as the central core of our education and research activities.
II. Future Planning
1. Campus Facilities
Presently, we are in the middle of Stage III and IV of the Nanzan University Nagoya Campus
Facilities Plan (2017-2021), which has been named the Raymond Renovation Project. The plan
aims to improve the education and research environment for students and staff. It is scheduled tobe completed in 2021. Last year saw the completion of the artificial turf on our sports ground and1the installation of student lockers. Whilst not completely finished yet, we have also added more
research seminar rooms and learning commons for our students. In addition, this year will see thecompletion of all of the classroom renovations. In line with these renovations, we are currently
working on further enhancing Wi-Fi coverage throughout the campus. I hope that all students andteachers make full use of these improvements in order to conduct effective research and study
activities.
From July this year, our campus will become smoke-free in line with the amended Health
Promotion Law that came into effect last year with the aim of eliminating passive smoking. Your
cooperation and continued efforts to maintain your health are appreciated.
2. Organizational Restructuring
Under the banner of ‘One Campus Many Skills’, we completed campus integration in 2017 andhave made a number of advancements toward becoming an interdisciplinary research andeducation base in accordance with the goals set down in the 2007 Nanzan University Grand
Design. We have established the Graduate School of Law, which aims to foster experts andresearchers in the field of law. The next stage in our restructuring will involve collaboration
between teachers and administration staff to utilize their collective knowledge and abilities torealize the message embedded in ‘Many Skills.’ In order to further enhance our education andresearch, it is vital that we all continue our efforts to achieve organizational restructuring basedon the spirit of ‘unceasing self-reform.’
At faculty level, in keeping with our campus integration, I would now like the Faculty of
Science and Engineering to work on their review of departmental reform so that its education
curriculum continues to meet the needs of this age of science, technology and information.
At graduate school level, the evaluation criteria for research supervisors have been clearlystipulated and graduate school deans are now able to attend the Nanzan University Deliberation
Committee. In this respect, our graduate schools are expected to make their roles and goals clear,
and as such, I request that each graduate school carries out discussions on future planning.
3. Nanzan University Grand Design Review
Over ten years have passed since March 2007 when the Nanzan University Grand Design for the
next 20 years was devised. During that time, a number of unexpected changes have happened. In
November 2018, the Ministry of Education, Culture, Sports, Science and Technology (MEXT)
published its ‘Grand Design for Higher Education toward 2040 report’. Within the report, MEXT
indicated a number of areas to be realized including ‘shifting to learner-oriented education’,‘ensuring diversity and flexibility in systems’, ‘restructuring of quality assurance for learning
outcomes’, and ‘maintaining a basis of knowledge for all generations.’ Taking into consideration2

external environmental changes that have occurred between 2007 and now, the improvement of
our environment internally and the mid-to long-range policies of MEXT, the Office of the
President has put together a team which is currently investigating and reviewing various areas toclarify the direction in which we should move in the future. The Office will announce the resultsof this review during the current academic year. To that end, I ask that all administration offices,
departments, faculties and graduate schools take this opportunity to review their future visions.
4. Strengthening External Collaboration
Based on our motto of ‘For Human Dignity’, I would like us to strengthen our activities so thatthe collaborative relationships with domestic and foreign universities, research institutions,industry and local government bodies enable us to fulfill our role as an education and researchbase.
In December last year, Nanzan University and Sophia University concluded a frameworkagreement with the aim of fostering a higher level of globalization, education and research. The
main purpose of this agreement is to promote the realization of a shared philosophy that focuseson social contribution as well as education and research excellence based on the spirit ofChristianity. Accordingly, I request that all staff begin exploring ways to realize cross-credit
accreditation, domestic study trips and mutual interaction among our students, teaching andadministration staff. Furthermore, we are currently undertaking cross-credit accreditation andmutual course entry between the graduate schools of Nagoya University and our Graduate Schoolof Law and Graduate School of Science and Engineering. From this academic year, cross-credit
accreditation will commence in the Graduate School of Humanities. The array of collaborativeeducation and research activities with Toyota Technological Institute will also continue.
In September 2018 Nanzan University was selected as one of the Japanese universities topromote Collaborative Online International Learning (COIL) between the U.S. and Japan underthe banner of the MEXT Inter-University Exchange Project. This project sees us move forwardwith the promotion of mutual exchange between Nanzan and our partner universities in the U.S.
using a range of online tools. Additionally, Nanzan University is the governing school for theJapan Association of Catholic Universities (18 affiliated universities) and, from this academic
year, I have been selected as the Japan Director for Association of Christian Universities andColleges in Asia (ACUCA with a membership base of 62 universities (13 in Japan) across 8
countries and regions). In this respect, I ask that we continue to strengthen ties with our partner
universities both domestically and abroad.
In regards to administrative-level activities, various collaborative efforts have begun including
dispatching staff to the Japan University Accreditation Association and interaction withadministrative staff from overseas universities through Eramus+. It is my hope that we continue
3to actively dispatch staff so that they can share and make use of the results gained from suchinteraction.
The Nanzan Alumni welcomes in a new chairperson, and to mark this, I would like us tofurther strengthen ties with our alumni. Please consider new ways to connect and expand overseas
networks through the Nanzan Alumni and graduates of our university for the benefit the careerdesign education of current students.
5. Strategic Promotional Activities
We now face the challenge of a declining population of men and women in the 18-year-old bracket
and further diversification of information tools. Therefore, it is necessary to create a strategic
framework for the dissemination of information to prospective students and their parents. In thisrespect, I would like all teachers, administrative staff and related offices (Office of the President,
Admission Division, Center for International Affairs) involved in promotional activities to work
together. Please create opportunities on a regular basis to share and discuss ideas regarding how
to disseminate information about Nanzan University.
At the same time as enhancing our international brand, I request that everyone clarify thecharacteristics and strengths of their respective faculties and graduate schools and strive toactively promote them.
III. Promoting Internationalization
1. Further Advancement of International Exchange and Collaboration
By the end of the 2018 academic year, Nanzan University had entered into 16 new university
exchange agreements, bringing the total number of partner institutions to 102 universities in 30
countries. Within the ‘Vision for Internationalization in Nanzan University’, our goal is toestablish agreements with 130 universities by the completion of the Grand Design initiative in the2027 academic year. Here, I want us all to continue to work hard to deepen our current
relationships and to establish more exchange agreements. In 2017, short study-abroad programs
were established in all of our faculties. Please continue to enhance these programs based on
feedback from participating students.
As mentioned above, Nanzan University (NU) was selected as one of the Japanese universities
to promote Collaborative Online International Learning (COIL) between the U.S. and Japan. Our
project is called NU4-COIL2. This refers first to collaboration with the U.S. (Nanzan-UnitedStates) using Japan (Nippon-United States) as our domestic base, from which collaboration withother countries (Nanzan-Universal) around the world will be developed. In this respect, I ask that
all faculties and graduate schools actively select courses that can use the COIL online
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collaborative learning design to conduct classes with overseas universities. The aim is to foster
career oriented interactive leadership skills among our students who are equipped withmulticultural, interdisciplinary, problem detection and solution skills.
2. Establishment and Development of Faculty and Graduate School International Student
Host Systems
Presently, Nanzan University hosts a large number of international students. Many of them are
students studying Japanese at the Center for Japanese Studies. Please look at ways to increase thenumber of courses open to international students who possess a high level of Japanese proficiency.
As Nanzan University continues to increase the number of international students through our
exchange agreements with overseas universities, I would like all faculties and graduate schools
to look into creating flexible systems that allow international students to study their specialist
fields through the medium of the Japanese language. At the same time, I request that our graduate
school teaching staff consider the possibility of developing a framework that allows international
students to undertake research.
We need to attract more international students in order to enhance our borderless learning
environment. To this end, please consider measures to increase the number of degree-seeking
international students.
3. Development of Strategic Promotion of Nanzan University’s Internationality
Nanzan University has always promoted its internationality as a significant point of attraction of
our university. In order to further enhance this appeal, I would like us to review our promotion
strategies and methods, including ways in which we can advertise the successful results of our
MEXT sponsored Inter-University Exchange projects. In addition, please look at the possibilityof securing more international students through the delivery of information to Japanese language
schools. Participation in university admission fairs and workshops that cater for international
students will also be useful.
Please also endeavor to promote our numerous international and cultural exchange activities,
such as the international week events, and publicize those events externally. On top of these
activities, I would also like our staff to think about visiting high schools overseas throughconnections made at international study abroad fairs and using our representative offices in China(Shanghai and Beijing) that were opened last year. Also, I request that we review the possibilityof establishing more such offices overseas.

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4. Current Project Continuation and New Project Development
Nanzan University has undertaken many internationalization-themed projects to date. I want us
to look at ways to effectively use what has worked well as a framework for future possibilities.
This year is the final year for the LAP (Sophia-Nanzan Latin America Program) project, but I
would like those involved in this project to consider how the platform, namely the Japanese
program, can be continued beyond the project term. From this year, Foyer Nanzan will be used
as an international student housing facility. As we expect to welcome more international students
and scholars to Nanzan in the future, I would like Nanzan University to continue to develop thistype of housing.
IV. Education and Research
1. Effective Operation of the Quarter System
Nanzan University introduced the quarter system in the 2017 academic year due to a rise in theimportance placed on the international applicability of degrees and on the quality assurance andexcellence of university education.
The quarter system has a number of advantages. Firstly, it allows for flexible course schedulingand for an improvement in the effects of short-term concentrated learning. Furthermore, students
have more choices in the second quarter in terms of short-term study-abroad summer programs,
service-learning programs and other autonomous learning opportunities.
This academic year, I would like us to look for ways to secure research time among all of ourteaching staff by brainstorming ideas to make it possible. For example, one way could beconsidering a flexible systemization of intensive classes so that time can be allocated in the second
quarter for research and data collection activities.
This year we will publish a mid-term report that examines the quarter system. Since
implementing this system, the main issue that has come to light is the tightness of the academic
year schedule. The present class time schedule is based on an eight-week approach, with fifteen
90-minute classes for accreditation, and so please start to examine ways to improve this situation.
2. International Course Category
At Nanzan University we have pushed ahead with the opening of International Course Categoryclasses in an effort to promote a ‘borderless learning environment’ and a ‘virtual-study abroad
experience before going abroad to study’. We have awarded the Nanzan International Certificate
to those students who have completed 24 credits from this category. This year, I would like thissystem to be further strengthened and substantialized. This includes making efforts in all faculties
and graduate schools to confirm and review the objectives of opening these courses and the6significance of the Nanzan International Certificate. Additionally, it is important that thesignificance of these courses is conveyed to our students. To that end, I would also like all relevant
staff to review the overall management with regard to offering these courses.
3. Establishment and Operation of an Education Quality Assurance System
In 2020 Nanzan University will undergo accreditation by the Japan University Accreditation
Association. In 2018, we created the ‘Nanzan University Internal Education Quality AssuranceCommittee Regulations.’ We have also made amendments to other relative sets of regulations. Inline with these regulations, this year we will establish teaching and learning management practices
to ensure education quality, so please continue to push forward with campus-wide self-assessment,
self-evaluation and internal quality assurance activities by means of an effective PDCA cycle.
Information regarding the quality of our university education (entrance exam statistics, syllabi,
student quota per teacher etc.) is already available to the public. However, in preparation for theupcoming accreditation, we will examine what type of information should be made public in termsof the visualization of our students’ academic achievements as well as the university’s educationachievements. Accordingly, I would like each faculty and graduate school to make ongoing efforts
to ensure their structured curriculum reflects the three policies. In addition, please assume apositive approach to conducting FD activities in each faculty and graduate school.
4. Nanzan University as an Education and Research BaseOur university has grown to include a total of eight faculties and six graduate schools on one
campus. We will continue to work on organically intertwining the fields of humanities, social andnatural sciences to enhance our interdisciplinary education and research. Here, I ask that all
faculties, graduate schools, research institutes, centers and our museum of anthropology strive tofurther develop themselves as education and research bases both domestically and internationally.
Some excellent examples of this can be seen in some of the projects undertaken last year, such as
the collaborative lectures with the Toyota Institute of Technology on ‘sustainable society’ with afocus on discussions from ethical, philosophical and scientific perspectives. In addition, otherrepresentative examples include the collaboration in exhibition exchange and a symposium
between the Nanzan Museum of Anthropology and Meiji University Museum, as well as the seriesof lectures run by the Nanzan Library on Catholic literature.
5. Student Support
The ‘Nanzan Challenge Project’ overseen by the Student Affairs Office is a student-led projectthat seeks to utilize campus activities and learning opportunities in ways which provide support
for extra-curricular activities such as community and international interaction. All projects
7selected thus far have been beneficial in terms of the activities conducted. As such, Nanzan
University will continue to support these types of project.
We will also actively encourage mutual support and exchange among students. This includes
bolstering the support and exchange between students in our research seminar rooms, learningcommons, Stella, the World Plaza, the Japan Plaza and the Centrum Communitatis.
In an effort to provide broad-ranging support for the extra-curricular activities of our students,
the laying of synthetic turf on our sports ground and renovations to our sports club houses havebeen carried out. This academic year sees our university join UNIVAS—the Japan Association
for University Athletics and Sport—which was establish in March this year. This will allow us toprovide more support for the sporting activities of our students in competitions and the like.
We will continue to offer economic support to students through appropriate scholarships
provided by the Nanzan Alumni, Tomonokai, as well as our own university scholarship structures.
Accordingly, I request that all teachers and staff provide information regarding these opportunities
to students in need of financial assistance.
Our Health Center has conducted a number of school attendance related projects including
workshops on mental health. Please continue to improve student support at all administration andorganizational levels.
6. Toward Better Research
In order to conduct better research, it is essential to secure external funds such as the Grants-inAid range of research funds.
The Nanzan Academic Society provides financial assistance for those looking to publish
research. Last year the society received thirteen applications for assistance, which is double fromthe previous year and went far beyond the budget limits. This situation indicates that our level ofresearch activity is high. In order to become an ‘education and research base’, I ask that research
not only be done on an individual basis, but that all departments and offices cooperate to pushforward with group research and that the results are actively delivered to society.
Please conduct your research in the correct manner by respecting and abiding by the research
ethics established by Nanzan University.
7. Strengthening our Financial Base for Education and Research Support
In order to further support and develop the education and research of our university, we need tostrengthen our financial base. Please continue to examine ways in which we can do this including
the possibility of revising school course fees.
In order to further improve the general and learning environment provided to students on
campus as well as to hand down our historical Raymond architecture to the next generation, we
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launched the ‘Raymond Renovation Project Fundraising’ in July 2018. It started on July 1st, 2018
and will continue through to March 31st, 2022 with the aim of raising 300 million yen. To that
end, this year we will continue to bolster the fundraising activities in an attempt to gain supportof the project’s objectives by as many people as possible.
V. Entrance Examinations
The total number of applicants who sat the general entrance examination, the Zengaku Toitsu
Nyushi (Unified Entrance Examination) (Individual Academic Ability-type & Combined with the
National Center Test-type) was 20,223. This was an increase of 465 applicants on the 2018
academic year total of 19,758. Combining this number with the National Center Test types (first
application period: 3 subjects & 5 subjects type, and second application period), the overall
number of applicants totaled 24,780, down 536 compared to the 2018 total of 25,316.
The “Reform Plan for the Articulation of High Schools and Universities” announced by MEXT
in July 2017 requires improvements by all universities in entrance examinations for 2021
admissions. The requirements include the provision of multifaceted and comprehensive
evaluation of students in terms of the three elements that make up academic ability: (1)Knowledge & Skill, (2) Cognitive Ability, Judgment & Power of Expression, and (3)Independence, Diversity and Cooperation. The Faculty of Global Liberal Studies and theDepartment of British and American Studies have implemented their own AO Admissions
Examination and we have also started an AO Admissions Examination for Catholic high schools.
In this context, I hope that other faculties consider the introduction of their own AO admissions
examination system.
Additionally, we need to decide and prepare for the way we use the Daigaku Nyugaku Kyotsu
Tesuto (University Entrance Common Test) that will replace the current National Center Test as
well as the introduction of external examinations evaluating the four skills of English (Reading,
Listening, Writing and Speaking). In February 2018, MEXT announced revisions to the Courseof Study Guidelines for High Schools. Within the revisions, the introduction of “High School andUniversity Articulation Reforms” stipulates the implementation of Active Learning programs that
focus on independent and interactive learning from 2022. Taking these reforms into consideration,
we must start to seriously look at the way in which we conduct our entrance examinations.
Our graduate schools shoulder an important responsibility in enhancing our social value fromthe perspective of linking education and research. Accordingly, I ask that faculties and graduate
schools work together to consider ways of strengthening their relationships through theintroduction of early graduation systems for faculties and the acceptance into graduate schools ofstudents graduating early.
9Please also consider further admission of international students at faculty and graduate schoollevel. Last year saw the introduction of the external Examination for Japanese University
Admission for International Students (EJU). Next, I would like us to think of systems designed
to accept a diverse range of students including a graduate school program in which all available
credits can be taken in a foreign language.
From this academic year, we will create an on-line system for university admission procedures.
As such, I request that all related administration offices and departments collaborative with eachother in terms of improved work efficiency and appropriate student-information sharing.
Whilst it can be said that the number of entrance examination applicants for Nanzan University
remains favorable, there has been a slight decrease in the last two years. Please analyze theentrance examination statistics available through institutional research and consider ways toeffectively use the results of this analysis.
VI. Career Support
The 2018 academic year was on par with the previous year in terms of the high percentage
achieved in job-to-applicants for university graduates. This indicates that there is a continuing
upwards trend in job opportunities. With this in mind, I ask that this year students seeking jobs
and the staff supporting their efforts continue to work hard together aiming for a 100% jobplacement rate.
In the long-term, job-hunting and life planning beyond university are both important. It isessential for students to clarify their career-path goals. The liberalization of the job-market makes
it a more mobile environment. As such, we have combined the Career Support and the Job SearchCommittees into one committee in order to enhance the structure that handles and supports careerdesign leading up to graduation. In this respect, I request that we work towards creating a better
career-support infrastructure under the newly-formed committee structure. An example of this is
the new lecture and workshop series undertaken by the Career Support Office last year.
Please strive to strengthen links with industry, including through channels involving our
graduates. For example, the second quarter is designed to allow students to participate ininternships. With this in mind, I want us to consider how we can make this kind of opportunity
possible by proactively informing companies of the quarter system structure. The Faculty ofBusiness Administration currently conducts classes in which they invite graduates in as guest
lecturers. Through these lectures, our current students are able to hear about a number of different
industries, which in turn gives them a deeper understanding of the realities of the working world.
Through such efforts, we should be able to think of ways to strengthen ties with our alumni andTomonokai members.
10With regard to career-design, I also ask that we come up with ways to create opportunities foroverseas collaboration. In that respect, one project that commences this year is an overseasinternship program with the Aeon Group.
Furthermore, I request that we consider further improvement in career-support activities forour international students, particularly in terms of more internship programs. Presently, ouruniversity is participating in the Aigi (Aichi & Gifu Prefectures) Career Development Consortiumfor International Students, but I would like us to look beyond this for additional development.
VII. Conclusion
In September 2021, we will celebrate 75 years since the establishment of our university’s
predecessor, the Nanzan College of Foreign Languages. How we approach this auspicious
occasion, and more importantly, what we should do from that point onward, are things that weneed to start considering now. Accordingly, a project team will be formed this academic year
under the guidance of the Office of the President in order to put plans together for this. I invite
everyone working at Nanzan University to think of ideas for our future. Let us all continue topush forward by “working together as a team” on the path toward ‘awareness’, ‘growth’ and‘maturity’.

Yoshifumi TORISU
President
Nanzan University

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