President’s Position Paper for 2018
To All Staff in Nanzan University,
I. Basic Position
In the 2017 position paper, I expressed the fundamental idea of aiming to bring about the‘maturation’ of Nanzan University as a whole. I stated that this becomes possible as a result of
our efforts towards ‘growth’, including personal development, reform and innovation by being
conscious of the charisma we all individually possess. This stance remains unchanged. This year,
I would like us all to continue to etch the words ‘awareness’, ‘growth’ and ‘maturity’ in our minds
as we work together toward our goals.
In the past, some of the main issues fiercely discussed at the Second Ecumenical Council ofthe Vatican (1962-1965) were ‘modernization’ and ‘returning to the source’. In short, the issue ofmodernization referred to opening up the church to the modern world and bringing backevangelical fervor to Christianity to rejuvenate it. At first glance, the opposite may have seemed
to be the case, but in actual fact, the church was referring to Christ’s way of life, which was amodel for self-reform, answering the needs of the people of that era and opening a path for their
future and reforming the era. We live in an age in which not a day goes by that we don’t hearwords such as global development or artificial intelligence development. For Nanzan University
to make it through these times of rapid change, we must be able to respond appropriately byreading the ‘signs of the times’ and reaffirming the significance of the cornerstone of ouruniversity, our educational motto.
For all of us at Nanzan University who are involved in teaching and research, I believe that
we should make our university philosophy and educational motto the base required to respond thevarious expectations of society. In particular, our motto of “Hominis Dignitati” (For Human
Dignity) succinctly expresses the characteristics of our university’s educational and researchtradition. This is indeed a value that we must not lose sight of, even as Japanese society becomes
more diverse and globalized.
Aiming toward ‘awareness’, ‘growth’ and ‘maturity’, as a university, not only do we need theability to think through various issues with creativity and initiative, but we also require a deeper
sense of ‘collaboration’ as one team in order to realize our own ‘modernization’ and ‘returning toour source’. Let us work in unison and grow together.

1II. Strategic International Advancement‘Internationalization’ has always been one of the priority issues for Nanzan University, and it willcontinue to be so in the years to come. All Japanese universities need to internationalize, but at
Nanzan University, aiming to realize the goals set within our founding philosophy, the Nanzan
University Grand Design and the ‘Vision for Internationalization in Nanzan University’, this year
I request that we continue to strategically advance our own internationalization based on the
traditions of our achievements to date.
1. Further Advancement of International Exchange and Collaboration
As of the end of the 2017 academic year, Nanzan University now has exchange agreementswith 85 universities in 22 countries. Within the ‘Vision for Internationalization in Nanzan
University’, our goal is to establish agreements with 130 universities by the scheduled completionof the Grand Design initiative in the 2027 academic year. If agreements are concluded with theuniversities that we are currently in negotiations with, the total number will increase to 102
universities across 30 countries, meaning that we will be one step closer to achieving this goal.
To that end, I request that we all continue to work hard to establish more exchange agreements.
In 2017, short study-abroad programs were established in all of our faculties. If we add thelong-term study-abroad program numbers, this means we now have a total of 600 students goingabroad. Additionally, this academic year sees approximately 110 second-year students from theFaculty of Global Liberal Studies participating in a study-abroad program at Arizona State
University. Please continue to create programs in each faculty and graduate school that allow ourstudents to study abroad and enhance their intercultural understanding.
In terms of other collaboration, I think it is necessary for us to take further steps to diversify thetypes of exchange undertaken to move beyond student exchange to include teacher andadministration staff exchange and the hosting of faculty-led short-term study tours. In doing so,
we also need to move forward with improving our learning environment and infrastructure bymaking use of information and communication technology (ICT) so that we can realizeinternational online collaborative exchange and learning. Furthermore, please work to strengthen
tie-ups with other catholic universities so that we can take advantage of our position as acomprehensive catholic university.
2. Establishment of Faculty and Graduate School International Student Host Systems
Nanzan University accepts 300 international students from 30 countries every year. Half of
this number is made up of exchange students studying at the Center for Japanese Studies. Thisestablished practice is well thought of by society. However, in order for us to increase the numberof universities with exchange agreements and accept more international students, we need to2create systems in which credits can be obtained within our faculties and graduate schools.
Providing more core-content classes in English and other languages could indeed help to achieve
this objective. An increase in international students will lead to more opportunities for
multicultural exchange on campus. To that end, I would like all faculties, administration offices
and facilities such as the Centrum Communitatis, Japan Plaza, World Plaza and Stella to work
hard to stimulate more multicultural exchange through the likes of events such as international
weeks etc.
3. Preparing for New Developments for Internationalization
Starting this academic year, we will implement a pre-departure overseas entrance exam that
increases the application opportunities for international students. System reform that stimulates
growth in international student numbers requires all faculties, graduate schools and administration
offices to work together. I would like both teaching and administration staff to attend study-abroad
conferences and fairs to increase their knowledge of foreign education systems and accreditation
systems. Furthermore, I request that we work to improve career-design education, being consciousof international students’ post-graduation paths.
In 2017, Nanzan University representative offices were opened in Shanghai and Beijing.
Please think about where else we could establish new representative bases, as well as how to use
these bases effectively in terms of enhancing our education and research.
Finally, we need continue to work on our infrastructure as the number of international students
increase. Please look at more effective uses of our Nagoya Koryu Kaikan, Yamazato Koryu
Kaikan, UR Chiyogaoka and Foyer Nanzan dormitory housing.

III. Future Planning
As of March this year, the Future Planning Fundraising initiative has drawn to a close after four
years of activities. Here, I would first like to express my sincerest gratitude to everyone who
helped with this. The funds raised will be used effectively within upcoming future planning.
1. Organizational Restructuring
The 2017 academic year saw the restructuring of a number of existing institutions within theuniversity in line with the integration of our two campuses. Additionally, the Faculty of Global
Liberal Studies was newly established. In order to further enhance our education and research, it
is vital that we all continue our efforts in organizational restructuring based on a spirit of‘unceasing self-reform.’
At graduate school level, preparations are currently moving forward for the opening of a new3

Graduate School of Law to add to the existing Nanzan School of Law, which focuses primarilyon the training of practicing lawyers. The new graduate school aims to foster experts andresearchers in the field of law. As for the undergraduate level, I ask that the Faculty of Scienceand Engineering continues to work on the restructuring of its departments.
2. Campus Facilities
In June 2017, Nanzan University began Stage III and IV of the Nanzan University Nagoya
Campus Facilities Plan (2017-2021). During the 2018 academic year, renovations to the F, G andJ buildings will be made and classrooms and research seminar rooms will be added. Among theserenovations, G30, which will have earned a place in the memories of our graduates, has beenreborn into a bright and modern lecture hall. Additionally, the sports ground will have synthetic
turf laid down. We hope all of the P.E. classes and sports clubs make the most of this addition. We
also plan to move forward with the addition of research seminar rooms and lockers for all faculties
and their students. These facility plans are referred to as the Raymond Renovation Project as we
continue to pass down Antonin Raymond’s design principles, which make up the base of ourbeautiful campus.
3. Nanzan University Grand Design Reform
Over ten years have passed since the Nanzan University Grand Design for the next 20 years
was devised in 2007. Since the end of last year, we have begun the review process of its contents.
Here, it is important that we are able to clarify any changes in our environment that we had not
originally anticipated and to strengthen our approach accordingly. Presently, the issues identified
and under review in the Grand Design have been divided into four categories: 1) matters that are
in progress and/or completed, 2) matters that are in progress, but are yet to yield results, 3) mattersthat have not progressed and need future concrete planning, and 4) matters that need revision due
to environmental changes. In the near future, we will make the mid-term report available to all
staff. To that end, I ask that staff in all administration offices, centers, faculties, graduate schools
and research institutes within Nanzan University look at the issues presented and examine what
can be done moving forward.

IV. Education and Research
1. Continuous Examination of the Effective Operation of the Quarter System
The quarter system was introduced in the 2017 academic year. This system is a fundamental
reform aimed at further internationalizing our university and enhancing the quality of oureducation and research. We were able to commence this significant reform due to the4considerable efforts made by all teaching and administration staff. However, this system is stillin its infancy. As such, we need to tackle any issues that arise as we aim to further improve our
education and research under this new system. Accordingly, I ask you all to continue to review
this system from all angles and consider how we should operate it effectively.
2. Establishment and Operation of an Education Quality Assurance System
Education and research are the two fundamental roles of a university. Naturally, there is anincreasing demand by society for universities to clearly show the quality enhancement ofeducation being made. Accordingly, in terms of education, we need to establish a framework to
examine whether our PDCA cycle is working appropriately and operate it with absoluteaccuracy. I am sure that self-assessment and self-evaluation reports have been appropriately
checked up until now, but as we prepare for the upcoming accreditation in the 2020 academic
year, I ask that we review the contents and questions in the self-assessment and self-evaluation
reports and, where necessary, think about making changes to make them easier to implement
and the issues easier to understand.
3. Nanzan University as an Education and Research BaseIn recent years, a variety of fields have become more organically intertwined and are headingin an increasingly interdisciplinary direction in terms of education and research. Furthermore,education and research are developing on a stage that transcends regional and nationalboundaries to include more international arenas.
With the completion of the campus integration last year, the Nagoya campus now hosts eightfaculties, four graduate schools and a number of centers. I request that we all work to make thevery most of our environment by creating ideas regarding interdisciplinary education andresearch that see more open channels of communication between institutions and teaching staff
in the fields of humanities, social and natural sciences.
Joint research and other collaboration with both domestic and overseas universities are
essential for any university. Nanzan University continues to enjoy a strong collaborative
relationship with Sophia University as a fellow catholic university and through the “JapanLatin America Student Mobility Program: Human Dignity and Harmonization in Migration andCoexistence.” With the Toyota Technical Institute, we have continued various types ofcollaboration including credit transfer, interlibrary access, and a joint lecture series. Both theFaculty and Graduate School of Science and Engineering have also embarked on new research
initiatives with Nagoya University and other universities. One is a research project entitled‘Human Resource Development Base Formation Supporting Embedding System Industry(QuadPro)’ (enPiT2). The other, which is related to this research, is an accredited program
within the faculty and graduate school entitled ‘Technical Development Training Program for5

Embedding System Engineers’ (enPiT-Pro) which is an education program that focuses on the
re-education of people in the workforce. Accordingly, I ask that we continue to further deepen
these types of collaboration.
In terms of relationships with foreign universities, the 2017 academic year saw the
implementation of short-term study abroad programs in all of our faculties, meaning that we can
expect deeper relationships moving forward. I would also like to see us continue to support
domestic and overseas sabbaticals taken by our teaching staff in order to further develop
research.
Here, I ask that we work together in making it possible for Nanzan University to become acentral base for education and research by bringing together cooperative and collaborative
relationships with the above-mentioned universities and research institutes both at home andabroad.
4. Student Support
A variety of support strategies are required to respond to the concerns and feelings of uneasethat students can have related to study. Until now, the Health Center has played a central role inproviding such support along with assistance and advice from academic advisors and other staff
within our departments, faculties, graduate schools, Academic Affairs and Student Affairs
offices, Center for International Affairs and the Centrum Communitatis. I ask that we continue
to provide support for our students with diverse backgrounds.
We will continue to waive entrance and tuition fees up to the total amount due for those
whose households have been affected by the Great East Japan Earthquake and Tsunami and the
Kumamoto Earthquake. Also, for students whose results have proven their enthusiasm towards
their studies, we will continue to offer opportunities for economic support through appropriate
scholarships. Accordingly, I request that all teachers provide information regarding theseopportunities to students whom you think may be in need of assistance.
Support of extracurricular activities is another important area so that all students lead afulfilling campus life. For example, the Sophia-Nanzan Sports Festival is one of our traditional
events and something that has significance in terms of inter-university collaboration. Please
continue to support this event. In addition, I would like us all to continue our support of theuniversity clubs and groups involved in the community activities (concerts, exhibitions, sports
festivals etc.) as well as the likes of the Student Affairs office-led ‘Nanzan Challenge Project’
which focuses on original activities created by students.
5. Toward Better Research
In order to conduct better research, I want us all to continue to aggressively seek external
research grants. Good research means it must be ethical and be considered appropriate under6

normal social conventions. To that end, please conduct your research in the correct manner,
firstly by respecting research ethics and by also by being fully cognizant of how to conduct yourresearch and how to use research funds.

V. Social Contribution and Links
1. Social Contribution

I am sure that everyone involved in research at Nanzan University is doing so as much as
possible with an awareness of the direct and indirect social contribution that such academic
activities provide. As a university, giving thought to how we make best use of our intellectual,human and material resources will become increasingly important from now on. During the2017 academic year, as an example, we utilized our intellectual resources to send teachers toneighboring junior and senior high schools to deliver demonstration classes that included an
introduction of their research. We also ran ‘Saturday Seminars’ as collaborative events with theaffiliated institutions within the Nanzan School Corporation.
In terms of human resources, a joint-development project focusing on bread and sweets
products was carried out in collaboration with project research students and our student
volunteer group, and our PR staff conducted visits to high schools. In addition, the Nanzan
Museum of Anthropology is involved in collaborative activities regarding museum materials
with the Nagoya University Museum and the Meiji University Museum, which could beconsidered an example of social contribution focusing on material resources.
Nanzan University also provides assistance and support to a number of academic
conferences and lecture events. I ask that we continue these efforts through a range of activities
and use our various resources in a way that benefits society.
2. Community Links
Nanzan University is located in the Tokai Region, which means that we have to be constantly
prepared for natural disasters such as powerful typhoons, heavy rain and floods as well as
carrying out an ongoing review of the probability of an earthquake occurring in the Nankai
Trough. Based on our risk management contingency structure, in the event of natural disasters,
as well as ensuring that our students and staff are kept safe, we will serve as a center ofoperations for the local community.
From last year, our Student Fire Brigade began activities to contribute to help keep people inour community safe. Our Extension College continues to run a large variety of courses throughits Communication, Career Skills and Life Support departments as lifelong education
opportunities for the local community. In addition, the Logos Center continues to conduct a7

variety of activities, including cultural classes, volunteering and charity bazaars. From thisacademic year, Nanzan University’s collaboration with Nagoya City Office’s Gender Equality
Promotion Office will see students from our Faculty of Law participate in an internshipprogram. I request that we continue to look for a variety of possibilities regarding community
links either as Project Research credits or student group activities.
3. Links with our Graduates
As can be seen from our long-established practice of homecoming days etc., at Nanzan
University we have always treasured the bond that exists with our graduates. Our graduates
fulfill numerous roles in society, so if our current students get a chance to see what our
graduates are doing, I am sure it will stimulate them. For our graduates, being able to see how
our current students are spending their time at university will give them a feeling of nostalgia as
well as a sense of expectation. In order to make it possible for our current students andgraduates to interact and connect in this way, I ask that we look at ways to create a frameworkthat allows our graduates to participate in on-campus events.

VI. Entrance Examinations & Finding Employment
1. 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 19,758. This saw an increase of 165 applicants on the 2017
academic year. Combining this number with the National Center Test types (first application
period: 3 subjects & 5 subjects type, and second application period), the overall number ofapplicants totaled 25,316, a decrease of 757 compared to 2017.
Entrance examination reforms are now required based on the “Reform Plan for the Articulationof High Schools and Universities” announced by MEXT in July last year. The reforms require
improvement of entrance examinations for 2021 admissions by all universities through theprovision of multifaceted and comprehensive evaluation of students in terms of the three elementsthat make up academic ability: (1) Knowledge & Skill, (2) Cognitive Ability, Judgement & Powerof Expression, and (3) Independence, Diversity and Cooperation. Therefore, we need to begin
looking in the mid to long-term at the way we use the Daigaku Nyugaku Kyotsu Tesuto (University
Entrance Common Test) that will replace the current National Center Test as well as theintroduction of external examinations that evaluate the four skills of English (Reading, Listening,
Writing and Speaking). To that end, I ask that all other faculties consider the introduction of an
entrance examination system such as the AO Admissions Examination, which evaluates these8elements, as has been done in the Faculty of Global Liberal Studies and the Faculty of Foreign
Studies.
One initiative taking place this academic year is the introduction of two new types of entrance
examination—1) an AO Admissions Examination for catholic high schools and 2) a pre-arrival
entrance examination conducted overseas for international students. The latter incorporates theuse of the external Examination for Japanese University Admission for International Students(EJU). Therefore, I request that we continue to explore further development of our examinations
from the viewpoint of international students and adult students.
Our graduate schools play an important role in enhancing our university’s social value in termsof education and research. In the 2017 academic year, we started a September intake for all
postgraduate programs except for the Law program. I would like each of our graduate schools
and administration offices to think of strategies that will make our postgraduate programs
appealing so that we can increase the number of applicants.
2. Career Support Activities
The 2017 academic year saw another high level achieved in terms of job-to-applicants foruniversity graduates, indicating a continuing trend toward improvement in job opportunities. With
this trend in mind, I ask that students seeking jobs this year and our staff supporting those efforts
work hard together to achieve a 100 percent job-placement rate.
Saying that, however, getting a job is not the end goal. Rather, it is important that students
themselves clarify their career path goals and work hard through their lives to realize them. To
help make this possible, I want our Career Support Committee, Job-Search Committee, faculties
and graduate schools to work together on improving our career support infrastructure. This
includes aiming at improvements through activities such as the collecting and analyzing of dataon matters pertaining to industry links, actual career support activities provided to our students aswell as collaborative activities with the academic advisors among our teaching staff.
Furthermore, I request that you consider further improvement in career support activities,
particularly in terms of more internship programs, for our international students.

VII. Public Relations
Up until now, Nanzan University has promoted itself as an important education and researchbase in the Chubu region. As previously mentioned, we have been working toward ‘unceasing
self-reform’ through efforts being made on the quarter system, promotion of internationalization,
entrance examination reform, educational reform, campus renovations and social contribution.
However, it is often pointed out that our name does not feature in the media frequently. In order9

to resolve this and increase our exposure, it is necessary for us to take a closer look at how we use
the media, including the Internet and newspapers, and enhance that use. Simply put, we need tocreate a clear image and value that expresses Nanzan University’s education and research so the
public can clearly identify with the things we are famous for.
With regards to our public relations, firstly I think getting more exposure in terms of ourresearch output, educational activities as well as stories related to what our current students andgraduates are doing would work well. The President’s Office will look at various matters such as
the evaluation of a strategic framework and an appropriate budget for PR activities, but I also askthat our teachers and other staff cooperate in disseminating PR related information.
Our various open campus sessions serve as important opportunities to establish directconnections with students wanting to enter Nanzan University. As such, I ask for your continued
cooperation in these activities this year. In order for our university to push forward with its
internationalization initiatives, I request that we also enhance our PR activities overseas.
As a university, we now find ourselves in a situation where rapid changes in a range of social
contexts are being identified in various fields. In the future, the age demographic of those studying
at university will most likely not be limited to beginning at the age of eighteen. There are signs
that there will be an increase in the opportunities for people already working full-time to begin
studying again and for Japanese and international students to learn together more. Moreover, inline with the technological revolution we are recently witnessing, it is possible that we will see adiversification of the way students work after graduating from university. In that respect, it isessential that we keep an eye on such changes so we can respond appropriately as a university.
Simply put, let us “work together as a team” and take the path toward ‘awareness’, ‘growth’ and‘maturity’ together.

Yoshifumi TORISU
President
Nanzan University

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