2016年1月11日

2015 Japan-Europe Forum

Date Friday, 13 November, 2015
Venue Henry Price Room, Chatham House
Sponsors Japan Economic Foundation
The Royal Institute of International Affairs (Chatham House)

EU2015
Japan-Europe Forum 2015More Pictures

TopicsThe Political Economy of Japan and the EU:
Challenges and Strategies

INTRODUCTIONJohn Nilsson-Wright, Head, Asia Programme, Chatham House
Kusaka Kazumasa, Chairman and CEO, Japan Economic Foundation (JEF)

SESSION 1: EU-Japan Trade and Economic Relationships-What are the prospects for a successful completion of an EU-Japan Free Trade Agreement (FTA) in 2015?
-What are the implications of this agreement economically both within Europe and Japan?
-How might success in the FTA talks foster a wider and more cooperative strategic partnership between Japan and the EU?

ModeratorNaoyuki Haraoka, Executive Managing Director, Japan Economic Foundation (JEF)

SpeakersToshiyuki Shiga, Member of the Board of Directors, Vice Chairman, Nissan Motor Co., Ltd.
Michael Reiterer, Principal Advisor, Asia and Pacific Department, European External Action Service
Tetsuro Fukunaga, Executive Director, Brussels Office, Japan Machinery Center for Trade and Investment (JMC)

SESSION 2: Age, Gender & Migration: The Challenges of Demography-How have Japan and EU member countries responded to the challenge of aging and gender inequality and what lessons can be learnt from their respective experiences in promoting greater social cohesion and labour flexibility?
-What are the benefits and challenges to Europe and Japan from increasing migration, whether regulated or unregulated?

ModeratorJanet Hunter, Saji Professor of Economic History, Economic History Department, London School of Economics

SpeakersKyoji Fukao, Professor, Institute of Economic Research, Hitotsubashi University
Evelyn Ersanilli, Assistant Professor, Department of Sociology, VU University Amsterdam

SESSION 3: Energy & the Environment: Is a Green Future Possible?-What has been the role of national governments in Europe and Japan in mitigating climate change?
-What are the prospects for and obstacles to the reactivation of Japan's nuclear reactors?
-How have technological advances helped to enhance Japan's ability to manage the challenge of global climate change?

ModeratorNeil Hirst, Senior Policy Fellow, Faculty of Natural Sciences, The Grantham Institute for Climate Change, Imperial College London

SpeakersKeigo Akimoto, Chief Researcher, Leader of Systems Analysis Group, Research Institute of Innovative Technology for the Earth
Rob Bailey, Research Director, Energy, Environment and Resources Department, Chatham House

SESSION 4: Local government and New Models of Political Accountability-How have the triple disasters of 3/11 influenced the role of local government in Japan, both in limiting the power of central government and in providing localized solutions to particular policy problems?
-Is Japan turning inwards and embracing a new model of 'slow economic growth'? What are the costs and benefits of such a change?
-What do the experiences of Europe and Japan suggest are the benefits of greater political devolution?

ModeratorArthur Stockwin, Emeritus Fellow, St Antony's College, University of Oxford

SpeakersSota Kato, Professor, International University of Japan; Senior Fellow and Director of Research, Tokyo Foundation
Andreas Kiefer, Secretary General of the Congress of Local and Regional Authorities, Council of Europe

WRAP-UP AND CONCLUDING REMARKSJohn Nilsson-Wright, Head, Asia Programme, Chatham House
KUSAKA Kazumasa, Chairman and CEO, Japan Economic Foundation (JEF)

Agenda

ParticipantsList

SummarySummary (English)Summary (Japanese)

2016. JULY 2015. NOVEMBER 2014. JUNE 2013. JULY 2013. MARCH 2012. NOVEMBER 2012. FEBRUARY 2010. DECEMBER 2010. MARCH 2009. MARCH 2008. MARCH 2007. MARCH 2005. APRIL 2001. NOVEMBER

2016年1月 8日

Japan SPOTLIGHT January/February 2016 issue

Japan SPOTLIGHT January/February 2016 issue

COVER STORY: Where is Japanese Management Heading - Evolution or Revolution?
Assessment of Reform of Corporate Governance & Diversity Management

Japanese management, with lifetime employment and a seniority-based salary and promotion system as its core elements, has long been considered central to the success of Japanese business. The cohesiveness of a company developed by such simple management techniques was an engine in enhancing the competitiveness of Japanese companies in the process of catching up with global leaders until about the 1980s. In this process, vitality was more important than creativity, and such cohesiveness helped to create vitality. People around the world became interested in Japanese management techniques as the success story of the Japanese economy spread.

But now that the Japanese economy has matured and no longer needs to catch up with any other, Japanese businesses will need innovation and creativity instead of cohesiveness. They will need to develop on their own more new ideas and strategies to maintain their competitiveness, since they don't have any models to catch up with. New ideas and strategies often come from competition rather than collaboration, when you are pressed to create a distinction from your rivals by a new strategy or a new product in a serious competition for profits. The cohesiveness of a company may no longer be a primary necessity to win the competition for creativity. Rather, diversity will be a key to the creation of new ideas and thus to business success. Japanese companies now face the need to introduce diversity among the members of their management team, such as women and foreigners.

Corporate governance reform in Japan, which is now drawing international attention, would enable a Japanese company to enage in ROE-oriented competition which would lead to greater innovation. Diversity management and corporate governance reform are both recommended and promoted by "Abenomics". So traditional Japanese management now has to tackle these challenges and change by itself. This transformation process of Japanese management, whether it be called evolution or revolution, will draw international attention because conventional Japanese management systems once provoked discussions about the future of global business itself. Corporate governance reform in Japan, and diversity management, two business reforms advocated by Abenomics, are the core factors of this transformation process.