BCCJ Acumen September 2014 by Custom Media KK

September 2014 | 짜900

The magazine of the British Chamber of Commerce in Japan

ACUMEN FINANCE SOCIETY MEDIA ARTS BOOKS HEALTH INDUSTRY COMMUNITY EVENTS and much more

INDUSTRY & A-LIST HR, CORPORATE TRAINING & EDUCATION

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Rise of modern dads

Self-branding hints and tips

Raising awareness of suicide

inspired

minds How science helps create global leaders

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September 2014

7 EDITOR Making the grade kathryn wortley 8 MEDIA UK-Japan news 11 EXECUTIVE DIRECTOR Snapshots from the BCCJ ecosystem lori henderson mbe

33 EXPORT TO JAPAN Hiring firms note solid demand INDUSTRY HR, Corporate Training & Education 34 A-LIST 39 The art of self-branding Making an impact on prospective employers

12 MEDIA Japan news

43 JET Where are they now? Giving back: changing participants and communities

15 PRESIDENT Welcoming tourists and new initiatives david bickle

44 HELP Raising awareness of suicide

16 TOP STORY Inspired minds How science helps create global leaders 20 INTERVIEW Branding with the human touch Connecting with consumers 23 FINANCE Examining UK inheritance tax A guide to the most emotive tariff 25 TRAINING Credibility is king in sales Become a trusted business partner 26 CREATIVE Selling the snapper’s dream Changing the camera industry 30 SOCIETY The rise of modern dads Support from government, media and firms

45 LONDON CALLING Marking 100 years since World War I 46 ARTS UK events in Japan • Children’s TV series special • Memory play • Acclaimed musical • Shakespeare drama • Live brass band • Play drama 48 COMMUNITY Photos from UK-Japan events 51 HEALTH Having a baby in Japan 53 IF YOU ASK ME A writer’s responsibility 54 BOOK REVIEW Sake Confidential ian de stains obe

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The British Chamber of Commerce in Japan

BCCJ MISSION To strengthen business ties between Britain and Japan, promote and support the business interests of all our Members, and actively encourage new business entrants into the Japanese market as well as Japanese investment into the UK. LEADERS President: David Bickle Deloitte Touche Tohmatsu Vice-president: Anna Pinsky Individual Member EXECUTIVE STAFF Executive Director: Lori Henderson MBE Operations Manager: Sanae Samata Membership and Marketing Assistant: Sarah Firth EXECUTIVE COMMITTEE Jonty Brunner | British Airways Graham Davis | Individual Member James Dodds | KPMG Simon Farrell | Custom Media K.K. Iain Ferguson | Lloyd’s Japan Inc. Philip T Gibb OBE | Canning Professional K.K. Alison Jambert | Eat Creative K.K. Yoko Kosugi | The Royal Bank of Scotland plc Anna Pinsky | Individual Member Reiko Sakimura | Clifford Chance Law Office Richard Thornley CBE | Individual Member James Weeks | Kreab Gavin Anderson K.K. Haruno Yoshida | BT Japan Corporation EX OFFICIO Sue Kinoshita | British Embassy Tokyo Jeff Streeter | British Council Japan BCCJ ACUMEN Editor in Chief: Simon Farrell British Chamber of Commerce in Japan 12F Ark Mori Bldg. 1-12-32 Akasaka, Minato-ku, Tokyo 107-6012 Tel: (03) 4360-8361 | Fax: (03) 4360-8454 info@bccjapan.com | www.bccjapan.com BCCJ ACUMEN is the magazine of the British Chamber of Commerce in Japan

Printed on paper certified by the US Forest Stewardship Council with vegetable oil ink certified by The Japan Printing Ink Makers Association.

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CONTRIBUTORS

BCCJ members and writers are welcome to submit ideas for content, which will be reviewed by the editor. kathryn@custom-media.com

Julian Ryall

Mark Schreiber

Trevor Webster

Dr Greg Story

Japan correspondent for The Daily Telegraph.

An author and translator who has been based in Tokyo since 1966. Mark was employed as a media analyst in market research before turning to freelance writing.

Area Manager of de Vere Group Tokyo K.K., Trevor has worked in Tokyo for over 10 years specialising in retirement and estate planning for the international community.

President of Dale Carnegie Training Japan.

Dr Florian Kohlbacher Associate professor in the International Business School Suzhou at Xi’an JiaotongLiverpool University, Florian was previously head of the business and economics section at the German Institute for Japanese Studies Tokyo.

Christoph Schimkowsky A graduate of political science and sociocultural anthropology from the University of Goettingen, Germany, Christoph was research assistant at the German Institute for Japanese Studies Tokyo until February 2014.

Paul Dupuis Managing director of professional & client solutions at Randstad Japan K.K., Paul has 23 years experience of working in Asia and is a seasoned leader in recruitment.

Dr Nicola Yeboah A British doctor who graduated from the University of London in 1999. Nicole has a Japanese medical licence and is currently working in Tokyo as a general practitioner.

/BCCJapan

/BCCJ Company Page

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To advertise or order BCCJ ACUMEN: inquiries@custom-media.com WARNING/DISCLAIMER Custom Media and the BCCJ will not accept liability for any damages caused by the contents of BCCJ ACUMEN, including, but not limited to, any omissions, errors, facts or false statements. Opinions or advice expressed in BCCJ ACUMEN are not necessarily those of the BCCJ or Custom Media. ÂŠ 2014 Custom Media K.K.

6 bccj acumen, september 2014

EDITOR

s children and young people go back to school—whether for a new term in Japan or a new academic year in the UK—one can’t help but be affected by the buzz. From news and advertising to social media and sales, there is the sense of a new start. Among those eager to pick up their studies anew will surely be the students who participated on the UK-Japan Young Scientist Workshop Programme this summer. The initiative, which involves small groups of students from both countries working and living together, uses science as a cultural bridge to promote wider education (page 16). This month, at a special event celebrating the achievements of the decade-long programme, I had the privilege to meet some participants. Having recently completed workshops at Tohoku University, the students’ newfound enthusiasm for science, and passion for learning about each other and the world around them through exchange, was infectious. What’s more, the programme is popular among girls as well as boys; good news for efforts to improve diversity in sciencerelated fields.

improving economy is resulting in demand for specialist staff across the majority of key industrial sectors. British firms in Japan are at the forefront of the jobs market, using their experience to provide the best candidates.

Making the grade

Education, recruitment and BBA judges kathryn wortley kathryn@custom-media.com

Changing places Staying with the theme of diversity, women may be particularly pleased to read September’s article on efforts to help ikumen, fathers who are active in raising their children, (page 30). No doubt spurred by the rise of the term in the media, the government and local businesses are supporting father-friendly campaigns. Given the positive

impact on mothers wishing to return to, or stay at their jobs, women will no doubt be keeping a keen eye on developments. Opportunity knocks Turning to the job market, the future looks promising, according to experts featured in our industry special this month (page 33). Renewed confidence in the

Judges unveiled Speaking of top candidates, have you decided who to nominate for the upcoming British Business Awards on 14 November? Just before publication, the BCCJ kindly confirmed the names of this year’s judges. Representing a range of industries, they have experience in the communications, government, business and nonprofit sectors: • Keiko Akaho, section editor, Nikkan Kogyo Shimbun • William Saito, special advisor to the Cabinet Office, Government of Japan • Philippe Fauchet, president, GlaxoSmithKline Japan • Sue Hunt, director, London Organising Committee of the Olympic and Paralympic Games; global ambassador for global leadership progamme Flourish • Richard Boggis-Rolfe, chairman, Odgers Berndston We look forward to putting the judges through their paces in the forthcoming issue.

RIJ New Charity Lunch Club Become a Friend of Refugees International Japan and join our new lunch club. Friends of RIJ will now have the opportunity to come together at regular lunches in Tokyo restaurants to learn about the projects we fund around the globe. The annual Friends donation is ¥12,000* and will go directly to RIJ funds, providing opportunities for displaced people to build a brighter future. *Cost of lunch additional

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UK-JAPAN NEWS

MEDIA Joint bid to fight pirates

Air force units share best practices A fighter squadron in eastern England has hosted a visit by officers of the Japanese Air Self Defense Force to discuss ideas and share experiences, the Lincolnshire Echo reported on 30 July. Based at Chitose Air Base in Hokkaido, the officers from the 201st Tactical Fighter Squadron were shown how the Japanese SDF officers learn about air force station RAF typhoon aircraft in a UK exchange. Coningsby uses a typhoon aircraft in its operational capacity, and were given details on the synthetic training that typhoon pilots undergo. The visit to the Lincolnshire base underlines the strength of the bilateral relationship, dating back to 1927, between the two reportedly very similar squadrons.

The British government has welcomed Japan’s move to lead an antipiracy operation in waters that “have a direct impact on the UK’s security”, according to a press release dated 28 July. Ships of Command Task Force 151, operated by the 30 member nations of the Combined Maritime Forces,

First child returned under treaty A British court has ruled that a Japanese child, living with its mother in the UK, must go home to the father in Japan under the Hague Convention, The Japan Times reported on 29 July. Drafted in 1980, the law sets out rules and procedures in cases of suspected abductions. Thus, if

8 bccj acumen, september 2014

requested by one parent, a child under 16 years of age must be promptly returned to the country of habitual residence if they have been taken or retained abroad by the other parent. The decision marks the first time a Japanese child has been ordered returned since Japan signed the pact in April.

Hello Kitty: the truth

BA, JAL fly high in vanity kit poll Japan Airlines (JAL) and British Airways (BA) were among the firms that received top scores in a survey of airline vanity bags, The Daily Mail reported on 20 August. The study rated 48 travel sets given to economy, business and first class customers of the world’s top 27 airlines. JAL was among just four other airlines surveyed to receive six stars, the “fly me to the moon” ranking. BA came close behind, with five stars. Top-ranked kits were presented in tote bags designed by luxury brands, and included designer cosmetics. The most popular items were brushes, combs, eye masks, toothbrushes, socks and earplugs.

will escort merchant vessels, respond to incidents of piracy, and help ensure freedom of navigation in the Northern India Ocean and Gulf of Aden. Saying that piracy is an issue for all nations to tackle, Foreign Secretary Philip Hammond added that he looked forward to further joint activity between Japan and the UK in this area.

The BA set contains products from leading brands.

Sanrio Co., Ltd., the maker of Hello Kitty, has announced the character is not a cat, but in fact a little girl from London, The Independent reported on 1 September. The firm’s decision regarding the official birthplace of the globally recognised toy was influenced by the popularity of UK culture in Japan, particularly among women, during the 1970s when it was created. University of Hawaii anthropologist Christine R. Yano, who recently produced a 40th anniversary retrospective of Hello Kitty, reports extremely large numbers of fans of Britain in the country at this time. “[Japanese] loved the idea of Britain. It represented the quintessential idealised childhood, almost like a white picket fence”, she said.

SEPTEMBER 2014

Fuel cell firm sets up Kansai base A British power firm has established a representative office in Kyoto as its first overseas site, according to a press release dated 15 August. Ceres Power develops fuel cell cogeneration systems and cells of core parts that convert fuel to electricity with highly efficient power-generating solidoxide fuel cells.

Factors in the move were Japan’s widespread use of household fuel cells, and the growing interest of the business sector in the technology as a result of Tokyo’s energy policy. It is hoped the Kansai base will help Japanese firms to jointly develop fuel cell generation systems in cooperation with their British counterparts.

Noodle shop plans fusion menu abroad

Tokyo eyes London for Olympic model

Ramen chain Ippudo has chosen central London for its first restaurant in Europe, bighospitality.co.uk reported on 19 August. The firm, which has over 80 branches at home, as well as several in the US, Australia and other parts of Asia, said the eatery would blend the best of Japan and the UK. Ippudo London will open in September and plans to introduce fusion dishes exclusive to the country, including Japanese-style fish and chips. Marketing Coordinator Swann Pere said several dishes on the menu would “marry Japanese flavours with high quality British products”.

Japanese sporting officials are looking to the UK for tips on training their athletes in the lead up to the 2020 Olympic and Paralympic Games, the Nikkei Asian Review reported on 14 August. The discussion on whether to adopt London’s government-led and meritbased strategy follows the improvement

Ramen restaurant will offer exclusive dishes. • © IPPUDO LONDON

in the country’s medal figures: an increase from one gold medal won in the 1996 Games to 29 in London 2012. The creation of a new, incorporated administrative agency for sports that would decide which federations get funding and how much, based on the British model, is currently under discussion by Tokyo lawmakers.

Toast for top sales of national drink London has fallen in love with sake, pushing sales higher than had been expected, The Independent reported on 25 August. The popularity of Japan’s traditional drink is thought to be due to bars and restaurants capitalising on the popularity of Japanese cuisine, and the ease with which sake can be paired with different foods (page 54). Hakkasan Group’s London restaurants reported a 50% increase in sales of sake over the past three years, while wholesaler Bibendum Wine Ltd. has introduced 15 sakes from four producers in Japan. The completion of a successful pilot course has also prompted the Wine & Spirit Education Trust, which delivers drinks training, to launch its first sake course.

Sake is popular in London bars. photo courtesy of bibendum wine ltd., with bartender sonia elia

Sudoku comes “home” after world title win A University of Tokyo graduate has become the first Japanese to be crowned world sudoku champion in London, the International Business Times reported on 17 August (page 49). Kota Morinishi fought off competitors from 34 countries to win the title at the 9th World Sudoku Championship, which was held in the UK for the first time. Organisers, the UK Puzzle Association, said competitors can complete a puzzle in a speed of two minutes on average. Thought to have been invented by an American, Japanese publisher Nikoli Co., Ltd. turned the logic-based puzzle—played on a 9 x 9 grid—into a global craze in the 1980s.

bccjacumen.com 9

EXECUTIVE DIRECTOR

t the beginning of last month we were visited by the CEO of the Staffordshire Chambers of Commerce, Sara Williams. At this meeting, British Chamber of Commerce in Japan (BCCJ) President David Bickle and I learned how small British firms delivered products and services for the London 2012 Olympic and Paralympic Games. One example is a cottage industry firm that turbo-charged production to make commemorative cushions for every competing Olympian and Paralympian. These stories of talent and entrepreneurship give an additional layer of meaning to the Games, and can be of value to businesses from all countries on the road to Tokyo 2020. Excitement in the air was palpable on the evening of 4 August at the Keio Plaza Tokyo hotel in Shinjuku, as the BCCJ welcomed a recent cohort of participants from the Japan Exchange and Teaching (JET) Programme. Seeing these 900 motivated young people—including 155 Brits—ready to head off to schools and boards of education across the country, I was reminded of this extraordinary and under-utilised talent pipeline. Many participants

Shinjuku. Six trophies will be handed out by British Ambassador to Japan Tim Hitchens CMG LVO, to firms and individuals with outstanding achievements over the past 12 months. So far, we have received most interest in the categories of UK–Japan Partnership and Community Contribution. Remember to nominate the firms and individuals you most admire by 5pm on 31 October.

Snapshots from the BCCJ ecosystem Stepping up to perform and meet new challenges lori henderson mbe

emerge with an enviable grasp of Japanese, although they are unsure what career path to take next. We are working with the Council of Local Authorities for International Relations, which runs JET, to explore ways in which BCCJ member firms can support participants after the programme. In that vein, this month we welcome three new interns to the

BCCJ office. It’s exciting to bring young minds into our organisation, sharing with them the workings of a fast-paced business environment, and seeking their feedback on how things can be improved. Stiff competition The 7th annual British Business Awards (BBA) will be held on 14 November at the Hilton Tokyo,

Embracing diversity Looking ahead, I will deliver a keynote speech at “Ignite”, the 18th career strategies seminar to be hosted by BCCJ entrepreneur member For Empowering Women in Japan on 3 October. Attendees can engage with speakers and other participants from truly diverse backgrounds and explore a range of professional and personal topics. Providing support Finally, we will hold our first BCCJ community hub event on 9 October at SuperDeluxe in Tokyo. Powered by PechaKucha, a fast-paced presentation style, the event will feature six of our closest community partners. Do come along to find out more about these organisations and how you can help.

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JAPAN NEWS BY MARK SCHREIBER

MEDIA legal changes eyed for all-night dancing Japan, reports Shukan Toyo Keizai (23 August), is a “country where you cannot dance”. That is not entirely true, of course. It refers to the Entertainment Business Control and Improvement Law, which regulates venues ranging from dance schools to strip clubs. Having come into effect in 1948, to reflect concerns of the day regarding the impact such venues might have on public morality, the law places restrictions on both after-midnight revelry and dancing by teenagers. Now, at long last this situation may be changing. In July, the National Police Agency formed a group to review the existing law, and public meetings on the topic held by a team of civilian advisors were scheduled for late August, according to the article. Recommendations for revisions that may have a pronounced effect on nightlife, particularly in Tokyo and other major cities, may be submitted to the Diet later this year for deliberation. Specifically, the reformers are proposing that the ban on dancing after midnight—or 1am in commercial areas—be extended to 6am, and that minors—in Japan, those under the age of 20—who are currently banned from such venues, be allowed to dance until 10pm. Furthermore, the recommendations include a request that requirements for the dimensions of dance floors be reduced from the current minimum of 66m2 to 9.5m2. Spearheading the move is House of Councillors and Liberal Democratic Party of Japan member Kenji Kosaka, who, since 2013, has chaired Dance Giren, an extra-partisan group promoting revision of the law. If his fellow legislators cannot agree on revisions, Kosaka has vowed to sponsor a new law. “Dancing by couples is established culture, and foreigners are surprised to be told that [under certain circumstances] it’s banned in Japan”, said Masashi Tanaka, chief executive of LatinWorks, Co., Ltd., which operates the Paraiso Latin dining club in Tokyo’s Roppongi district.

New proposals could mean the relaxation of dancing permits. • photo courtesy of paraiso

“Even when we explain it to them, they can’t understand what we’re talking about”. According to Tanaka, under the current tight restrictions, about two months are required for a club to obtain a permit for dancing. Data from the National Police Agency indicates the nationwide number of cabarets, nightclubs and dance halls with permits for dancing peaked at around 6,000 in 2004, but by 2012 had declined by nearly half. Those opposed to revising the law, and in favour of maintaining the strict regulations, warn that shady operators are likely to move in, and the resulting problems will create more work for law enforcement. Along with not wishing to disappoint athletes and their supporters who come here for the 2020 Olympic and Paralympic Games, optimists argue that deregulation would spawn new business opportunities at hotels and other venues. “Revising the law would open up potential for considerable economic impact”, Kosaka said. “Ordinary companies may choose to launch new businesses that organise events, having dancing at their core”.

theme parks diversify to gain new revenue Readers keen to know more about the ins and outs of theme parks in Japan should check out the 9–16 August issue of Shukan Diamond. Over 50 pages of data on the topic report that the business has made a gradual recovery from the disastrous years of the bubble economy.

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One of the fastest growing new sectors of the theme park market is recreational facilities and theme parks connected with, or adjacent to, shopping centres. In July, Lufa Plaza in the central area of Kawasaki City’s LaZona shopping centre attracted some 4,000 visitors to an event

about Yokai Watch (a role-playing video game featuring supernatural monsters in Japanese folklore). In the last fiscal year, the annual turnover of the shops and restaurants in LaZona, operated by Mitsui Fudosan Management Co., Ltd., was ¥76.1bn on average, which,

SEPTEMBER 2014

self-service set to help customers and shops “Selfridges to be introduced at convenience stores in stations”. Really? On first seeing the headline in the Nihon Keizai Shimbun (22 August), this writer did a double take. But, on further perusal, he realised—to his great

The system allows transactions to be made by scanning the price tag on the merchandise with a barcode reader, which then displays on the register’s screen the name and price of the item. Payment can be made with prepaid IC cards issued by various

disappointment—that serufureji was not a reference to Selfridges & Co. but, rather, to the Japanese term for “self-service cash registers”. JR East Japan Retail Net Co., Ltd., operator of Newdays convenience stores located on railway station premises, plans to have some 150 outlets equipped with the system, which will be up and running by next spring. Shops with the serufureji system will mostly be in stations on the Yamanote, Chuo and Keihin Tohoku lines. As the main routes for Tokyo commuters, these shops are particularly busy at peak times. Eventual expansion is planned for cities on Tokyo’s periphery, including Chiba, Omiya and Yokohama, as well as in more remote parts of the network, such as Sendai and Niigata.

railway firms. The system is expected to reduce the number of customers lost during times of extreme crowding. It will also encourage shops to make a greater variety and number of products available, including more ready-to-eat food and drinks, such as sandwiches, salads and self-service coffee that tend to be popular with commuters, who consume them while in transit or on arrival at their workplace. Another anticipated customer segment will be visitors from overseas. For the last fiscal year, Newdays reported a sluggish 1.6% growth in revenues, with purchases of ¥360 per customer on average at a majority of outlets. The new strategy aims to boost the per capita figure by ¥100 or more.

on a monetary basis, is comparable with the ¥82.1bn average annual revenue of Universal Studios Japan. Retail sales figures for LaLaport Toyosu, in Tokyo’s Koto ward, show a clear correlation between sales growth and the number of visitors to KidZania Tokyo, a licensee of a Mexico

Some 150 convenience stores will use the serufureji system.

City-based firm that enables young visitors to experience simulated occupations. A rival operation, Kandu Japan, Inc., is also said to be a factor in attracting visitors to the Aeon mall in Makuhari, Chiba Prefecture. A spot to watch in the future is the former site of the 1970 World Exposition in Senri Hills,

Osaka, where the prefectural government has designated Mitsui Fudosan to develop a new leisure complex. The previous tenant, an amusement park called Expoland featuring over 40 rides and attractions, was closed down in 2009 after 39 years of operation.

bccjacumen.com 13

PRESIDENT

elcome back to members of the British Chamber of Commerce in Japan (BCCJ) who have been travelling over the summer. For those who stayed in Japan, you were in good company! In a trend that should bring a smile to the faces of policy makers and businesses alike, the number of tourists arriving on these shores has been on the increase. In April this year—for the first time in 44 years—spending in Japan by tourists from abroad exceeded the amount spent overseas by Japanese according to the Ministry of Finance. Driven by an increase in the number of visitors from other Asian countries, and aided by a weaker yen, tourism is a welcome source of economic growth for Japan, and one that has huge potential for development. The 2019 Rugby World Cup and 2020 Olympic and Paralympic Games should be further catalysts that drive tourism. In this respect, the BCCJ is honoured to be hosting an event on 26 September with Visit Britain's global chairman, Christopher Rodrigues CBE. Immediately before the event, Rodrigues will be signing a Memorandum of Understanding with the Japan National Tourism

Welcoming tourists and new initiatives Active event calendar for coming months david bickle @BCCJ_President

Organization that will signify an important commitment to cooperation between Japan and the UK, in the two areas of the Games and tourism. Work hard, play hard Our events programme in September displays only some of the activities in which the chamber is involved. On 11 September,

speakers from the University of Oxford’s Reuters Institute for the Study of Journalism provided insight into global news and media. Then, on 16 September, we welcomed James Hollow, president of global digital advertising agency Lowe Profero Japan. He shared his entrepreneurial experience of growing a marketing business in Japan.

The list continues with the BCCJ’s “Shine Weeks” event. Hosted by BT Japan, it involves BCCJ member firms Royal Bank of Scotland, Hays Plc and Price Global. Shine Weeks is an initiative comprising official side events, arranged by the World Assembly for Women in Tokyo—which was held from 12 to 14 September— and led by the Ministry of Foreign Affairs of Japan. The BCCJ is honoured to be invited to contribute to an initiative that explores how increasing female participation in the workforce can boost economic growth. As part of our rich array of social events this month, BCCJ members in the Kansai area will be networking at a reception in Osaka with our partners from the chambers of commerce of Luxembourg/Belgium, Italy and Switzerland. Finally, we look forward to enjoying the craic with our friends at the Ireland Japan Chamber of Commerce, and their generous hospitality on 25 September. In all of this, I applaud the active participation of our wider membership. Attendance at BCCJ events has grown by 27% over the past three years, and we plan for that trend to continue.

A 3-day workshop conducted by Dr. Dean Williams, Harvard University, Kennedy School of Government.

Global Change Agent Training By “Harvard” x “Dream Incubator” November 28-30 Time: 9 a.m.- 5 p.m. Location: Tokyo American Club gcat@dreamincubator.co.jp・ www.dreamincubator.co.jp/gcat

TOP STORY

British and Japanese students work in small teams to explore science fields.

Inspired minds How science helps create global leaders by kathryn wortley photos courtesy of the clifton scientific trust

he future looks bright according to organisers, participants and sponsors of the UK-Japan Young Scientist Workshop Programme. This year marks the 10th anniversary of the ground-breaking initiative, which involves high school students over the age of 16 living and working together to explore scientific fields.

The programme offers a chance to tackle real-life challenges.

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The brainchild of the Clifton Scientific Trust, the programme aims to enliven young people’s experiences of science and its applications by providing them with a real-life challenge that gives their schoolwork meaning and context. In small teams under the guidance of professional scientists and engineers, participants explore an issue through research and debate. At the end of the workshops they give public presentations to outline their achievements. The yearly programme also hopes to combat the problem of an education system that leaves students uninspired by science, and unequipped with the questioning skills required in the 21st century, according to Dr Eric Albone MBE, director of the Clifton Scientific Trust. “Students are capable of doing far more than is often imagined”, Albone told BCCJ ACUMEN.

“Young people are excited about being in the driving seat of science, being given some responsibility to think for themselves, and to work across cultures. And our approach is attractive to girls as well as boys”. Opening a special event to celebrate the programme’s 10 years of achievements at the British Embassy Tokyo on 11 August, Ambassador to Japan Tim Hitchens CMG LVO welcomed the work. “We believe the programme to be an extremely worthwhile initiative to strengthen the cooperation and cultural understanding between our two countries and to spark young minds’ interest in science and engineering”. Japan and the UK have a long history of educational and scientific collaboration, dating back to about 400 years ago, when the British King, James I, sent a telescope to the country as a gift.

TOP STORY

Addressing needs As the governments of both the UK and Japan currently share serious concerns about the number of young people pursuing sciencerelated careers, programmes such as the Young Scientist Workshop are particularly valuable. Speaking at the embassy event, Shinichi Yamanaka, administrative vice-minister of the Ministry of Education, Culture, Sports, Science and Technology (MEXT), congratulated the programme in making science attractive to students. In Japan, he explained, one problem is social pressure. Teachers and parents of young people who are good at science encourage them to pursue careers in medicine rather than other scientific disciplines. MEXT is aiming to inspire more young people to consider a science-related career through its Super Science High Schools programme. In cooperation with universities and research institutes, and with support from the Japan Science and Technology Agency, these special schools aim to improve the quality of science and mathematics education by providing enriched teaching methods and materials. They also offer classroom teaching in English, which is designed to prepare students for international activities. In the UK too, the government has been working to turn around the lack of interest in science among young people. This month, successful British entrepreneurs

will launch a national media campaign for Your Life, the government’s latest scheme to ensure the country has the maths and science skills to succeed in the global economy. The programme, targeting 14- to 16-year olds, aims to boost participation, particularly among girls, in science, technology, engineering and maths at school and beyond. Over 180 organisations have pledged their support. In light of this work, some say the UK-Japan Young Scientist Workshop Programme was ahead of the game when the seeds of the initiative were sown over a decade ago. Building on workshops in Bristol in the late 1990s between the Clifton Scientific Trust and its Japanese colleagues that were designed to share best practice, the programme began in 2004. To date, workshops have been held on a number of campuses in the UK and Japan, including at the University of Cambridge, Kyoto University and Kyoto University of Education. Since the Great East Japan Earthquake and tsunami, the programme has worked with schools in the disaster-struck region. This year, in addition to a workshop at Cambridge on 20–26 July, Tohoku University for the first time played host, on 3–9 August. A total of 58 students, 32 of whom are female, attended the Cambridge workshop, with a similar number in Tohoku. Deputy headmaster at Rikkyo

Professional scientists guide the young people in their research.

programme since its early days, said that working with scientists of the world’s leading universities is a

“I can clearly remember those wonderful days. The programme was so exciting and it changed

dream come true for students. One of this year’s workshop participants, Barney Lewis, said the programme had made him consider research as a career path. “I was lucky enough to work on the atomic force microscope, which is really cutting-edge research lab stuff, and it has shown me how interesting and exciting science can be when you’re on the brink of finding something new”, he said. Another success story is Mariko Takahara, a participant at the 2008 workshop at Surrey University who now is reading bio chemistry at Kyoto University.

me a lot”, she said. “I thought how lucky I was to have a chance to study what we do not learn in a Japanese high school”. As a registered charity, it is only with more funding that the trust can continue its work, explained Albone. “Money is needed because we have none ourselves, but we want to have support of all sorts and encouragement of ideas”, he said. Haruhiko Tsuyukubo of RollsRoyce plc and Kentaro Kiso, of investment bank Barclays, two of the firms that sponsor the programme agree.

School in England, Dr Toru Okano, who has been involved in the

“Students are capable of doing far more than is often imagined”. Students present their research findings at the end of the workshops.

bccjacumen.com 17

TOP STORY

“We can still change the future by investing in young talent, Kiso said. “No matter how advanced our modern-day technology becomes, we know that nothing can beat face-to-face physical exchanges”.

Cultural bridge Champions of the programme are keen to point out that it is designed not only to make young people passionate about science, but also to help them see their own lives in a global perspective through cross-cultural communication. It is this personal dimension for which students have been particularly vocal in expressing their appreciation. “Each of us has our own background, and we worked on problems from every perspective, which stimulated my eagerness and broadened my view”, said Fukushima High School student Tetsuri Takami, a participant of one of this year’s workshops at Tohoku University. “In order to solve various problems on a global scale, it seems indispensable to cross borders and to work together.” Another participant, Matthew Lawson of Thomas Hardye Academy in Dorset, explained how the programme had influenced more than simply his views about science. “We come to everything with a fixed perspective, but what I guess I learned from this experience is to throw that out of the window and just come in and really be openminded”, he told BCCJ ACUMEN. During the programme students live together, take part in social and cultural activities, and visit local sites of interest. This year young people from the schools of the Tohoku region took their British counterparts to visit places that are still recovering from the

The programme’s evening social activities promote cultural exchange.

impact of the Great East Japan Earthquake and tsunami. Speaking

of improving the economy, Katsuji Jibiki, a spokesperson for

of the experience, Lawson said “What I found about Britain and Japan is a universal sense of empathy”. Other UK participants explained that they were inspired by having witnessed, firsthand, both recovery efforts and the communal spirit that was making them successful. Japanese students, meanwhile, reported they were proud to have been able to convey the spirit of the region’s recovery, in doing so helping to restore Tohoku’s vibrant image.

workshop sponsor Mitsubishi Electric Corporation, believes the programme has a part to play. “Internationalisation means to understand the cultural differences between one country and other countries, and to respect those cultural differences. So, this UK-Japan Young Scientist Workshop is the ideal programme to develop future leaders—not only in the science field but also in the global corporate field.” Through the programme, participants reported that they were able to make friends, appreciate each other’s differences, and learn from each other.

Looking to the future Given that in Japan, globalisation is being heralded as a means

“What surprised me most in working with [the British students] is that they always had their own opinions and expressed them clearly. They had confidence in themselves, and I thought I should be more confident and express my opinion”, said Takahara of her experience. Fatima Taha, a 2014 participant from UCL Academy London, found much in common with her Japanese counterparts. “It seems that we, as students, all share the same goals—of personal development and of ways to improve society”, she said. The programme was recognised in both the 2008 European Union Sixth Framework Programme “Form It”, and the subsequent report, as an excellent example of international collaboration to bridge the gap between research and science education. Those who have witnessed the programme’s impact are confident it will leave a lasting impression on participants, long after they have returned home. London’s Seven Kings High School biology teacher Lizzy Murdock, who accompanied the students, said the programme had developed their skills and confidence. “As teachers, we have seen our students grow in a really short period of time”, she said. “I think it will be nice to see them go back to our schools and talk about [the programme] and inspire other students”. With participants citing an interest in further study of the other country’s culture and language, as well as overseas in that country, the programme will no doubt also result in a further deepening of UK–Japan relations.

Participants shared their experiences at an event at the British Embassy Tokyo.

bccjacumen.com 19

INTERVIEW

he sleek lines and burnished orange paintwork of the F-TYPE coupé were already turning heads outside the Tokyo headquarters of Jaguar Land Rover Japan Ltd. Then, the 5-litre supercharged V8 engine was lit up, and necks were craned as onlookers sought the source of the deep, throaty roar. The F-TYPE, it is fair to say, commands attention. In that respect, the latest addition to Jaguar’s stable is continuing a long and respected tradition of no-holds-barred quality, but the arrival of the F-TYPE in the country is just the start in the firm’s ambitions for the

Jaguar Land Rover Japan Ltd. CEO Magnus Hansson has high hopes for the firm.

Branding with the human touch Connecting with consumers by julian ryall photos by antony tran

20 bccj acumen, september 2014

market here. “We feel that we are capable of achieving a great deal in Japan”, said Magnus Hansson, who, in November, was appointed representative director and chief executive of the firm. “Our aim is to continue to make the brand as relevant as possible”, he said. “This is a brand that appeals to consumers who have a very high taste for vehicles, and we are looking to develop the Jaguar name here”. Given that Japan already has an impressive automobile industry, and a reputation for quality and reliability, it could be argued that Hansson will find it difficult to further raise the profile of both Jaguar and Land Rover here. But he is confident that the country still offers plenty of opportunities for vehicles that are streets ahead of the competition. “Yes, Japan has a very strong domestic auto industry and those companies control the majority of the market, but there has always been a part of the market with a strong interest in imports, particularly at the high end of the sector”, 39-year-old Hansson told BCCJ ACUMEN. “You don’t really see cheaper brands of imported cars on the streets of Japan, so there is a clear desire for [high end] brands”, he said. “Many of those are German cars, but we believe Jaguar is very different”. The firm’s rivals may make cars that are outstanding examples of engineering, Hansson explained, but they are purely machines. Jaguar, meanwhile, is a far more human creation, and has a sense of warmth. Moreover, the advertising campaigns—most recently the global “It’s Good

INTERVIEW

To Be Bad” series to promote the F-TYPE— benefits from a good slice of British humour. That’s not something our German friends have ever been accused of having. A two-seater in the classic racing style, the F-TYPE has received a warm welcome among people who know their cars. “We could not have been more pleased at how it has stacked up against the Germans”, added Hansson. “It’s the real deal”. Vehicles with the distinctive big cat leaping from their bonnets can trace their heritage back to 1922. They have become a byword for performance, sporting excellence and authenticity, all wrapped in luxury. “The Japanese buyer of a Jaguar is, at heart, a driver of a performance sports car, but one that is complemented by refined elegance”, he said. The Japan market for Jaguar has shrunk from a sales peak around a decade ago, Hansson admits, but that is primarily a result of the discontinuation of the X-TYPE. A compact executive car, it was produced between 2001 and 2009 at Halewood Body & Assembly, the firm’s production facility near Liverpool. The car was especially popular in Japan, thanks in part to its trademark excellent ride, handling, grip and styling, as well as because it was a perfect size for roads here. Without a ready-made replacement to step into the void once the X-TYPE reached the end of the road, Jaguar’s sales in Japan fell. But, that is set to change with the launch of the Jaguar XE next year. “It is not a direct replacement for the X-TYPE, but it will re-establish our presence in that sector, and I’m very much looking forward to having the car available here”, Hansson said. Unveiled in September, the XE will be on the market in Japan in the first half of 2015. The firm has revealed that 75% of the bodyshell is made from lightweight aluminium, making the 2.0-litre Ingenium diesel car extremely strong, and capable of more than 32km/l, with emissions of a mere 99/km of carbon dioxide. The firm will also be launching a new variety of Land Rover—the Discovery Sport— in Japan in the coming months. Hansson

The business has experienced strong sales in its Land Rover lines.

expects the new arrival to build on what has been “a phenomenal rate of growth” for the vehicles here. “[Land Rover] is a very strong core brand, but we have a couple of products that are really great, and ideal for Japan”, he said. The Range Rover Evoque, which has been a smash hit globally, has done exceptionally well in Japan, Hansson explained, with many people buying into the concept of the vehicle. “These are the [vehicles of ] choice for people who see themselves as pioneering, and more into the outdoors lifestyle”, he said. “Even though they might not need to conquer the jungle every day here in Japan, it’s an emotional reaction and attachment”.

Jaguar Land Rover has found that it is not unusual for the owner of either of their brands to be so impressed with their new purchase that they come back to buy the sister vehicle: Jaguar for weekdays around town; Land Rover for weekend expeditions further afield. No matter how good the product is, however, Japan will always pose some special challenges to foreign firms operating here. Hansson identified the extensive “uniqueness of the regulatory environment” as an issue the firm finds itself required to overcome. The nation’s business culture and practices can also be a hurdle for anyone not brought up in the car industry here. On a more personal note, Hansson is studying Japanese hard, in order to be more able to communicate with customers, stakeholders and staff. In the meantime, he is relying on an experienced staff in an organisation that has been on the ground in Japan since the 1970s. With rapid advances in technology in the auto sector serving to level the playing field in the upper echelons of the market, Hansson believes that brand and emotional attachment to that marque will increasingly serve as a key differentiator. “Japanese consumers care deeply about authenticity, and have a real appreciation for brands that meet that standard”, he said. “If a consumer only ever thought with the logical half of his or her brain, then they would always buy a Japanese car”, he added. “But that’s clearly not the case; there is a huge appetite here for imported European brands that are rich in heritage. It is up to us to make that emotional connection”.

Hansson says the F-TYPE has had a warm welcome here.

bccjacumen.com 21

FINANCE

EXAMINING UK INHERITANCE TAX

• Levied on an individual’s global assets, regardless of residence • Tax liabilities can be cut while planning for the unforeseen • Seeking advice can provide security and reassurance

A guide to the most emotive tariff by trevor webster

any UK expatriates are unaware that they are more than likely to remain UK-domiciled irrespective of their time spent overseas. In

those whose estate is valued over the nil rate band. Estate planning can be defined as passing your estate to your loved ones in the most tax efficient

So what should you do? It really is a question of what an individual wants to achieve. Who would you like to benefit from your estate and when? Would

other governing bodies. As the old saying goes, “don’t place your trust in money, place your money in trust”. 2. If you have not made any gifts

addition, most are oblivious of the fact that UK inheritance tax (IHT) is levied on an individual’s global assets including personal items, no matter where they reside. It is imperative that the correct advice is sought, and prior plans are made, to reduce or negate the potentially damaging effect on your wealth following the death of a family member. This is particularly important given that IHT is charged at 40% on the value of the individual’s net worth over and above their individual nil rate band, with a threshold of £325,000 for an individual, and £650,000 for a couple in a marriage or civil partnership. Recent data from the Office for Budget Responsibility—an official independent fiscal watchdog— suggests that revenues gleaned from IHT are expected to rise 11% in the next four years. Indeed, with the UK property market currently enjoying a boom, the number of estates large enough to pay IHT is forecast to increase to one in 10, increasing receipts 70% to £5.8bn. The government’s recent proposal to “accelerate payment” of inheritance tax, and a political decision not to increase the threshold until 2018 at the earliest, mean the omens are not good for

way. This process can be complex and time consuming, depending on the circumstances of the individual. Retaining control over your wealth can sometimes be a trade-off between reducing your future tax liabilities, and ensuring

you like to start giving some of your assets outright, or would you rather retain some control? Would it be prudent to start reducing the size of your estate through giving or, better still, spending your money? Fundamentally,

in the last seven years, consider using your allowances. Don’t forget business and agricultural property relief provides a more specialist solution, regarding which specific advice must be taken. 3. Gifts to loved ones can be effective for IHT planning, providing they are outright. In addition, care must be taken when you spend your wealth, as one does not know how long one is going to live. 4. If, after strategically planning your estate, you still have an IHT liability, then a whole of life policy will provide a means of covering any tax liability on the estate. Ensuring that such a plan is written into trust means monies fall outside your estate for IHT.

Retaining control over your wealth can sometimes be a trade-off between reducing your future tax liabilities, and ensuring that your nearest and dearest are protected in the event of your death.

that your nearest and dearest are protected in the event of your death. Given that we do not know when the end will come, it is particularly important to ensure your standard of living is not at risk should anything unforeseen occur. Invariably, a number of solutions are required to make sure you have a comprehensive strategy designed to protect your wealth and allow it to grow in the most tax-efficient way. Sadly, there is rarely a magic wand in financial planning, and least of all in estate planning.

IHT mitigation revolves around striking a balance for today and tomorrow. There are four important steps to consider when planning one’s estate. 1. Consider placing assets in trust. There are a number of different trusts that could help you plan for the future while killing two birds with one stone: providing an income in your later years and reducing the size of your estate. Trust law is robust, tested and viewed as prudent by HM Revenue & Customs and

It is imperative that individuals plan early. By establishing what you would like to achieve, looking at the big picture and reviewing your options, you can provide security and reassurance for your family with the creation of a robust strategic financial plan. In the words of Benjamin Franklin, one of the founding fathers of the US, “don’t put off until tomorrow, what you can do today”.

bccjacumen.com 23

When it comes to company language training, we let our clients do the talking. I had the pleasure of working with Language Resources (LR) and their staff at our Japan site, where LR has been a long-time provider of language instruction. “The LR commitment to quality is exceptional. Their instructors are held to the high standards of advance certifications in teaching English, and this showed in the meticulous planning and skilled delivery of the teachers I observed. “Excellent customer service is also an LR value that is evident in their ability to customize programming and scheduling.”

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TRAINING

CREDIBILITY IS KING IN SALES

• Solving clients’ problems is the driving objective of sales • Asking pertinent questions can help determine business needs • A crafted statement on what you do grabs attention

Become a trusted business partner by dr greg story

alespeople are carrying around a lot of baggage when they visit clients. The smooth-talking, dodgy con artist is the folkloric villain of the piece.

you can help them solve their problems. Amazingly, the majority of salespeople don’t ask any questions, but just blab on about the features of their product. We

Reversing the doubt and hesitation that clients feel when approached by a salesperson is critical to gaining acceptance as a valuable business partner for the client. This entire issue is magnified when we meet the client for the first time. Because they don’t know us, their default position is one of caution and doubt. We have all grown up being rewarded for being risk averse and so we are resistant to change. The new salesperson represents change by asking the client to buy something new or to change suppliers. We need to break through that mental protective wall erected by the client and establish trust and credibility, so we can properly serve them. Great—but how do we do that? Crafting a credibility statement—a succinct summary that will grab the attention of the client and help to reduce their resistance to what we are offering—is one way. It unfolds in four stages: First, give an overview of the general benefits of what we do. For example, “we help to deliver the behaviour change needed in the team to produce improved outcomes”. Next, we need to quote some specific results, as evidence that we are a credible supplier of

have to do a lot better than that. This credibility statement should be short—under 30 seconds’ duration—and delivered fluently and confidently, with no ums and ahs. Achieving this takes a lot of preparation and practice. Every word is vital and we must deliver it perfectly. It can also be used as a multi-purpose tool, since it is an ideal “elevator pitch” for those occasions when we have to briefly explain what we do, whether face-to-face or over the phone. If it is the latter, then we would drop the question permission part and instead ask, “Are you available next Tuesday, or is Thursday better?” Unless your product is specifically suited to being sold in that way, don’t sell solutions over the phone. Instead, secure a day and a time to meet. That is all we should be aiming for—the appointment. The driving objective of sales is to solve clients’ problems. We need to establish the client relationship based on a professional, competent first impression. The credibility statement does just that, and opens the door to permission to find issues, offer solutions, and serve as a trusted business partner. Apply these ideas and join the top 1% of professionals in sales.

services: “An example of this was when we helped a very high-end retailer with training their entire sales staff. As a result they are now enjoying a 30% increase in sales”. Third, we introduce an important suggestion that makes this benefit and result summary relevant to the listener: “Maybe we could do the same for you?” Finally, we need to create a “verbal bridge” so we can move on to questioning the client about what they need. In Japan, a lot of buyers expect to control proceedings, in that the seller turns up, gives their pitch, and then the buyer shoots it full of holes. What buyers are doing is trying to ascertain the risk factor of what you are proposing by disparaging

immediately on the back foot. The client, not you, is controlling the sales process. Good luck with that. To break this pattern (which has a very low success rate), we need to ask pertinent questions and find out what the client really needs. In order to do that, we need to get their permission to ask questions. This transition into the questioning part of the sales process is absolutely critical. At this point we softly mention: “In order to help me understand if we can do that or not, would you mind if I asked a few questions?” When they agree, we are now free to explore in detail their current situation; what they aspire to, what is holding them back, and what success would mean to

everything you have just said. They now want you to provide answers that eliminate their fears. You are

them personally. If you don’t ask these questions you have little chance of convincing the client

bccjacumen.com 25

CREATIVE

Selling the snapper’s dream How Hasselblad and its British president in Japan are changing the camera industry custom media

Hasselblad Japan President William Penrice • photo: wataru nagai

hortly after moving to Tokyo nearly three years ago, William Penrice, president of Hasselblad Japan, decided the best course for his firm was to start afresh and offer consumers an open door to come and “get their hands on” a Hasselblad. “We had worked through a distributor, so we needed to reactivate and reconnect with

the market. The previous way of doing business was selling boxes rather than selling the dream. The Japanese are renowned for their appreciation of craftsmanship and quality, so setting up our office in situ within the market was an opportunity to stamp our own mark here”, Penrice said. A Cumbrian native, Penrice first picked up a camera when he

The firm sought to reconnect with the market through its products. • photo: william penrice

26 bccj acumen, september 2014

was 10 years old, and has always taken a lot of photos. His first visit to Japan came 24 years ago, when he was an exchange student in Fukuoka. After obtaining a degree in East Asian politics and Japanese, he received a scholarship from the Daiwa Anglo– Japanese Foundation to study Japanese environmental policy. This was an interesting time, he said, as photography was an important medium to capture the extravagances of the day. Before joining Hasselblad in the UK three-and-a-half years ago, he had worked for a Japanese manufacturer of photo processing equipment for 12 years, in both Wakayama and London. “I went from printing to capturing pictures—it’s come full circle”, he said. Penrice explained how photography was invented in the UK and France at about the same time and, at least in the early

days, it was a European pursuit. Things have changed significantly, however, over the past five years or so. When Hasselblad offered him the opportunity to build the firm’s Asia–Pacific business, he gladly accepted. After extensive transcontinental travels— Hasselblad is headquartered in Sweden—he decided it made sense to be based in Japan. Plus, Hasselblad was the only camera maker without a physical presence here. “Tokyo is the centre of the camera industry, both in terms of manufacturing and photo culture. Japan was also our most challenging market in the whole region”, he said. In Europe, he explained, three to four years ago, the majority of people purchasing high-end equipment were 30–40 years old, and about 30% of buyers were women. In Japan, the buyers were

CREATIVE

Hasselblad is now Aston Martin’s official imaging partner, and their cameras are sold in the iconic automaker’s showrooms. 60- to 80-year-olds and 100% were men. The demographic was completely opposite. “What we’ve focused on, and succeeded in doing, is to build a photographic community that is, in many ways, interdependent, which helps us better understand the customer. We still serve the more mature customers, who come in for camera repairs but we’ve also seen a lot of growth in younger users of our cameras.”

these people in our brand is just where we want to be”. What he and his modest team here set out to do was to completely transform the business strategy, as the “salaryman model, of selling to lawyers and dentists, wasn’t working”. “We weren’t engaging photographers. We needed to recognise that the photographer is king. So now we encourage and support them in any way we

Tokyo’s Harajuku district was chosen as the location for the Hasselblad Japan Gallery and the firm’s offices. “We chose Harajuku so we could keep our finger on the pulse. The young people around here are just the demographic we were looking for, the creatives who are shaping the future of Japan”, he said. Penrice went on to discuss a television programme he had seen about “the shaping of modern Britain”. The movers and shakers described in such narratives always include at least a few photographers, he added, as photography is always in the mix of where things are going. “To be with

can, from loaning out equipment to hosting education workshops and helping artists launch their careers”, he said. Penrice has brought in UK photographers, such as Tim Flach, to inspire enthusiasts in the broader picture of the photography business. “Hasselblad is like a club. If people buy into the Hasselblad world, go to London or New York and need equipment or contacts, we can help them. For instance, we had a photographer named Lola who was coming to Kyushu and wanted to shoot volcanoes. She needed logistical help, and we gave it to her”, he said. Interestingly enough, the members of the “Hasselblad

Hasselblad partnered with bike maker Norton to photograph their brand. photo: william penrice

club” do not necessarily own a Hasselblad camera. So how does this community-based philosophy translate into tangible financial gains? “One day, that photographer might come back and buy a Hasselblad. Meanwhile, many of those we help have their work on TV or in other media, which carries our name”, Penrice added. Cross-promotion is another cornerstone of building the brand. Hasselblad is now Aston Martin’s official imaging partner, and their cameras are sold in the iconic automaker’s showrooms. The Hasselblad logo also appears on the Aston Martin racing team apparel and other paraphernalia. Cars, motorcycles and cameras have always been bedfellows, Penrice noted. When Norton brought their bikes to Japan in 2013, the Hasselblad team took some pictures for the brand and had several bikes parked in its Harajuku

gallery for three weeks. Penrice invited Norton to launch the bikes at his gallery, with 100 or so journalists attending from Japan. “We got our brand in the motorcycle press and got Norton in the photographic press—win/win”, he said. “Being a foreign brand and a small, flexible team we can do things others cannot”. He described how brands like Norton and Aston Martin are just the kind of association he wants, as they are iconic marques, with a cult following of enthusiasts. “There is logic to the madness”. Part of the reason behind this creative approach is a lack of a marketing budget. “When you’re in the start-up phase like we are, when there are so few people and resources, you’ve only got those around you”, Penrice said. “I once took a course called Marketing without the Millions; that might just be one of the most useful things I learned”.

The firm supports photographers by hosting education workshops. photo: eric micotto

bccjacumen.com 27

BBA IS GREAT 2014

BUSINESS

British Business Awards

Friday 14 Nov. 6:30-10:30pm | Hilton Tokyo, Shinjuku

Celebrate the best of UK-Japan business at the 7th annual British Business Awards Six award categories Company of the Year

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BBA 2014

*Deadline 5pm 31 October

Media Partners

PUBLICITY

QUALITY AND COMMUNITY BRING SCHOOL SUCCESS Interview with Brian Christian

t has been an exciting period for the BST. This year, teachers, students and parents have come together to mark the international school’s 25th anniversary, while in 2013 it was awarded the BCCJ’s British Business Award for Global Talent. As principal, Brian Christian has exciting ideas up his sleeve to build on the successes of the school going forward. How are you building on the accolade of the award? Nurturing global talent is a primary aim for any good school, particularly an international one. At BST we work hard to develop a confident, caring and outwardlooking mindset in our students. This year we are seeking to articulate more clearly the values and attitudes we hold most dear. Although these are far from being exclusively from the UK, we have developed a campaign using the acronym BRITISH, showing the values are central to the aspirations of the school. What can the BST offer that other institutions cannot? As the only institution in Japan offering British A Level qualifications, and closely adhering to the central tenets of the national curriculum for England—including a programme of rigorous assessment—the school has an unparalleled position. The vast majority of our teachers are trained in the UK, or have significant teaching experience there. This year, as a member of the Council of British International Schools, we will enable a young, recently qualified

teacher to complete their statutory induction year overseas, and two of our teaching assistants have successfully completed their international postgraduate teaching certificate with us. In broader terms, the school is the hub of an extensive network. With students representing almost 60 nationalities, our inclusive community embraces people who have different backgrounds and experiences. What has contributed to the success of the school? Outstanding schools are built on the efforts and talents of outstanding people— particularly teachers—and the careful recruitment of top practitioners is the key to the school’s continued success. Our head teachers aim to see every shortlisted applicant teaching in their school before a final interview is conducted. As we tend to recruit almost entirely from the UK, this is a very expensive process—both financially and in terms of time—but it pays dividends. Other important factors have been the ongoing support of our community of parents and friends, and of the British business

Teachers and parents accompanied students to run the Nakasendo Way.

network in Tokyo—exemplified by our relationship with the British Chamber of Commerce in Japan. We also remember the role played by our hosts, sponsors and partners, including initial supporter Tokyo’s Shibuya Kyoiku Gakuen. Our association with Showa Women’s University in the capital has given us access to facilities we could never have envisaged 25 years ago. How have students and teachers been involved in the anniversary? In all sorts of ways, and it’s not over yet. The first specific occasion was the celebration hosted at the British Embassy Tokyo in March. An opportunity for the BST to highlight the influence of British business in Japan, teachers and students showcased their talents before a distinguished audience. Our budding engineers even seized the opportunity to launch some powerful rockets from the ambassador’s lawn. The academic year came to an end with the most ambitious

venture of the anniversary celebrations so far—a 540km relay race from Kyoto to Tokyo along the historic Nakasendo Way. Some 16 teenage students, accompanied by teachers and parents and guided by Walk Japan Ltd., successfully completed this Edo period journey over five days. What are your hopes for the future? Over the past six months the BST has published an outline of its strategy to take us towards 2020 and the next chapter in our history. I hope that we will continue to grow; in September 2012 we had 685 students, and today we have 865. That increase bears testament to the burgeoning reputation of the school. Our major aims in the future are to open up more space within central Tokyo, and develop our facilities. Above all, I hope that we can continue to attract the best teachers and maintain our closeknit sense of community. We want every one of our students to be given the best possible opportunity to be all that they can be.

bccjacumen.com 29

SOCIETY

THE RISE OF MODERN DADS

• Involvement of fathers in childrearing a new trend • Lack of understanding discourages taking of paternity leave • Surge in father-friendly baby and childcare products

Support from government, media and firms by dr florian kohlbacher and christoph schimkowsky

ver the past few years, ikumen, those fathers engaged in raising their offspring, have become increasingly evident throughout Japan. There are television programmes and newspaper articles that

like that—I think that’s still pretty difficult in a lot of cases”. Thus, it is not surprising that the number of ikumen plummets if one makes paternity leave a defining criterion. According to a

although there are few legal obstacles to men taking paternity leave. The current situation looks even more bleak when one considers the time Japanese fathers spend raising their children and helping at

regularly feature ikumen-related news, contests that honour ikumen of the year, and firms that have discovered ikumen as a new target group. The spread of the term marks a general trend: Japanese men today are spending more time engaged in their children’s upbringing. Traditionally, this has been left entirely to mothers, while fathers have been the breadwinners. But who can be considered an ikumen? Looking at the media, celebrities such as Brad Pitt and Will Smith have been declared ikumen on the cover of the magazine FQ Japan. The economic journal Nikkei Business described Prince William as an ikumen in its coverage of the royal baby in 2013. While the media embraces ikumen, Japanese men report mixed feelings. In a 2012 survey of 1,618 families by advertising firm AsatsuDK Inc., only about 17% of the fathers who responded said they would describe themselves as ikumen. If one includes the fathers who said they could identify, to some degree, with the term, the ratio is 50%. The survey responses also indicate that there is a greater likelihood of men in their late twenties or early thirties viewing themselves as ikumen than those in their forties. However, the idolised concept the media has created seems to be unrealistic for some Japanese fathers. As one soon-to-be-father told us in an interview conducted as part of an on-going study with 13 Japanese couples: “Of course I will help take care of our child. If such normal participation in parenting can be called ikumen, well then, I suppose I’m an ikumen. But taking a year for paternity leave or something

survey conducted among firms by the Ministry of Health, Labour and Welfare (MHLW) with 4,160 valid responses, in 2012 paternity leave was taken only by about 2% of all eligible fathers, 41% of whom took only up to 5 days’ leave. In a 2011 MHLW survey to ascertain what deters Japanese men from taking paternity leave, some 85% of 2,086 full-time staff responded by giving work-related reasons for not taking paternity leave. Lack of understanding by colleagues and senior staff were among the main concerns. Society does not perceive as a valid option a father’s leave of absence from work to look after his child,

home. According to 2011 data published by the Statistics Bureau of Japan, in a survey covering about 83,000 households nationwide, fathers in Japan with children under six years of age spent a daily average of 28 minutes on household tasks, and 39 minutes on childcare. In contrast, respondents in the UK reported an average of 166 minutes in total, with 60 of those minutes spent on childcare. In 2010, the MHLW tried to counter the lack of fathers’ engagement with their young children by devising the Ikumen Project, which aspires to establish an ikumen-friendly atmosphere. The initiative includes the hosting

30 bccj acumen, september 2014

Average time fathers with children under six spent daily on childcare and household tasks Japan

0:39

France

0:40

(0:28)

(1:50)

Great Britain

1:00

USA

1:05

Germany

Norway

2:46

(1:46)

0:59

2:51

(2:01)

3:00

(1:59) 1:12

Houshold tasks (total)

2:30

(1:46)

1:13 0:00

Childcare (share)

1:07

2:24

Source: Gender Equality Bureau, Cabinet Office of Japan Data for Japan from 2011. Data for other countries from various years

3:12 3:36

SOCIETY

of seminars, support of local initiatives and the provision of information materials. Another government initiative, the Ikumen Company Award, which was introduced in 2013, honours firms with father-friendly policies. It is of little surprise that the government is striving to promote the ikumen trend, since it could be part of Japan’s solution to the issues of demographic ageing and the falling birth rate. After all, men who help with household and child-rearing tasks enable their wives to pursue their own careers, and so boost the female workforce, thereby raising GDP. Further, fathers involved with their young children could help stabilise the birth rate, given that one significant reason for the declining birth rate is that many women find having a career and raising a family to be incompatible. Moreover, the probability that a couple will have another child increases as a father’s engagement grows, according to a 2011 Japanese government study. Masako Mori, minister of state for the declining birthrate and consumer affairs, the non-profit organisation Fathering Japan, and newspapers such as the Nihon Keizai Shimbun are calling for an “iku boss system”. This would involve supporting employers to recognise the

needs of young parents in their workforce, as the country struggles to overcome the vicissitudes that come with its declining birth rate. However, it is not just the government, but also the business world, that sees ikumen

cut both children’s hair and fingernails, that have bigger finger holes for easier use by men. Another approach to date has been to change the colour and design of products to conform more to male tastes. This can be seen in the surge of baby strollers and baby slings with genderneutral colours, or even camouflage patterns. While according to this strategy, product designs are modified for fathers as a new group of customers, a second approach entails the use of Japanese discourse about family and fatherhood for branding purposes. In this vein, Shiseido Co., Ltd. furnished its super-mild shampoo with Papa furo (Bathing with daddy) stickers. The product campaign also saw the creation of a Papa furo song and Papa furo collector cards, to encourage father– child bonding. Foreign firms can also profit from the ikumen phenomena. Western child-related

as a new target group. Firms are utilising the phenomenon in their branding strategies, and to create new ikumen goods—baby and childcare products that are modified to be more father-friendly. For example, the Papa mo OK (Also for daddy) series includes scissors, designed to

products—which already have an excellent reputation in Japan—are seen as progressive and, thus, automatically appeal to ikumen. Products modified to suit the tastes and needs of modern fathers, while facilitating father-child activities, are sure to reap profits as demand inevitably grows.

Research events provide support to dads. photo: dr florian kohlbacher

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EXPORT TO JAPAN

HIRING FIRMS NOTE SOLID DEMAND

by julian ryall

ritish firms operating in the recruitment sector in Japan report “tremendous demand” for qualified and capable staff across the majority of key

have literally been around for hundreds of years”, he added. “Japanese workers aren’t so easily enticed to join foreign firms. This creates a strong demand for

Eri Hasegawa, a spokesperson for Robert Walters Japan K.K., echoed that positive outlook for the market here. “Japan is currently experiencing

was in the years before the 2008 economic crisis. “The market has become much more rational, and more mature”, said Bysouth, who set up

industrial sectors. This statement is another indication that the country has shrugged off the worst of the global economic crisis of 2008. “There is tremendous demand for top-quality and experienced candidates in Japan”, said Basil Le Roux, managing director of the Michael Page Group. “For our foreign clients, Japan is a large market, and Japanese consumers make for good customers”, Le Roux explained. “It’s not surprising that so many companies want to open here”. “However, the reality is that unemployment is low, and Japan has lots of strong brands and companies that [in some cases]

foreign clients”. Japanese clients, on the other hand, are looking to take advantage of the strong yen to expand their operations outside Japan. “We find many clients who are looking for candidates who can help build their brands and businesses into markets in Asia, and elsewhere abroad”, he said. As the second-largest recruitment market in the world, Japan offers Michael Page “immense potential” for further growth, said Le Roux. Operating in Japan since 2001, the firm currently employs 115 people across 12 disciplines.

a shortage of candidates and, with a limited supply of bilingual specialists and an increase in the number of open roles, we are seeing more competition between companies”, she said. “Good bilingual candidates with strong professional skill sets receive multiple offers, as well as opportunities for salary increases”. Robert Walters has been operating in Japan for 14 years, with the Tokyo office set up in 2000, and Osaka office added in 2007. The country is important to the group: it accounts for the majority of the 42% of sales revenue that comes out of Asia. Candidates with a specialised background in the information technology, medical, pharmaceutical, engineering and manufacturing sectors, combined with international experience and fluency in English and Japanese are likely to remain in short supply, Hasegawa said. This is particularly the case as more Japanese firms expand into overseas markets. Richard Bysouth, president and CEO of the Japan-focused C.C. Consulting Co. Ltd., believes that hiring has become “more tactical, planned and considered” than it

his firm in 2000. It provides online advertising and access to bilingual candidates for both recruitment agencies and direct hiring firms. “It used to be like the Wild West, but it has become a lot more businesslike”, he added. Confidence in the positive direction in which the Japanese economy is headed is also seeping back, with firms opting to spend in order to secure the best candidate instead of saving for the proverbial rainy day, he said. That added demand also steps up competition amongst businesses that are operating in the recruiting market. “There are certainly times when we feel it is very competitive”, admits Le Roux. “We are occasionally invited to a recruitment seminar with our clients, and when we arrive we will be seated amongst up to 50 other recruiters”. Many agencies tend to carve out a niche for themselves, meaning that often the pool of candidates for a plum position is much smaller. For Bysouth, the key is to “stay ahead of the game, and that will allow you to stay ahead on the growth”.

this article can be viewed online at www.exporttojapan.co.uk. helping uk companies succeed in japan bccjacumen.com 33

The A-List of HR, Corporate Training & Education Know the Book? You Will Love the Course! Dale Carnegie pioneered corporate training. Businesses in 91 countries benefit from his breakthrough ideas, including 90% of Fortune 500 companies. How to Win Friends and Influence People has become a timeless classic and consistent worldwide bestseller. The reason is simple—people’s interactions are make or break points in business. Whether it’s getting a team behind the leader’s goals, gaining cooperation within a team or making the sale, the human dimension is the critical factor. Constant client feedback and refinement for 101 years has made us the choice for business solutions and organisational change. We have been assisting firms in Japan, in English and Japanese, for the last 50 years. Dale Carnegie Training Japan Akasaka 2-chome Annex #501, 2-19-8 Akasaka Minato-ku, Tokyo 107-0052 Dr Greg Story 03-4520-5470 Greg.Story@dalecarnegie.com www.dale-carnegie.co.jp

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34 bccj acumen, september 2014

Talent Acquisition: We partner with organisations to find the right people for their HR and mission-critical positions in less than 90 days—guaranteed! At the same time, we coach our clients on how to use the HireRight recruiting methodology to find, attract and retain top talent. Training & HR Consulting: We help businesses increase their organisational capabilities through a combination of training and HR consulting interventions designed to increase employee competencies, motivation and engagement. HR Learning & Publishing: We provide continuing education and learning opportunities to HR professionals through our HR publications, events, knowledge base, network and resources geared to help advance the practice of the HR profession in Japan.

PUBLICITY

MIDDLE MANAGEMENT MADNESS

Why 70/20/10 Doesn’t Work in Japan

enior leaders must work through people and the key leverage group are Middle Managers. Doing more, faster, better with less, screams out for delegation. Putting aside the issue of basic delegation nous on the part of

out and the content of their inherited tutor curriculum became frozen in time. The postwar system emphasised hard skills but had little clue about how to develop civilians. Today, in their fifties and in senior roles, many senior leaders

the leaders, the capability of the delegatees to pick up the shield and spear, makes or breaks organisations. Middle Managers are the corporate glue. Market and system noise are filtered, sorted, nuanced and passed up to senior leaders. They must also amplify the key direction and messages to everyone below. Well, in theory this is the case—what about the practice? Middle Managers in Japan are tutored by their sempai—their seniors. The seniors themselves were similarly tutored. Looking at the postwar period there are distinct periods of managerial mis-development. The military officers returning from the war came back to a devastated economy and were placed in leadership positions in the rebuilt firms. The 1960s and 1970s saw Japan overtake the major European economies one by one. This was built off disciplined hard work and almost feudal sacrifice of family. For those in large firms, lifetime employment meant unquestioning dedication was expected. “Tough love” was meted out by the officer corps, now turned corporate managers. Leadership was top down, mainly barking out orders and berating subordinates. The bursting of the bubble in the late 1980s left a corporate hangover with important side effects. Marketing and training budgets were slashed as firms struggled to survive. Thirtysomethings in the 1990s became the “lost patrol”—they moved up the ranks, based on age and seniority. Unfortunately, by the time the training faucet got turned on again, it went to their younger hopefuls. The sempai missed

have not been challenged by a new management idea in 20 years. By the way, the psychological and values gap between this senior generation and the millennials now entering the workforce is vast, measurable in light years. The Lehman Shock left a renewed legacy of instability. Lifetime employment suffered collateral damage. The demise of Yamaichi Securities put the loyal and diligent on the street, a hammer blow to the traditional worker/ company compact. Post-Lehman, training again took some intense blows and so sempai-led OJT (On The Job Training) has remained the central pillar of Middle Management education in Japan. OJT’s philosophical and practical roots stretch unbroken to the pre-1945 Imperial Officer Academies. Want to confirm this? Ask yourself why there is still no equivalent in Japan of the West’s major business schools, churning out the best and the brightest Middle Managers? We are left with generations of undereducated managers, channeling their passed-use-by-date unreconstructed sempai. They are all swirling around a tight whirlpool, out of context and out of touch with contemporary corporate needs. This is the critical reason why dated theories like the 70/20/10 model for learning and development are irrelevant here in Japan. Both the 20% from the sempai and the 10% component from training simply fail to deliver. Corporate training in Japan is almost 100% ineffective. Old Japan loves lecture and Japanese trainers just love to talk. There is plenty of one-way traffic around the “What” and “How” but little or nothing around the

“Why”. “Distributed Intelligence”—using the full experience and smarts power of the group—is rarely utilised. If you were hoping for a post-training performance pick-up, then good luck! Daily, battalions of corporate trainees troop back to their desks and resume hostilities, without making any changes to how they do their job. Einstein noted that we can define insanity as “continuing to do the same things in the same way, but expecting a different outcome”. We must all be mad! Until OJT is re-ordered off a properly educated baseline and the training delivered actually leads to behavior change, then there will be no progress. Middle Managers will continue to squander their key role. They will fail to communicate in ways that trigger enthusiasm, inspiration, empowerment, and confidence. High levels of engagement will never be achieved. Critically, engagement is the magic spring from which flows innovation, commitment and motivation in teams. The male, greying Corporate Boardroom can continue to pontificate from on high but actual workplace change is delivered by Middle Managers. Hands up who wants better Middle Management in Japan? Before you even think about training your Middle Managers, read the free report, “Stop Wasting Money Training. How To Get The Best Results From Your Training Budget”. To receive your Free Report pick up your phone now and call 0120-948-395 or 03-4520-5469 for a 24 hour Free Recorded Message.

bccjacumen.com 35

The A-List of HR, Corporate Training & Education As a division of Intelligence Ltd., one of the largest recruitment consultancies in Japan, our goal is to assist the growth of multinational firms through recruitment. Our consultants are bilingual industry experts, and our teams cover a variety of specialisations including working with start-ups, mid-sized, and blue-chip firms across Japan.

AREAS OF EXPERTISE Intelligence Global Search Marunouchi Building 27F-28F 2-4-1 Marunouchi Chiyoda-ku, Tokyo 100-6328 Naeem Iqbal, managing director 03-6213-9370 info.igs@inte.co.jp www.igs.inte.co.jp/en/

Recruitment consulting for the following areas: • Accounting • Human resources & administration • Information technology • Sales & marketing • Pharmaceuticals & medical device • Chemical & industrial • Financial services • Automotive

Language Resources has specialised in providing client-specific, needs-based English language training for business and technology since 1981. Our clients range from local Japanese SMEs to multinationals, government agencies and research institutes, with training provided in all major Japanese cities. Language Resources is also Japan’s only approved Cambridge CELTA teacher training centre, having so far trained more than 500 teachers of English from over 20 countries. In addition, our highly experience team of trained interpreters and translators provide our clients with reliable and accurate English-Japanese translations and interpreting services. Language Resources Taiyo Building 6F 1-2 Kitanagasa-dori 5-chome Chuo-ku, Kobe, 650-0012 Geoff Rupp, chairman 0120-38-0394 geoffrupp@language-resources.co.jp www.languageresources.org

AREAS OF EXPERTISE Typical courses in English for business and technology include: • Train the Trainers (for technology transfer projects) • Negotiating in English, Presentation Skills, Meetings & Conferences, Socialising in English, English for Plant Tours and Inspections, English for Medical Professionals, English for the Hotel Industry • Test Preparation (TOEIC, IELTS, BULATS)

Comprised of the combined operations of Michael Page, Page Personnel and Page Executive, the Page Group is a worldwide leader in specialist recruitment, with 153 offices in 36 countries worldwide. We began operating in Japan in 2001 and in that time have developed an unrivalled level of local market expertise, which is backed by our global strength. In Japan we specialise in recruiting for both multinationals and local Japanese firms on a permanent, contract and temporary basis. We pride ourselves on delivering an exceptional quality of service, which is demonstrated by the fact that more than 90% of our business comes from referrals and repeat clients.

Michael Page Kamiyacho MT Building 15F 4-3-20 Toranomon Minato-ku, Tokyo 105-0001 Basil Le Roux, managing director 03-5733-7166 basilleroux@michaelpage.co.jp www.michaelpage.co.jp

36 bccj acumen, september 2014

AREAS OF EXPERTISE We specialise in recruitment in the following areas: • Accounting • Legal • Banking & financial services • Marketing • Engineering & manufacturing • Property & construction • IT • Procurement & supply chain • Haken/temporary positions • Sales • Healthcare & life sciences • Secretarial & office support • Human resources • Retail

PUBLICITY

WORKING TOWARDS A BORDERLESS JOB MARKET Interview with Yuji Shinohara

aijob Global Recruiting Co., Ltd. provides a recruitment website— www.daijob.com—that has been helping foreign-affiliated firms operating in Japan to fulfil their hiring requirements since 1998. It allows firms to approach jobseekers directly in English. In 16 years of operation, the firm has focused its efforts on uncovering bilingual and global talent, resulting in over 430,000 site registrations. Its main service comes as a package that includes posting jobs on the website—with an interface available in English, Japanese and Chinese— viewing resumes through search criteria, and sending scout mail to suitable candidates. Other popular services include a career fair for bilinguals, and a traditional recruitment agency specialising in placing bilingual, global professionals. How can global professionals become more marketable to prospective employers? A global professional isn’t just someone who can speak more than one language. Such a person can be more clearly defined as someone who has a specific set of skills that he/she is able to use in a global environment. The ability to communicate effectively in English and Japanese is but one of these skills. The expansion of many Japanese firms into the West and other parts of Asia, together with the impact of Japan’s decreasing birth rate and ageing population, has led to a rising need for such professionals who can work on the global stage. Prioritising language ability is not the best way to hire a global professional; instead, firms should focus on the overall skill set of an applicant. Regardless of nationality, firms should look for people who have acquired a core

set of skills, and are motivated to continue improving the value of those skills over time. An ideal candidate would be able to express their skill set clearly in terms of how they can help their new employer fulfil its objectives. What kind of demand is there for Japan-related jobs overseas? There has been a recent trend among Japanese firms of hiring low-cost non-Japanese staff for foreign branches, as opposed to hiring Japanese people and sending them to the location. Whether the reason for expansion abroad is to reduce costs by shifting operations overseas or to increase market share in another country, talented professionals are necessary regardless of nationality. This is particularly true of Asia, where labour costs are increasing and the demand for skilled Japanese workers is rising. As a concrete example, there is a high requirement for skilled salespeople

Yuji Shinohara is president of Daijob Global Recruiting Co., Ltd.

and IT specialists within Japanese firms operating in China. In many cases the salary offered exceeds that of the same position in Japan. Why are Daijob’s users a good fit for foreign-affiliated firms? Foreign-affiliated firms conducting business in Japan tend to require professionals with a strong knowledge of the Japanese market and culture, and the ability to communicate effectively with Japanese people. This means that bilingual Japanese people tend to be in very high demand. Of Daijob’s registered users, 97% speak at least two languages. The most common registered user is Japanese, and progressing steadily in their career. Non-Japanese users tend to be business professionals with experience studying in Japan. This usually means they have a good knowledge of Japanese culture and business methods, in addition to those of their home country.

What lies ahead for Daijob.com? Our mission is to accelerate the globalisation of Japan by increasing the number of people who can work on a global level. Therefore, it is necessary to improve the status of bilingual, global professionals, regardless of academic record or nationality. We believe that we can do this by providing better jobs for those people. We also want to attract the attention of talented professionals, and convince them to work more globally. This summer Daijob launched www.workingabroad.daijob.com, a website offering job openings overseas for people with experience working in Japan. We will also launch a website that supports exchange students studying at Japanese universities to find graduate positions in Japan. Our eventual goal is to achieve a completely borderless job market.

bccjacumen.com 37

The A-List of HR, Corporate Training & Education The NSR Group is a Japanese—and US—owned global entity that provides a wide range of professional services. We offer worldwide staff augmentation with a 24-hour commitment to our clients. In addition, we offer translation and language services, localisation for mobile applications, and electronics product design engineering support services. We have a new service division, NSR Aero Staffing, dedicated to the aerospace industry worldwide. Your success is our goal. We have been supporting the needs of the international human resources service for global businesses in the United States and Japan—and other Asian countries—since 1995. NSR JAPAN Co., Ltd./NSR Group Nagoya Fushimi Square Building 4F 1-13-26 Nishiki, Naka Nagoya, Aichi 460-0003 Hiro Shinohara, CEO/president 052-218-5882 info@nextsr-J.com www.nextsr-J.com

AREAS OF EXPERTISE • Technical staffing • International staffing service and bilingual specialist staffing • Overseas project support team creation • Product design engineering services (electronics, mechanical and software)

Randstad K.K. is the world’s leading HR service provider. Founded in 1960, Randstad currently operates in 39 countries, with 4,600 offices worldwide including 78 offices across Japan. With more than half a century of business experience, we share a longterm vision with client firms to endure any economic cycle. Through Randstad’s global network, you will have access to seamless global human resources solutions from Europe, the Americas, China, India and other Asia-Pacific countries. Most importantly, we can be found in the local areas where the right resources are needed to accelerate your business growth.

Randstad K.K. New Otani Garden Court 21F 4-1 Kioi-cho Chiyoda-ku, Tokyo 102-8578 Paul Dupuis 03-5275-1876 professionals@randstad.co.jp www.randstad.co.jp

AREAS OF EXPERTISE Randstad Japan covers a wide range of HR needs of various sectors with specific knowledge and tailor-made solutions. • Permanent placements: from middle to senior level business professionals • Temporary staffing: clerical, call centre, manufacturing, logistics and others • Other: outsourcing and outplacement services

Robert Walters is one of the world’s leading specialist professional recruitment consultancies for permanent and contract recruitment. Robert Walters Japan possesses the distinct advantages of size and a proven track record, allowing you to tap into an unparalleled global network that enables clients and candidates to come together in the most efficient and productive way possible. Our Tokyo and Osaka-based offices our active in building integrated partnerships with clients and bilingual professionals. We consistently deliver the most relevant match of skills and culture—our ultimate goal. AREAS OF EXPERTISE Robert Walters Japan K.K. Shibuya Minami Tokyu Building 14F 3-12-18 Shibuya Shibuya-ku, Tokyo 150-0002 David Swan, managing director 03-4570-1500 info@robertwalters.co.jp www.robertwalters.co.jp

38 bccj acumen, september 2014

• Accountancy & finance • Banking & financial services • Legal • Compliance & risk • Engineering • Chemical • Automotive • Manufacturing & components • Energy & infrastructure

• General management & consultancy • Human resources • IT & online • Sales & marketing • Retail • Luxury & consumer goods • Healthcare • Supply chain • Logistics

INDUSTRY

THE ART OF SELF-BRANDING

• Mind-sets encourage staff to fit in rather than be individual • Interview candidates can sell their firm well, but not themselves • A recruitment expert can help job seekers create a personal brand

Making an impact on prospective employers by paul dupuis randstad japan k.k.

ave you ever been in the Shinagawa Starbucks coffee shop overlooking the concourse, which connects the station barriers

the morning rush hour gang is following the rules. Unfortunately, sometimes these workers tend to feel like a single cog in a much larger

business card, the Japanese side lists one’s job title first, followed by one’s name. However, on the English side, the name of the person comes first, followed by the

When Japanese job seekers begin to search for new opportunities, they start to reflect about the strengths they possess that have been nurtured through

to the office district, during the morning rush hour? Thousands of businesspeople pass below like a shoal of fish swimming in a vast stream. They all look similar, in appearance and behaviour. It seems they try hard to hide who they are, to be anonymous, and to not stand out. This effort to blend in is especially true for recent graduates taking their first step into the world of business. At a time in their lives when one would expect them to be full of creativity and curiosity, they seem to obediently adopt the standard “uniform”: white shirt, grey suit, black briefcase, black shoes and a wellmaintained haircut. Watching the mass of people in dark suits marching in unison, one cannot help but consider many things about those generic individuals. For example, what is their name, hometown and profession? What are their strengths, weaknesses and individual traits? The fact that Japanese generally prefer to enjoy the humility, collective identity and shared sense of belonging of a group is well known. Fitting in to this group—or, better yet, not standing out—is respected. In this sense,

machine, and often underestimate their individual value. When we interview candidates they are usually very proficient at selling their firm’s brand, goods and

job title. This striking contradiction represents a very different cultural mind-set. Are we defined by who we are, or where we work; by our story and skill set, or our job title?

their experience. The challenge for them is to make their background, skills and personal story appealing for a potential employer. For years they practised and perfected their ability to explain the details of their firm and its brand, but spent little or no time on describing themselves. Clearly, the missing link is personal branding. Defining one’s personal brand is the first step on the path to navigating a rewarding career path. Self-branding is not simply about your appearance—although certainly this can be part of your personal story—but should be considered a holistic approach. It is a package that defines you: differentiators, hard and soft skills, achievements, failures, strengths, areas for improvement, resilience, reliability, ambitions, values and character. Asking yourself questions on such topics as your favourite book, your mentor and the ways to define success all help provoke a meaningful thought process and self-dialogue, which eventually results in the crafting of your personal brand. A trusted and knowledgeable recruitment expert can help you create your personal brand, and coach you through your important transition.

For years [Japanese jobseekers] practised and perfected their ability to explain the details of their firm and its brand, but spent little or no time on describing themselves.

services, but often stumble, or simply cannot express themselves when asked such questions as “what makes you and your experience different from other candidates?” or “how can you add value to this firm?” The issue raises some important questions; in an interview, do we represent the firm we work for, or simply ourselves? How important is the name and brand of the business and one’s job title compared with personal characteristics? It is interesting to observe that in Japan, on a typical double-sided bilingual

Japan has undergone a major change in recent years as careerminded staff become more aware of the importance of creating a personal identity for professional success. Some people still see changing jobs, and changing firms, as a risk. This behaviour goes against “the stream”, and is seen as not following the rules. However, while many of the grey-suit gang in Shinagawa station may feel comfort following the flow and fitting in, increasingly there are ambitious professionals who are in search of something new, something better.

bccjacumen.com 39

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Strategic Selling® helps you and your sales force win more business by turning strategies into action. Conceptual Selling® helps you understand the buying criteria of prospects in your pipeline. Large Account Management ProcessSM (LAMPSM) offers sales professionals collaborative strategies and approaches that target, obtain and manage key, strategic accounts. These three core programmes are the gold standard for managing complex sales, and are delivered by R & K Marketing, Inc. in Japan. AREAS OF EXPERTISE • Sales training • Management and leadership training of sales managers • Market research and consulting

Sasuga! Communications helps business professionals build their confidence and capability in communication through two service lines: training and translation. Helen Iwata founded Sasuga! Communications in 2013, pursuing her passion for helping people make a difference, and building on her 20-year background as a translator, interpreter, editor, trainer, coach, and manager in Japan. Training: We offer workshops and individual coaching for firms at their own venues, and for individuals at our Ginza facility. Participants range from team leaders to presidents of firms. They also vary in nationality, levels of confidence and ability. Sessions are held in English or Japanese; whatever best meets clients’ needs. Sasuga! Communications 4F Ginza Kato Building Ginza 8-18-3, Chuo-ku, Tokyo 104-0061 Helen Iwata 080-5021-3365 info@sasugacommunications.com www.sasugacommunications.com

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40 bccj acumen, september 2014

PROGRAMME/CURRICULUM The Nanyang-Waseda Double MBA is a 14-month programme that combines the strengths of two top business schools in Asia. You will study in Nanyang Business School in Singapore and Waseda Business School in Japan, to obtain two MBA degrees. With its dual focus on global business, this unique programme will prepare you for leadership careers. Two growing alumni networks of distinguished global leaders are also an important benefit of this programme.

PUBLICITY

ECONOMIC GROWTH BOOSTS HIRING Demand exceeds supply in shortage of bilingual talent custom media

f you are looking for a job in Japan, now is a good time to do so, according to a recent report from recruitment consultancy Robert Walters Plc. In its “Asia Job Index Q2 2014” report (for calendar 2014), the firm reported an

The gap between supply and demand is even more pronounced in the job market for bilingual talent. This is becoming a serious trend, especially in urban areas such as Tokyo and Osaka, according to Swan.

overall 28% YoY increase in job advertisements across the continent. The study examines the number of executive appointments listed in national newspapers and leading job boards in China, Hong Kong, Japan, Malaysia and Singapore. Of these countries, Japan scored particularly well, with an 11% increase on the first quarter of 2014, and 32% YoY growth. David Swan, managing director for Japan and Korea with Robert Walters Japan K.K., attributes the stimulation of the jobs market to general economic improvement. “Both locally and globally, Asia has the most positive economic environment”, he said. “The entrance and expansion of shared service centres in the region continues to have a positive impact on hiring, and the consistent growth of the manufacturing sector in most countries has increased the number of jobs available”. Domestically, the job market has seen a rapid rise in hiring activity across a number of industries, which is thought to be largely due to the economic upturn. Swan believes the uptake in employment opportunities is thanks to the increasing number of Japanese firms expanding overseas, as well as both foreign and Japanese firms growing their businesses in Japan. He pointed out that, continuing last year’s trend, “in this quarter, there was particularly strong demand in the IT, medical, retail and engineering sectors”. The Asia Job Index report for the second quarter of 2014 shows that retail sector demand—the biggest sector by volume—rose

“Looking to the future, we can expect a continuation of this talent shortage, meaning increased competition for bilingual professionals”, he said. “So firms need to be flexible to the requests of candidates”. In this increasingly competitive and challenging environment, firms looking to recruit bilingual professionals should seek advice to find the right candidate, he added. As one of the world’s leading professional recruitment consultancies, with 53 offices in 24 countries, Robert Walters believes it is ready to provide that expert support. The firm boasts 14 years of experience in Japan, with extensive knowledge concerning Japanese and English bilingual recruitment. “We can offer a comprehensive database of mid-career bilingual professionals. Our candidate sourcing activity is based on headhunting and referrals, allowing us to access candidates that other firms cannot”, Swan said. “Furthermore, the recognition and credibility of our brand itself attracts high quality candidates who are actively seeking career opportunities”. Swan believes it is this kind of focused jobseeker that firms are looking for when filling an appointment, and the kind who Robert Walters is ready to provide. “As our consultants specialise both by industry and skill set, they get to know their particular industry, companies, jobs and candidates thoroughly”, he added. “In this increasingly talent-short market, we can therefore offer the key: industryspecialised consultancy that is tailored to our clients’ needs”.

Robert Walters Japan and Korea’s David Swan.

The government announcement that the number of jobs available exceeded the number of job applicants, speaks to the shortage of talent in Japan. 31% YoY, with a particularly strong requirement for staff in the consumer and luxury sectors. Reflecting the growing globalisation of firms, the need for staff with experience in overseas projects has been increasing. However, the government announcement that the number of jobs available exceeded the number of job applicants, speaks to the shortage of talent in Japan.

bccjacumen.com 41

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JET

WHERE ARE THEY NOW?

Giving back: changing participants and communities by michael maher king

first came to Japan as an 18-year-old backpacker. I had always wanted to live abroad at some point in my life, and by the end of my undergraduate degree this idea had solidified into a desire to live in Japan, which led me to accept a position on the Japan Exchange and Teaching (JET) Programme. I served as an assistant language teacher in Fukui City, Fukui Prefecture, from 2006 until 2011. After three years teaching largely in a junior high school, I transferred to an elementary school position for my final two years, in order to experience a different working environment and develop new skills. During my second year I came to learn of a local child welfare institution. In Japan, these institutions house the vast majority of children in alternative care. The children often have been abused or neglected, which can lead to problematic behaviour in the classroom. I set up a volunteer programme of monthly visits to the home, taking around 30 JET programme participants and their friends. By volunteering our friendship, we sought to help the children rebuild trusting relationships through one-on-one time with volunteers and other children over a sustained period. Having replicated this volunteer visit in the south, and then north of

Now in its 27th year, the Japan Exchange and Teaching (JET) Programme has welcomed over 55,000 people from 62 countries to deliver grassroots international exchange between Japan and other nations. Third in our series, this column features former JETs, both in the UK and Japan, who keep the idea of fostering mutual understanding firmly at heart.

Fukui Prefecture, we realised that others could do the same across the country. So, along with a few friends, I set up the non-profit organisation Smile Kids Japan in 2008 to raise awareness of the need for volunteering, and help people to set up sustainable volunteering projects in their communities. The organisation has since helped people set up such initiatives in over 25 prefectures. We received a great deal of support in spreading our message from the Association for Japan Exchange and Teaching National Council—an independent, volunteer organisation that supports JET programme participants and is operated by current JET participants to report on, and assist with, the future development of the programme. We initially centred on JET participants to ensure the visits were sustainable, and not a disruptive influence on lives that had already faced great turbulence. Media coverage in The Japan Times and regional newspapers further spread our message.

In the wake of the Great East Japan Earthquake and tsunami we started to receive offers of funding from individuals and firms. As we had never worked with money prior to this point, we approached Living Dreams, a registered non-profit organisation who had focused until that point on working to support 33 child welfare institutions in the Tokyo area. Together we set up the joint initiative, Smiles & Dreams: Tohoku Kids Project. This development saw me leaving the JET Programme and moving to Sendai City, Miyagi Prefecture, to become a director of Living Dreams. I helped develop their work and rolled the project out throughout Iwate, Miyagi and Fukushima Prefectures. We focused on working with institutions, speaking to the heads directly to ascertain their specific needs. I spoke at TEDxTokyo, a conference for innovators, and was featured on ITV’s Tonight Programme, on UK television. I helped to raise around ¥93mn (over ¥10mn of which came from

JET alumni) to work with these institutions. Following this work, I returned to the UK to read a Masters degree in modern Japanese studies at the University of Oxford, focusing on educational opportunities for children in welfare institutions. During this time I was fortunate to be invited, along with other Brits who had contributed to relief efforts, to a small reception with the Emperor and Empress of Japan at the Japanese Embassy, London. In 2013 I was awarded a full scholarship from the UK’s Economic and Social Research Council for a Masters and DPhil in social policy, also at the University of Oxford. My second masters compared institutional stability of Japan and Israel, and my DPhil is focusing on regional variation in how alternative care is provided in Japan. I am currently in Japan for a year on fieldwork, working at various child guidance centres. Until I was 28 years old I had no calling to a particular vocation. I always sought opportunities that would give me scope for personal growth and wherein I could be happy. The JET Programme gave me both these things, and allowed me to open doors I hadn’t even known existed. It led me to something I now care deeply about, gave me a second language, and a second jikka, a place to call home.

bccjacumen.com 43

HELP

RAISING AWARENESS OF SUICIDE

ast week, 10 September marked World Suicide Prevention Day (WSPD). Countries and communities everywhere held awareness events,

unemployment and health problems associated with an ageing population.

and took action to prevent the tragic loss of life to suicide. Why someone might take their own life is complicated, but in over 90% of deaths, the person concerned was struggling with a mental health issue. With around a million lives lost every year globally [to suicide], we clearly are failing to adequately address mental health needs. This year, the theme of the WSPD was “Suicide Prevention: One World Connected”, which reflects the fact that connections play an important role at many levels in the combat against suicide. Over the years, TELL, the telephone and face-to-face counselling service, has delivered numerous presentations and workshops on the topic. Below are some of the more common questions we have been asked.

differences? Yes. There are both global, country and even community-specific trends for age and gender. In Japan, four times more men kill themselves than women, and more elderly than members of other age groups die by suicide. Moreover, higher suicide rates occur in rural areas, where people may feel more isolated.

Why is suicide so common in Japan? Japan does have one of the highest per capita suicide rates in the world, but this has not always been the case. Prior to the Asian financial crisis in the late 1990s, the country did not have a high suicide rate. The main causes of the high rate, as in other nations, are long-term financial stressors,

44 bccj acumen, september 2014

Are there age and gender

Might talking about suicide put the idea in someone’s head? No. However, it may colour the way people view the act, and potentially legitimise it. Research shows that suicide clusters, where copycat suicides spread through communities, are caused by the social learning of suicide-related behaviours, known as the Werther Effect. How suicides are reported in the media is very important; too often they are sensationalised, glamourised or seen as a way of atoning for a mistake.

To help address these issues, the World Health Organization has developed guidelines designed for anyone working in the media to ensure that responsible reporting

It is really important to take seriously anybody who talks about feeling suicidal. The majority of people do not actually want to die; they are

occurs. Sadly, in Japan these guidelines are frequently ignored.

depressed, and the emotions of hopelessness and lack of selfworth are more than they can bear. Suicide is seen as a means to stop the pain. If you suspect a friend or loved one is suicidal, take the initiative to ask what is troubling them. Don’t be afraid to ask whether the person is considering suicide, or even if they have a particular plan or method in mind. Encourage the person to talk to a mental health professional and, most important, get others involved—despite what the person may say. If you would like to learn more about the risk factors and warning signs for adults and youths, TELL provides workshops. Our next Suicide Prevention Workshop will be held on 4 October. For more information, visit www.telljp.com If you are concerned about a friend or have suicidal thoughts yourself, please reach out to our Lifeline any day of the year between 9am and 11pm on 03-5774-0992. We’ll help you sort through your feelings, talk through your options and, it is to be hoped, find a way forward. You don’t have to give your name, and you can talk for as long as you like: we’re here to listen.

Is it true that suicides are more frequent around holidays or after disasters? Globally, suicides tend to increase in the spring months. Around holidays and after a disaster, the numbers actually decrease. However, if people are left unsupported or without jobs for long periods after a disaster, the rate of depression increases and, subsequently, the number of suicides. Could one say that people who talk about it aren’t those planning to commit suicide; they are just seeking attention? Most people who die by suicide give out warning signs. Some mention they feel life is not worth living, or that they have no future; some give away things or make a final attempt to say goodbye.

With around a million lives lost every year globally [to suicide], we clearly are failing to adequately address mental health needs.

LONDON CALLING

MARKING 100 YEARS SINCE WORLD WAR I A reflection on the past, for the future by ginko kobayashi

ars of any kind seemed far in the past when I was living in Japan. At that time, the most recent military incident Japan had been involved in was World War II, which had ended nearly 70 years earlier.

the UK. Frequently aired television and radio documentaries on the wars that have taken place have fascinated me. There have been abundant opportunities to learn about the past, and to use that knowledge to look at the present

into Belgium, which created a situation where the UK had to fulfil its promise to defend the country according to the 1839 Treaty of London. One of the many events that triggered the start of WW I took place in Sarajevo, the

The history curriculum at both my junior and senior high schools began with study of the primitive age running up to the present day, but often the teachers ran out of time to complete the course. The final lessons before the end of the school year therefore closed on the events of the 1930s. My contemporaries and I thus grew up without really thinking about what had happened after this period. The only time we thought about war was in connection with particular days of 1945: 6 and 9 August, when atomic bombs were dropped on Hiroshima and Nagasaki, respectively, and 15 August when Emperor Showa announced that World War II had ended. I learned—or re-learned—of Japan’s involvement in the war in detail after coming to

from many perspectives. This year marks the centenary of the start of World War I. To date there have been numerous programmes, events, exhibitions and books published to commemorate the occasion in the UK and France, as well as many other European countries. It is not surprising considering Europe was one of the main battlefields, and an unprecedented number of people there lost their lives. In August this year, with a revived interest in WW I due to the commemorative coverage, I visited a war memorial in northern France. The Thiepval Memorial to the Missing of the Somme was built for more than 72,000 British and South African soldiers, with no known grave, who died in the battles of the Somme between 1916 and 1918. The building is very grand, with the names of the soldiers beautifully engraved on the walls. I also went to Troisvierges in northern Luxembourg, where hostilities on the western front are believed to have begun. It was at this town’s railway station that German soldiers disembarked on 1 August 1914, violating Luxembourg’s neutrality. This invasion occurred shortly before the German army trespassed

capital of Bosnia and Herzegovina. On 28 June 1914, Austrian Archduke Franz Ferdinand and his wife were shot dead by Gavrilo Princip, a sympathiser of the revolutionary group Young Bosnia. On the day of the centenary, I stood on the exact spot where Princip had fired his revolver. Floral tributes to commemorate Ferdinand’s death lay nearby. Citizens of Bosnia and Herzegovina live with the scars of ethnic wars that took place during the 1990s in the aftermath of the collapse of the former Yugoslavia. About 200,000 people in the Balkan countries lost their lives. Today, the unemployment rate is high and tension among the different ethnicities remains. I went to Sarajevo City Hall, where a special concert for the centenary was held. The hall was converted into the National and University Library of Bosnia and Herzegovina in 1949, before being closed down in 1992 after being attacked by Serb shelling. Reopened as the city hall in May this year, the building houses a plaque stating that on 25 and 26 August 1992, over two million books, periodicals and documents were destroyed in a fire set by “Serbian criminals”, together with the request: “Do not forget, remember and warn!” In a country where Bosniaks, Serbs and Croats are the main ethnic groups, such a sign won’t help reduce existing tensions. Sadly, war is not a thing of the past. Military conflicts do continue in various forms. While treading in the footsteps of WW I, I try to learn lessons on avoiding such conflict, from the perspective of a person who thankfully has never lived in a nation experiencing war.

Floral tributes to Franz Ferdinand in Sarajevo.

The Thiepval Memorial in France is beautifully engraved.

bccjacumen.com 45

ARTS 1

FROM 13 SEPTEMBER Calling All Engines! The 2005 full-length film special of the British children’s television series Thomas and Friends will debut in Japanese theatres, dubbed in Japanese, to mark the operation of the Thomas Locomotive—a steam train decorated as Thomas

Theatre East, Tokyo Metropolitan Theatre 1-8-1 Nishi Ikebukuro Toshima-ku, Tokyo Various show times Adults: ¥6,500 » www.kuzukawa-shichosha.jp/ haishin 03-6809-7125 ◉ Free gift

the Tank Engine—in Shizuoka Prefecture until early October. Calling All Engines! was filmed using only character models and without the aid of computer graphics.

We are giving away five packs of programmes for this performance.

Chess A musical featuring lyrics by award-winning British lyricist and author Tim Rice, Chess is a breathtaking work set in the Cold War era of the 1980s. It first opened to critical acclaim in London in 1986.

UPLINK (among other locations) Totsune Building 1-2F 37-18 Udagawa-cho Shibuya-ku, Tokyo Various show times Adults: ¥1,300 » www.thomasandfriends.jp/ movie/ 03-6825-5503 2

18–30 SEPTEMBER Betrayal Written by Nobel Prize-winning British playwright Harold Pinter CH CBE (1930–2008) in 1978, Betrayal became known as one of Pinter’s memory plays. The plot revolves around the seven-year affair of a married couple, and the betrayal of not only their loved ones, but of themselves. The play has been translated into Japanese and will be directed by actor and director Keishi Nagatsuka.

UK EVENTS IN JAPAN COMPILED BY KANA SHIMOYOSHI

2–5 OCTOBER

Photo: TOKYO INTERNATIONAL PLAYERS

2 Theater Sun Mall, Shinjuku Sun-mall Crest Bldg. 1-19-10 Shinjuku Shinjuku-ku, Tokyo 2, 3 October: 7pm 4, 5 October: 1pm, 7pm Saturday’s 1pm show is followed by a talk by the production team. Adults: from ¥3,800 » www.tokyoplayers.com/index. php/en/extras/k2/k2-categories/ item/18-chess,-the-musical 090-6009-4171 ◉ Free tickets We are giving away a pair of free tickets to the opening show. Please apply by 26 September. 3

46 bccj acumen, september 2014

◉ To apply for free tickets or gifts, please send an email with your name, address and telephone number by 30 September (except where otherwise indicated) to: coordinator@custom-media.com. Winners will be picked at random.

3–8 OCTOBER

Hamlet UK actor Rory Kinnear, who won the 2014 Olivier Award for his performance in Othello, plays the title role in this new production. Part of the National Theatre Live initiative, Shakespeare’s complex play explores the human condition. Kinnear is joined by acclaimed British actors Clare Higgins and Patrick Malahide.

Barakura English Garden 5047 Kuridaira Kitayama Chino-shi, Nagano 9am-6pm Adults: ¥1,400 » http://barakura.co.jp/english/ event/ 0266-77-2019 ◉ Free tickets We are giving away five pairs of tickets to this event. 6

TOHO Cinemas Nihonbashi (among other locations) Coredo Muromachi 2-3F 2-3-1 Nihonbashi Muromachi Chuo-ku, Tokyo Various show times Adults: from ¥2,500 » www.ntlive.jp/program.html 0570-02-9111 ◉ Free gift We are giving away three posters featuring the production. 5 5

8–13 OCTOBER Barakura Harvest Festival Celebrating their 350th anniversary this year, the Band of Her Majesty’s Royal Marines, part of the musical wing of the Royal Navy, will return to the harvest festival this year for an exclusive live performance. Visitors can also enjoy the bright harvest displays, local food and regional wine.

8–26 OCTOBER The Breath of Life Written by British playwright, screenwriter and director David Hare, The Breath of Life opened in London in 2002 starring Dame Maggie Smith and Dame Judi Dench. This drama, about a wife and her husband’s mistress who confront each other, with opposing takes on life, will be performed in Japanese. New National Theatre, Tokyo 1-1-1 Hon-machi Shibuya-ku, Tokyo Various show times Adults: from ¥3,240 » www.nntt.jac.go.jp/ performance_en/play/141001.html 03-5352-9999 ◉ Free gift We are giving away five coupons that may be exchanged for show programmes at the venue.

Photo: BARAKURA ENGLISH GARDEN

bccjacumen.com 47

community

1 | EMBASSY British Ambassador to Japan Tim Hitchens CMG LVO (centre) presented certificates to Yurie Fukuda (left) and Yosuke Fukushima in recognition of their appointment as this year’s Chevening UK scholars at an event at the British Embassy Tokyo on 1 September. 2 | TRADE UK Trade & Investment held an open day at the British Embassy Tokyo on 21 August for British firms in Japan to provide opportunities for networking and offer support for business.

48 bccj acumen, september 2014

3 | TOURISM Organising a tourism seminar for the Japanese travel trade at the Shangri-La Hotel at the Shard, London on 21 July were (from left): Tomoko Hisaki and Ashley Harvey from Visit Britain Japan, Yuko Miyazaki from H.I.S. Europe Ltd., Keith Beecham from Visit Britain London and Ayako Kamioka from H.I.S. Europe Ltd. 4 | EDUCATION Speaking at the British School in Tokyo’s online safety workshop for parents on 28 August was Jonathan Taylor from Besafe-Online, an organisation specialising in child safeguarding and internet safety.

5 | EDUCATION Attending the Goldman Sachs International Schools Day on 2 September were Farheen Momen and Shoko Unabara from the British School in Tokyo.

community

6 | BUSINESS Sir James Dyson CBE launched the firm’s robotic vacuum cleaner, the Dyson 360 Eye, in Tokyo on 4 September. Photo: Sam Byford

8 | MUSIC British band Dinosaur Pile-Up played at the Summer Sonic festival on 17 August. The event was held at Makuhari Messe, in Chiba Prefecture. Photo: David Mulholland

7 | CULTURE The Japan×Scotland Festival 2014 was held in Hakuba from 5 to 6 July.

9 | EVENT Attending the World Sudoku and World Puzzle Championships in London from 10 to 17 August (see page 9) were participants of the Japanese team, including 2014 world sudoku champion Kota Morinishi (front, right). Photo: UK Puzzle Association

bccjacumen.com 49

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HEALTH

HAVING A BABY IN JAPAN

• One of the lowest maternal and infant mortality rates worldwide • Caesarean section rates low and access to epidurals limited • Hospital stay common and midwives on hand to help

by dr nicola yeboah

hen living overseas, the initial excitement upon discovering that you are pregnant can quickly be replaced by the uncertainty

hand to help with breastfeeding, any concerns you may have about your post-partum body, and care for your new baby. The first few weeks following

and apprehension of giving birth in a foreign country. But, be assured; Japan has one of the lowest maternal and infant mortality rates in the world, and most non-Japanese are happy with the care they receive during their pregnancy and delivery. In Tokyo, there are many English-speaking obstetricians, although in small towns and cities, access to one may be an issue. In some ways, childbirth here is quite “medicalised” compared with that in many European countries. For example, at every antenatal appointment in Japan, you will be seen by an obstetrician and an ultrasound will be carried out. By comparison, in the UK the majority of appointments are with only a midwife, and an ultrasound is done a maximum of two or three times throughout a pregnancy. Many women in Japan report actually quite liking the opportunity to see the growth of their baby on each occasion. Early in your pregnancy, you will receive the Maternal and Child Health Handbook (Boshi Kenko Techo), some versions of which contain an English translation and so are easy for non-Japanese speakers to use. The aim of this book is to have a record

discharge from hospital— especially with your first baby—are often the hardest, and a time when one can feel very isolated in Tokyo. In the UK, a community midwife and a breastfeeding advisor visit on a regular basis over the first few weeks to ensure that both mother and baby are doing well. However, these services are rarely available in Tokyo. Small problems and anxieties can quickly escalate when you combine post-partum hormones with extreme sleep deprivation. Therefore it is important to accept as much help as possible. If your partner is unable to have a significant period of leave from work, it is even more crucial to accept friends’ offers of help, no matter how small. Just having someone to watch the baby for 30 minutes means that you can have a relaxing shower or brief nap. Overall, most women’s experience of childbirth in Tokyo is very positive. The most important thing, regardless of where you give birth, is to keep a flexible outlook at all stages of the process. Even if you have a very definite birth plan, situations in obstetrics can change very rapidly, so be prepared to completely abandon your plan at the last minute.

of the pregnancy, delivery and subsequent child development and immunisations all in one place. It was first developed in Japan in 1947, and has since been adopted by several countries. In the UK, all mothers receive the Personal Child Health Record— which usually has a red cover and is often called “the red book”— although it has nowhere to record information about the mother’s pregnancy and delivery. In Japan, most women deliver their baby in hospital. Home births and water births are uncommon, and the requisite facilities limited. There are some childbirth centres run by midwives, but these also are not common, and only a small number of them have staff with English-language ability. In Japan, natural deliveries are always encouraged. The caesarean section

rate is low compared with many European countries and the US. This brings us to commonly asked questions regarding pain relief during labour. Many women are extremely anxious about the pain they will need to endure, and how quickly someone will respond to their requests for medication. Epidurals are definitely not as widely available as in the UK. Even in hospitals that do offer epidurals, they may only be available from 9am to 5pm, which isn’t going to be much help to you if you go into labour at midnight. This issue is certainly something to consider when deciding on a hospital, or on an obstetrician with whom you will feel comfortable. After delivery, a hospital stay of four or five nights is common, even after a completely normal delivery. Midwives are always on

bccjacumen.com 51

IF YOU ASK ME

A WRITER’S RESPONSIBILITY

by ian de stains obe

hat does it mean to be a writer? I confess this is not something I’ve given much thought to but, over lunch the other day, an interviewer put the question: “So what kind of writer are you?” It is hard to find an answer. For much of my professional life, writing has been a key part. As a BBC producer and presenter, I wrote the greater part of the programme content for which I was responsible—including promotional materials—and that continued through my secondment to NHK, the Japan Broadcasting Corporation. Thereafter, as a creative director, writing was a part of my daily tasks, which continued as I moved into the executive directorship of the British Chamber of Commerce in Japan. Still now, at TELL, the telephone and face-to-face counselling service, writing is part of my work. I have published works of short fiction and a book, The Business Travellers’ Directory to Japan, but does that make me an author? I review books, interview people, write features and write a regular opinion piece. I suppose that means I am, at the end of the day, a journalist. But that is a tag I have tended to avoid. I wasn’t brought up on Fleet Street and I certainly never earned my stripes in the provincial press. To this day I do not hold a membership of the Foreign Correspondents’ Club of Japan. It is not that I do not respect journalism as a profession per se. At its best, it can be inspiring. I think of prominent British journalist James Cameron—in whose memory an annual memorial lecture is given—and novelist, columnist and writer, Keith Waterhouse, for example. Both alike in talent (and yes, dignity), but as different as chalk and cheese when it comes to focus and intent. These are giants I

When it is at less than its best, journalism can be irresponsible and, frankly, damaging.

could aspire to stand beside and I like to think that over the years I have learned something of what passes for my craft from each of them. Yet, when it is at less than its best, journalism can be irresponsible and, frankly, damaging. I think of the red tops of the UK; tabloids that sell on sensationalism, the destruction of reputations and page three soft porn images. So do I really then want to think of myself as a journalist? This question was brought into sharp focus a matter of weeks ago, when the actor and comedian Robin Williams was reported to have been found dead, apparently by his own hand. This was, of course, a major media magnet. But, what was alarming was the way in which the death was reported. As mentioned on page 44, the World Health Organization (WHO) has issued very clear guidelines on how suicides should be covered in the media. Research has conclusively shown

that suicides by celebrities often prompt others to attempt to kill themselves, and the way in which such deaths are reported can have a significant effect: both positive and negative. The Werther Effect—following Johann Wolfgang von Goethe’s novel The Sorrows of Young Werther—explains the phenomenon whereby a prominently reported suicide by a celebrity figure triggers copycat attempts in so-called suicide clusters. Famously, when Marilyn Monroe took her own life, the number of suicides in the US spiked: a total of 200 more than the average number in August. Closer to home, a similar situation occurred in 1986 when Japanese pop singer Yukiko Okada jumped from a building in Yotsuya, Tokyo, resulting in her death. Japanese media have been alerted to the WHO guidelines, with representatives of the major media outlets invited to the workshops that the organisation provided. Yet, in reporting the death of Williams—as with that of so many others—the guidelines were largely ignored. By contrast, the UK media—aside from some of the more sensationalist organs—were by and large in line with the WHO recommendations. But, even so, as with so many newspapers all over the world, so little attention was paid to the people left behind, people so much at risk. Who, in the media fray, cared about them? Bereavement of any kind deals a harsh blow to those closest to the deceased; a suicide makes the loss even harder to deal with, for often those left behind are plagued by guilt, wondering if they could have done anything to prevent the death. Journalists play an important role in society. At their best they help to keep us honest. They hold a mirror up to nature. But they must also hold themselves responsible for what they do and how they do it.

bccjacumen.com 53

BOOK REVIEW BY IAN DE STAINS OBE BCCJ ACUMEN has one copy of this book to give away. To apply, please send an email by 30 September to: editor@custom-media.com. The winner will be picked at random.

John Gauntner Stone Bridge Press £7.99

I’ll drink to that Useful guide uncovers sophisticated drink

There are libraries full of books about the great wines of the world. Lucrative careers have been forged by those with palettes sensitive enough to discern the subtleties of cat’s pee and gooseberries with an after taste of rubber tyres, at winetastings. Many a man has managed to explain the mysteries of what makes a fine malt whisky. But until now, little has been available—in

really works. In a couple of dozen chapters Gauntner explores how sake is made, graded and priced. He also advises on such issues as how to best serve the drink and how to approach the matter of food pairing. He is quick to dispel the belief that sake should only be served with Japanese dishes. Each section is a distinct essay—on just about every

English at least—for those who would like to discover the many layers of sophistication associated with nihon-shu (Japanese sake). As we report on page 9, London has fallen in love with sake. If you thought that the drink was simply something that you consumed, either chilled or heated, with your raw fish, and that it was nothing special, think again. There is an entire universe to be explored: do you know your junmai (sake made with only rice, water and koji mould) from your non-junmai? What of namazake (unpasteurised sake)? Think about ginjo (superpremium sake). John Gauntner is the only non-Japanese certified as both a sake expert assessor and a master of sake tasting. His delightfully readable book affords an insight into the way the sake industry

aspect of the sake trade. His work includes a tasters’ guide to a range of specific types of sake, including details of the maker. For example, Yuho “Yama-oroshi Junmai Kimoto” (from Ishikawa Prefecture) is described as having a “rich, honey-lemon nose. Dry and umami-filled flavour, smooth and fine-grained …” Gauntner’s descriptions of the various sake he introduces are never pretentious. His skill and experience in the business mitigates against that, just as they illuminate the chapters that deal with how sake is made and distributed. It is tempting to say that this is the definitive book on the subject. But in the end, as he puts it, there is no conclusion: “the more you look into [sake], the deeper and deeper the rabbit hole goes”. There is, however, a most helpful glossary that goes at least someway to penetrating that burrow. This delightful and useful book may be ordered directly from the publisher at www.stonebridge.com. It is a wise investment for anyone who wishes to understand the subtleties of sake.

In the end, as [Gaunter] puts it, there is no conclusion: “the more you look into [sake], the deeper and deeper the rabbit hole goes”.

54 bccj acumen, september 2014