EURObiZ Japan August 2010

€co Japan

Bernard Delmas Nihon Michelin Tire president

“eco-mark” k Michelin’s revolutionizes tyres in Japan

k EU and Japanese bankers on the budding green finance market

k Q&A: Belgian-born environmental pioneer Gunter Pauli calls for “absolute sustainability”

ALSO INSIDE //

PHOTO STORY

Edo wind chimes – natural air-conditioning

08

2010

THE MAGAZINE OF THE EUROPEAN BUSINESS COUNCIL IN JAPAN / THE EUROPEAN (EU) CHAMBER OF COMMERCE IN JAPAN

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FOCUS Green Banking 10 Part one With some $15 trillion in household assets and growing number of environment-minded investors, Japan could be fertile ground for European eco-friendly finance, finds Tim Kelly.

14 Part two Martin Foster talks to local lenders with green finance to match Japan’s world-leading green technology.

CHAMBER SPOTLIGHT 2

August 2010

18 Postprivatisation The fate of Japan Post Group, the world’s largest financial institution remains uncertain, Justin McCurry reports.

24 The British Chamber of Commerce in Japan is a business bridge between two great trading nations.

14 Cover photograph Robert Gilhooly

COLUMNS 9 From the Editor 16 Q&A Environmental thinker and pioneer Gunter Pauli talks to Julian Ryall about turning waste into wealth and the need for “absolute sustainability”.

48 In Committee Unfair regulations are making an already challenging market even harder for recession-hit car importers, finds Geoff Botting when he talks to the EBC Automobiles Committee.

50 Green Biz 23 Executive Notes Should leaders be Warrior Princesses or Philosopher Kings, asks Dan Slater of the Economist Group?

26 Investing in Japan Since the 2002 Japan-South Korea hosted World Cup adidas has been almost synonymous with soccer in Japan. Fred Varcoe hears how the company tailors its products for the followers of the Blue Samurai.

28 Who’s Who Directory MICE, Hospitality and Resorts

Nihon Michelin Tire’s “eco-mark” system has become a de facto standard in Japan, discovers Christopher S Thomas.

53 Event Report An end to most re-entry permits and a new “residence card” were among upcoming changes to the immigration system announced during an EBC-organised event at the EU-Japan Centre for Industrial Cooperation.

54 Culture Shock C.W. Nicol is one of Japan’s best-known naturalists and an outspoken critic of Japan’s lamentable management of

forests and woodlands. He talks to writerphotographer Rob Gilhooly.

56 Talking EURObiZ Japan hasn’t yet lost its technological lead, says Carl-Gustav Eklund, chairman of the Swedish Chamber of Commerce and Industry in Japan. But urgent change is needed to ensure future growth.

58 Lens Flair Edo wind chimes offer soothing coolness in Tokyo’s sweltering summer. By Rob Gilhooly.

61 Special Advertising Section Dining

63 Upcoming Events Europe and Japan business-related events.

64 Work Place William Boesen, president of Carl Hansen & Son Japan, sells classic Danish furniture.

The Mission of the European Business Council To promote an impediment-free environment for European business in Japan.

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Publisher Vickie Paradise Green

European Business Council in Japan (EBC)

paradise@paradigm.co.jp

The European (EU) Chamber of Commerce in Japan

Editor-in-chief Tony McNicol

The EBC is the trade policy arm of the seventeen European national chamber of commerce and business associations in Japan

tonymcnicol@paradigm.co.jp

Senior Editor David Umeda Creative Director Richard Grehan Art Director Paddy O’Connor

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Laura Schmelling Production and distribution Yumi Mitsuyama Herman Francesca Penazzi eurobiz@paradigm.co.jp

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www.paradigm.co.jp Published monthly in Tokyo. All rights reserved.

The views and opinions expressed herein (other than editorials by the EBC ) are solely the opinions and views of their authors. The EBC is not responsible or liable for any portions thereof.

Martin Foster investigates green banking, page 14

Martin is a Tokyo-based freelance reporter writing mainly about business and finance, with an occasional foray into general news.

His work has appeared in Institutional

Geoff is a Canadian who has worked in Japan for the past two decades. A former newspaper and wire service reporter and copyeditor, he now works freelance out of his lair in Nakano ward, Tokyo.

“I come from a car-mad family, so I especially enjoyed working on this story.

When growing up, our house was the one in the neighborhood with the odd hulk of a vintage Jaguar, MG or Austin-Healey in

Rob Gilhooly meets naturalist C.W. Nicol, page 54

Rob is a UK-born photographer and writer based in Japan for 15 years. He has contributed to publications worldwide including Time Asia, The New York Times, The Guardian and The Australian. He is a

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Investor, The Wall Street Journal Asia, the International Herald Tribune and The Guardian.

“Compared to Europe, the big fish of Japan’s financial industry have been slow to awaken to the environmental impact of their core loans business, and I gained the impression that it is the minnows of the banking community, particularly regional banks with local environmental assets to protect, and women, rather than men, that are blazing the trail towards greener finance.”

Geoff Botting reports on the EBC Automobile Committee, page 48 some state of disassembly moldering in the driveway.”

former staff writer at The Japan Times and in 2005 completed post-graduate studies in photojournalism under the tutelage of Vietnam war photographer Tim Page.

“I have long admired C.W. Nicol for his frank views and unwavering commitment to environmental issues in Japan. This is a man who quite literally has put his money where his mouth is. On a recent visit to his beloved woodland trust in Nagano prefecture I found that ‘Nic’ – despite turning 70 this summer – has lost none of his passion.”

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miling comes very easily to the residents of Roppongi Hills Residences. Awakening to meet the day in a comfortable home, and a refreshing and calming environment. A quick swim in the pool downstairs or a brisk walk with your dog along the tree-lined streets surely will bring another smile to your face. Living here is easy, living here is fun; and, most of all, living here is something to make you truly smile.

A home in this far away land must also be so much more, though. It must be a place where you can welcome visitors and family who want to see firsthand your 6

August 2010

new surroundings, your new city – your new country. Apartments are so often selected with space for the family in mind; yet guests make for a crowd. Except for Roppongi Hills Residences, that is. You simply book the fully furnished guest apartment which functions as a guest room, and, just like that, grandparents, uncles, aunts or friends are comfortably settled in at the Roppongi Hills Residences, right with you, during their stay. Best of all, everyone – family and guests – has plenty of room to relax and interact.

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Residences right in the heart of Roppongi Hills means one thing – convenience

While your home will be an oasis after work, there are also the weekends and holidays to consider. Mori Living encompasses so much more than just apartments. As a brand it includes a wealth of programs and events offered to encourage interaction with the local culture and in concert with the other residents from around the globe. You may take a kimono lesson or set aside an hour to learn the subtle art of Japanese calligraphy, or join more extravagant affairs such as concerts and fashion shows. Invitations are extended to residents of other Mori Living properties as well, effectively providing a diverse community right at your doorstep.

The location right in the heart of Roppongi Hills means one thing above all else – convenience. Convenience in the form of shopping for groceries is the 24-hour supermarket Food Magazine just steps away, and more than 200 other shops and restaurants – from a casual bakery to world-renowned Michelinstarred French dining, and a nine-screen cinema – all just minutes away from your front door.

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This program has now evolved with the “Mori Living Smiles” campaign to provide not only points, but also a wide range of tenant-only discounts, menus, and

other benefits upon presentation of your “Community Passport” member’s card.

For the most special of occasions, there will always be time to visit the Roppongi Hills Club, a members-only club that residents may access as well. For those birthdays, weddings, graduations, or special anniversary celebrations – when settling for economy class simply is not enough – this first-class experience welcomes residents of Mori Living with open arms.

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FROM TH E EDITOR

Green shoots of recovery We’ve donned our wooly hats and wellies this month – despite the sweltering summer heat – with a number of features on eco-friendly business and technology. No one needs reminding that this is both an area of strength, and of huge potential, for Japan and the EU alike.

Tim Kelly and Martin Forster cover green banking in Japan (page 10 and page 14), looking at the opportunities for European companies and some of the products already on offer from local banks. Meanwhile, in a story on the Japan Post Group (page 18) Justin McCurry takes a look at the still enormous pot of Japanese household savings waiting for investment.

customers’ environmental concerns.

And in our Q&A, Julian Ryall talks to Gunter Pauli, an iconoclastic and passionate proponent of “absolute sustainability”.

Even our photo story this month on Edo wind chimes has a green tinge. The gentle tinkling noise is traditionally said to be both soothing and cooling.

What could be more energy efficient?

Tony McNicol Nihon Michelin Tire (page 50) is another example of a company that has found a way to appeal to

Editor-in-Chief

tonymcnicol@paradigm.co.jp

CORRECTION Our July issue profile of Areva Japan stated that Japan’s pluthermal programme involves Kansai Electric Power. It should have read Kyushu Electric Power. We apologise for this error.

At Japanese restaurant HANANO you can enjoy sushi, tempura, teppanyaki, and other Japanese foods in a variety of settings – from special counters to tables to private Japanese-style rooms. Chinese restaurant IMPERIAL PALACE offers food prepared by famed cooks from China, bringing diners back time and time again to this sophisticated dining room.

PART ONE Japan fertile ground for eco-finance, say European banks Text TIM KELLY Photos TONY MCNICOL

I

n April Yasukazu Aiuchi, general manager of Deutsche Bank in Tokyo, traded in his powerful sports utility vehicle for a dinky Suzuki Wagon R. Weighing less than a ton the vehicle isn’t financial industry bling but, able to drive 23km on a litre of fuel, it’s a fitting set of wheels for a green banker.

Green banking offers European and American financiers a way to patch reputations hammered by the recent financial crisis and cast off their image

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as mean men in expensive suits pursuing a profit at any cost. Aiuchi wants to show his fellow Japanese too that Deutsche is a responsible global citizen: a leader in promoting environmental sustainability that will save the world from the perils of global warming.

“After the financial crisis we still talk about how much money we make, but more importantly, how we are making money,’’ says Aiuchi in his Tokyo office. “It has become a big theme for investors and the focus has clearly

shifted to achieving sustainable, longterm growth.’’

Someone else in Tokyo who appreciates that point is Stuart Milne, country manager for HSBC in Japan. “Stephen Green [HSBC’s aptly named group chairman] wants us to be perceived as a leading brand in corporate sustainability,’’ says Milne. That means any project his bank finances must meet a slew of environmental standards, including a set of voluntary banking industry guidelines dubbed The

FOCUS

SUSTAINABILITY ISN’T A SACRIFICE, IT’S A RESPONSIBILITY Yasukazu Aiuchi, Deutsche Bank in Tokyo

Equator Principles. Infrastructure projects worth $10 million or more are rated – from those deemed to have a significant detrimental environmental or social impact, to projects with limited impact.

“Having the ability to lend is an opportunity to influence clients on a journey to sustainability,’’ explains Milne. Other European lenders signed up to the principles include Barclays, BNP Paribas, Rabobank, Crédit Agricole, Standard Chartered, The Royal Bank of Scotland and Le Crédit Lyonnais.

As banks seek to boost their green credentials, customers are increasingly seeking lenders they consider serious about environmental protection, notes Aiuchi at Deutsche. In Europe, he says, it is already common for potential clients to check a bank’s corporate social responsibility. It won’t be long before that comes to Japan, he predicts.

August 2010

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Anton Timpers, Rabobank

IT’S NOT A QUESTION OF WHETHER GREEN BANKING WILL CATCH ON, BUT HOW QUICKLY Anton Timpers, Rabobank

In a sign of its commitment to sustainability, the German bank plans to be carbon neutral by 2013. This year it will reopen its Green Towers headquarters in Frankfurt having spent €200m to convert the building into one of the most eco-friendly high-rise structures in the world, using rainwater, recycled heat, energy-efficient elevators and solar panels to help trim annual carbon emissions by as much as 89%.

The saving is equivalent to 6,000 cars driving 12,000km.

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The green jewel in its environmental crown, however, is one of the world’s largest solar parks. Deutsche arranged financing for the construction, and much of the long-term debt, for hundreds of solar panels covering a 1.4 million m2 site in southwest Spain.

The panels generate enough electricity to supply 16,000 households.

HSBC has been carbon neutral since 2005, after cutting back on energy waste at its 8,000 offices worldwide, including Japan. It has also shifted to renewable power sources where it can and is offsetting CO2 emissions through investments in green projects. HSBC has financed wind farms in Scotland that power 115,000 homes and has committed $100 million over five years to help tackle climate change in partnership with four NGOs including the Earthwatch Institute. In Japan HSBC helps fund research into the impact of global warming on marine biodiversity; workers from Milne’s

office sometimes swap their desks for rock pools where they count seashells, anemones and other marine fauna along Japan’s coastline.

Although Japan lags other countries in green investing, “there is quite a lot of demand,” says Anton Timpers, country manager in Tokyo for Netherlandsbased Rabobank. The Dutch company is involved in 2,500 green projects around the globe through its asset management arm. Last year Rabobank invested 7.1% of its clients’ money, €16.4bn, into sustainable assets, up from 6.3% a year earlier and almost five times what it had four years prior to that. It’s not a question of whether green banking will catch on, but “more the speed of how quickly it does,” says Timpers.

With some $15 trillion in household assets and a growing number of environment-minded investors, Japan is likely to be an important market for European green banking. Products are already on offer.

FOCUS

Stuart Milne, HSBC

CO2 reduction commitments by 2020

US CLIMATE ACTION NETWORK / VARIOUS SOURCES

(from 1990 levels) Japan

-25%

European Union (EU-27)

-30%

United States

-3.67%

China

-15% to +204%

Russia

-15% to -25%

UK

-26% to -32%

Germany

-40%

Note: EU target is conditional on the commitments of other major emitters. China data depends on widely varying estimates for growth.

Since 2007 HSBC has run a global climate change benchmark index covering 300 companies involved in energy efficiency, wastewater and pollution control. Deutsche’s asset management division offers six green funds to its Japanese investors. The money goes to companies doing business in energy, agriculture, clean transport and other emission-trimming technologies.

Globally the opportunity for European banks is significant. By 2050 the market

for low-carbon energy products alone will grow to $500bn, estimates HSBC. That, points out Milne, is as much as the pharmaceutical industry is worth now.

According to Deutsche’s Aiuchi, Japan’s green investment market could soon blossom, although for a number of reasons opportunities are limited as yet. One reason, he says, is that “unlike some parts of Europe and some regions in the US we don’t yet have government-sponsored large development opportunities.” But if the Democratic Party of Japan follows through on a promise to slash Japan’s CO2 emissions to 75% of 1990 levels by 2020, that will change.

It’s an ambitious target that will require massive investment in renewable energy, from solar and wind to tidal and geothermal projects. New infrastructure, such as that to capture carbon, transport it, then store it in underground aquifers possibly thousands of kilometres away, will have to be built from scratch. With their green

HAVING THE ABILITY TO LEND IS AN OPPORTUNITY TO INFLUENCE CLIENTS ON A JOURNEY TO SUSTAINABILITY Stuart Milne, HSBC

banking experience European banks may be better positioned than local rivals to grab that financing business.

And with that they will earn local bragging rights. ‘‘Showing actual deals is far more effective at establishing our credentials,” says Aiuchi. “Sustainability isn’t a sacrifice, it’s a responsibility.”

And it’s why more bankers might start turning up at work in eco-cars rather than gas-guzzlers.

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PART TWO Japanese banks offer loans for environmental innovation Text MARTIN FOSTER Photos TONY MCNICOL

P

erhaps it’s no surprise that a country boasting the world’s leading environmental technology is also looking for finance that’s gentle on the environment. Lenders are looking to put loan practices on ecofriendly principles and offer low-interest loans for environmental innovation.

As of March 2010, the Development Bank of Japan (DBJ), a formerly government-affiliated financial institution in Tokyo, had approximately ¥283.2bn in outstanding eco-loans, representing a little less than 2% of its total loans, based on an in-house assessment of companies’ environmental credentials.

The in-house rating system was introduced by the bank in April 2004. In order to qualify for the highest of three ratings, loan applicants must obtain 160 points or more out of a possible 250, based on such criteria as whether the company has developed a high-level environmental management system.

Typically, companies to which the DBJ loans eco-funds are business-to-business, according to Keisuke Takegahara,

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senior vice-president and head of corporate responsibility.

“Gaining a DBJ eco-rating helps business-to-business companies promote their environmental activities,” he says. As of March 2010, there were 200 companies that had qualified for the loans, including manufacturers, chemical engineering companies and machinery makers.

Tokyo-based Sumitomo Mitsui Banking Corporation (SMBC) has, since 2006, been offering eco-loans, including SMBC Environmental Assessment Loans. It uses ratings drawn up by The Japan Research Institute, a member of the Sumitomo Mitsui Financial Group. It has built up a portfolio of approximately ¥150bn extended to around 35 companies.

The bank has shown its commitment to promoting ecofriendly finance by hiring a certified environmental auditor for its environmental portfolio.

Yuumi Fujisaki, a certified ISO 14001 environmental management system lead auditor and ISO 9001 quality management system auditor, is vice-president of the environment team in SMBC’s corporate banking unit.

In the almost three years she has been at SMBC, Fujisaki has successfully raised awareness regarding environment-

FOCUS friendly business by hosting study groups for staff.

Fujisaki’s team has highlighted business opportunities in industries that have not usually considered environmental impact, such as real estate. It has also helped SMBC make eco-loans to companies outside the Sumitomo Corporation Group – an achievement in a country where four or five vertically integrated industrial conglomerates continue to dominate business activity.

“Eco-banking is a sales cue that helps create relationships,” Fujisaki says.

Compared to Japan’s mega-banks, the regional banks’ environmental concerns tend to be closer to home. In December 2005, Shiga Bank, based in Otsu, Shiga Prefecture, started offering small to medium-sized companies lowinterest loans, as low as 0.5% below the bank’s prime rate, based on the “Principles for Lake Biwa” (PLB) Support Fund – named for efforts to help sustain the largest freshwater lake in Japan.

Environmental objectives outlined by companies in loan applications need not directly help the lake, but should have a strong local connection, and the bank has so far loaned funds to companies for solar cells, equipment which reduces CO2 emissions and energy-saving devices.

Mizue Tsukushi is known as the mother of socially funds in Japan. In responsible investment (SRI) fu investment advisory 1999, her Tokyo-based inve Bankers, helped company, The Good Bank launch the first SRI fund in Japan.

The Nikko Eco Fund, llaunched in conjunction with Nikko Securities Group Securities), was a hit, (now Nikko Cordial Sec selling ¥23bn within its i first 10 days on ssale, sa le, and topped the ¥100bn mark four months release. m onths after release the entire Within six months mo Japanese eco-fund Japanes market had grown from zero tto ¥200bn, and the United Nations Environment Env Program was Pro referring to ref Japanese ecoJa funds as the f most successful of their kind in the world.

Mizue Tsukushi, The Good Bankers

Dampened market But the bursting of the dot-com bubble in 2001, combined with the global financial crisis of 2008, and the view of some fund managers that the SRI concept is politically motivated and incompatible with pursuit of the high returns implied by fund management, have together worked to dampen the market. Japanese eco-funds are currently estimated at around ¥400bn.

JAPANESE ECO-FUNDS ARE CURRENTLY ESTIMATED AT AROUND ¥400BN The development of SRI funds in Japan has been hindered as successive Japanese governments failed to appropriate pension funds for SRI, unlike other Group of Eight governments. The 2009 change in national government to a leftleaning coalition – with strong trade union support – fuelled hopes that this may change.

The Japanese trade union confederation, RENGO, is reportedly drawing up plans to incorporate environmental and socially based considerations into its investment decisions. RENGO-linked pension plans comprise almost half of Japan’s ¥50 trillion corporate pension sector.

In the final analysis, Japanese women may have a major voice in the future of eco-financing, according to Tsukushi.

Unusually amongst societies in the industrialised world, Japanese women control the household budget, and are likely to have a big say in disposing of the ¥1,440 trillion in individual assets.

“The decision-makers at Japanese banks have predominantly been male,” Tsukushi says. “But, they leave the household budget – including decisions on their pocket money – to their wives.

“Japanese men have no understanding of the real value of money.”

Do you have an opinion on this topic you’d like to share? Please post comments at www.eurobiz.jp or send them to eurobiz@paradigm.co.jp

Yuumi Fujisaki, SMBC

August 2010

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Waste into

wealth Julian Ryall talks to environmental thinker and pioneer Gunter Pauli

Photo JEREMY SUTTON-HIBBERT

Founder director of the Zero Emissions Research and Initiatives (ZERI) foundation, Gunter Pauli believes that existing “green” strategies are inadequate.

Based at the United Nations University in Tokyo, ZERI identifies innovations that do not require us to invest more time or energy, but use what we already have.

This “Blue Economy” business model developed by Belgian-born Pauli aims for “absolute sustainability” – turning waste into wealth.

Everyone seems so enthusiastic about the “green economy” – why do you think this is misguided?

Ever since I graduated from university in 1979, I have wanted to help create the green economy and help contribute to it. But three decades later, I have to admit that an economy that depends on subsidies and taxes – and still requires that consumers pay more and investors get less in returns – can never take off.

What is the alternative?

We must embrace innovation. We must 16

August 2010

embrace the innovations that natural systems have already been applying for centuries, millennia. If we focus on these innovations – and we have identified more than 2,000 – then everything we propose is sustainable.

In a nutshell, how does the Blue Economy work?

Natural systems – ecosystems – follow a few basic principles. First there is no waste, because waste for one person is food or energy for another. Everything that is alive generates waste but that

does not mean that the waste is wasted.

Human beings are the only species that can create something that no one desires. Thus the key is to produce and consume so that everything gets and gives value. That is why the leftovers from ground coffee can be converted to mushrooms, and leftovers from mushrooms into animal feed.

The laws of physics dominate. Cold water contracts as it warms from zero to four degrees Celsius; it never expands.

If we apply this knowledge, we can squeeze toxins, salt and bacteria out of

Q&A

WE ARE ASKING THEM TO JEOPARDISE THEIR CASH FLOW, THEIR PROFITABILITY, THEIR BONUSES. WHAT WE ARE ASKING IS MORE THAN YOU CAN EXPECT FROM ANY EXECUTIVE

models to progress. So my inspiration comes from scientific observation: Why is the zebra black and white? How come the Namib Desert beetle can take a shower every day, even if it has not rained for seven years? You ask these questions and you will find the answers.

water, thus purifying through the laws of physics, instead of relying on chemistry to kill off the bacteria.

Keep it simple. Instead of cleaning water with a filter, you filter without the filter. That means there is no maintenance; the design is simple and cheaper.

We have so many “artefacts” in our daily lives that make sustainability impossible. Take the battery. We have discarded 40 billion batteries in landfills.

Now we want green batteries that last longer and pollute less. But polluting less is still polluting. And green batteries rely on rare earth metals. What about generating electricity without storing it in batteries?

How do you come up with these blue innovations?

First, we start with science. It is wonderful to be romantic and dream about a sustainable world, but we need solid, scientific foundations for business

Have you been able to generate interest from business?

Of course businesses are interested, because I can show them how to make a pacemaker that only costs $500, requires no battery and no surgery for the patient. Imagine going from $50,000 for surgery to $500? Would the present makers of pacemakers ever be interested? They would fight such radical change. But what might a national health organisation say about the same proposal? The biggest challenge for established companies is that we are changing the rules of the game. The champions of today have no idea how to play the game tomorrow. That is why I am appealing to entrepreneurs more than existing companies.

Is it difficult to convince traditionally minded business people to throw away concepts that they have worked with for years?

Of course! We are asking them to jeopardise their cash flow, their profitability, their bonuses. What we are asking is more than you can expect from any executive.

The basis to your approach seems to be a psychological one?

We have to change mindsets and the education system. If we only teach children that the apple falls from the tree, they will never question how it got up there in the first place. We are so linear in thinking that we have to open up our minds. Once we have done that, we will

see that there are so many possibilities out there that it’s embarrassing they’ve not been noticed already. All our proposals have their foundation in science, not in emotion. There is too much science that no one is paying attention to.

How can everyone develop the required mindset?

If we are only competing on quality and price, then forget it. The PET bottle, for example, was created on the premise that if we cut weight to a minimum then we can reduce the price. But they clog landfills, get dumped in the ocean or are burned, releasing harmful pollutants. A glass bottle can be reused an average of 21 times; and when it has reached the end of its life as a bottle we can crush the glass, inject it with carbon dioxide and make a construction material as strong as steel. This eliminates the need for new steel, is super-strong, is resistant to mould, repels vermin, and has already been approved as a building material. A factory in Albuquerque, New Mexico, is already recycling this stuff and will break even after processing 5.3 million bottles. Businesses can evolve because they have a different business model. We just have to open the minds of business people.

What about government policy?

It is very important that governments take a step back. They have to stop being interventionist. In the past, they had to intervene to oversee industries, but all these technologies come from natural systems and, once they are in place governments should just let them run. Of course, they have to check and approve a product to make sure it does what it is supposed to, but they should then step back. Governments need to open their minds as much as the rest of us.

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Postprivatisation

Whither the world’s largest financial institution?

TONY MCNICOL

Text JUSTIN MCCURRY

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FOCUS exempt from the stringent auditing and reporting requirements imposed on private financial institutions.

In addition, the ceiling on individual customer’s savings would be doubled to ¥20m, enabling the body to increase its vast assets – a move that could lead to a haemorrhaging of savings from private banks and dampen lending to small businesses.

FOREIGN [FINANCIAL] FIRMS NEEDN’T LOSE FAITH ALTOGETHER … OPPORTUNITIES EXIST, PROVIDED THEY APPEAL TO JAPANESE HOUSEHOLDS Martin Schulz, Fujitsu Research Institute Japanese private banks, meanwhile, are dismayed at the prospect of losing business to Japan Post which, as a state-protected entity, can lure new customers with a built-in guarantee for their investments.

But there are clear political advantages to keeping the post office under state control: it is, for instance, a generous buyer of Japanese government bonds and, by extension, a source of funding for the administration’s ambitious welfare spending plans.

That does nothing to add credence to recent DPJ vows to impose fiscal discipline and reduce Japan’s public debt, says Martin Schulz, senior economist at Fujitsu Research Institute.

“Japan needs a piggy bank and a reliable customer for Japanese government bonds,” Schulz says. “Japan Post fits that role perfectly.”

The future will be dominated by the post office and Japan’s megabanks, with smaller entities picking over what little liquidity is left, he adds. “The process towards privatisation has cooled considerably, because the government has its hands full with other problems.”

European banks in Tokyo share concerns that the concentration of so many household assets in so few hands will impede attempts to build a vibrant, pluralistic capital market to rival those in other Asian economies.

Patrick Gillot, chief executive officer for Japan at Standard Chartered Bank, said he was unsure about what kind of Japan Post would emerge from current attempts to continue the reforms started by Junichiro Koizumi.

“That has a downside for foreign banks,” says Gillot, a member of the EBC’s Banking Committee in Tokyo. “We were hoping that privatisation would lead to multiple allocations of liquidity to create a thriving capital market. But now it seems that we are back to an administered economy.”

Household cash and deposits 2008 – $trillions

8.72

Japan

6.12

US Germany UK France

JAPAN POST BANK ANNUAL REPORT 2009

F

ew observers have followed the twists and turns in Japan’s post office privatisation saga as closely as European banks.

In 2003, when the thenprime minister, Junichiro Koizumi, announced plans to split up the post office – effectively the world’s biggest bank with €2.62 trillion in personal savings and life insurance policies – foreign financial institutions spied an opportunity to compete for the affections of millions of potential investors.

The fate of the Japan Post Group, as it has been known since the privatisation process began in 2007, has been mired in controversy and uncertainty ever since.

Under Koizumi’s reform, the post office was broken up into a holding company with four subsidiaries – a savings bank, post office management firm, insurance company and mail courier – with all of their shares to be sold off over the following decade.

But last year’s transfer of power from Koizumi’s Liberal Democratic Party to the Democratic Party of Japan (DPJ) prefaced a shift away from privatisation, to the frustration of foreign competitors and private domestic banks that thought they had seen the back of the state monopoly.

Earlier this year the DPJ introduced legislation that allowed the government to keep at least a one-third share in Japan Post. The bill which was approved by the lower house in May, but has yet to pass the upper house, contains other proposals that disturb potential newcomers to the insurance, banking and mail delivery sectors.

Japan Post would be able to expand its business portfolio, but would be

2.45 1.74

1.49

August 2010

19

TONY MCNICOL

FOCUS

Patrick Gillot, Standard Chartered Bank

Concern that Japan Post is about to be given a free hand to add to its already massive pool of assets prompted accusations of unfair practices and threats of legal action from American and European representatives at the World Trade Organisation.

But the government appears to have been swayed by political considerations closer to home.

The country’s 24,500 post offices are a focal point of many communities, particularly those in rural areas. Not surprisingly, the government is reluctant to alienate Japan Post’s loyal customers or

Share of Japanese Household Deposits March 31, 2008

Others 11.0% Japan Post Bank 25.0%

Credit unions and associations 15.6%

Regional banks 25.3%

JAPAN POST BANK ANNUAL REPORT 2009

take on its over 400,000 employees.

Ministers insisted that the postal reform bill would go through after the recent upper house elections.

But Yasuhide Yajima, senior economist at the NLI Research Institute in Tokyo, believes the DPJ bill is effectively dead in the water and that the future of Japan Post is at the mercy of the voters.

Speaking just before the election took place, Yajima said only a big win for the DPJ would weaken the influence of the People’s New Party [the DPJ’s antiprivatisation coalition partner in the chamber] and, possibly, allow privatisation to reappear on the agenda. “But the popular mood favours keeping it as a nationalised entity,” he said.

“People like the safety and security the post office gives them, and the government has a willing customer for bonds, however bad that might be for the economy in the long run. It is difficult to overstate just how much the Japanese love their post office just as it is,” says Yajima.

But applying the brakes to privatisation represents a missed opportunity, not least for private Japanese banks, says Gillot.

“Foreign banks don’t have the wherewithal to compete with a network that size,” he says. “The real discontent about raising the ceiling on customer

Major city banks (8 banks) 19.8%

Trust banks 3.3%

deposits is coming from Japanese banks. All we want is an opening up of capital markets so we can help turn Tokyo into a truly international financial centre.”

Foreign firms needn’t lose faith altogether, however, says Schulz; opportunities exist, provided they appeal to Japanese households.

“By pushing Japan as part of their overall strategy in Asia – which has not been as affected by the recession as have the US and Europe, and where there is still an appetite for deregulation – foreign banks would be able to appeal to investors sitting on a lot of idle money.”

August 2010

21

PROMOTION

Global resources and regulatory insight of Chuo Sogo Law Office, P.C.

When in Japan …

“After the burst of the bubble economy, our firm foreclosed probably more mortgages than any other law firm in Japan,” says Chiyu Abo, who heads the Tokyo office of Chuo Sogo Law Office. “There are many lawyers,” he explains, “who draft loan agreements, but few of them actually know what really happens after the loan defaults and things become messy – and such knowledge differentiates our firm from others.”

In addition to a robust transactional practice, Chuo Sogo is particularly active in banking litigation, defending complex derivatives and other financial productrelated matters. The products for financial institutions have diversified over the years, and clients need more regulatory knowledge these days. To stay on top of this trend, the firm, headquartered in Osaka, opened its Tokyo office in 2002. Since then, it has been handling structured finance products – including real estate securitization, TMK-related asset financing arrangements, real estate leases and money funds.

“You need more creative thinking in structuring these deals – in addition to a thorough knowledge of commercial laws and local governmental regulations,” says Abo. An example he offers is maneo Inc., the first and only “social lending” company operating in Japan. To help maneo, Inc. in its trailblazing entry into Japan, Abo assembled a team of banking and regulatory lawyers to help structure the company’s operations and negotiate the approval

of an unprecedented business scheme in Japan with governmental authorities. “You cannot enter the Japanese market just by bodily transplanting the business models that may have worked in other countries.”

When lost in the regulatory maze …

“The fastest way to know financial regulations well is to be at a place where they first come to see the light of day,” says Hironori Nishikino, who served as a deputy director of the supervisory insurance business bureau at Japan’s Financial Services Agency (FSA) and now heads the firm’s financial regulatory practice group.

While with the agency, Nishikino helped draft financial and insurance industry regulations, including FSA guidelines on selling insurance. Nishikino was succeeded in his position at the agency

by Kosuke Inada, who recently rejoined Chuo Sogo’s financial regulatory group.

Looking back at his FSA days, Inada talks with enthusiasm about his involvement in formulating the agency’s liquidation procedures that govern financial institutions.

“Our hands-on FSA experience,” Nishikino says, “has allowed us to take a closer look at the policies driving proposed regulations, has taught us the dynamics of shaping them into a final form, and has given us invaluable insights into the trends governing present and future enforcement policies.”

Chiyu Abo, partner Chuo Sogo

Adam Newhouse, foreign legal advisor Chuo Sogo When the world keeps changing …

“Providing integrated services to our clients is the hallmark of this law firm,” says Chuo Sogo’s foreign legal advisor, Adam Newhouse. “Back when I was working in-house for Japanese corporations, it may have taken us days to locate and select legal counsel overseas, not to mention obtain timely legal advice.

“Just the other day, we answered a client’s urgent request and were able to provide them with crucial business advice from multiple EU jurisdictions by next morning.” According to Newhouse, “the times have changed, Japan has changed, and we are there in the vanguard of these changes with – and for – our clients.”

About Chuo Sogo Law Office

More information

With close to 40 lawyers in offices in the financial and business centres of Tokyo, Osaka and Kyoto, Chuo Sogo assists its international and domestic clients in a uniquely efficient and cost-effective manner. As a member of a leading network of 100 law firms worldwide (with instant access to 5,000 lawyers in 170 cities), Chuo Sogo is a truly global firm, serving clients virtually anywhere in the world. For over 40 years, Chuo Sogo has offered a full spectrum of litigation, business and corporate, finance, capital markets, insurance, real estate, antitrust, employment, intellectual property, bankruptcy, M&A, corporate restructuring, tax and regulatory services to a wide range of clients.

Chuo Sogo Law Office is a member of the Legal Services Committee of the European Business Council in Japan (EBC) and the British Chamber of Commerce in Japan (BCCJ).

Adam Newhouse tel. (03) 3539-1877 e-mail: newhouse_a@clo.gr.jp Mayuko Tsuruoka Director of Client Affairs tel. (03) 3539-1877 e-mail: tsuruoka_m@clo.gr.jp

EXECUTIVE NOTES

Warrior Princess or Philosopher King?

Leadership has as much to do with moral courage as culture Foreign executives parachuting into Tokyo for their three-year stints can feel like they are dropping behind enemy lines. At a recent Economist Corporate Network event, the CEOs of Le Creuset Japan and Burton Snowboards Japan, as well as the CFO of McDonald’s gave some interesting insights into how to start exerting leadership the moment you arrive.

One approach, exemplified by the female CEO on the panel, was that of the Warrior Princess. This is essentially a war-like role, whereby the leader wins victories through toughness.

The same quality also permits her to attract the loyalty of her staff, since she binds them to her by fiercely sticking up for them. “It’s my way or the highway” was the motto of this formidable lady, but mingled with strong two-way loyalty once trust had been gained.

The Philosopher King approach is more personal and value-driven. The CEO taps into the desire of Japanese staff to stand close to the foreign but attractive lifestyle represented by the brand. The ice is broken through breakfast meetings and informal gatherings.

This CEO had also introduced bike racks, and tweaked office life. Dress, for example, was more casual than for other companies, and staff were encouraged to leave early.

The third approach on display was that of the “grade school teacher”.

The executive in this instance found that he had to work closely with his team to ensure they retained focus. He

identified “managing up” as a problem – trying to please the CEO at all costs. It can be good, but can also lead to discarding strategies which have been worked out in detail over many months.

Several amusing war stories emerged as these CEOs cast their minds back to their first months on the job. “Beware the colleague who is too friendly, just as you would naturally be wary of the too-friendly kid on the playground,” said one CEO. “Admittedly, it’s important to find allies who can tell you what is happening in the ‘parallel universe’ formed by the non ex-pat staff,” he said, “but be selective.”

Language was a preoccupation for everyone, with several “knowing enough Japanese to get into trouble”, as one CEO put it. Most agreed that investing in a top-notch translator and interpreter is crucial, and that the idea of deploying language as a business tool is too ambitious for any but the most linguistically talented executive.

Japanese leadership, which tends to be bottom-up, versus the Western topdown approach (or so goes the cliché), was expounded on. Some executives saw this as a false distinction: “Senior Western and Japanese executives both need to consult with their colleagues.

It’s not unique to Japan, despite what the Japanese often say.”

This led on to discussion of the role of the top executive in integrating outside hires, a process which frequently attracts fierce internal opposition.

“BEWARE THE COLLEAGUE WHO IS TOO FRIENDLY, JUST AS YOU WOULD NATURALLY BE WARY OF THE TOO-FRIENDLY KID ON THE PLAYGROUND,” SAID ONE CEO While some executives argued against numerous ex-pats and mid-career hires, the Warrior Princess hit the nail on the head: “If you hire people from outside, they will invariably run into a lot of opposition internally. The key is to stay away from the politics, and assess the hires only on their performance. You also have to ensure that everybody knows you are backing them up, and stick up for them!”

Indeed, while management theories abound, sometimes it pays to rely on old-fashioned moral courage. Stand up for what you believe in, and the people you believe in. That should get you respect, wherever you are.

DAN SLATER Dan Slater is director of the Economist Corporate Network (www.corporatenetwork.com) in Tokyo, and you can reach him at danslater@economist.com.

August 2010

23

The British Chamber of Commerce in Japan Kenkyusha Eigo Centre Bldg, 1-2 Kagurazaka, Shinjuku-ku, Tokyo 162-0825 Tel: 03-3267-1901 • Fax: 03-3267-1903 Email: info@bccjapan.com

www.bccjapan.com

EXECUTIVE COMMITTEE President:

Philip T. Gibb, Magellan Financial Planning K.K.

Vice-President:

Paul Atkinson, Cornes & Co. Ltd.

Members:

Russell M. Anderson, Jaguar Land Rover Japan Ltd. Graham Davis, The Economist Group Tony Grundy, Morrison & Foerster LLP Alison Jambert, Eat Creative K.K. Andrew Mankiewicz, T.G. Japan K.K. Stuart P. Milne, HSBC Yuuichiro Nakajima, Crimson Phoenix K.K. Vishal Sinha, British Airways Fergus Stewart, ANA InterContinental Tokyo Richard Thornley, Rolls-Royce Japan Co. Ltd. Nicholas Walters, Deloitte Touche Tohmatsu James R. Weeks, Kreab Gavin Anderson K.K. Sukeyoshi Yamamoto OBE, Individual Member

Two trading nations The UK’s economic and trade relationship with Japan is an old and dear one. Two years ago Japan and the UK marked the 150th anniversary of a Treaty of Amity.

“As an island nation similar to Japan, Britain’s strength is the fact that we’ve been a trading nation for hundreds of years,” says BCCJ chamber president Philip Gibb.

Trade and investment between Japan and the UK is strong.

Britain boasts the lion’s share of Japanese investment in Europe, with currently some 1,400 investors including manufacturers as well as R&D and design centres. Going the other way, UK companies are well represented in Japan.

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24

August 2010

CHAMBER SPOTLIGHT

“When you ask people in the UK and Japan, ‘What does Britain sell in Japan?’ the answer is usually something like ‘Burberry raincoats and scotch whisky’,” says executive director Ian de Stains.

“But the reality is that two-thirds of British exports to Japan are industrial.

The biggest sector is specialty chemicals, and the second-largest – which always surprises people – is automotive.” More recent exports include mobile phone technology, as well as video game hardware and software.

Yet the contrast between the UK’s success attracting Japanese investment and Japan’s own FDI endeavours couldn’t be starker. “We would certainly like to see more British companies investing here because we know that the opportunities are tremendous,” says de Stains. “But the reality is that for all the Japanese government claims that it wants to see increased investment, it doesn’t do very much. At times it seems they are going backwards.”

The lack of English speakers in Japan is one issue. English-language teaching is taken less seriously than it once was and the number of Japanese studying abroad has dropped dramatically. Another problem is a lack of

information on the Japan market. “If you are sitting somewhere in the UK, and you are considering investing overseas, it is much easier to get information on India, Brazil, Russia and North America than on Japan.”

“Many and disparate” non-tariff barriers are an ever-present problem, says BCCJ president, Philip Gibb. Particularly affected are UK companies in the pharmaceutical, legal and financial sectors.

“Often, it isn’t even deliberate obfuscation; it’s just that nobody has actually sat down and thought it through,” says de Stains.

“There are so many vested interests on the Japanese side – bureaucrats not talking to politicians, certain departments not talking to other departments. And there isn’t the political will, the strong drive to take control and say, ‘Look, we’ve got to sort this out’.”

This is where the EBC has a crucial role to play, emphasises de Stains.

“Thirty years ago, the Japanese authorities used to play one country off against another. They can’t do that now because we speak as Europeans, and have a strength that can match that of the American chamber. That’s a very powerful lobby.”

TWO THIRDS OF BRITISH EXPORTS TO JAPAN ARE INDUSTRIAL. THE BIGGEST SECTOR IS SPECIALTY CHEMICALS, AND THE SECONDLARGEST – WHICH ALWAYS SURPRISES PEOPLE – IS AUTOMOTIVE BCCJ executive director Ian de Stains The BCCJ, for its part, provides an extensive range of services to the over 700 individuals in its database.

Among 45 events a year are the British Business Awards, which recognise accomplishments in five categories: corporate excellence, corporate innovation, best entrepreneur, and best local CSR initiative. Other recent events include one on cloud computing, another on workplace wellness, and a regular networking opportunity called “51 night” (so named because it was first held on the 51st floor of Roppongi Hills).

Despite the chamber’s hectic calendar, it retains just two staff: de Stains and operations manager Sanae Samata. “Both Samata-san and I have been at the chamber for 23 years,” says de Stains. “Samata-san knows the chamber inside out – off the top of her head she can tell you everyone on the membership list.

“It’s not a nine-to-five job, but when you see the difference we make, it’s worth it.”

British exports to Japan include games console software and hardware

August 2010

25

The

extra 1% Adidas Japan

S

o, black American runner Jesse Owens turns up in Nazi-controlled Berlin for the 1936 Olympics and a German man named Adi drops by his digs to sell him a pair of running shoes. Jesse says “OK” and, within a couple of weeks, he’s the most famous athlete on the planet. No fool, Jesse.

The German – otherwise known as Adi Dassler – capitalised on Owens’s 26

August 2010

Text FRED VARCOE Photo JEREMY SUTTON-HIBBERT

L-R: Dave Thomas, vice president of sports performance; and Norio Ogawa, vice president of sales, adidas Japan

success to get his shoe company moving. The company, rechristened adidas in the postwar era, has become Europe’s biggest sportswear manufacturer and now rakes in $10bn a year globally. (As a side note, Adi’s brother, Rudi, formed a rival company after the pair had a big falling out; Rudi’s company became Puma.)

Adidas’s involvement with Japan came late, but when it came, it came big. Until 1998, adidas operated through Descente, a well-established

Japanese sportswear company. That year, adidas Japan was created – just as the Japan football team was making its first-ever World Cup appearance … albeit in another company’s shirt.

Adidas moved in quickly to secure a deal with the Japan Football Association (JFA). When Japan co-hosted the 2002 World Cup, you couldn’t move for blue adidas Japan shirts – of which the company sold 600,000. Football is a cornerstone of their Japan business and they recently extended their cooperation

I N V E ST I N G I N J A PA N

THE 2002 WORLD CUP WAS ARGUABLY THE BIGGEST SPORTING EVENT IN JAPAN SINCE THE 1964 SUMMER OLYMPICS Adi Dassler, the founder of adidas

with the JFA to include the next World Cup in Brazil in 2014.

Adidas also selected Tokyo as one of only four locations for their Creation Design Centres – along with Shanghai in China, Portland in the United States and Herzogenaurach in Germany. A collaboration with noted designer Stella McCartney boosted adidas’s high-end sports fashion credentials. And very soon, adidas Japan was creating global trends for the brand.

“Our base is sports, but this also takes

in the lifestyle arena,” explains Mami Kubota of adidas’s corporate PR division.

“After the 2002 World Cup, we had a big success in the sports performance and casual market areas, as there was a big sports casual boom at the time.” She points to the success of adiZERO running shoes, which started life in Japan but became a global success.

“Sports is the key for Japanese consumers,” says Norio Ogawa, adidas Japan’s vice-president for sales and sport style. The 2002 World Cup was arguably the biggest sporting event in Japan since the 1964 summer Olympics.

“Adi Dassler loved craftsmanship and the Japanese love that traditionalism and authenticity,” adds Ogawa. “Japan and Germany have similarities in their love of technology. The Japanese also love European products such as Chanel and Louis Vuitton.”

Dave Thomas, adidas Japan’s vicepresident for sport performance, also emphasises the value of adidas’s European roots.

“I think the fact that we are a brand that started in Germany is important to us. In Europe, people revere Adi Dassler for what he stood for and what he did.

We’re proud of our heritage, but also proud of being a Japanese company.”

Adidas’s multinational identity has other benefits.

“Certain concepts that work globally

also work here,” Thomas explains. “We often talk about things going that way, but the more exciting stuff is when things go the other way. The adiZERO was born here and has taken root globally. Our ability to utilise what Japan can create makes for a stronger overall brand.”

But it’s not all smooth running between adidas Japan and its overseas partners.

“The pace [of interaction] has quickened in the last two years,” says Thomas. “Now, the global side and the Japan side talk more. That is a positive thing, but can cause friction.

“Colleagues in Germany may get frustrated sometimes because they don’t always fully understand what we are trying to do here,” he adds. “But [German] colleagues who come here to offer their experience and learn do better. And the more Japanese who can help drive the global business, the stronger we’ll become.”

Thomas says that adidas Japan adjusts global products to suit the local market. Clothing is resized and often different materials or colours will be used. If something doesn’t work here, they will create something that does.

That, Thomas says, attracts great loyalty from both consumers and the sports stars such as footballers Zinedine Zidane or Shunsuke Nakamura who wear adidas products.

“It’s very important to have stars on board, not only for our products to be seen on the best players, but also to get their feedback. We always strive to listen to our athletes at all levels.

To have someone say something isn’t quite right is great for us. We want to get that extra 1% of perfection.”

August 2010

27

Whoâ&#x20AC;&#x2122;s Who

Mice Hotels Resorts in Japan 28

August 2010

M

any theories and books have been written about marketing but, in essence, marketing is the process by which companies generate customer interest in their products and services. Marketing also is the means to identify the customer, to satisfy the customer – to keep the customer.

Sweeping changes have been taking place in the market for meetings, events, exhibitions and conferences in the Tokyo metropolitan area since the Lehman shock. For example, in the exhibitions market, the size of large-scale trade shows has been contracting across the board in such mega convention centres as Tokyo Big Sight. On the other hand, trade shows in new industries – such as new energy and business trade shows across multiple sectors – have been launched, and the trend toward segmentation and rising numbers of trade shows looks likely to continue. It’s also worth keeping an eye on virtual trade shows on the web – a market that has been rapidly expanding in the US since the Lehman shock and has arrived in Japan. Will they be able to achieve their goal of displacing live trade shows?

If trends over the past year in Tokyo Midtown Hall and Conference are any indication, small (1,000 or fewer participants) B2B private seminars hosted by pharmaceutical companies, ICT companies and audit corporations are recovering. Since the beginning of this year, press conferences also have remained firm, indicating, perhaps, an economic recovery among electronics producers and others in the manufacturing sector.

Private events tended to expand scale (i.e., numbers of participants) during the

business upturn preceding the Lehman shock. Since then, however, such events seem to narrow their customer focus in attracting only quality prospects, and selective media and analysts. Hosting companies began emphasising communications with their audience, and a focus on improving the qualitative outcomes of meetings. Venues for multinational global or foreign-affiliated companies, nonetheless, clearly are being chosen because private events are perceived as a marketing tool for their business. At the same time, organisers appear to be seriously bent on increasing the ROI of their events. The choice of venue, programs – and pinpointing prospective clients to invite – has become paramount.

Specialists in the management of MICE venues also are responsible for whether or not “real” events – at the other end of the spectrum to a booming Net marketing – can evolve as an increasingly effective B2B marketing tool for companies. What will determine the effectiveness of real events in the future will be whether the shared event mission between venue and organiser is for business success, and venues polish and keep up with sophisticated event technologies and level of hospitality required.

The Japan Tourism Agency – of the Ministry of Land, Infrastructure, Transport and Tourism – has launched an initiative to promote MICE as a national commitment in designating 2010 as MICE Year in Japan. Returning to the MICE boom of the 1980s, such a national commitment serves as a boon for event activities in the Tokyo Metropolitan area. The timing is in line with the imminent internationalisation of Haneda Airport this fall.

Who’s Who // MICE

Staying real

Atsumi WATANABE Marketing Director, Tokyo Midtown Hall & Conference President, JOHO DENTASU INSTITUTE(JDI),INC. YOKOSO JAPAN Ambassador

The choice of venue, programs – and pinpointing prospective clients to invite – has become paramount.

Global companies wanting to produce tangible results through marketing activities here have the venues in place to provide their attendees with quality prospects for face-to-face interaction.

Hosting private events and seminars at excellent real venues exponentially improves communications and business success.

August 2010

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Who’s Who // Hospitality

How to attract more foreign travellers to Japan

T

he number of foreign travellers who visit Japan has returned to the levels of 2008, according to recent statistics by the Japan National Tourism Organisation. Yet, it is only around eight million visitors per year; and considering the government’s target for annual inbound traffic of 25 million foreign visitors by 2020, there remains a lot of ground to cover to realise such numbers.

Japan fortunately has an abundance of tourism resources that should attract more people from abroad: authentic cuisines from around the world, nature not so far removed from urban centres, time-honoured culture, as well as thriving businesses in key global industries, and a healthy retail market.

So what breakthroughs are needed to enable Japan to become a tourismoriented country? It is clear that more collaboration between the private and public sectors is crucial, and global brands in the hospitality industry, such as hoteliers, can make substantial contributions.

First of all, global sales networks such as international hotel groups can be very potent drivers in promoting the country as a tourist destination.

For example, Hilton regularly holds sales events called “Hilton Showcases” in major cities – where sales teams gather from different parts of the world and promote their hotels and areas to clients and partners in the local tourism industry.

Another stimulus is the hotel groups’ strong brands, which can provide

30

August 2010

credibility and a sense of security – especially to those who are visiting Japan for the first time. While ryokan inns remain a source of immense joy for foreign travellers to experience centuries’ old customs and settings, familiar brand names can serve as a good starting point to explore an unfamiliar country and city.

The expertise on world-class hospitality that hotel groups possess can contribute in several ways to raise the quality of the industry in Japan. No doubt, travellers expect a consistent level of service wherever they go. Yet, when they venture overseas, they desire a fresh take on amenities and service that reflects the destination – the country. We in the international hospitality industry are accustomed – and successful – in welcoming people from all over the world – from different backgrounds, and varied purposes and interests for travelling. Hotel groups have first-hand experience in maintaining seamless global service standards while genuinely embracing local customs – from staff to amenities and décor.

Global brands continue to be committed to Japan, through property development and renovation, as well as expansion of hotel management.

With some brands enjoying decades of service in Japan, the time is now to leverage strengths and lead the way to further development of the tourism industry, which, in turn, adds to the bottom line.

Oded Lifschitz, Vice President, International Operations, Japan, Korea & Micronesia, Hilton Worldwide

It is clear that more collaboration between the private and public sectors is crucial, and global brands in the hospitality industry, such as hoteliers, can make substantial contributions.

Who’s Who // MICE

Four Seasons Hotel Tokyo at Chinzan-so

Address

2-10-8 Sekiguchi, Bunkyo-ku, Tokyo 112-8667

Tel

03-3943-2222

Fax

03-3943-2300

Email

info@fourseasons-tokyo.com

Web site

www.fourseasons.com/tokyo

Facilities / Activities / History The essence and key to the success of your function is engaging attendees in unparalleled facilities complemented with efficient service. The Amphitheater is the perfect venue for active discussions and presentations with attendees and speakers having unrestricted views of each other and personal microphones. Foreign languages are simultaneously translated in the three soundproof booths.

With the majority of function rooms having spectacular views of the gardens, attendees are refreshed and revitalized with creative coffee and dining breaks while experiencing the well-known Four Seasons service from caring, energetic staff.

The convenient and efficient facility layout allows effortless yet secured access to each room by attendees and speakers.

Garden views and natural light are typical to most of the function rooms. Located within the tranquil garden, the Maple Room’s private terrace is the perfect setting and atmosphere for a unique champagne toast to celebrate an outstanding, successful day.

This urban oasis offers invigorating and comprehensive spa and fitness facilities within the 2,062m2 YU, The Spa. A refuge from Tokyo’s hectic pace and with impressive function spaces, the hotel is the perfect location for your MICE events.

August 2010

31

Whoâ&#x20AC;&#x2122;s Who // MICE

Hilton Worldwide

Address

Tokyo, Japan

Web site

www.hiltonworldwide.com

Facilities / Activities / History Hilton Worldwide is the leading global hospitality company, spanning luxurious full-service hotels and resorts to extended-stay suites and mid-priced hotels. For 91 years, Hilton Worldwide has been offering business and leisure travellers the finest in accommodations, service, amenities and value. Its 10 brands are comprised of more than 3,600 hotels and 592,000 rooms in 81 countries. Hilton Worldwide entered the Japanese market 46 years ago and currently operates both the Hilton and Conrad brands in major cities and key destinations across Japan. Hilton Worldwide also manages the world-class guest reward program Hilton HHonorsÂŽ.

Hilton Worldwide has 9 hotels across Japan: Conrad Tokyo Hilton Tokyo Hilton Tokyo Bay Hilton Osaka Hilton Nagoya Hilton Odawara Resort & Spa Hilton Niseko Village Hilton Fukuoka Sea Hawk Hilton Narita

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August 2010

Who’s Who // MICE

Hyatt Regency Tokyo

Address

2-7-2 Nishi-Shinjuku, Shinjuku-ku, Tokyo 160-0023

Tel

03-3348-1234

Fax

03-3344-5575

Email

mice@hyattregencytokyo.com

Web site

http://tokyo.regency.hyatt.com

Facilities / Activities / History Hyatt Regency Tokyo has 18 banquet rooms and private dining rooms to suit any occasion, from intimate parties and memorable receptions to smoothly executed conferences and seminars. Our creative professional staff work with clients every step of the way to ensure the success of every event. The hotel offers a total of 744 guestrooms and suites featuring elegant cherry wood furnishings, spacious work desk with complimentary high-speed Internet access. Located on the 6th to 9th floors, Regency Club features 77 rooms, including 18 suites and an exclusive lounge offering complimentary Continental breakfast, all-day tea and coffee, evening cocktails and canapés. A variety of 7 restaurants and bar, including a two-Michelin-star Cusine[s] Michel Troisgros, and a penthouse spa, a pool and a fitness centre will further maximise your business opportunities. Hyatt Regency Tokyo is located in the heart of West Shinjuku, a major commercial and administrative centre, amidst skyscrapers and adjacent to the Tokyo Metropolitan Government Building and Shinjuku Central Park. Ideal for business and leisure travellers, it is only nine minutes’ walk to Shinjuku Station.

August 2010

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Who’s Who // MICE

Pan Pacific Yokohama Bay Hotel Tokyu

Address

2-3-7 Minato Mirai, Nishi-ku, Yokohama 230-8543

Tel

045-682-2222

Fax

045-682-2223

Email

n-nomura@pphy.co.jp

Web site

http://pphy.co.jp

Facilities / Activities / History On prime waterfront land with stunning views of the port city and amusement park, the luxury hotel is a contemporary urban oasis designed to refresh the spirit, with lush greenery, natural sunlight and spectacular views of Yokohama’s waterfront as part of the Queen’s Square Yokohama development. The hotel is only 95km from the airport.

The 480-room Pan Pacific Yokohama Bay Hotel Tokyu overlooks a luxuriant park as well as the Yokohama Bay area. Located a one-minute walk from Minatomirai Station, it not only offers all the facilities and convenience of a city hotel, but also provides a delicate “resort touch” with genuine and personalised hospitality. Whether you are planning a business meeting, international conference or social event, the hotel provides everything to meet your expectations. From the Queen’s Grand Ballroom spreading as wide as 1,280m2 with 7.2m-high ceiling to the hotel’s top-floor Pacific Room overlooking the Minatomirai area, 11 versatile banqueting and reception rooms are available for your convenience. All rooms are equipped with broadband connectivity (max: 30Mbps/VPN compliant) at a reasonable connection charge.

Please contact Yoshinori Nomura.

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August 2010

Whoâ&#x20AC;&#x2122;s Who // MICE

Tokyo Midtown Hall & Conference

Address

c/o Tokyo Midtown Management Co., Ltd. 9-7-2 Akasaka, Minato-ku, Tokyo 107-0052

Tel

03-3475-3103

Fax

03-3475-3137

Email

tmhc@tokyo-midtown.co.jp

Web site

www.tokyo-midtown.com/en/

Facilities / Activities / History Tokyo Midtown is a new landmark in the Roppongi/Akasaka district, in the heart of metropolitan Tokyo. Tokyo Midtown Hall & Conference was unveiled in 2007 as a premium venue exclusively for MICE events. There are two convention halls with areas of 770m2 and 540m2, as well as a range of conference rooms that can accommodate from 16 to 120 delegates in classroom style. The facilities of Midtown Hall & Conference can be easily combined with the stunning ballroom and meeting rooms of The Ritz-Carlton, Tokyo, one of the capital cityâ&#x20AC;&#x2122;s newest five-star hotels located within the complex. This is a venue ideally suited to a variety of events, ranging from corporate meetings and sales incentives to academic conferences, and offering brand-new facilities in a location accessible to key business districts and leisure sites.

August 2010

35

Who’s Who // MICE

The Westin Osaka

Address

1-1-20 Oyodonaka, Kitaku, Osaka 531-0075

Tel

06-6440-1111

Fax

06-6440-1100

Email

enishiyama@westin-osaka.co.jp

Web site

www.westin-osaka.co.jp

Facilities / Activities / History The Westin Osaka, located in Shin-Umeda City, is only a nine-minute walk from the city centre. The landmark Umeda Sky Building has its famed ‘floating garden’ connecting the two wings.

Our biggest banquet hall, Rose Room, with its European-inspired interiors, covers an area of 900m2 and has a 6.5m-high ceiling, accommodating up to 1,000 people for a reception-style party.

The seasonal delights of our beautiful garden can be enjoyed from a medium-sized banquet hall. The five banquet halls vary in size to accommodate all kinds of occasions, including international conferences and parties – from incentives to small private affairs. The halls are equipped with sound systems, lighting enhancements and advanced internet capabilities. Among our 304 guest rooms, we have 41m2 superior rooms with exceptionally large windows to take in spectacular city views.

Our hotel’s directly managed restaurants include ones offering organic, French, Chinese, and Japanese cuisine. At our Japanese restaurant, guests can savour teppanyaki, tempura and sushi. Guests at our plush and comfortable Blue Bar can enjoy cigars and various kinds of alcoholic beverages.

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August 2010

Whoâ&#x20AC;&#x2122;s Who // Hospitality

The Capitol Hotel Tokyu

Address

2-10-3 Nagatacho, Chiyoda-ku, Tokyo 100-0014

Tel

03-3503-0109

Fax

03-3503-0309

Email

capitol.ma@tokyuhotels.co.jp

Web site

www.capitolhoteltokyu.com

Facilities / Activities / History The 251-room Capitol Hotel Tokyu will be situated very conveniently in Akasaka, the heart of downtown Tokyo. It will be located only a short distance from the Prime Ministerâ&#x20AC;&#x2122;s Official Residence and other government buildings, with easy access to famous shopping and dining areas such as Ginza and Roppongi. Guests will also be able to savor the quiet natural surroundings of Hie Shrine, a serene space surrounded by natural beauty where it is possible to escape the hustle and bustle of Tokyo. Direct access from Tameike-sanno Station (Ginza and Nanboku subway lines). Direct access from Kokkaigijido-mae Station (Chiyoda and Marunouchi subway lines). 10 min by car from Tokyo Station, 30 min by car from Haneda Airport (Tokyo International Airport), 80-120 min by Airport Limousine Bus from Narita International Airport. Please contact Mitsuhiro Tani, Director of Sales

August 2010

37

Who’s Who // Hospitality

Four Seasons Hotel Tokyo at Chinzan-so

Address

2-10-8 Sekiguchi, Bunkyo-ku, Tokyo 112-8667

Tel

81 (3) 3943-2222

Fax

81 (3) 3943-2300

Email

info@fourseasons-tokyo.com

Web site

www.fourseasons.com/tokyo

Facilities / Activities / History Serenely secluded amidst a historic Japanese garden of 7ha (17 acres) with a three-storey pagoda dating back to the Muromachi period.

From your arrival experience to the moment you depart, it is very easy to see why this hotel was recently recognized as Asia’s #1 hotel and the world’s #6 hotel for service.

Relax in a sumptuous blend of European décor and Japanese art, streamlined with modern technology.

Indulge yourself with luxurious treatments at YU, The Spa – relax in Tokyo’s only onsen with soothing Izu Peninsula mineral waters, or in the resort-style indoor swimming pool with retractable roof.

A variety of dining options are within the hotel: Miyuki for teppanyaki, kaiseki, tempura, shabu-shabu and sushi; Seasons Bistro for casual home-style cooking; or the award-winning fine-dining Italian restaurant, Il Teatro, which specialises in Milanese cuisine. The lobby lounge, Le Jardin, is the perfect location for traditional afternoon tea or unique cocktails – overlooking the spectacular Chinzan-so gardens. In the evening, Le Marquis bar is an adult retreat that offers a quiet and private location to reminisce on your memorable day in Tokyo.

38

August 2010

Who’s Who // Hospitality

Hotel Niwa Tokyo

Address

1-1-16 Misaki-cho, Chiyoda-ku, Tokyo 101-0061

Tel

03-3293-0028

Fax

03-3295-3328

Email

concierge@hotelniwa.jp

Web site

www.hotelniwa.jp/english/index.html

Facilities / Activities / History Hotel Niwa Tokyo is a hidden gem where aesthetics of traditional Japan and modern comfort meet. Conveniently located in the heart of Tokyo, surrounded by a university community and close to the world’s largest concentration of antiquarian booksellers, Hotel Niwa Tokyo has all the facilities and style of a large hotel, yet is imbued with the feel of a small friendly establishment and the touch of classic Japan. Our 238 guestrooms with modern Japanese interior can be defined as simple, contemporary, elegant and functional. Our stylish Provencal French Grill & Bar Lieu and authentic Japanese cuisine Yukuri – like the hotel itself – provide friendly, attentive and efficient service by Japanese and international staff. Other features include a business corner with free internet connection and a complimentary workout room/ relaxation lounge. Only a 10-minute taxi ride to Tokyo Station and the Marunouchi/Otemachi business districts, Hotel Niwa Tokyo also offers unrivalled access to popular districts like Akihabara, Shinjuku, Shibuya, Roppongi and Asakusa. Security is ensured through our earthquakeabsorbing mechanism supported by state-of-the-art science technology, card security system and private safe in the guestrooms.

August 2010

39

Who’s Who // Hospitality

Hotel Villa Fontaine

Address

Shinjuku Sumitomo Building 11F, 2-6-1 Nishi-Shinjuku, Shinjuku-ku, Tokyo 163-0211

Tel

03-3346-1736 (main office)

Tel

03-5339-1200 (reservations)

Email

hvf-sales@sumitomo-rd.co.jp

Web site

www.hvf.jp/eng/

Facilities / Activities / History Villa Fontaine is a hotel chain that offers 15 prime locations in the heart of the Tokyo metropolitan area and Osaka – perfectly suited for the business traveller who seeks convenience of location and a comfortable stay, all at a reasonable price. The hotels feature luxurious rooms and beds, and spacious bathrooms, along with internet services.

Villa Fontaine is running a Summer Special Campaign at all its locations until 31 August 2010. At the main Shiodome hotel, for example, prices range from ¥9,000-19,000 per night on all rooms including Superior and Premium – plus there is an extended check-out time.

Average prices start at ¥10,000 for single occupancy in standard rooms - and always includes a complimentary breakfast. The price range is dependent on location of the hotel. All information is easily accessed online at www.hvf.jp/eng/ Foregoing fancy facilities, Villa Fontaine provides high-quality rooms at reasonable prices, in strategic locations in Japan’s two largest metropolises. For the business traveller in today’s economy, that’s good news, indeed, and without sacrificing all that goes into a good sleep and comfortable stay.

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August 2010

Who’s Who // Hospitality

Ramada Hotel Osaka

Address

3-6-19 Toyosaki, Kitaku, Osaka 531-0072

Tel

06-6372-8181

Fax

06-6375-1734

Web site

www.ramada-osaka.com

Facilities / Activities / History Ideally located close to the heart of Japan’s second-largest city, Osaka, the 548-room Ramada hotel introduces a new standard to the capital of the Kansai region for travellers seeking international standards, full service and good value.

The Ramada Osaka is an easy 10-min walk or one subway stop from the central business district around Osaka Station and just minutes from Osaka’s shopping, entertainment and eating district. Osaka is renowned for offering easy transport connections to Shin-Osaka Station for the famous Shinkansen bullet train and local trains to neighbouring cities of Kobe and Kyoto. The Ramada Osaka is a truly perfect place to stay for your visit to the Kansai region.

A special limited-time offer includes one superior room for two people at ¥10,000, provided you stay two nights, and a complimentary American-style buffet breakfast (normally ¥23,000). For details on a special offer to EURObiZ Japan readers, call 0120-11-1327 (toll-free) or email: info@ramada-osaka.com The Ramada Osaka is directly accessible from Nakatsu Station, Exit 3, Midousuji subway Line; and a 4-min ride from JR Shin-Osaka Shinkansen Station via the Midousuji subway Line. It is a 50-min ride from Kansai International Airport by bus or car.

August 2010

41

Whoâ&#x20AC;&#x2122;s Who // Hospitality

The Strings by InterContinental Tokyo

Address

Shinagawa East One Tower, 26-32Fl., 2-16-1 Konan, Minato-ku, Tokyo 108-8282

Tel

03-5783-1111

Fax

03-5783-1112

Email

book@intercontinental-strings.jp

Web site

www.intercontinental-strings.jp

Facilities / Activities / History Located in Shinagawa, a vibrant district, The Strings by InterContinental Tokyo is ideal for both business and leisure.

The hotel is easily accessible from Shinagawa Station, East Exit, which is reachable from Haneda and Narita Airports by the Airport Limousine bus service, and by Narita Express train line. The bullet train also stops here.

All 205 luxurious rooms and suites offer complimentary hi-speed internet access, and facilities include a 24-hour Business Centre, Wi-Fi in the lobby, and a fitness centre with one of Tokyoâ&#x20AC;&#x2122;s best views.

The Club InterContinental features priority check-in and checkout, buffet breakfast, complimentary in-room private bar, all-day refreshments and evening cocktails at THE DINING ROOM. The hotel proposes two superb dining experiences: at THE DINING ROOM (International Cuisine Restaurant & Bar) or at CHINA SHADOW (Chinese restaurant), which provide panoramic views of the city skyline and Tokyo Bay. One banquet and conference room also features a lounge and bar area, in an inviting atmosphere for special occasions or other gatherings.

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August 2010

Who’s Who // Hospitality

The Westin Osaka

Address

1-1-20 Oyodonaka, Kitaku, Osaka 531-0075

Tel

06-6440-1111

Fax

06-6440-1100

Email

enishiyama@westin-osaka.co.jp

Web site

www.westin-osaka.co.jp

Facilities / Activities / History The Westin Osaka, the first Westin in Japan, is proud to be associated with the legendary Westin Hotels and Resorts Group, and is conveniently located in central Umeda, the main business and entertainment quarter of Osaka.

Shin Umeda City, an excitingly unique landmark, has at its centre the elegant The Westin Osaka, with sophisticated ambiance, unparalleled luxury and abundant natural greenery. It draws inspiration from the astute blending of Eastern and Western cultures.

A 120m-high hotel at 30 stories and total of 304 spacious rooms – 254 expansive standard rooms and 50 suites (including 2 Japanese suites) – are furnished in European classic style. Rooms are perfectly decorated with subtle use of colours that provide comfort and relaxation for our guests. Executive club upper floors offer even greater luxury and convenience.

Enjoy your choice of delightful cuisines created using the best seasonal ingredients by highly renowned chefs at the restaurants and bars. The Imperial Palace serves excellent Cantonese cuisine that was given a one Michelin star rating in 2009; Hanano has teppanyaki served with famous Kobe beef.

August 2010

43

Who’s Who // Resorts

Asaba

Address

3450-1 Shuzenji, Izu-shi, Shizuoka 410-2416

Tel

0558-72-7000

Fax

0558-72-7077

Email

asaba@izu.co.jp

Web site

www.ryokancollection.com

Facilities / Activities / History Asaba ryokan inn is located in the tranquil onsen village of Shuzenji, where a stroll through the remarkable Mon gate and across the pebbled Genkan path is inspirational. The crystal clear waters of the lagoon and lush green mountainsides paint a picturesque scene in which to relax.

Combining simplicity and elegance with its historic architecture and grand location, Asaba offers 17 rooms – all with magnificent views – where you can soothe your body and soul in complete harmony with nature, in pure luxury. The Moegi, Ugetsu, Asagi and Matsukaze rooms, for example, overlook the serene floating Noh stage.

The Gekkeiden Noh stage was a gift that was reconstructed on the Asaba grounds at the end of the Meiji period. You can see several famous plays of Noh, which speak of real life tragedy and redemption faced by families many generations ago.

The water of both the open-air and indoor baths reaches beyond.

The Tesshu meeting room holds seating for 12-50 comfortably, offering breathtaking views; and the lounge is a splendid space framed by its white brick walls and tatami floor.

Asaba is a member of Luxury Ryokan Collection www.ryokancollection.com Children: Reservations accepted for ages 7 years and older.

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August 2010

Whoâ&#x20AC;&#x2122;s Who // Resorts

Tobira Onsen Myojinkan

Address

8967 Iriyamabe, Matsumoto City, Nagano 390-0222

Tel

0263-31-2301

Fax

0263-31-2345

Email

emyojinkan@tobira-group.com

Web site

http://www.tobira-group.com/myojinkan/

Facilities / Activities / History Tobira Onsen Myojinkan sits 1,050m above sea level, nestled away in Matsumoto City in picturesque Nagano Prefecture, amidst a quasinational park. Established in 1931, Myojinkan enjoys visitors from all over the world, offering bubbling hot springs in a tranquil, remote natural setting. What sets the ryokan apart is the relaxed, modern Japanese interior that integrates seamlessly with the traditional furnishings to create an ambience of total relaxation. Myojinkan combines the elements of a traditional Japanese inn with all the creature comforts of a luxury hotel. The four distinct seasons bring new meaning to the surroundings, imbued with murmuring brooks, tranquil bird songs, conifers swaying gently in the breeze, and snowcovered vistas.

The cuisine on offer features traditional Japanese course meals, modern Japanese and organic French cuisine all prepared using local fish and vegetables. Guest rooms offer serene views of the beautiful surroundings, and the rooms vary from Japanese to western tastes, to rooms with private open-air baths to cater to your every need.

Tobira Onsen Myojinkan is a member of Luxury Ryokan Collection www.ryokancollection.com

August 2010

45

Who’s Who // Resorts

Pacific Islands Club – Guam

Address

210 Pale San Vitores Road, P.O. Box 9370, Tamuning, Guam 96931

Tel

+1 671-646-9171

Fax

+1 671-648-2474

Email

picmail@picguam.com

Web site

www.picresorts.com/Guam/Index.asp

Facilities / Activities / History The tropical islands of the Marianas are barely 3 hours away from Tokyo.

PIC Guam is the largest hotel in the region and Guam’s only true resort.

Enjoy our warm hospitality, comfortable accommodations, spectacular restaurants, and the multitude of sports and activities organised by our ambassadors of fun, the PIC Clubmates. Relax on the beach, laze around the Waterpark, or take a tennis or a windsurfing lesson. Later, dine in one of seven restaurants and catch the award-winning Pacific Fantasies dinner show or the lively, fun-filled entertainment performed by the Clubmates. And, no vacation at PIC would be complete without a visit to PIC’s signature spa, the Jiivana Spa for Well-being.

Incentive and conference groups find PIC Guam’s hotel services and facilities perfect for business meetings or informal receptions.

The Tasa and Halagi rooms form an elegant and intimate banquet facility available for private banquets, meetings, cocktail parties and conferences. PIC also boasts Guam’s largest meeting facility, the 15,000ft2 Pacific Pavilion. Whether your needs are large or small, PIC Guam can provide you with a fully satisfying incentive/meeting experience.

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August 2010

Who’s Who // Resorts

Pacific Islands Club Saipan

Address

PO Box 502370, Saipan, MP 96950

Tel

1-670-234-7976

Fax

1-670-234-6592

Email

sales@picsaipan.com

Web site

www.picresorts-saipan.com

Facilities / Activities / History The Pacific Islands Club Saipan (PIC) provides over 60 different types of sports and recreation free of charge to our guests. PIC’s concept combines the convenience of an all-inclusive concept for families, couples and solo travelers to experience an unforgettable holiday filled with fun, spectacular cuisine and adventure. Relax on the beach, laze around the Waterpark, take a windsurfing lesson or challenge your friends to an awesome laser tag game. Try one of the many land or water sports activities such as tennis, rockwall climbing, archery, outrigger canoe or paddle boarding. While your kids amuse themselves at our Kids’ Club, grab a tube and glide along the Lazy River, shop at the Boutiki or relax with a soothing Thai massage.

Later, you can dine in one of the four restaurants, enjoy the sunset with a refreshing cocktail and catch the lively, fun-filled nightly entertainment performed by our Clubmates.

August 2010

47

Automobiles// Revving-up car imports Text GEOFF BOTTING

W

ith their 660cc or smaller engines, kei cars may be tiny in size, but they represent a huge challenge for European auto importers in Japan.

When consumers decide to buy a kei car – the name comes from keijidosha, meaning light car – they can count on saving hundreds of thousands of yen, in terms of lower taxes, insurance and other costs, compared to buying a larger car. That’s thanks to a range of preferential regulatory treatment.

“Over a nine-year period, the advantage of owning a kei car can be in the order of ¥600,000,” says Anthony Millington, head of the EBC Automobiles Committee.

The issue is significant for importers because these vehicles, their specifications laid out by the Japanese government, now occupy nearly a third of Japan’s car market. “Around 30% of Japan’s passenger car market is in effect ring-fenced against foreign competition,” Millington explains.

48

August 2010

AROUND 30% OF JAPAN’S PASSENGER CAR MARKET IS, IN EFFECT, RING-FENCED AGAINST FOREIGN COMPETITION. Anthony Millington, Automobiles Committee chair Preferential tax and fiscal treatment for kei cars is one of several issues and recommendations in the Automobiles Committee’s section of the EBC’s 2009 white paper. The others include reforming taxes on motorists – among the highest in the world – harmonisation of technical standards and certification, and streamlining the process by which advanced car-safety devices are approved for use in Japan.

The last few years have not been kind to car imports. Sales in Japan peaked in 1996 at over 300,000 vehicles with a market share of around 6-7%. Yet as the lean economic times lingered, more and more Japanese motorists eschewed imports. Market share for

foreign-made cars dwindled to a mere 3.4%.

Making a bad situation worse for importers is the government’s programme to stimulate the domestic market, introduced in April last year.

Motorists buying cars deemed environmentally friendly receive a subsidy under the scheme.

Nearly all foreign-made models, however, have found themselves ineligible.

A separate cash-for-clunkers programme has similarly left the majority of foreign-made cars out in the cold.

“That’s been the main distorting element over the year. In our view, it has pushed the market right out of shape,” says Millington, who is also director general of the Tokyo office of the European Automobile Manufacturers’ Association (ACEA).

Pontus Haggstrom, another committee member and the president and CEO of Fiat Group Automobiles Japan, notes that “last year was a disaster for both domestic cars and imports”.

Although the first months of 2010 have recorded a rise in auto sales in Japan, he predicts that after the incentive programme ends in September, Japan’s

IN COMMITTEE

overall market will drop 50%. “Roughly half the government’s support for the market will be out of the picture,” says Haggstrom.

Many of the recent woes suffered by European makers stem from Japan’s unique emissions test cycle, the committee believes. The tests tend to show that European cars are less environment-friendly than their Japanese counterparts.

“Objectively speaking, we don’t feel that European vehicles are in any way less environment-friendly. If it appears that way, it’s just because they’ve been measured in a different way,” Millington says.

As a solution to that problem as well as to the tax burden on car buyers, the committee recommends hiking the tax on fuel while abolishing the acquisition and weight taxes.

“It means you pay taxes in proportion to the number of miles you travel,” says Millington. “When the engine turns over, it doesn’t matter what the test cycle is, you pay for what the engine consumes.” Current taxes make cars more expensive to buy, and thus dampen demand.

Key advocacy issues 1) Reforming some taxes paid by motorists, such as the acquisition and tonnage taxes, while simplifying others 2) Harmonising technical standards and certification between the EU and Japan with the aim of mutual recognition of vehicle certification 3) Abolishing the regulatory and fiscal privileges enjoyed by kei cars 4) Making approval procedures for advanced safety devices more transparent

As head of both the EBC committee and the ACEA, Millington sees his role as le chef d’orchestre, tapping the right talent at the right time in dealings between the European auto industry and the Japanese government.

The industry in Japan is represented by the ACEA, which also functions as a secretariat for the EBC Automobiles Committee. “I draw on the expertise of the member companies, all of which have technical experts who are ready to

pool their experience with this [ACEA’s] office,” he says.

An additional element in this arrangement is the Japan Automobile Importers Association (JAIA), which the Ministry of Economy Trade and Industry views as the official mouthpiece of car importers in Japan. ACEA’s job is not to bypass JAIA but to work closely with it.

The JAIA, in turn, is closely tied to the Automobiles Committee, as a clear majority of the association’s members are European.

The committee notes that Japan’s new government is committed to reviewing taxation for automobiles.

Meanwhile, officials continue to make slow but steady progress toward ironing out technical standards and harmonisation.

One big fear, however, is that Tokyo will revert to its old habit of ramping up exports rather than stirring up demand at home with a streamlining of regulations to lift the economy out of its doldrums. Should that happen, European manufacturers could well bring fewer and fewer models to Japan’s shrinking market. And who would lose out in all this? The Japanese consumer.

August 2010

49

50

August 2010

GREEN BIZ

Tyres turn green Michelin’s eco-mark becomes de facto standard Text CHRISTOPHER S THOMAS Photos ROB GILHOOLY

C

an a tyre be “green”? More importantly, can you get people to pay a premium for it? Bernard Delmas, president and CEO representative director of Nihon Michelin Tire, understands the problem. “For most people, what is a tyre? It’s black, it’s round, it goes on a car … that’s about it,” he says.

But there are ways to reduce a tyre’s environmental impact.

The key factor is “rolling resistance,” the energy needed to push the tyre down the road. Rolling resistance accounts for a fifth of a car’s petrol consumption; for a truck it’s a third. So it is a key to boosting fuel efficiency. But performance factors have to be addressed at the same time – such as cornering, grip, noise, durability, ability to carry a load and resistance to damage.

“So a ‘green’ tyre would have improved rolling resistance, while maintaining the other factors,” Delmas says. “You do this by adding technology, such as silica instead of carbon

Michelin’s eco-mark

THERE ARE WAYS TO REDUCE A TYRE’S ENVIRONMENTAL IMPACT

black, and by optimising tread pattern, reducing weight, etc.”

But how to communicate all this effort to the consumer?

In 2008, Michelin introduced a simple system for ranking tyres, using only two variables – rolling resistance and wet grip – in five classes, indicated in green lettering on a tag affixed to the tyre. Tyres that earn a ranking of A/C or better can sport the green eco-mark.

It began as an internal certification system and marketing tool, but has since been adopted throughout the industry. It is to be adopted into law by the EU in 2012, when all tyres have to carry the rating, eco or not.

In Japan, the system is voluntary, regulated by the Japan Automobile Tyre Manufacturers Association. “Here, there are two categories – eco-mark [for tyres with a rating of A or better rolling resistance] or not,” says Delmas. “None of the tyre makers in Japan put the eco-mark on tyres that are not eco, meaning it is the de facto standard.”

“It’s also a way to regulate the use of the term ‘eco’,” he notes. “Companies have been using it, but nobody knew what it meant. Now we know.”

It may be too soon to say whether the system can boost sales of tyres. But the eco-mark has allowed Michelin to enhance its image as a green company, create some buzz for its new “energy saver” tyres, defuse some criticism of the auto industry from environmentalists, and get a jump on the competition.

August 2010

51

EVENT REPORT

Your new alien registration card Changes under the new Japanese immigration system 16 June 2010, EU-Japan Centre for Industrial Cooperation Text and photo TONY MCNICOL

A

pplying and paying for a re-entry permit has long been an unavoidable nuisance for foreign businesspeople traveling out of Japan.

But during a recent EBC organised event at the EU-Japan Centre for Industrial Cooperation it was announced that the “gaijin tax” will soon be no more. It was just one of a raft of changes to the law explained to attendees by Hiroaki Matsuno, a deputy director at the Ministry of Justice.

The government plans to bring the revised regulations into force by July 2012 at the latest, and the Ministry of Justice is already busy at work on the details.

Matsuno, who took up his current post a few months ago, has been working till midnight almost every day, he said.

The biggest change is that, rather than two tiers – immigration bureau for visas and local ward or city office for alien registration cards – everything will now be handled by the Ministry of Justice. For the first time, mid- to long-term foreign residents will come under the juminhyo (residence registry) system; good news for legal foreigners, but bad news for illegals who will not be able to receive the replacement for the current alien registration card – or services such as government healthcare.

In principle the new “residence card”, which will basically replace the “status of residence” stamp in passports, will be issued at the airport at the time of landing. “But we can’t afford to place machines at all of Japan’s airports,” stressed Matsuno. (Japan currently has over 80 airports). For those arriving in the boondocks, the card will be sent by post.

Hiroaki Matsuno of the Ministry of Justice explains the new “residence card”

For some changes to details on the card, say a change in employer, reporting to the immigration bureau will be required by law. The ministry is investigating the use of proxies, said Matsuno, but has not yet made a decision. The ministry is also considering allowing notification by post or through the internet.

Hopefully, the changes will reduce work for the immigration bureau and shorten queues in their offices (a relief for those who have run the gauntlet of the Shinagawa bureau). “We have been very sorry to keep people waiting,” said Matsuno. Most visa categories will be extended from three to five years, and the residence card will expire after the same period. There will also be a change in the re-entry permit. Mid- to long-term foreign residents will now be exempt from needing a re-entry permit as long as they re-enter Japan within 12 months. (The re-entry permit system will remain for other cases.)

Without re-entry permit income, currently ¥6,000 for multiple re-entry, the changes are likely to lighten the government’s coffers. “This is a huge reduction in our revenue,” said Matsuno. “The Ministry of Finance is angry.”

From the implementation of the system, no later than July 2012, there will be a three-year period in which to exchange your alien registration card for the new residence card, unless your status of residence expires first, at which time you will need to register for a new card.

During the three year period your old alien registration card will be treated as a new residence card under the immigration law.

More details are available at: www.immi-moj.go.jp/ english/newimmiact/newimmiact_english.html Do you have an opinion on this topic you’d like to share?

Please post comments at www.eurobiz.jp or send them to eurobiz@paradigm.co.jp

August 2010

53

Text and photos ROB GILHOOLY

One of the best-known images of C.W. Nicol is of a ruddy-cheeked, thickbearded man trekking through dense woodland with a group of young children during a TV commercial for an outdoor-shoe maker. It is an image that illustrates the work of the Welsh-born Japanese national, but also belies it.

Nic, as he prefers to be called, is a sturdy oak of a man known for his outspoken views on Japan’s lamentable management of forests and woodlands.

But he looks bashful at mention of his flirtations with the world of commerce.

“I’m not comfortable with that stuff, but it helped to save this,” says the 69-year-old author and naturalist, referring to the 30 hectare tract of woodland near his home in Nagano prefecture. He started buying up the land in 1985, and signed it over to The C.W. Nicol Afan Woodland Trust in 2002.

“I’d done all the talking, but wanted to do something concrete to show I’m not just some mouthy foreigner who enjoys harassing politicians and officials.

So I bought the land little by little,” he says. “By handing it over to the trust I felt confident it would be preserved as an example of how forests should be managed, as well as a place to research and teach about nature.”

His confidence has been rewarded.

Nic lists dozens of fauna and flora that have returned to the woodland in recent years, including badgers, wild deer, raccoon dogs, bears and 36 species of dragonfly. “At the start there were seven species of sansai [mountain vegetables].

Now there are 137 that have all returned naturally.”

A former professional wrestler who has penned more than 100 books, Nic 54

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first came to Japan in 1962 to study karate (he is seventh-dan and still occasionally practices in a compact dojo below his study). His time here has been broken by stretches in Canada, where he worked as a Fisheries Research Board official and, later, an observer aboard Japanese whaling fleets in the Arctic.

He also worked in Ethiopia, where he was employed as first director and selfconfessed “poacher-puncher” at Simien Mountains National Park.

In Japan, his exasperation with the state of forest management led him to initiate the first, and only, training school for forest rangers. He also inaugurated the Committee to Recreate Healthy Forests in Japan, a citizens group of writers, scholars and forestry

specialists whose aim is to raise public awareness about forestry protection and sustainability issues. For more than three decades he has travelled the length and breadth of Japan delivering lectures on environmental preservation.

It is the trust which carries Nic’s name and that of the Afan Argoed Forest Park in Wales, however, that he says most succinctly encapsulates the message he is trying to convey – some 30 years after first realising the neglect in Japan of “human-created woodland that

was being raped merely to pay forestry officials’ salaries”.

“The Afan Trust is supporting four families directly through the woodland, and that’s just 30 hectares,” says Nic, whose preservation efforts have been recognised with numerous awards and accolades, and a visit from the United Kingdom’s Prince Charles in 2008. “What if it was 3,000 hectares? What if this was happening all over Japan? I don’t like placing a price on nature, but investing in woodland and increasing biodiversity increases economic possibilities. I have given up on the government doing anything, but hope I can plant seeds in people’s hearts. Individuals are the ones who change things.”

The image of Nic trekking through the woods with children in tow is still apt – only now there is no camera crew directing operations. As part of its “biodiversification, research and education for all” mandate, the Afan Trust conducts tours for institutionalised children who have suffered mental and physical abuse.

The results, says Nic, are astounding.

“We ask the children to draw pictures before and after coming to the woods.

Before, you will see humans without faces, homes without windows and real anger in the pictures. After just three days here, they show people smiling, windows with curtains, smoke coming out of a chimney. This has given me real confidence that the woods’ preservation has real and lasting meaning. It demonstrates that woodlands and forests – if used correctly – can not only be a source of wealth and repopulation, but also a place of spiritual healing.”

See all the photographs at www.eurobiz.jp

C U LT U R E S H O C K

I HAVE GIVEN UP ON THE GOVERNMENT DOING ANYTHING, BUT HOPE I CAN PLANT SEEDS IN PEOPLE’S HEARTS. INDIVIDUALS ARE THE ONES WHO CHANGE THINGS

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IN JAPAN, WE’RE TALKING ZERO MISTAKES

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TA L K I N G E U R O B I Z

Carl-Gustav Eklund Chairman of the Swedish Chamber of Commerce and Industry in Japan

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Interview and photo TONY MCNICOL hree months after I started my first job I went on a business trip to Japan. The company was a leader in shipboard refrigeration. It wasn’t a famous company, but it was the world market leader, and Japan was the biggest market in the world.

That was in 1978 and I remember it well. I landed in Haneda, but because Narita opened during my two-week stay in Japan, I left from the new airport. The reason I remember it so well is that there were around 30,000 police to deal with protestors.

I came to live in Japan a year later and I’ve been here ever since. I have worked with shipbuilding equipment, hydraulics machinery, vehicles and materials.

Probably the biggest job I’ve had was six years as president of the Volvo Group in Japan. I was country manager and president of Volvo Trucks. Now I am with Höganäs, the world leader in iron-powder and metal-powder used mainly in powder metallurgy. Our products are used to make components for cars and industrial machinery. We have roughly one third of the market in Japan and more than 90% of all Japanese cars have our powder inside.

One of my biggest lessons in Japan has been the issue of quality. The standard example is packaging: in Japan you don’t deliver things that are broken on the outside because that’s a sign that what’s inside might not be perfect. Or take delivery: in Europe, we need to deliver accurately 98% of the time; in Japan, we’re talking zero mistakes.

It’s a challenge, but you can use it to your advantage. At our company, if we can

manage for years and years not to miss a single delivery to important customers such as Toyota, we have really achieved something. And we can use Japan as a benchmark to improve the quality of the products back in our own factories.

My role has been, and still is, to make things work – to manage the expectations of both our Japanese customers and at headquarters back home. That is the strength of we foreign managers.

Japan has much in common with Europe. We are, and must be, knowledge driven economies. We must have knowledge driven companies with advanced and specialised technology.

Those are our strengths.

The media has claimed that Japan is losing its technological lead, but it’s not really true. The iPad might not have many Japanese parts, but one Japanese company some years ago had a fire in its Shikoku plant – it turned out that the plant was responsible for 70% of a special resin used in certain electronic parts worldwide. So, when you really look inside products, there are many areas where Japanese companies are world leaders.

A more serious issue is so-called nontariff barriers. One example comes from my own experience working with diesel engines and trucks. It costs huge amounts of money to improve engines to meet emissions standards. But because EU and Japanese regulations are different, it costs even more. Harmonisation of these regulations within the framework of an economic integration agreement would really be a win-win situation for the world.

The rules don’t even serve to protect Japanese industry. Actually, the biggest

losers today are parts of Japanese industry.

Because they have their own rules, they often spend most of the money to meet those, then cannot meet EU rules.

It is a matter of negotiation. Europe has to be united and strong. Japan is a wellorganised, unified country – extremely unified. The challenge we have in Europe is that we are a grouping of member states with lots of different opinions.

The practical challenge is to have a united European view and be effective in negotiations.

Japan and Europe share big opportunities in the growing Asian market. A stronger China means larger industrial and consumer markets. It’s a threat in one sense, but the benefits are much greater. If every country were like Japan and Europe, we would have a serious problem, because we would have no growth. We need growth in India, China, Brazil and other like countries.

People say that Japan must increase its domestic consumption relative to exports, but Sweden relies on exports four or five times more than Japan. So from our perspective, that’s not an issue. Our economy went into a nose-dive during the recent global recession. We had it as bad as Japan, but we recovered very fast.

Japan seems to be recovering now, but it needs to spend a lot more money on childcare so that women can go out into the workforce, and on elderly care. I think the new DPJ government understands that. They must be much faster setting up that infrastructure. There are a lot of new European products that could help, and it could happen much faster if we started on the path to economic integration.

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Cool business The city is not the place to be on a sticky Japanese summer evening. The sun has set, but the heat lingers, intensified by concrete high-rises, which absorb it like a sponge.

Commuters resort to fans and handkerchiefs as they head for the air-conditioned bliss of home. The moisture-laden air barely moves and, when it does, it feels like a blast from an oversized hairdryer.

But those air molecules also set into motion what is for most Japanese a metaphorical glacier: the Edo furin glass wind chime, whose crisp, clear tone rings like a note from a crystal xylophone.

Edo furin first took to the wind here around 300 years ago.

Unlike air conditioners, they cool in a more subtle way – one described by Yutaka Shinohara, of Tokyo’s last remaining producer, Shinohara Furin Honpo, as “mental coolness”.

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To make the chimes, Shinohara needs all the mental coolness he can muster. The workshop of the 97-year-old company in Edogawa Ward is a cramped little room, in the middle of which sits a kiln effusing an orange-white glow of molten glass heated to 1,200°C. After blowing, the chimes are decorated with summery designs: watermelons, fireworks and goldfish.

Shinohara produces around 100,000 chimes a year and many stores display them in time-honoured fashion – dangling from a bamboo pole. Literally and figuratively, Edo furin ring in Japan’s sultry summer months. And they’re very cool.

Photos and text ROB GILHOOLY See all the photographs at www.eurobiz.jp

LENS FLAIR

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Special Advertising Section // Dining

Elio Locanda Italiana Address

Comforia Nishi Azabu, 4-1-10 Nishi Azabu, Minato-ku, Tokyo 106 -0031

03-5210-5702

Tel

03-6418-7072

www.elio.co.jp

Fax

03-3499-0411

Email

info@mario-frittoli.com

Web site

www.mario-frittoli.com

Address

Kojimachi 2-5-2, Chiyoda-ku, Tokyo

Tel

03-3239-6771

Fax Web site

Mario i sentieri

Award-winning Southern Italian food is served in a relaxed setting of an inn (locanda), conveniently located by Hanzomon Station, and near the Imperial Palace. From fresh homemade pasta; mozzarella and other delights flown in from Italy; fine presentation of vegetables and seafood; the perfect wine; friendly and expert service – this is Elio’s. Favourite dishes are joined by new daily specials. Elio’s “speciali del mese” reflect the season’s choicest offerings. While 60 guests can sit in comfort amid the relaxing earth tones of the Locanda, a private room can be reserved for six to 10 people and is equipped for afterdinner cigars.

Elio Italian Catering was launched in response to requests from customers who wanted their favourite Locanda dishes brought to their home, office, on location – with the same warm service and high standards one comes to expect at Elio’s. Tel: 03-5210-5701, catering@elio.co.jp Vera Italia – Italian Lifestyle Online – provides shopping for choice Italian ingredients, gourmet foods, wine, coffee, Venetian glass, Italian jewellery, and so much more. There are Elio’s Vera Italian recipes. www.veraitalia.jp/ Opening a new restaurant takes more than just a good menu. Elio Orsara knows the path to success and shares his know-how with skilled restaurateurs. consulting@elio.co.jp

It has been almost two years since Mario i sentieri opened its doors in Nishiazabu, serving rare Tuscan cuisine derived from Mario’s hometown of Versilia in Tuscany. Mario i sentieri’s most popular dishes are the pistachio gnocchi served with scampi in asparagus cream, and homemade pappardelle with rosemary-seasoned wild boar ragu. Of course, a wide selection of fresh pastas are made in-house daily. Mario i sentieri also has an extensive wine list that features world-renowned critic Robert Parker ratings to help you with your selections. Not to be missed is the tantalising dessert menu offering a great way to finish a delicious meal.

You can enjoy Chef Mario Frittoli’s authentic cuisine, anytime, anywhere at home or parties, now possible with Mario i sentieri catering service. In-season vegetables, ingredients right from Italy, Chef Mario’s specialties, various kinds of dishes and beverages are prepared according to your budget and requirements. From finger food or buffet style to sit-down dinners, Mario i sentieri will help you in every step to organise the catering, arranging wines and other drinks, tableware, glasses and preparing the staff.

Hanano Japanese restaurant

Imperial Palace Chinese restaurant

Address

1-1-20 Oyodonaka, Kitaku, Osaka 531-0075

Address

1-1-20 Oyodonaka, Kitaku, Osaka 531-0075

Tel

06-6440-1066

Tel

06-6440-1065

Web site

www.westin-osaka.co.jp/restaurant/hanano.html

Web site

www.westin-osaka.co.jp/restaurant/kokyu.html

The interior of the Hanano in The Westin Osaka reflects the traditional Japanese interior style known as Sukiya. This architecture of the ancient capital of Kyoto exemplifies simplicity and refinement at its best. Japanese paper sliding shoji, delicate rock garden, glowing lanterns, bamboo dividers, water stream, intricate wood designs – here in Hanano, you can enjoy sushi, tempura, teppanyaki (meat, shrimp, vegetables cooked on an iron grill) and other traditional Japanese dishes in the proper context. The variety of settings – from special counters, tables to private Japanese-style rooms – suits the occasion and allows for the right balance between intimacy and camaraderie. The traditionally appointed private rooms have tatamimat floors with convenient leg wells under the dining tables. The natural and indirect lighting is subtle, bringing out the finer details of the delicately prepared Japanese dishes.

From 11:30-14:30 and 17:30-21:30, it is fine dining in traditional Japanese fashion. And as you and the world have come to know – and expect – the presentation and service are par excellence.

The Michelin Guide Osaka/Kyoto 2010 awarded one star to the Imperial Palace Chinese restaurant at The Westin Osaka, which was only one of two Chinese restaurants in the Osaka area to be so honoured. Quality of ingredients, a high level of cooking method, the quality of seasonings in the dishes, originality, and consistency in cooking style are some of the criteria. The hotel was also recognised

by Michelin, ranked among the top five hotels in the Osaka area.

The Imperial Palace Chinese restaurant has been offering a special menu for lunch (11:30-14:30) and for dinner (17:30-21:30) that commemorates its one-star recognition. The Whole Sharks’ Fin Soup, for example, was awarded a silver medal in the 2008 International Chinese Cuisine Competition, and also captivated Michelin’s judges.

The eloquent carpeted interior includes art pieces that complement the elegant table-settings, and the arrangement of round tables between subtly lit pillars allows for the right amount of privacy. The authentic Cantonese cuisine and a number of refined Chinese teas deliver a genuine culinary experience in the Imperial Palace.

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MARIO I SENTIERI 4-1-10 Nishi Azabu, Minato-ku, Tokyo Tel: 03-4618-7072 Fax: 03-3499-0411 e-mail: info@mario-frittoli.com URL: www.mario-frittoli.com Lunch: Mon – Fri 11:30am – 2:30pm Dinner: Mon – Sat 6pm – 12:am Closed Sunday

Sponsorship The European Business Council (EBC) once again is producing the EBC White Paper, its hallmark annual report on the business and investment environment, in English and Japanese, for release in mid-November. This will be the 11th in the series.

The EBC cannot produce the white paper without kind financial contributions from its members and supporters to help cover production, translation and distribution costs.

Also, placing advance orders assists with cost recovery.

Blue-Star Sponsorship: ¥150,000 (or more if you wish) (company name on a 2-name page) Special Sponsorship: ¥100,000 (company name on a 10-name page) Sponsorship: ¥50,000 (company name on a 20-name page) Purchase price: ¥5,000 per set: 1 English copy and 1 Japanese copy If you would like to support the white paper as either a sponsor and/or would like to pre-order copies, please visit www.ebc-jp.com

European Business Council (EBC) Tel: 03-3263-6222. E-mail: ebc@gol.com

www.ebc-jp.com

EVENTS

Upcoming events Belgian-Luxembourg Chamber of Commerce in Japan

German Chamber of Commerce and Industry in Japan

www.blccj.or.jp

www.japan.ahk.de

Delighting customers in Japan IX*

Will the global economy fall back into recession?

7 October, Thursday, from 16:30 Venue: NYK (Nippon Yusen Kaisha), 15F Fee: ¥4,000 (members & non-members) Contact: info@blccj.or.jp or 03-6457-8662

www.bccjapan.com

24 August, Tuesday, 12:00-14:00 Speaker: Dr Joerg Kraemer, chief economist and divisional board member for research of Commerzbank AG Venue: The Westin Tokyo, Star Room Fee: ¥5,500 (GCCIJ members) Contact: events@dihkj.or.jp

Networking: 51 night

Ireland Japan Chamber of Commerce

* 9th seminar of the series

British Chamber of Commerce in Japan

16 September, Thursday, 19:00-21:00 Venue: Trader Vic’s, New Otani, Garden Tower 4F Fee: ¥4,000 (members & non-members)* Contact: 03-3267-1901 * 3 drinks and food

Danish Chamber of Commerce in Japan www.dccj.org

Social monthly stambord get-together 1 September, Wednesday, from 18:30 Venue: Bar Ma Chambre, Izumi Garden Tower 3F Fee: no cover charge Contact: dccjsocial@gmail.com

Finnish Chamber of Commerce in Japan www.fcc.or.jp/

FCCJ yakatabune Finnair-Honka code-share cruise 26 August, Thursday, 18:30-21:00 Embarkation: Funayado Amisei Fee: ¥8,000 (members and their guests), ¥12,000 (others) Contact: fccj@gol.com

Silver market in Japan 29 September, Wednesday, 12:00-14:00 Speakers: Dr Florian Kohlbacher, head of business and economics section, German Institute for Japanese Studies; and Jutta Immanen-Pöyry, head of R&D unit, SendaiFinland Wellbeing Center Venue: Hotel Okura, Kensington Terrace (South Wing, 12F) Fee: ¥6,000 Contact: fccj@gol.com

www.ijcc.jp/

Ireland and Europe in the context of the world economy 19 August, Thursday, from 18:30 Speaker: Patrick Honohan, Ireland Central Bank governor Venue: Thomson Reuters Tokyo Office, 30F, Akasaka Fee: to be confirmed Contact: secretariat@ijcc.jp

Netherlands Chamber of Commerce in Japan http://nccj.jp

Welcome back aperitif 16 September, Thursday, 19:00-21:00 Venue: Fiat Caffé, Kita-Aoyama Fee: ¥4,000 (members), ¥5,000 (non-members) Contact: nccj@nccj.jp or 045-625-6363 (tel/fax)

Swedish Chamber of Commerce and Industry in Japan www.sccj.org/

Back to Tokyo (town) evening* 2 September, Thursday, 18:30-20:30 Venue: Exhibition Hall, Embassy of Sweden Fee: ¥4,000 (members, spouses, colleagues) Contact: office@sccj.org or 03-5211-2102 (fax)

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*Beer, wine, soft drinks and light buffet

European Chambers Cocktail Party

Annual crayfish party

14 September, Tuesday, 18:30-21:00 Venue: The Ritz-Carlton, Tokyo, hotel ballroom, 2F Fee: ¥7,000 (members), ¥8,000 (non-members) Contact: respective chamber office

17 September, Friday Venue: Restaurant Stockholm Fee: to be confirmed* Contact: office@sccj.org *limited to 70 people

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WORK PLACE

William Boesen President of Carl Hansen & Son Japan Carl Hansen & Son sell luxury furniture made in Denmark to classic designs by the late Hans J. Wegner.

“On average, the Danish wood we use is 200 years old, so our furniture is already antique when it is made.”

Photo TONY MCNICOL

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