Distribution of Engineers in Private Enterprise in Mid-Taisho—T Heir
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The Mineral Industry of Japan in 1998
THE MINERAL INDUSTRY OF JAPAN By John C. Wu Japan’s reserves of limestone, pyrophyllite, and silica are important role in supplying the ferrous and nonferrous metals, quite large. Japan has considerable reserves of coal and iodine, fabricated metal products, and industrial mineral products to but its reserves of natural gas and crude petroleum are very the construction and manufacturing industries of China, small. As a result of exploration conducted in the past 5 years including Hong Kong, Indonesia, the Republic of Korea, by the Metal Mining Agency of Japan (MMAJ), a Malaysia, Singapore, Thailand, and Taiwan. semigovernment agency under the Ministry of International For the first time since the end of World War II, the Japanese Trade and Industry (MITI), reserves of gold, lead, and zinc had economy went into a severe recession in 1998 after 5 years of been extended (Metal Mining Agency of Japan, 1998a), but slow growth in the 1990’s. According to the Economic Japan’s reserves of ferrous and nonferrous minerals are small. Planning Agency and MITI, Japan’s economy, as measured by Japan relied on imports to meet more than 95% of its raw GDP in 1990 constant yen, contracted 2.8% in 1998. material requirements for energy, ferrous metals, and Restructuring in the financial, manufacturing, and other sectors nonferrous metals for its mineral-processing and mineral- had resulted in a substantial increase in unemployment, which related manufacturing sectors. Japan also relied on imports to reached a record rate of 4.1% in 1998. The depressed real meet between 10% and 25% of its requirements for refined estate and stock markets had caused the major banks to carry a nonferrous metal products, industrial mineral products, and heavy load of bad loans, with limited funds available for refined petroleum products. -
Annual Report 2019 Year Ended March 31, 2019
Annual Report 2019 Year ended March 31, 2019 Contributing to the Construction of Social Infrastructure Contents Editorial Policy This “Annual Report” is a publication for the Furukawa Company Group’s About the Furukawa Company Group 1 shareholders and other investors. It is an integrated report that includes financial information from the Group’s “Annual Securities Report” and Furukawa Company Group’s Value Creation Process 2 environmental, social, and governance (ESG)-related information from its “Corporate Governance Report” and “CSR Report.” The intention of this Message from the President 4 Annual Report is to foster a more accurate understanding of the integrated Interview with President Miyakawa 6 thinking, strategies, and actions of the Group while covering the informa- tion necessary for shareholders and other investors. Special Feature ~Improving ROE~ 10 In addition to these report, we disclose financial statements, financial Review of Operations 12 results briefing materials, and post various other information on our corpo- rate website in a timely and appropriate manner. Topics 16 https://www.furukawakk.co.jp/ir/library/ ESG Information The Furukawa Company Group’s ESG Activities 17 Target Period: April 2018–March 2019 CSR Goals 18 (Some activities before and after this period are also included.) Corporate Governance 19 Message from an Outside Independent Director 21 Directors and Audit & Supervisory Board Members 22 Risk Management 23 Annual Report Compliance 24 Environmental Initiatives 25 Environmental Management 26 Annual Securities Corporate Governance CSR Social Initiatives 28 Report Report Report (Financial information) (ESG information) (ESG information) Financial Information Consolidated Six-Year Financial Summary 30 Forward-Looking Statements This Annual Report contains information about the Furukawa Company Group’s Financial Review 31 plans, strategies, and future prospects. -
I·,;T:A.Chuti-5 S Istutin
THE JAPANESE SOFTWARE INDUSTRY: A COMPARATIVE ANALYSIS OF SOFTWARE DEVELOPMENT STRATEGY AND TECHNOLOGY OF SELECTED CORPORATIONS by ROBERT W. ARFMAN A.B., Economics Middlebury College (1975) Submitted to the Alfred P. Sloan Schonol of Management and the School of Engineering in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE IN THE MANAGEMENT OF TECHNOLOGY at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY May 1988 Copyright Robert W. Arfman 1988 ALL RIGHTS RESERVED The author hereby grants M.I.T. permission to reproduce and to distribute copies of this thesis document in whole or in part. Signatu,- of Author__ Sloan School of Management May 12. 1988 Certified by Michael A. Cusumano Assispant ProAessor of Management Thesis Supervisor Accepted by cPeter P. Gil Acting Director, Management of Technology Program i·,;t:A.CHUTi-5 sISTUTiN O-TFPNW 01WOG1 JUN '3 1988 WARIES THE JAPANESE SOFTWARE INDUSTRY: A COMPARATIVE ANALYSIS OF SOFTWARE DEVELOPMENT STRATEGY AND TECHNOLOGY OF SELECTED CORPORATIONS by ROBERT W. ARFMAN Submitted to the Alfred P. Sloan School of Management and the School of Engineering on May 12, 1988 in partial fulfillment of the requirements for the degree of Master of Science in the Management of Technology ABSTRACT This thesis discusses the development of the Japanese software industry, beginning with corporate group structures, government support of the computer industry in general and the more recent specific promotion of the software industry and software development process technologies. The SIGMA project is presented in detail followed by a comparative analysis of major Japanese computer manufacturer development process R&D efforts. The current competitive environment is discussed and firms' strategies are compared. -
Japan- Tokyo- Office
M A R K E T B E AT TOKYO Office Q4 2020 YoY 12-Mo. Economy Indicates Only Gradual Recovery Chg Forecast The Bank of Japan‘s outlook for real GDP growth rate for FY2020 has been revised downward to -5.6%, 0.1 pp lower than the previous forecast. Total exports value in 2020 declined by 11% y-o-y, the third-largest drop after the GFC in 2009 (-33.1%) and the Plaza Accord in 1986 (-15.9%). -0.14% Exports to China were strong, and total export value in December was up y-o-y for the first time in 25 months. However, global economic recovery is Rental Growth, YoY now expected to be slower due to the re-emergence of COVID-19. In Japan, Capex spending has stopped falling overall in recent month, although 4.22% with variations among industries, and consumer spending has been under increasing downward pressure to face-to-face services. Vacancy Rate Vacancy Rate Trending Up Average Grade A office asking rent in Q4 2020 was JPY37,684, down 1.95% q-o-q. The overall vacancy rate rose 1.13 pp q-o-q to 4.22%, exceeding -1.71% the 4.06% mark of September 2008. Minato Ward, with a concentration of office developments, saw the highest vacancy rise among the five wards of Absorption, QoQ central Tokyo, up 3.49 pp y-o-y to 6%. The vacancy rate in Shinjuku Ward, a hub of SMEs and sales offices, rose 2.88 pp y-o-y to 4.53%, with the ward suspectable to economic shifts. -
This Issue of Pdf File
Thoughts on the New Year .....1 MMC Activities...................2 Study, Research and Dissemination Activities ..3 Project Update ...................4 Column............................5 Overseas Trends.................6 Member’s Profiles ..............8 Thoughts on the New Year As we greet the year 2009, I would like to wish everyone a Happy New Year, and to share some thoughts at the beginning of this new year. The past year was a turbulent one for the Japanese economy. Increases in the price of crude oil and rare materials, which had been a concern for the past few years, continued apace. This put pressure on company operations and people’s daily lives, and highlighted the all too well known fragility of the industrial infrastructure and lifeline of Japan, a country with a dearth of energy resources and raw materials. Then financial instability on a worldwide scale occurred, caused by the long-feared collapse of subprime loans in the United States. The resulting turbulence seems unlikely to be resolved easily. Viewing these trends, what I feel anew is the peril posed by an economy that is not tethered to reality. As an industry, Japan must have creative products with an appeal unrivaled by those of other countries, constituting an economic foundation that is based on actual circumstances. Tamotsu Nomakuchi The Micromachine Center (MMC) conducts a variety of activities aimed at establishing key Director, technologies relating to micromachines, MEMS and other micro/nano fields and providing support for Micromachine Center the continued growth of the MEMS industry, as well as strengthening the international competitiveness of Japan’s domestic industry and contributing to the creation of the abundant society of the future. -
The First Globalization and the US-East Asian Naofumi Nakamura∗
The First Globalization and the US-East Asian Locomotive Trade: Focusing on Baldwin Locomotive Work and Frazar & Co. in Japan August 2021 ISS Discussion Paper Series F-196 Naofumi Nakamura ∗ Professor of Business History, Institute of Social Science, the University of Tokyo ∗ [email protected] 0 The First Globalization and the US-East Asian Locomotive Trade: Focusing on Baldwin Locomotive Works and Frazar & Co. in Japan Naofumi Nakamura (Institute of Social Science, University of Tokyo) Abstract In this paper, I have explained the locomotive supply arrangement that supported the rapid development of Japan’s railway industry at the turn of the century while focusing on the independence of Japanese mechanical engineers and the export of American-made locomotives to Japan. As a result, this paper clarified how American locomotive manufacturers dismantled the British monopoly, and penetrated the Japanese market, by paying attention to changes in technological development and business systems on the demand side of the railways, and the role of the international trading companies that mediated the supply of locomotives and rolling stock. In particular, I examined the case study of Frazar & Co. as an agent of Baldwin Locomotive Works by investigating cooperation related to the marketing activities of trading companies and makers in the locomotive industry. The trading companies, such as Frazer & Co., introduced the locomotive manufacturers to the engineers of railway companies, government officers, and academics in Japan, China, and elsewhere. In the emerging market, the search and transaction costs between makers and customers were very expensive. The trading companies in Japan or China had information related to the emerging market and contributed to lowering these costs to increase overall profits. -
Corporate Profile (PDF 4.8MB)
Corporate profile 1 Message from the President We will promote ESG management as a unified group and contribute to the realization of a sustainable society. “Drawing on more than a century of expertise in the development and fabrication of advanced materials, we will contribute to the realization of a sustainable society through continuous technological innovation.” This is the Corporate Philosophy of the Furukawa Electric Group. From our founding in 1884 through to the present day, the conveying, connecting, and storage of energy, information, and heat have been the pillars of our business, and through the four core technologies of metals, polymers, photonics, and high- frequency, we are developing a wide range of products around the world in fields of infrastructure such as telecommunications and energy, as well as in the fields of automotive components and electronics. The DNA of the Furukawa Electric Group comes from the words of our founder, Ichibei Furukawa: “value employees, value customers, value new technology, and contribute to society”. These ideas are linked to the SDGs (Sustainable Development Goals) adopted by the United Nations, and I believe that it is ESG management itself, which gives care and consideration for the environment, society, and governance. Our daily operations are guided by the “three valuables” spoken of by Ichibei Furukawa. Last year, we experienced a grave and unprecedented situation in which economic activity stagnated around the world due to the impact of the COVID-19 epidemic. For us, fiscal 2021 will be “the year of building a powerful company”, during which we will further enhance our ability to respond to changes and prepare to achieve the targets of the next medium-term management plan, which will start in fiscal 2022. -
Annual Report 2007 Annual Report 2007 Basic Credo of the Asahi Kasei Group
Annual Report 2007 Annual Report 2007 Basic Credo of the Asahi Kasei Group Basic tenets We the Asahi Kasei Group, through constant innovation and advances based in science and the human intellect, will contribute to human life and human livelihood. Guiding precepts We will create new value, thinking and working in unison with the customer, from the perspective of the customer. We will respect the employee as an individual, and value teamwork and worthy endeavor. We will contribute to our shareholders, and to all whom we work with and serve, as an international, high earnings enterprise. We will strive for harmony with the natural environment and ensure the safety of our products, operations, and activities. We will progress in concert with society, and honor the laws and standards of society as a good corporate citizen. Contents The Asahi Kasei History .................................................................................................................. 01 Consolidated Financial Highlights ................................................................................................. 04 To Our Shareholders ....................................................................................................................... 05 Driving the Strategic Advance: Growth Action – 2010 ................................................................... 06 Asahi Kasei Group Operations, Worldwide ................................................................................... 12 At a Glance ..................................................................................................................................... -
Official Gazette
GAZETTE OFFICIAL GOVERNMENTF8SBTBIB6USEA9 ENGLISH EDITION mz^^nz+nasmstMn No. 224 FRIDAY, DECEMBER 27, 1946 Price 7.50 yen Supplementary Provision: IMPERIAL ORDINANCE The present Ordinance shall come into force as from the day ofits promulgation. I hereby give My Sanction to the Imperial Ordi- nance concerning the amendments to part of Regulations governing Temporary Establishment of Personnel in I hereby give My Sanction to the Imperial Ordi- the Ministry for Home Affairsand Others and cause the nance concerning the partialamendments to the Regula- same to be promulgated. tions governing the Organization of the Welfare Ministry Signed: HIROHITO, Seal of the Emperor etc.and cause the same to be promulgated. This twenty-sixth day of the twelfth month of the Signed: HIROHITO, Seal of the Emperor twenty-firstyear of Showa (December 26, 1946) This twenty-sixth day of the twelfth month of Countersigned: the twenty-firstyear of Showa (December 26, 1946) Prime Minister Countersigned: ■:■■> YOSHIDA Shigeru Prime Minister Minister for Home Affairs YOSHIDA Shigeru OMURA Seiichi Minister of Welfare KAWAI Yoshinari Imperial Ordinance No. 614 Article 1. The following amendments shall be made to Imperial Ordinance No. 615 part of Regulations governing Temporary Establish- Article 1. The following amendments shall be made to ment of Personnel in the Ministry for Home Affairs: part of the Regulations governing the Organization " 67 (full-time)" shall read " 81 (full-time)" of the Welfare Ministry. and "1,086 (full-time)" shall read "1,118 (full- In Article 10, Secretary of Welfare Ministry, time)." " Regular Officials 249" shall read " Regular Article2. The following amendments shall be made to Officials246," and " Regular Officials854 " shall part of Regulations governing Organizations and read " Regular Officials844." Functions of the Local Government of Tokyo Article 2. -
Burn Before Reading: the Japanese Atomic Bomb Program, the Battles of the Chosin Reservoir, and the Cave at Koto-Ri
Draft Burn before Reading: The Japanese Atomic Bomb Program, the Battles of the Chosin Reservoir, and the Cave at Koto-ri. The Cell. Dwight R. Rider Dwight R. Rider: 14 May 2016 Draft “The higher the headquarters, the more important is calm…nothing is ever as bad as it first seems.” General Joseph Stillwell. "If everybody is thinking alike, then somebody isn't thinking." George S. Patton Jr. “The task of government in this enlightened time does not extend to actually dealing with problems. Solving problems might put bureaucrats out of work. No, the task of government is to make it look as though problems have been solved, while continuing to keep the maximum number of consultants and bureaucrats employed dealing with them.” Bob Emmers Dwight R. Rider: 14 May 2016 Draft Foreword The conflict that became popularly known as “The Korean War” (but was never truly a declared war nor did it end) was one that I experienced only vicariously, as I was a few months underage for the draft or enlistment when it entered the perpetual truce phase. Still, through newspapers and radio, as well as having slightly older friends who went “over there,” I was as immersed as one could be without wearing the uniform. These avenues of input were woven into my novel about a man of a little older than my age who served in WW-2 and Korea, two conflicts that imprinted me deeply. My son was in the Air Force during the end of the Vietnam era, a period that highlighted the end of an era in which the USA actually won wars. -
KAWASAKI REPORT 2006 Environmental and Social Responsibility Kawasaki Group Profile
KAWASAKI REPORT 2006 Environmental and Social Responsibility Kawasaki Group Profile The Kawasaki Philosophy of Manufacturing Contributing to People and Society That’s the Philosophy of Kawasaki’s Business Activities In the latter half of the 19th century, Japan embarked on a new era after a long period of national seclusion. At that time, Shozo Kawasaki, the founder of our company, believed that for Japan to develop and prosper, the most important priorities were trading with overseas countries and having a fleet to promote that trade. Following this determination, he started building western type ships. “The most important thing I can do with my life, I believe, is to see what and how much I can contribute to society, and the business I start should be for that very purpose.” That philosophy is the state of mind maintained by the company to this day. In the years since, Kawasaki has continued to grow into a comprehensive heavy industry manufacturer that has contributed to people and society through its products, not only on the seas, but also on land, in the air and even outer space. Kawasaki vows to continue referring to this philosophy in order to create new values in societal contribution. 1 KAWASAKI REPORT 2006-Environmental and Social Responsibility Contents Kawasaki Group Profile 1 The Kawasaki Philosophy of Manufacturing 2 Kawasaki Group History Editorial Notes 3 Message from the President Striving for Coexistence between Environmental Conservation and Business Progress 5 Managerial Stance To Remain a Corporation in Keeping Kawasaki Group History with the Public’s Trust 7 Corporate Profile 1878 The Kawasaki Tsukiji Shipyard is founded. -
Responsible Care Report 2003 Edition
Responsible Care ResponsibleResponsible CareCare ReportReport 20032003 EditionEdition EnvironmentalEnvironmental Preservation,Preservation, ProductProduct Safety,Safety, OperationalOperational Safety,Safety, WWorkplaceorkplace HygieneHygiene andand HealthHealth For life, living, and the living environment. MESSAGE FROM THE PRESIDENT The constant transformation which the Asahi In fiscal 2002 (ended March 31, 2003) Kasei Group has undergone ever since its particular emphasis was placed on establishment is the result of a directed investigating the cause of the March 2002 fire evolution and growth in accord with the times, at our Leona™ nylon 66 filament plant and and our products in the fields of chemicals, performing a thorough and comprehensive pharmaceuticals, fibers, electronics, housing, inspection of all plants to ensure against the construction materials, and consumer goods possibility of any such incident ever recurring. now find use in practically every area of human In July we implemented a month-long activity. campaign to heighten awareness and preparedness for operational safety, in August The ecological sustainability of our wide- we implemented special audits, and in ranging operations is ensured in accord with September we held operational safety the Basic Credo of the Asahi Kasei Group, conferences region by region. Plant repairs which includes contribution to human life and and modifications to address potential human livelihood as a basic tenet. problems were implemented based on priority of risk. In fiscal 2003, this program We consider proactive measures related to the of remediation will continue with items of lower environment and the management of urgency until all potential problems have been hazardous chemical substances, including addressed. prevention of global warming and the promotion of a recycling-oriented society, to In October 2003 the management be of the highest import for the sustainability of configuration of the Asahi Kasei Group will operations of the Asahi Kasei Group.