Appendix: Interviewees, by Industry
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Japan Is Shrouded in Mystique and Ancient History, and the Perfect Way to Unravel This Enigma Is by Exploring Its Landscape Gardens
Japan is shrouded in mystique and ancient history, and the perfect way to unravel this enigma is by exploring its landscape gardens. Their basic design is based on capturing the grace and beauty of nature and bringing it into daily life. As simplistic as this may sound, the true magnificence of Japanese gardens is profound. They create soulful, refined and elegant spaces, a humbleness surrounded by nature. Landscape gardening has been an art form in Japan for centuries. Their designs can be put into three distinctive groups, namely hill gardens, dry gardens and tea gardens and can include everything from courtyards to streams and basic, austere spaces to lush, tropical environments. Some are highly groomed, while others look almost wild. The general landscaping theme is based on the principle of minimalist simplicity, including understated contrasts in hues and textures of green, and a near flawless harmony with the elements. This accord is attained through repetition and a semblance of balance. Japanese gardens generally follow several basic design principles: they are hugely reduced in scale, they are enclosed, the angle of view is crucial, they borrow scenery, and they hold balance and symbolism. Most Japanese gardens endeavor to duplicate the environment in miniature. The Japanese garden is a work of living art and a reflection of the Japanese spirit. Nothing is left to chance; every living thing in a garden exists for a reason and stands as a symbol for something else in Japanese culture. A simple garden walkway could reveal to us a part of the richness of Japanese history or its metaphorical significance. -
Japan 500 2010 A-Z
FT Japan 500 2010 A-Z Japan rank Company 2010 77 Bank 305 Abc-Mart 280 Accordia Golf 487 Acom 260 Adeka 496 Advantest 156 Aeon 85 Aeon Credit Service 340 Aeon Mall 192 Air Water 301 Aisin Seiki 89 Ajinomoto 113 Alfresa Holdings 300 All Nippon Airways 109 Alps Electric 433 Amada 213 Aoyama Trading 470 Aozora Bank 293 Asahi Breweries 86 Asahi Glass 55 Asahi Kasei 104 Asics 330 Astellas Pharma 40 Autobacs Seven 451 Awa Bank 413 Bank of Iwate 472 Bank of Kyoto 208 Bank of Yokohama 123 Benesse Holdings 170 Bridgestone 52 Brother Industries 212 Canon 6 Canon Marketing Japan 320 Capcom 428 Casio Computer 310 Central Glass 484 Central Japan Railway 42 Century Tokyo Leasing 397 Chiba Bank 144 Chiyoda 264 Chubu Electric Power 35 Chugai Pharmaceuticals 71 Chugoku Bank 224 Chugoku Electric Power 107 Chuo Mitsui Trust 130 Circle K Sunkus 482 Citizen Holding 283 Coca-Cola West 345 Comsys Holdings 408 Cosmo Oil 323 Credit Saison 247 Dai Nippon Printing 81 Daicel Chemical Industries 271 Daido Steel 341 Daihatsu Motor 185 Daiichi Sankyo 56 Daikin Industries 59 Dainippon Screen Mnfg. 453 Dainippon Sumitomo Pharma 201 Daio Paper 485 Japan rank Company 2010 Daishi Bank 426 Daito Trust Construction 137 Daiwa House Industry 117 Daiwa Securities Group 84 Dena 204 Denki Kagaku Kogyo 307 Denso 22 Dentsu 108 Dic 360 Disco 315 Don Quijote 348 Dowa 339 Duskin 448 Eaccess 486 East Japan Railway 18 Ebara 309 Edion 476 Eisai 70 Electric Power Development 140 Elpida Memory 189 Exedy 454 Ezaki Glico 364 Familymart 226 Fancl 439 Fanuc 23 Fast Retailing 37 FCC 493 FP 500 Fuji Electric 326 Fuji Heavy Industries 186 Fuji Media 207 Fuji Oil 437 Fujifilm 38 Fujikura 317 Fujitsu 54 Fukuoka Financial 199 Fukuyama Transp. -
Asahi Group's Management Team (As of April 1, 2016)
Asahi Group’s Management Team (As of April 1, 2016) Back row, from the left: Tetsuo Tsunoda, Yumiko Waseda, Katsutoshi Saito, Tadashi Ishizaki, Mariko Bando, Naoki Tanaka, Tatsuro Kosaka, Akira Muto Front row, from the left: Ryoichi Kitagawa, Noboru Kagami, Katsutoshi Takahashi, Naoki Izumiya, Akiyoshi Koji, Yoshihide Okuda, Kenji Hamada Naoki Izumiya Akiyoshi Koji Katsutoshi Takahashi Chairman and Representative Director, CEO President and Representative Director, COO Managing Director and Managing Corporate Officer Apr. 1972 Joined the Company Apr. 1975 Joined the Company Apr. 1977 Joined Yoshida Kogyo K.K. Mar. 2000 Corporate Officer Sep. 2001 Corporate Officer (currently YKK Corporation) Mar. 2003 Director Mar. 2003 Managing Director, Asahi Soft Drinks Co., Ltd. May 1991 Joined the Company Mar. 2004 Managing Director Mar. 2006 Senior Managing Director, Mar. 2008 Corporate Officer Mar. 2009 Senior Managing Director Asahi Soft Drinks Co., Ltd. Mar. 2013 Director and Corporate Officer Mar. 2010 President and Representative Director Mar. 2007 Managing Director and Managing Corporate Officer Mar. 2015 Managing Director and Managing Corporate Mar. 2014 President and Representative Director, CEO Jul. 2011 Director Officer (current position) Mar. 2016 Chairman and Representative Director, CEO President and Representative Director, (current position) Asahi Breweries, Ltd. Mar. 2016 President and Representative Director, COO (current position) Yoshihide Okuda Noboru Kagami Kenji Hamada Managing Director and Director and Corporate Officer Director and Corporate Officer Managing Corporate Officer (CFO) Apr. 1978 Joined Konishiroku Photo Industry Co., Ltd. Apr. 1982 Joined the Company Apr. 1986 Joined the Company (currently Konica Minolta, Inc.) Sep. 2012 Corporate Officer Mar. 2014 Corporate Officer Sep. 1988 Joined the Company General Manager, Fukushima Brewery, General Manager, Corporate Strategy Section Mar. -
Banking, Securities, and Insurance
UC Berkeley UC Berkeley Electronic Theses and Dissertations Title Inside the Castle Gates: How Foreign Corporations Nagivate Japan's Policymaking Processes Permalink https://escholarship.org/uc/item/3q9796r6 Author Kushida, Kenji Erik Publication Date 2010 Peer reviewed|Thesis/dissertation eScholarship.org Powered by the California Digital Library University of California Inside the Castle Gates: How Foreign Companies Navigate Japan‘s Policymaking Processes By Kenji Erik Kushida A dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Philosophy in Political Science in the Graduate Division of the University of California, Berkeley Committee in charge: Professor Steven K. Vogel, Chair Professor John Zysman Professor T.J. Pempel Professor Stephen Cohen Fall 2010 Abstract Inside the Castle Gates: How Foreign Companies Navigate Japan‘s Policymaking Processes by Kenji Erik Kushida Doctor of Philosophy in Political Science University of California, Berkeley Professor Steven K. Vogel, Chair Multinational corporations (MNCs) are at the heart of today‘s global economy, but their effects on the politics of advanced industrialized countries have not been studied systematically. This dissertation analyzes the case of Japan, a country most likely to reveal foreign MNCs‘ influence. Japan developed for most of its history with an extremely low presence of foreign MNCs, but it experienced a dramatic influx from the mid-1990s, particularly in long-protected sectors at the core of its postwar development model of capitalism. The dissertation explains an observed divergence in the political strategies of foreign MNCs in Japan—disruptive challenges to existing policymaking processes and norms of government-business interactions, versus insider strategies, in which MNCs worked within established organizations and prevailing modes of policymaking. -
Experience Design for Social Innovation
HITACHI REVIEW Volume 62 Number 6 September 2013 Experience Design for Social Innovation HITACHI REVIEW HITACHI REVIEW Carried on the Web Printed in Japan (H) XX-E345 0913 www.hitachi.com/rev Hitachi Review Vol. 62 (2013), No. 6 288 Experience Design for Social Innovation Tsukasa Ariyoshi General Manager Design Division Research & Development Group Hitachi, Ltd. RECENTLY, the intensification of global competition and the technologies for practical implementation. has significantly accelerated the commoditization The opening article presents our definition of of products and services. “Experience”—the value “experience design” based on the perception of the provided by experiences—has received great attention logic that is cultivated from the marketing and design as a new form of development strategy that is capable of experience. At the same time, the development of overcoming this challenge. The experiences that of the approach and technology that can be applied attract users will lead to the repurchase of products and practically is briefly introduced. services. However, how to develop those fascinating Multiple case studies from Hitachi are presented experiences as services is the challenge. here. These articles introduce the details of the To provide a high-quality experience, Hitachi development process and the design of experiences believes that the starting point is to investigate the in different fields, including railway interiors, on-site conditions of the product and service in order vacuum cleaners, the operation of a large-scale plant to extract and analyze the potential and the actual construction, packaged software, an information demands. Then, the following essential steps must system, and smart city business. -
Summary of Asahi Group CSR Activities
Summary of Asahi Group CSR Activities (Issued June 2012) Copyright © ASAHI GROUP HOLDINGS, LTD. All rights reserved. Contents Management For Customers ■ Corporate Philosophy ······················································································· 1 ■ Policy on Maintaining Good Relations with Customers ······································· 68 ■ Guidelines for Corporate Activity ············································································ 1 ■ Management System ■ Brand Statement ································································································· 2 ・System for Collecting Customer Feedback and Incorporating it into ■ CSR Activity Policy Our Business Activities ······················································································ 68 ・Our Policy on CSR Activities ················································································ 2 ・System for Management to Monitor Response to Customers ·································· 68 ・Supporting the United Nations Global Compact ······················································ 3 ・Response System for Reported Problems Concerning Our Products ······················· 68 ■ Internal Control System ■ Activity Report ・Establishment of Internal Control System ······························································ 4 ・Enhancing Customer Relations Skills ·································································· 69 ■ Corporate Governance ・Engaging in Dialogue with Customers ································································· -
Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone?
IRLE IRLE WORKING PAPER #188-09 September 2009 Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone? James R. Lincoln, Masahiro Shimotani Cite as: James R. Lincoln, Masahiro Shimotani. (2009). “Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone?” IRLE Working Paper No. 188-09. http://irle.berkeley.edu/workingpapers/188-09.pdf irle.berkeley.edu/workingpapers Institute for Research on Labor and Employment Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley) Year Paper iirwps-- Whither the Keiretsu, Japan’s Business Networks? How Were They Structured? What Did They Do? Why Are They Gone? James R. Lincoln Masahiro Shimotani University of California, Berkeley Fukui Prefectural University This paper is posted at the eScholarship Repository, University of California. http://repositories.cdlib.org/iir/iirwps/iirwps-188-09 Copyright c 2009 by the authors. WHITHER THE KEIRETSU, JAPAN’S BUSINESS NETWORKS? How were they structured? What did they do? Why are they gone? James R. Lincoln Walter A. Haas School of Business University of California, Berkeley Berkeley, CA 94720 USA ([email protected]) Masahiro Shimotani Faculty of Economics Fukui Prefectural University Fukui City, Japan ([email protected]) 1 INTRODUCTION The title of this volume and the papers that fill it concern business “groups,” a term suggesting an identifiable collection of actors (here, firms) within a clear-cut boundary. The Japanese keiretsu have been described in similar terms, yet compared to business groups in other countries the postwar keiretsu warrant the “group” label least. -
Directory of Japanese Companies Located in Texas
Directory of Japanese Companies Located in Texas Consulate-General of Japan in Houston JETRO Houston 2020.12 Directory of Japanese Companies Located in Texas Inquiries All parties interested in companies included in this directory should contact those companies directly. For inquiries regarding this directory that are not related to specific companies, please contact the following: JETRO Houston [email protected] Despite our best efforts to provide up-to-date and accurate information in this brochure, the Consulate-General of Japan in Houston and the Japan External Trade Organization (JETRO) Houston decline any responsibility for inaccurate, incomplete, or outdated information that may be printed in this pamphlet, and expressly disclaim any liability for errors or omissions in its contents. The Consulate-General of Japan in Houston and JETRO Houston are not liable for any damages which may occur as a result of using this directory. Directory of Japanese Companies Located in Texas Greetings We would like to extend our congratulations on the publication of The appeal of Texas has grown more and more apparent to the Directory of Japanese Companies Located in Texas. Japan, as the state welcomes its companies and residents alike with open arms and a friendly “Howdy!” We would like Over the last few years, the number of Japanese companies in nothing more than to nurture those bonds of friendship. Texas has grown rapidly. The pace has been especially quick over the last 5 years, with an average annual growth rate of 8%. The This directory was created with the aim of further expanding total number of Japanese companies in Texas increased to a and deepening the partnership between Japanese and US record-high of 436, according to our own internal survey in 2019. -
Annual Report 2016
ANNUAL REPORT 2016 SUSTAINABLE PRODUCTIVITY THE NEW FRONTIER FOR PRODUCTIVITY First published in Japan by Asian Productivity Organization 1-24-1 Hongo, Bunkyo-ku Tokyo 113-0033, Japan www.apo-tokyo.org © 2017 Asian Productivity Organization All rights reserved. None of the contents of this publication may be used, reproduced, stored, or transferred in any form or by any means for commercial purposes without prior written permission from the APO. The APO Secretariat thanks the NPOs for providing updates on their directory information and some of the project-related images used in this report. ISBN: 978-92-833-2476-8 Designed by B&M Nxt. APO ANNUAL REPORT 2016 APO ANNUAL REPORT 2016 iii CONTENTS APO Directors, Alternate Directors, NPO Heads, and Liaison Officers iv APO Secretariat vi Foreword vii Organization 2 2016 GBM and WSM 8 Brief description of 2016 APO Projects 16 Strengthening of NPOs 18 Promoting the Development of SMEs and communities 34 Catalyzing Innovation-led Productivity Growth 42 Green Productivity 58 Individual-country Programs 67 Evaluation of APO Projects 70 Information Program 72 International Cooperation 81 APO 2016 Projects at a Glance 84 2016 APO Project Summary 86 Financial Report 128 The NPOs 148 Abbreviations and Acronyms Used 150 iv APO ANNUAL REPORT 2016 APO DIRECTORS, ALTERNATE DIRECTORS, NPO HEADS, AND LIAISON OFFICERS (AS OF 31 DECEMBER 2016) APO CHAIR FIJI ISLAMIC REPUBLIC OF IRAN Margarita R. Songco Director Director & NPO Head APO Director for the Philippines Salaseini Daunabuna Dr. Roya Tabatabaei Yazdi -
Annual Report 2018
ANNUAL REPORT 2018 For the year ended March 31, 2018 OUTLINE Our Origin We Will Continue to Embrace the Cha llenge… ©KOTSU SHIMBUNSHA 1987 Restructuring of Japanese National Railways Expanding the Business Field The division and privatization of Japanese National Railways (JNR) aimed to rehabilitate Since its establishment, the JR East Group has upgraded the services it provides customers and revitalize railways. This reorganization and rehabilitated and revitalized railways by leveraging railway infrastructure, technology, and only produced benefits because employees expertise. The Group has expanded and improved the Shinkansen network and other railway adopted a new attitude that was based on a networks. Further, while increasing railway traffic volume through service quality enhancement, commitment to being autonomous, customer the Group has significantly broadened its business field by developing the life-style service focused, and regionally rooted. business, the IT & Suica business, and overseas businesses. East Japan Railway Company We Will Continue billion to Embrace the Cha llenge… ¥2,950.2 Realizing Sustainable Growth as a Group * Fiscal 1988 figures are nonconsolidated. Further, other billion operations include bus services. billion Transportation (“Railway” in fiscal 1988) Other Operations (in fiscal 1988) Retail & Services Real Estate & Hotels Others ¥1,565.7 ¥481.3 billion ¥307.3 Operating Revenues 1988* 2018 Operating Income 1988* 2018 Annual Report 2018 1 OUTLINE Our Direction Evolving Railways and Pursuing New Possibilities Transportation Retail & The Transportation segment includes Services passenger transportation operations, which are centered on railway opera- The Retail & Services segment consists tions, as well as travel agency services, of the part of JR East’s life-style service cleaning services, station operations, business that includes retail sales and facilities maintenance operations, restaurant operations, wholesale railcar manufacturing operations, and business, a truck transportation busi- railcar maintenance operations. -