Mar. 2019 Vo1l. 37 Having the power to grasp the essential in an era of turbulent change Indicating concrete activity goals to Haruaki Deguchi, President, Ritsumeikan Asia Pacific University (APU) foster global human resources Kiyotaka Takahashi, Director, International Affairs Office, Toyo University Special feature Global human resource training at universities 2 Consulting on global human resources and management A university focused on fostering globally competent ICT specialists Interview with Rochelle Kopp Dr. Emiko Kaneko, Professor at the Center for Language Research, University of Aizu My turning point IIBC brought about ENGLISH CAFÉ by English Report 18 Rakugo artist Katsura Kaishi 14 The Institute for International Business Communication Special feature Global human resource training at universities Special feature Global human resource training at universities Amidst the continued advance of globalization, universities are also becoming increasingly global as they seek to foster human resources capable of thriving in society. In 2014, the Ministry of Education, Culture, Sports, Science and Technology (MEXT) launched the Top Global University Project in 2014 to facilitate a thorough reform of universities in Japan and make them more internationally viable. Under this project, MEXT has been actively providing support to universities. This issue of our newsletter addresses the theme of global human resource development at universities, with profiles of three universities chosen under the “Type B” (global traction type) category of the project. Here we will take a closer look at the efforts at each university to enhance their global profile and foster human resources, as well as their future plans. Having the power to grasp the essential in an era of turbulent change Haruaki Deguchi, President, Ritsumeikan Asia Pacific University After holding various executive positions at Nippon Life Insurance Company, he founded Lifenet Insurance Company. His executive capabilities won high praise, leading to his selection as the president of Ritsumeikan Asia Pacific University (APU) in January 2018. Mr. Deguchi, who made that move from the world of business to academia, has visited over 1,200 cities around the world and read over 10,000 books. Drawing on this personal experience, he has emphasized as APU president the importance of “people, books, and travel” as key elements of personal growth. We sat down with an interview with President Deguchi to hear his valuable insights based on first- hand experience of the worlds of business and academia. Haruaki Deguchi President of Ritsumeikan Asia Pacific University (APU). Born in Mie Prefecture. After graduating from Kyoto University’s Faculty of Law in 1972, joined Nippon Life Insurance Company. After holding such positions as the president of the company’s London- based subsidiary and head of its International Affairs Division, he left the company in 2006. Two years later he established Lifenet Insurance Company and served as president and chairman of the company, which went public in 2012. Became the president of APU in January 2018. Author of numerous books, including Jinsei o omoshiroku-suru honmono no kyouyuu (Real Education for Making Your Life Interesting). Has visited over 1,200 cities around the world and read more than 10,000 books. ～ Vibrant international culture at APU ～ A place of learning that embodies diversity Asia-Pacific University (APU), where I now serve as president, was founded I had heard about APU for quite some time, but what really impressed in 2000 in the city of Beppu, Oita Prefecture. One of the key characteristics of me when I actually began serving as president is that the students are far our university is our international atmosphere and rich diversity. Over half of more interesting than I ever could have imagined. I raised the slogan of “One our study body of 6,000 students are foreign nationals, hailing from around APU,” aimed at bringing all of the faculty, staff, and students closer together. 90 different countries. In addition to this amazing national diversity, around Based on that policy, the door of my office is always open to any visitor. The half of our faculty are foreign nationals including the dean of our College of faculty members have not been so eager take advantage of this [laughs], but Asia Pacific Studies, who is from China, and the vice-dean of our College of students have been proactive in stopping by to see me. International Management who is from Germany. The many nationalities on Just the other day, I received the following email from a high school our campus have created an academic environment that could be described student who had been accepted to APU under recommendation admission: as a “global microcosm” or a “United Nations of youth.” “I want to travel around the world for a year, but I wasn’t sure if it was best I assumed the position of APU president in January 2018, handing over to take a gap year before starting my studies or to study for a year and then to my successor the reins of Lifenet Insurance Company, which I founded in go. I’d like to hear your advice so could you meet me over the weekend?” The 2008. The recruitment process by which I was selected for the position at APU student did come to the campus on a Saturday to talk with me. There was was quite unusual for a Japanese university, involving around 100 candidates also a German student who asked me to invest in the business he started— from Japan and overseas. The 10-person hiring committee included the vice- and I ended up putting him in touch with a venture capital firm. These are president, five faculty members, two university staff, and two graduates. I was just a couple examples of the many students we have with very strong struck by how the committee, which included four foreign nationals and two personalities. women, reflected the diversity of the university itself. 2 IIBC NEWSLETTER Vol.137 Mar. 2019 Global human resource training at universities APU alumni can change the world APU has over 17,000 alumni. The ranks of these graduates include one One of the strengths of APU is that the students we have educated, who hail student who returned to his homeland of Tonga to become a government from 152 countries and regions, are active throughout the world. It seems minister, and another is now working as the vice-governor of a province to me that we must have the most extensive international network of any in Indonesia. I am proud of the steady stream of global leaders APU has university based in Japan. And this network is a valuable resource for our next produced, and I hope that in the near future these leaders will include the graduates. prime minister or president of a country as well. The previous president of APU, Shun Korenaga, formulated the APU 2030 We have 35 alumni associations, of which 26 are located overseas. Vision, which raises the ambitious goal of having “APU graduates possess Recently I traveled to a meeting of alumni in Mongolia in the capital of the power to change our world.” I don’t think there are many companies in Ulaanbaatar that was attended by around 50 graduates. I can’t imagine that Japan, not to mention universities that set a long-term vision with the year any other university in Japan can rival such an overseas network of graduates. 2030 in mind. And we are now striving to make that vision a reality. ～ The attitude required of a global human resource ～ What capabilities are needed in an era of turbulent change The pace at which the times are changing is likely to increase steadily in the The next thing people need to be aware of in an era of rapid change is years ahead. For instance, even if you learn the latest computer programming the power of thinking in terms of numbers, facts, and logic. Let’s look at an language, it can quickly become obsolete. What people need to bear in mind example. There is a common view that if wasteful spending of tax revenue in such an era of rapid change is not superficial technologies and skills, but were eliminated, the consumption tax would not have to be raised. At first the ability to grasp things at their root. What is important in this case are sight it seems like a reasonable view, but if you consider that tax revenue in what might be called “vertical” and “horizontal” thinking. fiscal 2018 was around \59 trillion, whereas expenditures were roughly \98 “Vertical” thinking is the temporal historical axis, while “horizontal” trillion, it becomes clear that we are dealing with a problem of a scale that refers to the spatial and global axis. If you can think in terms of those two cannot be solved by just eliminating wasteful spending. There are many such axes, a clearer view of things will come into focus. cases where you cannot find a solution in the mere realm of words—you For example, the 70-year period from the end of World War II to the need to the demonstrative power of numbers, facts, and logic. present was an extremely fortunate period for Japan. If the vertical axis is We can consider the situation at Japanese companies from that same thought of in units of 1,000 years, while the vertical axis is extended to perspective. Job categories in Japan can roughly be divided between include all of East Asia, we could see that in the long, 4,000-year history of regular full-time positions that involve job transfers and promotions, and China, the period during which it was at peace and prosperous only covers general office work.