A QUARTERLY MAGAZINE OF THE CANADIAN CHAMBER OF COMMERCE IN JAPAN | AUTUMN 2015 | VOLUME 15 | ISSUE 02

* CLAIRE DERONZIER ON FORGING TIES BETWEEN QUEBEC AND JAPAN

Claire Deronzier | Cool Quebec

TheCanadian

IN JAPAN,THE QUALITY OF THE RELATIONSHIP BEARS AS MUCH IMPORTANCE AS THE PRODUCT*

The Canadian / 03

The Canadian

AUTUMN 2015 VOLUME 15 ISSUE 02

Chairman Wilf WakelyWakely Foreign Law Officewilf@wakelylaw.com

Vice-Chairman Marc BolducHitachi High Techmarc.bolduc@hitachi-hightech-awc.com

Executive Director Andrew Lambertandrew.lambert@cccj.or.jp

Operations AssociateHikaru Hashimotoadmin@cccj.or.jp

7F Parkside Sepia3-13-10 Nishi-AzabuMinato-ku, TokyoJapan 106-0031

Tel: +81 (0)3 5775-9500Fax: +81 (0)3 5775-9507

www.cccj.or.jpLinkedIn: http://bit.ly/cccjaponFacebook: www.facebook.com/cccjaponTwitter: @cccjaponYouTube: cccjapon

Canadian Chamber of Commerce in JapanLa Chambre de commerce du Canada au JaponThe Canadian Chamber of Commerce in Japan is a private sector, not-for-profit business organization that has, since 1975, promoted the development of commerce between Canada and Japan.

CONTENTS

Member Profile 022 / Event Report 024 / Timeline 026

Calendar 028 / New Members 031 / Business Directory 032

Chamber Voices 034 / Retrography 035

016

C

Published by GPlusMediaGPlus Media K.K. 3F Minotomi Bldg., 3-1-1 Shiba KoenMinato-ku, Tokyo, Japan 105-0011

Editor-in-Chief: Jeff W. Richards [ jeff@gplusmedia.com]

Art Director: Niklas Wendt

Sales Director: Peter Lackner

Contributors: Stewart Beck, Chris Clague, Lars Cosh-Ishii, Colin P.A. Jones, Trevor Kennedy, Yuya Kihara, Annabelle Landry, Kentaro Matsushita, Vivian Morelli, Fung Siu

For advertising inquiries: ads@gplusmedia.com Tel: +81 (0)3 5403-7781, Fax: +81 (0)3 5403-2775 www.gplusmedia.com

On the cover: Claire Deronzier, Quebec’s Delegate General to Tokyo as photographed by Benjamin Parks at the Quebec Delegation’s office in Shiroyama Trust Tower in Kamiyacho.

The Canadian is the official publication of the Canadian Chamber of Commerce in Japan (CCCJ), published quarterly in Tokyo. The views and opinions expressed herein are solely the opinions and views of their authors and do not necessarily reflect those of the CCCJ or GPlusMedia. © 2015 GPlusMedia Co. Ltd. All rights reserved.

05 Chairman’s Perspective

05 Executive Director’s Note

07 Intelligence Unit

09 Brandspotting

010 Energy Insights

012 Business Solutions

014 Trade Trends

016 Cover Story

020 Asia Pacific View

Get The Canadian in digitalGet it for free at bit.ly/thecanadianCC

The Canadian / 05

Chairman’s Perspective

The CCCJ has moved into one of its peak activity periods — autumn to the end of December. The Chamber experience is a truly fruitful one if you get out and make things happen. One of the best ways to do that is through our various social and informational events held throughout the fall and winter.

This October, the CCCJ will have its bi-annual election for its board of governors. With a large core of our governors up for re-election, our member-driven organization needs people to step up and get involved. This a rewarding opportunity for those interested in the

growth and direction of the Chamber. For information on how to do so, please contact me directly.

In November, we host our annual formal Maple Leaf Gala — the flagship bilateral Canada-Japan social event in Tokyo and 2015 marks its 37th anniversary.

Our Joint Chamber Bonenkai will be the curtain call for 2015 events. The Embassy of Canada in Aoyama will be our venue for the event.

Finally, I invite all members and companies to get involved to help make The Canadian magazine a distinct voice for the Chamber —and Canada-Japan business.

Executive Director’s Note

CCCJ EXECUTIVE DIRECTOR

ANDREW LAMBERT

WILF WAKELY C

E

We hope that you are enjoying this new format of The Canadian, now in both analog and digital formats, and interconnected with a range of social media.

Our Chamber’s elections have been announced, and we expect a new board by the end of October when my term as chairman and Marc Bolduc’s as vice-chairman will end. In my last message as chair, I would like to thank all of our members for supporting the CCCJ — we are now a truly more inclusive group. As a member driven organization, I recommend you look at a position as a CCCJ governor or on a committee. Please contact the CCCJ’s Nominations Committee and office for details.

CCCJ membership is now at an all-time high, with close to 500 member representatives. Over the last four years, working with the Board and committees, we have substantially increased our reach by developing relationships with business and government — including the Canadian Chamber of Commerce, the Japan Chamber of Commerce and Industry (JCCI), the Japan Oil, Gas and Metals National Corporation (JOGMEC), the Japan PPP/PFI Association and the Overseas Construction Association of Japan (OCAJI).

We are particularly proud of instituting the CCCJ Honorary Board of Advisors, a grouping of 11 experienced experts from industry, government and academia. We are thankful for the excellent leadership of former Ambassador to Canada Sadaaki Numata, and deeply indebted to all of the members of the HBA for their commitment to our Chamber. Another key player in our growth has been the Embassy of Canada to Japan. We are particularly grateful to His Excellency Ambassador Clugston for his unwavering support.

What is the next step for the Chamber? Innovation in the way that we operate — such as transforming our Chamber into an incorporated business to allow us to do more for our membership — is an essential step forward in our ongoing evolution into a significant entity in the Japan-Canada relationship.

As I step down, allow me to thank the members, governors and committee chairs for their fellowship, hard work and leadership in our CCCJ and to all of you — I will do my best to remain an active supporter of the CCCJ and its goals.

With gratitude for your support and assistance.

AN INNOVATIVE AND SUSTAINABLE DEMOCRATIC CHAMBER

CCCJ CHAIRMAN

Conveniently located in central Tokyo,

Nishimachi offers a co-educational education in English for students K-9.

All students study Japanese daily. To ensure diversity, the school awards scholarships to

qualified students from a variety of socioeconomic and cultural backgrounds

through the Outreach Scholarship Program for Student Diversity.

To educate al l students to be international ly minded and independent thinkers.

2-14-7 Moto Azabu, Minato-ku, Tokyo 106-0046 Web: www.nishimachi.ac.jp Phone: 03-3451-5520 E-mail: admissions@nishimachi.ac.jp

The Canadian / 07

Intelligence Unit

INFLATION EQUATION I

A SPECIAL REPORT FROM THE ECONOMIST INTELLIGENCE UNIT BY FUNG SIU & CHRIS CLAGUE

Fung Siu is the EIU’s regional editor for Asia and Chris Clague is a senior consultant in the EIU’s Custom Research practice.

Source: Ministry of Internal Affairs and Communications.

-2.0

-1.0

0.0

1.0

2.0

3.0

4.0

JulAprJan2015

OctJulAprJan2014

OctJulAprJan2013

OctJulAprJan2012

OctJulAprJan2011

OctJulAprJan2010

Up & Away Bank of Japan assets 2005 - present Back To Where We Started Japan's Core CPI : 2010 - present

Source: Bank of Japan, Haver Analytics.

0

50

100

150

200

250

300

350

400

Jan15

Jan14

Jan13

Jan12

Jan11

Jan10

Jan09

Jan08

Jan07

Jan06

Jan2005

Source: Ministry of Internal Affairs and Communications.

-2.0

-1.0

0.0

1.0

2.0

3.0

4.0

JulAprJan2015

OctJulAprJan2014

OctJulAprJan2013

OctJulAprJan2012

OctJulAprJan2011

OctJulAprJan2010

Up & Away Bank of Japan assets 2005 - present Back To Where We Started Japan's Core CPI : 2010 - present

Source: Bank of Japan, Haver Analytics.

0

50

100

150

200

250

300

350

400

Jan15

Jan14

Jan13

Jan12

Jan11

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Jan2005

Among the many pledges made by Prime Minister Shinzo Abe when he resumed office in December 2012 was a promise to reflate the economy. Having suffered through several bouts of deflation from 1995 to 2012, policy makers appeared united in a quest to solve this problem of stagnant or falling prices that is holding back household spending, undermining business sentiment and increasing the country’s public debt burden. In 2014 this weight was equivalent to 226 per cent of nominal GDP — the highest in the world and by a considerable margin.

Abe believed that the way to defeat deflation was and is to flood the economy with cheap money as part of a larger pack-age of fiscal and structural reforms, now called “Abenomics.” With poli-cy interest rates already close to zero, however, the Bank of Japan (BOJ) has had to pursue a much more aggres-sive round of quantitative easing (QE) than it ever tried before. The central bank governor, Haruhiko Kuroda, took up the challenge and in April 2013 launched the asset-purchasing strat-egy that made the Federal Reserve’s then-ongoing QE program look like small change — the BOJ’s asset-buying scheme, rela-tive to Japan’s economy, is more than three times larger than the Fed’s QE was at its peak.

Two years and more than ¥180 trillion worth of quantitative easing later, Japan is arguably no closer to reflation. The core consumer price index, which excludes fresh food, was down –0.1 per cent year-on-year in July, while the headline num-ber, which includes both fresh food and energy, was flat by the same measure. To call this disappointing would be an under-statement, particularly as consumer prices peaked at an aver-

age 2.6 per cent in 2014 and even then mainly because of the rise in the consumption tax from 5 per cent to 8 per cent.

Moreover, that 1 per cent worth of inflation not attributable to the consumption tax hike was likely due to the higher cost of imported goods caused by the weakening yen rather than as a result of too many people chasing too few goods. That latter type of inflation, referred to as “demand pull,” is the type of in-flation that Japan seeks, at least in moderation. Yet, it’s getting the other kind of inflation, referred to as “cost push,” which — as the name suggests — is the product of factors other than strengthening consumer demand. In the case of Japan, where

the tendency towards disinflation is so strong, cost push inflation is better than none at all. But relying on a weak curren-cy or regular tax hikes is not sustainable.

More broadly, the failure to reflate the economy is indicative of weak eco-nomic activity overall and, more worry-ingly, that Japan has failed to close the output gap that has persisted since 2008. This gap, which measures the distance

between potential and actual output, probably widened in 2014 when the consumption tax resulted in a brief relapse into recession.

At present, the Economist Intelligence Unit forecast is for headline inflation to average 1 per cent in 2015 and increase to 1.6 per cent in 2016 on the back of a partial recovery in global oil prices and stronger domestic growth. The second consump-tion tax hike, scheduled for April 2017, will help to push prices up 2.2 per cent that year. After that, we see inflation receding below the BOJ’s 2 per cent target in 2018 and declining further in 2019, the end of our current forecast period.

Relying on a weak currency or regular

tax hikes is not sustainable”

The Output GapPROPPING UP JAPAN’S ECONOMY IS A TRUE TEST OF ‘ABENOMICS’

50%OFFAny Jobs PackageOngoing Membership Benefits:• 10% off any purchase on CareerEngine* • Complimentary featured company page (¥40,000 value)

Initial Posting Special:

Career Engine, The Official Job Board Of The CCCJ

(***Excludes Managed Search Services)

The Canadian / 09

Brandspotting

BY VIVIAN MORELLI

COZYPUFFYCOOL

T.O. STYLE— SmytheThe secret behind this successful homegrown fashion brand? The designers found a niche and turned it into something magnificent. For Smythe, that means jackets, which are coveted by Kate Middleton, Hollywood starlets, luxury boutique buyers, and any woman with a sense of style. The line was started back in 2004 by Toronto duo (and BFFs) Andrea Lenczner and Christie Smythe, who both handle the drawing board. Forget boxy, shoulder-padded, ill-fitting blazers: Smythe’s iconic pieces are sleek, urban and polished. In addition to their flawless blazers (that can be paired with jeans, shorts or leather pants — your pick), the collection also features cozy winter coats and ponchos. All garments are made in Canada, but lucky Tokyoites can now stock up on the luxe pieces in a few select shops around Aoyama.

B

KEEP TLC (TOASTY, LAYERED & CHIC) IN TOKYO’S COLDER MONTHS WITH SMART OUTERWEAR FROM MONTREAL, TORONTO AND VANCOUVER.

WEST COASTWARMTH— Kit & AceVancouver-based label Kit & Ace was founded by textile designer Shannon Wilson, former head of Lululemon design, and JJ Wilson, the brand director. After spending years creating performance wear, they were looking for clothes offering the same functionality but with more style and luxury. The result: a proprietary fabric “technical cashmere,” a luxurious, versatile and functional fabric exclusive to Kit and Ace, that is used in some of the softest T-shirts, dresses, blouses, trousers, button-ups and cardigans available. Kit & Ace’s first Tokyo shop is slated to open later this year, but if you simply can’t resist a gorgeous cashmere addition to your wardrobe this season, all their items are available just a click away. www.kitandace.com

LAYERS OF MONTREAL — MackageMontrealers have been surviving those rough winters with the help of trendy pieces from well-kept secret Mackage for over a decade. But thanks to some Hollywood exposure, the rest of the world can now get their hands on pieces from the prestigious Canadian label founded by elementary school buddies Eran Elfassy and Elisa Dahan. The company’s stylish details and tailored cuts in leather, puffy and wool compliment any silhouette. When colder weather calls for layering, a coat isn’t just a part of an outfit — it becomes the outfit. These are all about cinched waists, lightweight down and leather details — which manages to make a puffy coat sexy. Check select stores in Ebisu or Aoyama, or browse their site: we guarantee your winters will never feel the same again.

010 / The Canadian

Following the devastating March 2011 earthquake and tsunami, the nationwide shutdown of nuclear power plants shifted Japan’s top policy concern to finding a reliable, stable and diverse supply of energy. As one of the world’s largest liquefied natural gas (LNG) importers, Japan has looked to Canada as a key LNG supply partner, and changes to government policy and record highs in bilateral trade have set the stage for even further opportunity.

Investment in Western Canada is once again ready to embark on a new stage of growth.

Recent technological advances have allowed Canada to uncover large, unconventional gas deposits trapped in shale. These discoveries reveal that the country’s natural gas reserves far exceed its domestic gas demands for the foreseeable future. Combined, the major sedimentary basins in Western Canada comprise roughly 700

trillion cubic feet of natural gas, while Canadians generally only consume 3 trillion cubic feet per annum, according to a July 2015 report by the Canadian Association of Petroleum Producers (CAPP). Until recently, the United States had been Canada’s sole importer of natural gas, though new shale gas discoveries in the U.S. have unlocked supply and production resulting in over supply in Canada and a renewed emphasis on finding new markets.

Energy Insights

LIQUID FUTURES BY YUYA KIHARA & KENTARO MATSUSHITA

E

GAS ECONOMICSB.C. COASTAL LNG SITES BRIDGING CANADA AND JAPAN

Preliminary work at the Kitimat LNG site from the air. Province of British Columbia photo.

The Canadian / 011

Energy Insights

LIQUID FUTURES E

“The Asian market, which tends to emphasize construction of LNG export terminals is one solution,” says Koji Asada, President and CEO of Bank of Tokyo-Mitsubishi UFJ (Canada). “Japan’s appetite for LNG has grown in the past half-decade and as a truly global, Japanese bank we’re ready to take a leading role in developing this opportunity.” One such example is Pacific Northwest LNG.

The Pacific Northwest LNG (PNW) is a project proposed by a consortium of Japanese and other Asia-based companies and governments. This massive venture aims to invest $11 billion in British Columbia and is just a part of the C$82 billion of LNG investment forecasted over the next 20 years. In addition to the economic opportunity it provides, it’s also a great example of the diverse ventures connecting Canada to Asia’s major industry leaders.

Recognizing the growing energy-related opportunity across western Canada, the Bank of Tokyo-Mitsubishi UFJ has strengthened its presence in Western Canada including the opening of a new office in Calgary, Alberta, in June 2015.

Japan’s corporate giants such as Japan Petroleum Exploration Limited (JAPEX) have invested substantial capital and commitment into both the upstream and downstream natural gas investments as well as securing a share of the supply. The company holds interests in the Montney sedimentary basins (one of the world’s largest shale deposits straddling British Columbia and Alberta) and the PNW project, both of which aim to ship reserves to Asia — JAPEX’s shares in the liquefied natural gas will flow to the Japanese off-takers. In total, including the PNW project, there are currently 20 proposed LNG constructions on the Canadian West Coast that are all still pending regulatory approvals and formal final investment decisions.

The exports of natural gas are expected to be British Columbia and

Canada’s major economic drivers in the following years with benefits to be realized by the creation of jobs and more tax revenues. The provincial government has been eager to move the projects forward with strong federal support via a favourable LNG tax structure.

According to CAPP, the recent bearish oil and gas prices have also had an effect on the commitments of many in the natural gas proposals in the latter half of 2014 and 2015. Despite the low current prices, many

still see the gas projects as a long-term initiative and remain undeterred with the expectation of rebounding commodity prices.

With the PNW announcement of a conditional financial investment decision and the construction of the long awaited LNG project quickly approaching, this endeavour may prove to be the catalyst for other large undertakings to come. Both Canada and Japan are eager to move forward with this initiative as it will likely be an historic event for both markets.

Canada’s natural gas reserves greatly exceed domestic demand for the foreseeable future”

Prince RupertPacific Northwest LNGAurora LNGPrince Rupert LNGWCC LNGGrassy Point LNGNew Times Energy LNGOrca LNG

Discovery LNG

Woodfibre LNG

Steelhead LNG

Tilbury LNG

Stewart LNG

Kitsault LNG

KitimatKitimat LNGDouglas Channel LNGLNG CanadaTriton LNGCedar LNG

NGTL

Westcoast

Pacific Northern Gas

Pacific Trail: Proposed (Kitimat LNG)

Coastal GasLink: Proposed (LNG Canada)

Prince Rupert Gas Trans: Proposed (Pacific Northwest LNG)

West Connector:Proposed (Prince Rupert LNG)

PNG Loop Connector

Merrick Mainline

Liard

Horn River

Montney

Duvernay

Cordova Embayment

Yuya Kihara and Kentaro Matsushita are relationship managers at the Bank of Tokyo-Mitsubishi UFJ (Canada).

012 / The Canadian

Manpower BoostBIG CHANGES COMING TO JAPANESE WORKER DISPATCH REGIME

Business Solutions

WORKERS’ RIGHTSBY COLIN P.A. JONES

B

Japanese employment regulations es-sentially make regular employees a fixed cost, making many foreign firms hesitant to add to their headcount. In these cases, haken (temporary) employees supplied by licensed providers offer an as-needed workforce solution. However, dispatched workers are subject to byzantine regu-lations presenting compliance pitfalls for providers and users alike. Moreover, any business that sends staff to work on client premises runs the risk of being inadvertently engaged in an unlicensed worker dispatch arrangement.

Thankfully, recent amendments to the Dispatched Worker Act (DWA) should help reduce the administrative burdens for users of temporary staff. Some con-text is required to understand why.

The ideal in Japan still remains “life-time employment,” whereby a young person joins a company immediately af-ter graduation and stays until retirement. New employees are hired for their poten-tial rather than their particular skills or ability to do a specific job.

The lifetime employment relation-ship is thus defined not by an agreement to perform a particular role for a pre-determined salary over an established amount of time. Rather, it means em-ployees following employer instructions over a period of several decades, with rotations through different locations

and posts. Over time, employees receive training and develop skills, but ultimate-ly become experts in “the Company.”

The result is an “everyone does every-thing” culture in some Japanese workplac-es reflecting an employment relationship based not on skills or functional roles, but regular employees being paid to follow in-structions. One ramification of this is that employees being paid to follow instruc-tions of someone not their employer is problematic; it risks obfuscating responsi-bility for the legal obligations imposed on employers. A dispatched worker arrange-ment, whereby employees of a licensed agency are sent to work on client premises under instructions from client manage-ment are a highly-regulated exception to the standard employment model.

When the DWA was first passed in 1986, dispatch arrangements could only be used to provide temporary workers with specif-ic skills such as English typing. Even then, putting a skill-specific worker in an “every-one does everything” workplace environ-ment made it more complex.

The DWA was gradually expanded so dispatched workers could be used in the same manner as general all-purpose em-ployees (subject to some narrow excep-tions). A distinction remained between dispatched workers having designated categories of skills and those used for general purposes. The former could be used on a dispatch basis indefinitely, while the latter were subject to a three-year maximum. The intent of the DWA was (and remains) that an employer hav-ing long-term needs for general employ-ees should hire them directly.

These distinctions created various compliance risks. Asking a dispatched secretary (one of the designated catego-ries of skills) to do too many “general”

tasks (e.g. taking out the trash or tidying up) could result in her being deemed a general worker subject to the three-year maximum dispatch period.

The amendments to the DWA would clarify compliance requirements by al-lowing dispatched workers to be used for three years, regardless of whether they have specific skills. Moreover, a series of dispatched workers can be used for suc-cessive three-year periods, so long as the client consults with its union or employ-ee representatives.

A basic premise of the DWA persists, that dispatched workers should not become substitutes for regular, direct employment. Furthermore, the amend-ed DWA seeks to enhance the ability of dispatched workers to transition into regular employment (if they so desire) by imposing significant new burdens on providers of dispatched workers (like ManpowerGroup, where I am an outside director). Providers will have to offer pe-riodic training and career counselling to their dispatch workforce to increase their employability. Providers and clients are also expected to cooperate in minimiz-ing discrepancies in compensation be-tween temporary workers and client-side employees performing similar tasks.

The amendments also tighten up li-censing requirements applicable to dis-patch worker providers. Previously, low entry barriers allowed for a proliferation of smaller providers lacking the financial strength to be fully responsible for protect-ing worker interests. The combination of stricter licensing and increased burdens on providers is expected to result in a con-solidation in the staffing industry, where large, full-service firms like Manpower-Group will have advantages because of their resources, scale and responsibility.

Colin P.A. Jones is a professor at Doshisha Law School in Kyoto and a director for the ManpowerGroup Japan Co. Ltd., one of the oldest foreign-capitalized

firms in Japan. Contact: colin.jones@manpowergroup.jp

Staff increases are a frequent

concern for foreign companies doing

business in Japan.

TSI International Group

CREATING LAND VALUEFOR OUR CUSTOMERSCREATING LAND VALUEFOR OUR CUSTOMERS

Proud corporate member of the CCCJ since 2004TSI International congratulates the Canadian Chamber of Commerce for a great 2014

including its pivotal role in the Economic Partnership Agreement talks between Japan and Canada,its charitable work, and its largest membership increase in chamber history.

CANADA for the WORLD; for our CUSTOMERS, our BESTCANADA for the WORLD; for our CUSTOMERS, our BEST

Canadian container ports are some of the best situated in North America to con-nect to markets in Northeast Asia. In fact, ports on the Canadian west coast boast quicker shipping times to Japan and South Korea than ports on the west coast of the United States or Australia. While Halifax, in the east, is comparatively com-petitive to rival American ports on the eastern seaboard for Asia-bound cargo.

With the prospect of the Trans-Pacific Partnership (TPP) being finalized, and the continued negotiation of the Japan-Can-ada Economic Partnership Agreement (EPA), the future of an already healthy bi-lateral trade relationship between Japan and Canada looks promising. In 2014, exports to Japan totaled $10,738,870,459 and imports totaled $13,297,200,901. Canadian imports are mostly composed of value-added goods, such as, vehicles (34.41 per cent) and mechanical appli-ances (27.59 per cent). The country’s ex-ports vary between dry bulk (grains, 15.12 per cent), and value-added goods (phar-maceuticals 5.30 per cent). As Japan and Canada become preferred trade partners, with reduced tariffs and homogenized regulations, it’s conceivable that the vol-ume and value of cargo shipped between the two markets will increase. Luckily, Ca-nadian ports are well prepared and well

placed to deal with increased traffic be-tween the trade partners.

VANCOUVER & PRINCE RUPERT

Vancouver is the shortest point of depar-ture for Kobe, Nagoya, Yokohama and Tokyo among major cargo ports in North America. By virtue of Port Metro Vancou-ver’s connectedness to Burlington North-ern Santa Fe Corporation (BNSF), Canadian Pacific and CN’s intermodal network (and its further connection to Class 1 rail net-works in the U.S.) Vancouver is connect-ed by rail to all major cities in the United States and Canada.

Prince Rupert is a comparatively quick route to Tokyo, Nagoya, and Kobe, and is the quickest North American port to Busan via Hanjin Shipping. The coastal city is also connected to CN’s na-

tionwide freight network and Class 1 net-works across the continent.

HALIFAX COMPARATIVE ADVANTAGE

The Port of Halifax is much further from northeast Asia than Canadian ports on the west coast. However, it is faster than many competitor ports in Europe and the American eastern seaboard to Asia. With APL, cargo from Halifax can reach Yokohama in 32 days, whereas the quick-est route from Hamburg, Germany, takes 39 days. Further, Halifax is two days faster to Tokyo than Rotterdam, Nether-lands, and two days faster to Singapore than Savannah, in the United States. As with ports in the West, Halifax is con-nected to CN’s Canada-wide and Class 1 networks across the continent. Halifax is also connected to the Trans-Canada highway and by extension, highways in the United States.

SUEZ CANAL EXPANSION

On August 9, 2015, Egypt celebrated the expansion of the Suez Canal, allowing an increase from 78 ships a day to 97 a day. While some analysts are skeptical that the expansion will increase traffic, Egypt and shipping companies alike are hopeful that the expansion will increase the volume of east-west trade. Maersk

CONNECTINGMARKETS

CANADA’S SHIPPING ADVANTAGES

Trade Trends

PORT-TO-PORT BY TREVOR KENNEDY

T

014 / The Canadian

Canada’s three major Asia-

connected ports have many

reasons to be optimistic ”

Line — one of the shipping companies connecting Canada and Asia — is en-thusiastic about the expansion. Maersk CEO Claus V. Hemmingsen said: “The extension will enable larger vessels to transit, benefiting not only the shipping companies, but also our partners and world trade as a whole.” One clear ben-efit for shippers is the decrease of wait-ing times at the canal from 11 hours to three. The Port of Halifax may benefit from decreased congestion and shorter shipping times through the Suez Canal in between the Asia Pacific region.

PANAMA CANAL EXPANSION

The forthcoming Panama Canal expan-sion will greatly increase capacity of con-tainer ships traversing the canal. Current

ships are limited to 5,000 twenty-foot equivalent units (TEU). When complet-ed, the canal will more than double its current capacity, with a max limit of 13,000 TEU. Ships with such a large ca-pacity are referred to as Post-Panamax. Currently, all three of Canada’s major Asia-connected ports can accommo-date Post-Panamax vessels. Shipping routes connecting the eastern and west-ern seaboard of Canada will be able to increase their capacity, benefitting lines connected to Asia. The Port of Halifax is already well positioned to benefit from the expansion, as its container facilities are equipped to service Post-Panamax vessels. Many of Halifax’s competitors on the eastern seaboard have yet to com-plete updates allowing Post-Panamax

ships. For example, under a proposal from the White House, the Port of Sa-vannah (one of the busiest U.S. ports) is increasing the depth of its port from 13 metres to 14 metres; Halifax already boasts a depth of 17 metres. Canada’s Pa-cific ports are likewise already prepared to service Post-Panamax vessels, both in terms of depth and equipment. Canada’s three major Asia-connected ports have many reasons to be optimistic. Forth-coming trade agreements, better inter-national transport infrastructure and larger, faster vessels will only decrease the cost and time it takes to ship from Cana-da and Asia. Japanese-Canadian trade, in particular, will further benefit due to ge-ographic proximity and the two nations’ increasingly symbiotic trade relationship.

Trade Trends

PORT-TO-PORT SHIPPING TIMES, 2015

The Canadian / 015

Trevor Kennedy is an M.A. candidate in Asia Pacific Policy Studies at the University of British Columbia. He writes on various policy-related issues in Northeast Asia on his blog, Asia Pacific

Policy (asiapacificpolicy.wordpress.com). Follow him on Twitter: @TrevorPKennedy

Throughput in '000,000 TEUs 22.2 33.9 35.0 18.7 5.0 14.1 19.4 16.6 11.7 10.6 2.7 1.0 8.6 2.3 2.9

Prince Rupert 25 -- 25 13 19 25 18 27 23 18 13 15 21 23 --

Metro Vancouver 19 24 16 15 11 -- 15 18 20 19 12 13 -- 16 12

L.A./ Longbeach 18 29 16 17 14 19 14 17 20 17 16 16 19 18 13

Melbourne 19 13 13 20 27 27 18 22 23 17 -- 25 22 25 17

Sydney 16 16 23 17 24 30 22 19 26 14 -- 27 26 22 13

Hamburg 31 26 32 35 41 35 33 31 31 36 38 36 38 35 39

Halifax 49 31 36 31 41 -- 38 34 50 -- 40 39 -- -- 32

New York 39 31 36 33 36 42 35 36 40 36 38 37 41 -- 30

Savannah 40 33 30 29 36 37 31 35 40 37 35 34 36 -- 15

Rotterdam 25 20 30 28 43 38 30 31 24 27 34 32 35 30 35

Valencia 26 21 30 28 -- 34 34 39 36 -- -- -- 36 -- --

Hong Kong

Destination Port

SingaporeShanghai

Busan

TokyoTianjin (Xingang)

NingboQingdao Yantian

KaoshiungNagoya

KobeXiamen

KwangyangYokohamaOrigin Port

Quickest Time Slowest TimeSource: Shipping company websites, accessed August 2015

Canadian ports on the East and West coast are well incorporated into global cargo shipping routes to Asia. Port Metro Vancouver and Prince Rupert boast two of the shortest shipping routes to Northeast Asia. The Port of Halifax—as Canada’s best incorporated port for Asian-bound shipping on the East Coast—is quite comparable to rival American ports on the Eastern seaboard (Savannah and New York) in terms of shipping times to Asia. Shipping times from Halifax to Asia may shorten with the recent expansion of the Suez Canal, and with the forthcoming completion of the expansion of the Panama Canal.

016 / The Canadian

The Canadian / 017

Cool Quebec

CLAIRE DERONZIER IS NURTURING THE QUEBEC-JAPAN RELATIONSHIP

Cover Story

CLAIRE DERONZIER C

I don’t think people realize the interest Japan generates in French-speaking countries”

With 25 years experience in Quebec’s public ser-vice under her belt, Claire Deronzier is a veritable go-getter. A French language communications expert and business strategist, she was appoint-ed Déléguée générale (Delegate General) to the Délégation générale du Québec à Tokyo (Quebec Government Office in Tokyo ) in April 2013 — the second woman in 40 years to be assigned to Japan. She quickly moved up the government ladder, taking on greater responsibilities, notably as assistant deputy minister at the Ministry of Immigration and Cultural Communities, her last job before her posting to Tokyo. A seasoned government official, she is well acquainted with the worlds of politics and diplomacy.

A PROACTIVE NETWORKER

Only six months into her post as Delegate Gen-eral in Tokyo, Deronzier had already organized a number of meetings with political, business and institutional leaders. “In Japan, the quality of the relationships bears as much importance as the product,” she says. “Moreover, for Que-bec, speaking French helps in building rela-tionships with people in political, diplomatic and business circles.”

This strategy “has helped multiply the num-ber of high-level meetings and forge active and collaborative ties with Prime Minister Shinzo Abe’s office.” She notes that in 2014 and 2015 she was able to reach 3,000 people interested in Que-bec’s promotional activities through the Franco-phonie network in Tokyo, Kyoto and Kobe.

Seeing how much interest Molière’s lan-guage generates in Japan, Deronzier made it her duty to secure the post of vice-president

of the Council for the Promotion of la Franco-phonie in Japan. This affiliation enables her to exercise official leadership, even in non-mem-ber states of the International Organization of la Francophonie like Japan.

Last July, Ms. Deronzier and His Excel-lency Ahmed Araita Ali, the ambassador of Djibouti, headed a delegation of seven young French-speaking Japanese (along with Masazaku Nagata from the Prime Minister’s Office) to Liège, Belgium, for the second edition of the French Language World Forum to promote Japan to Francophones from around the world. The Japa-nese delegation, Deronzier says, was the “media’s new darling,” adding: “Several interviews were conducted by prominent media outlets including TV5. I don’t think people realize the interest Japan generates in French speaking countries.”

WHY LEARN FRENCH?

One-third of the participating nations at the 2020 Tokyo Olympics are members of the OIF, which consists of 80 member states and governments (57 members and 23 observers).

BY ANNABELLE LANDRY • PHOTOS BENJAMIN PARKS

018 / The Canadian

“Many volunteers involved in the organization of the 2020 Olympics will elect to learn French, as was the case during the 1998 Nagano Winter Olympics,” Deronzier predicts.

The popularity of French worldwide is explained by the perception many people have of it. “The Japanese romanticize France,” says Deronzier. “While many associate French with arts and culture, others recognize its value — ei-ther for work, overseas travel or a certain lifestyle and underlying values attributable to la Franco-phonie.” Today, with the efforts conducted by the Council for the promotion of la Francophonie in Japan, the Japanese are discovering a new diverse group of countries also speaking French.

The attraction is mutual. “Japan is a wealthy nation that stands at the forefront of technology and is the stuff of dreams,” the Delegate General explains. “The cool Japan, the anime, manga and Japanese creativity all fascinate Franco-phone youth. For the young Europeans, Africans and Americans, Japan is a world to discover.”

FAR AWAY, YET SO CLOSE

For Deronzier, the distance that separates Japan from the Francophone world makes it somewhat inaccessible. In Liège, she recounts that “meeting young Japanese people who can speak French was a revelation for many Fran-cophones. People suddenly realized that it is possible to get closer to Japan, in French, and to maintain ties through social media.”

For Quebec, which ranks third worldwide in terms of video game development and 3D anima-tion techniques, “digital technology is not only essential, it is a lever for the economic growth of the entire cultural network, transforming how we create and spread culture,” Deronzier says. She adds that “the talk now is of the Francopho-nie Economic Space.” In order to reach a broader Japanese public, the Quebec Government Office in Tokyo has revitalized its website, doubled its Twitter followers and created a Facebook page in both French and Japanese.

QUEBEC’S LIFESTYLE AND CULTURE

Quebec has made a name for itself through its dynamism, innovation and internationally acclaimed cultural products. “When you put together Quebec’s gastronomy, fashion, culture and design — we have a new francophone life-style from North America — something quite appealing to the Japanese,” says Deronzier.

“The reputation of Quebec’s culture helps support the Delegation’s activities — especially trade and diplomatic — with its Japanese part-ners,” she continues. “Part of doing business is

Cover Story

The reputation of Quebec’s culture helps support the

Delegation’s activities with its Japanese partners ”

The Canadian / 019

getting to know your partner better. Enjoying cul-ture or sports may create bonds between people. We know that people in Quebec and Japan share a deep interest in cultural activities. One recent example is Ovo a Cirque du Soleil production with its 585 performances in Japan that drew an amazing number of spectators. And their 2016 tour, Totem has already been announced.”

On the music scene, the prestigious Montreal Symphony Orchestra, led by none other than Jap-anese-born American conductor Kent Nagano, gave performances in five Japanese cities in 2014.

Japanese fans of Quebec movies are also legion. “Out of six Canadian movies — five of those presented at the 2014 Tokyo International Film Festival — were from Quebec,” remarks Deronzier proudly. Conversely, Japan’s film industry is present in Quebec, notably thanks to the Japanese Film Festival in Montreal.

A WIN-WIN SITUATION

In 2014, Japan was the seventh largest global importer of Quebec goods, Deronzier reveals. With over 45 per cent of Quebec’s GDP deriving from its exports of goods and services, free trade agreements are one way to facilitate the inter-nationalization of companies. By lowering entry barriers, these agreements improve Quebec companies’ competitiveness in these new mar-kets. “Another way to increase win-win business activities is through the creation of joint ven-tures and strategic alliances,” says Deronzier.

“Last year’s implementation by Sony Corpo-ration and Hydro-Quebec of a new joint venture dedicated to research and development of a large-scale energy storage system for power grids

is particularly significant given the decision to implement the company in Quebec,” the DGQT says. For Sony, this association is an opportunity to benefit from Hydro Quebec’s extensive knowl-edge of rechargeable lithium-ion batteries.

A DRIVING FORCE IN THE GREEN ECONOMY

In an effort to reduce its carbon footprint, Que-bec adopted the Sustainable Development Act in 2006. The DGQT reports that “Quebec’s economy is amongst those with the highest standards in terms of protection of the environment,” citing the province’s creation of a regulated carbon market in January 2013 as “a veritable driving force for business opportunities in this sector.” This month, a delegation of over twenty re-searchers and high-level business represent-atives from Quebec — the largest in recent years — will be participating in the Science and Technology in Society forum (STS) in Kyoto. “Quebec has a growing interest in research and technological development partnerships with Japan,” the DGQT says. A joint Quebec-Kyoto seminar on environmentally sustainable cities will take place concurrently.

A strategic alliance between Nissan and Hy-dro-Quebec, which has enabled the province to expand Electric Circuit — its first 400-volt public charging network — was inaugurated in March 2011 only a year after Nissan launched the Leaf, the first 100 per cent electric consum-er car. “Since then, 109 private and institu-tional partners have joined the Electric Circuit initiative and the network now has over 4 500 members,” the DGQT reveals, adding Nissan’s financial contribution will help install 25 addi-tional rapid charging stations by 2016.

MEDICAGO: A FRUITFUL INVESTMENT

A C$245 million investment by Mitsubishi Tanabe Pharma in Medicago — expected to cre-ate 200 new jobs — illustrates both Japan’s desire to expand its presence in Africa and Quebec’s wish to reinforce its position as a key biotechnol-ogy player in the global industry. This partner-ship helped finance the development of new experimental vaccines for the treatment of Ebola.

As a member of the CCCJ, Claire Deronzier is determined to carry on with her networking efforts. “I want to encourage enterprises from Quebec to actively participate in the Chamber’s activities so that they can contribute to and extend the intercultural dialogue and friendship exchange with their Japanese counterparts.”

As a final note, she offers: “I extend an invi-tation to these businesses to help develop, with the Canadian Chamber of Commerce in Japan, a strong and dynamic presence for Quebec!”

Cover Story

Q&AWhich sectors of economic, social and cultural activity are the Delegation General in Tokyo promoting?

- The agri-food sector is our most important [sector]; it’s 40 per cent of Quebec’s exports to Japanese markets — Japan mainly buys pork meat, duck, soy beans and maple products. We’re also involved in aerospace, IT and animation, circus arts, dance, music, theatre and cinema.

What are some of the key competitive advantages Quebec has to offer to Japanese investors?

- Quebec offers access to highly skilled and stable human resources, and the low cost of hydro electricity is also an advantage in terms of operating costs. Moreover, the government offers tax credit programs and our public agency, Investissement Québec, is available to assist foreign companies in Japan and can provide financing. Finally, companies have access to a very large market like the U.S. through NAFTA, and now also through the Europe-Canada agreement, especially with regards to France.

Did you know…There are over 125 million French learners worldwide, 800,000 in Japan alone (OIF, 2014).

The number of French speakers worldwide should reach 500 to 700 million people by 2050 (OIF, 2014).

Together, Francophone and Francophile countries represent […] 16% of the world GDP and nearly 14% of the global energy and mine resources. (Attali, 2014)

Nearly half of the electric cars on the road in Canada are registered in Quebec (DGQT, 2015).

Delegate General Claire Deronzier presenting the motion for peace adopted by the Quebec National Assembly to Kazumi Matsui, mayor of Hiroshima. Montreal and Hiroshima have been sister cities since 1998.

020 / The Canadian

Asia Pacific View

BY STEWART BECK

ASIAN MARKET GROWTH

FREE TRADE PIVOT POINT

THE TPP IS CANADA’S OPPORTUNITY TO PUNCH ABOVE ITS WEIGHT

A

Tony Nowell ABAC New Zealand representative and co-chair of the APEC Policy Partnership for Food Security. Photo courtesy Josh Fee.

The Canadian / 021

In his bestseller Moneyball: The Art of Winning an Unfair Game, author Michael Lewis quotes Bill James, ar-guably the key disruptor of traditional baseball thinking: “If you challenge conventional wisdom, you will find ways to do things much better than they are currently done.” Canada is at a pivot point with the Trans-Pa-cific Partnership (TPP), and we will be forced to challenge conventional wisdom around our antiquated system of supply management.

Recent rumblings that the U.S. is so frustrated with Canada’s reluctance to lower barriers to agricultural trade that it is considering completing a TPP that excludes us only heightens the pressure to address outstanding issues that are holding up the final text of the agreement.

This may require leveraging our country’s heavily protected supply management system as a bargaining chip in the negotiations. While critics believe this would deliver a knockout blow to our dairy and poultry indus-tries, the dismantling of Canada’s sup-ply management system should not be seen as a threat, but as an opportunity to make Canadian exports in these industries globally competitive.

The easing or elimination of Can-ada’s supply management system has the potential to affect the livelihoods of dairy and poultry farming families across Canada and millions of Canadi-an consumers, but there is an element here of short-term pain for long-term gain. Using the lessons learned from previous FTAs and from other countries that have gone through similar dereg-ulation, Canada can create substantive export industries with a competitive presence in international markets.

The pursuit of free trade in Canada has often coincided with dire predic-tions of a demise of our small-scale Canadian agricultural industries. In the lead up to the completion of the North American Free Trade Agreement (NAFTA), for example, many pundits predicted the end of Canada’s protect-

ed wine industry if it were opened up to competition with larger, more well-es-tablished producers in California.

More than 20 years after NAFTA came online, Canadian wineries are thriving and have made significant in-roads into U.S. markets, and as a result are more competitive globally. In 2014, Canada’s wine exports totalled more than C$70 million.

At a recent Asia Pacific Foundation of Canada roundtable on the TPP, John Skinner, the proprietor of Painted Rock Estate Winery in Penticton, British Columbia, described a sizeable new

wine deal he’d struck with China. This was welcome news — who could have imagined such an agreement being reached back in 1989, when the indus-try feared the U.S. under NAFTA would crush it?

“There is great demand in key markets among Asia’s established and emerging economies, especially China, and it’s important for Canadian wines to make the effort to win their business,” said Skinner. “The fears of those early NAFTA days have not materialized — in fact, our industry has been strengthened through greater competition.”

Looking further afield, Canada can take lessons from Australia and New

Zealand. New Zealand fully deregu-lated its domestic milk market in 1993, while Australia finalized deregulation in 2001. In Australia, the government provided transition payments to dairy farmers funded through a temporary levy on milk, as the country moved to a more open market system.

Removing regulatory constraints and subsidies in New Zealand and Australia has led to significant export growth in the dairy sector. New Zealand now exports 95 per cent of its dairy production, compared to only five per cent for Canada.

At APF Canada’s recent APEC Busi-ness Advisory Council (ABAC) Executive Roundtable in Toronto, New Zealand’s ABAC representative Tony Nowell said a highly protected approach to market growth and stabilization ultimately constrains productivity, innovation and agricultural performance.

“Our farming community has responded to the removal of those constraints with more consolidation, more competition, more innovation and vastly more productivity, to the point where we now boast the world’s largest dairy company and global dairy trader,” explained Nowell, also co-chair of the APEC Policy Partnership for Food Security. “We have no doubt that a sim-ilar outcome is on the table for Canada, and I am absolutely convinced that New Zealand dairy investors would be helping to lead the way.”

In 2014, New Zealand shipped over US$3.5 billion worth of dairy to China, New Zealand’s largest destination for dairy-based goods. In contrast, Can-ada’s dairy exports to China in 2014 amounted to US$4.3 million.

After 19 rounds and numerous officials meetings, TPP negotiations are nearing completion. What Canadians need to realize is that by addressing our supply management system within the context of the TPP, we have an opportu-nity to develop dairy and poultry export industries that will allow Canada to punch above its weight — and we should anticipate a massive market in Asia.

Stewart Beck is the president and CEO of the Asia Pacific Foundation of Canada, a not-for-profit

organization focused on Canada’s relations with Asia

Asia Pacific View

The fears of those early

NAFTA days have not materialized

— in fact, our industry has been

strengthened through greater competition ”John Skinner, Painted Rock Estate Winery

022 / The Canadian 022 / The Canadian

Member Profile

MARC BOLDUCM

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BY JEFF W. RICHARDS

The Canadian / 023

A native of Montreal, Marc Bolduc first arrived in Japan in 1997 as a student on a working holiday visa. After becoming in-terested in Japanese at McGill University (where he minored in East Asian Studies), Bolduc studied for two years at a senmon gakko (professional training college) in Yokohama — a city where he also taught both English and French. This allowed him to get his bearings in a country that would welcome him again 10 years later when he returned to work for Hitachi High-Tech in its corporate strategy division in Tokyo.

Now, Bolduc is back-and-forth from Vancouver to Japan regularly as pres-ident of a joint venture company be-tween Hitachi High-Technologies and Air Water Plant & Engineering co-or-dinating the manufacture and sales in North America of tank containers used for transporting liquefied natural gas (LNG) and related products crucial to the distribution of LNG to remote customers around the world.

He is also the current vice-chairman of the Canadian Chamber of Commerce in Japan — a position he’s set to vacate when his term is up this October. “I first heard about the CCCJ around 2010 from business contacts,” he says. “I joined the Chamber because I was looking to ex-pand my network of contacts between Canada and Japan.”

On this he was successful. Not only did he meet other members and new contacts, but he also made strategic connections on both the business and political fronts, which he sees as keys for one’s success in the international corpo-

rate business world. One of those new contacts was none other than current chairman Wilf Wakely.

“Wilf made me realize that all mem-bers of the CCCJ could have an influence on the Canada-Japan business relation-ship,” he says. And that influenced him to run for the board of governors because, as he recalls: “Being on the board I could have an even more fruitful experience.

When asked about what project or committee he found the most interesting, Bolduc immediately names the Events Committee. “It was the first committee I joined. I believe it’s a crucial committee for the CCCJ as the one that helps to shape the organization’s image,” he says. “I worked on several events, but the one that I found the most rewarding was the Energy Round-Up in November 2014. This one event brought many of the leading industry play-ers together to discuss topics of interest for Canada-Japan LNG projects.”

One of the things you learn rather quickly if you spend time with mem-bers of the CCCJ is the fact that they are all hands on — and a chorus echoed among them is “get involved.” Bolduc happily picks up the refrain when asked about his advice for new joinees: “Yes! I think new members should get involved as much as they can! The more you in-vest yourself in the CCCJ, the more you will benefit from your involvement.” He suggests that if members give just one to two hours of their time each week to a committee, their actions will have “a considerable impact on the Canada-Ja-pan business community.”

As he reflects on his time as vice-chairman, Bolduc sees there are advocacy issues that the Chamber must continue. “I be-lieve that free trade agreements, energy and direct investment via private-pub-lic partnerships are some of the current agendas we should continue to explore on the economic front,” he says. “On the political side, things like voting rights for Canadian citizens residing overseas are important platforms for further CCCJ advocacy.”

He encourages members to get in-volved and join Chamber committees. When asked if he had any message for the new board, Bolduc says: “Continue to be active on as many committees as you can — even after being elected. Being a board member is about leadership and lead-ership needs to be continued from the grassroots level in order to bring mean-ingful impact to the CCCJ.”

The more you invest yourself in the CCCJ, the more you will benefit from your involvement ”

Invest In Your Chamber

OUTGOING CCCJ VICE-CHAIRMAN MARC BOLDUC HAS A MESSAGE

Member Profile

MARC BOLDUC M

024 / The Canadian

Report

TEXT & PHOTOS BY ANNABELLE LANDRY

Gender Diversity Roundtable

Akiko Kosuda, member of the CCCJ’s Honorary Board of Advisors and a senior advisor to the Japan PFI/PPP association, hosted the McGill MBA Japan Gender Diversity Roundtable at TMI Associates, Roppongi Hills on June 23rd. At the event, several members from the CCCJ’s business community and greater international chamber network participated in a discussion on the challenges of gender diversity in the Japanese and global corporate worlds.

STILL A MAN’S WORLD

Suzanne Lang, the director of food and beverage for the Roppongi Hills Club, took the podium first that evening. “Before coming to Japan, I worked in Dubai for seven years. Upon moving here, I was constantly asked: ‘Didn’t you have problems as a woman working in Dubai?’ But as long as I’ve been here, I’ve felt it was easier to live and have a career in Dubai,” she said. “I really felt as a woman you make a big step back [coming here].”

As the first woman to ever be promoted to the position of food and beverage director in Tokyo, Lang observed that the hospitality scene here is still predominantly an “all boys club.” Unlike other countries where women are better represented, in Japan, they are often relegated to traditional “female” jobs. “In hotels all over [Tokyo] women are very successful in the front office, housekeeping or the spa; but in other fields of hospitality, they’re almost nonexistent.”

Yo Omoto, the regional medical liaison at Amgen Astellas BioPharma, agreed. “The doctors I deal with are men. I don’t have any female [counterparts], only male. I do hope to see a change.”

Even at Uniqlo operator Fast Retailing, a company where women outnumber men, they are still underrepresented in management-level positions. However, Younghee Seo, the company’s corporate public relations manager, said its president is committed to “increasing the number of women in management positions,” which is a major step towards building a better balance of women in the workforce.

MENTORING PROGRAMS

Years ago, when working as Tokyo human resources director for a very large American company, Kosuda said she used “external pressure to change the CEO’s mind.” Noticing the low percentage of women in management, she wrote a proposal aimed at promoting female employees. “The CEO declined, stating [it] was unfair to men, that the company should treat them equally. That’s when I decided to invite the senior vice-president of diversity and inclusion from our U.S. head office to come and talk to him.”

For Monica Merz, the president of Toys “R” Us Asia Pacific, giving women “encouragement that they can go on maternity leave and come back” is paramount to attracting and retaining talent. “In Canada, we had many women who were

WORKPLACE EQUALITYR

CULTIVATING EQUALITY IN THE JAPANESE WORKPLACE

Akiko Kosuda, host of the CCCJ-McGill MBA Japan Gender Diversity Roundtable at TMI Associates in Roppongi Hills.

The Canadian / 025

Report

WORKPLACE EQUALITY

in management positions leave for not just one, but a number of maternity leaves. [For example], one of our very senior people right now left [twice] and each time came back to the same job and was eventually promoted; she’s probably in that sort of second level underneath the president.”

Another woman was promoted before she gave birth as an incentive for her to return. In both cases, Merz said, “We had a position available and we felt [they] had the capabilities so we promoted [them].”

While such programs are effective, Omoto stressed that they should be offered early in the employees’ careers. “The motivation to be there, get promoted and [stick with] the company is created right at the beginning when you start working.”

GENDER BIAS & EXPECTATIONS

When she joined Lixil, Chiaki Hashiba said she was the only female engineer and so for months she had nothing to do and quickly lost interest. Then, she joined the marketing department for a year. “I called the customers to try and understand the company better.” Step by step, she climbed up the ladder and was eventually promoted to senior manager. “I listen to customers,” she said. “I know what they want and so I can do product planning and achieve success.”

According to Noriko Ishida, assistant director of the McGill MBA program, customer expectations can also impede a woman’s career advancement. Despite her previous company’s attempt to put more women into management positions, “it wasn’t well received by the clients because they wanted a male buchou (director) or kachou (section chief), not a female one,” she said.

Ishida, who used to be a kakarichou (chief clerk), recounted that whenever customers saw that title on her business card, they always asked her: “So, who’s your kachou?” That was fifteen years ago. “But it’s still old fashioned,” she added.

FLEXIBLE WORKING CONDITIONS FOR EVERYONE

Miki Tomoeda, who worked in a male-dominated environment at a business consulting company for 12 years before venturing out on her own, said she provided flexible working conditions “not just for [herself], but for her team as well.”

“Flextime doesn’t just benefit women,” Tomoeda pointed out. For those employees who must remain connected 24–7, working from home can help bridge the gap. Also, people can enjoy spending more time outside their workplace, have some time with their families, for hobbies… whatever,” she added.

Another practice that works well, according to Omoto, is to have “childcare facilities right at the site.” Couples can conveniently drop off and pick up their children before and after work, thus reducing traveling time, lowering stress levels and, ultimately, increasing productivity.

“Managing time and expectations [...] creates a better environment, not just for your team, but for the clients and the company,” concluded Tomoeda. “Trouble is: we talk about efficiencies, we talk about best practices, but if we don’t follow it ourselves, it just doesn’t stick.”

One thing all who presented at the seminar agree on: it’s time for Japanese companies to adopt more measures to ensure that more employees — men and women, married or single — take their allotted personal, parental and sick leaves. Only then can a real change in corporate behaviour actually ensue.

If you’re interested in taking part in the CCCJ-McGill MBA Gender Diversity Roundtable series, upcoming events will be held at the Roppongi Hills Club. Please visit the CCCJ website for more details: cccj.or.jp/en.

R

CULTIVATING EQUALITY IN THE JAPANESE WORKPLACE

In hotels all over Tokyo, women are very successful in the front office, housekeeping

or the spa; but in other fields of hospitality,

they’re almost nonexistent”

026 / The Canadian

PAST EVENTSCHAMBER GOINGS ON AND BEYOND

Timeline

LOOKING BACKT

SUMMER EVENING PARTY — June 24One of the most popular joint-chamber functions of the year, the summer cocktail party attracted a crowd of 400 business people from several chambers to the Roppongi Hills Club on the 51st floor of the Roppongi Hills Mori Tower. It was an evening of networking, conversation, free flow beverages, a top-notch standing buffet and great prizes topped off by a cool, ambient jazz-blues-pop set from diva Eimy, aka Blue Apple Yokohama.

NAKANO BEER GARDEN MATSURI— July 31Guests helped raise enough money for over 1,000 books in support of Room to Read at the Footnik pub in Nakano as part of the Beers for Books campaign supported by the CCCJ along with Mobile Monday and Tokyo Startups United. For every drink sold, Footnik donated ¥100 to fund local language books to empower children in developing countries via literacy and gender equality in education.

TOKYO BAY CRUISING— September 10Following two days of hard rain from Typhoon Etau, CCCJ members braved the elements for a fresh-air evening cruise around Tokyo Bay from Takeshiba Pier. Gathered on the top deck of a multi-story ferry, guests enjoyed a casual networking event while cruising past some of the city’s most wellknown landmarks.

CANADA DAY— July 1The 2015 CCCJ Canada Day party at the Tokyo American Club drew a crowd of 80 distinguished guests and members of the Canuck community-at-large in Tokyo. Following greetings from chairman Wilf Wakely and vice-chair Marc Bolduc, Canada’s Ambassador to Japan, His Excellency Mackenzie Clugston offered some warm remarks in celebration of Canada. Former Japanese Ambassador to Canada, Sadaaki Numata, offered the evening’s official kanpai (toast). The event also recognized the 50th anniversary of the raising of our iconic red-and-white maple leaf flag over Parliament Hill in 1965.

CCCJ ALUMNI MIXER— September 18CCCJ members and alumni associations from Canadian universities (McGill, Simon Fraser, UBC and University of Toronto) packed Roppongi BrewDog for a laid back, no cover charge “Back to School” mixer. People in attendance were diverse in background and industry, but all shared a common Japan-Canada link.

CHAMBER GOINGS ON AND BEYOND

T O K Y O 2 0 1 5

M A P L E L E A F G A L A

O n N o v e m b e r 1 3 t h , 2 0 1 5t h e C a n a d i a n C h a m b e r o f C o m m e r c e i n J a p a n h o s t s i t s a n n u a l M a p l e L e a f G a l a

i n t h e p r e s e n c e o f H e r I m p e r i a l H i g h n e s s P r i n c e s s Ta k a m a d o & H i s E x c e l l e n c y , A m b a s s a d o r o f C a n a d a t o J a p a n M a c k e n z i e C l u g s t o n .

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c o m m u n i t y e v e n t i n T o k y o , a n d 2 0 1 5 m a r k s i t s 3 7 t h y e a r .“ E n e r g i z i n g S y n e r g i e s ” i s t h e t h e m e ,

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F o r i n f o r m a t i o n o n e v e n t d e t a i l s , t i c k e t s a n d r e g i s t r a t i o n ,

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* * *T o k y o A m e r i c a n C l u b | N o v e m b e r 1 3 t h , 2 0 1 5 | 1 8 : 3 0 - 2 3 : 4 5

028 / The Canadian

Calendar

DATEBOOK

Events/AUTUMN–WINTER 2015

C

6OCTOBER

2015 NAFTA Pacific Regional PPP UpdateThe embassies of Canada, Mexico and the United States, in partnership with the Canadian Chamber of Commerce in Japan, will hold a conference on public-private partnerships (PPPs) and opportunities in the NAFTA region. Interest in overseas PPP opportunities is growing among Japanese investors, driven by anticipated returns that are greater than those realized in Japan. At this conference, experts from both the public and private sectors will discuss the current state of PPP projects in Japan, North America (including Canada, the U.S. and Mexico) and Asia, as well as the opportunities and challenges these present to investors. Canadian and other global PPP players in engineering procurement, construction and finance, should plan to attend.

Date: Oct 6Time: 9:30 a.m. – 5:40 p.m. (reception to follow)Location: Embassy of Canada to Japanwww.cccj.or.jp/en/event/2015-P3-Update

9OCTOBER

15 OCTOBER

CCCJ–McGill MBA Japan Gender Diversity Roundtable Series: “Promoting Men’s Ownership”This breakfast roundtable discussion session is part of the CCCJ’s gender and diversity events and advocacy series. The sessions aim to catalyze and support gender differences and inclusion efforts by giving participants a chance to discuss meaningful ways in which gender gap issues can be challenged.

Date: Oct 15Time: 8 a.m. – 9 a.m.Cost: FreeLocation: Roppongi Hills Club

1OCTOBER

Classic American Pop-Up BarSpend some Thursday and Friday evenings in the cooler autumn season with classic Americana from the 1960s and 70s — an era when pop culture flourished among American youth, a period often recognized by malt shops, diners, drive-in movies and jukeboxes. Grand Hyatt Tokyo will reinvent these times, offering oldies music and classic American-inspired snacks in a spacious outdoor environment in the hotel’s Chapel Garden, adorned with nostalgic props. Guests will be able to relax and enjoy popular music from the era and savor classic American snacks and free-flowing beverages, including Budweiser beer, Jim Beam bourbon and soda pops, while allowing themselves to slip back into the nostalgia of a bygone era.

Date: Oct 1, 2, 8, 9, 16 & 23Time: 5 p.m. – 9 p.m.Cost: ¥6,000 per person, classic American set menuLocation: Chapel Garden, Grand Hyatt Tokyo

Mercedes-Benz Cole Haan CupThe 2015 Mercedes-Benz Cole Haan Cup will be played at the same venue as previous years — the Atsugi Kokusai Country Club in Kanagawa Prefecture. The organizing task-force is working hard to make this a memorable event for all participants. There will also be an after-party on October 14 at Mercedes-Benz Connection in Roppongi.

Date: Oct 9Time: 8:30 a.m.Location: Atsugi Kokusai Country Clubwww.dccgolf-japan.com/index.html

The Canadian / 029

Calendar

DATEBOOK C

31 OCTOBER

Champagne Glitz Nights at The Oak Door BarEvery last Saturday of the month for the rest of the year, The Oak Door Bar on the sixth floor of the Grand Hyatt Tokyo will host a Champagne Glitz Night. Each month features a different brand of exclusive bubbles (available to purchase by the bottle for ¥6,000), resident DJ Guy Perryman spinning lounge worthy tunes and if you purchase a bottle you will automatically be entered to win a magnum of champagne at midnight. October’s event is a Halloween special featuring Veuve Clicqot while November will be a Bollinger James Bond inspired evening and December chills with Billecart Salmon.

Date: Oct 31, Nov 28 & Dec 26Time: 6 p.m. – midnightCost: ¥6,000 per bottleLocation: The Oak Door Bar, Grand Hyatt Tokyo

22OCTOBER

A Quebec Evening in RoppongiThe Quebec Delegation to Tokyo and the CCCJ will host a networking event celebrating the feature story in the current issue of The Canadian. CCCJ members are invited to mix and mingle at the Roppongi Hills Club Star Bar and its VIP lounge — complete with a star-lit ceiling and a glamourous night view overlooking Shinjuku and Ikebukuro — at a discounted rate of just ¥4,000. Tickets include admission to the event, a standing buffet and free flowing beverages.

Date: Oct 22Time: 7 – 9 p.m.Cost: ¥4,000 (CCCJ members), ¥8,000 (non-members)Location: Roppongi Hills Clubwww.cccj.or.jp/en/event/quebec-evening-roppongi

13NOVEMBER

2015 Maple Leaf Gala The annual Maple Leaf Gala, in the presence of Her Imperial Highness Princess Takamado and His Excellency, Ambassador of Canada to Japan Mackenzie Clugston, is the flagship Canada-Japan community event in Tokyo and 2015 marks its 37th year. The CCCJ events committee is planning a festive evening of prizes and entertainment, as well as excellent Canadian wine and food.

Date: Nov 13Time: 6:30 - 11:45 p.m.Location: Tokyo American Clubwww.cccj.or.jp

Mark your calendars, the CCCJ is pleased to invite you to the 22nd annual Joint Chamber Bonenkai, the year-end networking party for a diverse crowd of business people from domestic and international business chambers in Japan. Guests this year are welcomed to Canada’s Embassy to Japan for one of the finest bonenkai parties in Tokyo, complete with a grand standing buffet, free flow drinks, prizes and entertainment. Last year’s party attracted a lively crowd of 300 guests from 10 different chambers of commerce.

Date: Dec 10Time: 6:30 – 8:30 p.m.Cost: ¥8,500 (members), ¥11,000 (non-members)Location: Embassy of Canada to Japanwww.cccj.or.jp/en/event/cccj-joint-chamber-bonenkai-2015

CCCJ Joint Chamber Bonenkai

10DECEMBER

030 / The Canadian

The Canadian / 031

AIU Insurance Company JapanStarting business as a general insurance company in Japan in 1946, AIU Insurance Company, Japan Branch is locally incorporated and started business as AIU Insurance Company Ltd. in April 2013. AIU accesses the worldwide network and overseas market experience of American International Group (AIG), as well as its long proven track record in Japan, to provide customers with reliable insurance products and services.

HQ VancouverThe Business Council of British Columbia (BCBC), the Government of Canada and the Province of British Columbia have entered into a partnership and funding agreement to establish HQ Vancouver. With a focused approach, this initiative will leverage Canada’s and British Columbia’s strategic location, high-quality infrastructure, sound government, and diverse and well-educated population to attract expanding medium-to-large sized Asian corporations to establish their North American head offices in the province.

Nakai Immigration ServicesAs a boutique immigration law firm with over 20 years of experience, we provide one-stop professional legal services to obtain visas for Japan. Our team includes gyoseishoshi (immigration) lawyers, a US attorney at law, a former supervisor at the Tokyo Regional Immigration Bureau and a labor and social security attorney. Our multilingual staff speak native English, Spanish, native German, Chinese and Korean apart from Japanese. Correspondence is available in all of these languages.

Tokyo Counselling ServicesTokyo Counseling Services mental health counseling professionals are qualified JSCCP clinical psychologists licensed to practice in Japan. Counseling services are available in English, Chinese, French, German, Korean, Japanese and Portuguese. In addition, Tokyo Counseling Services founded and supports the non-profit organization Allied Psychotherapy Relief Initiative for the Children of Tohoku (APRICOT).

JAL CAE Flight Training (JCFT) Co. Ltd. JCFT is a joint venture between CAE, a world-leading Canadian flight simulator manufacturer and training provider, and Japan Airlines. Our training center is located at Haneda Airport, where we provide airline operators the most comprehensive portfolio of pilot training and simulator maintenance services available in commercial aviation. Our team of experts provide customer focused solutions tailored to airline training requirements.

Nakagawa Japan Co. Ltd. Tower KnivesLocated in the heart of Osaka, Nakagawa Japan Co. Ltd. is a small trading company specialized in facilitating business relations between Japanese and international companies. Founded in 2012 with a focus on the export of Japanese-made knives, the company has since grown in volume and expanded its product ranges.

Solar Power Network K.K.Solar Power Network (SPN) is a wholly employee-owned Canadian power company founded with the goal of bringing Ontario into the renewable future. By installing high-yield, low-angle solar panels on unused commercial, institutional and industrial rooftops; SPN generates green energy locally—for local consumption. In addition to eliminating the losses associated with long-distance energy transportation, these installations provide peak power at times of peak consumption, thus reducing the province’s reliance on fossil fuewwls. SPN uses regional installation and operation teams for all sites, resulting in local jobs and commerce.

Scotia Securities Asia LimitedScotia Securities Asia Limited is an invest-ment banking arm of Scotiabank and pro-vides financial services such as fixed income, equities and M&A advisory.

Borden Ladner Gervais LLP (BLG)Borden Ladner Gervais is a pre-eminent full-service, Canadian law firm focusing on business law, commercial litigation and intellectual property solutions for our clients. BLG are experts in business and corporate commercial areas, electricity markets, public-private infrastructure projects as well as being a charities and not-for-profit solicitor.

New MembersDirectory D

Corporate

Corporate Sustaining

Corporate Non-Resident

Small Business & Professional

Directory

PwC CanadaIn Canada, PwC (PricewaterhouseCoopers) has more than 6,500 partners and staff in locations from St. John’s, Newfoundland to Victoria, British Columbia. With more than 100 years of excellence in Canada, we provide industry focused assurance, advisory and tax services for public, private and government clients. As part of a larger network of over 180,000 people in 158 countries, we work to provide clients with the best of our collective thinking, experience and solutions to build public trust and enhance value for our clients and their stakeholders.

032 / The Canadian

Accounting & Tax

KPMGwww.kpmg.com

Manulifewww.manulife.co.jp

Nagamine & Mishimawww.nagamine-mishima.com

Solid Japan K.K.www.solidjapan.com/global

PwC Canadahttp://www.pwc.com/ca/en

Takahashi Tax & Accounting Officehttp://tk-tax-accounting.com

Advertising & Marketing

HQ Vancouverwww.bcbc.com/hq-vancouver

Southwestern Ontario Marketing Alliancewww.somasite.com

Airlines & Aerospace

Air Canadawww.aircanada.jp

Avcorp Industries Incwww.avcorp.com

Bombardier Aerospacewww.bombardier.com

JAL CAE Flight Training(JCFT) Co. Ltd. http://www.jalsim.com/

Associations & Foundations

The Board Director Training Institute of Japan (BDTI)http://bdti.or.jp/english

Canadian Chamber of Commerce/ La Chambre De Commerce Du Canadawww.chamber.ca

Canada’s Research-Based Pharmaceutical companieswww.canadapharma.org

The Canada-Japan Societywww.canadajapansociety.jp

Japan Automobile Manufacturers Association of Canadawww.jama.ca

Japanese Canadian Cultural Centrewww.jccc.on.ca

The Japan Chamber of Commerce and Industrywww.jcci.or.jp

Japan PFI/PPP Associationwww.pfikyokai.or.jp

The Japan Societywww.japansocietycanada.com

The Overseas Construction Association of Japan Inc.www.ocaji.or.jp

Tokyo American Clubwww.tokyoamericanclub.org

Audio, Visual & Media

Vanten K.K.www.vanten.com

Vega Projecthttp://vega-global.co.jp

Automobiles &

Toyota Motor Corporationwww.toyota.co.jp

Banking, Investment

CIBC World Markets (Japan) Inc.www.cibcwm.com

Manulifewww.manulife.co.jp

RBC Royal Bankwww.rbccm.com/japan/jp

Regalia Financial Groupwww.regalia-financial.com

Scotia Securities Asia Limited (Tokyo Branch)www.scotiasecurities.jpn.scotiabank.com

TSI International Groupwww.tsi-international.comwww.tsi-direct.com

Tokyo Investment Research Services Inc.

Building Products & Construction

2x4 Applied Technologieshttp://2x4appliedtechnologies.com

Canada Woodwww.canadawood.jp

Icynene Asia Pacific Inc.www.icynene.co.jp

TSI International Groupwww.tsi-international.comwww.tsi-direct.com

Tsuda Sangyowww.tsuda.co.jp

Xypex Chemical Corporationwww.xypex.com

Consulting

Apex K. K.www.apexkk.com

Ashton Consultingwww.ashton.jp

C-Mach Internationalwww.cmach-int.com

Currie & Brownwww.curriebrown.com

Focus Cubed Inc.www.focus-cubed.com

Slate Executive Search Groupwww.slate.co.jp

Strategic Consulting Japan G.K.www.consulting-japan.com

Consumer Products

GaiaWorks Inc.www.gaiaworks.com

Toys “R” Us, Japanwww.toysrus.co.jp

Tower Knives Osakawww.towerknives.com

Education

Eurocentres Canada / Oxford International Education Group www.languagecanada.com

Hello Kids Myogadaniwww.hellokids-myogadani.jp

MacEwan Universitywww.macewan.ca/asiapacific

McGill MBA Japanwww.mcgillmbajapan.com

Energy

Canadian Solarhttp://canadiansolar.co.jp

Daruma Energyhttp://en.darumaenergy.com

FortisBCwww.fortisbc.com

Directory

Members DirectoryMEMBERSD

The Canadian / 033

Directory

Solar Power Network K.K.http://solarpowernetwork.co.jp

Engineering

Avcorp Industries Inc.www.avcorp.com

JGC Corporationwww.jgc.co.jp

Linamar Japan Inc.www.linamar.com

West Nippon Expressway Companyhttp://global.w-nexco.co.jp

Food & Beverage

KMDI Internationalhttp://kmdi.co.jp

Maple Leaf Foods Japan Inc.www.mlfj.jp

Royal Canadian Water Company Ltd.www.royalcanadianwater.com

Forestry

Interexhttp://interexfp.com

TimberWest Forest Corp.www.timberwest.com

General Trading Houses

Hitachi High-Technologies Corporationwww.hitachi-hitec.com

Mitsubishi Corporationwww.mitsubishicorp.com

Government Representatives

Alberta Japan Officewww.albertacanada.com/japan

British Columbia Trade and Investment Office, Japanwww.britishcolumbia.ca

Délégation générale du Québec à Tokyowww.mri.gouv.qc.ca/tokyo

Embassy Of Canadawww.canadainternational.gc.ca/japan-japon

Ontario International Marketing Centrewww.investinontario.com

Yukon Government Economic Developmentwww.economicdevelopment.gov.yk.ca

Health & Wellness

Inaba Dental Clinicwww.ireba-inaba.jp

High Technology

TechInsights Japan K.K.www.techinsights.com

Thaleswww.thalesgroup.com/en

Hotels & Accommodation

Grand Hyatt Tokyohttp://tokyo.grand.hyatt.com

New Otani Co. Ltd.www.newotani.co.jp

Holding Companies

Lixil Group Corporationwww.lixil-group.co.jp

Human Resources

Pasona Canada Inc.www.pasona.comwww.pasonagroup.co.jp

Randstad K.K.www.randstad.co.jp

Insurance

AIU Insurance Companywww.aiu.co.jp

Bridges International Insurance Servicewww.biis.ca

Manulifewww.manulife.co.jpInterpretation &

Translation

Office M-Brains

Thomas Consultants International Co. Ltd.ww.thomasconsultantsintl.com

YPS Internationalwww.yps-international.com

IT & Software

Emissary Computer Solutions www.emissary.co.jp

Lawyers & Legal Services

Borden Ladner Gervais LLP www.blg.com/en

Bull Housserwww.bht.com

Davis LLP – Davis & Takahashiwww.davis.jp

Gowling Lafleur Henderson LLPwww.gowlings.com

Osler, Hoskin & Harcourt LLPwww.osler.com

Nakai Immigration Services LPCwww.tokyovisa.co.jp

TMI Associateswww.tmi.gr.jp

Torys LLPwww.torys.com

Transfer Canada Pacific Management Ltd.www.tcpm-21.com

White & Case LLPwww.whitecase.comwww.whitecase.co.jp

Management

North Plainswww.northplains.com

Marketing & Communications

Akuntsuwww.akuntsu.com

Thomson Reutershttp://thomsonreuters.com

Minerals & Metals

Canpotex (Japan) Limitedwww.canpotex.com

Rio Tintowww.riotinto.com

Movers & Relocation

Asian Tigers Mobilitywww.asiantigers-japan.com

Petroleum Products

Chevron International Gas Inc.www.chevron.com

Idemitsu Kosan Co. Ltd.www.idemitsu.com

Pharmaceuticals

Sato Pharmaceutical Co. Ltd. www.sato-seiyaku.co.jp

Real Estate

Century 21 Sky Realtywww.century21japan.com

Colliers Internationalwww.colliers.com

Showa Sangyowww.showa-sangyo.co.jp

TSI International Groupwww.tsi-international.com

www.tsi-direct.comTransportation

Fednavwww.fednav.com/en

Testing and Certification

CSA Group Japanwww.csagroup.org

Disclaimer:

As this list will be made public, no information regarding individual members will be available. Individual membership information and member representative contacts will be made available to the general CCCJ membership in the Annual Membership Directory.This information is also available—for members only—on the CCCJ website. www.cccj.or.jp

034 / The Canadian

Chamber Voices

BY LARS COSH-ISHII

INCUBATING BUSINESSC

START ME UPPUBLIC-PRIVATE INITIATIVES SHOULD BRIDGE THE CANADA-JAPAN SME DIVIDE

It’s widely acknowledged that small- and medium-sized enterprises (SMEs) drive economies globally; increasingly we see talented teams from Tokyo to Toronto taking the pragmatic steps required to build and deploy next-generation prod-uct and service offerings. There is a defi-nite and growing buzz in the incubating start-up spaces that is well underway on both sides of the Pacific.

As G7 partners, Canada and Japan have complimentary alignment of head and heart with combined access to sig-nificant human and natural resources. There is a certain synergy in our respec-tive and collective assets; we’re typically considered to be honest, humble and hard-working in character, while strate-gically located aside — or connected into — huge regional markets.

The latest Global Startup Ecosystem Ranking — a benchmark for startup eco-systems rating regions on performance, funding, market reach, talent and overall startup experience — conducted by Start-up Compass listed Toronto, Vancouver and Montreal in its top 20. While Japanese Prime Minister Shinzo Abe vowed to “turn Japan into an ‘entrepreneur powerhouse’” in his recent speech to Wall Street, he ref-erenced related supporting efforts under-way at the newly formed Venture Creation Council along with continued impressive gains in year-on-year IPO listings and div-idends via the Tokyo Stock Exchange.

There is strong logic for Japanese SMEs to choose Canada as their entry point to the Americas, following many of their larger peer’s demonstrated diligence. Considering the comparable cost–benefit of access to space and talent — with the opportunity to beta trial so-called “prod-

uct market fit” — Canada has plenty to offer. And it’s all within an easy flight into standard targets south of the border.

The Startup Visa program launched in 2013 allows foreign entrepreneurs to set up shop in Canada based on three simple requirements: they must be able to speak either official language, have sufficient personal funds to live and pro-vide a letter of support from an accredit-ed VC fund, angel investor or incubator.

Meanwhile, Japan is a major consumer market, with parliamentary democracy and rule of law, and a country that de-livers significant sales for every major brand in the world. This revenue chan-nel, and its established reach into the rest of the Asia-Pacific, should also be extremely attractive to Canadian SMEs seeking solid potential avenues to in-crease shareholder value.

As for addressable business segments — which range across the spectrum from banking, education, energy and health

to media, retail and transport — the dig-ital revolution over this last decade is an obvious vertical. A simple example, from my area of expertise, shows Japan gener-ating the largest annual mobile app rev-enues in the world — surpassing the U.S. despite having less than half of the popu-lation. Suffice to say: the technology-re-lated climate here is an attractive lure.

Also interesting; Japan’s Education Ministry Tobitate Scholarship Program (the word tobitatsu literally means “to start up”) launched in late 2013 as a pub-lic-private partnership (PPP) that sup-ports Japanese high school and university students (up to US$30,000 per year) to study abroad. It has a stated goal of aiding 180,000 participants through 2020.

With all that said, the need for build-ing bridges to connect these various players and enable them to discover new opportunities becomes increasingly clear. Canadian examples, like the C100 and Wavefront, have done admirable work over the last few years, while the annual New Economy Summit series has delivered world-class conference events in Tokyo since debut in 2013.

It’s a good bet we’ll see increasing ex-change activities over the near-term — along with an ever greater competitive environment — between Japan and the world. I would humbly suggest we are living in historic times and that it’s incum-bent on each of us, as individuals and rep-resentative entities, to step forward and contribute in any way possible toward a brighter future.

This is our mandate, with challenges and rewards both simultaneously clear and unknown, as unofficial ambassadors. Join us! connect@cccj.or.jp

The technology-

related climate in Japan is

an attractive lure”

Lars Cosh-Ishii is the founder and managing director of Mobikyo, the publishers of Wireless Watch Japan.

www.mobikyo.com

The Canadian / 035

Retrography

GLASS PLATE R

The Canadian / 035

FIRST FROM JAPAN— Manzo NaganoIn 1877 Manzo Nagano, a 22-year-old from Nagasaki (pictured, centre), stepped off a British ship in New Westminster, British Columbia and became the first Japanese immigrant to Canada. He fished salmon on the Fraser River before opening a hotel and store in Victoria. There he raised a family before retiring to Japan in 1923, one year before his death from tuberculosis. On October 7, 1977, as part of the Japanese Canadian Centennial, the 1,950-metre high peak Mount Manzo Nagano in British Columbia was officially named after him.

PHOTOS COURTESY NIKKEI NATIONAL MUSEUM (WWW.NIKKEIPLACE.ORG)