Welcome to Japan Ambassador Glass

The ACCJ joined the America-Japan Society in greeting Washington’s new representative on June 6.

From left: Ambassador George Glass, America-Japan Society President Ambassador Ichiro Fujisaki, and ACCJ Chairman Ambassador Christopher LaFleur

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The American Chamber of Commerce in Japan (ACCJ) was honored to welcome US Ambassador to Japan George Glass and his wife Mary Glass to a luncheon on June 6 at the Okura Tokyo. The event, co-hosted by the America-Japan Society, drew more than 450 leaders from the international business community and highlighted the strength of US–Japan economic ties.

Ambassador Glass reaffirmed his commitment to a strong and enduring bilateral alliance built on shared values. He also emphasized the importance of people-to-people connections, which are at the heart of the ACCJ. “Our people are the glue that binds this alliance and gives it strength and substance,” he said.

The chamber extends thanks to Ambassador and Mrs. Glass as well as the America-Japan Society and the US Embassy, Tokyo for their partnership and support.

Full recap coming soon.

Explore Incentives

Deloitte Tohmatsu’s Japan Incentive Insights web tool helps companies find opportunities to invest in Japan.

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Presented in partnership with Deloitte

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In Japan, where the population is declining, increasing foreign direct investment (FDI) is critical for sustaining economic growth. Despite an uptick in FDI, Japan’s inward FDI ratio to gross domestic product remains significantly lower than the OECD average, highlighting the urgent need to enhance locational competitiveness.

There are two main reasons why investment in Japan has not grown as expected: high business costs and high tax rates. To address these points and attract investment, both the Japanese government and local municipalities have established various support measures, including grants and tax incentives.

However, information about these incentives is often scattered across multiple websites and the availability of English-language information is limited. As a result, foreign companies considering investment in Japan frequently encounter challenges in gathering the necessary information and applying for these incentives.

To help foreign companies navigate these incentives and address the challenges of fragmented information and limited English-language resources, the Deloitte Tohmatsu Global Investment and Innovation Incentives team, Gi3, has launched Japan Incentive Insights, a website designed to promote the utilization of major incentives in Japan.

The Gi3 team comprises experts from Deloitte Tohmatsu Tax Co. and Deloitte Tohmatsu Immigration and License Co. and specializes in both domestic and international incentives.

By effectively utilizing grants, companies can mitigate high business costs and, by leveraging tax incentives, offset high tax rates. Additionally, in collaboration with other domestic tax teams and DT Legal Japan—which is part of the Deloitte Tohmatsu Group—Gi3 provides comprehensive consulting services related to tax and legal matters for foreign companies entering the Japanese market.

The Japan Incentive Insights website offers:

Incentive Search
Managed in accordance with the Certified Public Tax Accountant Act and the Certified Administrative Procedures Legal Specialist Act, Deloitte Tohmatsu Tax Co. handles tax incentives, while Deloitte Tohmatsu Immigration and License Co. oversees grants. The website aggregates information on more than 2,000 major incentives, searchable in English and Japanese, enabling foreign companies to easily gather the necessary information for investing in Japan.

Articles
Access a curated selection of feature articles highlighting noteworthy incentives and providing useful information for investing in Japan.

Consultation with Experts
Users can consult directly with Deloitte Tohmatsu through the website when proceeding with the application process for selected incentives.

Japan Incentive Insights supports both English and Japanese, making it an ideal tool for:

Headquarters of Foreign Companies
Search for incentives in English, switch to Japanese to obtain the exact Japanese names, and communicate efficiently with administrative offices or Japanese subsidiaries about the incentives.

Japanese Subsidiaries
Identify incentives in Japanese and provide the information to the overseas parent company without the need for translation.

Through Japan Incentive Insights, Deloitte Tohmatsu aims to strongly support foreign companies in leveraging Japanese incentives, thereby accelerating inbound investment and contributing to Japan’s economic growth.

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Visit the Japan Incentive Insights website to get started.

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Supportive Steps

Often-overlooked tax benefits can help offset expenses for young families.

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Presented in partnership with Grant Thornton

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The number of children in Japan under the age of 15 as of April 1 was just 13.66 million, about 11 percent of the population. The reasons for this decline are best debated in another forum, but we thought we would take this opportunity to highlight tax credits that affect families with young children but may have flown under the radar.

Increased Basic Deduction

Starting in 2025, the basic allowance for national individual income tax will increase from ¥480,000 to ¥580,000 for taxpayers with a total annual income of up to ¥23.5 million. Above this level, the current reduced deductions apply. In addition, for 2025 and 2026 only, the deductions shown below (A) will increase in stages for those with a total annual income lower than ¥6.55 million. 

Deduction for Spouse and Dependents

For spouses and dependents who live with a tax­payer, the maximum amount of income they can earn each year and still qualify for a deduction has increased from ¥480,000 to ¥580,000. A separate deduction is available for spouses with income above this level.

A deduction of ¥630,000 is available for each dependent aged 19 to 22. Previously, they could earn up to ¥1.03 million before the deductible amount began to drop. This limit has been increased to ¥1.5 million.

A cut in the national and local tax deductions was proposed for dependents between ages 16 and 18, but this has been deferred.

Home Loan Tax Credit

For young families—those in which the taxpayer or their spouse is under 40 or have children under 19—the borrowing limit for housing loans was increased in the 2024 tax reform. The limits shown below (B) have been extended to 2025.

Tax Credit for Specified Renovations

As families grow and needs change, it is common to make home improvements. There is a little-known tax credit for certain types of renovations related to child-rearing that was expanded in 2024. To qualify, the taxpayer or their spouse must be under 40 or have children under 19. Qualifying renovations include child-safety renovations, kitchen renovations, front door replacement, safety measures such as grilles and new windows, shelving and storage equipment, soundproofing, bathroom renovations, and the installation of partitions.

The credit is based on the standard cost of each repair as listed in the guide (scan QR code). It is equivalent to 10 percent of the cost up to ¥2.5 million and five percent beyond this amount. A minimum spend of ¥500,000 is required.

Overall, these efforts to ease the burden on young families may not have a huge impact, but they do represent steps in the right direction.

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For more information, please contact Grant Thornton Japan at info@jp.gt.com or visit www.grantthornton.jp/en

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Chubu Walkathon 2025

ACCJ members and guests gather in Nagoya’s Meijo Park to benefit local charities.

The American Chamber of Commerce in Japan (ACCJ) Chubu chapter hosted the 34th annual Walkathon on May 18 in Nagoya’s Meijo Park.

Held each year in collaboration with Nagoya International School, the mission of the Chubu Walkathon is to support local charities and improve the lives of the less fortunate by creating an opportunity to increase awareness, recruit volunteers, and raise funds at a family-friendly, international outdoor event.

“Your contributions help transform and support the lives of many individuals through the charitable organizations we assist, including individuals living with illness or disabilities, mothers and children affected by domestic violence, and children in need of educational support,” said Nao Geisler, chair of the 34th Chubu Walkathon Planning Committee and the ACCJ–Chubu Community Service Committee (pictured below, top center).

“This year’s event was a tremendous success, offering a meaningful opportunity for many attendees to create memories with their families and friends. We deeply appreciate your continued support and look forward to welcoming you again at next year’s 35th Anniversary Walkathon.”

Rising Star in Global Leadership

Ryosuke Takashima inspires Kansai professionals with tales of his journey from nonprofit work to mayor of Ashiya City.

On March 27, on the cusp of sakura season, the Kansai chapter of the American Chamber of Commerce in Japan (ACCJ) welcomed Ashiya City Mayor Ryosuke Takashima for an evening event titled Rising Star in Global Leadership. The gathering, which drew a diverse crowd of professionals, exemplified the chapter’s commitment to showcasing dynamic leaders who are shaping the future of business and politics in Japan.

The event was the culmination of efforts that began in September 2024, when the ACCJ first reached out to the mayor. This was followed by the Kansai Young Professionals Committee delivering a letter directly to his office inviting him to the chamber’s first-ever Christmas charity event, where we were able to discuss potential collaborations in the future.

Takashima, who at 26 became the youngest person elected mayor in Japanese history, shared insights into his journey from the nonprofit sector to city governance.

Attendees, ranging from young professionals to seasoned executives, eagerly absorbed Takashima’s hands-on approaches to civic leadership. His presentation, which focused on his vision for Ashiya City’s future and his commitment to open dialogue with citizens, energized the audience and sparked thoughtful discussions throughout the evening.

Communication and Dialogue

Interestingly, Takashima’s youth, far from being a hindrance, emerged as a strength that has allowed him to be more relatable to a wider demographic. This is particularly noteworthy given Ashiya’s generally older population. Recent demographic reports indicate that about 32 percent of the city’s residents are over 65.

Takashima explained how he leverages his position to bridge generational gaps, bringing fresh ideas while also respecting the city’s rich history. Illustrating his commitment to inclusive governance, the mayor recounted how his town hall meetings have attracted participants of all ages—the youngest attendee having been just eight. The mayor emphasized how these diverse interactions have shaped his policies and communication strategy, ensuring that he hears from as many voices as possible.

During the discussion, Takashima reflected on his journey, describing his education and his work in the nonprofit sector as preludes to his political career. In particular, he emphasized the profound impact of his volunteer work in the aftermath of the Great East Japan Earthquake and Tsunami of March 11, 2011. He credits the experience with shaping his understanding of crisis management and community resilience.

Takashima stressed that while these experiences were valuable, his current role as mayor allows him to implement significant changes with the widest outreach. He underscored that communication and dialogue form the core tenets of his policymaking, enabling him to understand and address the diverse needs of Ashiya’s citizens more effectively. He provided concrete examples of how this approach has led to successful initiatives in the city, from educational reforms to community engagement programs.

The event took an unexpectedly personal turn when Takashima, responding to a question about work–life balance, mentioned his love for the Hanshin Tigers, the Nippon Professional Baseball League team based in Nishinomiya, the city neighboring Ashiya in Hyogo Prefecture. This moment of levity added a relatable dimension to the mayor’s persona and provided a brief, enjoyable diversion from the more serious topics of the evening.

True to his commitment to open dialogue, Takashima agreed to conduct an unscripted Q&A session in addition to the fireside chat’s prepared questions. His willingness to engage in spontaneous discussion made the event truly interactive.

To accommodate the diverse linguistic needs of participants, many of whom were not fluent in English, the AI translation app Wordly—previously proved effective at HxD and D&I events—provided simultaneous interpretation throughout the evening.

Nurturing Connections

The event reinforced the Kansai chapter’s role as a vital platform for meaningful discussions on leadership and civic engagement while nurturing connections among professionals invested in Japan’s evolving business and political landscape. By bringing together diverse perspectives and fostering open dialogue, the chapter continues to play a crucial role in shaping the future of business and governance in the Kansai region and beyond.

As the event concluded, many attendees expressed a desire to learn even more about Takashima and to continue networking with fellow participants. This enthusiasm for further engagement and knowledge-sharing was an incredibly gratifying response for the event committee, underscoring the success of the evening and the appetite for similar future gatherings.

The Kansai chapter expresses its heartfelt gratitude to Takashima, the Ashiya City Office, and everyone who contributed to the success of this impactful event. The invaluable support provided by the Kansai Membership Relations and Kansai Business Programs Committees ensured the event’s smooth execution and broad appeal. A note of appreciation is also extended to WeWork Japan for providing the venue at WeWork Midosuji Frontier, a modern and flexible space that significantly contributed to the success of the event.

Meaningful Mentors

Heather Kodhelaj and Leo Abufadil share how being chosen as Bishop Scholars has opened doors to their future careers.

From left: Leo Abufadil, ACCJ Executive Director Laura Younger, and Heather Kodhelaj at the 2025 ACCJ Shinnenkai

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In her final year of high school, Heather Kodhelaj’s philosophy teacher suggested that she go into the foreign service. “I didn’t see a clear path, but my mom encouraged me to start traveling.”

Though Kodhelaj was born and raised in the United States, her parents are Albanian and immigrated in 1998. On her mother’s advice, Kodhelaj went to Europe. When she returned to Philadelphia, she caught herself falling into a rut and headed to South Korea for more international experience.

“When I came back from Korea, I was changed as a person and had fallen in love with Asia,” she explained. “My mom and I bonded over her love of a Korean drama called Crash Landing on You. It’s about a North Korean and a South Korean who fall in love despite their different cultures. Having been raised under Communism, she really identifies with the story.”

Seeing how time abroad was shaping Kodhelaj, her mother encouraged her to keep going. “When I heard about the Bishop Scholarship, she said, ‘Take a chance, the worst they can say is no.’”

Kodhelaj arrived at the American Chamber of Commerce in Japan (ACCJ) on August 22, 2024, for a five-month internship provided by the scholarship established after ACCJ leader Bill Bishop, his wife, and daughter were killed on Christmas morning in 2022. The award, established by the ACCJ and the US-Japan Bridging Foundation, brings students from the United States to study at Temple University, Japan Campus, where Bishop was a lecturer and board member.

The experience, Kodhelaj said, opened her eyes and changed the impression she had of Japanese business culture. Working on the ACCJ–Kansai D&I Summit was especially meaningful.

“The collage of 10 years of their events, seeing how everyone was so happy, talking, interacting, not a phone in sight—it was just genuine human connection. That they had done this for a decade, even through Covid … the perseverance of people was really inspiring,” she said.

Kodhelaj was also inspired by the her interactions with the Women in Business Forum, which she credits with teaching her to be more confident.

“I struggle with impostor syndrome. At the first event I helped with, I asked the executive who was speaking how to get over that feeling that you don’t belong in a room, that you’re not supposed to be there,” she recalls.

“I learned that, at the ACCJ, it’s not about your title or how much money you make, it’s what knowledge you bring to the table. And you don’t always have to have something valuable to say; listening to others is valuable as well. Now I understand that everyone belongs in the room, you always belong.”

Kodhelaj said she is grateful for the experience, the chamber, and Bishop. “I wish I could have met him. I learned that his daughter had also been an intern. That was very emotional for me. I could feel how important my role was, what it means to be an intern at the ACCJ.”

Following her internship, Kodhelaj has returned to Temple University in Philadelphia for her final semester studying global relations.

Leo Tanaka Abufadil already had ties to Japan before arriving on January 14 as a Bishop Scholar. His mother is Japanese and he attended elementary school in Amagasaki, Hyogo Prefecture, during summers despite growing up in Oklahoma.

Now a political science and international studies major at Trinity University in San Antonio, Texas, the Tulsa native said he is “fixated on the bilateral relationship between Japan and the United States.”

To pursue that interest, he applied for the US-Japan Bridging Foundation Scholarship, which he received, and the foundation then said they had another opportunity they felt he would be right for. “I was honestly very moved by the memory of Bill Bishop,” Abufadil said.

“As a Japanese American, the Bishop family’s passion for cultivating the bilateral relationship resonated with me. My goal as an intern was to propel that relationship while honoring the Bishop family’s legacy.”

Coming in, Abufadil explained, he had an idea of what the ACCJ might be like. He expected to work with economics and trade relations while improving his formal Japanese, known as keigo. 

“But it’s been so much more than that,” he said. “Not only have I been able to sharpen my keigo, I gained a new perspective on how businesses operate in Japan. Something that was really illuminating and captivating is how intertwined business and government are. Being able to sit in on a lot of external affairs meetings, I could see the direct impact US and Japanese domestic and international policies each have on the other country. I find that quite fascinating.”

Abufadil said he especially loved that his time at the ACCJ wasn’t limited to one department or one activity. “There were a myriad opportunities. It was wonderful.”

The project he said he’s most proud of is the Student Internship Portal. “To see how the other interns and I, as well as our supervisors, worked so hard on this project, and to watch it take off, feels so rewarding. I love that I was able to make a tangible impact.”

He also recalls an unexpected moment with a member of a Japanese ministry.

“He was willing to talk to me and break down financial technology—something I had never engaged with in my life. People’s willingness to explain things and put them into perspective has been amazing. It’s something I’ll take with me for the rest of my life.”

Unified and Secure

How Cisco is ensuring that artificial intelligence is powerful, efficient, and safe.

As artificial intelligence (AI) sweeps the world and finds its way into nearly everything we touch, there is growing concern about its safety. The breakneck pace at which companies are deploying this emerging technology—whose behavior is not fully understood—has some people delighted and others sounding alarms.

American Chamber of Commerce in Japan President’s Circle member Cisco is committed to securing AI technologies by integrating advanced measures and encouraging a culture of innovation and responsibility. By doing so, the company is ensuring that AI solutions are not only powerful and efficient but also safe and reliable for users in Japan and around the globe.

On March 26, Cisco hosted the AI Infrastructure and Security Summit at the ANA InterContinental in Tokyo for customers, partners, analysts, and the press. During the event, the tech innovator presented its latest solutions to promote further safe and secure utilization of generative AI by Japanese companies and local governments.

“To address the increasing challenges of managing AI security risks, Cisco’s latest innovations harness agentic AI to empower IT professionals with advanced tools for efficiently managing threats and streamlining security operations,” Cisco Japan President Yoshiyuki Hamada told The ACCJ Journal. “These innovations simplify the complexities of navigating the AI era, enabling security teams to stay ahead in today’s dynamic landscape,” he explained.

Thinking Machines

Agentic AI is a form of artificial intelligence that acts with agency to achieve specific goals—essentially a machine that can take on tasks and make decisions on its own. Jason Clinton, chief information security officer of Anthropic, developer of the Claude large language model, told Axios in April that he expects to see fully AI employees become part of companies in 2026.

“Agentic AI systems can make rapid decisions, manage complex tasks, and adapt to changing conditions,” Denise Shiffman, senior vice president of networking strategy and marketing explains on Cisco’s official blog. “They have agency to reach beyond the data their large language model was trained on and interact with external environments, such as IoT sensors, cloud platforms, [and] analytics software. The possibilities are endless for what an agentic AI system can achieve in improving customer experiences, increasing productivity, and creating new innovation.”

Such independent technology might give many IT departments pause. Clinton noted when speaking to Axios: “In that world, there are so many problems that we haven’t solved yet from a security perspective that we need to solve.” 

This and other AI-related challenges are why Cisco has formed a partnership with chipmaker Nvidia to provide enterprises with an AI factory architecture that puts security at its core.

Called Cisco Secure AI Factory with Nvidia, these are data centers purpose-built for AI workloads that dramatically simplify how enterprises deploy, manage, and secure AI infrastructure at any scale.

Safe in the Fast Lane

At the core of these data centers is Cisco Silicon One, a unified network silicon architecture that facilitates fast switching and routing. Launched in 2019, the family of network processors is now in its fourth generation. Whereas a CPU is the brain of a computer or smartphone, Silicon One is the brain of high-performance routers and switches. The top-end G200 model is capable of routing data and switching traffic at 51.2 terabits per second—speeds essential for handling the massive amounts of data flowing among AI clusters.

“We are collaborating to deliver networking technology solutions through a unified architecture, with a focus on simplifying and optimizing customer experiences,” explained Hamada. “By enabling interoperability between Cisco Silicon One and Nvidia Spectrum, as well as their respective networking architectures, the partnership aims to provide full-stack solutions that prioritize customers’ needs.”

This approach, Hamada added, allows customers to maximize AI infrastructure investments while leveraging existing management tools and processes across both front- and back-end networks. “Additionally, the collaboration creates new market opportunities for Cisco by streamlining the management of enterprise and cloud provider networks through a unified architectural model.”

A New Architecture for Security

It seems as if every application you launch in 2025 is brimming with AI. Document readers want to save you time by offering a summary. Mail applications want to pull out key points and reply on your behalf. And large language models are handing smart assistants and search engines their coats and hats as they see them to the door. How we interact with devices and information is changing in the blink of an eye, and the amount of data being passed around is growing exponentially.

Networks and data centers as we’ve known them are often not up to the task of securing the high-performing, scalable infrastructure and AI software required to develop and deliver AI applications. A new architecture is needed—one that embeds security in all layers of the AI stack and automatically expands and adapts as the underlying infrastructure changes.

This is where the strengths of, and synergy between, Cisco and Nvidia technologies come into play.

“Cisco and Nvidia are collaborating to deliver networking technology solutions through a unified architecture, with a focus on simplifying and optimizing customer experiences,” said Hamada.

Cisco Secure AI Factory with Nvidia is expected to build on the companies’ unique abilities to offer flexible AI networking and full-stack technology options that leverage the planned joint architecture. The partnership will bring together technologies from Cisco, Nvidia, and our ecosystem partners into a secure AI factory architecture for enterprise customers.

The State of AI Security

Cisco did extensive research in developing the Cisco Secure AI Factory with Nvidia and its solutions such as Hypershield and AI Defense.

The company recently published the Cisco State of AI Security Report, which analyzes dozens of AI-specific threat vectors and more than 700 pieces of AI-related legislation to highlight key developments in a rapidly evolving AI security landscape.

In its conclusion, the authors note that the report “validates that the AI landscape has and continues to evolve rapidly. As we drive towards future breakthroughs in AI technology and applications, Cisco remains committed to AI security through our contributions to the community and cutting-edge solutions for customers pushing the envelope of AI innovation.”

Capitol Discourse

ACCJ leaders visit Washington to better understand the road ahead.

From left: ACCJ External Affairs Manager for US Government Affairs Joey Vetter, Executive Director Laura Younger, President Victor Osumi, Japanese Ambassador to the United States Shigeo Yamada, and ACCJ Chairman Christopher LaFleur

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Dialogue is the cornerstone of effective advocacy, and staying in touch with what is happening in Washington is essential for the American Chamber of Commerce in Japan (ACCJ) to effectively support its members and the wider business community.

On April 23 and 24, ACCJ President Victor Osumi, Chairman Christopher LaFleur, and Executive Director Laura Younger visited the US capital to meet with members of the administration.

The delegation also met with Japanese Ambassador to the United States Shigeo Yamada and officials from the Embassy of Japan and visited external organizations, including:

• The Department of Commerce
• The Office of the US Trade Representative
• The Department of the Treasury
• The National Security Council
• The Heritage Foundation
• The American Enterprise Institute
• The America First Policy Institute
• The US Chamber of Commerce
• McLarty Associates

A range of issues were discussed, including the US administration’s core priorities in trade negotiations with Japan and the ACCJ’s recent feedback to the U.S. Trade Representative suggesting that a reduction of non-tariff trade barriers would be an effective way to promote sustainable growth.

“We met with several key stakeholders on the ground in Washington who are encouraged by the continued strong investment in both our nations, across numerous industries,” said Osumi. “Japan is a vital US partner in the Indo–Pacific region, offering significant opportunities for US businesses. This enduring alliance drives productive economic dialogue between our two countries. The ACCJ will continue to advocate for policies that advance the most important bilateral partnership in the world amid a period of rapid change.”

The ACCJ delegation with Senior Advisor for Global Markets at the US Department of Commerce Kevin Manning and Acting Assistant Secretary of Commerce for Global Markets and Executive Director of SelectUSA Ashok Pinto (second and third from left)

Expo Connections

From 1970 to 2025, Osaka has played host to chamber member company opportunities and innovations.

Japan has been chosen three times as the site of the world’s fair. The first was in 1940, when Tokyo was to host an event that would have commemorated the 2,600th anniversary of the country’s founding. The onset of World War II put an end to that plan. But two other times—in 1970 and this year—the global celebration has come to Osaka, putting Japan in the spotlight. Both celebrations of global unity and culture presented opportunities for members of the American Chamber of Commerce in Japan (ACCJ). The ACCJ Journal spoke with two Corporate Sustaining Member companies about those experiences. 

Expo ’70: Aflac

Aflac celebrated its 50th anniversary in Japan last year, and is today the country’s leading provider of cancer and medical insurance in terms of policies in force. The company’s entry in the market was inspired by a visit to the very event Osaka is hosting this year: a world’s fair.

John Amos, Aflac’s first chief executive officer and one of three brothers who founded the company, observed Japanese people wearing surgical masks during his trip to Expo ’70. He figured that people who were that keen on preventing the spread of colds and the flu must be health conscious and would understand the need for cancer insurance, Aflac’s core product. He was right.

Principal founder John Amos (center) watches Deputy Prime Minister Takeo Fukuda perform the traditional kagami-biraki sake barrel-breaking at Aflac’s grand opening party in 1974.

For the Columbus, Georgia-based company to bring that protection to the people of Japan took some effort. Cancer insurance was unprecedented at the time and required approval from several government ministries and agencies. There were no nationwide statistics on cancer hospitalizations, so the Aflac team had to gather the data from scratch. It took four years, but in October 1974, Aflac obtained its license, and the next month launched Japan’s first cancer insurance product. Sales took off right away.

Today, Aflac Japan has 4,874 full-time employees, and its products are sold by approximately 6,600 sales agencies and some 114,000 licensed associates employed by those agencies. More than 20,000 Japanese post offices and 360 banks—nearly 90 percent of all banks in Japan—serve as points of sale for Aflac.

“Localization has been an important factor in our success,” notes Andrew J. Conrad, senior vice president, general counsel, and compliance officer for Aflac Life Insurance Japan Ltd. “For example, back when Aflac first started selling cancer insurance in Japan, doctors and families typically hid cancer diagnoses from patients. They believed that knowing the diagnosis would be too stressful and hinder the patient’s recovery. Accordingly, in those early days, Aflac had to devise ways to pay claims without letting the patient know. This included sending documents in plain white envelopes, sending documents to family members at predetermined addresses, and making calls outside the home.”

Another way in which Aflac adapted to the local culture was to give its trademark duck—celebrating its 25th birthday this year—a softer, quieter character. It’s more consensus-minded than its US counterpart. In fact, for a time, there was a Maneki Neko Duck—the Aflac Duck dressed as a traditional beckoning cat good-luck charm.

In addition to insurance, Aflac focuses on two other areas in Japan: childhood cancer and youth scholarships. Three Aflac Parents Houses—two in Tokyo and one in Osaka—serve as comprehensive support centers for children with cancer, or other serious diseases, and their families. They provide accommodations for children undergoing treatment at hospitals away from home. Families can stay for ¥1,000 per night per person, with no charge for the affected children. More than 150,000 people, including those from overseas, have stayed at an Aflac Parents House. And through its scholarship fund, Aflac has helped more than 3,600 high school students who have had childhood cancer or lost a parent to cancer.

Aflac is looking ahead to the next 10 years and beyond with a new long-term management vision called “By Creating ‘Living in Your Own Way, Create New Shared Value,’” explains Conrad, who also serves as senior vice president of Aflac International, Inc. and is an ACCJ governor. “This vision highlights Aflac’s practice of using the company’s unique knowledge and resources to address societal issues in a manner that meets customer needs and creates economic value over the long-term.”

Japanese society has benefited greatly from Aflac’s dedication to helping others, and it all started among the pavilions of the Osaka expo.

Expo 2025 Osaka, Kansai: IBM

Another ACCJ Corporate Sustaining Member is making a societal difference at this year’s expo. IBM Japan, Ltd. is giving guests the opportunity to try its AI Suitcase, a luggage-shaped robot that guides people with visual impairments to their destinations.

IBM Japan is working as a member of the Consortium for Advanced Assistive Mobility Platform, commonly known as the AI Suitcase Consortium, which leads the development as well as the demonstration at the expo. AI Suitcases are being used in the Smart Mobility Expo Robot Experience of the Future Society Showcase Project.

Enabled by artificial intelligence (AI), various sensors, and human–machine interfaces, the device autonomously navigates a user from point A to point B based on what the user asks for through voice interaction. The device is equipped with three cameras—positioned on the left, front, and right—which enable it to see the surroundings and describe them through audio, including how many people are nearby and what objects or structures are around.

The device’s capabilities have evolved significantly since its development began in late 2017. Until around 2023, AI Suitcase mainly used deep learning technology for image recognition of surrounding pedestrians. But the consortium began incorporating AI in 2024 as the technology rapidly advanced. AI has enabled new features, such as flexible voice-based interaction and detailed audio descriptions of the surrounding environment.

“The AI Suitcase project is a cornerstone of our work in the accessibility research domain,” explains Hironobu Takagi, senior manager of the accessibility research team at IBM Research in Tokyo. “Chieko Asakawa, IBM fellow and chief executive director of Miraikan, has defined this grand challenge as ‘real-world accessibility,’ which combines AI, software, computer–human interaction, robot operation, and human social behaviors.”

Miraikan is the commonly used name for the National Museum of Emerging Science and Innovation, located in Odaiba. The popular innovation hub has been offering daily demonstrations of AI Suitcase since April 2024.

Takagi, who has been a researcher with IBM since 1999, says that, working with key partners, the company is successfully showcasing “tech for good” not only to Japanese society but the whole world through Expo 2025.

“Our experience at Miraikan has given us great confidence in the practicality of AI Suitcase,” he noted. “The know-how we developed at Miraikan, such as how to safely operate the AI Suitcase on a daily basis and how to explain its use briefly, has proved highly valuable, especially at Expo 2025.”

As of May 1, more than 216 groups had already participated in AI Suitcase since the opening of Expo 2025 on April 13, with 200 more reservations already booked for the first two weeks of May. Participants commented on how surprised they were that the robot had guided them safely, and said they hoped many people would experience this technology, because it is useful for society. One visually impaired person also commented that it was the best highlight of the Expo.

Still, this is one of many test runs for the life-changing technology. “Given that the current version of AI Suitcase is still a research prototype, very expensive to build, and operable only in limited environments, we have many hurdles to overcome—technically, socially, and legally—before it can be deployed in the real world,” admits Takagi. “But to make technologies like AI Suitcase truly practical, it is essential to offer members of the general public hands-on experiences and to broaden society’s understanding. If you have a chance to visit Osaka or Tokyo, we invite you to try AI Suitcase at the expo or Miraikan.”

Being Well in the Land of Wa

Why this year’s Osaka expo is the perfect place to learn mindfulness.

With millions of visitors expected and exhibitors competing to show off exciting new innovations, enticing destinations, and even a rock from the moon, Expo 2025 Osaka, Kansai may not seem like the ideal venue to learn about mindfulness and well-being. But improving human lives and society is what all world expositions have been about, and this year’s edition—with the theme Designing Future Society for Our Lives—has been designed as a “living lab” to share solutions for cocreating a better world.

This raises the question: What is a happy way of life?

The American Chamber of Commerce in Japan (ACCJ), under the subtheme Empowering Lives, will attempt to answer this question by hosting a special event at the expo on June 2 in the Women’s Pavilion in Collaboration with Cartier. The focus will be on practical solutions for embedding well-being practices into the workplace.

An Unmet Need

Societies need productive workers, and wellness in the workplace has come into sharper focus. Only a quarter of workers in economies such as those of the United States, Canada, and the United Kingdom are happy, according to research by Indeed. Problems include technological change, information overload, the post-Covid surge in remote work, and always-on connectivity.

“This drains employees’ mental, physical, and emotional reserves, taking productivity down with them,” said Olesia Kyrylchuk, senior director and head of people for Asia-Pacific at EPAM Systems, Inc. and co-chair of the ACCJ Women in Business Forum.

One way to fight this burnout is mindfulness. Studies have shown that focusing on one’s body and mind can improve well-being, ease depression and anxiety, and boost motivation to improve other areas of daily life, such as exercise, eating, and sleeping habits. 

At the Osaka expo, Kyrylchuk and others will talk about how mindfulness can address these challenges.

The panel discussion will share physical and mental well-being practices for the workplace, and will include a workshop focusing on empowering individuals to build success through holistic, personal, and spiritual development. The mindfulness session is tailored to the Japanese cultural context with content that is immediately applicable to participants’ lives and can be easily integrated into daily practices.

The event, hosted by the ACCJ–Kansai Diversity and Inclusion Committee and the ACCJ Women in Business Forum, will be moderated by Mie Kitano, Japan representative of Synfiny Advisors and co-chair of the Kansai Diversity and Inclusion Committee. 

“Workplace well-being is more critical than ever in today’s VUCA world,” said Kitano, referring to an environment that is volatile, uncertain, complex, and ambiguous. “Global crises, shifting economic conditions, and evolving work structures demand that companies prioritize the well-being of employees to ensure resilience, adaptability, and sustained success. In this fast-changing, uncertain world, we are constantly facing stress and need to find better solutions to cope and overcome the challenges.”

Turning “Weakness” into Strength

Examples on a personal level are compelling. One is that of speaker Sarah Suyom, founder and chief visionary officer of Becoming. Suyom explained that she was a “high-achieving, over-functioning woman who ran on caffeine, adrenaline, and people-pleasing.” But she was restless inside and had endless thoughts racing in her head. 

She realized she had adult ADHD, or attention deficit hyperactivity disorder, which limits the ability to focus. She developed a heart problem at 21, fainting at the office multiple times and bleeding for a full month. Her first attempts at meditation failed and she couldn’t get through a five-minute practice. Change came when she started working with an emotional healing coach, who guided her back in touch with herself and her feelings. 

By the time the pandemic hit, taking an enormous toll on the mental health of her family and friends, Suyom had become an accredited facilitator. She decided to use her skills and knowledge to help others, and so she began an online meditation group, which quickly grew. 

Since then, she has spoken to audiences of thousands about her journey as well as topics such as mindfulness, subconscious reprogramming, and energy-healing to create transformative experiences.

“That’s what led me here. It’s personal. And, I suppose, spiritual, too,” said Suyom. “Mindfulness isn’t just meditation on a cushion. It can be a pause before replying to an email, a breath after a difficult client call, or a choice not to schedule back-to-back meetings all day. I’d like to emphasize that it’s not about never getting upset, but more about having the awareness and capacity to respond, not just react. That’s something we can train for, and I’ll share some surprisingly simple tools for it.”

Leading by Example

Panelist Yuri Ichihashi, head of APAC for Amazon Hub pickup and return points, said mindfulness and well-being are especially important for workers in Japan, where hierarchical structures are emphasized and individual needs are subservient to seniority and collective harmony, or wa. 

“Therefore, meaningful change in workplace well-being must start with senior leadership,” she explained. “When senior leaders actively practice and prioritize well-being—whether by maintaining reasonable working hours, taking proper breaks, or openly discussing mental health—they create a powerful chain effect. Their example not only benefits their own health but also gives younger employees implicit permission to prioritize their own well-being without fear of career consequences.”

Another important part of being well at work is the ability to share concerns and fears about one’s own performance, something that can often be seen as weakness.

“For those from Japanese backgrounds, there’s often intense pressure to be perfect,” Ichihashi noted. “Sometimes, having the courage to be imperfect and accept support from others can be a powerful demonstration of the very workplace well-being principles we’re discussing.”

Making a Case for Businesses

Mindfulness can have far-reaching benefits beyond feeling good on an individual level, and many major brands have launched comprehensive employee well-being plans. According to The McKinsey Health Institute, the global economy could expand by as much as $11.7 trillion if companies invested in employee well-being. Through her experience developing workplace well-being programs, Kyrylchuk has witnessed the benefits of mindfulness not only for workers but also businesses.

“Well-being is not just an HR program,” she explained. “It is a pillar of lasting productivity. Today’s workforce—especially younger entrants—will not sacrifice their lives for a work-only existence. Businesses that weave well-being into their core strategy gain a clear competitive edge.”

Macro Pragmatism, Micro Optimism

Why Japan is open for business despite the turmoil and uncertainty sweeping the world.

Jeff Bezos is certainly one of the true innovation and leadership geniuses of our generation. The Amazon founder is fond of reminding his teams that the key question for business strategy is not to try to predict what will change, but instead to focus on what is not going to change in the next 10 years. This approach, he says, allows you to organize your activities and invest energy confidently. You know it will pay off in the long term.

In this view, Japan is poised to emerge a winner as changes sweep the global economic and financial architecture. Yes, tariffs, exchange rate volatility, and rising risks of a global economic slowdown will make a dent in the country’s business cycle, but the multiyear structural up cycle remains firmly in place.

Why? Because the forces that started it several years ago have not changed—and won’t.

Let us start with politics and policymaking. This is where Japan is a true global standout. The guiding principle is pro-growth pragmatism, not politicians promising nostalgic greatness nor technocrats insisting on fiscal or monetary austerity.

To wit, tax relief to boost the purchasing power of the people is now in the cards, as is income support for companies hit hard by tariffs. Moreover, the Bank of Japan was quick to postpone further rate increases.

The policymaking elite is a model of pro-growth pragmatism and expert coordination among the various ministries and agencies—a government that acts calmly and administrates effectively. This will not change. Even if the current prime minister falls after the July elections, the elite technocrats’ rule will continue. This is stability you can count on.

Against this backdrop of trust-boosting, professional and, yes, unspectacular government policymaking, Japan’s private sector has been marked by a growing energy, a sense of urgency and actions not seen since the bubble years of the late 1980s.

Then, however, it was arrogant exuberance. Now it is brute necessity. Companies are running out of their most important asset: human capital. The growing scarcity of labor—both skilled and unskilled—is forcing a radical break with proud traditions:

• Pay-for-performance instead of seniority-based compensation
• Professional empowerment for women and non-Japanese
• Promotion of part-time and contract workers to full-time status
• Allowing team members a second job
• Strategic encouragement of intrapreneurship

Scarcity is the mother of innovation, and corporate leaders are razor-focused on retention, motivation, and upskilling their employees. In my view, this force is the primary reason to be bullish on Japan—next-generation employees and corporate leaders are being groomed and incentivized in new ways, which in turn is poised to raise productivity. Again, this is a deep trend that will stay with us and shape Japan’s future in predictable ways.

Importantly, the growing labor shortage will also accelerate the diffusion and real-world use of technology. Chances are high, in my view, that Japan will evolve toward many best-in-class case studies where artificial intelligence (AI) does not just mean artificial
intelligence, but real-world examples of augmented intelligence (i.e., human employees collaborating with AI to create not just next-level global best practices and processes but, more importantly, the new gold standard for best customer experience and satisfaction). AI omotenashi, here we come!

The certainty of these trends is already becoming manifest in Japan’s corporate metabolism. For three years running, we’re seeing merger and acquisition activity as well as domestic business investment reach record levels and management buyouts on the rise. For almost 30 years, corporate leaders have been obsessed with building fortress balance sheets by paying down debt and hoarding cash. They are now investing in the future of their businesses and raising capital efficiency.

Just as employees are starting to be paid for performance, chief financial officers are evolving to the next level. Until now, the company finance department was primarily a de facto bursary, dispensing money. Now, they are beginning to actually evaluate the company’s investment return profile against capital costs performance. Given the national policy goal of doubling asset income, as promoted in unison by the Financial Services Agency, the Ministry of Finance, the Ministry of Economy, Trade and Industry and, of course, the Tokyo Stock Exchange, this is, again, a “certain” trend that is unlikely to change over the coming decades.

To be sure, the net result of these certain Japan trends is poised to result in significant industrial restructuring. The gap between winners and losers will grow. In five to 10 years, Japan is bound to have true national champions, more de facto oligopolies, and far fewer zombie companies. If so, the net result should be higher pricing power for the winners, which in turn means inflation will become much more entrenched than perhaps currently anticipated.

For US companies, the high likelihood of “macro pragmatism” and “micro optimism” should offer steadfast growth in Japan opportunities. The metabolism and liquidity of both human and corporate capital is rising, so actual access to the Japanese market will keep getting better. Focus on what will stay the same: Japan is open for business.

Driven by Innovation

Lilly Japan’s Simone Thomsen reflects on six years of leading with purpose and ACCJ collaboration.

When Simone Thomsen arrived in Kobe in 2019 to guide Eli Lilly Japan K.K. as president, she fulfilled one of her longtime career goals. Over the past six years, she has been a critical player in the mission of the American Chamber of Commerce in Japan (ACCJ), serving on the Board of Governors, helping launch the Healthcare x Digital (HxD) initiative, and mentoring young professionals. The ACCJ Journal talked to the 23-year Lilly veteran about her experiences in Japan, the value that ACCJ programs provide, and the mission of the President’s Circle company.

Has leading Lilly Japan been what you expected?
It’s been an amazing journey. The number of medical innovations we have brought to Japanese patients is really impressive. I always knew we had a very strong pipeline, but working with the team here has been impressive for me.

Between 2020 and 2024, we launched 11 new products and received 15 new indications for diabetes, oncology, immunology, Alzheimer's disease, and migraine.

Dealing with three years of Covid-19 was not in my plan, but it was important and interesting.

In January 2023, I became the first female chair of the Japan-Based Executive Committee (JBEC) of the Pharmaceutical Research and Manufacturers of America (PhRMA). That was a new experience for me. There’s a lot going on in the healthcare system and policy, which I have worked on with the PhRMA president, JBEC, and other companies.

Did I envision all that in 2019? No. Looking back at that time, I’m proud of what we have done to support Japanese patients, and how we operate at Lilly Japan as a well-developed organization. The company has grown and matured since then. Our colleagues in Japan would say they’re working for a much better organization today compared with six years ago.

How has the pharmaceutical market changed?
In 2019, Japan was the number two pharmaceutical market globally. Now it ranks sixth. One reason for this shift could be the result of the Japanese government policy decisions in recent years. In the past, the pharmaceutical industry in Japan was viewed as a key growth sector. We are ready to partner with policymakers to try to revitalize the industry while also addressing the challenges brought by a super-aging population.

In the decade since 2016, I have seen many negative ad hoc pricing reforms. I believe there have been
approximately 60 such changes.

We’ve also seen the move from biennial to annual price revisions. What that has done to the industry basically is to accelerate the decline of biopharmaceutical innovation in Japan. Globally, our industry has never been more productive. Every year, we’re investing ¥37 trillion just in R&D. Growth over the past couple of years has been around 99 percent. But in Japan, it has remained relatively stable, having grown only six percent. So, in the area of R&D investment, the gap between what is happening globally and in Japan is pretty striking. And it continues to grow.

Currently, 70 percent of global phase-three trials for any type of medicine are not conducted in Japan. That’s an issue for Japanese patients, because innovative medicines are coming to Japan much later. At a time when you have a super-aging population, you really want to have innovation coming to help you deal with the challenges.

As pharma and as Lilly, of course, we are heavily invested; we want to bring back investment. That’s why, as Lilly Japan and as the JBEC chair, we are in conversation to help the government understand that they need to make positive, bolder reforms.

How has the HxD initiative tied into your goals?
At Lilly, we believe that we can find synergy among medicine, science, and technology. It helps us to serve patients better, to create more engagement and better outcomes. So, we have always been looking at new technology and how it can help us. That’s why HxD was perfect for us and we became one of the founding companies in 2020, along with AstraZeneca and Bayer.

For example, we are focusing on how artificial intelligence (AI) and machine learning can be used to quickly screen millions of molecule options to select the best candidates, allowing us then to accelerate clinical development.

During the pandemic, using these digital technologies allowed us basically to keep all of our clinical development programs going, despite the restrictions. I think that showed us what it could look like and what we actually can accomplish with these tools. It also helped us increase accessibility for patients to enroll in clinical trials. That allowed us to drive diversity—you always want to have a diverse population for the clinical trial design.

We are also utilizing automation for quality control. Specifically, we have automated the visual inspection of our incretin pens, which are used to deliver medications. This technology allows us to increase production with enhanced accuracy and efficiency, thereby meeting the growing demand more effectively.

Tying this back to HxD, when the opportunity arose to collaborate with a few other Kansai-based multinationals with similar interests, we said, why not work with the ACCJ on healthcare digitalization. It’s such a big, important focus area.

How vital is inclusion to Lilly?
We advocate for inclusion because it drives innovation. An inclusive culture empowers employees to bring their unique perspectives and capabilities to work, fostering out-of-the-box thinking. As we are an innovation-based company, this approach remains unchanged.

We started focusing on women’s empowerment 16 or 17 years ago. At the moment, about 30 percent of our leadership roles are held by women, and more than 46 percent of executives are female—the highest number in the industry. Today we also have a strong LGBTQ+ ally network at Lilly Japan. We continue to be recognized as a gold PRIDE company, have participated in the Tokyo Rainbow Pride, and this year we took part in the Osaka and Kobe Rainbow Festas.

We have also been accelerating our accessibility strategy to ensure everyone working at Lilly, regardless of whether they have disabilities, has a seamless experience.

Terminology may shift over time, but our commitment to people will not change. It has been part of our recipe for success. If you work in an inclusive culture and feel welcome, heard, respected, and valued, then you feel a sense of belonging at that company. We’re here to remove barriers, and we will continue to do this for employees as well as the people and communities we serve.

How does the ACCJ factor into your work?
The chamber has facilitated the growth of Lilly Japan. As a President’s Circle member, we participate in the networking and learning opportunities provided by the ACCJ, and our brand visibility has increased.

Personally, I have been proud to serve as an ACCJ–Kansai governor on the Board of Governors. I feel it’s a win-win-win for Lilly Japan, me as a leader, and the ACCJ. By participating, you will have the opportunity to collaborate extensively, provide valuable insights, and influence various areas, particularly in advocacy. For our employees, this serves as an excellent occasion for learning and networking.

I mentioned HxD. ACCJ companies emphasized the importance of healthcare digitalization and proposed collaboration on its design. This initiative would not have been undertaken by Lilly without the involvement of the ACCJ and the opportunity to work with other entities.

We believe that company growth comes from continuous individual development. Networking, discussions, events, and learning offer new ideas that can create business opportunities when brought back to the company.

What advice do you have for women in business?
It starts with identifying your goal and being confident. You need to be passionate about that goal, love what you’re doing, and be good at what you’re doing. But you don’t need to be perfect. That’s a trap women sometimes fall into. Build out a network and use it. You will never succeed if you feel you just need to be excellent to move ahead, because you will hit a certain ceiling. Now, 30-plus years into my career, that’s the recipe I feel has worked for me.

When I started my journey in pharmaceuticals, I wanted to become the first female leader of a purpose-driven multinational company in Japan. Funnily enough, that was my objective. In 2019, I came here and that aspiration came true. So, I hope I’m proof that what I’m saying can work.

If You Build It, They Will Come

MGM’s Osaka integrated resort project will be a catalyst for international hires and could spur change in immigration policy.

In April 2025, two big things happened on a small island in Osaka Bay. One was the opening of Expo 2025, Osaka, Kansai, an international exhibition expected to draw 28 million people over six months. The other was a groundbreaking ceremony for a $10 billion integrated resort (IR) that will host Japan’s first official casino and employ thousands. It was an unlikely new chapter for Yumeshima, a man-made island fashioned from waste, but it represents Japan’s confidence that it can overcome its demographic crisis and diversify its workforce to take on large projects.

Dreaming Big in a Shrinking Country

Births in Japan continue to set record lows, stoking fears of social collapse. Based on the aging population and record-low fertility rate, one demographer has even predicted that in about 700 years, Japan will have only one child left. Yet in 2024, the workforce reached 67.8 million—the highest level since 1953—bolstered by increased employment of women and elderly people. However, many of these are part-time roles, so total hours worked have not significantly grown. The national unemployment rate is only 2.5 percent, reflecting worker shortages.

This poses a challenge for MGM Osaka, an IR project that has been 15 years in the making since the idea for such resorts in Japan was officially floated more than 25 years ago. Politics dragged out the decision-making process, and the Covid-19 pandemic delayed the application process for hopeful municipalities. The Japanese government finally approved Osaka as the first IR host city in 2023, nine years after Yumeshima, or “Dream Island,” was proposed as the site.

When completed in 2030, MGM Osaka will have two hotels, some 2,500 rooms, a 3,500-seat theater, a convention center spread across 730,000 square feet, as well as shops and restaurants. The casino alone will house some 470 tables for poker and baccarat, in addition to 6,400 electronic tables for slots and other games.

To serve the nearly 20 million visitors expected to visit the resort each year, MGM Osaka will require an army of more than 15,000 workers, including dealers, pit bosses, and casino managers—jobs that don’t officially exist in Japan.

Navigating Japan’s Tightening Labor Market

“While our first priority is to hire locally and develop talent in the Kansai region, there are some highly specialized roles, such as experienced casino dealers, that may require us to look internationally,” said Jiro Kawakami, vice president and chief of staff at MGM Resorts Japan, one of the major shareholders of MGM Osaka. “In those cases, we bring in individuals who can share knowledge and help train and mentor others, with the long-term goal of building sustainable local capabilities.”

Navigating Japan’s regulatory framework for foreign labor, including visa regulations, can be complex—particularly for service-sector roles, explained Kawakami, who also serves as ACCJ vice president for Kansai. He adds that integration programs will be important to help international hires succeed in Japan’s unique business and social environment. On the domestic front, MGM will collaborate with local partners to train and upskill talent as they become familiar with large-scale integrated resort operations. 

The hospitality and tourism industries in Japan often use on-the-job training programs to develop employees, but there is a growing move to create and implement tourism-focused degree programs at accredited universities in Japan, Kawakami added. 

“Over the years, the Government of Japan has done a tremendous job of promoting tourism as a key industry,” he noted. “Going forward, the government, together with the private sector, should focus on making the hospitality and tourism industries more attractive to workers. Post-Covid, the focus has been on long hours and low wages. However, the industry is strong at promoting merit-based development opportunities vs. other industries, as well as diversity and inclusion initiatives.”

The casino project is large enough to serve as a catalyst for change in Japan’s overall employment practices. MGM Resorts Japan and Orix Corporation each hold a 40 percent stake in Osaka IR, with the remainder owned by local investors, including prominent brands such as Panasonic, Kansai Electric, and JR West. There are proposals to further develop the area with additional attractions, such as a water and amusement park, shopping centers, and possibly a Formula 1 racing circuit. These plans aim to leverage the infrastructure and global attention garnered by Expo 2025 to establish Yumeshima as a premier destination for both domestic and international visitors.

A Must: Overseas Workers

Some travelers to Japan decide to work here. In October 2024, the country had a record-high 2.3 million foreign workers, up 12.4 percent from a year earlier. According to a projection by the Japan International Cooperation Agency, the country will need at least 6.88 million foreign workers by 2040 to meet its growth targets.

Currently, industries seeing strong demand for international hires include IT, fintech, pharmaceuticals, financial services, and manufacturing—especially high-tech and automotive—according to Andrew Sipus, managing director of executive search at specialized recruitment agency Robert Half Japan. Employers are looking for technology and digital skills, financial expertise, multinational leadership and project management, as well as language and culture skills.

Sipus agrees that the Japanese government should focus on key areas for recruiting. He recommends streamlining visa and immigration procedures, especially for highly skilled professionals and their families, and investing in cross-cultural training and integration programs—not just for foreigners, but for Japanese employers and teams, too. Japan should also incentivize innovation and global hiring through tax breaks or grants for companies that build diverse teams, support infrastructure and living conditions that attract and retain international talent, and revise labor laws to support more flexible working styles, which are essential in attracting global professionals.

“Japan’s aging and shrinking population poses a fundamental challenge to sustained economic growth,” said Sipus. “Diversifying the workforce—across gender, nationality, and age—is not just a matter of inclusion; it’s a strategic imperative. Diverse teams are better equipped to adapt, innovate, and respond to the needs of global markets. Without embracing workforce diversity, Japan risks losing its edge in key industries and missing out on future growth opportunities.”

Mission Ready

After a year of reset, the ACCJ has begun to transform itself to meet its strategic goals and strengthen US–Japan ties.

This spring has been a pivotal and exciting time for the American Chamber of Commerce in Japan (ACCJ) and the country as a whole. In April, the much-anticipated Expo 2025 Osaka, Kansai officially kicked off; meanwhile, back in Tokyo the new US Ambassador, George Glass, arrived to take up his post. Adding to the momentum on the business and diplomatic front, an ACCJ delegation visited Washington to meet with key government officials and partners to strengthen bilateral ties.

May was a milestone month for the ACCJ across the country. The Chubu chapter hosted the 34th annual Walkathon—one of the chamber’s most important community events—on the 18th, and I had the pleasure of joining this family-friendly outing to help raise funds for charities and local organizations.

Meanwhile, the Kansai chapter’s annual Healthcare x Digital (HxD) initiative took its next step, as the winner of February’s SelectUSA x ACCJ HxD Exclusive Pitch Event traveled to the United States. AMI Inc.—which was selected by HxD judges for its “super stethoscope” and cloud-based health promotion network, Cloud Kenshin—became the first Japanese company to present at the SelectUSA Summit, held in Maryland from May 11 to 14. The ACCJ is proud to support the communities in which we live and work, and to help innovative healthcare and healthtech start-ups improve lives.

We’ve also hosted many fantastic speaker and networking events, and especially look forward to welcoming Ambassador Glass at our June 6 luncheon together with the America-Japan Society.

Year of Transformation

In my previous column, I said that 2024 was a year of reset and that 2025 would be one of transformation. We’ve already made steady progress in advancing our strategic goals of empowering growth, elevating impact, and advancing the US–Japan partnership. 

Our committees are the driving force behind all our advocacy and events; they are the lifeblood of the ACCJ. So this year, we have implemented a new committee structure built around forums to help them better support member interests and key ACCJ focus areas. I am grateful to all committee leaders and members for their dedication and contributions.

Back in January, we introduced two new membership tiers for the next generation of leaders: the Graduate Student Package and the Young Professional Package. These options enable professionals just starting their careers to participate in top-tier networking and develop connections with Japan’s most influential leaders. The new tiers also align with our mission to ensure a more sustainable, future-ready chamber.

Strengthening US–Japan Ties

The ACCJ remains the key voice for international business in Japan, meeting regularly with the US and Japanese governments as their go-to source for insights from international business leaders. These interactions, such as our February meeting with Minister of State for Economic Security Minoru Kiuchi and ongoing dialogue with influential partner organizations, including Keidanren and Keizai Doyukai, highlight the value Japanese leaders place on the experiences and views of ACCJ members.

The partnership between the United States and Japan is essential to the economic health of both nations. With the recent arrival of Ambassador Glass, we look forward to collaborating with such a distinguished business leader to promote a fair, transparent, competitive, and mutually beneficial business environment.

It is a privilege to work with my fellow 2025 Board members, committee leaders, and our valued members. Each of you plays an important role in achieving our mission and strengthening the US–Japan partnership.

I look forward to seeing many of you at our events throughout the year—especially as we celebrate Independence Day at our Night of Stars and Stripes on July 3.

Fresh Perspectives

ACCJ Governor Connor Myers shares his journey to becoming the chamber’s youngest current board member.

When the American Chamber of Commerce in Japan (ACCJ) held its election last November, Connor Myers, a member of the Young Professionals Forum (YPF), became the youngest current member of the Board of Governors. The ACCJ Journal spoke with Myers about the real-life lessons he has learned by participating in ACCJ events and running for the chamber’s governing body.

How did you become involved in the ACCJ?
I was introduced to the ACCJ in 2015 while interning at the US Embassy, Tokyo. I had the opportunity to support embassy officials at ACCJ events, assisting with tasks such as note-taking and logistics. Later, in 2019, after transitioning to a US tech company, I joined the ACCJ. I became increasingly involved through committee activities, event organization, and engaging with advocacy efforts, and in 2023 was invited to serve as a vice-chair of the Digital Transformation Committee.

What led you to run for governor?
My decision was prompted by a conversation with a member of the Nominations Committee. Before that, I honestly wasn’t sure that my qualifications were good enough and hadn’t fully considered myself for the role. But their confidence in my potential, combined with a clearer understanding of the board’s responsibilities, convinced me to give it a shot. I saw it as a chance to contribute more directly to the ACCJ’s direction, collaborate with respected leaders, and gain valuable experience.

How does the board empower young professionals?
I feel that the board views young professionals as an essential part of the chamber and the future of the US business community in Japan. Without their contributions, committees would lack the diverse viewpoints needed for innovative problem-solving, so the board places great value on their diverse perspectives and the significant energy they bring to committee work and chamber initiatives.

It’s important to provide young professionals with growth opportunities to develop into leaders. To do this, the board has approved a special individual membership rate for those under 30 and is engaged in connecting young professionals with mentors.

Do you have a memorable moment from an ACCJ event?
My most memorable moment was when I organized and moderated an event about facilitating the digital transformation efforts of the Japanese police. With the help of the US Embassy, we brought together representatives from the National Police Agency (NPA), who were interested in exploring technological solutions, to talk to ACCJ members from companies offering relevant products, services, and insights.

Based on member input, I developed a presentation that included recommendations for the NPA and case studies demonstrating the successful implementation of digital transformation for US law enforcement. I gave the presentation in both English and Japanese, as if I was doing consecutive interpretation of myself.

What do you hope to achieve as a governor?
One of my goals is to make it easier for young professionals and small company members to participate in ACCJ activities. I’d like to look closely at guidance for new members to see if there are ways to reduce friction that may be preventing participation to ensure that members get the most out of their membership.

I think the YPF will play a key role in achieving many of the board’s objectives. This year, the board is continuing its work on refining committee structures to encourage broader participation and enhance the effectiveness of our advocacy. The active involvement and innovative ideas of young professionals are crucial for the success of these efforts.

Young Professionals to Watch: Ina Enatsu

The Morgan Stanley associate shares how the company’s culture and programs have helped her grow personally and professionally.

The Young Professionals Forum (YPF) serves as a platform to connect working professionals aged 35 and under within the American Chamber of Commerce in Japan (ACCJ). In this installment of our Young Professionals to Watch series, we talk to Ina Enatsu, a company management associate at Morgan Stanley Japan Holdings Co., Ltd., about the real-life lessons she has learned by participating in YPF events, which go beyond traditional networking to give young professionals opportunities to learn directly from senior ACCJ members in intimate settings.

What do you do at Morgan Stanley?

I work as a member of the Alliance Office team in our Company Management division. The team plays an integral role in strengthening the alliance between Morgan Stanley and Mitsubishi UFJ Financial Group, Inc. (MUFG), including advancing collaboration between Morgan Stanley and MUFG’s two securities joint venture entities in Japan. Morgan Stanley and MUFG have a strategic and capital alliance that started during the 2008 global financial crisis with MUFG’s $9 billion capital injection into Morgan Stanley.

Our team has a wide variety of key responsibilities. For example, my teammates and I keep our global senior management up-to-date with information on the Japan joint venture, MUFG, competitors, and industry updates to support informed decision-making. Additionally, we remain on the lookout for new opportunities to collaborate, actively supporting ideas that emerge from across various divisions of Morgan Stanley and MUFG.

Before my current position, I worked on the mergers and acquisitions team in the Investment Banking Division and was always fascinated by how individuals’ determination can influence firm-wide decisions. Now, I am one of those individuals, focused on strengthening the alliance between Morgan Stanley and MUFG to ensure that projects and collaborations progress and continue in a meaningful way.

What is the most memorable project you have worked on? How did being a young professional make a difference?

I joined Morgan Stanley’s Alliance Office team last May and have been constantly surprised by how closely I work with senior management. For example, we are directly involved in planning and execution of the Global Steering Committee, which hosts a face-to-face meeting twice a year between the Morgan Stanley and MUFG executive teams, including both chief executive officers.

A particularly memorable project is the monthly update report that our team creates and sends to senior leadership. While this is a routine task, I enjoy the opportunity for young professionals to bring creativity to it. Without going into specifics, as it is an internal document, I once proposed an analysis from a new perspective. Although it involved many hours of work, my team appreciated it, and it was included in one of the editions sent to our senior global leadership.

How does Morgan Stanley empower young professionals?

I value a lot of Morgan Stanley’s focus on culture and—at its foundation—I believe that everyone’s ideas are expected to be shared. Specifically, I want to highlight two initiatives, among many, that have been particularly valuable to me.

The first is our Firmwide Mobility opportunity. Employees can apply for transfers, which I see as a great way for young professionals to reflect on their skill sets, consider life events, and leverage mobility to build a long-term career. As I mentioned, I started my career in another department and received tremendous support through both my team and the mobility opportunity.

The second is the Open Doors Program, which is designed to connect employees with senior leadership. I have participated in several sessions hosted by senior leaders where young professionals are given an excellent opportunity to directly ask questions and share their views.

Do you have a memorable moment from a YPF or ACCJ event?

I joined an off-the-record event organized by the YPF, which was a memorable experience. Despite the presence of many senior executives, I felt at ease—likely because the event was genuinely designed to foster open communication between executives and young professionals.

I had the opportunity to meet inspiring, open-minded leaders and was pleasantly surprised to see how eager executives were to hear young people’s perspectives on work, motivation, and other topics.

What are your expectations for the YPF and the ACCJ?

My hope for the YPF is that it continues to create meaningful, well-intentioned events that raise awareness among young professionals and encourage a sense of accountability.

In a world where artificial intelligence can handle tasks, it is essential for us to speak up, share perspectives, and take action to improve society. Even though I have only attended two YPF events, I have already met several exceptional young professionals, which reinforces my belief that this is a valuable network. I hope to see it continue in a sustainable and impactful way.

Making a Difference

The ACCJ Journal also spoke to Enatsu’s manager, Yuki Hasegawa, about her presence and contribution.

“Ina joined my team last May and quickly became an integral member, thanks to her proactive approach to both work and team-building. I see her consistently thinking from the stakeholders’ perspective, striving to drive progress in her role,” said Hasegawa, who is the managing director and head of the Alliance Office. “As a culture-carrier, her strong sense of values and commitment to fostering a positive culture are exceptional.

“I am very much excited personally—and as a member of the Morgan Stanley Japan management—that she is being featured here and shows a presence among the YPF,” Hasegawa continued. “I have always believed that passion-based external networking activities provide a place for us to be exposed to a diverse set of role models, and to then also experience the many ways in which we can all be a leader. I like the authentic nature of the YPF initiatives which I have learned about from Ina and hope she continues to stay actively involved, discovering her own strengths, lifting others, and encouraging talent to join our firm.”

Shooting for the Stars with AUW

As the world changes, the future may depend on empowering women and amplifying their voices.

Asian University for Women (AUW) graduation ceremony

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Growing up in a small village in Bangladesh, Rimu Byadya witnessed firsthand how a person’s background often dictates their destiny.

“It was an unspoken truth, woven into the very fabric of our community,” she told The ACCJ Journal. “Children of farmers grew up to become farmers. Daughters of families with limited means were often married off early, their dreams fading away before they ever had a chance to blossom. The weight of tradition and circumstance shaped the paths of many, leaving little room for dreams to take flight.”

Determined to attend college and inspired by her mother’s generosity in the face of poverty, Byadya set her sights on the Asian University for Women (AUW).

“Watching my mother, I learned that true wealth lies not in what we have but in what we are willing to share. From a young age, I understood that kindness, no matter how small, has the power to change lives.”

AUW, based in the Bangladeshi port city of Chittagong, welcomed its first class of 130 students in 2008. Today, more than 1,700 students from 15 countries representing 35 ethnicities across Asia and the Middle East are enrolled. AUW plays an important role in bringing inclusive and equitable education opportunities to more people, one of the United Nations’ 17 Sustainable Development Goals.

The path to Chittagong, however, was an uphill one. Byadya was met with skepticism and disapproval by some in her community. Neighbors questioned her mother and father, asking: “What’s the point of spending money on a girl’s education? There is no return—better to save for a wedding.”

But her parents had a different vision. “Though they themselves had been unable to pursue higher education beyond high school due to poverty, they were determined to give their three daughters the opportunities they never had,” Byadya explained. “They bore the brunt of societal pressure, standing firm against criticism and ensuring that I could chase my dreams. Their unwavering support gave me the strength to push forward.”

AUW Experience

Upon arriving in the city, Byadya found new challenges. “It was daunting,” she recalls. “I had to navigate an unfamiliar environment, adjust to a different way of life, and prove myself in a place where few expected me to succeed. There was always the underlying notion that I was stepping beyond the bounds of what was traditionally acceptable.”

But her education, she reminded herself, was not just about personal success but about breaking barriers for generations to come. “With every challenge, I grew stronger, proving that investing in a girl’s education is not a loss—it is a transformation.”

At AUW, Byadya found herself surrounded by strong, ambitious women from diverse backgrounds, each with their own struggles and aspirations. “Their stories inspired me to challenge limitations, to dream bigger, and to believe in the power of change. The university was more than just an academic institution—it was a space of empowerment, where I learned that my voice mattered.”

Rimu Byadya shares insights from her journey in public health at the first in-person Global Model WHO, jointly organized by the World Health Organization and the World Federation of United Nations Associations and held October 29–November 1, 2024, at the WHO headquarters in Geneva.

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Today, Byadya works to create healthier communities and empower others—especially young girls—through knowledge and access to care. It’s a journey that began during her first year at AUW, when she spent two weeks in a remote village as part of a group of 10 students conducting interviews with 120 mothers of young children.

“Our goal was to understand maternal diets and infant feeding practices,” she recalls. “When we returned to AUW and analyzed the data, we observed significant gaps in both maternal diets and infant feeding.”

The group then worked with their professor to design a small-scale intervention and secure funding. They recruited and trained four community health workers with whom they visited the village every weekend to deliver vital information on maternal nutrition and infant feeding practices.

The experience, Byadya said, was life-changing. “It solidified my passion for public health. The following year, I chose public health as my major. It set me on a path that I continue to walk with determination and purpose.”

After graduating from AUW in 2014 with a bachelor’s degree in public health, she joined the Young Professionals Program offered by the global development organization BRAC, formerly known by its long-form name, the Bangladesh Rehabilitation Assistance Committee. She worked with Ebola survivors in Liberia and Sierra Leone, and also led a team of 5,000 health workers to provide essential healthcare to 10 million people in rural Bangladesh.

Byadya was then awarded the prestigious Commonwealth Scholarship by the University of Oxford to pursue a master of science degree in international health and tropical medicine, a program which she completed.

Since 2022, she has been a technical officer with the World Health Organization in Geneva. But her connection to AUW remains strong.

“The AUW community and network is more than just a professional connection—it is a family,” she said. “From the moment I stepped into AUW, I felt supported by a network of mentors, peers, and alumni who genuinely cared about my growth and success. Even now, whenever I need guidance, inspiration, or even just a reminder that I belong to a strong community of changemakers, I know I can turn to AUW. The friendships, mentorship, and unwavering encouragement from this network continue to fuel my journey.”

More than 350 students from diverse backgrounds unite at Global Model WHO 2024 to simulate the World Health Assembly. Rimu Byadya (far right) shares the stage with Mike Ryan (center right), executive director of the WHO Health Emergencies Programme.

Corporate Support

Ensuring that women have the opportunity to chase their dreams and change their communities as Byadya did requires the collective support of individuals and companies around the world.

According to the United Nations Educational, Scientific, and Cultural Organization, there were about 122 million girls around the world not enrolled in school as of 2024. And in poorer countries, girls are more likely than boys not to complete their education.

This is why the work of AUW is so important—work that is funded by support foundations in Denmark, the United Kingdom, the United States, Hong Kong, and Japan, as well as other organizations.

On April 10, the AUW Japan Support Committee will host its 14th annual fundraiser gala at Tokyo American Club. Titled Shooting for the Stars, the event will feature astronaut Naoko Yamazaki—just the second Japanese woman to fly in space—and Priyanka Shrestha, an inspiring AUW alumna who will share her story, just as Byadya did here.

Among the companies that regularly support AUW and the gala is Morrison Foerster. The US-based law firm established the Morrison & Foerster Foundation in 1986 to support children, education, the arts, healthcare, nutrition, and disaster relief, among other important causes. A percentage of all revenue that comes in to the firm—before it gets paid out to the partners—goes to the foundation each year. In 2023, the Morrison & Foerster Foundation’s charitable donations totaled more than $4.4 million.

AUW is one of the many organizations supported by the Morrison & Foerster Foundation. The firm has been a consistent supporter of AUW for years, and donated a significant amount of money over a five-year period in the name of a former Tokyo office manager who passed away from cancer.

Dale Caldwell, a lawyer at Morrison Foerster and member of the foundation board for more than a decade, said he is proud to support AUW “because you’re impacting not only one person’s life but also the life of a community.”

The Morrison & Foester Foundation became connected with AUW, he explained, through former Goldman Sachs vice-chair Kathy Matsui, who is a founder and current Co-chair of the AUW Japan Support Committee. “It lined up quite well with our objectives,” Caldwell noted.

Matsui concurs with Caldwell’s reasoning. “Numerous studies have shown that the return on a dollar is higher for educating women than for men because women are more likely to pass on education to their children and the rest of the community,” she told The ACCJ Journal.

The 13th annual fundraising event at Tokyo American Club in 2024.

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Another familiar name in the Tokyo community supporting AUW is Yan Fan, cofounder of Code Chrysalis, a Tokyo-based coding boot camp with roots in Silicon Valley that has empowering women in tech careers as one of its goals.

“If we want to see change happen, we need to uplift the other half of the population—and I think that’s so important for Southeast Asia, and Asia in general,” said Fan, who was born in China and moved to the United States with her family at age three.

“We need to make sure that women are also heard and that they are given opportunities,” she added. “The work that I’ve always done has been about empowerment, trying to help people find better opportunities, trying to unleash people’s talents that maybe they didn’t know they had. I thought AUW was just so aligned with what I have been doing in terms of my career. And the return on investment—for getting these women college educations—is very high.”

Helping women unleash their talents is also a priority for Matsui, who co-launched MPower Partners—Japan’s first global venture capital fund focused on environmental, social, and governance—in 2021, after retiring from Goldman Sachs. One of her MPower cofounders, Miwa Seki, also co-chairs the AUW Japan Support Committee alongside Ali Buford and Catherine Sasanuma.

“My other passion is getting more women into the economy,” said Matsui. “While female economic participation has risen in the past decade from a low base, there is still scope to promote more women in leadership positions. It’s difficult for any country to run a marathon with just one leg, so empowering women is imperative to economic and business growth in every country.”

Those interested in contributing to this important mission are encouraged to attend the April 10 gala and explore opportunities to support AUW, either personally or through their organization. In addition to the insightful stories shared during the evening, attendees will have a chance to win prizes such as lunch with legendary architect Kengo Kuma and a dinner party with British Ambassador to Japan Julia Longbottom at the UK Ambassador’s Residence.

Why It Matters

Returning to Byadya’s journey, a 15-year-old girl watching her female friends and classmates being married off—their futures decided for them—eventually found a way to pursue her dream of doing something more through AUW. And today, she is able to help others and make a profound difference in their lives and communities.

Looking back, Byadya said that her time on campus was more than just an education.

“It was a revolution in my mind. It gave me the confidence to stand up for what I believe in and to advocate for a world where no girl has to justify her right to learn. The lessons I learned there continue to shape my path, guiding me to empower others and create a future where education is a force for liberation and transformation.”

To young women who dream of pursuing education and helping their communities, Byadya has this advice. “Never forget your roots, because they are what make you unique. Do not question whether you can or cannot achieve something—just strive for what you believe in with unwavering determination. The world may tell you that you are not enough, that your dreams are too big—but never let those voices define you. Your dreams matter, your voice matters, and your actions have the power to create change. Keep pushing forward, keep believing, and never stop fighting for the future you deserve.”

Rimu Byadya (center right) and fellow young professionals with WHO Director-General Tedros Adhanom Ghebreyesus (center left).

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AUW 14th Annual Fundraising Event
Shooting for the Stars

April 10, 2025 • 6:30–9:30 p.m. • Tokyo American Club
Tickets: ¥8,500–15,000

Reverse Mentoring

Young professionals bridge generations in the workplace by sharing insights with executives.

Mentorship is a familiar concept, but in a world where workplace dynamics are constantly evolving, who says mentorship needs to be top-down? The American Chamber of Commerce in Japan (ACCJ) recently held a pilot event—organized by the Young Professionals Forum (YPF) and championed by the CEO Forum—designed to challenge and expand what it means to be a mentor. The night was generously sponsored and hosted by Kraft Heinz Japan, and attendees were warmly welcomed by Steve Briggs, the company’s president for northeast Asia and an ACCJ vice president.

This pilot event brought together eight senior executives as mentees—all eager to gain insights from next-generation YPF leaders. Along with Briggs, these esteemed executives were:

• James Aquilina, president and general manager of the Estée Lauder Companies Japan K.K.
• Sarah Bader, managing director and principal representative in Japan for Gensler and Associates/International, Ltd.
• Meghan Barstow, president and representative director of Edelman Japan
• Royanne Doi, executive director of TELL
• Deborah Hayden, partner at FGS Global
• Mari Matthews, director and vice-chair at BNY Japan
• Irina Menshikova, president of Amway Japan G.K.

About 20 young professionals joined, ready to share their knowledge and provide mentorship advice on a variety of topics. Discussions covered intergenerational management, avoiding burnout, talent retention, recruitment, and technology. The evening saw lively discussions and a rich exchange of information, as well as the opportunity to explore Kraft Heinz’s stunning new office near Shinjuku Gyoen and sample some of the company’s delicious signature food.

Young professionals have a wealth of knowledge and fresh perspectives to offer senior executives. In the realm of intergenerational management, young professionals can offer insights that help senior leaders effectively bridge the gap between themselves and younger age groups in the workplace. This includes understanding the unique motivations and workstyles of younger employees, fostering a culture of inclusivity, and leveraging the strengths of a diverse workforce.

Avoiding burnout is another critical area where young professionals—with the rise of remote work and the blurring of boundaries between personal and professional life—can provide valuable perspectives. The group discussed how companies can differentiate themselves by implementing strategies to promote work–life balance. Young professionals, generally being more attuned to the importance of mental health, can offer practical advice on how to create a supportive work environment that prioritizes employee well-being.

Talent retention and recruitment are perennial challenges for organizations. Young professionals, who are often at the forefront of job-market trends, provided senior executives with a deeper understanding of what makes an employer attractive and how they can retain top talent. This includes company culture and opportunities for professional development, as well as the need for a clear and compelling employer brand, vision, and purpose.

“This reverse mentoring pilot event was an eye-opening experience, and I was grateful to hear ideas and advice from so many enthusiastic young professionals,” said Kraft Heinz’s Briggs. “The fresh perspectives and innovative ideas shared will be critical in shaping Japan’s evolving corporate environment, and I was so glad that many of Kraft Heinz’s talented young team members could participate.”

YPF Co-chair Tomoki Fukasawa noted: “This event marked my last initiative as co-chair of the YPF, so it is extra special for me to bring together such a talented group of executives and motivated young professionals. This is exactly why I wanted to join the YPF—to encourage meaningful dialogue across generations. I am confident that the YPF leadership team will continue what I have started and host more events like this in the future.”

Reverse mentoring is not just a trend; it is a powerful strategy for bridging gaps and fostering a culture of continuous learning and innovation. By nurturing an environment of mutual learning and collaboration, organizations can harness the collective intelligence of their workforce and drive sustainable growth. The YPF will continue to create platforms to embrace opportunities for cross-generational collaboration and growth.

Beat by Beat

Musical flourishes in Japan’s central city of Hamamatsu beckon travelers seeking artful experiences.

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Presented in partnership with the Hamamatsu & Lake Hamana Tourism Bureau

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While Tokyo and Osaka top the itineraries of many visitors to Japan, there’s an oft-overlooked city halfway between that is a must-stop—especially for those with an interest in music.

Hamamatsu, in southwestern Shizuoka Prefecture, has played key parts in Japanese history more than once. In the 1570s, as the home base of Tokugawa Ieyasu—founder of Japan’s last shogunate—the small coastal town was an important stop on the road to the Edo Period (1603–1867), an era when the arts flourished.

Soon after the start of the Meiji Period in 1868, Hamamatsu became a center for textiles, silk production, and traditional crafts such as lacquerware. Emerging mechanical industries also found a home near the shores of Lake Hamana. Among those was the manufacture of musical instruments. Today, the city is home to some of the music world’s best-known brands, including Yamaha and Kawai.

In fact, music plays such an important role in modern Hamamatsu that the city was recognized in 2014 as a UNESCO Creative City of Music by the United Nations Educational, Scientific, and Cultural Organization. Performers from around the world descend on the city each year for the Hamamatsu International Piano Competition and the Shizuoka International Opera Competition. Both are hosted at Act City, a complex that houses two renowned concert halls. The central tower was the first thing that caught our eye as we emerged from Hamamatsu Station to begin a two-day tour of the area’s offerings.

Opening Note

We began our visit by indulging in one of Hamamatsu’s most popular culinary offerings: gyoza. The city goes dumpling for dumpling with Tochigi Prefecture’s Utsunomiya as Japan’s capital for the savory treat. Having recently visited both cities and sampled their offerings, I can confirm that this is a must-try for foodies.

Hamamatsu is also famous for eel. Lake Hamana, with its mix of freshwater and seawater, is known as the birthplace of eel farming in Japan.

After lunch, we stopped by Hamamatsu Castle—a recreation of Tokugawa Ieyasu’s historical stronghold—and recharged with a jolt of espresso from one of Japan’s 29 Starbucks concept stores, located on the castle grounds, before hitting the downbeat of our core itinerary.

The Sound of Innovation

Anyone who has played music, whether in their junior high school’s gymnasium or on the stage of Lincoln Center, knows the name Yamaha. But they may not know the intriguing story of the ubiquitous instrument maker’s origins.

It all started in Hamamatsu, in 1887, when Torakusu Yamaha was asked by Jinjo Elementary School in Hamamatsu to repair its imported reed organ. The Wakayama native, known in town for his work on medical equipment, was the only person they thought might be able to do it. While Yamaha didn’t know anything about the West’s music, a fascination with its science and technology had led him to learn about watchmaking and the inner workings of other mechanical devices.

Using his technical knowledge, he fixed the organ, and the experience ignited an interest in musical instruments. He decided to build his own organ. According to legend, he slung his creation over his shoulder and carried it across the mountains of Hakone, along the Old Tokaido Road, to the Music Institute in Tokyo, where it was resoundingly rejected as being poorly tuned.

Undeterred, Yamaha studied music theory and tuning before trying again. Today, the company he founded is one of the world’s leading piano manufacturers, and his experience overcoming that early criticism inspired the familiar tuning fork logo.

We got a firsthand look at the evolution of Yamaha’s craft when we visited Innovation Road, an expansive collection of musical instruments and audio equipment at Yamaha Corporation Headquarters. The location, about an eight-minute taxi ride from Hamamatsu Station, was previously a piano factory before the company constructed the current building to showcase its 138 years of dedication to music.

More than 30 pianos—including digital models—are on display at Innovation Road, including the CFX, Yamaha’s flagship full concert grand piano, and the rare Bösendorfer Woman in Gold Model 200, of which only 25 were ever produced.

The first piano we encountered, however, was not one of these classical masterpieces but rather an unusual prototype called Key Between People. Designed to express how we connect with one another through music, the instrument feels like a combination piano and bar. The compact shape allows a small group to gather around the instrument in an intimate setting.

Key Between People

Museum Director Seiichi Hashimoto, who guided us around the spacious exhibition, asked me to play a bit. As I pressed the keys, constellations burst across the tabletop, projected from above, in a celestial show meant to enhance the shared experience. It was an intriguing merging of melody and tech.

Hashimoto then walked us through the steps involved in crafting a piano—from shaping the soundboard and crafting the felt-covered hammers to polishing the lacquer—and shared stories about the evolution of the company’s instruments and gear.

We also saw a display of brass and woodwind instruments that brought back vibrant memories for me. Yamaha is one of the world’s rare manufacturers that produces a full range of orchestral instruments, from violins and cellos to oboes and flutes to trumpets and horns. Most companies specialize in specific families, such as Buffet Crampon’s dedication to woodwinds or Edwards’s exclusive focus on trumpets and trombones, the instrument I took up at age 10 and played for years in our city’s symphony orchestra. If you’re interested in how metal and wooden instruments are made, there are hands-on stations like that dedicated to pianos that demonstrate the process.

As we reached the far end of the main floor, Hashimoto explained the importance of audio reproduction to Yamaha’s mission. We stepped into a small theater packed with a 108.6-channel speaker system designed to demonstrate the company’s 3D audio technology. In the dark, immersive space, we watched a performance of the Yamaha Symphonic Band—a wind orchestra made up of talented company employees—on the massive 220-degree screen. The music washed over us with the same fidelity as if we were standing in the concert hall.

Next, we took a stroll down memory lane as we examined Yamaha’s creations decade by decade, starting with one of the first reed organs, built in the late 1880s, and ending with the Venova “casual wind instrument,” a saxophone-like sound innovation released in 2017 to make music more accessible to everyone. Along the way, we came across a DX7, the classic 1980s synthesizer that gave my friends and me countless hours of fun growing up as we played Van Halen’s “Jump” by ear along with the radio.

Around the corner were five “people” who yanked me from those high school years of monochrome LCDs and 16-note polyphony to the present day of supercomputers and artificial intelligence (AI).

Yamaha’s Vocaloid:AI allows Innovation Road visitors to play music together with an AI singer or saxophonist. You can instruct the AI artist using a “musical expression sensor” and it will seamlessly adapt the phrasing, use of vibrato, and more. Yamaha calls this “a bold step forward to a future where humans and AI create music together.”

The five people I mentioned are actually incarnations of a new type of speaker that Yamaha has developed. Extremely thin, the speakers excel at delivering isolated sound. In this exhibit, titled Flatone, five speakers displaying virtual vocalists combine to create an immersive audio experience. Each plays a role in an a cappella performance that blends perfectly when heard from a distance. If you walk up to each, however, you’ll hear only a single part. It’s a fascinating experience. Hashimoto led me back out to the main floor to show how the speaker technology is employed above individual exhibits to provide audio guidance.

We closed out this fascinating tour of music history at the Virtual Stage, a demonstration of Yamaha’s live performance reproduction system, called Real Sound Viewing. Against a video backdrop showing artists, real instruments are controlled by actuators that reproduce digitized sounds, sending vibrations that control drums, a double bass, and Disklavier, a self-playing piano.

Whether you perform music or just enjoy listening to it, Innovation Road is an unforgettable and enlightening experience not to be missed.

Crafted in Harmony

Hamamatsu is also home to Kawai Musical Instruments Manufacturing Co., Ltd. Founded in 1927 by Koichi Kawai, the company focuses on pianos and has earned a reputation for quality around the world.

The son of a wagon maker, Kawai was drawn into the world of music at a young age by a man who was impressed by the pedal-driven cart the boy had built himself. That man was Torakusu Yamaha. He took Kawai under his wing and mentored him, and Kawai went on to become an engineer and a key part of Yamaha’s early success. Following Yamaha’s death in 1916, Kawai continued to refine his craft and founded his own company in 1927. Over the next few decades, his fledgling venture grew to be a key player in the industry, with annual production increasing to around 1,500 pianos per year by the early 1950s. And in 1953, Kawai became the first person in the musical instrument industry to receive the prestigious Medal with Blue Ribbon from the emperor.

To learn more about this history and get a firsthand look at how the pianos are made, we visited Kawai’s Ryuyo factory, about 15 minutes east of Hamamatsu by car. At the time of its completion in 1980, it was the largest factory in the world producing exclusively grand pianos. While it is no longer the largest in terms of size, the factory now combines the master craftsmanship of skilled artisans with the latest advancements in scientific technology to manufacture both grand and upright pianos.

The massive complex—with a total area of 168,218 square meters (1,810,700 square feet)—is known as “the workshop in the woods” thanks to the 30,000 new trees that were planted around it.

Our tour began in the Kawai Little Museum, a small space packed with big history. An array of instruments lines the walls, from a 14th-century clavichord to the futuristic Crystal Grand, a transparent piano that refracts and reflects light to surround the player in a rainbow of colors. As we moved through the centuries, we learned about the design progression of keyboard instruments and how engineers transformed the soft, thin plucks of a Medieval clavichord into the robust sound of a modern grand piano.

Building a grand piano requires a team of people and takes more than a month (and that’s not counting the time it takes the sheep to grow the wool used in the hammers). We saw each of the 11 steps in action as we walked the factory floor. Wood processing, painting and polishing, iron plate installation, stringing, tuning, and inspection are all performed by hand in this facility. In a world where so much work is done by machines, the absence of robotics was striking. Kawai grand pianos are truly handmade, and it was fascinating to watch the team craft pianos one at a time—carrying on the spirit upon which Kawai was founded.

One of the most interesting parts of the tour was the chance to touch the materials that become such a majestic instrument. It’s one thing to admire the beauty of a grand piano on a stage, but another to feel a tangible connection to its roots.

The importance of wood quality to a piano cannot be overstated. Kawai uses specially selected varieties of spruce for the soundboard, the wooden panel below the strings that amplifies the sound and determines the piano’s tone quality. After being harvested, the spruce is cut and then dried and seasoned naturally for many years. It’s a process of patience—like sitting through a Mahler symphony—but the results are worth the wait. We tested the resonance of a Kawai soundboard using a small, quiet music box. Touching it against the refined spruce filled the room with beautiful sound.

A visit to the Ryuyo factory is an enlightening experience, whether you’re a pianist or not. Although I’ve had a grand piano sitting in my living room for more than 20 years, I had never considered how complex its creation was until I stepped into this impressive workshop. When you visit Hamamatsu, don’t miss this chance to explore the process yourself.

Rhythmic Retreat

Between these visits to Hamamatsu’s musical giants, we stayed overnight at Katsuragi Hotel Kitanomaru, a resort in nearby Fukuroi City owned and operated by the Yamaha Group.

Described as “an extraordinary modern-day Japanese castle” in the English brochure, the expansive hotel’s base began its life long ago as seven folk houses in Ishikawa and Toyama Prefectures. When they faced demolition more than 40 years ago, Yamaha bought the structures, moved them here, and renovated them using wood from the company’s exclusive timber collection to create Kitanomaru.

Like most traditional Japanese buildings, the original structures were constructed without metal fasteners. While metal was used to join them on this site, many of the original wooden supports remain, and some beams running along the lobby ceiling are around 200 years old. From beneath these ancient logs, we looked out through the floor-to-ceiling window onto the gardens and golf course that are the heart of the resort.

Depending on the time of year, you can enjoy more than a dozen flower varieties, including cherry blossoms, plum blossoms, hydrangeas, Japanese maples, and wisteria, as well as a garden woven with 10,000 azaleas in shades of deep purple, pale lavender, and white.

You can also grab your clubs and take on two 18-hole courses designed by renowned golf architect Seiichi Inoue: Ukari and Yamana. The latter hosts the annual Yamaha Ladies Open Katsuragi tournament, part of the Ladies PGA of Japan Tour.

But we were here not to hit balls but to hit high notes, and we concluded our tour in the Audio Appreciation Lounge, a secluded space at the far end of the complex equipped with Yamaha’s latest high-end audio technology. We sank into the sofa, turned up the volume, and reveled in the lifelike sound enhanced by the room’s wooden structure.

Back in the lounge, we settled in with a glass of wine for one of the evening’s highlights: a mini concert by Haruna Ito. A graduate of the Aichi University of the Arts, the Hamamatsu native performed a range of pieces—from classical works to Studio Ghibli favorites—on a one-of-a-kind Yamaha grand piano. This piano is a commemorative model, the C6XA-GE, from Yamaha’s Ginza store, which opened in February 2010. The concept—Fusion of Beauty—was inspired by Ginza’s identity as a district where history and culture blend. The piano features inlays and decorations of golden clematis flower patterns, symbolizing the coexistence of Japanese and Western cultures as well as the harmony between trends and brands found in Ginza. It embodies the image of a place that combines a commitment to history with the ability to embrace new things.

After the performance, we joined Ito for dinner. The exquisite six-course meal with a seafood focus included Fuji trout marinated in koji; tuna, flounder, and cutlass fish sashimi; and deep-fried Pacific cod and cloud roe. For those like me who lack an affinity for seafood, Kitanomaru’s chefs offer a meatier menu. I absolutely loved the Tokara-style beef tataki, chicken simmered with Japanese pepper, and pan-roasted Mikkabi beef.

But especially interesting was our conversation with Ito. As a musician, I found it fascinating to hear about her journey in the arts and to discover that we both have connections to Russian mentors. Even for those without a background in music, the chance to learn firsthand what inspires performers makes for an intriguing experience far off the beaten path.

Before turning in for the night, I visited the bathhouse and open-air onsen. Soaking in hot spring water was incredibly relaxing despite the cold air, and with the late-night silence gently broken by the breeze and rustling trees, I was reminded that nature has its own music. It was a restorative way to end a very busy and fulfilling day.

Early the next morning, we tuned up with a delicious breakfast in the main dining hall, Tsubaki no Ma. As the rising sun streamed through the massive windows, we enjoyed omelets, sausage, fresh vegetables and fruit, yogurt, soy milk corn potage, and fresh juice.

It was hard to say goodbye to such a comfortable retreat, the perfect accompaniment to our musical adventure.

Final Note

Having spent two days immersed in the harmonies of Hamamatsu, we took in one more high note before catching the bullet train back to Tokyo.

Shizuoka accounts for about 40 percent of Japan’s tea cultivation, a fact highlighted by Chappaya, a tea house specializing in locally grown tea that is processed on-site. We made a stop at the quaint shop and, in addition to tasting several varieties of green tea, enjoyed a delicious bowl of roast beef over green tea-infused rice. It was the perfect bookend to the trip.

Back at Hamamatsu Station, I picked up sought-after souvenirs for my family—chilled gyoza and unagi pie, a sweet and crispy confection born in Hamamatsu. Produced by the 138-year-old Shunkado Co., Ltd., the treat is a favorite throughout the country.

Just before heading to the platform, I took in a musical performance outside the station—a final reminder of the heart and soul of this incredibly artistic city, which belongs on every visitor’s list of stops when exploring Japan.

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Interested in visiting Hamamatsu or taking this tour yourself?

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Young Professionals to Watch: John Marasigan

The en World Japan senior consultant shares how the ACCJ has helped him step forward and grow

The Young Professionals Forum (YPF) serves as a platform to connect working professionals aged 35 and under within the American Chamber of Commerce in Japan (ACCJ). In this installment of our Young Professionals to Watch series, we talk to John Marasigan, a senior consultant at en world Japan, about the real-life lessons he has learned by participating in YPF events, which go beyond traditional networking to give young professionals opportunities to learn directly from senior ACCJ members in intimate settings.

What do you do at en world Japan?

As a consultant, I partner with executive leaders across all industries in Tokyo to solve complex challenges by offering interim talent solutions to their finance teams. My aim is to build genuine, lasting relationships and to become a trusted leader, both within my organization and across my professional network.

What is the most memorable project you’ve worked on? How did being a young professional make a difference?

Through a YPF introduction, I connected with a founder of a renowned marketing company. What began as a mentorship request evolved into an opportunity to assist with key challenges, including introducing adviser-level professionals for his executive team.

Unfortunately, after presenting several potential advisers, the company decided to move forward with another option. This experience reinforced an important lesson: even with the best of intentions, outcomes may not always align with expectations. But it was a valuable opportunity to practice humility.

How does en world Japan empower its young professionals?

At en world Japan, I get to drive and grow my own business while benefiting from a supportive corporate framework—truly the best of both worlds. It’s a great fit for anyone with an entrepreneurial spirit who values the structure and resources of an established organization. You’ll have access to a warm network, a robust database, and a reliable back-office team—all working together to ensure your success.

Do you have a memorable moment from a YPF or ACCJ event?

Meeting with Dave Powell, the vice president and general manager of Disney+ in Japan, was a highlight. The office setting and lunch bento boxes were nice touches, but what truly mattered were the practical, eye-opening insights he shared. I especially appreciated his advice on volunteering for tasks others avoid—an effective way to build reliability and responsibility within your organization. Access to leaders like Dave is what makes the YPF group special; it fosters conversations that go far deeper than the surface-level exchanges typical at most networking events.

What are your expectations for the YPF and the ACCJ?

I hope the YPF and ACCJ will invest more in younger professionals. That means making events more accessible, providing hands-on guidance, and offering real encouragement—especially for those new to networking. With Japan’s declining population and aging workforce, it is vital that we focus on developing tomorrow’s leaders. Let’s give them the spotlight, meaningful responsibilities, and the support they need to step forward and grow.

Making a Difference

The ACCJ Journal also spoke to Marasigan’s manager, Adrian Lee, about his contributions.

“John exemplifies the qualities of a highly driven and ambitious professional, characterized by a profound dedication to continuous learning, refinement of his expertise, and the cultivation of meaningful professional networks,” said Lee, senior manager of en world Japan’s Contract Professionals Division. “Organizations such as the ACCJ and groups like the YPF serve as invaluable platforms, fostering environments where individuals like John can excel and further distinguish themselves within their industries. By offering access to thought leadership, expert-led seminars, and collaborative workshops—alongside opportunities for interaction with like-minded business professionals—the events they host provide the resources that underpin John’s consistent excellence as a top performer within our firm.”

Lee also noted how Marasigan has distinguished himself in an industry often marked by transactional exchanges by adopting a consultative approach.

“He prioritizes building genuine rapport with clients, gaining a nuanced understanding of their specific needs, and delivering tailored insights and market intelligence,” Lee said. “This approach empowers clients to make strategic, well-informed decisions regarding their hiring objectives, and reflects John’s unwavering commitment to elevating professional standards and outcomes.”