C Bryan Jones 12/26/25 C Bryan Jones 12/26/25

2025 Kansai D&I Summit

Diversity and inclusion (D&I) is a noble cause. Over the past decade, many positive changes have been achieved, but there is still a long way to go on the journey to true D&I. But good intentions don’t always guarantee good results. How do we get D&I back on track?

What D&I is missing … and how to get back on track through dialogue.

Photos by Rie Watson • Artwork by Kanna Yoshikawa

Diversity and inclusion (D&I) is a noble cause. For years, companies in Japan have pursued diversity in the workplace with the support of the American Chamber of Commerce in Japan (ACCJ). And over the past decade, many positive changes have been achieved, but there is still a long way to go on the journey to true D&I.

Good intentions don’t always guarantee good results, which may be a factor in the strengthening headwinds pushing back on efforts for greater equality. Without the right approach, the most well-meaning D&I initiatives can stall, misfire, or even harm the movement itself.

So how do we get D&I back on track?

That is the question that was at the heart of this year’s Kansai D&I Summit, held at Blooming Camp inside Grand Green Osaka on November 11. Hosted by the ACCJ–Kansai Diversity & Inclusion and Business Programs Committees, along with the ACCJ Women in Business Forum, the gathering featured a workshop led by James Chappell, a communications trainer who is chief executive officer of BEMi Consulting, Inc., and a “prep session” discussion moderated by ACCJ–Kansai Diversity & Inclusion Committee Co-chair Mie Kitano.

The discussion featured three diverse voices sharing their views on the importance of D&I.

Arthur Pena, group director for Media at P&G Japan
Alison Chen, associate director in marketing at Eli Lilly Japan
Naomi Iwasaki, manager in finance at Nippon Boehringer Ingelheim

Chen and Iwasaki are vice-chairs of the ACCJ–Kansai Diversity & Inclusion Committee.

Kitano explained that the approach to this year’s summit was to share stories from middle managers rather than top executives to shed light on challenges that many of us face in our everyday work, and how those managers are handling situations and creating better working environments.

During the networking that followed, attendees were able to further explore what they had learned from the workshop and prep session, and consider how they could carry these insights back to their companies and begin getting D&I back on track. And the whole evening was captured in the moment by Kanna Yoshikawa through her graphic recordings, shown on the opposite page.

C Bryan Jones 12/26/25 C Bryan Jones 12/26/25

An Evening of Connection and Appreciation

Members of the American Chamber of Commerce in Japan (ACCJ) and their guests gathered in the Hilton Tokyo’s Kiku Ballroom on December 11 to close out 2025 with its final signature event of the year.

The ACCJ closes out 2025 with a festive night of networking and honors.

Photos by Miki Kawaguchi/LIFE.14

ACCJ President Victor Osumi took to the stage against a starry backdrop to welcome everyone to An Evening of Connection and Appreciation, a formal cocktail-style reception that brought together nearly 300 ACCJ members and guests.

“As we gather tonight, it is an opportunity to reflect on a year filled with remarkable achievements,” Osumi said. “It is a chance to reflect on a tremendous year of activity at the chamber, thanks to the support of our members’ collective efforts. We want to celebrate this spirit of collaboration and excellence.”

Next, to mark the incredible dedication of chamber members, ACCJ Vice President Arthur Mitchell joined Osumi on stage to present the 2025 ACCJ Leaders and Volunteers of the Year awards.

Also joining the festivities was 2025 ACCJ Person of the Year Ambassador William E. Grayson. He was honored for his leadership in advancing the US–Japan partnership as commissioner general of the USA Pavilion at Expo 2025 Osaka, Kansai.

“To receive this award from all of you brings an incredible amount of joy and happiness,” said Grayson, who shares more about the six-month experience of welcoming visitors to the USA Pavilion.

With formalities concluded, attendees indulged in the Hilton Tokyo’s culinary artistry and smooth jazz while making new connections for 2026.

Lisa Wallin 12/26/25 Lisa Wallin 12/26/25

Sharpening the Story

The ACCJ Healthcare x Digital (HxD) initiative reached a new milestone on December 2 with its first-ever exclusive mentorship event for healthcare startups at Nakanoshima Qross in Osaka.

HxD Mentor Day helps healthcare startups perfect their pitch for 2026.

The ACCJ Healthcare x Digital (HxD) initiative reached a new milestone on December 2 with its first-ever exclusive mentorship event for healthcare startups at Nakanoshima Qross in Osaka. Instead of pitching onstage, founders spent the afternoon strengthening their narratives—then pressure-testing them in small-group mentoring sessions with industry experts.

The program opened with a workshop led by Christian Boettcher, managing partner at Takaraya Capital and formerly a senior partner and APAC sector leader consulting partner for healthcare and life sciences at EY Strategy & Consulting. He was joined remotely by Kristin Chen, a Silicon Valley product leader, fractional chief executive (CxO), and adviser with more than 15 years’ experience at LinkedIn, Twitch, Pinterest, and multiple startups.

Their joint message? A compelling pitch starts with clarity, discipline, and a strong grasp of what investors listen for in the first minute.

Expanding the Model

HxD is an initiative team within the ACCJ–Kansai chapter’s Healthcare Committee. It connects academia, startups, corporates, and government around three themes:

The hospital of the future
Patient data empowerment
Urban–rural healthcare equity

Since 2020, HxD has hosted pitch competitions and ideathons; the December Mentor Day introduced a more intimate format designed to help founders refine their thinking ahead of the 2026 HxD Pitch Competition.

After the workshop, founders rotated through two rounds of 30-minute sessions with mentors from organizations including Eli Lilly, AstraZeneca, EY, IQVIA, K&L Gates, Innovation Dojo, and Zimmer Biomet. The conversations were candid and practical, focusing on communicating value, understanding customers, and positioning within the healthcare ecosystem.

Christian’s Essentials: Focus Your Story

Boettcher began with simple, universal guidelines:

One message per slide
Readable font sizes
Minimal, intentional use of color

From there, he walked through several elements investors expect to see. The first is the founding team—why they are qualified to address the problem and what insight or experience led them to the idea.

Next comes the problem definition. Founders often jump into technology, he noted, without clearly explaining the pain point or who experiences it. “What is the problem itself? And why does it matter?”

Only after establishing the problem should founders propose their solution and what differentiates it. He urged startups to evaluate the “graveyards” where companies that attempted similar ideas and stalled—and understand what went wrong.

Boettcher also highlighted the importance of financial clarity. Even non-financial founders must be able to explain revenue streams, cost structures, runway, and the logic behind market estimates. Overstated markets or vague assumptions erode credibility quickly.

Finally, he emphasized context awareness. With artificial intelligence (AI) accelerating innovation and policy changes influencing healthcare, strong founders show they understand how broader shifts affect their strategy.

Kristin’s First 60 Seconds: What Investors Listen For

Chen offered an investor’s perspective, noting that expectations have risen. “Venture capitalists now want retention, growth, and monetization signals early,” she said.

Sharing a four-pillar framework for evaluating a pitch, Chen stressed that she listens for all four within the first 60 seconds:

A real, enduring problem
A meaningful or growing market
A scalable, tech-driven advantage
A credible path to revenue

“If these elements aren’t clear within a minute, it’s hard for an investor to stay engaged,” she said.

To make the problem tangible, Chen urged founders to reference user research and analytics: interviews, surveys, user-generated content, and existing studies. Specific data points or quotes help quantify severity and show that founders understand the people they aim to serve.

She also recommended preparing two deck versions: a concise one for live delivery and a self-contained one for investors reviewing the pitch independently.

Pain, Markets, and Communication

During the Q&A session, a mentor asked how to quantify customer pain and how narrowly to define the target market. Chen suggested starting with an ideal customer profile and using qualitative and quantitative research to validate who feels the pain most. Boettcher offered a healthcare example: Japan’s diabetes-related hospitalizations can be quantified not only in medical costs but also lost productivity.

A biotech founder asked how to pitch when pharmaceutical companies are the paying customers, but patients benefit most. Boettcher explained that in areas like AI-driven drug discovery, startups must map a multilayered market—including pharma, biotechs, and government programs. Chen added that founders should be explicit about the sales cycle, decision-makers, and associated risks.

Another question focused on Japan-based founders pitching in English while simultaneously managing verbal, visual, and nonverbal communication. Chen emphasized practice, tailoring the story to each investor, and developing “executive presence.” Early-stage investors, she said, often bet on the founder as much as the idea. “If you don’t believe in yourself, how do you expect others to believe in you?”

Boettcher echoed the importance of rapport. Even strong products struggle if founders cannot communicate confidently and connect with the audience.

Platform for 2026 and Beyond

After the workshop, the mentoring sessions brought theory into practice. Founders and mentors sat together to refine slides, discuss specific markets, and explore potential collaboration pathways.

As the first HxD Mentor Day, the gathering added a valuable new dimension to HxD’s ongoing efforts to support digital health innovation across Japan. With the next major pitch opportunity coming in February, participating founders left with clearer stories, stronger decks, and a better understanding of what resonates with investors, especially in that critical first minute.

In a healthcare environment where technology and expectations are evolving quickly, these communication skills are becoming as essential as the innovations themselves.

C Bryan Jones 12/26/25 C Bryan Jones 12/26/25

Gateway to Japan

As arrivals boom, can the country’s hospitality industry keep pace through a new era of omotenashi? That was the question at the center of an ACCJ event hosted on October 8, featuring Tokyo Governor Yuriko Koike.

As arrivals boom, can the country’s hospitality industry keep pace through a new era of omotenashi?

Photos Miki Kawaguchi/LIFE.14

From left: Stephen Zurcher, Christopher Clark, Yoshiya Amanai, and Tadayuki Hara

Bullet trains slicing past a snow-covered Mount Fuji. Real-life anime beneath the neon lights of Akihabara. A fleeting glimpse of geisha in Kyoto’s lantern-lit alleys. For millions of tourists around the world, it’s scenes like these that put Japan at the top of their travel list.

Demand for such experiences has surged since the country reopened its borders in October 2022, after nearly two and a half years of pandemic-imposed isolation. This year alone, more than 35.5 million inbound tourists arrived through October, shattering the previous annual record set in 2019 of 31.88 million with two months to go. Japan is well on its way to hitting the government’s target of 60 million by 2030.

With visitors comes money. Inbound tourism is now Japan’s second-largest export industry after autos, and achieving the 2030 goal would see an injection of ¥15 trillion ($100 billion) into the economy—equal to the nation’s annual defense spending at nearly two percent of gross domestic product.

This potential—and how to harness it—was at the center of an event at the new JW Marriott Tokyo on
October 8, hosted by the American Chamber of Commerce in Japan (ACCJ) Tourism and Hospitality Committee and organized by Vice-chair Mayumi Nakamura Birt, who also served as emcee.

Gateway to Japan

Tokyo Governor Yuriko Koike delivered the keynote, sharing exciting plans that stretch even farther and promise to elevate all aspects of tourism, going beyond sightseeing to business, education, cultural exchange, events, investment, and innovation.

“We have formulated the Tokyo 2050 Strategy as a compass guiding us to the future,” she explained, speaking in a milestone year when New York City and Tokyo celebrate their 65th anniversary as sister cities. “The driving force harnessing the strength of the city is people. And that is why Tokyo is advancing people-focused initiatives. Notably, in response to globalization, we are bolstering efforts to build an environment enabling younger generations to play an active role in the world. Through our investment in people who underpin socioeconomic activities, we will enhance our hospitality and guide the further growth of Tokyo and the rest of Japan.”

Tokyo ranked third behind New York and London in the 2024 Global Power City Index, compiled by the Mori Memorial Foundation’s Institute for Urban Strategies. First published in 2008, the annual study ranks major cities around the world in terms of magnetism—their power to attract creative individuals and enterprises—according to 70 indicators across six functions:

Economy
Research and development
Cultural interaction
Livability
Environment
Accessibility

Thanks to improvements in research and development, cultural interaction, livability, and accessibility, Tokyo significantly increased its score from the previous year, closing the gap on second-place New York. In the study’s actor evaluation—how a city is perceived by specific groups of people—Tokyo ranked second among tourists.

But there’s still room for improvement. After-dark activities is one area highlighted by Koike.

“We are also focusing on upgrading our nighttime tourism. Projection mapping on the wall of the Tokyo Metropolitan Government building holds a Guinness record and has attracted over 900,000 spectators,” said the governor.

The event’s panel of experts, who discussed hospitality in depth following the keynote, also touched on nighttime offerings.

“Compared to other countries, Japan has quite few nighttime activities,” noted Yoshiya Amanai, a manager at East Japan Railway Company (JR East) who oversees the marketing headquarters of the Shinagawa Community Development Division. JR East is the developer of the Takanawa Gateway City complex, of which the JW Marriott is a part.

Amanai said that entertaining guests after 5:00 or 6:00 p.m. is a core part of the Takanawa Gateway concept, and such activities will expand as more buildings open. The complex is scheduled for completion in spring 2026.

“If we can expand the nighttime economy, that’s going to bring a lot of revenue,” he added.

Broader Appeal

Tokyo is at the center of discussion because it truly is the gateway to Japan. Two-thirds of all visitors to the country come through the capital. While 2025 numbers are not yet in, that figure equated to nearly 25 million people in 2024.

But for Japan to truly benefit from its superstar role on the global travel stage, tourist destinations beyond Tokyo and the Golden Route that runs west through Kyoto and Osaka must be developed and marketed.

Stephen Zurcher, chair of the ACCJ Tourism and Hospitality Committee and moderator for the discussion, noted that diversification is essential in part because the most popular destinations are seeing strain on their infrastructure as a result of Japan’s remarkable tourism growth.

JR has been doing its part with a special experience that taps into one of tourists’ greatest loves and fascinations about the country: trains.

“In 2017, we started Shiki-shima, a luxurious train with service spanning three to five days in the eastern side of Japan,” Amanai shared.

Shiki-shima takes travelers to lesser-known corners of Honshu, tracing routes from Tokyo’s Ueno Station north to Tohoku and Hokkaido—the opposite direction from the Golden Route. Its journeys tear up the typical guidebook itinerary to reveal delights such as the cedar forests of Nikko, the sake breweries and crafts of Fukushima and Miyagi, the inns and hot springs of the Iwate highlands, and the samurai history of Akita.

“It’s expensive, but every time we sell tickets they all sell out,” Amanai added. All courses through summer are fully booked, and JR is currently accepting applications for tours between July and September.

JW Marriott Tokyo General Manager Christopher Clark shared Marriott International’s embrace of diversified tourism. “We operate 116 hotels in Japan, and the goal is to continue growing in all prefectures. We see that inbound tourists are increasingly interested in traveling beyond the Golden Route. We want to be there, whenever our customers want to go.” Also an ACCJ governor, Clark was previously general manager and oversaw the opening of JW Marriott Nara before moving to Tokyo to lead the new property in Takanawa Gateway City.

People Matter

The theme of investment in people, which Governor Koike emphasized as central to Tokyo’s future, resonated in the panel discussion.

One thing the panelists agreed on is that more qualified talent is needed to meet the growing needs of Japan’s skyrocketing tourism industry. Clark experienced this firsthand while hiring for JW Marriott Tokyo.

“Our biggest challenge opening the hotel was the human resource element,” he revealed. “I think the number of young associates who are willing to enter the hospitality business is becoming less and less in Japan. We need to continue to encourage the younger generation to join our industry. However, we also need support from the international market, in regards to visas and programs, to allow these employees to come and be trained on language but also Japanese omotenashi.”

Dr. Tadayuki Hara is very familiar with the industry talent outside Japan. He is an associate professor and senior research fellow at the Dick Pope Sr. Institute for Tourism Studies at the University of Central Florida in Orlando, a tourism mecca.

Hara noted the importance of developing human resources. “Unfortunately, in Japan, many universities are putting emphasis on tourism studies, but it’s a study of tourism. I don’t think it’s really meeting the need of the industry. Whereas in America, 70–75 percent of tourism-related programs are hospitality management. Management is how you allocate the limited internal resources into the highest growing areas.”

He sees three skills as key:

Hospitality management
Entertainment management
Event management

Zurcher, dean of Asian studies at Kansai Gaidai University in Osaka, has been working to boost Japan’s hospitality talent for years. “Honestly, the reason I started a hospitality program 10 years ago was to help Chris [Clark] and other GMs who were telling me that they couldn’t find enough people to support the growth of their business. And now, of course, that challenge has become more severe.”

The gap—and the challenge of filling it—is certainly not lost on policymakers. Koike used part of her keynote to announce that Tokyo will subsidize overseas study for young people, noting that the weak yen has reduced their ability to gain international experience. “We wish for more of our young people to step out into the world,” she said. “Through our investment in people who underpin socioeconomic activities, we will enhance our hospitality and guide the further growth of Tokyo and the rest of Japan.”

Education, however, is not only about developing talent. It’s also about helping locals understand why tourism matters, Hara said. “What the government needs is more marketing. Not external marketing to bring more people, but internal marketing. Tell taxpayers and residents about the importance of tourism. In America, this is highly emphasized. For a destination marketing organization, a DMO, it’s usually one of the three pillars. Whereas in Japan, many DMOs are not really paying attention to the internal market.”

Japan now faces a simple but powerful challenge: to grow tourism not only by promoting the country abroad, but by building understanding at home. And if it succeeds, 60 million tourists will be more than a visitor metric; it will be a driver of local prosperity.

Lisa Wallin 12/26/25 Lisa Wallin 12/26/25

Making a Difference Step by Step

This May will mark a major milestone for the ACCJ–Chubu community: the 35th anniversary of the Chubu Walkathon International Charity Festival. You're invited to join the celebration and make a difference.

The Chubu Walkathon invites you to celebrate 35 years of community support.

Photos By Andy Boone

This May will mark a major milestone for the ACCJ–Chubu community: the 35th anniversary of the Chubu Walkathon International Charity Festival. What began in 1992 as a small, collaborative effort between US businesses and local partners has grown into the region’s most visible international charity event—uniting thousands each year for a day of walking, food, entertainment, and community support.

Cofounder Robert Roche, now ACCJ vice president–Chubu, still remembers the first event. “Large corporations were coming to Nagoya saying, ‘It’s our culture in America to give back to the local community,’” he recalled with a laugh. “Harry Hill and I were the young guys doing most of the legwork while they got the spotlight—but in all seriousness, they were the ones who showed us how to do business the right way. Their guidance in those early years gave us a solid foundation, and the relationships we built—with orphanages, schools, and local charities, as well as sponsors like Kondo Sanko, are the reason the Walkathon is still going strong 35 years later.”

Since then, the Walkathon has contributed ¥196 million to organizations across the Chubu region, supporting children in foster care, individuals with illnesses or disabilities, families affected by domestic violence, Tohoku earthquake and tsunami relief, and many others. Over the five years from 2019 to 2023, donations averaged more than ¥5 million per year. The event continued to deliver strong results even through the heart of the pandemic thanks to organizers getting creative with a format that allowed participation amid social distancing.

Community Bridge

The Walkathon is jointly organized by the ACCJ–Chubu Community Service Committee and Nagoya International School (NIS). For event leaders Nao Geisler, Bryce Conlan, and Erik Olson-Kikuchi, the Walkathon is as much about community-building as it is about fundraising.

“Being part of the Walkathon is an immense honor,” said Geisler, who is chair of the committee. “It serves as a bridge between local and international communities. It’s not just raising money—it’s raising awareness, fostering cultural exchange, and demonstrating our commitment to central Japan.”

Fundraising, she added, is only the starting point. “When donations are transformed into real support, it gives people comfort and hope—things they may not be able to create alone.”

At recent donation ceremonies, charities shared messages such as “Your support allowed us to continue assisting children” and “We were able to start a new program thanks to your help.” Conlan, the committee vice-chair, said these words remind us why our work matters.

Festivities with Purpose

The Walkathon remains a highlight of the spring calendar for families across the region. The event features:

A symbolic walk course through Meijo Park
Live music, dance, and cultural performances
Face-painting, crafts, and activities for kids
An international food court and vendors
Charity information booths
A large-scale raffle (100 percent of proceeds donated)

All purchases are made with Walkathon food and activity tickets, and 100 percent of all activity purchases and 20 percent of food purchases are donated.

Celebrating 35 Years

To mark the anniversary, organizers are planning enhanced programming, a retrospective exhibit on the event’s history, and a new “35 Challenges” initiative— including a lead-up program called Walk 3.5K for 35 Days. The committee is also working to raise in excess of ¥15 million, its most ambitious target to date.

Roche hopes this year will set a precedent for the future. “We want this to be a 70-year, even 100-year tradition,” he said. “There’s no reason it can’t continue as long as the community keeps working together.”

He also hopes to see the largest turnout yet. “We’re aiming for more than 3,000 participants. We’ll be sending letters to members—hopefully everyone can help a little.”

Why It Matters

The Walkathon is widely regarded as the ACCJ–Chubu Chapter’s most impactful corporate social responsibility initiative. It strengthens trust between international businesses and local communities, demonstrates long-term commitment, and creates a welcoming environment where residents from Japan and abroad can connect over a shared humanitarian purpose. The Walkathon has also strengthened the ACCJ’s role in the community, highlighting the international business community’s long-standing commitment of contributing to the well-being of the Chubu region.

Join Us in May

With its mix of community spirit, cultural exchange, and real social impact, the Walkathon continues to embody the best of what international collaboration can achieve.

The organizing committee invites companies, families, and individuals to participate, volunteer, or sponsor the event—and to help make the 35th anniversary the strongest year yet.

The 35th Annual Chubu Walkathon takes place May 24. Companies interested in sponsoring are encouraged to contact the ACCJ–Chubu office at chubu@accj.or.jp.

Robert Heldt 12/26/25 Robert Heldt 12/26/25

Always Forward

Rooted in strategic insight, powered by creative storytelling, and committed to measurable results, AIM B2B arrives when many respected brands are seeking stronger, smarter ways to connect with increasingly sophisticated and demanding B2B audiences.

AIM B2B’s launch sets a new standard for B2B marketing excellence.

Presented in partnership with AIM B2B by Custom Media

Custom Media is proud to announce the launch of AIM B2B, a next-generation agency built with a bold mission: to redefine the landscape of B2B public relations and marketing in Japan and the rest of Asia. Rooted in strategic insight, powered by creative storytelling, and committed to measurable results, AIM B2B arrives when many respected brands are seeking stronger, smarter ways to connect with increasingly sophisticated and demanding B2B audiences. And we are pleased to report that AIM B2B has already won three major global and local awards for marketing and operations in 2025.

At its core, AIM B2B focuses on a simple yet powerful promise—bringing your brand to life. The agency offers a comprehensive suite of services designed to accelerate growth, build trust, and deepen engagement in competitive markets. From data-driven strategy and distinctive branding to compelling narratives and digital experiences that captivate, AIM B2B helps organizations break through barriers and surpass expectations.

Proven Framework

Central to AIM B2B’s methodology is the AIM Framework—a structured, three-phase process that integrates decades of industry expertise.

Adapt: Deeply understanding each client’s market, audience, and unique vision through discovery, strategic planning, and tailored localization.
Implement: Bringing visions to life with creative storytelling and precise activation strategies that ensure impactful engagement.
Maximize: Continuously tracking, analyzing, and refining campaigns to deliver measurable growth and sustained success.

Our promise is simple: always forward. We’re here to move your business forward with purpose and precision—helping you go beyond what’s expected and explore new possibilities.

Co-founding Publisher Simon Farrell said: “As longtime B2B publishers—including of The ACCJ Journal, BCCJ ACUMEN, and The Canadian for several years—storytelling is in our DNA. It has earned us trust, reliability, and deep relationships in the market, and AIM B2B carries that legacy forward.”

The Future of Content Marketing

The launch coincided with AIM B2B’s presentation of its landmark report, Insights from the Content Marketing Landscape in Japan, at an exclusive Tokyo event featuring senior marketing leaders. One standout finding revealed a major shift: proficiency in artificial intelligence (AI) has emerged as the top skill marketers need to master in the next 12 months to three years. Last year’s hesitancy around AI has given way to urgency, reflecting an environment where technology is evolving faster than strategy; marketers must balance innovation with responsibility.

Triple Crown of Awards

AIM B2B’s debut comes during a remarkable season of recognition. The agency earned top honors at the 2025 Campaign Asia Agency of the Year Awards, completing a Triple Crown of recent wins that includes the BBN Golden Bees, and the Ireland Japan Chamber of Commerce (IJCC) Business Awards. Key wins include:

Campaign Asia: Japan/Korea B2B Marketing Agency of the Year (Silver); Content Marketing Agency of the Year (Bronze)
BBN Golden Bees: Double Gold—Best Event Experience and Best Content Marketing Campaign
IJCC Business Awards: SME of the Year

These wins remind us that great work is never achieved alone. Every success reflects the trust of our clients and the dedication of our incredible team. I’m excited about what we will build together in the year ahead.

Contact AIM B2B today to discuss your strategy for 2026:

aim-b2b.com
always.forward@aim-b2b.com
03-4540-7730

Malvern College Tokyo 12/26/25 Malvern College Tokyo 12/26/25

Nurturing Global Citizens

Bringing more than 160 years of UK educational history to western Tokyo, Malvern College’s Kodaira campus offers an international learning environment with small classes, outstanding facilities, and and strong support.

Malvern College Tokyo prepares young people for a vibrant future.

Presented in partnership with Malvern College Tokyo

Bringing more than 160 years of UK educational history to western Tokyo, Malvern College’s Kodaira campus offers an international learning environment with small classes and strong support.

Part of the Malvern College family, the school focuses on inquiry-based learning, nurturing independence and problem-solving skills while instilling a love of discovery in its students. Incorporating a British approach to teaching, it offers an excellent standard of education, covering not only traditional academic subjects but also entrepreneurship, financial literacy, design, and social and emotional learning, as well as science, technology, engineering, arts, and mathematics (STEAM) disciplines to give students a well-rounded foundation that prepares them for the road ahead.

As an accredited IB World School, Malvern College Tokyo currently offers the Primary Years Programme and the Middle Years Programme, and is working towards offering the Diploma Programme, providing students a complete pathway from age four to 18.

The school engages in a global exchange program with Malvern College UK as well as shorter exchanges with other Malvern schools, exposing students to new environments and broadening their horizons.

Its approach is supported by outstanding facilities, including science labs, a STEAM and design room for science and engineering, a two-story gymnasium and all-weather pitch for sports and fitness, a library, and expressive and visual arts studios to foster imagination and promote creativity. A cafeteria, the signature Sakura Garden, and both indoor and outdoor play spaces nurture students’ overall wellbeing and engagement. These facilities accommodate a variety of opportunities for students in performing arts, sports, and enrichment activities, allowing them to develop talents and interests beyond the standard curriculum.

Malvern places a strong emphasis on pastoral care, keeping class sizes small and providing dedicated tutor time to ensure each individual is acknowledged and supported. Students’ bonds with each other are nurtured through a traditional British House system, which places students in houses to foster team spirit, enhance belonging, and enrich school life. This extends into the local community, as the parent group, Friends of Malvern, works to strengthen the partnership between families and the school.

For families interested in learning more about what Malvern College Tokyo has to offer, the school operates the 360° Malvern Experience, which includes tours and workshops that allow parents to experience firsthand what it’s like to be a Malvern student. The first step in the program is an information session called Malvern Meet, which will take place on January 28. This will be followed by weekly tours available in both English and Japanese.

To find out more: malverncollegetokyo.jp

MnK 12/26/25 MnK 12/26/25

Back to Nature

For many travelers, Niseko is synonymous with winter. But with year-round operations, MnK is offering programs that help children build confidence, develop problem-solving skills, and forge friendships that extend beyond summer.

EdVenture camps blend outdoor discovery with English skills in Niseko.

Presented in partnership with EdVenture Niseko Kids Camp by MnK

For many travelers, Niseko is synonymous with winter. When Midori no Ki (MnK) founders Chi and Eddie Guillemette began operations nearly 20 years ago, they focused on building homes where families could enjoy the region’s legendary powder snow with more space, privacy, and comfort than traditional Japanese hotels. After spending a summer in Niseko with their young family, they also recognized that other families would benefit from a program combining adventure and education. EdVenture Kids Camp was born.

Their first development, Country Resort, introduced this new type of stay in Niseko and set the foundation for future real estate developments at The Orchards Niseko, Akazora, and Takeo Drive. As these neighborhoods flourished, MnK evolved into a year-round hospitality company with diversified offerings: food and beverage outlets, property management, real estate services, a ski school, and concierge services.

The shift to year-round operations enabled MnK to attract and retain full-time staff rather than relying on seasonal workers. More families began discovering the region for its farm-to-table cuisine, hiking, rafting, cycling, and unhurried pace that contrasts sharply with urban life across Asia. Parents sought destinations where their children could spend meaningful time outdoors, develop new skills, and build friendships—needs that EdVenture’s experiential learning programs were designed to fulfill through Niseko’s forests, rivers, farms, and open spaces.

The EdVenture program’s reputation for helping children gain independence and outdoor confidence attracted the attention of Les Elfes, the prestigious Swiss-based provider of ski trips for international schools seeking to expand into Asia. MnK partnered with Les Elfes by investing in the infrastructure necessary to deliver safe, high-quality overnight programs for older children.

In 2025, the EdVenture Activity Center was completed, featuring a commercial kitchen, dining room, and extensive indoor/outdoor facilities that serve as the operational hub for the week-long programs. Over the past two years, MnK has constructed four dedicated camp lodges with 80 beds to provide safe, comfortable environments for campers. Each lodge has on-site staff supervision and thoughtfully designed spaces for connection and rest.

EdVenture’s overnight summer camps combine outdoor adventure with structured skill development. Campers engage in hiking, biking, river rafting, orienteering, cooking, team challenges, and creative age-appropriate projects that transform the natural environment into an interactive classroom. Days are purposefully active and varied, while evenings emphasize group activities, reflection, and community-building. Conducted entirely in English (with Japanese and other languages supported), the programs help children build confidence, develop problem-solving skills, and forge friendships that extend beyond summer.

MnK offers camp formats to accommodate diverse family needs:

Weekly Camp (ages 3–9) blends hands-on adventures with an overnight camping trip, giving children the chance to build confidence, practice English through activities, and connect with nature while trying new things in a supportive, screen-free environment.
Overnight Camp (ages 8–17) offers a full week of discovery and personal growth, with dedicated lodges for a comfortable stay as kids unplug, make new friends, practice English naturally, and explore the outdoors.

All programs are staffed by trained, experienced leaders who understand child development, outdoor safety, and the critical importance of creating supportive environments where children can thrive.

Registration for summer 2026 is now open.

ACCJ families enjoy a 15-percent discount off the 2026 summer rates until February 1 using the discount code ACCJ15.

Capacity is limited, so families are encouraged to secure their preferred program dates early.

For more information and registration, visit EdVenture or contact stay@mnkniseko.com.

Skyler Scofield 12/26/25 Skyler Scofield 12/26/25

Reverse Mentoring

Executives expressed interest in how younger generations navigate the growing demands of modern work, while young professionals highlighted the need for clearer expectations, balanced workloads, and supportive management.

Dialogue between executives and young talent turns a new lens on leadership.

Reverse mentoring challenges the traditional notion of mentorship by reversing the flow of insight. Instead of guidance coming from senior leaders to rising professionals, young professionals take the lead, offering their perspectives to executives.

In December 2025, the ACCJ Young Professionals Forum (YPF), together with the ACCJ CEO Forum, hosted the second Reverse Mentoring event to create meaningful dialogue across generations. The evening was generously hosted and sponsored by Cisco Systems G.K., whose support helped set the tone for open and thoughtful conversation.

This year’s event brought together six senior executives who stepped into the mentee role with genuine curiosity and openness. Participants included:

Mizuho Abe, corporate officer of the Corporate Segment Division and head of the Financial Lines Department at AIG General Insurance Co., Ltd.
Sarah Bader, executive director at Gensler Associates International Ltd.
Anderson Carneiro, managing director for Northeast Asia at The Kraft Heinz Company
Azusa Koike, executive director at Morgan Stanley Japan Holdings Co., Ltd.
Yoshiyuki Hamada, president and executive officer of Cisco Systems G.K.
Jarrod Trusler, president of Dow Chemical Japan Ltd.

They were joined by 23 young professionals from diverse industries and backgrounds, organized into small groups of three to four per executive.

The evening encouraged candid exchanges that bypassed the typical constraints of hierarchy. What immediately distinguished this event from a typical mentoring or networking session was the tone. The conversations were warm, honest, and unfiltered. Executives asked questions that are rarely answered candidly in their own organizations, and young professionals spoke openly about their experiences, expectations, and concerns.

Several themes surfaced throughout the evening. Talent retention and employee alignment emerged frequently as executives sought to understand what keeps high-potential young talent engaged and motivated. Young professionals emphasized the importance of transparent communication, opportunities for growth, and leadership that models the values it promotes.

Stress, workload, and burnout were also major points. Executives expressed interest in how younger generations navigate the growing demands of modern work, while young professionals highlighted the need for clearer expectations, balanced workloads, and supportive management.

The most prominent topic of the night was the role of artificial intelligence (AI) in the future of work. Executives were eager to learn how young professionals use AI tools, what excites them, and what concerns they have about shifting job roles. Young professionals shared a mix of optimism and uncertainty, noting that AI improves productivity and creativity but also raises questions about which skills will matter most in the future. Both groups acknowledged that adapting to AI requires collaboration and continuous learning across generations.

The reverse mentoring initiative reflects the YPF’s commitment to bridging the communication gap between young professionals and senior leaders. In many organizations, rising talent and executives rarely have opportunities for real dialogue, and the views of the next generation can be difficult to access. By placing young professionals in the mentor seat, the event creates the conditions for candor, mutual learning, and a deeper understanding of the challenges and motivations present at all levels of an organization.

Executives left the event with valuable insights into the expectations and work styles of younger employees—perspectives that are increasingly essential in shaping modern workplace culture. Young professionals, in turn, gained a clearer view of the realities executives navigate, recognizing that leadership involves constant decision-making, uncertainty, and a strong desire to steer their organizations forward. The blend of Japanese and international participants enriched the discussion further, reflecting the ACCJ’s multicultural environment and the diversity that defines its membership.

Victor Osumi 12/26/25 Victor Osumi 12/26/25

Heartfelt Thanks

As Victor Osumi passes the presidential baton, he reflects on two terms as ACCJ president and the achievements of fellow board members, leaders, and members in advancing the strong US–Japan alliance.

Leading the chamber has been a rewarding experience.

On December 11, I wrapped my final signature event as ACCJ president. The spectacular evening—An Evening of Connection and Appreciation—was our year-end gala and a meaningful occasion to reflect on a year marked by notable achievements and shared progress. Focused on the theme of gratitude, the gathering offered a special opportunity to celebrate the collective efforts of our members, whose continued support is fundamental to advancing the chamber’s mission.

It has been an honor to serve as president for the past two years. I extend my heartfelt thanks to all our members and leaders who drive the chamber’s accomplishments. I had the privilege of sharing these successes during the State of the Chamber address, which I delivered at the ACCJ Ordinary General Meeting on October 27.

Year of Advocacy

We designated 2025 as a year of advocacy for the ACCJ. The United States and Japan have affirmed a new golden age of relations, underscored by the US–Japan Strategic Trade and Investment Agreement, concluded in July.

Our many meetings with US and Japanese government officials, legislators, and business leaders demonstrate the ACCJ’s role as a trusted resource for stakeholders on both sides of the Pacific.

I also just returned from a successful DC Doorknock. The meeting we had with policymakers in Washington during the first week of December reinforced the vital voice the ACCJ has on key issues impacting US–Japan relations.

The arrival of US Ambassador to Japan George Glass has been an incredibly positive addition to the US–Japan dialogue, and he has been a valuable partner and friend to the ACCJ.

In addition to An Evening of Connection and Appreciation, we hosted several other successful signature events in 2025, including welcoming more than 450 attendees to A Night of Stars and Stripes, our Fourth of July celebration. Special guests included Ambassador Glass and Ambassador William E. Grayson, commissioner general of the USA Pavilion at Expo 2025 Osaka, Kansai and the ACCJ Person of the Year.

Voice across Japan

It’s also been an honor for me to connect with ACCJ members in Chubu and Kansai, and I thank our chapter leaders for their contributions.

During the time I spent at our Chubu Chapter, I attended the recent Champagne Ball and had meetings with Aichi Governor Hideaki Omura, Central Japan Economic Federation Chairman Satoru Katsuno, and Nagoya Chamber of Commerce and Industry Chairman Tadashi Shimao.

In Kansai, I took part in the Diversity & Inclusion (D&I) Summit and the impactful dialogues on the importance of agency and getting D&I back on track. And at Expo 2025, we held important events, including Empowering Well-being in the Workplace and Osaka to Orbit.

Across all chapters, we also renewed our focus on collaboration with other chambers of commerce, including through the popular Young Professional Speed Networking events and multinational mixers.

Throughout the year, the Board of Governors has focused on delivering exceptional member value, improving efficiency, and optimizing the ACCJ’s operations. These efforts led to the chamber reaching its highest number of Corporate Sustaining Members ever in December at 97.

The Path Ahead

We have achieved a great deal during this year of transformation. Thank you again to my fellow board members, leaders, and members for your dedication, energy, and support in contributing to the chamber and advancing the strong US–Japan alliance.

I’m honored to hand over the reins to incoming ACCJ President Eric John, and I congratulate him and all the new board members. I look forward to seeing the chamber continue to evolve, innovate, and thrive under their leadership.

I wish you all a joyful and prosperous New Year, and look forward to participating in the ACCJ’s continued growth.

C Bryan Jones 12/26/25 C Bryan Jones 12/26/25

2025 Person of the Year: Ambassador William E. Grayson

On October 10, the American Chamber of Commerce in Japan (ACCJ) recognized Ambassador William E. Grayson as the 2025 ACCJ Person of the Year. He was selected for his leadership in advancing the US–Japan partnership as commissioner general of the USA Pavilion at Expo 2025 Osaka, Kansai.

The ACCJ honors the USA Pavilion commissioner general for his support of Expo 2025 and bilateral relations.

Interview by Masami Ito • Photos by Yuichi Terada/Cloud9Field

ACCJ President Victor Osumi and Executive Director Laura Younger were joined by Vice Presidents Sarah Bader and Jiro Kawakami as well as Governors Julian Bashore, Yumiko Ohta, Frank Packard, Megumi Takayama, and Simone Thomsen plus Treasurer John Kawase to present the award at the USA Pavilion just before the official close of the expo, which ended its six-month run on October 13.

Reaching that finish line, Grayson told The ACCJ Journal, gave him and his team a chance to look back at everything they had accomplished. “I think we’ve all been so deep into it—15 hours, 16 hours every single day—without thinking often about the broader impact.”

That wider influence can certainly be seen in the many interactions between the United States and Japan through the USA Pavilion and the extensive exposure the expo gave US business, innovation, and culture.

Imagine the Infinite

Grayson oversaw the pavilion’s theme—Imagine What We Can Create Together—which focused on innovation, exploration, and the future of human potential. This included:

Space exploration
NASA’s Artemis moon program
US–Japan scientific collaboration
Next-generation technologies
Human ingenuity in engineering, medicine, and sustainability

The ACCJ contributed to this with its Osaka to Orbit event, held in the USA Pavilion on August 19. The panel discussion, which highlighted Japan’s contributions to advancing the space industry, featured Osamu Aoki, president and chief executive officer of Aoki Co., Ltd.; Nobu Okada, founder and chief executive officer of Astroscale Holdings; Koichi Yonemoto, cofounder and chief technology officer of Space Walker Inc.; and Dr. Koichi Wakata, chief technology officer at Axiom Space and Japan’s most experienced astronaut.

One item on display at the USA Pavilion was a moon rock brought back to Earth by the astronauts of Apollo 17. Grayson mentioned how former Japanese Prime Minister Shigeru Ishiba remembers seeing another moon rock retrieved by Apollo 12 astronauts at the 1970 Osaka expo, and also that astronauts visiting this year’s exhibition shared that the same experience led to their love of space and desire to take to the stars. “Grandparents bringing their grandkids through to see what they saw back in 1970, it has a very powerful impact, a lasting effect,” the ambassador said.

Shifting Gears

The USA Pavilion welcomed nearly 2 million visitors, and more than 29 million explored the exhibits of 160 nations. The final count made Expo 2025 Osaka, Kansai the second-highest-attended world expo in the past 25 years, trailing only Shanghai in 2010.

But such a resounding success was far from certain before the gates opened.

“The press was terrible,” recalls Grayson of the situation he found when he arrived. “The expo was going to fail, they said. These buildings were going to sink into Yumeshima Island. Nobody was going to show up. The thought among the government and even the expo leaders was that this thing is going to fail.”

Public excitement was also low. A nationwide survey conducted by the Mainichi Shimbun just six weeks before the grand opening found that two-thirds of respondents had no plans to attend the expo.

Grayson, appointed commissioner general in April, was determined to change the narrative. Bringing his strong background in business, finance, law, and public policy to the task of serving as the senior US government representative to the Government of Japan for the expo, he played an important role in guiding the USA Pavilion to success as one of the expo’s most popular destinations, delivering fascinating exhibits that piqued interest among those unsure about visiting.

Strengthening Relations

Beyond that, noted Osumi at the award presentation, he and his team strengthened the long-standing legacy of collaboration and deepened ties between the United States and Japan.

His role as commissioner general included hosting a presidential delegation from Washington on July 19 that included Treasury Secretary Scott Bessent and US Ambassador to Japan George Glass. Three days later, it was announced that the United States and Japan had reached a new bilateral trade agreement. Seeing the expansive opportunities and warm relations during this visit, Grayson suggested, may have helped push things over the finish line.

If the visit did play a role, it’s the sort of impact Grayson sees as a strength of the world expo concept. “A lot of it is just convening great people who come together at every possible level,” he explained. “We really provide the genesis and the spark of opportunity for people to make things happen. Culturally, business-wise, diplomatically, on every level. And there’s no place in the world where you can bring 160 nations together this closely, with this much interaction, and not have great things come from it.”

Grayson thanks his whole team, including Tom Hwei, the deputy commissioner general who arrived in Osaka before him, for their hard work month after month and without breaks. “We’ve been through something together that is so significant, so important, showcasing the United States of America in the best possible light on the grandest diplomatic stage in the world.”

An Honor to Serve

Accepting the ACCJ Person of the Year award as the expo ended, Grayson was to return to San Francisco and his wealth management planning practice. But he looked back fondly on the previous 184 days that had flown by at warp speed, saying he expected to spend a lot more time in Japan in the future.

“It’s bittersweet because all of us have loved it, and it’s sad because it’s coming to an end,” he said. “I think [the expo has] done a remarkable job of further strengthening relations. We saw a very strong bond between Japan and the United States, but I think it’s exceeded all expectations in terms of how good it would be. We’ve had so many representatives from the US government, Congress, various departments and agencies, and businesses come here from the US to help support it, because they were excited to see it. So I think it’s been, as I like to say, an Ohtani grand slam for both countries.”

C Bryan Jones 12/26/25 C Bryan Jones 12/26/25

Leading Voices

The ACCJ recognizes the 2025 Leaders and Volunteers of the Year for stellar contributions across its three chapters.

The ACCJ recognizes stellar contributions across its three chapters.

Photo Miki Kawaguchi/LIFE.14

From left: Bryce Conlan, Jun Mikami, Mayumi Nakamura Birt, ACCJ President Victor Osumi, ACCJ Vice President Arthur Mitchell, Tetsuo (Harry) Ishihara, Erik Olson-Kikuchi, and Gábor Seprényi

Leaders of the Year

Mayumi Nakamura Birt (Tokyo)
The ACCJ proudly recognizes Mayumi Nakamura Birt for her extraordinary leadership as vice-chair of the Tourism and Hospitality Committee. Birt has played a central role in the committee’s post-Covid revival, driving dynamic programs that have improved member collaboration and engagement. She spearheaded key events and contributed her expertise to multiple viewpoints on tourism advocacy, and she facilitated 2025’s flagship inbound tourism event, Gateway to Japan, which included Tokyo Governor Yuriko Koike.

Jun Mikami (Kansai)
The ACCJ extends its appreciation to Jun Mikami for his thoughtful leadership as a founding member and co-chair of the Kansai Young Professionals (YPF) subcommittee. Mikami has strengthened the YPF with his vision, commitment, and passion, building a dynamic community that supports the next generation of global leaders. He successfully executed standout programs, including mentorship events and the annual Christmas Charity Bash, now signature YPF initiatives.

Bryce Conlan (Chubu)
The ACCJ expresses its heartfelt thanks to Bryce Conlan for his outstanding leadership and service, helping those in need as vice-chair of the Chubu Community Service Committee. Conlan has been pivotal to the success of the Chubu Walkathon. His dedication, organization, and ability to engage volunteers and sponsors ensured the event’s lasting positive impact on local communities. His energy, selfless leadership, and initiative, including serving as emcee and managing activities on the day of the Walkathon, have elevated the committee’s activities and the chamber’s visibility and impact in the Chubu region.

Volunteers of the Year

Gábor Seprényi (Tokyo)
The ACCJ expresses its gratitude to Gábor Seprényi for his valuable contributions to the Tourism and Hospitality Committee. Seprényi has been instrumental in the committee’s advocacy initiatives, providing guidance on government policy and directly contributing to the successful publication of two viewpoints. His expert insights have strengthened the committee’s advocacy strategy to drive improvements in the tourism and hospitality sector. He consistently supports the committee by hosting many of its meetings.

Tetsuo (Harry) Ishihara (Kansai)
The ACCJ extends sincere appreciation to Tetsuo (Harry) Ishihara for his outstanding commitment to the Kansai Business Programs Committee. Ishihara was responsible for planning and executing several high-profile programs with prominent speakers, including the Bank of Japan Osaka Branch seminar and the very successful Osaka to Orbit event at Expo 2025 Osaka, Kansai, held at the USA Pavilion. He also contributed articles to _The ACCJ Journa_l on Kansai Chapter activities.

Erik Olson-Kikuchi (Chubu)
The ACCJ is indebted to Erik Olson-Kikuchi for his instrumental contributions to the Chubu community and the Chubu Walkathon, which is organized with the Nagoya International School. Olson-Kikuchi has played a critical role in mobilizing resources from NIS each May, ensuring smooth coordination and impactful outcomes for the ACCJ’s largest community service event. His passion and dedication to volunteerism have contributed to the Walkathon’s continued success, and he has directly enhanced the ACCJ’s ability to deliver on its commitment to corporate social responsibility and community support.

Jesper Koll 12/26/25 Jesper Koll 12/26/25

Pax Nipponica

With Japan uniquely positioned to emerge as a true 21st-century global leader, Jesper Koll asks who will write the rules governing our future?

Why Japan is best positioned to lead a changing world.

Japan is in a unique position to emerge as a true 21st-century global leader. Clearly, the world is becoming increasingly polarized, confrontational, and uncertain. Who will write the rules governing our future? In my view, no nation is better placed than Japan to mediate between the two current superpowers, the United States and China. This is true for all aspects of policy leadership, not just trade, finance, and economy but also diplomacy and global security.

The primary lesson of the 21st century so far is that neither Pax Americana nor Pax Sinica is an acceptable solution for much of the world. Yes, there is intensifying rivalry between the two, but for different reasons. Neither Washington nor Beijing offers a credible answer to the aspirations of the Global South or the problems facing old-world Europe. And the more both Washington and Beijing leaders insist on a with-us-or-against-us approach to their allies, the greater the resentment against the hegemon will grow. Trust is eroding fast. In contrast, a Pax Nipponica would almost certainly be welcomed by the world. Japan has what it takes to mediate and moderate a new world order. Japan is the honest broker the world can trust.

To be sure, my vision of a Pax Nipponica is a next step evolution from the Pax Britannica (1815–1914) and the Pax Americana (1945–???). Both Britain and America ruled the world by brute force: Their currencies were the undisputed anchor currencies of the global financial system; their leading companies were the undisputed innovators and oligopolistic leaders of global commerce; their universities attracted and educated the best and brightest from all over the world; and their armies were the most advanced and dominant. Today’s Japan has none of this. There is literally no area in both hard and soft power where Japan dominates the world. And that’s precisely why Pax Nipponica is possible.

Japan is not threatening, not feared; but it is admired. Japan is the world’s only true post-industrial society, a frontrunner in many areas. It is a role model for having engineered the fastest and most successful economic development ever, for having a socio-economy resilient enough to survive the biggest deflation cycle in history without suffering social unrest and disruptive inequality. It is now teaching the world how to age gracefully and how to maintain and create equitable prosperity by enhancing asset income rather than relying primarily on employment income.

All over the world, Japan is admired for its exemplary balance between intense economic modernization and solid perseverance of national traditions and social norms; for having not just imported Western culture, but perfected and improved upon it in so many areas—from architecture and fashion to food and video games, and even sports such as male and female figure skating, golf, and baseball.

Make no mistake: Viewed from a global perspective, Japan is the most highly respected nation and culture in the East, West, North, and South of this world. Japan has what it takes to lead a global Pax Nipponica.

What’s Next for Japan?

What about the domestic perspective? Is Japan’s elite ready to lead and orchestrate a global Pax Nipponica? It is, of course, not quite right for a non-Japanese to answer this question. I personally think the answer should be yes. This is because the world desperately needs a trusted and honorable mediator, now more than ever. More importantly, in my view, the country stands at a historic inflection point—Japan needs to embrace and rally behind a new goal. Post-war, post-bubble, post-deflation, post-lost decades—Japan knows what’s behind it, but doesn’t quite know where to go from here.

It is not a coincidence, in my view, that the Liberal Democratic Party (LDP) has once again lost control of parliament, just as they did in the early 1990s when Japan had a similar breakpoint in the zeitgeist once the overarching post-war goal of catching up to the United States had been achieved. Now the overarching post-bubble goal of ending deflation and, at the same time, gracefully restructuring the baby boomer salarymen-based corporate culture has also been completed. Then as now, the LDP has no answer to “What’s next for Japan?”

Beyond the Settlement

When I arrived in Tokyo almost 40 years ago, then-Prime Minister Yasuhiro Nakasone was promoting his Comprehensive Settlement of the Post-War Accounts (Sengo Seiji no Sokessan). To me, as a German national, a lot of Nakasone’s arguments and reasoning made sense. To this day, I very much admire his central demand that there must be more to Japan’s national ambitions than economic centrism (keizai chushin shugi), and that Japan should unmark itself as a defeated country and build a post post-war system.

However, I have always been puzzled by how inward-looking, how narrowly focused on only Japan the elite’s call to settle post-war accounts has been. No global aspirations, no vision, and no demands on Japan’s elite to leverage the country’s strength and wisdom to build a better world and promote a better humanity.

Forty years ago, this was perhaps understandable, because Japan’s elite still needed to muster strength to say no to America: it was a big deal when Sony founder Akio Morita and then LDP heavyweight Shintaro Ishihara published an article by that title—「NO」と言える日本—in 1989 in Japanese. The English version was released in 1991. Was Japan’s elite really ready to revolt against their US masters, or was this just a sign of bubble-empowered hubris? Either way, it was all “no” with zero insights or vision of the new “yes” for which Japan should strive.

But that was then. In 2026, Japan has a unique opportunity to reset national ambitions and goals. It’s not about saying yes or no to America (or China). The world is waiting for Japan to say, “We propose to do it this way.” Japan has what it takes to be a global rulemaker and mediator between East and West, North and South. Pax Nipponica is an ambition the world is waiting for, and one Japan’s elite should embrace. As a Japan optimist, I hope they will.

C Bryan Jones 12/26/25 C Bryan Jones 12/26/25

Talent Exchange

Faced with a dwindling workforce, companies in Japan are locked in fierce competition to find young talent who can carry the organization forward and inject it with fresh ideas and vitality. Many overlook an option that offers tremendous advantages for employers and students alike: internships.

The ACCJ Internship Portal gives businesses and students a leg up on the competition.

A survey by the National Association of Colleges and Employers—a 60-year-old professional association that connects more than 17,000 college career services professionals, early talent recruiters, and business solution providers—found that 84 percent of graduating seniors in 2025 participated in an internship, co-op, or other experiential learning program.

Students in Japan also take part in off-campus learning at a high rate—more than 85 percent according to a 2025 Mynavi survey—but the experiences tend to be shorter and less hands-on compared with those in the United States.

To help connect students with internship opportunities offered by American Chamber of Commerce in Japan (ACCJ) member companies, the chamber launched the ACCJ Internship Portal in 2017 and has continued to grow the platform.

The mission is to offer an opportunity to attract, engage, and cultivate the next generation of leaders, while promoting professional development of students.

ACCJ member companies are invited to share internship opportunities through the ACCJ website, allowing students to easily explore options.

APCO, Big Picture International, Boeing, Cezars, EY, Fidel Technologies, Hays, the InterContinental Osaka, Kenja, and Morgan Stanley are among the many organizations that have shared openings through the ACCJ Internship Portal.

The ACCJ Education Committee started revamping the Internship Portal last January by expanding participants to students studying in Japan, maintaining the portal year-round, improving its look and accessibility, and increasing the number of sponsors. The changes have attracted more than 5,000 visitors to the site.

Company Benefits

Alan Brender, co-chair of the Education Committee, sees some companies hesitating to embrace interns. “Often they don’t understand what an internship entails, and they might think it will be too time-consuming, difficult, or expensive to offer a program.”

But there are many benefits that companies can reap from welcoming those preparing to enter the workforce into their office. These include:

Recruiting advantage
Enhanced employee performance
Fresh ideas from young talent
Cost-effective project assistance
Improved brand recognition

Small companies can also reap these benefits, but often dismiss the idea because they believe they do not have the resources to provide interns with support. To overlook internships, however, would be to miss a great opportunity. All that is needed is to have a manager take one or two interns under their wing and get them involved in the operations of the company. Soon, even the smallest organizations can benefit from the energy and insights of dedicated interns.

Business Boost

Without a doubt, the opportunities being offered through the ACCJ Internship Portal are getting results.

“Students who take internships have real-life experience they cannot get from a part-time job,” said Nanami Takeuchi, an international business student at Temple University, Japan Campus (TUJ) who has been interning with Japan Travel since May 2025.

“It’s different working in an office than at a part-time job. There are more chances to interact with a variety of people, and the internship helps prepare you for a future career. I can see that value. Interns also benefit from working with people of different ages, backgrounds, cultures, and skills.”

The value goes both ways.

“There are so many benefits,” explained Erica Adams, director of the Career Development Office at TUJ. Adams has assisted TUJ students since 2009 as a career adviser. “It can be a great way, of course, to scout talent, and if it’s a company that hires new grads, it can be a pipeline into the organization. I think there is a really low chance of a mismatch if they hire somebody who has been successfully interning with them for a few months. The intern understands what they’re getting into, and the company understands the person they’re hiring, so it can be a really fail-safe way of onboarding new staff without spending a lot of resources on recruiting.”

Adams added that having junior staff manage an intern can be a great way to develop the leadership skills and groom them for management positions.

Hands-on Learning

The experience of Bobur Gulnetov echoes Adams’s advice about the recruitment benefits for companies. While a student at Lakeland University Japan, he did a three-month internship at the Peninsula Hotel.

“It was a great opportunity for me to develop a strong foundation in hospitality,” he said. “I learned teamwork and to pay attention to small details, which is really important in a corporation and also in personal life. Even though small mistakes might happen, because we are all human, the Peninsula taught me that paying attention to small details will help us with hands-on experience in guest relations and problem-solving. We can learn the expectations of guests, who expect the best. The internship helped build new skills. And at the end of the internship, I was employed full time at the hotel.”

Soren Dickson, who interned at the ACCJ in 2024, said that internships expose you to professionalism. “As a student, you hear about it, but you don’t really experience it. Interning is role-playing as an adult, learning how to be part of a team and what you are good at.”

The TUJ student built on that experience by joining the office of Diet representative Taro Kono for a three-month internship during which he researched the Japanese defense budget and defense industry and prepared briefings.

Get Started

Finding talent through the ACCJ is easy. Member companies can submit details of open positions through the chamber website. A list of guidelines and best practices is also available for those looking for ways to build the best two-way experience and mentor the next generation of talent while at the same time elevating their own success.

Visit the Internship Portal on the ACCJ website to get started.

Joey Vetter 12/26/25 Joey Vetter 12/26/25

Advancing Dialogue

ACCJ leaders make their most extensive post-pandemic Washington visit.

A delegation of seven leaders from the American Chamber of Commerce in Japan (ACCJ) traveled to Washington, DC in December for the 2025 DC Doorknock. The visit carried forward momentum from April’s DC recon trip and reinforced the chamber’s sustained engagement with US policymakers. Representing the digital, aerospace and defense, energy, and finance, sectors, the group carried a unified message that reflected both recent progress and the work that still lies ahead in the bilateral economic relationship.

Over two days, the delegation completed one of the most comprehensive DC schedules the ACCJ has executed in recent years. Meetings included four US senators and senior officials at the Departments of Commerce, Treasury, and State, as well as the Office of the United States Trade Representative (USTR) and other key agencies. These conversations allowed the ACCJ to reaffirm support for the administration’s recent achievements, including the US–Japan trade agreement and the successful Japan summit, while underscoring persistent nontariff barriers detailed in the ACCJ’s recent submissions to the USTR.

ACCJ President Victor Osumi noted the significance of this year’s program. “The Doorknock is one of our most important advocacy tools because it gives us direct insight into US priorities while allowing us to elevate the voice of American business in Japan,” he said. “This year’s meetings showed real momentum, and I left Washington encouraged by how open officials were to our ideas and how eager they were for continued dialogue.”

A central theme throughout the visit was the shift in Washington from dealmaking to execution. Officials emphasized that implementation is still in its early stages and encouraged the ACCJ and its member companies to play a role in proactively identifying opportunities for investment in the two nations. They also highlighted ongoing efforts to build secure supply chains for critical minerals and emerging technologies, and expressed interest in supporting member companies in advancing these goals.

There was additionally broad interest in Japanese Prime Minister Sanae Takaichi and how her premiership may shape the next stage of US–Japan relations. The delegation returned to Tokyo with a clear mandate to continue driving member priorities during this important period of transition.

C Bryan Jones 12/26/25 C Bryan Jones 12/26/25

Incredible Opportunity

Isabella Boulware shares her experiences interning at the ACCJ and how the Bishop Family Memorial Scholarship continues to open doors for young talent.

The Bishop Family Memorial Scholarship continues to open doors for young talent.

Photo Miki Kawaguchi/LIFE.14

From left: Isabella Boulware and ACCJ Executive Director Laura Younger

When Isabella Boulware logged on for a virtual meeting with the U.S.-Japan Bridging Foundation, she thought it was just a second-round interview for an internship. So when she was told she had been selected as the next American Chamber of Commerce in Japan (ACCJ) Bishop Memorial Scholar—a fellowship that honors late ACCJ leader Bill Bishop and his family—she was a bit surprised.

“I was thrilled,” said the Austin native. “I hadn’t planned on working during my time in Japan, but when I received an email about the opportunity, I knew I had to go for it.”

An international business management student at the University of Arkansas, Boulware, whose minors include Japanese, has been on a yearlong exchange at Toyo University in Tokyo since September. She spoke to The ACCJ Journal about her experiences at the chamber so far.

What was your first impression of the ACCJ?

Very positive. I researched the chamber when I first learned about the internship. As someone from the United States with an interest in working in Japan, the ACCJ’s mission immediately stood out to me. The team I’ve worked with, the professionals I’ve connected with, the events I’ve helped put together, and the projects I’ve contributed to have all made the experience incredibly impactful.

In which areas have you been most involved?

I’ve had the chance to take on a wide range of projects, which has been one of my favorite parts of working with the chamber. I’m still exploring where I want to focus in business, and the ACCJ has given me the opportunity to explore different aspects of the field. That’s helped me get a clearer sense of what I’m aiming for.

What has been your favorite event?

My first event was both my favorite and the one that left the biggest impression. It was on my first official day and was my introduction to the ACCJ. It was Building the Future of The Estée Lauder Companies in Japan, delivered by President and General Manager James Aquilina. I was impressed by the quality of the presentation and his effectiveness as a speaker. That event gave me a clear picture of the kind of professional I hope to be in the future.

How will you maintain your relationships?

I believe the relationships I’ve built at the ACCJ will continue to be an important part of my professional life. I plan to stay in touch with the people I’ve met, both personally and professionally. My coworkers, in particular, have become some of my good friends. Professionally, I will maintain connections through LinkedIn, email, and ongoing collaboration, ensuring that the relationships I’ve formed continue to grow.

What would you tell future Bishop Scholars?

This internship is an incredible opportunity. Make the most of each and every part of it. The ACCJ gives you a chance to work on a variety of projects and to meet people from across many industries. Build relationships during your time with the chamber; these are people who may be able to support you as you pursue your future.

Dr. Ryuichiro Sasae 12/24/25 Dr. Ryuichiro Sasae 12/24/25

Peace of Mind

Falling ill far from home can feel unsettling, even in a world-class metropolis such as Tokyo. Tokyo Medical Concierge offers clear, compassionate care in English.

Tokyo Medical Concierge offers clear, compassionate care in English.

Presented in partnership with Tokyo Medical Concierge

Falling ill far from home can feel unsettling, even in a world-class metropolis such as Tokyo. I still remember the look of relief on a senior executive’s face when I arrived at his hotel room and introduced myself in English. “Doctor,” he said, “you’re the first person today who made things simple.” Encounters like this helped shape the philosophy behind Tokyo Medical Concierge.

My path into medicine began long before I opened a clinic. I grew up between Japan and the United Kingdom, moving to England when I was 12. Navigating an unfamiliar language and system as a child taught me early on what it feels like to be vulnerable in a new environment.

I later trained in medicine at the University of Nottingham and became a UK-board-certified general practitioner. I chose general practice because it allows you to care for people as human beings, not just diagnoses. In London, I learned how powerful communication is in medicine—how much relief patients feel when someone listens carefully, explains clearly, and stays with them through uncertainty.

When I returned to Japan and joined NTT Medical Center Tokyo, I began supporting a growing number of foreign patients who were overwhelmed by the Japanese healthcare system. Many were highly capable, well-traveled people—executives, embassy families, academics—yet the language barrier and unfamiliar processes made even simple medical issues stressful. I found myself acting not only as a doctor, but as a guide and an interpreter of two medical cultures.

These experiences ultimately led me to establish Tokyo Medical Concierge. Powered by Tokyo International Family Clinic, the service aims to bring clarity, calm, and international-standard care to people far from home.

Shaped by Empathy

Tokyo Medical Concierge exists because being unwell is universal, but feeling understood is rare. My background and combined UK training and Japanese clinical experience have shaped a service grounded in clarity, warmth, and trust. In a city that welcomes the world, we believe its healthcare should do the same.

Bridging Systems

Because I have trained and practiced extensively in both the UK and Japan, my work naturally bridges two medical worlds. Western primary care emphasizes conversation and shared decision-making, while Japanese medicine excels in diagnostics and meticulous accuracy.

International patients often tell me that having a doctor who understands both systems—and can navigate them on their behalf—provides immense reassurance. Tokyo Medical Concierge provides English-language primary care, hotel and residence visits, executive medical support, and coordination of specialist and hospital care for international patients in Tokyo.

Concierge Approach

Our philosophy is rooted in one idea: Patients heal best when they feel safe and understood. For international visitors, that safe place is often their hotel room or residence. Today, we collaborate with many of Tokyo’s leading luxury hotels as a trusted hotel doctor service, providing discreet, bedside care for guests who value privacy and convenience. Much of what we do is invisible by design. Many high-profile guests rely on us precisely because discretion is central to our work.

Continuity for Mobile Lives

Many of our patients move constantly among cities and countries. To support them, we provide English telemedicine, follow-up care, and ongoing guidance even after they leave Japan. Whether speaking with someone from an airport lounge or a hotel just before a major meeting, our goal is always the same: to make their health concerns feel simple, understandable, and manageable.

Hospital Support

Through Tokyo Medical Concierge, patients have access to advanced diagnostics and specialist care at institutions such as NTT Medical Center Tokyo. This gives embassies, corporate clients, and global travelers confidence that even complex medical needs will be managed within a robust, internationally credible framework.

For appointments or inquiries, please contact: office@sasaeinternational.com

Gemini Group 12/24/25 Gemini Group 12/24/25

Building Better Policy

Public affairs in Japan is undergoing rapid transformation, moving from a behind-the-scenes function to a strategic driver of competitiveness. Gemini Group, founded by Kelly and Mickey Langley, represents a new approach that is values driven, culturally fluent, and digitally empowered.

A conversation with Gemini Group on the future of public affairs in Japan.

Presented in partnership with Gemini Group

From left: Kelly and Mickey Langley

Public affairs in Japan is undergoing rapid transformation, moving from a behind-the-scenes function to a strategic driver of competitiveness. Geopolitical volatility, accelerating technology, and stricter demands for smarter, more responsive governance are reshaping how companies and government interact.

Gemini Group, founded by Kelly and Mickey Langley, represents a new approach that is values driven, culturally fluent, and digitally empowered. The ACCJ Journal sat down with the brothers to discuss their philosophy and the evolving landscape.

You describe yourselves as “values driven.” What does that look like in practice?

Kelly: A lot of companies chase volume and seek to represent everyone, even when conflicts of interest arise. That erodes trust, so we’re taking a different path. We choose to be missionaries, not mercenaries, working only with clients whose issues align with our values so we can advocate with integrity. Policymakers know our message is principled.

Mickey: We see public affairs as a force for good. Our goal is to make policy more effective and strengthen Japan’s global competitiveness by combining a structured methodology with real-time insights and global best practices to deliver timely and constructive input into political discourse.

How does Gemini Group bring a new approach to public affairs in Japan?

Kelly: The sector is surprisingly still emergent, at least in comparison to most developed Western markets, and expectations are shifting quickly. Technology, transparency, and geopolitical pressure are reshaping the environment. Public affairs is becoming a core strategic function, and our model reflects that reality. We combine cultural fluency with modern systems to respond adaptively with greater clarity,
accuracy, and speed.

Mickey: Growing up half-American and half-Japanese has made us natural bridges between East and West. In fact, we’re the only Japanese American-owned and managed public affairs company in Japan. We have a unique vantage point to convey the intricacies of Japan and its political system to international organizations. We also understand the speed at which international companies operate and can support them to align with the rhythm, nuance, and expectations of the Japanese government.

How does being digital natives help?

Mickey: Technology isn’t an add-on for us; it’s foundational. We use data, automation, and artificial intelligence to create real-time situational awareness, streamline research, and ensure our clients are never caught off guard. Public affairs today moves fast. Our proprietary tools help us move faster and focus on what matters most: building human relationships.

Kelly: Tech is built into our operating model. It enables us to be more rigorous in our analysis and more responsive to the rapidly changing political environment. Our guiding principle is to make the complex simple, so our clients gain clarity at a time when information moves in seconds, not weeks. This gives us a competitive advantage, both for our clients and within Japan’s broader policy ecosystem.

How do you see your broader mission?

Kelly: Japan faces defining challenges: population decline, energy transition, digital modernization, global competition. We want to support smarter policy and stronger collaboration among government, industry, academia, and civil society to help meet those challenges.

Mickey: We genuinely care about Japan’s future. We were raised between two cultures and two political systems. When we help global companies engage effectively with Japan, we’re advancing something bigger than any single project or campaign—we’re contributing to better policymaking and a stronger Japan.

Learn more: geminigr.com • contact@geminigr.com

The British School in Tokyo 12/24/25 The British School in Tokyo 12/24/25

Holistic Learning

For more than 36 years, The British School in Tokyo (BST) has welcomed families from around the world. In 2025, BST was named to the Spear’s Index Top 100 Private Schools in the World list—recognition of its continued commitment to educational excellence.

The British School in Tokyo meets the needs of today’s global community.

Presented in partnership with The British School in Tokyo

For more than 36 years, The British School in Tokyo (BST) has welcomed families from around the world, providing an inclusive and holistic education grounded in the values of excellence, integrity, and lifelong learning.

In 2025, BST was named to the Spear’s Index Top 100 Private Schools in the World list—recognition of its continued commitment to educational excellence. Today, as the school grows and innovates, it remains dedicated to nurturing each student’s unique potential, from their earliest years through to senior school.

A Welcoming Start

At BST, learning begins early, and joyfully. Children can join from age three, entering a warm, nurturing Early Years environment designed to support curiosity, creativity, and social-emotional development. These foundational years build the confidence, independence, and love of learning that carry students forward.

Central to Early Years is BST’s commitment to “learning through play.” Play is not simply recreational; it forms the basis of meaningful learning for young children. Through purposeful, child-led exploration, students develop communication, problem-solving, cooperation, and early literacy and numeracy skills in natural and engaging ways. With thoughtfully designed learning spaces and experienced educators, children explore, discover, and develop a joyful curiosity that stays with them as they progress through their lives.

A Truly Holistic Education

From Early Years through Senior School, BST offers a holistic education that balances academic achievement with character development, creativity, and well-being. A broad and balanced curriculum allows students to discover their talents through sports, music, performing arts, visual arts, outdoor education, and a wide range of extracurricular activities.

A defining feature of a BST education is the extensive program of residential trips across Japan, offered from Year 1 to Year 13. These experiences provide outdoor exploration, cultural immersion, and service learning. Whether skiing in the mountains, hiking in national parks, camping with classmates, visiting museums, or taking part in team-building challenges, students broaden their horizons and experience Japan’s diverse landscapes and rich heritage. These trips encourage independence, resilience, and a deeper understanding of the world.

A Personalized Pathway

To meet the needs of today’s global community, BST now offers the International Baccalaureate Diploma Programme (IBDP) as its core senior school pathway, alongside BTEC qualifications, while ASDAN is available across all year groups. These options ensure that each student can pursue a route aligned with their strengths, ambitions, and learning preferences.

The IBDP reflects BST’s commitment to delivering a future-focused, globally relevant education. With strong foundations in research, critical thinking, global perspectives, and
community engagement, the IBDP prepares students for entry into leading universities and equips them with the skills and mindset needed to contribute meaningfully beyond school.

Embedded in the Community

With BST’s Primary School campus is just two minutes from Tokyo American Club, families value the convenience of having two major community hubs located side by side, helping newcomers settle quickly and strengthening day-to-day connections. The sense of international community is further enhanced by BST’s active and welcoming parent-teacher association, which organizes a rich calendar of events throughout the year, from the vibrant Spring Fair to charity initiatives, book sales, parent gatherings, and student celebrations. These occasions bring families together, fostering friendships and creating an inclusive atmosphere where everyone feels part of something special.

Learn more and begin enrollment: bst.ac.jp/admissions • admissions@bst.ac.jp

Melynie Yoneda 10/31/25 Melynie Yoneda 10/31/25

Young Professionals to Watch: James Greatrick

The FGS Global corporate communications consultant shares he has benefited from ACCJ connections, mentorship, and events.

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 James Greatrick, senior associate at FGS Global, 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 FGS Global?

I work as a corporate communications consultant for FGS Global, helping companies navigate Japan’s unique communications landscape. My day-to-day involves working with leading companies—both Japanese and international—to develop narratives, messaging, and strategies that can resonate with a wide array of stakeholders, be it media, investors, C-suite executives, employees, the general public, or, in many cases, all of the above.

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

While most client projects are confidential, we recently supported a major US company’s entry into the Japan market by developing their local narrative strategy. Our team led stakeholder interviews across Japan and the United States to craft messaging that balanced local market needs with global brand consistency, contributing to a widely successful market entry.

For me, growing as a young professional has been about recognizing the unique strengths my position gives me, whether it is offering a unique perspective on a certain issue, serving as a mentor to junior team members, or recognizing the importance of digital and new media in corporate communications. While there will always be doubts when comparing your knowledge with that of industry veterans who have decades of experience, having the confidence to recognize when your unique skill set or perspective can be valuable is crucial.

How does FGS Global empower young professionals?

The best part of working at FGS Global has been being able to develop my career alongside the growth of our Tokyo office. There is an atmosphere of momentum that permeates our daily work, and we are regularly being brought into new projects or faced with new and exciting challenges. Being part of an agile and growing team has empowered me to develop specialized expertise in areas that I am passionate about, such as tech and digital communications. We are constantly on the lookout for driven young professionals in Tokyo, and I cannot think of a better place to kick-start a career in corporate communications.

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

A particularly memorable experience was the CEO Forum and Young Professionals reverse mentoring event, in which we sat down with ACCJ business leaders for interesting—and sometimes frank—conversations about the ways in which Japanese companies can empower young professionals. The event flipped the script on typical interactions between young professionals and senior executives, facilitating a variety of memorable conversations on topics such as new technology, work–life balance, professional development, and employee retention.

What are your expectations for the YPF and the ACCJ?

I hope that young professionals can be more involved in the ACCJ at all levels. The learning experiences and connections I have made at YPF and ACCJ events have been invaluable to my personal and professional development, and I strongly encourage ACCJ members at all levels to invite their junior employees to take part in upcoming events. You never know when a connection made at an ACCJ event could lead to new business opportunities!

What D&I is missing … and how to get back on track through dialogue.

The ACCJ closes out 2025 with a festive night of networking and honors.

HxD Mentor Day helps healthcare startups perfect their pitch for 2026.

Expanding the Model

Christian’s Essentials: Focus Your Story

Kristin’s First 60 Seconds: What Investors Listen For

Pain, Markets, and Communication

Platform for 2026 and Beyond

As arrivals boom, can the country’s hospitality industry keep pace through a new era of omotenashi?

Gateway to Japan

Broader Appeal

People Matter

The Chubu Walkathon invites you to celebrate 35 years of community support.

Community Bridge

Festivities with Purpose

Celebrating 35 Years

Why It Matters

Join Us in May

AIM B2B’s launch sets a new standard for B2B marketing excellence.

Proven Framework

The Future of Content Marketing

Triple Crown of Awards

Malvern College Tokyo prepares young people for a vibrant future.

EdVenture camps blend outdoor discovery with English skills in Niseko.

Dialogue between executives and young talent turns a new lens on leadership.

Leading the chamber has been a rewarding experience.

Year of Advocacy

Voice across Japan

The Path Ahead

The ACCJ honors the USA Pavilion commissioner general for his support of Expo 2025 and bilateral relations.

Imagine the Infinite

Shifting Gears

Strengthening Relations

An Honor to Serve

The ACCJ recognizes stellar contributions across its three chapters.

Leaders of the Year

Volunteers of the Year

Why Japan is best positioned to lead a changing world.

What’s Next for Japan?

Beyond the Settlement

The ACCJ Internship Portal gives businesses and students a leg up on the competition.

Company Benefits

Business Boost

Hands-on Learning

Get Started

ACCJ leaders make their most extensive post-pandemic Washington visit.

The Bishop Family Memorial Scholarship continues to open doors for young talent.

What was your first impression of the ACCJ?

In which areas have you been most involved?

What has been your favorite event?

How will you maintain your relationships?

What would you tell future Bishop Scholars?

Tokyo Medical Concierge offers clear, compassionate care in English.

Shaped by Empathy

Bridging Systems

Concierge Approach

Continuity for Mobile Lives

Hospital Support

A conversation with Gemini Group on the future of public affairs in Japan.

You describe yourselves as “values driven.” What does that look like in practice?

How does Gemini Group bring a new approach to public affairs in Japan?

How does being digital natives help?

How do you see your broader mission?

The British School in Tokyo meets the needs of today’s global community.

A Welcoming Start

A Truly Holistic Education

A Personalized Pathway

Embedded in the Community

The FGS Global corporate communications consultant shares he has benefited from ACCJ connections, mentorship, and events.

What do you do at FGS Global?

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

How does FGS Global empower young professionals?

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

What are your expectations for the YPF and the ACCJ?

The American Chamber ofCommerce in Japan

The American Chamber of
Commerce in Japan