Building Momentum

A year of renewal has laid the foundation for a stronger chamber

The past year has been one of reset for the American Chamber of Commerce in Japan (ACCJ). As 2024 draws to an end, I look back on the remarkable achievements of the chamber as we pursued our vision of fostering partnerships, embracing progress, and bridging to the future with excellence.

This vision has guided our efforts and strengthened our community, while setting the foundation for an even more dynamic 2025.

I’m especially grateful to the Board of Governors and all the ACCJ leaders who have gone above and beyond to contribute their expertise and profound experience to the pursuit of this vision.

At our Ordinary General Meeting on October 22, I was delighted to deliver the State of the Chamber address, and would like to share some highlights.

Government Engagement

Our advocacy initiatives have thrived this year, fueled by the strength of the US–Japan relationship, which is stronger than ever. This was evident in then-Prime Minister Fumio Kishida’s state visit to Washington in April, our DC Doorknock in June—the largest ACCJ delegation to visit the Capitol since the pandemic—and last December’s Diet Doorknock. Our many meetings with US and Japanese officials underscored the ACCJ’s role as a trusted resource for policymakers.

We launched important advocacy initiatives around artificial intelligence (AI) and financial services this year. The Task Force on AI Regulation was established, and the Financial Services Forum issued a white paper on transforming Japan into a global asset and wealth management leader.

We also launched new events focused on young professionals, including speed mentoring and speed networking. These gatherings foster connections and empower the next generation of leaders who will drive innovation and growth in the coming  years.

One of the most rewarding aspects of my first term as president has been meeting so many of our incredible members and leaders across the Tokyo, Kansai, and Chubu Chapters. Connecting with members on a deeper level and getting to know each of you—as well as our key partners—has been a highlight of the year.

Signature Events

The chamber staged three blockbuster events in 2024, bringing together and celebrating the global business community. These were:

• A Night of Stars and Stripes: Fourth of July and ACCJ 75th Anniversary celebration
• The Person of the Year dinner honoring US Ambassador to Japan Rahm Emanuel
• The Bridging to the Future: Networking for Tomorrow year-end reception

Events aimed at supporting the community have also been very successful. The 33rd Annual Chubu Walkathon raised ¥6.5 million for 14 local charities, while the Kansai Chapter hosted its Healthy Urban Gardening initiative to support Food Bank Kansai.

I sincerely thank everyone for their commitment to the chamber and efforts to drive these initiatives forward.

Looking Ahead

While 2024 was a year of reset, I see 2025 as one of transformation. The ACCJ plays a pivotal role in shaping economic and business policy, and it will remain a dynamic platform for collaboration and advocacy across industries.

Thanks to the energy and commitment of our leaders and members, the chamber is moving in a great direction. I am honored to serve again as your president in 2025, and look forward to an exciting future filled with innovation, collaboration, and continued excellence. 

Wishing you all a happy holiday season.

Partnership and Progress

ACCJ President Victor Osumi shares thoughts on the chamber’s active year of reengagement and 75th anniversary.

Photos by Shelley Mae Photography

Growing up in a diverse, dual-culture environment, Victor Osumi spent most of his early years in Los Angeles. He would also regularly visit Japan. When he moved to Florida for high school, he set out on a path that would lead him to the US Air Force and, ultimately, to his current role as managing director and president of Japan operations for Delta Air Lines, Inc., as well as president of the American Chamber of Commerce in Japan (ACCJ).

At the start of 2024, The ACCJ Journal sat down with Osumi to learn more about his very active role with the chamber and the path he saw ahead as he took the helm. As the heat of summer set in, we again joined him at Delta’s office near Shiba Park to gauge how the year he has dubbed one of reengagement is evolving, and where he sees the chamber amid its 75th anniversary.

You set out to focus on fostering partnership, embracing progress, and bridging to the future with excellence when you began your presidency. How are those goals progressing?

It has been going very well. For three years, Covid-19 put limitations on in-person interactions, but this year we are fully open and the ACCJ is taking advantage. The changes resulting from the pandemic bring opportunities not only for business but for us to refine ourselves as a chamber to best meet the needs of today.

We’ve had tremendous success in reaching these goals and reinforcing why the ACCJ is known as the voice of global business in Japan. I have to thank everyone on the Board of Governors for their hard work. In our meetings, I have asked each leader how they feel we could improve the chamber.

We identified three areas:

• Quality over quantity
• Committee focus
• Strengthening relationships

We promote 500–600 events each year organized by 60-plus committees. That is a lot. We have working groups assessing how best to leverage and focus the expertise of our membership to benefit the global business community.

Relationships are the lifeblood of the chamber, and an important task coming out of the pandemic has been to reengage in person with our member companies. In the first half of 2024, we visited many leaders—including the CEOs of more than 30 of our Corporate Sustaining Members—to discuss the state of business and the market, and to be sure that we are delivering what they need. I have enjoyed doing this together with many fellow board members and Executive Director Laura Younger.

When it comes to advocacy, we want to be sure that we are approaching the right people and are enhancing those relationships. There was a bit of a disconnect during the Covid-19 pandemic, so we have prioritized reengaging those efforts where needed, such as with the Keizai Doyukai [the Japan Association of Corporate Executives] and embassies.

We are making great progress, and our goal is to ensure quality, strengthen advocacy, and boost the voice of the ACCJ and the benefits of being a member.

How was this year’s visit to Washington?

The DC Doorknock—along with the Diet Doorknock—is one of the most important events each year for our advocacy, and those meetings were curtailed by the pandemic. The full resumption this year has reinvigorated the communication and bonds that are critical to strengthening bilateral relations and business.

In June, I joined fellow ACCJ leaders for this year’s visit to Washington. Everyone we met was more engaged with Japan. They wanted to know what the Japanese government and US businesspeople in Japan are thinking as they consider how the United States should approach the region. I feel we are reengaging in a constructive way and advancing important dialogues on a range of critical issues, including artificial intelligence (AI), quantum computing, semiconductors, cybersecurity, and space.

Digital initiatives are of particular urgency, and expanding cooperation with like-minded partners to align on the application and governance of AI, strengthen cybersecurity, and promote free and fair digital trade agreements is essential to the peace and stability required for ensuring a prosperous future for our nations.

One path to that is the Indo-Pacific Economic Framework for Prosperity (IPEF). How has that initiative progressed this year?

Yes, IPEF is one way in which Japan, together with the United States, can play a leading role in the region and build stable and resilient relationships with its neighbors. It has been good to see the progress made thus far—a very steady approach that isn’t rushed.

There is huge opportunity in the Indo–Pacific region—it’s one of the fastest-growing markets—and I believe that IPEF offers many areas for the ACCJ to explore. The bilateral trade relationship between the United States and Japan has improved, and Prime Minister Fumio Kishida’s visit to Washington in April highlighted this.

Infrastructure, technology, cybersecurity, and supply chains are all areas with great potential for development as a result of IPEF. There is room to improve, and there are challenges in the regulatory environment given each country’s own regulations and policies, but I see great potential. As the countries involved work on the next steps to realize the promise of IPEF, the ACCJ must continue to be part of the discussions.

Tourism is another area hit hard by the pandemic. How has the ACCJ been able to support its recovery?

Inbound tourism is vital to the economy and has seen an incredible resurgence this year. Japan is on track to break the record of 31.88 million visitors, set in 2019. When Ambassador Rahm Emanuel arrived in January 2022, the number of foreign nationals entering the country that month was 17,800. There was pressure from many areas and organizations to get the borders reopened. Ambassador Emanuel and his staff were key to making that happen, and the ACCJ was able to serve as a conduit between our members and the Japanese and US governments. Japan is thriving again, and with events such as next year’s Expo 2025 Osaka, Kansai on the horizon, this economically important trend looks certain to continue.

Also important to our member companies is diversity, equity, and inclusion. Has there been progress on Japan’s support for DEI?

DEI is so very important to attracting and retaining top talent for our members. I feel everyone is conscious these days about social responsibility, and DEI helps each company bring its core values to the forefront.

Japan remains an outlier among G7 countries in recognizing same-sex marriages. While not all the court rulings have been resoundingly positive, I do feel we have made some progress in the Diet, and we renewed our viewpoint in support of marriage equality. Ambassador Emanuel has been extremely supportive of diversity and has helped a great deal. I think that we are doing the right thing socially by supporting marriage equality and DEI initiatives, of course, but the issue is also of great importance to business. We must continue to aggressively support this movement.

From left: ACCJ Executive Director Laura Younger, President Victor Osumi, US Deputy Chief of Mission Katherine E. Monahan, and Japanese Vice-Minister for International Affairs Takehiko Matsuo at A Night of Stars and Stripes on July 2. (Photo: Miki Kawaguchi/LIFE.14)

Where do you see the ACCJ as we mark our 75th anniversary?

The ACCJ has adapted to many challenges and changing environments over the past 75 years, and the Covid-19 pandemic was a real test of our resilience as an organization. Our strength showed, and we learned a lot that is helping us rethink how we work, how we communicate, and how we support each other.

The vibrancy of the ACCJ was on full display on July 2, when we gathered at Tokyo American Club for A Night of Stars and Stripes, our big bash to celebrate the Fourth of July as well as our own 75th birthday. The event was organized by the Board of Governors and we had more than 400 attendees. It was a pleasure for me to sing the US and Japanese national anthems. I’m honored to serve as a bridge connecting our two great nations. My background, having grown up in
both countries, is what drives my passion for US–Japan relations and my current role as ACCJ president.

It was also an honor to welcome representatives of the US and Japanese governments to speak. Their close collaboration at our many engagements and briefings throughout the year are vital to the success of our mission. Vice-Minister for International Affairs Takehiko Matsuo joined us from the Ministry of Economy, Trade and Industry, and Deputy Chief of Mission Katherine E. Monahan attended from the US Embassy. Ambassador Emanuel shared remarks in a video, as he was traveling in the United States at the time. It was an incredible evening.

I would also like to say thank you to all our members, and especially to the founding companies that are still with us today—Bank of America, J.P. Morgan, Citi, United Airlines, and AIG, along with Coca-Cola and GE, both of which joined a few months after the founding. Since 1948, the continuity that these members represent is a testament to the staying power of our collective voice.

I’m very proud of what we’ve accomplished. As a member-led organization, the power of the ACCJ comes from our 3,000-plus members. My mission as president, and the mission of the Board of Governors, is to ensure that we are bridging to the future with excellence. Our incredible members and committee leaders—as well as the dedicated office team that works so hard behind the scenes—come together to drive everything we’ve accomplished over the past 75 years, and there are many more years of partnership and progress to come.

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Charting the Course

ACCJ President Victor Osumi shares his thoughts on 2024 and the chamber.

Photos by Shelley Mae Photography

January 1 marked a change in leadership for the American Chamber of Commerce in Japan (ACCJ) as Victor Osumi, managing director and president of Japan operations for Delta Air Lines, Inc., was elected to guide the chamber in 2024.

Having served as a vice president last year, Osumi joined the board as a governor in January 2021 and has played an active role in chamber advocacy through the DC Doorknock visits to Washington and Diet Doorknock meetings with Japanese lawmakers.

The ACCJ Journal sat down with the former pilot at Delta’s office near Shiba Park to learn more about how his career took flight, how he became involved with the chamber, and the path he sees ahead as he takes the helm as president.

Tell me a bit about your background.

Growing up in a diverse, dual-culture environment, I spent most of my early years in Los Angeles, but I went to high school in Florida. My father was a Japanese expat. That’s what brought me to the United States. I also spent some time in school in Japan. I had dual citizenship, but Japan requires you to choose one by age 22. So, when I was 21 and joined the US Air Force, I chose to keep my US citizenship.

What led you to become a pilot?

I always had a passion for flying. After high school, I went to the Florida Institute of Technology and majored in aviation management, with a focus on flight technology and aeronautics. That led me to get my private pilot license, commercial pilot license, and flight instructor license.

I joined the Air Force because of this passion. I also thought that I could get a lot of flight hours, and that could create a path to joining a US airline as a pilot. But when my physical condition made it more difficult for me to fly, I got into management. Since I couldn’t fly, I decide to leave the Air Force.

Where did that course change take you?

When I shifted away from aviation, I joined a hotel company. That gave me experience in hospitality and an understanding of tourism, what it takes to be the best of the best when it comes to customer experience and service. I thought it would be for just a couple of years, but I ended up spending 27 years in the hotel industry.

That really gave me the backbone of where I am today. I gained knowledge through the financial side, customer service, and food and beverage. I also sat on the owner’s side of the property, which gave me additional insight into what a private equity company does, how they operate, and how they make decisions on investment in different countries.

Now, here I am back where my original passion lies: aviation and airlines. It took me a long time—almost three decades—but it came full circle.

How did you become involved with the ACCJ?

When I was assigned to Japan in 1998, I thought I would be here for five years and then I would go back to the United States. But I found that this country is where I belonged. At that time, most of the management at global hotel companies were American expats. They needed someone who could understand, speak, read, and write Japanese. And I thought that working in Japan for a global company gave me more opportunities for career advancement.

Ever since, either directly or indirectly, I have always been involved in chambers. I worked at Hyatt, then briefly with the IHG Group, and then twice at Marriott, which is a global, US-based company.

Being part of the ACCJ has given me a great opportunity to network and expand people-to-people relationships in the community.

Are there other career benefits you’ve felt from ACCJ involvement?

In the airline industry, we really value our relationship with the government, anywhere we go. I think it is the same for a lot of chamber members. They expect to have some type of advocacy dialogue, whether it’s with the US Embassy, the US government in Washington, or the Japanese government. We had a great opportunity in December during our Diet Doorknock to meet with lawmakers and officials to voice our mission and what we’re trying to accomplish.

And, of course, there is the education aspect. There are so many committees and forums at the ACCJ, and these offer great opportunities to learn more about a wide range of areas, from investment and finances to healthcare and pharmaceuticals—almost any area of business you can imagine. This has been a great experience for me.

Why did you decide to run for president?

It’s obviously a big commitment and will take a lot of my time. It’s a team effort. It’s not just me. At Delta, we value the presence of chambers commerce of commerce in each country. Particularly for Japan, the Atlanta headquarters recognized the importance of being part of the ACCJ and the value in me serving as president.

Of course, I have big shoes to fill following Om [Prakash]. But again, he and I are both ex-military, so he always said that I was second in command. Last year, when there were some times when he was not able to be present, I took the controls in a way. And having had that opportunity really helps smooth this transition for me, I feel.

Why is 2024 a special year?

It is the year of the dragon, but not just any dragon. Each of the 12 animals in the Chinese Zodiac has five types associated with the elements. This year’s dragon is the wood dragon, called kinoetatsu in Japanese. It only comes around every 60 years. The last time was 1964, when the Olympics were held in Tokyo, the shinkansen began operations, and I was born.

Kinoetatsu means this is a year when the energies of growth and adaptability associated with the element of wood in Chinese Wu Xing philosophy combine with the dragon’s qualities of power, prosperity, and transformation.

What do you see as the key initiatives and advocacy points for 2024?

My vision for the ACCJ this year centers on three main areas:

• Fostering partnership
• Embracing progress
• Bridging the future with excellence

The Indo-Pacific Economic Framework for Prosperity (IPEF) is an area I feel is especially important. It is key not only for Japan but the Asia–Pacific region, and the ACCJ must continue to be part of the discussions around IPEF.

Of course, diversity, equity, and inclusion will remain important, as will sustainability and cross-border investment.

One I see as especially big, as it impacts all the others, is digital transformation. Not just “going digital” as some people might see it, but the many aspects that can impact industries. In transportation, for example, one of the biggest issues is the free flow of data across borders. This would allow us create things such as paperless passports, with face-recognition technology used to ensure security. But there are still issues to resolve so that the US side has full confidence in Japan’s data security.

And as we talk about economic security, I think that data is going to be one of the biggest parts to bringing about economic security. It has tremendous value. But we need an agreement between the Ministry of Economy, Trade and Industry and the US Department of Commerce to make sure that we have cleared out the trust issues that impact digital transformation.

How important has US Ambassador Rahm Emanuel been to ACCJ advocacy?

We were missing an ambassador for almost three years. We always have great representatives and support from the US Embassy, but when Ambassador Emanuel arrived, he hit the ground running. He has been a tremendous help to the ACCJ and Japan. We really needed somebody like him to represent the United States in the Japanese community. I have very high respect for Ambassador Emanuel.

When he arrived, two years into the Covid-19 pandemic, there was pressure from many areas and organizations to get the borders reopened. The ACCJ played a part in making this finally happen, and Ambassador Emanuel and his staff were key. The chamber was able to speak up and serve as a conduit between our members and the Japanese government, and also the US government to get their help as they pushed from their end.

Ambassador Emanuel also visited Chubu last July in support of efforts to resume flights from the region to the United States. He met with ACCJ members from our Chubu Chapter and area leaders that included Aichi Governor Hideaki Ohmura, Nagoya Mayor Takashi Kawamura, and Riki Ishizuka, president and chief executive officer of the Chubu Centrair International Airport.

These are not only examples of his effectiveness, but how both the US and Japanese governments value the ACCJ’s voice.

What else would you like to say to members?

As we continue our celebrations to mark the ACCJ’s 75th anniversary, one thing I would like to ask is for everyone to help grow our membership. Word of mouth is very important. So, if there is someone you feel is a potential candidate for membership, please let me know.

Related to this is finding ways to make the chamber even more appealing. Advocacy, education, networking, and dialogue with the US and Japanese governments are important. If you have ideas for making these more effective, I would love to hear them.

Let’s work together to make 2024 a great year and the ACCJ’s presence bigger than ever before.

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Bridging Nations

On 75 years of shaping US–Japan business relations and our evolving role.

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The 75th anniversary of the American Chamber of Commerce in Japan (ACCJ) is an important time to reflect on all we’ve accomplished, how far we’ve come, and how much more there is to achieve.

The ACCJ was founded in 1948 by 40 companies. Today, the chamber comprises nearly 600 companies and 3,100 members.

The mandate 75 years ago was clear: to further commerce between the United States and Japan, to support Japan’s economic recovery following World War II, and to improve the international business environment in Japan. Today, the two nations have one of the world’s most important alliances. Based on shared values, the bilateral relationship is the cornerstone of peace and stability in the Indo–Pacific region.

As we find ourselves in a much more complex world—one that is changing rapidly—the ACCJ must be agile and adapt if we are to continue serving our purpose and our members.

State of the Chamber

Over the past year, through strong advocacy and high-caliber speaker and networking events, the ACCJ has proven why it is known as the voice of global business in Japan. This is a tribute to all the contributions of our members, who are the lifeblood of the chamber and drive its activities.

We’ve made significant progress on the four priorities tied to the ACCJ core pillars that I outlined at the start of the year:

• Maximize advocacy impact
• Increase in-person networking
• Improve committee efficiency
• Deepen community service

We’ve seen great strides in key advocacy areas: strengthening the US–Japan security and economic partnership, digital transformation, and promoting diverse talent, including marriage equality in Japan.

Our many engagements with US and Japanese government officials—including during both the DC and Diet Doorknocks—highlighted how policymakers trust the ACCJ as a resource on US and international business issues in Japan. We’ve strengthened relations with stakeholders across both sides of the Pacific and continue to make our positions heard on key issues impacting US–Japan relations.

Act Fast and Be Decisive

As I mentioned, the world is changing and the ACCJ must continuously improve itself to remain effective. I started my career as a fighter pilot, and the key to winning in aerial combat is to make decisions in an ever-changing environment. We called it the OODA loop—observe, orient, decide, act. The pilot with the faster cycle was usually the winner. The same applies to business and the chamber.

The US–Japan relationship is at its highest point ever. Good times like this present the best opportunities to get the most done and have the difficult conversations, and the ACCJ and our members have a critical and relevant role to play.

This year also marks the end of my presidency. I thank all my fellow board members, committee leaders, and ACCJ members for their contributions and support. Personally, and professionally, it has been a privilege to work alongside you. I learned so much from our members and made many friends.

I’m honored to pass the reins to Victor Osumi. I know he will do an amazing job as your next ACCJ president.

I strongly encourage more members—especially our newest members—to participate and get involved. We need your passion, expertise, and voice to continue effecting much-needed change.

Seven-and-a-half decades after its founding, the chamber continues to thrive and grow, and I’m confident that, whatever challenges lie ahead, all of you will advance our strong 75-year legacy and further enhance the US–Japan business environment as well as our alliance and friendship.

I wish you all a safe, healthy, and prosperous New Year, and look forward to participating in the ACCJ’s success in the future!

Equal and Secure

Charting a path to a diverse, digital future.

The ACCJ Board of Governors gathered for their November meeting in Nagoya on November 18 prior to the ACCJ/TJCS Champagne Ball.

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The May meeting of G7 leaders in Hiroshima has focused efforts across the American Chamber of Commerce in Japan (ACCJ) to ensure that our voice is heard—and the importance of the chamber reinforced—as Japan and the United States work to coordinate critical policies.

Of particular importance are all matters digital. For Japan, digital transformation has become a core part of the government’s push to prepare the country for a prosperous future. The ACCJ is dedicated to being a leading voice and partner, representing the global business community, and I am pleased that the Board of Governors confirmed our new Digital Forum in April.

Led by Chair Mitsuhiko Ida, and Vice-Chairs Scott Warren and Kristopher Tate, the forum will enhance the coordination of the chamber’s array of digital committees. As a central hub from which to promote policies and advocacy with one voice, the Digital Forum will no doubt boost our effectiveness in addressing key digital issues in the US–Japan partnership, keeping us at the center of the action.

Equality for All

Also high on our priority list are LGBTQ+ rights. Just before this year’s Tokyo Rainbow Pride event, held in Yoyogi Park April 22–23, the ACCJ issued an open letter calling on the Government of Japan to join its G7 peers in legalizing marriage equality and enacting anti-discrimination protections.

It is vital for the government to bring these protections in line with those of other G7 nations to bolster Japan’s ability to attract global talent, further economic potential, and create a more inclusive living and working environment.

Diversity truly is key to business success, and we were honored to celebrate the completion of the Women in Business Committee’s Transforming Ourselves Together: A 2x4x4 Formula series with US Ambassador to Japan Rahm Emanuel and more than 200 members and guests at Tokyo American Club on April 11. Programs such as this are critical to developing champions of diverse leadership. They also encourage workplace policy changes that benefit all employees and attract a more diverse workforce that will contribute new innovations and ideas that positively impact society.

Economic Security

Also critical to a prosperous society are free trade and economic growth, and the US–Japan bilateral partnership is key to driving regional collaboration on these issues in the Indo–Pacific region and beyond.

Through our relationship with both governments, the ACCJ continues to focus on our core advocacy area of enhancing economic security as the foundation for flourishing business.

In particular, we must deepen collaboration in the promotion of digital infrastructure development. At the heart of this is the need for enhanced cybersecurity within Japan’s critical industries. With underinvestment in this area now being addressed, there are greatly increased prospects for more US–Japan cooperation that we, as a chamber, need to be at the center of.

I, along with the ACCJ Task Force on Economic Security, specifically discussed the issue of security clearance classifications with Minister of State for Economic Security Sanae Takaichi on April 19. We look forward to continuing this dialogue and engaging with the Government of Japan to further strengthen the US–Japan partnership on key issues related to economic security as we step together into a digital future.

Finally, I’d like to thank each of you for all your contributions to the ACCJ. Together we have made great strides this year. I look forward to seeing you in person around the many activities of the chamber.

Committee Matters

Together we can harness the energy of 2022 and advance ACCJ advocacy

The ACCJ Board of Governors gathered for their November meeting in Nagoya on November 18 prior to the ACCJ/TJCS Champagne Ball.

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Looking back at 2022, it was a year of great progress for the American Chamber of Commerce in Japan (ACCJ). I was honored to represent you as president and am humbled to have been reelected for a second term. This year, I look forward to building on our progress, harnessing the energy of our members and leaders who so generously share their time and expertise.

At the heart of all we do are committees. They are the lifeblood of the ACCJ. As I began my first term, I met with each committee leader. That was time well spent, as I learned where the action happens and saw firsthand where our energy emerges.

I learned your challenges. It was also a good reminder that all of us who serve on the Board of Governors must represent all members as our primary mission. What better way to do so than to have firsthand contact with the committee leaders? That is why we established the committee liaison program.

One ACCJ

The Board of Governors also took to heart building bonds of friendship across the entire chamber. Our board meetings have typically been in Tokyo, but the Chubu and Kansai chapters are key parts of the chamber and where a lot of critical business activity occurs. To strengthen our One ACCJ family, this year we also held meetings in Nagoya and Kobe.

As a board, we focused on transparency—transparency into what we discussed at board meetings and how decisions are made. To that end, I’ve enjoyed delivering video updates immediately after each meeting.

We also made changes to the Constitution to allow members easier access to the minutes.

Government Engagement

Our advocacy efforts with US and Japanese government officials often result in the greatest value the chamber brings to all its members. Unfortunately, the pandemic forced these interactions to become virtual. Resuming and reinvigorating these engagements in person was another highlight of 2022. We had more than 85 meetings with the Government of Japan, including a Diet Doorknock. We also took a delegation to Washington in June for our critical DC Doorknock after a two-year hiatus. It made quite a difference to have eye-to-eye contact and person-to-person conversations.

It was an honor to be in the room with US President Joe Biden and Japanese Prime Minister Fumio Kishida for the launch of the Indo-Pacific Economic Framework (IPEF) on May 23, but more importantly it highlights what an important voice of US business we represent to Japan and the United States.

Looking Ahead

There are big events on the horizon, with Japan hosting the G7 Summit in May. The ongoing rollout of IPEF and the continued focus on economic security will also be front and center this year. I look forward to an exciting year ahead as we continue to build connections, engage with government, and help US businesses thrive. I encourage everyone to harness the energy we built up in 2022 and take the ACCJ to new heights in 2023.

On a personal note, one of the best parts of 2022 was getting out there and meeting all of you in person at our networking forums, at the Charity Ball and Champagne Ball, and at our numerous other in person gatherings. I look forward to building more mutual energy with each of you in the coming year!

Dynamic Times

From advocacy to events, Japan and the ACCJ see change and progress

From left: ACCJ Economic Security Task Force Vice-Chair Shuichi Izumo, then-Economic Security Minister Takayuki Kobayashi, ACCJ President Om Prakash, task force Chair Arthur Mitchell, and Vice-Chair Megumi Tsukamoto

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The past few months have been an incredibly dynamic time for Japan and the American Chamber of Commerce in Japan (ACCJ). The chamber has continued to be very active in its engagement with the US and Japanese governments through meetings with congressional delegates.

I want to start with a moment to honor Shinzo Abe. As Japan lays the former prime minister to rest, I’d like to acknowledge his many accomplishments during a lifetime of contributing to the US–Japan relationship. As the longest-serving prime minister, he was a source of stability that allowed the alliance to grow in depth and strength.

Many of his structural reforms reinforced the ACCJ’s advocacy pillars. Abe was especially devoted to the advancement of women, and spoke at the 2015 ACCJ Women in Business Summit to reinforce his support for women’s empowerment.

He was a leader who stood out in a chaotic world. Here in Japan, he was a supporter of the chamber and the international business community, and a personal friend of many members. We honor him and extend our sincere condolences to his family, colleagues, and the people of Japan.

Easing Entry

We have all been heartened by the progress made on the easing of entry restrictions, and Japanese Prime Minister Fumio Kishida announced on September 22 that Japan will fully reopen on October 11.

Over the past two and a half years, our members have shared with us how the entry restrictions have impacted them, their companies, and their families. With the full reopening, Japan can kickstart the recovery of its economy and reestablish itself as a leading global financial center.

I’d like to express my gratitude to ACCJ Special Advisor Christopher LaFleur for leading the chamber’s advocacy efforts, and the many other members who have helped. Chris personally has regularly engaged the Japanese government and media, including earlier this year when he represented the ACCJ at a press conference hosted by the Foreign Correspondents’ Club of Japan. His contributions have helped bring about the progress we’ve seen, and have directly benefited members who have been impacted by the restrictions.

Economic Security

Another key area in which the ACCJ has been active on the advocacy front is economic security. We’ve collaborated closely with the Japanese government and, in April, announced the ACCJ Principles for the Promotion of Economic Security. The ACCJ Task Force on Economic Security discussed these directly with then-Economic Security Minister Takayuki Kobayashi, since when it has issued a new viewpoint on ensuring a level playing field for cloud services. The task force also met with the Ministry of Economy, Trade and Industry to discuss the Economic Security Promotion Act, which was approved by the Diet on May 11.

These were productive meetings, with the ACCJ introducing our recommendations and the Japanese government expressing its appreciation for our support of the issue.

Economic security among like-minded nations is vital to sustainable economic growth, which in turn enhances economic security. Our engagement on the issue is just one of many examples of how the chamber plays a key part in helping to set a regional and global standard for protection of people, businesses, and governments.

Exciting Events

While the chamber is very much about advocacy, it’s also very much about networking. I’m happy to see that fall is full of exciting opportunities for our members to come together in person and online. I encourage all members to join us at the virtual Ordinary General Meeting on November 2 for an update on all that the chamber and our members have accomplished this year. We are also planning an in-person gathering right before so we can capture the best of both worlds.

On my last note, I just got a new tuxedo so that I’ll be ready for the return of the in-person Charity Ball! This is one of Tokyo’s most important community-oriented events, which we are planning for December 3. This year’s special theme is Chicago: An Evening in the Windy City.

I look forward both to seeing many of you at our upcoming events, and to your continued contributions and personal efforts on our ever-important advocacy.

Stay Engaged

As the pandemic enters a new stage and direct communication opens up, the chamber is fostering lasting change—thanks to all of you.

Listen to this story:

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One of the greatest attractions of the American Chamber of Commerce in Japan (ACCJ) is our myriad activities and the vibrancy of our members. From networking to advocacy to information exchange, the ACCJ is not only the voice of global business in Japan, but a dynamic, rewarding community.

The coronavirus pandemic challenged our ability to sustain our energy, but our members are resilient and resourceful. We not only adapted and maintained our inspiring event schedule and connections virtually, but we gained new skills along the way that now allow us to extend our reach and foster greater engagement as the way we interact continues to evolve.

Look at the event photos. Those of you who were there felt the energy in the air as the veil lifted. Seeing our members together at in-person events filled me with optimism, the sense of urgency to shake hands and see faces, to get back to business, to reignite advocacy efforts, and to reinvigorate our relationship with government back in Washington. All safely, of course.

Hello, Capitol Hill

Speaking of government, it was an honor to lead, as president, an ACCJ delegation to Washington for our first DC Doorknock since before the pandemic. I was joined by ACCJ Chair Eriko Asai, Governor Victor Osumi, Special Advisor Christopher LaFleur, and Executive Director Laura Younger. Engaging face-to-face with members of the executive branch and Congress once again is very important to the chamber’s advocacy efforts.

With the recent rollout of the Indo–Pacific Economic Framework—an occasion to which the ACCJ was invited—and the recent Quad meeting of leaders from the United States, Japan, Australia, and India, the US–Japan partnership continues to be the most important nexus for peace and prosperity—not just in the region, but for the global order.

We in the ACCJ are a key conduit for lawmakers in Washington to what is going on in Japan in terms of the business aspects of the bilateral relationship, and through our discussions during the DC Doorknock we have had a positive impact over the years. As business leaders on the ground, we experience firsthand the opportunities, obstacles, and ground-truth in Japan. As a trusted primary source in a world awash with information and disinformation, our voices are heard and valued by the administration and members of Congress.

The way in which Washington is engaging with the ACCJ and the administration of Japanese Prime Minister Fumio Kishida is important. There’s energy and urgency in the US–Japan partnership on all fronts—from the economy to national security—
and you can see this in the number of Congressional delegations (well over 10 percent of the Senate leadership) coming to Japan, capped by US President Joe Biden himself in late May. We are pleased and encouraged to see the United States leading in the region, and the heightened role Japan has taken on the world stage.

US Ambassador to Japan Rahm Emanuel has been an incredibly positive addition to the US–Japan dialogue and a valuable partner for the ACCJ. We have hosted him at several meetings and events, including a special welcome luncheon (page 10). His energy, enthusiasm, and attitude are welcome, timely, and highly infectious!

Opening Up

In terms of advocacy and getting results, I’d like to thank you all for your important contributions to our core advocacy document—something new we have tried this year in addition to our viewpoint papers. For example, your input, leadership, and energy pushing for fair and science-based policy regarding Japan’s border restrictions very quickly led to results. We, combined with the voice of our fellow foreign chambers of commerce and other organizations—both foreign and domestic—are making a real difference.

Stay Engaged

I will end by asking all chamber members to embrace the sense of urgency that is defining the world we find ourselves in—one of transition—and help the ACCJ continue to champion strong partnerships and communication to create the best environment for global business in Japan.

In Defense of Strong Relations

ACCJ President Om Prakash shares his thoughts on 2022 and the chamber

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Those movies in which a fighter pilot steps into the role of president and leads everyone through challenging times are always inspirational. I’ve watched that story more than once, and as 2022 began I got to interview someone doing just that. Only not for Hollywood.

American Chamber of Commerce in Japan (ACCJ) President Om Prakash, also chief executive of Northrop Grumman Japan, is a US Air Force veteran who was a fighter pilot, test pilot, and vice wing commander of the 82nd Training Wing. His time in the service, as well as at the Pentagon, has given him important perspectives on the US–Japan relationship, experience ideal for guiding the chamber through the third year of the pandemic and bilateral challenges.

In a year filled with opportunities in a transformed world, The ACCJ Journal sat down with Prakash at the Northrop Grumman office to learn more about his background and thoughts on the path ahead.

What brought you to Japan?
I have lots of reasons to want to be here, but ultimately, I am here for my job. My company asked me to come here. But part of it is that I have a background that put me in a unique position to be particularly effective for the company. I studied engineering at MIT, and then served in the US Air Force for about 26 years. Early in my career, I was stationed in Aomori Prefecture, at Misawa Air Base. I was an intelligence officer back then, and that is the first time I lived in Japan for an extended period.

I spent most of my career as a pilot and test pilot in many of the United States’ worldwide operations over the past few decades. I gained a lot of experience working with Japan as an ally, including some time in the Pentagon, where I worked on industrial policy issues and with Congress. Previous to coming here, at Northrop Grumman, I focused on corporate and technology strategy. So, combat experience, a background in technology, and lots of policy experience with the government made me a very good match for taking over our operations in Japan, where our primary customer is the Japanese Self-Defense Force.

How did you get involved with the ACCJ?
Our company has been part of the ACCJ for several decades—we were one of the early members—so I was a member as our chief executive. Northrop Grumman is a defense company, so the Aerospace and Defense Committee was the one I had the most interaction with, most recently as chair. To me, the primary things the ACCJ does for its community are:

• Networking, getting to know other folks in the community
• Interaction with government to work on advocacy and clear opportunities for business in Japan

Those were the two main drivers that gave me passion for being involved with the ACCJ.

Has ACCJ membership helped push policy goals?
Yes, absolutely. There are some areas where, across sectors, we all agree. One of the most obvious, in the current situation, is that we all have been affected by the travel restrictions. That common voice from the ACCJ has been important in showing the pain brought to all types of businesses and in bringing about change.

Specific to aerospace and defense, with the other US companies, there are several times that we have had common ground to work on advocacy issues together. We’ve also had opportunities to talk with leadership from the Ministry of Defense and gain insight into their priorities for defending Japan. This year will be particularly interesting for aerospace and defense because Japan is in the midst of rewriting its national security strategy. It’s going to be a really important year.

“I feel very strongly that, if you look at the alliances across the world, the US–Japan alliance is the most important in all facets—military, economic, cultural—so, being a part of that for my company was something I was excited about doing.”

Has the chamber helped you?
On a professional level, I’ve known most of the folks in the aerospace and defense community already, but the ACCJ certainly broadened my network to other sectors. On a personal level, I love learning. I am curious about everything. So, getting to know more about the industries that are involved in Japan writ large has been both interesting and helpful. I’ve gained insights into the pain points faced by other industries. The pandemic has brought lots of opportunities for US businesses to share lessons learned and look for common support. And then, quite frankly, I’ve enjoyed making friends in the ACCJ, as well as participating in community events. In my first year here, I was able to go to the Charity Ball in person. It’s been virtual for the past two years. That was rewarding and fun at the same time.

Do other experiences stand out?
Well, the election has been pretty involving for me! It actually wasn’t something I was seeking—the Nominations Committee came and asked me to run—but it is my nature to always raise my hand and volunteer; and in this case I was especially happy to do so. Frankly, this is an exciting year we have in front of us, so I am thrilled at the opportunity. Going through that process gave me access to an even wider group of people, and learning more about how the chamber works to serve its members has been rewarding and fascinating. I’m sure it will be topped by the actual experience itself in the year ahead.

Why did you choose to take on the role of president?
In many ways, it’s a variation on the question of why I came to Japan in the first place. When I look across the globe at where there is potential for conflict, and where there are real issues between nations, it’s right here in this part of the world—who would have expected a land war in Europe? Think of what that means for us here, where tensions and stakes are in many ways much higher. I’m the type of person who likes to run towards a burning building, not away from it, to see what I can do. I feel very strongly that, if you look at the alliances across the world, the US–Japan alliance is the most important in all facets—military, economic, cultural—so, being a part of that for my company was something I was excited about doing; it felt like a continuation of my Air Force career. The ACCJ is a whole other level of that.

This year, in Japan, we have the administration of Prime Minister Fumio Kishida making major policy changes. There’s a new minister for economic security. They’re rewriting the national security strategy, the National Defense Program Guideline, which is going to govern how they spend the largest discretionary portion of their budget.

In the United States, we are still going through a full transition to our new administration. And we now have an ambassador in Japan, Rahm Emanuel. That’s going to make it a particularly dynamic and important year. There are lots of opportunities for the ACCJ to make a positive impact on the US–Japan relationship, do good things for business, and, more importantly, do good things for both our nations.

What is the focus for 2022 bilateral ties?
All nations have suffered impacts to their economies as a result of the pandemic, and there are probably inclinations to look inward. But these are the times when we need to rely on friends more than ever, and the United States and Japan have a special relationship. There have been periods in our history when we’ve viewed each other with less than cooperative eyes, and other times when things have been more open. I believe right now, in particular, we have to make sure we keep pushing for what’s good for both economies. It’s not just a one-sided thing for the United States; I think we can thrive together. It’s not a zero-sum scenario. We can grow opportunities for all. And when we look at some of the nation states that are potential adversaries, we can only succeed by cooperating and combining our strengths.

What are the ACCJ’s key initiatives and advocacy points?
Last year, we spent a lot of time focused on digital transformation; and there is still work to be done. I think that will be critical for tying the US and Japanese economies together. There is lots of work on regulatory frameworks and common operating standards, and a level playing field that we need to have in place so that our businesses can thrive. We can work together. That will be an ongoing topic for some time.

Something that I think will be new in 2022 is having our voice heard as Japan works on its national security strategy and economic security. That will have economic implications for several sectors, and we need to look clearly at how the ACCJ can get involved in making a case for things that will help both our economies and national security postures.

How is diversity and inclusion in Japan? Can the ACCJ help?
In Japan there is, of course, improvement to be made. That’s not just my opinion, there are many surveys and analyses of Japan’s economy and its record with inclusion—specifically related to women in the workforce. With an aging population, that’s an untapped potential resource. Coming from the United States also influences how I feel about the topic. When you get a diverse set of folks together, you get a better product no matter what it is you’re working on. The ACCJ should continue its advocacy in this area, and we have many examples of where inclusion has brought great outcomes.

How can the ACCJ best support members in 2022?
It’s hard to predict what the year will bring. I look at the term Jenifer Rogers served as ACCJ president last year, and the challenges she faced. We didn’t expect that the pandemic would continue as it has for another entire year. Right now, we’re on the Omicron variant, and there are still nine letters left in the Greek alphabet. I hope we have a better future in front of us. I’d really like to see 2022 be the year that we return to networking and meeting each other at in-person events. I think we crave that human connection on many levels, not just for the business impact, but socially for our well-being and effectiveness. I hope we’re going to see that in 2022. But if not, we’ve learned a lot over the past two years and will continue to improve our effectiveness as a chamber.

“Having those spirited debates, where we learn from one another and so attain better outcomes, those are exciting things to be a part of.”

What have we learned from the ACCJ’s digital transformation?
We have definitely learned how to run meetings more effectively using all the telework software that’s available, and we can carry that over to our businesses. My personal experience is that ACCJ meetings have run very smoothly. As we have more potential to host hybrid events, we need to be mindful that these come with their own consequences, for example in terms of staff needed to run them. So, we’re going to have to look at when it makes sense for an event to be hybrid versus being only virtual.

We’ve also learned that there are lots of things we felt we could only do in person but, having no choice, now do virtually. And now that we have a choice, let’s not forget the good things we’ve learned from hybrid and virtual scenarios, especially in terms of how much more inclusive we can be. Obviously, we don’t want the entire structure to be online-only all the time, but there are times when it makes absolute sense.

If we were hundreds of years in the future, there are a lot of things that maybe would be a given for how we do business. We had to get there a lot sooner, because we had no choice, which isn’t a bad thing. So, we’ll continue to evolve.

In what ways might changes to the ACCJ Constitution benefit members?
I know that Jenifer and the team last year focused a lot, as an advocacy issue, on governance reform in Japan. They reinforced that inside the ACCJ with reform of the chamber’s governance. I think that was the perfect example to set. Additionally, making the chamber efficient and able to represent and serve its membership is critical. I applaud the team last year for taking on a topic that is challenging, because we all have strong feelings. That’s one of the great things about the ACCJ. We are a volunteer group for the most part, so we’re putting in our time for things we feel passionate about. I look at those as great developments last year.

What might be the long-term effects of Japan’s border restrictions? Sometimes, when we consider this question, we may be too narrow in our thinking. There’s a political dynamic across the globe. Governments are responsive to their constituencies. If we look at it simply as a business issue or a science issue, we’re sometimes going to miss and talk past each other when we’re trying to be effective.

I feel the key when we talk about advocacy regarding entry restrictions is to focus on the business impacts. They are real, and some of them will be long term—especially when you consider things on a global scale and juxtapose the decisions made here with those of other nations looking to revitalize their economies. I think framing our advocacy in those terms will be more helpful.

Ultimately, however we come out of this, there will be a certain degree of feeling that we learned something as a species that we’re not going to unlearn. Maybe our tolerance to risk and how we approach decision-making have been forever changed. From what I understand of the 1918 flu pandemic, ultimately, you could say that it ended socially well before it came to a scientific end. It was more a change in our thought pattern for what risk we were willing to accept and how we were willing to operate. I won’t be surprised if we see something similar with Covid-19.

Anything else you would like to say to members?
It may be recycling something I said earlier, but everyone I’ve met in the chamber—especially those serving in positions of responsibility on the Board of Governors and as committee leaders—are so passionate about what they do. And that’s a great group of people to work with. We’ll have our differences, but we’re professionals and we’ll work through things. Having those spirited debates, where we learn from one another and so attain better outcomes, those are exciting things to be a part of. As I said, I didn’t seek this position, but I’m super excited about leading the chamber, especially given the events going on around us as a community, in the United States and Japan, and around the globe.

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Photos by Miki Kawaguchi/LIFE.14

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Welcome to a New Year

ACCJ President Om Prakash looks forward to a productive 2022

Click on image to watch the video

Hello, I'm Om Prakash, president of the American Chamber of Commerce in Japan. Happy New Year! You're in the most influential, largest international business community in Japan. You are adding your voice to over 600 companies, 3,000 members, and together we make a difference in possibilities for us in Japan.

This is an important year ahead of us. Not only do we welcome a new ambassador but, as our new administrations on both sides of the Pacific get to work together, there are new, exciting, and dynamic opportunities for all of us engaged in commerce between this important alliance of the US and Japan. We're here at the center of global tectonic changes in economies and security, and it's going to be an exciting year for us.

I'm also looking forward to getting out there and seeing you in person, and having in person events, as soon as it's safe to do so. I'm looking forward to the networking, the friendship, the opportunities that these events bring, and the strength that brings to our community.

I do have one ask of you. Get out there, get involved, join a committee, come out to networking events, get to know people. You're going to see you're going to get out of this as much as you put in—hopefully more. We are very active and have over 60 committees. I encourage you to take part in networking and contributing to our task force, to making friends, to making business connections, and making a difference for all of us.

I'm looking forward to working with you and figuring out how we can take these opportunities and maximize the advantage for all of us in business. I want to thank you for your continued support and commitment. See you soon!

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President to President

Jenifer Rogers and Om Prakash share why ACCJ leadership matters

As the world transitions to a third year of the coronavirus pandemic, the American Chamber of Commerce in Japan (ACCJ) undergoes a transition of its own as outgoing President Jenifer Rogers passes the baton to incoming President Om Prakash. A newly elected Board of Governors also takes office for 2022, ready to lead the ACCJ through challenging, but exciting, times for global business in Japan.

Rogers, who is general counsel Asia for Asurion Japan Holdings G.K., and Prakash, chief executive of Northrop Grumman Japan, sat down on the day of the new board induction to talk to The ACCJ Journal about the progress the chamber made in 2021, the possibilities for 2022, and why they both are proud to volunteer their time and leadership.

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Prakash: Serving has been my professional life almost in its entirety. I served in the Air Force for over 26 years. I started out mainly as a pilot and a test pilot, but [spent] a lot of time in the Pentagon working on issues for our nation, including industrial policy and working with Congress.

After that, I joined Northrop Grumman, and I’ve been with Northrop Grumman for seven years, three of them here in Japan. I’m super excited to put all that background together and work with all of you and the ACCJ to bring great things for US business, US commerce, and the US–Japan alliance.

Rogers: I’ve been very impressed since I met Om two years ago. I think he has an esprit de corps, and he is such a person with integrity. He reached out to me in the last election to meet up and we’ve had a dialogue over the last two years. I think he is straightforward, a team player, incredibly passionate about improving the US–Japan relationship, and doing the best he can for the chamber. I personally am very excited that he’s been elected to this position.

Prakash: I do absolutely enjoy working with people. I get a lot of energy from hearing other people’s ideas and thinking about it. I’m not afraid to change my mind—so I don’t know if that’ll be sometimes something difficult to work with—but, hopefully, as a group, we’ll all come to good decisions. I like being inclusive and absolutely picking up diverse opinions.

I’m anxious to also get things done. I like to get my hands dirty when necessary, and also see others succeed and be given opportunities. I think the chamber is going to be incredibly fun to work in because, after all, we’re all volunteering our time. We’re putting into it because we believe in something we’re doing. We have passion. Those are interesting things to work with, and around, because we’re not all going to always agree on things. But we’ll certainly be passionate about it, so it’ll be fun.

Rogers: I know from your speech that you have great things to offer. And as the outgoing president, I feel very excited to leave the chamber this year in your very capable hands.

Prakash: Well, thank you. And, also, I can’t thank you enough. I’ve known you for going on two years now, and I was actually really happy you’re the president that I’m coming up behind, because I know you’ve left the chamber in great shape and you’ve done great things with it. I’m truly impressed and thankful for what you’ve done, because you’re certainly going to make it easier for all of us on the next board.

Rogers: Thank you very much. That’s really nice to hear. I feel great that we’ve done a lot of what we set out to do, but I think what’s really nice is that there’s so much more to do. It’ll be exciting to see the chamber continue to succeed under your leadership.

Twenty twenty-one was such an unusual year with the pandemic. We went in thinking we were maybe seeing the end of it. So, we had to really pivot and focus a lot more on pandemic-related advocacy issues: reentry, entry restrictions, vaccines.

What was really nice to see is how our members really communicated their concerns. We rallied to provide vaccine support, get out there into the media, and push the Japanese government to really pursue a more open travel policy and science-based approach to vaccines so we could truly enhance our members’ experience. In a very unique environment—and even though we were virtual—that kind of pandemic situation brought us together.

Also, because of that, I really wanted to leave a legacy around great corporate governance. We established the governance task force, and, really, I wanted to make sure that the chamber was sustainable and a role model in the community. With the constitutional amendments, and a lot of the changes we made within the chamber—including some of the good practices around the induction ceremony today for the Board of Governors—I really feel very proud that we’ve made good strides in being the role model we should be as an organization representing our members in the business community here.

Prakash: I’m just so impressed with all the things that you were able to do in 2021, considering that a really key person—an ambassador, which is so critical for the ACCJ—was absent from the US government side. I’m looking forward to having that person on board quickly in 2022 to really bring new dimensions to what we can do for our members and the US–Japan relationship.

The points you brought up about how none of us expected the pandemic to last this long—how you embraced it and now have made for all our members something that we’re not expecting to ever to go back [from]—it’ll just be continuing evolution of an ongoing situation. I think that’s something that we need to take forward on the new board as One ACCJ, [looking at] all the points that we’ve learned and continuing to learn as the situation evolves.

Rogers: I think we did manage to do some great advocacy around digitalization, sustainability, and even the US–Japan economic partnership in certain ways. But absolutely, I think you’re well positioned with your background. And also, with the new US ambassador and the changes in the government that have taken place under Kishida-san this year as prime minister, I think the chamber is well positioned to make a huge difference. I will be happy to support, but also very excited to see what you’ll be doing in that space next year.

Prakash: Well, all of us will be doing.

Rogers: That’s right.

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Resilience, Vision, and Opportunity

A challenging year has made the ACCJ stronger than ever

Listen to this story:

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As I prepare to pass the baton to Om Prakash as the next president of the American Chamber of Commerce in Japan (ACCJ), I am grateful for what we have all accomplished together this year. He and a newly elected Board of Governors will lead the chamber into 2022 with exciting opportunities for further growth and change.

I am proud that the ACCJ has shown resilience and maintained its status as the preeminent business organization in Japan supporting the foreign business community. It has been an honor and privilege to serve as president, and I look forward to continuing to support the ACCJ in other ways.

Constant Change

The uncertainty that began in 2020 has continued in 2021, and as the pandemic has evolved in unpredictable ways, so has the way in which we work and interact. The political landscape has also shifted, with leadership transitions in the United States and Japan. Change in 2021 has been constant, and the ACCJ has adapted well by becoming a more agile and tech-savvy organization.

As virtual events have become the norm, the ACCJ has embraced this new reality and used it as an opportunity to provide greater accessibility for all members and to increase our digital presence in the broader community. By using social media and bringing The ACCJ Journal in house, we have been able to boost our advocacy efforts. And through our diverse programs, we have reached a broader audience and enhanced our position as the voice of international business in Japan.

This year, we also made changes to the ACCJ constitution that modernize our governance and demonstrate that we are a dynamic and adaptive organization which continues to be a leader in corporate governance best practices.

Transformations

Chamber advocacy on digital transformation could not have been timelier. Our Japan Digital Agenda 2030 report was released just as the importance of technological infrastructure, support, and know-how became central to surviving and thriving as Covid-19 put traditional practices to the test.

And as our members have adapted to the pandemic, we have seen Japan’s overall corporate environment shift as well. Working remotely has been normalized, providing greater workplace flexibility—something the ACCJ has long been advocating.

The ACCJ is providing flexibility in events as well. We have hosted a few hybrid events, which combine the benefits of online and offline gatherings, and are gearing up to offer these more frequently in 2022. Our commitment to providing virtual access to all in-person events remains key to giving members the opportunity to participate in the way that best suits their needs. It also allows members from all chapters and overseas equal access to our programs.

The annual “alphabet battle” featuring (from left) Jesper Koll, William Hall, and Dave McCaughan returned on December 6 as a hybrid event of the kind we plan to host more of in 2022. Also pictured are (from right) moderator Patrick Newell and Special Events Committee Vice-chair Paul Kraft.

Stronger Voice

On the advocacy front, we’ve never been more active nor influential in promoting a positive business environment in Japan. The ACCJ has been one of the most vocal groups regarding border-entry issues and a science-based approach to policy. Together with the European Business Council, we conducted a survey to quantify the impact of border restrictions on our members and businesses in Japan, and we have been a consistent voice in media, advocating for changes to these policies. We have also worked to make our advocacy initiatives more impactful, effective, and efficient by aligning our priorities with four coordination groups:

• US–Japan Partnership
• Health and Retirement
• Sustainable Society
• Digital Society

The latter two were new in 2021 and represent very active areas of focus. For the Digital Society Coordination Group, digital transformation is a highly dynamic topic, and we leveraged the work started last year on the Japan Digital Agenda 2030 report to set up another task force focused on collaborating with the Japanese government to implement the recommendations outlined in the paper.

The Sustainability Coordination Group was created and we realigned the leadership of our Sustainability Committee in response to the pandemic, which increased the urgency surrounding this topic and accelerated the need for the ACCJ to show its strong commitment to being at the forefront on all aspects of sustainability issues.

Advocacy and ACCJ events focused on energy-related aspects of sustainability, social issues, and corporate governance—as well as the importance of diversity and inclusion—brought wider awareness and understanding to these matters.

Looking Ahead

Throughout 2021, the chamber has proven itself to be a responsive and progressive organization, pursuing and prioritizing the key interests of our members in a rapidly changing environment. We met with key US and Japanese government officials in a successful, hybrid-style Diet Doorknock and select in-person meetings with officials such as United States Trade Representative Ambassador Katherine Tai and US Secretary of Commerce Gina Raimundo.

We look forward to the arrival of a new US Ambassador to Japan in 2022 and, hopefully, more opportunities for in-person interaction with the US and Japanese governments.

Whatever the future holds, we can be sure that the ACCJ will continue to be impactful in its advocacy activities.

I want to thank this year’s ACCJ Chair, Eriko Asai, Special Advisor Christopher LeFleur, the Board of Governors, Executive Director Laura Younger and staff, as well as ACCJ leaders and members for their support, assistance, and energy throughout a very unusual year. It’s been challenging but, in some ways, I feel the need for distance has brought us all closer. I look forward to seeing what the ACCJ is capable of under next year’s leadership and congratulate Om and all the new leaders.

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2021 State of the Chamber

A look back at a year of challenges as well as great progress and success

On October 26, at the American Chamber of Commerce in Japan (ACCJ) Ordinary General Meeting, I had the honor of sharing with the chamber membership an update on the progress the ACCJ has made over the course of 2021—a year still marked by the challenges brought forth by the coronavirus pandemic.

At the start of the year, when I took on the role of president, I set out three main strategic priorities:

• Help member companies to be agile and recover more quickly from the challenges of Covid-19
• Transform the membership experience through digitalization
• Create a more resilient and sustainable chamber

I’m proud to say that not only have we made significant progress toward these goals, but our members have gone above and beyond over the past year to help fellow members seize new opportunities, give back to the community, and stay true to our mission of improving the international business environment in Japan.

The pandemic has challenged the ACCJ, but we have come together to help our member organizations chart a path to recovery. One way we have done this is by advocating for an easing of restrictions on entry into Japan—something that is finally becoming a reality as this issue of The ACCJ Journal goes to print—as well as facilitating an unprecedented and successful vaccination rollout to members and their families.

Catalyst for Change

These challenges have brought about exciting changes at greater speed, such as the acceleration of the chamber’s digital transformation.

I’m grateful to each member for their contributions, which have had a positive impact on the US–Japan Economic Dialogue and further reinforced the ACCJ as the preeminent voice of international business in Japan. Here are some highlights of the progress we have made.

Goal 1: Help member companies to be agile and recover more quickly
To help members emerge stronger from the pandemic and to reinvigorate the Japanese economy, the chamber’s proactive advocacy efforts have focused on easing entry to Japan, post-Covid economic recovery, digital transformation, healthcare policy, and reforms to help build a more sustainable society.

During 2021, the ACCJ published more than 50 advocacy documents, including those aimed at:

• Improving corporate governance
• Promoting uniform reporting requirements for environmental, social, and corporate governance
• Introducing regulatory changes to make Japan more attractive to foreign investors

In February, the chamber issued the Japan Digital Agenda 2030, a monumental report produced in collaboration with McKinsey Japan which lays out a 10-year road map for the country’s digital transformation.

The Financial Services Forum issued a white paper entitled Reimagining Japan as a Global Financial Center, which outlined recommended actions for Japan to become a globally relevant financial center. This was followed by a miniature Diet Doorknock during which ACCJ leaders engaged with Japanese lawmakers.

Our relationships with the Japanese and US governments have remained strong through the transitions to a new administration in the United States as well as two prime ministers in Japan. Our steady engagement has allowed us to offer real-time feedback on behalf of our members. This summer, we completed a very impactful Diet Doorknock and held 37 meetings—the most ever. Twelve were at the minister level and included audiences with now-Prime Minister Fumio Kishida and several members of his cabinet.

We have also advocated directly with senior officials from the Ministry of Economy, Trade and Industry and the Immigration Services Agency on both easing entry restrictions related to Covid-19, and recognizing international vaccination certificates.

In May, we formed the Special Digital Task Force to assist the Government of Japan in achieving its digitalization goals.

We continue to build on our relationship with the US Embassy through meetings with Chargé d'Affaires Ray Greene and Minister-Counselor for Commercial Affairs Alan Turley. These were in addition to our regularly hosted embassy conferences.

The chamber has also been at the forefront of helping members navigate the evolving vaccine and reentry information through the Vaccine Information Hub and Reentry Resources pages on the ACCJ website.

To provide immediate and concrete avenues to vaccination for members, the ACCJ secured 1,000 vaccinations for members and their guests. Of these, we provided 300 ourselves, with the recipients including many of our small and medium-sized enterprise members. A further 700 vaccinations were provided in partnership with our member companies, private entities, and other foreign chambers of commerce.

Goal 2: Transform the membership experience
Our second strategic goal is to transform the membership experience, including through digitalization, to provide the greatest value possible to the ACCJ network, which comprises 3,000 members and 550 commercial memberships.

We have had strong growth in the Corporate Sustaining Member (CSM) category, which has increased by six percent since January to 83 CSMs. The Small Company package has been very successful; the category has nearly tripled in size since its creation in 2019. And we have 50 new commercial memberships, an eight-percent increase from this time last year.

We continue to see strong engagement by members through a varied and informative lineup of virtual events and meetings. We hosted nearly 380 sessions in 2021, garnering 9,500 member and guest registrations. These figures are on par with those of previous years, indicating that our virtual events continue to provide valuable information and interaction for members.

These events have enabled the ACCJ to become truly borderless and expand our reach through even more world-class speakers and topics. An example is the ACCJ/NAJAS Leadership Speaker Series, which provided global networking opportunities with the National Association of Japan–America Societies in the United States.

Members have participated in virtual networking opportunities through breakout rooms, workshops, and mentorship programs.

Now, with the lifting of the most recent state of emergency and a lower risk of Covid-19 transmission, the ACCJ is making plans to resume in-person aspects of our events. The planning includes guidelines and safety protocols to protect attendees, as well as technology to deliver seamless event experiences to those attending virtually.

Goal 3: Create a more resilient and sustainable chamber
In terms of our third strategic goal, I established the Governance Task Force to assess areas of governance about which members have expressed concern and to ensure that we continue to evolve as an organization that reflects contemporary business practices.

Specific areas on which the Governance Task Force is focused include the role and authority of the Executive Committee, the role of presidents emeriti, succession planning, and document management, as well as guidelines for the Nominations and Election Supervisory Committees.

To coordinate crosscutting, multiyear advocacy initiatives, the Board of Governors introduced the new Advocacy Coordination Groups, which work with committees and councils to guide the chamber’s advocacy strategy.

These groups will ensure inclusive and transparent communication within the chamber on important issues in order to attain more impactful and sustainable change.

As a voice for championing women and diverse leaders in the workforce, the ACCJ is a positive driver for growth and innovation, both in Japan and the chamber. The quality and range of our white papers, statements, and events are a direct result of the diversity—as well as the depth of knowledge and experience—of our membership.

We continue to promote diverse leaders on all committees and, this year, 40 percent of our Board of Governors and 31 percent of committee leadership positions are held by women—a goal we achieved at the end of 2020.

On International Women’s Day, the chamber launched the Women in Business Reading List, an online library of critical resources for women in the workforce.

In April, we issued the 2021 edition of the Women in Business Toolkit, which highlights actions that member companies are taking to increase the participation of women and diverse leaders at all levels.

In March, we issued comments supporting the Sapporo District Court ruling that it is unconstitutional not to recognize same-sex marriage. Our marriage equality viewpoint was cited in multiple national and international news outlets.

One of our four core pillars is Community, and we are committed to responsible corporate citizenship and supporting the recovery of our local community. To that end, we donated ¥1.25 million to local charities facing challenges due to Covid-19, including the non-profit organizations Save Food, Mirai no Mori, and Hands On Tokyo. We will support more organizations through the virtual Charity Ball auction which will run December 1–11 (page 16). Last year, the event raised ¥7.4 million.

This year, the ACCJ Community Service Advisory Council offered new opportunities to support and promote local charities through a new listing and donation request form available directly on the ACCJ website.

The Chubu chapter has provided strong support for the community and member businesses. This year marks an important milestone for the Chubu Walkathon, which celebrates its 30th year and raised nearly ¥5.6 million for 18 charity organizations.

Since 2019, the chapter has seen a 30-percent increase in the number of committee meetings since 2019, and a 31-percent rise in event attendees from across all three chapters since 2020.

The Kansai chapter continues to drive exciting and impactful initiatives, including the 7th Annual Kansai Diversity & Inclusion Summit Series; 2nd Annual Healthcare x Digital Pitch Event and Ideas Day; and the Kansai Leadership Series, which had a record 102 participants in this—its 10th—year.

We should all be proud of what we have accomplished as a chamber.

One motto that I personally like is: Be the change you want to see in the world. The ACCJ is an embodiment of that message and the power of what can be achieved when we work together.

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Going Long on the ACCJ

Investing yourself in the chamber is a great investment in Japan

In keeping with this issue’s theme, I’d like to highlight an alternative form of investing in Japan that is uniquely available to members of the American Chamber of Commerce in Japan (ACCJ): taking on a leadership role at the chamber.

As Japan’s most active and influential international business community, the ACCJ plays a vital role in improving the country’s business environment. As an ACCJ leader, you can put your experience to work to create lasting benefits that extend far beyond the scope of your present role.

With more than 60 active committees and a broad, best-in-class advocacy program, the ACCJ’s true strength is the expertise and engagement of its members. Serving as a leader in an organization with such bench strength and influence is an investment that can pay meaningful dividends.

For younger executives, it is a way to develop leadership skills and networks to help build your career. For mid-career executives, it can be a great stepping-stone toward future board engagements, career advancement, and professional fulfillment. For senior executives, it’s a chance to give back to the communities in which you’ve flourished, leverage your skills in a more diverse environment, and help mentor the next generation of leaders.

Continuity

This year, the ACCJ board and I have launched a new focus on the resilience and sustainability of the chamber. We appreciate our active leadership and want to strengthen it by encouraging development opportunities in which others—including new members—get involved as leaders. We’ve asked committee chairs and vice-chairs to develop succession plans and to create openings for more members to take on leadership roles.

We believe that having a pipeline of leaders and encouraging rotation will lead to a more dynamic and vibrant chamber. The ACCJ has long been a leader on the diversity front, and we’re challenging ourselves to energize our organization with even greater diversity at all levels. Both these initiatives create tremendous opportunities for interested members to invest their time and expertise in the future of business in Japan.

Payoff

Having a leadership role in the chamber can provide a different experience compared with one in the private sector, as well as opportunities to hone your skills or develop new ones. The ACCJ is much less hierarchical, and more consensus-driven, than many private-sector organizations. As a volunteer body, the chamber can provide a refreshing change of environment as the use of persuasion more than authority is key when navigating the diverse opinions and priorities of the membership.

For many, the ACCJ represents a great opportunity to fine-tune the type of management skills required to meet the needs of today’s workforce. For others, it offers a “mental gymnasium” in which to focus on something outside the usual routine. And for all, it’s a great way to expand your network, get involved in meaningful change, and broaden your professional experience.

Get Started

How do you get involved? A great first step is to speak to members who are in leadership roles today. Ask them about their experience and seek their input on areas where your skills might be put to best use.

For committee roles, speak to the ACCJ programs team or the current leaders of the committees in which you are interested. For Board positions, the Nominations Committee launched their self-nomination campaign in July and is seeking members who would like to put forward their name. We highly encourage self-nominations and welcome anyone who would like to contribute their time and energy.

I have been involved with the ACCJ in various capacities for the past six years, was a member once before—when previously living in Japan—while my parents were both governors in the 1980s. I can tell you that it has been a very rewarding and productive relationship for me, and I know that my parents were proud to be part of the positive changes the chamber has helped to foster in Japan. I want more members to have that experience, and I invite you to take on a leadership role. It’s an investment with a guaranteed high rate of return.

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Finding Success through Diversity

Outside directors can play a key role in your business and personal lives

It’s annual general meeting (AGM) season in Japan. I will participate in a few for the boards on which I serve as an independent director and anticipate that this year will be quite exciting, because the calls for greater independence of corporate boards are more insistent than ever. Indeed, some activist investors are setting the table stakes at 30-percent independent outside directors—in line with proposed changes to Japan’s Corporate Governance Code regarding Prime Market companies—before they will even consider voting in favor of a company-sponsored resolution.

Independent outside directors help to broaden the perspective of the board and hedge against the risk of insiders simply following the company position out of self-interest, loyalty, or groupthink. Studies have shown that companies with boards that include independent members tend to outperform those with boards comprising only insiders. As we seek reform in important areas—such as environmental, social, and corporate governance, as well as diversity and inclusion—it is believed that boards with greater independence will push for more rapid change.

The American Chamber of Commerce in Japan (ACCJ) has been advocating for Japan to improve corporate governance, so we are pleased to see, in the proposed changes to the Corporate Governance Code, a greater focus on sustainability, a recommended increase in the number of independent directors, and a call for companies to present a policy and targets for diversity in senior management.

Many Voices

At the ACCJ, we’re fortunate to have a diverse board that could be viewed as being made up entirely of independent directors. While all ACCJ board members are members of the chamber, our positions are voluntary and not paid, and—except in rare cases—we have no other business relationships with the chamber. As such, we could fall within the meaning of outside—or independent—directors.

As an organization, the ACCJ benefits from this tremendous diversity of backgrounds, experiences, and expertise, and the quality and range of the ACCJ’s white papers, statements, and events are a direct result of the diversity and depth of our membership. Having been involved in many ACCJ committees, and in the development of our papers and positions, I can tell you that divergent voices are the engine that drives our ability to effectively advocate on behalf of all members.

These experiences and imperatives got me thinking about the role that diversity, inclusion, and independent voices can play in our own lives and careers. When we look at our personal networks of peers, colleagues, mentors, family, and friends, how often do we see a mirror of our own experience and how often are we benefiting from a truly outside perspective?

Broaden Your Network

In the corporate world, consultants and coaches are paid to deliver their independent viewpoints and advice. But beyond these formal arrangements, there’s much we can do as individuals to broaden our perspectives. It’s comforting to be in the company of like-minded individuals, but staying inside your established circle can sometimes lead to an echo-chamber effect—and that’s not fertile ground for the type of innovation and constructive change we need to feed our energy as business leaders.

This month we’ve launched a revamped ACCJ Membership Directory and we’re piloting Wai Gaya—a new platform designed to facilitate informal conversations among members. Both initiatives offer opportunities for discovery and connection to broaden your network within the chamber.

I hope you’ll take this opportunity to get in the spirit of AGM season by not only expanding your ACCJ network, but by actively seeking out those with different views. Instead of simply connecting with people across your professional or industry sector, make a point of reaching out to people whose resumes and experiences look nothing like your own. Bring a few outside directors into your life. If the model holds true, you might just realize the same kind of performance benefits in your own career that we hope to achieve by pushing for more independence in corporate Japan.

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