Category: Japanese business in Europe

Brexit and Japanese jobs in the UK – growing by acquisition or “new” jobs?

Those looking for “despite Brexit” good news may be reassured that employment in the UK by the biggest Japanese companies has grown by 22% since 2014/5, right in line with the growth in Japanese jobs across Europe, Middle East and Africa (EMEA).  About a quarter of the 750,000 people we estimate work for Japanese companies in the region are working in the UK, and so far there is no obvious divergence between the UK and the rest of EMEA in terms of overall job growth.

Big ticket acquisitions are the main driver of Japanese growth in the UK

But as we pointed out in previous posts looking at the trends across Europe, a distinction needs to be made between “new jobs” created in EMEA by Japanese greenfield investment, and investments which are acquisitions of existing jobs.  Eastern Europe is the beneficiary of the former, particularly for the automotive sector, whereas the UK has been the target of the latter with big ticket acquisitions like SoftBank acquiring ARM, Mitsui Sumitomo acquiring Amlin, Sumitomo Rubber acquiring Micheldever, and NEC acquiring Northgate Public Services as well as Outsourcing acquiring various staffing and outsourcing companies.

Where are the “new jobs”?

These acquisitions account for the new entrants to the Top 30 ranking we have compiled below. They push out Fujifilm, Sumitomo Corporation, Japan Tobacco (who shut their factory in Northern Ireland last year) and Toshiba. The original Top 30 in 2014/5 have grown a more modest 10% if the acquisitive newcomers are not included.  One of the highest climbers from the original 2014/5 ranking is the main Japanese creator of new jobs in the UK- Hitachi – in particular via their rail manufacturing and assembly plant at Newton Aycliffe.

There has not been a decline in automotive sector jobs in the UK – yet – however.  In fact quite the reverse – there has been some growth in jobs in all three of the big Japanese car companies. But the trend is clear, as pointed out in previous posts, that even without Brexit, the drift of investment and jobs in the automotive sector is eastwards and to Africa.  It’s easy to see how British people in those areas where Japanese automotive supply chains are active could blame the EU for job losses. Even though there actually weren’t that many EU grants enabling Japanese companies to transfer production from the UK to Eastern Europe – despite the rumours – merely by being members of the Single Market, and having lower labour costs, Eastern European countries are an obvious destination for new manufacturing investment.

Will Japan’s investment in the UK services sector be Brexit proof?

The investment in the UK by Japanese companies over the past three years has largely been through acquisitions in the services sector. This is not surprising, as services are 80% of the UK’s GDP and the UK’s comparative advantage in the region. It is also relatively Brexit proof in the sense that services sector investment will not be directly affected by any supply chain disruptions. Clearly if the UK economy takes a hit from Brexit, however, this will dampen demand for services. There has also been a shift of regional headquarters away from the UK by Panasonic and Sony and others, and of financial services companies, but as yet this has not hit UK jobs.

Eastern Europe has also been attractive to Japanese companies for business process outsourcing. Although Fujitsu is still – just – the top employer in the UK, employee numbers have dropped 29% – and there are now 13,000 people working for its service centres in Poland.  NTT and its subsidiary NTT Data has also shot up the Top 30 both for the UK and the EMEA region – again through acquisitions – and has decided to base its new global ex-Japan headquarters in the UK.

Infrastructure, energy, transport should be the future for Japanese jobs in the UK

The UK’s strength as a global services provider will not disappear overnight, however hard the Brexit. But it’s hard to imagine how the kinds of secure, high quality automotive manufacturing jobs that those who voted for Brexit might have wanted to see return to the UK will come back, however soft the Brexit.  The potential sunlit upland is in infrastructure – energy and transport.  These sectors were needing investment regardless of whether the UK is in or out of the EU and are not so reliant on just in time supply chains across the region. Transport, environment and energy are areas where cooperation and financing on an EU-wide  basis makes business and environmental sense though. But unfortunately Brexit has provided a distraction that has resulted in Hitachi freezing its Horizon nuclear power projects in Wales and Gloucestershire from lack of government financial support, and the recently called review of HS2 must also be giving Hitachi’s rail business and other Japanese executives cause for concern. Risk averse Japanese companies are not going to want to make multi million investments in infrastructure projects in a country which is politically unstable and unreliable.

 

Top 30 Japanese employers in the UK – 2015-8
Rank 2017/8 Rank 2014/5 Company UK employees 2017-8 UK employees 2014/5 % change UK 2014-8
1 1 Fujitsu 8,351              11,694 -29%
2 2 Nissan 8,190                7,440 10%
3 9 Hitachi 7,210                2,747 162%
4 4 Honda 7,062                5,268 34%
5 3 Itochu* 6,737                6,779 -1%
6 14 Dentsu* 4,394                2,127 107%
7 7 Ricoh 3,506                3,331 5%
8 6 Toyota 3,467                3,352 3%
9 5 Sony 3,410                3,777 -10%
10 10 Canon 2,828                2,643 7%
11 8 Mitsubishi Corp* 2,815                3,085 -9%
12 18 NTT 2,569                1,779 44%
13 13 Marubeni 2,549                2,137 19%
14 – Mitsui Sumitomo & Aioi Nissay Dowa 2,384                   305 682%
15 15 Mitsubishi UFJ Financial Goup 2,310                2,100 10%
16 11 Nomura 2,208                2,628 -16%
17 19 Calsonic Kansei 2,189                1,571 39%
18 12 NSG 2,140                2,348 -9%
19 16 Denso 1,986                1,930 3%
20 17 NYK Group 1,911                1,780 7%
21 – Sumitomo Rubber 1,762                     92 1815%
22 – NEC 1,725                   297 481%
23 25 Konica Minolta 1,657                1,278 30%
24 23 Mitsubishi Electric 1,610                1,344 20%
25 – Outsourcing 1,595                     10 15850%
26 22 Olympus 1,589                1,368 16%
27 21 SMFG 1,569                1,372 14%
28 29 Mizuho 1,434                1,060 35%
29 26 Brother Industries 1,411                1,254 13%
30 27 Unipres 1,396                1,095 27%
92,568 76,896 20%
*Estimates for EMEA/Europe as official figures not available
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Top 30 Japanese companies in Europe – who’s in, who’s out and which countries are benefitting

In my previous post I looked at the growth drivers or otherwise at the top 5 largest Japanese companies in Europe, Middle East and Africa (EMEA) – Yazaki, Sumitomo Electric Industries, NTT Data, Fujitsu and Canon.  Overall employee growth for the largest Japanese companies in the region has been a healthy 22% over three years (see table below). But of the top 5, only NTT Data has beaten this average.

Yazaki and Sumitomo Electric Industries are automotive manufacturers who have consolidated their position as the biggest employers by further greenfield investments in new plants in Moldova, Serbia and Bulgaria over the past three years.

Of the other three, IT services company NTT Data has more than doubled in size over the past three years in the region through acquisitions. Fujitsu, however, has shrunk as it shifts from hardware manufacture and sales to IT services. Canon has grown by 15%, partly through taking on Toshiba Medical Systems.

Toyota group strength in Europe

The rest of the Top 30 shows a similar pattern – the automotive sector growing through greenfield investment in new or expanding plants, with the electronics/ICT sector growing through acquisition, or shrinking through consolidation and moving towards B2B in automotive and medical fields.   Panasonic more than doubled in size in the region, through acquiring Spanish automotive company Ficosa and Belgian technology company Zetes.

Honda’s employee total in EMEA hardly changed over three years, Nissan’s only grew 2% whereas Toyota grew 16% – which shows something about the relative fortunes of those car brands in the region recently.  Toyota will presumably expand further once it fully takes over the joint venture factory with PSA in the Czech Republic.  Other Toyota group companies have also expanded – such as Denso, Toyota Industries and Toyota Tsusho via its French/African trading company CFAO acquired in 2012.

Bridgestone employee numbers have grown 43% partly through acquisitions in France but also expansion and greenfield investment in Eastern Europe and Russia. Japanese automotive glass manufacturers (who also make architectural glass) Asahi Glass grew 33% but Nippon Sheet Glass only expanded its employees by 4% – still recovering from the bad timing and heavy debts of its acquisition of Pilkington Glass in 2006.

Fastest growing, fastest shrinking companies

The fastest growing Japanese employer in the region was electric motor manufacturer Nidec – more than tripling in size over the past three years, having been on a spending spree around the world – with around 25 acquisitions, many of them in Europe, since 2015. Nidec is the only new entrant into the top 30 over the three years, pushing out Fast Retailing (owner of Uniqlo, Comptoir des Cotonniers, Princesse TamTam etc). Fast Retailing grew too, opening new Uniqlo stores in Spain, Belgium, Sweden and the Netherlands in the past couple of years, with further stores to come in Italy and Denmark.

Sony and Ricoh have both shrunk by over 10%, however, with neither making any major acquisitions. Konica Minolta, which grew 25%, acquired various IT services providers in Germany, France, UK and the Czech Republic.  Bubbling under the Top 30, at #31, NEC also grew rapidly, by 47%, after the acquisition of IT services companies like KMD in Denmark and Northgate Public Services in the UK.

European hot spots

Climate change has sparked investments from Mitsubishi Electric and Daikin in European air conditioning manufacturing and alternative energy production.  Mitsubishi Electric has an air conditioning factory in Scotland employing 1000 people and expressed quite clearly its concerns regarding Brexit to a parliamentary committee in 2018 (by the way, I think there must be a typo in the submission, as it says 20% of its UK employees are EEA, which is considerably more than the figure of 13 they state).  In December 2017 it announced it had started production of airconditioners at its new factory in Turkey.

So yes, it’s true that the UK has taken a ‘lion’s share’ of Japanese investment in recent years and therefore Japanese company employment in the EU. I estimate around 160,000 jobs out of 750,000 or so in the region (21%) are in the UK. But this share of investment is largely due to big ticket acquisitions by Japanese companies in the UK (SoftBank/ARM, MS Amlin etc) and also that investment in real estate is counted as “greenfield” investment.

Around a quarter of Japanese jobs in the region are in the automotive sector, and they’re moving eastwards

If we look at greenfield investment, largely in manufacturing, generating thousands of new jobs, with the exception of Hitachi’s rail factory in the UK, this has been going to Eastern Europe, CIS, Turkey and North Africa.  The automotive sector is particularly key. I estimate around 250,000 of the 750,000 or so people employed by Japanese companies in the region are in the automotive sector.  Brexit is giving extra impetus to automotive and other supply chain manufacturing jobs to accelerate their move eastwards.

Top 30 Japanese employers in EMEA 2018
Rank 2018 Rank 2015 Company Total global employees 2017/8 no in EMEA 2017/8 % in EMEA 2017/8 Employee growth 2015-2018
1 1 Sumitomo Electric Industries 255,133 60,537 23.7% 7%
2 2 Yazaki 306,118 57,661 18.8% 19%
3 9 NTT Data 118,000 36,000 30.5% 140%
4 3 Fujitsu 140,365 27,000 19.2% -8%
5 4 Canon 197,776 25,623 13.0% 15%
6 5 Toyota 369,124 22,147 6% 16%
7 18 Panasonic 274,143 21,931 8% 116%
8 13 Bridgestone 142,669 17,510 12.3% 43%
9 10 Asahi Glass 53,224 17,400 33% 19%
10 8 Toyota Tsusho* 56,827 17,000 29.9% 10%
11 7 Nissan 138,910 16,807 12% 2%
12 11 Denso 171,992 16,688 10% 15%
13 6 Ricoh 97,878 16,680 17.0% -10%
14 16 Hitachi 307,275 16,000 5.2% 36%
15 14 JT Group 57,963 15,410 26.6% 27%
16 30 Nidec 107,554 12,917 12% 223%
17 15 NSG 26,957 12,500 46% 4%
18 17 Dentsu* 62,608 12,176 19.4% 11%
19 21 Toyota Industries 61,152 11,837 19.4% 48%
20 12 Sony 117,300 11,730 10.0% -11%
21 19 Konica Minolta 43,299 10,825 25.0% 20%
22 24 Kyocera Group 75,940 10,024 13.2% 40%
23 25 Daikin 70,263 9,227 13.1% 36%
24 20 Honda 215,638 8,591 4.0% 0%
25 23 JTEKT 49589 8,128 16.4% 12%
26 26 TDK 102,883 8,045 7.8% 20%
27 22 Itochu* 102,086 7,382 7.2% -5%
28 27 Olympus 35,124 7,353 20.9% 15%
29 31 Mitsubishi Electric 142,340 7,300 5.1% 46%
30 28 Mitsubishi Corporation 77,476 7,189 9.3% 19%
TOTAL 3,977,606 529,619 13.3% 22%
*based on estimates as official figures not disclosed
pernilledotrudlinatrudlinconsultingdotcom"}">© Rudlin Consulting Ltd 2019

If you would like more detailed analyses, by sector or individual companies, please contact pernilledotrudlinatrudlinconsultingdotcom

Pernille Rudlin’s latest book, Shinrai:Japanese Corporate Integrity in a Disintegrating Europe is available on Amazon.

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The top 5 Japanese companies in Europe, Middle East & Africa all have headquarters in the UK

Over half a million people worked for the 30 largest Japanese employers in Europe, Middle East and Africa (EMEA) in 2018, 22% more than in 2015. Going by the research we have done on the main host countries of the region (Germany, UK, France, Netherlands), this would indicate there are around 750,000 employees of Japanese companies in EMEA.

The top 2 by a large margin are Sumitomo Electric Industries and Yazaki, both making automotive components such as wire harnesses.  They both have multiple manufacturing sites employing thousands of people, mainly in eastern Europe, north Africa and South Africa.

Yazaki‘s EMEA headquarters are in the UK and Germany.  The UK side supervises branches and subsidiaries across Europe, with R&D and customer service centres across the UK and the EMEA region. Yazaki Wiring Technologies European HQ is in Cologne, with subsidiaries in Eastern Europe and Turkey. Yazaki’s EMEA workforce has grown by nearly 20% since 2014/5 with recent greenfield investments  such as a new factory in Serbia and a third plant in Bulgaria.

Sumitomo Electric Industries also has European headquarters in the UK and in Germany (the Bordnetze side of the business). The Sumitomo Electric Wiring Systems operation in the UK originates in the acquisition of Lucas Industries in 1999. There is no longer any manufacturing in the UK but it supervises factories in Germany and Italy, with Sumitomo Wiring Systems Japan directly owning factories in Eastern Europe and Africa. Similarly the German HQ arises from the acquisition of Bordnetze from VW and Siemens in 2006. Sumitomo Electric Industries’ workforce in EMEA has grown 7% in three years, including acquisitions in Germany and a new plant in Moldova.

Sumitomo Electric Industries and Yazaki were the top 1 and 2 in 2014/5, but the third largest Japanese employer in EMEA, NTT Data, was only the 9th largest three years ago.  NTT Data has grown through acquisitions such as Dell’s services business, Everis, MagenTys and Keane. NTT Data EMEA is based in the UK, owning subsidiaries across Europe. Again, there is a split regional HQ, with NTT Data Europe GmbH owning Itelligence – but not for much longer.  The parent company, NTT is undertaking a major restructure of its business, uniting NTT Data EMEA, Everis and itelligence as part of EMEA & Latin America region, moving to a matrix rather than vertical organization. By 2020 NTT intends to have 2 companies under its new NTT Inc holding company for its non-Japanese business – NTT Data and a merged NTT Communications/NTT Security/Dimension Data organisation.  The global headquarters for NTT Inc will not be in Japan but in London.

Dropping down a place from 3 to 4 over the past 3 years is Fujitsu, another Japanese IT major, in the awkward position of being both a supplier and competitor to NTT.  Fujitsu’s presence in Europe originates from its acquisition of the UK’s ICL in 1990 and a joint venture with Siemens, which it later bought out.  Fujitsu’s workforce in EMEA (or EMEIA as it names it, adding in India) has dropped by 8% since 2014/5 and looks to shrink further in 2019 and 2020 with the closure of the last PC manufacturing plant anywhere in Europe, in Augsburg, Germany.  As it shifts to IT services business, its workforce in its global delivery centres and service desks is growing in lower cost but skilled, multilingual countries in the region such as Portugal, South Africa, Poland, Morocco and Russia.

Canon was also pushed down a place to 5 from 4 three years’ ago by NTT Data’s rise, but its workforce in EMEA has grown around 15% over the period. Canon acquired Dutch company Oce in 2009 and Canon Europa is the Netherlands based holding company which owns Canon Europe in the UK, acting as the functional and marketing headquarters for the region.  Canon has grown partly through taking on Toshiba’s medical systems business and also through the acquisition of Sweden based Axis Communications in 2015.

From a UK perspective, whilst it’s reassuring that all of the top five Japanese companies in the region have some kind of regional headquarters in the UK, this does not mean that largest proportion of the jobs they have generated is in the UK.  In manufacturing the drift is eastwards and southwards, and even for IT services, business process outsourcing and support jobs are shifting to Eastern Europe, Portugal, Africa and India. As they all have an EU based alternative headquarters, it is unlikely there will be any change in the HQ structure post Brexit, rather that virtual management teams dispersed across a very broadly defined region will become even more common.

Part 2 of this analysis continues here.

Pernille Rudlin’s latest book, Shinrai:Japanese Corporate Integrity in a Disintegrating Europe is available on Amazon.

 

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The successes and failures of Japan’s era of big overseas acquisitions

The era of Japan’s big overseas acquisitions began with domestic mega M&As in the 1990s according to Nikkei Business magazine.  Following the bursting of Japan’s economic bubble in 1990, a wave of M&As happened in the financial sector, giving birth to Mizuho from Fuji Bank, Daiichi Kangyo and the Industrial Bank of Japan and Sumitomo Bank and Sakura Bank producing SMBC. In the steel sector with NKK merging with Kawasaki Steel and becoming JFE and in the pharmaceuticals sector with Yamanouchi and Fujisawa merged to become Astellas.

The key concept for these M&As in the 1990s was “restructuring” – to rationalise the back office and integrate R&D. Then in the second half of the 2000s came a wave of overseas acquisitions, to counter the business impact of the shrinking, ageing population of Japan by growing overseas but also to benefit from further restructuring and rationalisation.

Mega overseas acquisitions of the 2000s

In 2007 Japan Tobacco acquired the UK’s Gallaher from RJR, becoming the third biggest tobacco company in the world. In 2006 SoftBank acquired Vodafone Japan and then the US company Sprint Nextel, then British ARM Holdings in 2016. Takeda acquired US Millennium Pharmaceuticals in 2008, then Swiss Nycomed in 2011, with the biggest M&A ever by a Japanese company, acquiring Ireland’s Shire in 2019.

“Growing overseas means the development of our human resources has become an urgent necessity” said the President of Takeda in 2006, Yasuchika Hasegawa. Hasegawa  was seen as “an alien from outerspace” for his dry, rational management style, arising from many years working in the USA.  Although Takeda had been the biggest pharmaceutical company in Japan for some years, it only ranked around 17 in the world before its acquisition spree and urgently needed to find new drug development sources. It felt it was lagging competitors.

The need for global management skills

Hasegawa decided to globalise the company internally by recruiting a foreign successor to himself in 2014 – Christophe Weber from GlaxoSmithKline.  Three out of the seven current Takeda directors are not Japanese.

Japan Tobacco‘s managers sent overseas after the Gallaher acquisition found themselves caught between overseas executives determined to defend their patch with rational, logical arguments about productivity, logistics and profitability. After years of painful discussion, it was agreed to close the factory in Northern Ireland.  Even now, says Masamichi Terabatake, the current President of Japan Tobacco, a Japan based executive needs to be prepared to travel around the world regularly to discuss strategy with local executives. “You need to keep global staff motivated. Investment and marketing cannot be left vague, they have to be quantitative so they can be transparently discussed. That’s probably why executives in the West are a bit younger!” he says.

NSG acquired UK’s Pilkington in 2006, becoming heavily indebted to do so. From being very domestic, it became a company whose sales were 80% overseas. Unfortunately this proved to be terrible timing as the automotive and architectural glass market crashed after the Lehman Shock.

Many of the acquirers also struggled because they did not have managers with experience of managing overseas businesses.  As Nikkei Business magazine says, mega M&A means mega complexity for which plenty of preparation and a high level of management know-how, with the ability to spread this know-how horizontally and vertically is needed for success.  It’s still not clear how far Japanese companies have progressed in this.

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The enduring Japanese family firm

I attended a Japan Society talk last month on shinise  (Japanese family firms) – given by academics Innan Sasaki and Davide Ravasi.  Sasaki and Ravasi argued that shinise have survived over 100 years, by keeping small and focused on traditional crafts like sweet making, sake brewing, and textiles.  They are very much embedded in the society and community in which they operate – the highest concentration is in Japan’s old capital, Kyoto.  In return for their commitment to the local community, they gain a social status and support from the community.  They are meant to have a higher moral purpose than pure profit and therefore do not seek to take risks and grow much beyond their current geography and sector – which means they are more resilient to external economic shocks.  When downturns happen locally, they survive through the strength of local support. This contrasts with what Sasaki and Ravasi call “instrumental” firms, who exist for a purely economic purpose.

Even large Japanese multinationals behave like Kyoto shinise

Listening to their descriptions of shinise‘s motivations and behaviours, I realised they were very similar to the way I describe bigger, multinational Japanese firms in my seminars.   Even though Japanese multinationals have taken the risk to expand overseas, and are often no longer owned by the founding family, the ethos of having a higher moral purpose than shareholder value, of corporate contribution to society and strong risk aversion to ensure longevity still endures.

And like the shinise, the darker side is the sacrifices needed to be regarded as a proper member of the family firm and the difficulty of becoming a senior manager if you were not born into it – or at least recruited straight from university like Japanese headquarter permanent staff.

Nikkei Business magazine had a feature last month on family firms in Japan showcasing research that family owned firms in Japan perform better than non-family owned firms in terms of Return on Assets. “They don’t hold on to unnecessary assets” says Professor Yasuhiro Ochiai of Shizuoka University.

Japanese family owned multinationals that have performed well

DMG Mori is still owned by the Mori family and has been particularly active recently in M&A overseas since the current Mori took over as President in 1999, most notably in their merger with German machine tool manufacturer DMG.  Apparently quite a few of DMG Mori’s employees come from the wider “family” of customers and suppliers.

Of course the most famous Japanese company still managed by a founding family member is Toyota.  However the current President Akio Toyoda is adamant that the company name is Toyota, the family name is Toyoda, and Toyota is not a Toyoda family company, “it’s everyone’s company.”

Those that are listed on the Tokyo Stock Exchange and also active in Europe were:

  • Suntory (Torii family – founded by Shinjiro Torii in 1899) – chairman is from the founding family.
  • Aisin (automotive parts maker in the Toyota group founded in 1949 – chairman is part of the Toyoda founding family)
  • Shimano (Founded 1921, president is a Shimano)
  • DIC (Dainippon Ink) founded in 1908 by Kijiro Kawamura, a Kawamura is on the board of directors

And how to avoid toxic family rows

It’s not all joy in a family of course. Nikkei Business also looks at the family rows that have affected the performance of companies like Idemitsu (petroleum company) founding family shareholders fighting a merger with Showa Shell and the rebellion against founding family member Yoichiro Ushioda and chairman by executives of LIXIL (owners of German bathroom fittings company Grohe).

Nikkei Business’s prescription for avoiding trouble is:

  1. Frequent communication between family members
  2. Treat family members who are employees the same way as other employees in terms of company regulations
  3. Don’t withhold information for family only, be transparent in management
  4. Don’t appoint a successor from the family if there is noone suitable
  5. Keep family assets and company assets separate
  6. When there is a generation changeover, keep criticisms to yourself
  7. Avoid too many family members as employees
  8. Ensure a structure is in place to stop family members going rogue

For more on what being a “family” means for Japanese firms and the non-Japanese employees that work for them, this was one of my most popular articles in recent years.

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Fujitsu and NEC: same woes in Japan, diverging in Europe and Africa

Increased sanctions on Huawei should benefit Japanese ICT (Information & Communication Technology) companies NEC and Fujitsu, yet both seem to be struggling after years of restructuring, says the Nikkei. They were at the core of what used to be known as the Den Den Family – suppliers to Japan’s former Ministry of Post and Telecommunications, now NTT.  However their telecoms business seems to be undermining rather than helping their restructuring efforts.

“Fujitsu is no longer a manufacturer, because of its shift to IT services, and NEC has lost its strengths in technology, they are no longer globally competitive”, says an NTT executive.  NTT was not using Huawei for its DoCoMo mobile network business anyway, so this will not be a source of new business.

Years of restructuring with little result

NEC started an early retirement program in Japan for employees over 45 in 2018, with 2,170 employees leaving at the end of the year. Fujitsu also transferred some of its Japan based employees who are not in customer facing divisions to customer facing divisions, resulting in 2,850 people leaving the company by March 2019.

Both companies have sold off businesses in areas such as semiconductors, smartphones, PCs and internet service provision.  Compared to 2000, when both achieved operating income of Y260bn, NEC’s revenues have dropped 42% and Fujitsu  has fallen by 25% and operating income has fallen by half or more. Employee numbers have dropped by 29% at NEC and 30% at Fujitsu.

Neither company have achieved operating profit margins of over 5% since 2000, despite repeated restructuring.   Market capitalization is down 80% for NEC and 73% for Fujitsu.

The new president of Fujitsu, Takahito Takada, recognises that there are still issues that need to be resolved, domestically and overseas.  His predecessor Tatsuya Tanaka had also tried to increase operating income but delays in restructuring in Europe meant this was not achieved.  NEC has also repeatedly missed profit targets.

Reluctance to merge, difficulty in partnering for 5G

Both NEC and Fujitsu have been focusing more on developing IT systems for private and public sector clients, and telecoms is becoming more peripheral to the business.  There are moves afoot to integrate the optical transmission equipment business of both companies into one unit that is globally competitive, involving the Japanese Ministry of Economy, Trade and Industry, the Ministry of Internal Affairs and Communications and NTT.  However, given that NEC and Fujitsu have always been competitors, and have never integrated any of their businesses before, there is a strong reluctance on their part to proceed.  Furthermore, NTT itself says if the result of such a merger is continuing high prices, then this will not be viable.

Even though NTT was the first in the world  to introduce 3G, Fujitsu and NEC did not capitalise on this or for 4G, and were outstripped by Huawei. The question now is whether they can catch up with 5G.  Both are seeking partners overseas – NEC with Samsung and Fujitsu with Ericsson.  Previous partnerships like this for 3G and 4G, with Alcatel-Lucent, Siemens and Nokia did not bear fruit. NEC is hoping to get business from Rakuten’s entry into mobile phone services, setting up a communication network with US startup Altiostar Networks.

Unable to compete with Google or Microsoft in IT services

Even in the core business of IT systems, with Industry 4.0, AI and IoT, Fujitsu and NEC do not seem to be showing any signs of new growth sources.  Amazon is eating into their cloud offerings and it is difficult to compete with the massive R&D budgets of companies like Google.

NEC is trying to get away from reactive, passive IT system building based on customer requests. They are investing in anticipation of customer needs, in areas such as food waste reduction, building a demand and supply platform to ensure more accurate forecasts.

Fujitsu is aiming to become more competitive by shifting new business creation out of Japan.  It has set up an AI HQ in Vancouver. This is an attempt to escape from the model it has relied on in the past, of developing hardware in Japan and then selling it overseas.

Both companies are also having to compete with Google and Microsoft or startups for talented IT people. NEC introduced a system this  year to recruit outstanding researchers with a starting salary of $93,000.

Europe, Middle East, Africa

NEC and Fujitsu diverge in their strategies for the Europe, Middle East and Africa region. Fujitsu has been cutting employees in EMEA (or as they call it EMEIA – including India). This is happening particularly in Germany and the UK where it could be argued it is overweight, thanks to the legacy of the acquisition of ICL in the UK and the joint venture with Siemens. It announced in the past year it will close the factory in Augsburg, Germany – the last remaining computer factory owned by anyone, in Europe.

NEC, on the other hand, has grown in the region. They acquired Northgate Public Services in the UK and KMD in Denmark in 2018. They are also proactive in Africa, looking at getting involved in Japanese development aid projects.

The market in developing countries could be where NEC is a strong alternative to Huawei, whereas the investment in AI in Canada suggests to me that Fujitsu is still pursuing its dream of being a leader in AI and supercomputing, taking on North America.

 

 

 

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4 cultures of controlling overseas subsidiaries

During a recent trip to Japan I visited Amazon’s offices to have lunch with an acquaintance who has been working there for 1 year and 3 months.  He told me that Amazon has expanded so rapidly this past year that he is now in the upper half of a chart which shows all employees ranked by their length of time working for the company.

He also told me that almost all the non-Japanese people working there were, like him, locally hired and that there were hardly any expatriate staff from the US headquarters. I therefore wondered how Amazon HQ could control a subsidiary which is growing so rapidly without any expatriate managers to keep monitor it.

Amazon also tries to minimize the number of processes and procedures it has, in order to maintain the speedy, fast to market, start up mentality it had when it first began over twenty years’ ago.

The 3 usual ways to control overseas operations

In the various multinationals and their subsidiaries I have worked in or with, you can usually find three types of headquarter control.  American, sales focused companies tend to control their subsidiaries by setting numerical targets. If the subsidiary employees and managers hit the targets, they get bonuses, if they miss them, they get fired.  Many multinationals who are not American in origin use these systems because numbers are easy for everyone to understand, regardless of language.

Another way of managing subsidiaries which both European and American multinationals also use is to ensure compliance through having strong regulations, processes and systems, and clear hierarchical chains of command, so everyone knows who has responsibility and authority for each part of the business.

A third way, which is more common among Japanese companies and also companies such as the German Mittelstand, family owned companies, is “control by the family” – in other words members of the headquarters family are sent out to subsidiaries to monitor what is going on and promote the corporate culture.

Amazon’s way

My Amazon contact explained that Amazon ensures its employees behave in compliance with Amazon’s core values by having a very rigorous hiring process.  Candidates are interviewed several times by multiple employees and asked questions about past experiences, to reveal what kind of mindset they have.

I can imagine, however, that it is difficult for Japanese companies to use this method if their overseas subsidiaries were the result of an acquisition, or if the company has already been operating overseas for several decades.  There will already be a substantial legacy of staff who may have rather different values and behaviours to those of the Japanese headquarters.

It would also be a mistake, and damaging to the benefits of having diverse, localised operations that are close to their customers, to impose too rigid a set of behaviours and values on all overseas employees.

Nonetheless, I strongly recommend that Japanese companies who are about to acquire or set up operations overseas ensure they have a clear, globally understandable company mission and values (rinen) and hire or promote their overseas employees accordingly.

This article appears in Pernille Rudlin’s latest book “Shinrai: Japanese Corporate Integrity in a Disintegrating Europe” available as a paperback and Kindle ebook on Amazon.

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Brexit for Hitachi – like bees on a tearful face

We blogged earlier this year that Alistair Dormer, first foreign EVP of Hitachi and former CEO of Hitachi Rail in the UK might be in line to become the next (and first foreign) president of Hitachi Japan.

It seems – according to Diamond magazine – that the current chairman of Hitachi, Hiroaki Nakanishi, has deliberately set up a competition between Dormer and the other candidate, Koji Kojima.  Dormer is now heading up the global elevator and rail business, where 80% of sales are overseas. Kojima is leading Hitachi’s “internet of things” business, which also means reviving the stagnating home appliance business in Japan.

The Hitachi rail factory in Newton Aycliffe, UK assembles carriages from domestic and imported parts from Japan and elsewhere to sell locally and re-export. It is “plagued by the risk of Brexit”, says Diamond magazine. On top of which losing the London deep tube rail bid to Siemens was like “bees on a tearful face” – a Japanese expression meaning adding to add insult to injury, or to make matters worse.  The Newton Aycliffe plant is currently finishing back orders, and if it does not win any further projects, will have to start reducing employee numbers.

Dormer moved to Tokyo after being made EVP and is, according to a Hitachi official,  “rapidly gaining popularity” with his British sense of humor and gentle handling of employees who are not good at English – which I take to mean he has not, thankfully, imported any British sarcasm, irony or bantz.

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No Japanese visitors please, we’re busy, say Estonian start ups

Estonian e-residency was something I considered for my business as a possible Brexit contingency plan.  It wouldn’t have helped me keep my EU citizenship, but I could at least run the European side of the business from Estonia, and have a euro bank account for invoicing in euros. In the end I decided to ask my German partner to take over the euro business, but I was very tempted, having had an enjoyable business trip there a couple of years’ ago, combined with a holiday.

I wrote a couple of articles about Estonia and e-residency for a Japanese magazine after that, and it would seem the word has got out to Japanese businesses about Estonia’s digital economy as according to Kota Alex Saito, co- founder of SetGo, an e-residency business in Estonia, he is constantly having to field enquiries from Japanese businesses wanting to visit start ups there.

The dreaded hyoukei houmon

The Estonia Briefing Centre says that 146 groups of 1135 Japanese people visited Estonia in 2018, the second biggest grouping after Germany.  However, as Saito points out, very few of them actually then start businesses or invest in Estonia or bring Estonian business to Japan.  It is more what the Japanese call 表敬訪問 (hyoukei houmon – usually translated as “courtesy call”).

For Estonian start ups, it is more of a discourtesy to give up your time to show round groups of visitors, and get nothing in return except maybe some rice crackers.  As Saito says, they are expecting visits to lead to some sort of business proposition, so “let’s keep in touch” is really not a good enough result.  Hyoukei houmon were the bane of my life when I worked for Mitsubishi Corporation in London too – trying to persuade busy European executives that meeting Japanese “missions” would not be a waste of their time.

A difference in scale and mindset

For the Japanese visitors, the main point seems to be simply to see the petrie dish of a digital economy.  But as Saito says, Estonia only has a population of 1.3 million, so trying to scale that up by 100 times to a Japanese scale is not a simple process.  Furthermore, Estonia has a highly transparent system of data on companies, government and people, so e-government is less feared.  There is a big difference in mindset that Japan could learn from, but may find hard to imitate.

Saito gives advice which I often give in my seminars to Japanese and Europeans working together  – make the purpose of your meeting clear, do your research beforehand, make sure there are action points at the end that you follow up on.

 

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A no deal Brexit will put the boot in for Japanese companies in the UK

My first job at Mitsubishi Corporation was exporting British made shoes from companies like Trickers and Crockett & Jones to Japan. They are high end shoes anyway, and Japanese tariffs of 30% on shoe imports certainly pushed them even further upmarket.  So when I was in Japan last month I was happy to see that one of our customers still had its Trading Post flagship shop in Aoyama, despite the so-called two lost decades in terms of economic growth. They must be one of the few businesses enjoying the fact that Brexit delays have improved their profit margins. Thanks to the new EU-Japan Economic Partnership Agreement, tariffs on European shoe exports to Japan were reduced to 21% from February of this year. They will eventually be eliminated over the next 10 years.

Trickers and Crockett & Jones are presumably shipping out shoes to Japan as fast as they can make them while the UK’s membership of the EU lasts. Although Japan has entered discussions with the UK on a trade deal, they have made it clear that they are not going to concede as much as they did to the EU, and leather goods is one of the categories they are going to use as a bargaining weapon.

No roll over is bad for British shoes, cheese and booze

So a no deal Brexit or a Brexit before a UK-Japan free trade agreement is struck is bad news for the UK shoe industry, (and British cheese makers and whisky distillers will also miss out on the EPA’s tariff reductions). But not rolling over the EU-Japan EPA in to a UK-Japan trade agreement as soon as the UK leaves the EU will only have a small direct impact on both economies. According to a JETRO survey of over 3,000 Japanese companies, from March of this year, only 8.6% import from the UK, compared to 24.1% importing from Western Europe (excluding the UK) 66.2% from China and 24.2% from the USA.

Conversely, 22% of Japanese companies export to the UK, compared to 35% exporting to non-UK Western Europe, 49.6% to the USA and 59% to China.  It’s obvious from these figures why the US-China trade war is more concerning to Japan than Brexit.

You could argue that a UK-Japan free trade agreement would improve those percentages, but that’s an awful lot of shoes, cheese and booze to make any impact. Furthermore, a lot of the imports and exports between the UK and Japan may be EU related, rather than purely bilateral.  Think car parts from Japan to build cars for European consumers, or UK generated professional services for a Japanese EU headquarters and its European subsidiaries.

But no deal with the EU is even more of a headache for Japanese companies in the UK

Japanese companies that have a presence in the UK (just under 10% of the companies surveyed) have made it very clear that a No (UK-EU) Deal Brexit would be a disaster for them – far more than the UK no longer being part of the EU-Japan EPA. As frequently pointed out, they invested in the UK as a gateway to the rest of Europe.

45% of the turnover of Japanese companies in the UK is sales to Europe according to figures from the annual reports of the 200 or so who give regional breakdowns of sales.  The range is anywhere from close to 0% for companies selling everything from lighting to metal pressing to seeds just to the UK, through to 100% – largely automotive parts manufacturers who export almost all of their production to Europe, or at least sell it via their European headquarters in continental Europe.

Many of those who are focused on domestic UK sales are importing from Japan, China and Asia, or are at the end of a complex supply chain stretching across Europe. Some are not involved in trade of goods at all – for example NTT Data and Building Design Partnership.  The latter is one of the many of the services sector companies that have recently become Japan-owned via acquisition. NTT is aiming to grow its UK government business after Brexit, but if the UK economy tanks thanks to a no deal, it may have to wait a while. A JETRO survey last year highlighted that a UK economic slump because of Brexit was at the top of the list of concerns for Japanese companies in the UK and the rest of the EU, even more than changes in regulation or currency fluctuations.

The UK looks to lose its crown as the top European destination for Japanese acquisitions

Japanese acquisitions of British companies continued after the referendum, but the 2019 JETRO survey shows that it is likely the UK will lose its crown as the top destination in the EU for Japanese foreign direct investment. Non-UK Western Europe is in the top five destinations for expanding business for manufacturing textiles, clothing, foods, petrochemicals/plastics, electrical machinery, electronic components, fine engineering and also specialist services.  The UK does not feature at all in the top five of any of these sectors.

The UK’s service sector functions as a gateway to Europe is still the biggest influence on Japanese investment – the UK is a top 20 destination for expanding services such as regional coordination(#9), logistics (#13), R&D (#14), sales (#15) and localisation (#17), as well as high value added manufacturing (#17). However, non-UK Western Europe ranks higher and is in the top 10 destinations for all of these categories.

 

 

 

 

 

 

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