Japanese business in Europe

Japanese companies move into sort-of reassurance mode re Brexit

Both Nomura and Toyota have moved to reassure their employees their jobs in the UK are safe – for the time being. The devil is in the detail of course – Toyota says plans through to 6 or 7 years from now have already been made, after which, no one can predict anyway, and Nomura’s new COO says London will remain the main brokerage in Europe and there are no plans to move jobs to elsewhere in Europe in the next two years.

Both companies are in our Top 30 Japanese companies in the UK, employing around 5,500 between them. Toyo Keizai magazine’s recent article on whether Japanese companies will move away from the UK has helped us update the ranking further, and we can now say just under 100,000 people are employed by the Top 30. The article goes on to speculate what Hitachi might do about its rail business if the UK was to leave the single market and default to tariffs of 10%. The global headquarters were moved to the UK in 2014 and a factory has been built in Newton Aycliffe. Hitachi is competing with Bombardier (Canada), Siemens (Germany) and Alsthom (France) – the latter two being in the European Union and the eurozone of course.

“Japanese car manufacturers underpin the UK automotive industry”, says Toyo Keizai. Honda, Nissan and Toyota represent half of the 1,590,000 cars that were produced in the UK in 2015, with Nissan being the second largest manufacturer in the UK after Jaguar Land Rover. Around 80% of Nissan’s cars, manufactured in Sunderland, are exported to the EU and elsewhere. NIssan directly employs around 8000 people across the UK, and indirectly a further 32,000.

Yet 61% of Sunderland voters supported Leave, despite the fact that if access to the EU market is restricted, they are likely to lose their jobs. For Honda and Toyota, the UK only represents 2% of their total production, compared to 10% for Nissan. As the utilisation of Nissan partner Renault’s factories is not high, it’s likely production will shift to France.

However it takes time to shift production. “What sort of deal Carlos Ghosn can get from the UK government will influence how the rest of the Japanese car manufacturers will view production in the UK” says Takaki Nakanishi of the Nakanishi Research Institute.

Other issues for Japanese companies are whether the UK retains financial passporting, and for Takeda and other pharmaceutical companies, whether the European Medicines Agency stays in the UK or not.

Japanese companies in the UK

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“Japan should forget about a UK which has lost its value through Brexit”

“The UK referendum to leave EU is similar to Republican party in that it was a decision on emotional grounds”,says Atsushi Osanai, Professor at Waseda University, formerly of Sony, in a column for Diamond Online. The Republican party’s nomination shows how American society has become deformed, now superseded by Brexit. Other than self respect as the Great British Empire, it is hard to see how the decision has any merit, and instead beckons a world financial crisis, and destabilising the global economy.

Although most of the Japanese media has focused on what the effect on the Japanese economy might be, what is the real impact on Japanese companies? In Osanai’s opinion, although there will be short term impacts in terms of a high yen and weakening share prices, as it will take at least 2 years for the UK to leave the EU, the chaos will not last in the long term.

“In the immediate future, there will be a reduction in profits for Japanese exporters because of the higher yen and a reduction in in-bound tourism to Japan. On the other hand, Japanese outbound tourism will become cheaper, and it will be easier to afford Burberry. So long as it is only the UK that leaves the EU.”

One further possibility, is that unexpectedly drastic changes in the exchange rate and share prices might put the spotlight on Abenomics leading up to an election, but Osanai expects that the Japanese people will be reasonably objective in their assessment of this.

“Another not inconsiderable impact of Brexit is that the EU will lose around 10% of its funding and also that the UK may well cease to be a financial centre for the EU. There is also a possibility that Japanese car manufacturers and companies like Hitachi which have been expanding their rail business may find that their export hub to the rest of the European Union has been undermined.”

“This will depend on whether the UK and the EU can come to an agreement on tariffs. Of course for Japanese companies the ideal would be for export tariffs to be as low as possible. But Osanai thinks that in the long term, the EU should impose penalisingly high tariffs. As the world economy is stagnating, major countries are becoming more cautious and putting their own needs first, and it is of concern that a huge economic region like the EU might fragment, producing a situation like the eve of another world war.”

“So for Japanese companies, it’s not just a UK shock, but whether the EU as whole will be stable in the future. It’s not just about investment in one country, but whether to expand in the whole region.”

A benefit from the EU that the British themselves do not recognise

Osanai asks whether for Japanese companies the UK itself is that attractive, and replies “no”

“Europe itself is a large market, however there are several unaligned small-medium scale countries and at a country level, they are not that strong economically. The merit of the EU is that through a strong currency in the EU (which the UK is not part of), goods can flow freely and people can move freely, which stimulates regional trade and mobility of the labour force.”

“For 20^th century UK, which had a stronger economy and manufacturing sector than even major European countries such as Germany and France, there might have been a reason for keeping the country more closed in terms of tariffs and immigration. If the UK as market was attractive, it would still be worth Japanese and other multinationals investing there.”

“However present day UK is not so attractive. Because it was in the EU, it had attraction as a gateway into the EU. And thanks to the free movement of people, it meant cheap labour could still be hired. Post Brexit, there will be high tariffs and high labour costs.”

“There are other countries in the EU who are starting to put their own country first and movements which want to leave. Because of this it is unlikely the EU will give the UK favourable terms to leave. Frankfurt could easily take over from London as the financial centre of the EU.”

“Non EU multinationals such as Japanese companies may find themselves being approached by France or Germany. In the second half of the 20^th century, the UK was a leader in the EU, and as the English language was the world’s common tongue, it was an obvious place to have a subsidiary. However, Sony has recently moved its TV production from the UK to Spain and the Czech Republic.”

“Furthermore, the fact that the only countries that welcomed Brexit were Russia and China is very disturbing, says Osanai. China is increasing its investment in the UK, so perhaps it is hoping that after leaving the EU, the UK will come begging to it, increasing China’s sphere of influence.”

“And the UK itself may disintegrate into Scotland and Wales and Ireland.”

“The world needs to show the UK how little merit there is in leaving the EU, and the need to avoid the disintegration of the EU. For that reason, Japan should dump the UK.”

“Although we shouldn’t ignore China’s investment in the UK, the main rivals to Japan’s manufacturers are not in the UK but in Germany and France. So Japan’s manufacturers need to get over their UK shock and build a foundation for competing with EU countries for market share. There are two years of breathing space at least. Electronics and automotive manufacturers should start looking at the continent.”

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What will happen to Japan’s supply chains in Europe post Brexit?

I found the lack of understanding of how trade actually works – particularly in regard to the complex supply chains – amongst those campaigning for the UK to leave the EU, really worrying. The idea that you could, for example, say something was a “German car” which the Germans would be desperate to sell to the UK, when it might have been designed, financed and maybe even built with wire harnesses from the UK – and could be a Japanese brand! This worry is confirmed by an article which recently appeared in the Nikkei Online, by Takanori Sakaguchi, a purchasing consultant.

“To be frank, like most of our readers, I was not expecting the UK to vote to leave the EU. Sterling plummeting, the Yen strengthening, share prices falling, this scenario was just a simulation”

Sakaguchi thought it would be like the Scottish referendum, with 55% voting to stay. “Economists warned the economic damage would be unavoidable. Over half of UK’s exports go to the EU. The majority of multinationals’ European HQ are in the UK, where business can be conducted in English.”

The writer’s contacts who were expatriates in the UK all said that if the UK left the EU, then the reason for being in the UK would be eradicated. Employment rights were also protected by being in the EU.

“If the UK left the EU, it will take an extraordinary amount of time and effort to reach free trade agreements with each country. Furthermore, once it has left the EU, it would take 10 or 20 years before it could return.”

“It is unclear what the 2 year negotiation is going to be like, as there is no precedent. It is likely, in order to discourage others from leaving, that EU countries will take a tough stance. It is unclear if the UK will be able to avoid immigration inflows and if that will lead to a reduction in unemployment for its own people.”

“There is a 100 million theory in the automotive industry – if 1 country has more than 100m population then should be able to sustain a car industry – acquiring all parts and technology locally. Japan and the USA can therefore sustain a home-grown car industry. None of the countries in Europe has a population greater than 100 million, so that was a good reason to create the European Union. For it to work, there needs to be standardization of legislation, systems, policies and engineering methods. There is no alternative.”

Short term

“In the short term, there will be a cheaper pound, a fall in asset prices and share prices. There will be those who try to make use of a cheaper pound to “buy UK”. For retailers, it will be beneficial.”

“However, currently companies are cutting back on investing in UK capital investment, and will become even more cautious about this if the UK leaves the EU. It’s likely that those who have invested and have not made their money back, will withdraw.”

Medium term

“Although they may benefit short term from a cheap pound, manufacturers will think about shifting to other countries in order to protect their competitiveness, so in the mid term, jobs will shift. Companies will also be assessing whether to keep factories and suppliers in the UK.”

“Also there will be new UK-only labour laws, which may mean increased costs – another reason to leave the UK.”

“Supply chain costs to the UK are likely to increase as the main labour supporting it is on the continent, particularly if there is a labour shortage in the UK as well. It will make manufacturing in the UK even less competitive.”

“Supply chains are also likely to become more complex if the UK starts to implement its own rules and regulations.”

“The key thing about supply chains is that they are a way of spreading the risk in case one part is affected – as per ASEAN economic cooperation and concerns about tsunami or earthquakes.”

“Yet the UK chose independence and control over any negative economic impact. It is difficult for supply chains to read what is going on, but surely as any country leaves an economic area, they will adjust their strategy. This is a never-ending fight between sovereignty and free markets.”

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Top 30 Japanese companies in the UK – Brexit impact

I’d been avoiding doing a Top 30 Japanese employers in the UK ranking to accompany our Top 30 Japanese employers in Europe, as officially disclosed data per country are much harder to get hold of than regional totals. But with Brexit, more data has been disclosed about employee numbers and where there are still no data from the company itself, I took the top figure from publicly available sources.

Credit research agency Teikoku Databank, for whom I write a monthly column, estimate there are 1,380 Japanese companies with operations in the UK, with the manufacturing industry accounting for 40%. The estimate commonly used by the Japanese Embassy in the UK is that Japanese companies directly employ around 140,000 people. Our Top 30 employ nearly 100,000 of those employees, so they represent around 2/3 of the total number who are employed by Japanese companies in the UK.

Manufacturers do indeed represent more than half of the Top 30, although the largest company (12,000 employees), Fujitsu, is an IT solutions and services provider in the UK. 16 of our Top 30 companies have factories in the UK, half of which are automotive related. Automotive factories are part of a highly integrated European supply chain, both exporting a high proportion of their production to Europe and importing parts from Europe. The rest range from food processing to electronics to medical instruments. The automotive factories export more than half of their production to the rest of Europe, and also import plenty of parts from Europe for assembly.

In terms of Brexit impact, most of these companies have other factories in Europe, such as in Spain, Romania, Portugal and Poland, so my guess is that over the next few years, depending on the deal which the UK makes with Europe, some production and jobs might transfer to other locations.

The remaining companies are almost all financial services companies. Again, they all have offices elsewhere in Europe and I have already heard that some of them have opened “European Union” branches and built up capabilities in Amsterdam, for example. If the UK loses its “EU passport” to operate freely across EU financial markets, then undoubtedly more jobs will shift. In any case, just as with the manufacturers, there have been shifts eastwards of middle and back office jobs to Continental Europe, particularly Poland.

According to the Teikoku Databank, 18.7% of the 1,380 companies are wholesalers/sales operations, 17% are in the services sector, and 11.5% are financial/insurance. The biggest group (29.5%) have consolidated turnovers of between £75-£750 million/Y1bn-Y10bn/$100m-$1bn and 22.8% have turnovers of over £750m/Y1bn/$1bn, so the larger Japanese companies are well represented, in contrast to ASEAN, where most of the Japanese companies who have presence there are classified as small-medium size enterprises in Japan. 55% of the UK Japanese companies have their headquarters in Tokyo, 8.5% in Osaka and 5.9% in Kanagawa prefecture (Yokohama and Kawasaki).

But the outstanding feature of the Top 30 that most concerns me, both for my own business and for the future of the UK, is the large proportion of the Top 30 that are the product of an acquisition. Having put a stake in the ground, they may well stay in the UK despite Brexit, but will the UK really see many more major acquisitions from now on? And despite their British roots, might the European HQ gradually shift away? 21 of the Top 30 currently have their regional HQ in the UK, but I have seen many of them become more virtual and integrated in the way they manage the region, so that actual physical location is less important for management level regional executives.

Fujitsu – ICL
Sumitomo Electric Industries – Lucas
Itochu – Stapleton Tyres, Kwik-Fit
Mitsubishi Corporation – Princes Foods
Hitachi – The Railway Engineering Company, Horizon Nuclear Power
NSG – Pilkington Glass
Dentsu – Aegis
Calsonic Kansei – Llanelli Radiators, Marley Foam
Suntory – Lucozade, Ribena
Olympus – KeyMed
Mitsubishi Chemical Holding – Lucite
Mitsui Sumitomo Insurance & Aio Nissay Dowa – Amlin, Insure The Box
Sompo Holdings – Canopius

My sense is, UK based people might want to get ready to move eastwards too in the next few years, if they want to work for the Japanese Top 30. Ironically, Poland looks a good bet, the source of so much immigration to the UK recently and in the more distant past.

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East meets East #3 Pork, guns and the Galapagos

My fantasy local start-up idea is a tonkatsu (Japanese deep fried breaded pork) restaurant, using outdoor bred Norfolk pork and Colman’s mustard (manufactured in Norwich) with a side order of locally grown shredded cabbage. *

Although tonkatsu is now viewed as a typical Japanese dish, in Japan it was originally a yoshoku “Western Style” dish, introduced into Japan in the 19^th century, when Japan began to open itself to foreign influence and trade again. Japan had cut itself off for the best part of three hundred years, with no foreigner able to enter or any Japanese leave the country under pain of death.

This law was put in place by the Tokugawa shoguns in the 17thc, to end the colonial and religious influence of Spain and Portugal and also to help the Shogun to gain more control over the foreign trading of other feudal lords, preventing them from building up military strength.

Trade did not cease entirely during this time – it was just heavily controlled – with Dutch and Chinese merchants being allowed to live on an artificial island off the coast of Nagasaki. Western scientific ideas also trickled into Japan, but largely undercover.

Consequently, when the Americans finally forced Japan open in the 19^th century, the Japanese found themselves far behind in military strength, still using matchlock guns from the 16^th century. Japan had also missed out on the industrial revolution, but quickly caught up, sending many of its brightest and best to Europe and the US to study technological developments, and bringing foreign experts back to work in Japan.

Post war Japan offers a more modern day insight into what happens if a trading nation like, oh, let’s say the UK, chooses to shut its borders to migration (98% of the Japanese population are of Japanese nationality) but tries to export as much as possible to the rest of the world. Initially, Japan won through with cheap, increasingly well-made products. As the pound is already falling with the threat of Brexit, presumably there will initially be some positive impact in terms of British exports becoming cheaper. Imports will however be correspondingly more expensive.

If houses prices weaken and the FTSE falls post Brexit, because of foreign investment pulling out of UK assets, then we might be faced with an asset price crash similar to when Japan’s economic bubble burst in 1990. In the years after, a large number of basic manufacturing jobs in Japan went offshore, to Asia. After a decade or so of deflation and low growth, some higher end manufacturing moved back, but factories are far more heavily automated, and robot driven than before.

Even though the UK is increasingly exporting more services than manufactured products, the same offshoring and automation threats will apply. In fact, we are already seeing this happening – recently HSBC announced that 840 IT back office jobs will be moved out of London to Poland and China and RBS have also announced similar reorganisations.

Other jobs which cannot be offshored (for example, warehousing, food harvesting and processing) – which were being done by immigrants – are also threatened by automation. My old employer Fujitsu has been pioneering an agriculture “cloud” which uses supercomputing and Big Data to allow elderly farmers to capture and automate their knowledge on when to sow, fertilise or harvest.

Where automation is impossible, Japan has also let occasional groups of immigrants in to do what are known as the 3 K jobs – Kitanai (dirty), Kitsui (hard) and Kiken (dangerous), such as in construction and nursing.

It’s possible British employers will also improve wages and conditions to attract indigenous British employees to our 3K jobs. However, as we are quite close to full employment already, this will in turn push prices up (and as noted, prices of imports are likely to rise too), so overall, people will not feel better off.

Japan used to be very expensive, but the 20-year stagnation has resulted in deflation, with 40% of its workforce in badly paid, insecure jobs and the other 60% with the secure jobs have seen their take home pay fall in real terms, despite deflation.

Innovation should be the way out, but actually Japan has a nickname for innovations that only sell well in Japan, because they were designed by Japanese for Japanese – the Galapagos syndrome – after the isolated islands where flora and fauna developed to fit local conditions, but die in the world outside.

*if anyone wants to take up this idea, I’d be delighted to act as advisor, for equity and a lifetime supply of meal vouchers (however, if the UK leaves the EU, starting in the Netherlands or Denmark might be preferable)

Over half of Top 30 Japanese companies have their European HQ in the UK in 2016

A regularly cited statistic in the current EU referendum is that 60% of non-European companies have their European HQ in the UK. I have just revised our Top 30 Japanese companies in Europe and found that 16 out of the 30 biggest Japanese employers in the region (some companies cover Africa, Turkey, Middle East, Russia from their European HQ) have their regional headquarters in the UK – which is 53%, so slightly under the overall average. Together they directly employ nearly 420,000 people in the region.

I added Yazaki (a privately held, relatively unknown but huge automotive components supplier) – straight in at number 2. Their European HQ is in Germany, covering Europe and factories in Africa. The factories do of course bulk out the total of 45,200 employees in the Europe and Africa region.

If Brexit does happen, the UK could still cite historical and Commonwealth ties as a case for locating a Europe & Africa or EMEA (Europe, Middle East and Africa) HQ in London, but clearly for the automotive industry this is not a significant factor. Only Honda has their European headquarters in the UK, and automotive parts suppliers tend to follow their customers.

Most of the brand name electronics companies have based their European headquarters in the UK. The financial companies do not have such large numbers of employees, so whilst nearly all of them have their headquarters in London, they are not in the Top 30.

Adding Yazaki has pushed out electric motor manufacturer Nidec – but I suspect Nidec will soon be back in, given how acquisition hungry it seems to be.

For reports, profiles and other research on the Top 30 largest Japanese companies in Europe, Middle East and Africa please contact us.

East meets East: East Anglia to East Asia (via Europe)

When I first moved to Norwich, just under two years’ ago, my new bookkeeper unnerved me by saying “we don’t do euros in Norfolk”. A third of my turnover is in euros, so I wondered whether I had chosen the best location for my business.

It’s true that there aren’t that many Japanese companies – my target customer group – locally in East Anglia either. However, those that are here reflect the regional strengths in food processing and energy. Mizkan owns Branston Pickle, which is made in a factory in Bury St Edmunds and Marubeni is the owner of Seajacks, a Great Yarmouth based offshore wind power engineering company. Although car companies such as Toyota and Nissan are probably the most famous Japanese investors in the UK, Norwich-based Lotus is owned by Proton, a Malaysian company.

More recently, Japanese insurance companies have been on the acquisition trail, and this has an East Anglia angle too, as the companies they have acquired have offices in the region and are keen to shift more personnel out of the expensive City of London. One such client, as well as asking me to do some training for their office in Chelmsford, Essex, also sent me to their branches in Zurich, Amsterdam and Brussels.

I decided to take the opportunity of the Belgium trip to visit Bruges, intrigued by its similarities to and influences on Norwich. Flemish weavers, masons and goldsmiths settled across East Anglia throughout the Middle Ages, when Norwich and Bruges were Hanseatic League outposts. Bruges, like Norwich, was a thriving river port, trading in locally made cloth. Like Norwich, Bruges was largely bypassed by the industrial revolution and trade declined after its river silted up.

Now Bruges is mainly a tourist destination as well as home to the College of Europe. With the EU referendum going on, it seemed an appropriate time to visit the place where Mrs Thatcher made her famous 1988 speech against further European integration, which inspired The Bruges Group, many of whose members are behind the current campaigns for Britain to leave the EU.

The Bruges Group flavour of Brexiteer sees exiting the European Union as a means of ending European political and regulatory interference. However, talking to people in Norwich, the argument that obviously most resonates is that of getting back control of the UK’s borders, and preventing further immigration, particularly from Europe.

Other former Hanseatic outposts on the UK’s east coast have not fared as well as Norwich. There are unemployment hotspots yet large numbers of Europeans come to the region to help with the harvesting and production of food. Recent polls show the region overall is in favour of Brexit.

So what will Japanese companies do if the UK does leave the EU? I expect that those that have already invested – either because the UK had a strength in a particular industry, or they wanted to access the UK market – will stay. But those who use the UK as a coordination base for the rest of Europe, may well consider relocating or shifting any further investment into continental Europe.

This is really bad news for my business, as my best clients are the European HR departments of the regional coordinating headquarters of Japanese companies. One such client integrated all their back offices functions a couple of years’ ago, which meant they shifted their HR back office to Turkey, managed by a team in Portugal, and I have not had any business from them since.

The common market and free movement of people over the past 40 years in Europe has brought about a more integrated structure for most multinationals. The UK has benefited from this by becoming the main host of European headquarter functions – headquarters which generate direct and indirect employment. This has made London an expensive place to operate, so jobs are moving east, not just to the east of the UK, but to countries like Poland. I am also now looking to recruit a consultant in Poland. Ironically, most of the candidates have had experience working in the UK.

One of my other Japanese clients has started shifting personnel from London to Amsterdam. London will continue to be the EMEA (Europe, Middle East and Africa) HQ and Amsterdam will be the European Union HQ. So maybe that’s the way to go for British businesses, if we do leave the EU.

I already have had some business in the Middle East, and was recently asked if I could find consultants in Morocco, Tunisia and South Africa. It’s something I could do whether or not the UK is in the EU, so ultimately, I think we British businesspeople should be asking ourselves, is it really worth going through all the uncertainty, cost and bad feeling of negotiating our way out and then re-negotiating our way back in to trade deals, to be pushed into doing something we should be doing anyway?

I visited Great Yarmouth (another former Hanseatic League outpost) recently, to see an excellent production of the Tempest at the Hippodrome. It was part of the Norfolk and Norwich Arts Festival – which benefits from EU funding. I noticed that most of the cafes were run by Portuguese immigrants and as the one we wanted to go to for lunch was fully booked, we ended up in a local pub.

Initially, the atmosphere and menu brought me back to when I was a child in the early 1970s, before we moved to Japan and the UK joined the European Union. The UK seemed to be in permanent decline – shabby, with awful food and if you wanted olive oil to cook something better at home, you had to buy it at a chemist.

However, it turned out the pub stocked good local cider and beer and the food was well cooked and promptly served. On the way back from the toilets (spotlessly clean) I realised that quietly and efficiently running the whole operation was the Thai wife of the British owner.

This article appears in “Shinrai: Japanese Corporate Integrity in a Disintegrating Europe” by Pernille Rudlin, available on Amazon as a paperback and ebook.

“Japanese companies are too scared to touch their overseas acquisitions” – Nidec’s Nagamori

Shigenobu Nagamori, the billionaire founder of the world’s biggest manufacturer of micro-motors for hard disks and optical drives, Nidec, has acquired more than 40 companies in Japan and overseas. He comments in a Nikkei Business article that “you cannot just leave foreign acquisitions alone to get on with things by themselves. You need thorough mutual understanding and to even replace management if necessary.”

“Although you no longer hear about Japanese companies sending lots of managers over to their overseas subsidiaries who end up issuing all sorts of misguided directions, you now hear of companies who say ‘we think the same way as the counterpart management’ and so decide to buy the company and then just leave the management as is.”

“This is an illusion. Actually they are being left alone because the Japanese company doesn’t really understand what they are doing. It ends up with compromising on the necessary management reforms and profit targets.”

“I have regrets myself. We acquired 10 or so companies in Europe and North America from about 2010. We were warned by various companies who had M&A experience and financial institutions that we couldn’t restructure foreign companies the way we would Japanese acquisitions and that it was best to ‘leave it up to the foreigners’ otherwise they will quit”

“I thought that was true at the time. I also took on board the advice that Japanese managers needed to be people with Harvard degrees and a network amongst foreign executives.”

“However one company did not make any improvement no matter how often I set profit targets. I thought there must be something wrong with the company management as such a company should as a matter of course achieve profit margins over 15% but I was told that it was the limit for their industry.”

“In Japan you would try to persuade the management to adopt our “kaizen” knowhow (knowledge of how to improve) but we hit a wall with this in the West. So in 2012 we changed the management of the acquired company. But you can’t do it like pulling a trigger. I make a point of visiting each company at least once a year and have dinner not just with the executives but also the managers and discuss things with them. I also encourage them to send emails directly to me and I respond to them. I am trying to understand all the ideas people have for improving profitability.”

“It’s important that people in the company understand my thinking and I understand whether they are capable of understanding. If they are then it doesn’t matter if the CEO is changed. ”

“It’s the same in Japan. Communication is important. If you just cut back costs and improve profit, the company will not survive in the long term. Where is there waste, how can we make the most profitable products – the basics are the same in Japan or elsewhere. If this is understood, then overseas companies can be reformed too.”

“I think Japanese companies are too scared to touch their overseas subsidiaries. They overthink the differences. I used to be like that, but there is no need. The basics of management are the same everywhere.”

Japanese boards in Europe should reflect their customers, employees and community

I have just completed the first phase of research into how diverse the European subsidiary boards of the biggest Japanese companies in Europe are, both in terms of the nationality mix of Japanese and European directors, and also the number of women on the board.

More boards in Japan had women on them than in Europe, which is surprising if you were expecting boards to reflect the employee mix – particularly the pipeline of managers coming through the ranks of an organisation – as there are without doubt more women employees and proportionally more women managers in Japanese companies in Europe than there are in Japan.

The proportion of directors with European nationalities on the board of Japanese subsidiaries varied wildly from none in the case of Toshiba, Sharp and Fast Retailing (the Uniqlo subsidiary in the UK), through to 100% in the case of Asahi Glass, Bridgestone, Canon and Nidec. So national diversity does not seem to be influenced by which industry the company is in. This also means that what to me is the most compelling case for a diverse board, that it should reflect the customers it is serving, is not the key factor I thought it would be.

20 years’ ago, becoming less reliant on Japanese customers abroad as well as in Japan, was the driving force for many Japanese companies embarking on “kokusaika” (“internationalization”). Canon was a pioneer then in appointing Europeans to senior positions in overseas subsidiaries and does as a consequence appear to have fared better than other companies in the consumer electronics sector, both in Japan and in Europe.

The current favoured path to globalization for Japanese companies is through M&A rather than growing international businesses and executives internally, and the major acquisitions of the past decades account for the diverse boards of Asahi Glass (who acquired Glaverbel) and other companies that still have a high proportion of European directors such as Fujitsu (International Computers Ltd), Nomura (Lehman Brothers) and NSG (Pilkington).

There is some sectoral influence. For example, the financial services industry is under intense scrutiny by European regulators who have the power to approve board appointments. They expect directors to have deep understanding and experience of local markets – something which not many Japanese executives can claim.

Both Fujitsu and Hitachi have substantial public sector oriented businesses in the UK (government services, nuclear power and rail) which means that they not only need to meet the diversity requirements of government purchasing but also gain acceptance of the communities in which they operate. For example, the board of a Japan-owned UK utility recently advertised for a director, with a requirement that applicants be a customer of that utility.

For smaller Japanese companies, or those which are just starting in Europe, it is tempting to stick with a small board with just a couple of non-resident Japanese directors, but as boards come under pressure to have greater transparency and better governance in Europe, appointing local directors from the start should lead to better relations with regulators, customers and employees.

(This article first appeared in Japanese in the Teikoku Databank News in December 2015 and also appears in Pernille Rudlin’s new book “Shinrai: Japanese Corporate Integrity in a Disintegrating Europe” – available as a paperback and Kindle ebook on Amazon.)

Brexit is already priced in – the failure of British soft power

I’m on what has become an annual business trip this time of year, to Duesseldorf. Just before my flight out of London City Airport, I met with one of our Japanese corporate clients in the City, who told me that they are about to establish their European Union headquarters in the Netherlands. Brexit was not directly mentioned as the reason for this, more that “compliance and regulatory issues” made Amsterdam the preferred choice. The EMEA (Europe, Middle East and Africa HQ) will remain in London. The Amsterdam office will be beefed up and some of the regional functional people are being transferred there from London. This is precisely the sort of gradual drift to the Continent that I fear will follow an actual Brexit – and it is happening already.

Arriving at Duesseldorf airport, I was struck by the clear division at passport control between “EU Citizens/Burger” and “Other Nationalities”. An EU blue path (that made you feel it was a red carpet) took you to a completely separate set of passport officials. In UK airports, the different lanes are side by side, and it’s often quicker to go to the “all passports” queue than wait in the EU queue. There is no mention of us all being “citizens” either in British immigration control. Some Brits may find this willingness to treat us as equal citizens of Germany somewhat troubling from a historical perspective, but I felt rather flattered.

Then on to my hotel, with a huge array of channels including BBC World. But there was no signal for the BBC channel. So I ended up watching some fascinating documentaries on the cultivation and cooking of lotus roots, and Indonesia’s fad for J pop Wotagei dancing on NHK World instead. Japan/NL/Germany soft power 1, British soft power 0.

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Brexit is already priced in – the failure of British soft power

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