Japanese business in Europe

Nihon Nohyaku first acquisition in Europe

Nihon Nohyaku has acquired all shares of Interagro (UK) (13 employees), an agricultural materials manufacturer, through its UK subsidiary, Nichino Europe. The aim is to expand the business portfolio beyond synthetic agrochemicals, to become a leading company in life sciences.

Nichino Europe is Nihon Nohyaku’s only subsidiary in Europe, employing 20 people in Cambridge. It has other overseas subsidiaries in Korea, Vietnam, Colombia, Brazil, India, Taiwan, China and the USA.

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Koyo Bearings Europe changes name to JTEKT Automotive England

Koyo Bearings Europe in the UK has changed its name to JTEKT Automotive England. It decided in 2021/2 to stop serving European market and transfer some production to continental Europe. UK employees at Koyo Bearings Europe have fallen to 205 from 279 in 2016. Koyo UK has become JTEKT Sales UK and has 20 employees.

JTEKT ‘s European headquarters is in the Netherlands, coordinating 28 subsidiaries across the region, employing 6,699 people in 2022 – of whom 365 are in the UK, across 4 subsidiaries.

Koyo was the bearings brand name of JTEKT since Toyoda Machine Works and Koyo Seiko merged in 2006 to form JTEKT. Now all businesses and brands are being rebranded to JTEKT globally.

Top 30 Japanese companies in the UK – what’s changed over five years

The total number of UK employees of the top 30 Japanese company groups fell 2.6% from 2019/20 to 2020/2021 – a strengthening of the downward trend in employee numbers since 2018/9. The peak of employment by the 30 largest Japanese company groupings in the UK was 97,827 in 2018/9 and this has now fallen by 5,000 to 92,851 employees. The top 30 represent around two thirds of the 137,000 people employed by 1,200+ Japanese companies in the UK.

It’s taken longer than usual to compile the top 30 Japanese companies in the UK for FY 2020, because some of the biggest employers have been very late in filing their accounts at Companies House. Like their Japanese parents, most Japanese companies in the UK run their financial year from April to March. We are defining the financial year as the year in which the majority of trading took place. So if FY2020 ended in the first half of 2021, companies then have nine months to file with Companies House, which would mean filing at the beginning of 2022. Some companies (we are looking at you NEC) did not file until the beginning of 2023, however. In most cases this seem to have been due to a mixture of the impact of the pandemic, coinciding with major acquisitions and restructuring.

2020/21 was the first year after the UK left the EU, on January 31 2020, so it may seem too early to assess the impact of Brexit. But as has been noted in this blog many times before, Japanese companies are risk averse, long term planners, so actually many of the plans were already in place and in progress, largely based on worst case scenarios. There is also a longer term trend of a shift from manufacturing (particularly automotive manufacturing) to services, in terms of who is in or out, or up or down the top 30.

Who’s shrinking

The company groups with above average decreases in employee numbers were MUFG (-21.91%), Konica Minolta (-20.13%) and Denso (-18.8%). MUFG Bank is a branch of MUFG Bank Europe NV, however, so there is no official figure for the number of employees in London. The decrease is largely based on the reports that MUFG offered 500 managers of its 1500 staff redundancy in 2019 and that this would have fed through by FY2020. It’s perfectly possible, however, that MUFG were simultaneously hiring more staff in other areas. There are another 670 or so employees at MUFG Securities, which is incorporated in the UK and shares an office with MUFG Bank. There are a further 250 so in a separate London office housing Mitsubishi UFJ Trust, Trust and Banking and Asset Management. MUFG usually says it has “around 2000” employees in London.

Konica Minolta acquired various UK companies before Brexit, but since Brexit has shrunk down and consolidated its operations in the UK and is focusing more on their European HQ in Germany and also the Czech Republic. The longer term trend of shifting away from manufacturing in the UK, to manufacturing elsewhere in Europe is seen at Denso, the Toyota group automotive parts manufacturer – UK employee numbers peaked in FY2018, and have been falling since, and are now 27.5% below the FY2014 level, whereas employment in the rest of the region is up 4.3% and global employee numbers, excluding UK, have risen 16% since FY2014.

Who’s growing

Company groups with the strongest growth over FY2019/20 to FY2020/21 were SoftBank, Mitsubishi Electric and Panasonic. SoftBank was fulfilling its promise to the Takeover Panel to double its UK workforce to 3,500 people in the UK after acquiring ARM in 2016, but it has recently become clear that it has since lost 40% of those it hired and there are now around 2,800 people at ARM in the UK. This will not be reflected until the 2021/22 reports.

Mitsubishi Electric is also, like MUFG, a branch of a European HQ in the Netherlands, so the employee total is an estimate, but it employs nearly 1,500 people at its air conditioning company and factory in Scotland, which is a UK incorporated company. Air conditioning has been a high growth area for several Japanese manufacturers in Europe.

Panasonic‘s growth is due to the acquisition of American software company Blue Yonder, which has around 300 employees in the UK. The bulk of Panasonic’s employees are in Panasonic UK and Panasonic Business Support Europe, which are both branches of Panasonic Marketing Europe in Germany – in Panasonic UK’s case since 2011. The European HQ was moved from the UK to the Netherlands in 2018 and it has not been disclosed what the trends in employment in these UK operations has been since then. The website says it employs over 400 people in its Bracknell offices, which is considerably lower than the 1,389 employees it had in 2018/9. If these figures can be regarded as comparable, then Panasonic has actually shrunk in the UK over the past few years, despite the Blue Yonder acquisition.

The top 3

Less significant changes in employee totals have resulted in a reshuffle of the top 3. The Hitachi group was the largest employer in the UK in FY2020, taking over from Nissan, which dropped to #3. Itochu moved up from #3 to #2. In Hitachi’s case, the growth was at Hitachi Energy (the recently acquired ABB power grids business), Hitachi Solutions and what was Hitachi Capital. The latter may have to be dropped from the total in future years as Hitachi now only owns 27% of it, and it has been renamed Mitsubishi HC Capital. Similarly 51% of Hitachi Construction Machinery is being sold to Itochu and Japan Industrial Partners, so it will leave the Hitachi group.

Itochu has considerable presence in the UK thanks to its acquisition of Kwik-Fit, with over 5,000 employees in FY2020 and Stapleton’s Tyres, with over 1,000 employees. There were rumours that Itochu was considering the sale of Stapleton’s and Kwik-Fit in 2020, but nothing seems to have developed since.

Key changes compared to FY2015

Five years’ ago, Fujitsu was the largest Japanese corporate group in the UK, with 9,892 people. It has lost 3,000 employees since, and was the fourth largest Japanese group in the UK in FY2020. As of FY2021, Fujitsu has 6,348 employees in the UK, 45% down on FY2016, compared to a 21% decrease globally, excluding the UK. Growth at Fujitsu has been in India (and Fujitsu’s CTO is Indian) and in its global delivery centres in countries such as Poland and the Philippines.

Honda was at #3 in FY2015 and had already fallen to #5 by FY2020 – before Swindon closed in July 2021. The closure of the Swindon plant will mean that Honda drop out of the top 30.

Companies that have dropped out of the top 30 since FY2015 include Calsonic Kansei, which is now Marelli, since merging with Italy’s Magneti Marelli, with KKR as the main shareholder. KKR is American, but it is KKR Japan that has the stake. Marelli has over 1,700 employees in the UK, so maybe we should keep it in the top 30. The Marelli website indicates the global headquarters is in Japan – but the management team has plenty of non-Japanese on it. It’s another example of how it has become increasingly complex to define what a Japanese company is.

Another automotive company to drop out of the top 30 is Yazaki. It had 1,345 employees in the UK in FY2015, and now has 890. Olympus has just dropped out of the top 30, not due to shrinkage so much (it had 1,362 employees in FY2015 and now has 1,389) as other companies growing more. JTI (Japan Tobacco International) has also dropped out of the top 30, since the closure of its Gallaher factory in Northern Ireland in 2017.

Newcomers to the top 30 over the past five years are:

NTT following their acquisition and consolidation of many IT services companies including Dimension Data, itelligence, Everis and Keane
Outsourcing, who have acquired various recruitment and outsourcing companies in the UK
NEC, who acquired Northgate Public Services
Mizuho – who expanded organically – but total employees are an estimate, as Mizuho Bank is a branch of Japan

Predictions for 2021/2

Around two-thirds of the 1200+ Japanese companies in the UK have filed their annual reports for 2021/2. The data from these reports suggests a further 10,000 drop (-7.6%) in employment numbers, from 137,000 to 126,000. 4,000 of this will be due to the closure of Honda’s Swindon plant, and a further 750 or so due to the closure of related automotive companies. For the top 30, there looks to be an overall decline in employee numbers, apart from Toyota.

There have been no major acquisitions in the past couple of years so we do not expect there to be any new entrants to the Top 30. The shift to services will continue, as will the increasing lack of transparency as to how many people are actually employed in the UK by Japanese companies, thanks to many of the UK operations becoming branches, with the shift of the regional headquarter functions to the EU.

Click the link below for a pdf of the Top 30 Japanese employers in the UK:

DOWNLOAD OF TOP 30 JAPANESE EMPLOYERS IN UK

Has the time come for Japan’s Nadeshiko Brand to include overseas female employees?

The Japanese Ministry of Economy, Trade and Industry announced in October last year that they are revamping their their Nadeshiko* Brand – the annual selection of Japanese companies that are outstanding in their encouragement of the success of women in the workplace. As well as quantitative questions, this time they are asking more qualitative questions, on areas such as “whether the systems and measures to promote [women’s success in the workplace] are linked to management strategies.” The aim is to evaluate “whether each company has visualized a consistent story whether they are conveying information effectively throughout Japan and overseas”. The background to this change seems to be the increasing pressure on Japanese and other multinationals to be more transparent – for example making more disclosures of information such as the gender pay gap reporting requirement in the UK.

I am wondering whether this evaluation will cover more than the communication of initiatives overseas. Will they also be including their overseas employees in their quantitative questions, and also in the systems and measures? It has been a longstanding bugbear of mine that many Japanese companies publish plenty of information about the diversity of their Japanese workforce, but very little detail about their overseas employees. In the case of Japanese trading companies, they do not publish any figures on the numbers of people that are working at their overseas subsidiaries. It would seem they literally do not count.

When I last took a look at the boards of the largest Japanese companies in the UK, in 2016, it was clear there were fewer women on the boards of Japanese companies in the UK than there were even in Japan. I also found differences in the degree of national diversity – some boards in the UK were all Japanese (and almost all men), and some hardly had any Japanese on the board.

Seven years on, there has undoubtedly been progress, of sorts. The pressures that I pointed to in 2016, such as the stricter demands from UK and other financial regulatory authorities on Japanese financial services companies to have more diverse boards or for Japanese companies who are public sector suppliers (Hitachi, Fujitsu) to be more diverse have worked.

Fujitsu UK proudly points out on its website that it was one of the first companies to report on its gender pay gap, in 2017, since when, there has been a 44% reduction in the median gap to 10% and a 43% reduction in the mean to 9.6%. They have also published their first ever ethnicity pay gap, even though this is not a government mandated requirement. They also have a female Managing Director for the UK, a first I believe. She and the former UK MD and the head of Global Legal (both male) are the three board members – there are no Japanese board directors. In 2016 there were 6 people on the board, all male, one of whom was Japanese. The board in Japan has also undergone an overhaul, as have many Japanese boards, with the governance laws mandating them to appoint external directors. Fujitsu Japan has only two representative directors, both Japanese males, and 6 external directors, two of whom are female and one is an American male (albeit a fluent Japanese speaker and permanent resident in Japan). Fujitsu was a Nadeshiko brand in 2016, but not since.

Daiwa Capital Markets Europe also recently appointed its first ever female CEO – who is dual nationality British/South African. There are nine members of the DCME board in the UK, five of whom are non executive directors and the majority of whom are not Japanese. Of the non-executive directors, 3 are female non-Japanese, 2 are male Japanese. The other three members of the board besides the CEO are one Japanese male in the UK, 1 Japanese male in Japan and one South African/British male in the UK, who is the Chair. The holding company for Daiwa Capital Markets Europe, Daiwa Securities, has been a Nadeshiko brand every year since 2013. Its gender pay gap in the UK is nonetheless quite high for 2021, above the financial institutions average of 32% for the mean, at 38.8% mean, 37.9% median. Perhaps this will change with the new CEO in place.

The services sector has rather different challenges to the automotive manufacturing sector both in Japan and in the UK. In Japan, only Toyota group member Aisin is a Nadeshiko brand in the transportation equipment category. Nissan points out that 92% of its 7,342 employees, across manufacturing, design, parts and sales and marketing in the UK are male. Looking at their gender pay gap numbers, it’s clear that there is a higher proportion of women in bonus attracting, presumably white collar jobs and middle management, and a higher percentage of men than women are in lower paid blue collar jobs. Nonetheless, a gender pay gap of 6.4% median and 8.7% mean was identified. The UK boards of both the manufacturing and the sales and marketing side are 100% non-Japanese in composition, but no female representation. Nissan was named as a Nadeshiko brand in 2017 but not since.

Presumably, as in previous years, the announcement of the FY2022 Nadeshiko brands will be made in March 2023. It will be interesting to see what has changed.

* Nadeshiko is a Japanese flower that is also native to northern Europe – “pink”, of course.

Agritech – Japan and UK

I attended a celebration recently at the Japanese Embassy in London, to mark the ending of the British ban on the import of food and drink originating from Fukushima. Plenty of Fukushima sake and peach juice was served but it seemed to me that the large crowd of people who were attended were more keen to get their hands on the Fukushima food that was served.

Although Japanese food has become so popular in the UK, I doubt, given the distances and size of population, that the UK is going to become a significant market for Fukushima. The Japanese ambassador admitted as much in his speech, saying that the lifting of the ban by the UK had more of a symbolic significance, which he hoped would be noted by the EU and China.

Similarly, it seems unlikely that British food is going to sell in any greater quantity to Japan than it did before the UK Japan Economic Partnership Agreement went into effect in 2021.

Nonetheless, as two island nations, who are not as self-sufficient in food as we would like to be, we have challenges in common, which means we could find solutions together too. It is becoming urgent, as our currencies have weakened, causing imported food, fertilisers and energy to fuel food price inflation.

There are differences, however. The UK is more self-sufficient than Japan, with about 54% of food needs met by domestic production, compared to 38% in Japan. Our main imports are of fresh fruit and vegetables, from the EU – much of it from the Netherlands – grown hydroponically and vertically in huge greenhouses.

The UK could develop its own hydroponic vertical farming further, but the high energy costs of this are a barrier. Energy costs are also a barrier for Japan if it wants to grow its main food imports – wheat, soybeans and oilseeds – in this way. Japan has developed hydroponic vertical technology, for growing food such as lettuce – particularly in Fukushima to avoid having to use contaminated soil – and is now working on low energy solutions.

Another area for collaboration is robotics. I noticed at the Japan embassy event that asparagus – considered to be a speciality of where I live in Norfolk – is also a speciality of Fukushima. Harvesting asparagus has become a problem in post Brexit UK – we can no longer easily hire cheap seasonal workers from the EU to do it. There are labour shortages in Japan too, and also in the Netherlands. As a result, all three nations are developing asparagus harvesting robots. The same technology can then be adjusted to cope with more complex produce.

A final challenge is to address the issue that hydroponically grown, robot harvested fruit and vegetables are not as tasty as traditionally grown and hand-picked fruit and vegetables. Agrichemicals and breeding of new strains may provide solutions to this. This may explain why, at the embassy event, I kept bumping into representatives of Japanese trading companies who have invested in these sectors in Europe.

This article by Pernille Rudlin first appeared in Japanese in the Teikoku Databank News in October 2022

Who’s getting the biggest pay rises in Japanese companies in Europe?

If you’re in Hungary, Poland or Romania and you’re working in construction or engineering or in IT for a Japanese company, you’re in luck.

According to a survey by JETRO of Japanese companies in Europe, of the 857 organisations who responded, employees in Romania, Hungary and Poland are seeing pay rises of well over 7.5% to 8.5%, whereas employees in Western European countries such as Italy, Finland and Sweden are getting less than 3%. Those countries with the largest numbers of Japanese companies – Germany, UK, France – are seeing pay rises ranging between 3.5 to 4.5%.

The top three sectors with the highest pay rises were:

2022/23: Construction/Plant/Engineering (6.25%), Communication/IT/Software/Information system/Digital services (5.95%), Rubber products (5.87%)
2023/24: Other manufacturing industries (7.50%), Non-banking financial institutions (7.17%), Non-ferrous metals (6.00%)

These seem to be indicators of where demand is the strongest and therefore competition for employees. We’ve heard quite a few cases of Japanese companies expanding in Romania recently, not only in manufacturing but also IT services and logistics. Hungary has been a hotspot for a while now, particularly in automotive manufacturing.

Top issues for Japanese companies in Europe, Middle East and Africa for 2022/3

The annual survey by JETRO of Japanese multinationals shows that many are struggling to return to pre-COVID levels of profitability. 65% of the 7,000 companies surveyed expect to be profitable by the end of FY 2022 (March 31 2023) but the automotive parts sector is forecasting widening losses.

Expectations for profitability are slightly higher in Europe than the global average and within the region, on a country by country basis, business prospects are overall more positive for Japanese companies in the Netherlands and Germany than for those in France or the UK. On the other hand, due to logistics, procurement and energy costs, 35% of Japanese manufacturers in Eastern Europe are expecting their business prospects to worsen, only just balanced out by the 36% who expect their business prospects to improve. Increasing labour costs and hiring and retention even outweigh the impact of the Ukraine war for Japanese companies in Europe as the key challenge. This is also seen as a challenge in Western Europe, but with more focus on white collar, managerial workers, particularly in Germany and the Netherlands.

More than 70% of Japanese companies in the Netherlands, UK, Germany and UAE are expecting to achieve profitability in FY2022. However only 37.9% of companies in the region expect profits to improve, 11.8% lower than 2020/21. More than half of the Japanese companies based in Finland, Ireland, Italy, Sweden, Czech Republic and Portugal are expecting profits to improve – compared to 46.7% of Japanese companies in the Netherlands, 44.4% in the UK, 38.1% in France, 36.4% in Germany, 35.3% in UAE and 31.1% in South Africa. Manufacturers in the UK, having not recovered as quickly as in the rest of Europe from the pandemic, are now more optimistic about profitability for 2022/23 than other manufacturers in the region.

45% of Japanese companies are expecting to expand their business in their region over the next 1-2 years, but do not expect to return to full pre-COVID levels because of rising costs. One bright spot is increasing investment in the human resources and hospitality sectors, thanks to the lifting of coronavirus restrictions.

Within EMEA, more than 50% are expecting to expand their business in Denmark, Portugal, Switzerland, Italy, Spain, Ireland and Romania. When asked about expanding “functions”, Germany, UK and the Netherlands were the top 3 for expanding sales functions, Germany, Netherlands and Czech Republic for expanding manufacturing and Germany, France, Spain, UK and Belgium were top for R&D. Overall, particularly for the UK, the mood seems to be “keeping things as they are”

Trade

Over 50% of Japanese companies in the UK say that Brexit has had a negative impact on their business, mainly due to (in rank order) increased customs clearance processes, delays and costs of logistics, imposition of tariffs, responding to new UK regulations (eg the CE vs UKCA mark), customers leaving the UK and difficulties in hiring. 40% of Japanese manufacturers in the UK say they are experiencing problems in exporting to the EU.

37.9% of UK based companies say they are using the EU-UK Trade and Cooperation Agreement for their exports to the EU, 12.9% up on the previous year. The main reason given for not using it was that their exports were already tariff free, or did not fall within the agreement. The main challenges in using the TCA were setting up their own internal systems, getting the cooperation of EU based suppliers or customers and interacting with customs. Securing human resources was cited by 50% of the Japanese companies in the UK as a negative impact of Brexit (61.5% for manufacturers), compared to only 9.8% of Japanese companies in the EU saying they were concerned about this as a result of Brexit.

49% of Japanese companies in the EU are using the EU Japan Economic Partnership Agreement for importing from Japan to the EU and 34% are using the agreement to export from the EU to Japan. More than half of Japanese companies in Austria, Italy, Czech Republic, France and Spain are using the EPA to import to the EU. The sectors with the highest use of the EPA are chemicals, wholesale, foods, plastic products and transportation equipment.

Localization of supply chains and staff

60% of Japanese manufacturers globally are expecting to review their supply chains in the future months. Localization of procurement, production and sales is accelerating due to rising raw material and transportation costs and the emergence of supply chain disruption risks. Within Europe, 48.2% of all companies have reviewed their supply chains and 55.5% expect to review them in the coming year.

In Europe, however, there is more interest in localising procurement within the EU than within the country of location. 21.4% of Japanese companies in Western Europe, 32.1% of Japanese companies in Central and Eastern Europe and only 9.5% of Japanese companies in the UK are expecting to increase domestic procurement, whereas 34.3% of Japanese companies in Western Europe and 45.8% of companies in Eastern Europe are expecting to increase their procurement within the EU. No UK companies are expecting to increase their procurement from the EU and no Eastern European Japanese companies are expecting to increase their procurement from the UK either.

Around 20% of European companies are expecting to increase procurement from Japan, but significantly more (around 35%) are expecting to increase procurement from ASEAN countries.

Japanese companies are also planning to reduce the number of expatriate staff sent from Japan, and increase the number of locally hired staff, particularly in Asia. The pandemic has accelerated the ability to manage the business remotely, from Japan. Within EMEA, 28.9% are expecting to increase their Japanese expats to the Netherlands, compared to a 22.1% increase to UAE, 19.3% increase to Germany, 18.1% to the UK and 13.3% to France and 6.6% to South Africa. 13.3% are expecting to reduce the number of Japanese expats in the Netherlands, 12.4% in Germany, 6.4% to the UK, 16.7% to France.

In terms of hiring more local employees, Japanese companies in Germany came top with 44.3% wishing to do so, then South Africa with 39.5%, Netherlands with 38.9%, France with 37.7%, UK with 36.1%, UAE with 35.9%. 10% of Japanese companies in Germany and the Netherlands were planning to reduce local staff numbers, compared to 11.3% in the UK, 9.8% in France, 9.3% in South Africa, and 4.9% in the UAE.

Whereas automation and reduction of the workforce had been a top priority for manufacturers before 2020, while this is still at number 2, the top priority for the next few years is investment in new equipment and new projects. The third highest priority is revising manufacturing location. The reasons underpinning these priorities are the need to optimise production costs, the high cost of labour and the high cost of raw materials.

CSR and supply chains

A third of Japanese multinationals are doing due diligence on human rights in their supply chains, particularly in Europe, where regulations are being introduced. 46.2% of Japanese companies in the UK are already doing due diligence – compared to 42.9% in France, 30.3% in Germany and 23.2% in the Netherlands. Sectors which are particularly concerned with human rights are mining and minerals, plastic products, non ferrous metals, textiles, construction and foods.

42.4% of Japanese multinationals have started taking steps to reduce their carbon emissions, 9% up on the previous year. 20% of Japanese companies are proceeding with “green procurement” for their suppliers. Portugal, Switzerland, Ireland, Austria, Spain and France score particularly highly in terms of taking steps to reduce carbon emission with over 70% of companies in those countries already having done so, compared to 63.6% in South Africa, 58.3% in the UK, 55.2% in the Netherlands, 51.5% in UAE and 50% in Germany.

Actions taken include reducing energy usage, using more electric power, using more renewable or new energy sources, with solar being the most popular. Other actions have included developing new environmentally friendly products, green procurement and revising procurement and logistics. The interest in green investments is at a record high, greater than digital investments or eco friendly transportation or tourism.

Sales

The most promising sales destination for Japanese companies in Europe continues to be Poland, for the fourth year running. Turkey has overtaken Germany for the first time in 7 years and the UK is back in the top 10. Other Eastern European countries in the top 10 are Hungary, Czech Republic and Romania – mainly for their economic growth prospects. The other Western European countries in the top 10 are France, Italy and Spain.

Japanese companies in the UK are showing an increasing focus on the UK domestic market for their sales, with an average of 49.4% of sales to the UK market, 2.4% up on 2021/2, compared to a European average of domestic sales of 37.7%. UK companies are selling on average 16.5% of sales to EU countries, compared to 37.6% of sales to other EU countries (excluding their own country) for Japanese companies located in the EU. Unsurprisingly, Japanese companies in the UK have become more UK oriented since Brexit, as many of the EU sales and coordination functions have shifted from the UK to the EU – and is now potentially stabilising after the sharp decline over 2019/20 to 2021/2

Although the proportion of sales to non-EU Europe (presumably Norway, Switzerland, maybe Turkey) is higher for the UK (16.3%) than for Europe overall (4.4%), there is not much evidence that the UK is being used as a base for sales outside Europe – the proportion of sales to North America (1.7%) or China (1.3%) is actually slightly lower than for the whole of Europe. Sales to Japan have been falling steadily since 2019 (possibly related to Honda Civic sales to Japan). The proportion of sales to “other” countries is higher – 8.5% compared to 6.5%, perhaps showing that some Japanese companies in the UK are indeed Europe, Middle East and Africa headquarters, with sales focused more on the latter regions. ASEAN only accounted for 1% of the 7% of sales to other countries in 2019/20.

Hybrid working and pay rises

European employees of Japanese companies are not returning to the workplace at anything like the rate they are in South West Asia, North West Asia or ASEAN. During 2021, 14.6% of Japanese companies in Europe said that 90% or more of their employees were working at their office or factory and only 29.6% were expecting this to happen in 2022/3 in Europe. In Asia, around 30% of companies said their over 90% of employees were working at the office or factory in 2021 and this is expected to be near to 70% in 2023. This may reflect that there are proportionately more manufacturing companies in Asia than in Europe.

In terms of reviewing management and personnel policies and structure, by far the most popular choice for review was human resource development and training – chosen by 61.6% of Japanese multinationals. Second was reviewing working from home policies, at 35.3%, closely followed by reviewing staff remuneration at 32.3%. The next three topics were all chosen by around 27% of Japanese companies – digitization of workflows, reviewing the expat staff structure and localising management.

Pay rises are highest in emerging markets such as Brazil, India, Mexico, Vietnam and South Africa and in Europe – Hungary, Poland, Romania and Czech Republic – at around 6 to 9% over the past two quarters, whereas despite the high inflation rates, pay is only expected to rise by 2.7% to 4.6% in the Netherlands, Germany, UK, France and UAE.

Update – this article has been added to since the publication of a European focused version of the survey by JETRO in December 2022.

Japanese digital transformation in Europe

The digital transformation being undertaken by so many Japanese companies is beginning to have an impact on their European operations. One of my longstanding clients has notified me that their European HR and Learning & Development function in the UK has been outsourced to a company in India and the UK staff have been made redundant. I suspect this is not just happening in Europe but globally, as the company has divested many of its subsidiaries and is keen to consolidate and digitize the administrative functions of the remaining businesses.

Several other UK subsidiaries of Japanese companies which had a regional coordination or regional sales function have transferred these functions to EU based subsidiaries. This was partly in response to Brexit, but it has also provided an opportunity to restructure their businesses. Some have become branches of Japan HQ or of the EU subsidiary, and still retain regional coordination functions and staff, funded by management service fees.

Those that have continued as incorporated subsidiaries have found that although their turnover has dropped, their profitability has improved, partly due to the reduction in headcount but also because they are able to focus on their UK business, without having to carry the costs for coordinating across the region.

I have seen the same influences improving the profitability of my own business this year. A few years’ ago, I transferred my EU business to my German partner, so I no longer have to bear the costs and complexity of coordinating it. This and implementing some new, user friendly, cloud-based accounting software meant that I didn’t need to pay for a bookkeeper to come in once a month.

The pandemic pushed much of my training delivery online, permanently, which has meant it can reach a wider audience, so the contract sizes are larger than before. My main overheads are now software and IT related, not travel expenses or paying locally based subcontractors.

Costs have also come down because I stopped my membership of various networking groups – partly because during the pandemic there were no in-person networking events to go to, but also because I was getting enough business from existing customers or through online enquiries, so there was no need to find new leads.

From my experience of working in or for Japanese multinationals over the past 30 years, I suspect that these changes will prove to be cyclical. Individual subsidiaries will start to ignore the global outsourced administrative functions and quietly build up their own local capability again. Then to avoid duplication of costs, a regional function will be revived.

My overheads are beginning to increase too. I’ve started renting an office, as I find my home office is too distracting, and it is good for my physical and mental wellbeing to walk to work. I may even re-join some networking groups, because after all, the point of digital transformation is not just to cut costs, but to innovate. And that is best done by meeting new people, in person, who have fresh perspectives.

This article by Pernille Rudlin first appeared in the Teikoku Databank News in September 2022

Rhymes from history – the Japanese Business Mission to Britain – 100 years’ ago

I’ve been researching the visit of the Japanese Businessmen’s Mission to Britain, which ended a hundred years’ ago, to see if there are any parallels with today.

The visit took place around the time that the Anglo-Japanese Alliance of 1902 became defunct, superseded by the Four Power Treaty of the Washington Conference between Japan, the UK, the USA and France. The conference ended in February 1922, but it was not until the treaty was ratified in August 1923 that the Alliance was officially terminated.

The alliance was originally directed against Russian expansionism in the Far East, and latterly to deal with the threat from Germany, but by 1921 Britain no longer feared Russia, and Germany had been defeated in WWI. Instead, Britain wanted to maintain close relations with the United States, which had a more hostile attitude towards Japan and saw potential conflicts of interest in the Pacific region and China.

The mission, led by Dan Takuma, visited the United States, Britain and France from October 1921 to February 1922, deliberately coinciding with the Washington Conference. There was some confusion in Britain over what to call the mission – sometimes it was referred to as an industrial mission, sometimes as a commercial mission, but it seems from accounts of the speeches that many of the British hosts were well aware that there was also a diplomatic agenda.

Japan had become a net exporter and a creditor nation as a result of WWI, deeply involved in the international economy. Shibusawa Eiichi felt that this was the moment for Japan to strengthen its global influence, by ensuring its economic and social infrastructure was up to the level of a developed nation.

As a consequence, the members of the zaikai (powerful business people) on the mission showed as much interest in British labour relations, the cooperative movement and the Federation of British Industries as visiting shipyards and factories or discussing tariffs and trademarks. They also were keen to understand Britain’s transportation infrastructure. After their tour of Britain, they went to France to inspect the newly formed International Chamber of Commerce.

There was plenty of talk during the dinners and lunches for the mission, hosted by British businessmen, of keeping open doors in trade. However, it was clear the British were beginning to see Japan as a competitor in its colonies, particularly in cotton goods. Dr Dan responded to this by saying that the competition for both Japan and Britain would be China.

The Japanese mission was worried that the end of the Anglo-Japanese alliance might therefore lead to more trade barriers, as well as harm Japan’s global standing, as the alliance had been proof of Japan’s creditworthiness.

It seems they were right to be worried. Once the Great Depression hit in 1929, the US became more protectionist. In 1932, Britain implemented the Imperial Preference tariff policy, of home producers first, empire producers second, and foreign producers last – the same year that Dan Takuma was assassinated.

This article was originally published in Japanese in the Teikoku Databank News on 9th March 2022

77% of Japanese companies in Europe say the Ukraine war has had a negative impact on their business

77% of Japanese companies in Europe have had their business negatively impacted by the war in Ukraine, according to a survey conducted by JETRO in September 2022. The manufacturing industry was particularly hard hit, at 83.7% and Japanese companies in Belgium (92.5%), France (87.5%) and Spain (86.2%) had the highest proportion of all countries reporting a negative impact. This may be linked to the industries most expressing concern about negative impacts – food, automobiles/motorcycles and electrical and electronic equipment. France is host to a number of Japanese food related companies and Belgium is the European headquarters of Toyota and other related automotive companies.

The main negative impacts were an increase in energy price, an increase in raw material and resource price and confusion and congestion of logistics.

The main responses to negative impacts of the invasion of Ukraine were “passing on price rises to customers” (50.5%) and diversifying procurement sources (27.5%). Manufacturers were also increasing inventory more than they were trying to find new customers.

More general concerns were rising and persistently high costs, including energy, and the extension of the frontiers of the war, the use of nuclear weapons and attacks on nuclear power plants, as well as any increase or prolongation of uncertainty about the future – when the war would end, when it would be possible to resume business with Russia.

Category: Japanese business in Europe