The document discusses Japan's ongoing struggle with deflation and inflation since the global financial crisis, despite massive quantitative easing by the Bank of Japan that has increased its assets to over 400 trillion yen. While consumer prices saw a brief spike in 2014 due to a consumption tax hike, core inflation recently fell back to negative levels, indicating that Abenomics has yet to achieve the elusive goal of sustained moderate inflation and reflation of the Japanese economy through higher demand. Continued structural reforms will be needed to boost domestic demand and shift Japan towards the type of "demand pull" inflation policymakers are aiming for.

1. A QUARTERLY MAGAZINE OF THE CANADIAN CHAMBER OF COMMERCE IN JAPAN | AUTUMN 2015 | VOLUME 15 | ISSUE 02
* CLAIRE DERONZIER ON FORGING TIES BETWEEN QUEBEC AND JAPAN
Claire Deronzier | Cool Quebec
The
Canadian
IN JAPAN,
THE QUALITY OF
THE RELATIONSHIP
BEARS AS MUCH
IMPORTANCE AS THE
PRODUCT
*

3. The Canadian / 03
The Canadian
AUTUMN 2015 VOLUME 15 ISSUE 02
Chairman
Wilf Wakely
Wakely Foreign Law Office
wilf@wakelylaw.com
Vice-Chairman
Marc Bolduc
Hitachi High Tech
marc.bolduc@hitachi-hightech-awc.com
Executive Director
Andrew Lambert
andrew.lambert@cccj.or.jp
Operations Associate
Hikaru Hashimoto
admin@cccj.or.jp
7F Parkside Sepia
3-13-10 Nishi-Azabu
Minato-ku,Tokyo
Japan 106-0031
Tel: +81 (0)3 5775-9500
Fax: +81 (0)3 5775-9507
www.cccj.or.jp
LinkedIn: http://bit.ly/cccjapon
Facebook: www.facebook.com/cccjapon
Twitter: @cccjapon
YouTube: cccjapon
Canadian Chamber of
Commerce in Japan
La Chambre de commerce
du Canada au Japon
The Canadian Chamber of Commerce
in Japan is a private sector, not-for-profit
business organization that has, since 1975,
promoted the development of commerce
between Canada and Japan.
CONTENTS
Member Profile 022 / Event Report 024 / Timeline 026
Calendar 028 / New Members 031 / Business Directory 032
Chamber Voices 034 / Retrography 035
016
C
Published by
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Contributors: Stewart Beck, Chris Clague, Lars Cosh-Ishii,
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On the cover: Claire Deronzier, Quebec’s Delegate General to Tokyo as photographed by Benjamin Parks at the Quebec
Delegation’s office in Shiroyama Trust Tower in Kamiyacho.
The Canadian is the official publication of the Canadian Chamber of Commerce in Japan (CCCJ), published quarterly in Tokyo.
The views and opinions expressed herein are solely the opinions and views of their authors and do not necessarily reflect
those of the CCCJ or GPlusMedia. © 2015 GPlusMedia Co. Ltd.All rights reserved.
05 Chairman’s Perspective
05 Executive Director’s Note
07 Intelligence Unit
09 Brandspotting
010 Energy Insights
012 Business Solutions
014 Trade Trends
016 Cover Story
020 Asia Pacific View
Get The Canadian
in digital
Get it for free at bit.ly/thecanadianCC

5. The Canadian / 05
Chairman’s Perspective
The CCCJ has moved into one of its peak activity
periods — autumn to the end of December. The
Chamber experience is a truly fruitful one if you get
out and make things happen. One of the best ways to
do that is through our various social and informational
events held throughout the fall and winter.
This October, the CCCJ will have its bi-annual
election for its board of governors. With a large core of
our governors up for re-election, our member-driven
organization needs people to step up and get involved.
This a rewarding opportunity for those interested in the
growth and direction of the Chamber. For information on
how to do so, please contact me directly.
In November, we host our annual formal Maple Leaf
Gala — the flagship bilateral Canada-Japan social event
in Tokyo and 2015 marks its 37th anniversary.
Our Joint Chamber Bonenkai will be the curtain call for
2015 events. The Embassy of Canada in Aoyama will be
our venue for the event.
Finally, I invite all members and companies to get
involved to help make The Canadian magazine a distinct
voice for the Chamber —and Canada-Japan business.
Executive Director’s Note
CCCJ EXECUTIVE DIRECTOR
ANDREW LAMBERT
WILF WAKELY C
E
We hope that you are enjoying this new format of The Canadian, now in both analog and digital
formats, and interconnected with a range of social media.
Our Chamber’s elections have been announced, and we expect a new board by the end of
October when my term as chairman and Marc Bolduc’s as vice-chairman will end. In my last
message as chair, I would like to thank all of our members for supporting the CCCJ — we are
now a truly more inclusive group. As a member driven organization, I recommend you look
at a position as a CCCJ governor or on a committee. Please contact the CCCJ’s Nominations
Committee and office for details.
CCCJ membership is now at an all-time high, with close to 500 member representatives.
Over the last four years, working with the Board and committees, we have substantially
increased our reach by developing relationships with business and government — including
the Canadian Chamber of Commerce, the Japan Chamber of Commerce and Industry (JCCI),
the Japan Oil, Gas and Metals National Corporation (JOGMEC), the Japan PPP/PFI Association
and the Overseas Construction Association of Japan (OCAJI).
We are particularly proud of instituting the CCCJ Honorary Board of Advisors, a grouping
of 11 experienced experts from industry, government and academia. We are thankful for the
excellent leadership of former Ambassador to Canada Sadaaki Numata, and deeply indebted
to all of the members of the HBA for their commitment to our Chamber. Another key player
in our growth has been the Embassy of Canada to Japan. We are particularly grateful to His
Excellency Ambassador Clugston for his unwavering support.
What is the next step for the Chamber? Innovation in the way that we operate — such
as transforming our Chamber into an incorporated business to allow us to do more for our
membership — is an essential step forward in our ongoing evolution into a significant entity in
the Japan-Canada relationship.
As I step down, allow me to thank the members, governors and committee chairs for their
fellowship, hard work and leadership in our CCCJ and to all of you — I will do my best to remain
an active supporter of the CCCJ and its goals.
With gratitude for your support and assistance.
AN INNOVATIVE AND SUSTAINABLE
DEMOCRATIC CHAMBER
CCCJ CHAIRMAN

6. Conveniently located in central Tokyo,
Nishimachi offers a co-educational education in English for students K-9.
All students study Japanese daily. To ensure diversity, the school awards scholarships to
qualified students from a variety of socioeconomic and cultural backgrounds
through the Outreach Scholarship Program for Student Diversity.
Toeducateallstudents
tobeinternationallyminded
andindependent thinkers.
2-14-7 Moto Azabu, Minato-ku, Tokyo 106-0046 Web: www.nishimachi.ac.jp Phone: 03-3451-5520 E-mail: admissions@nishimachi.ac.jp

7. The Canadian / 07
Intelligence Unit
INFLATION EQUATION I
A SPECIAL REPORT FROM THE ECONOMIST INTELLIGENCE UNIT BY FUNG SIU & CHRIS CLAGUE
Fung Siu is the EIU’s regional editor forAsia
and Chris Clague is a senior consultant in
the EIU’s Custom Research practice.
Source: Ministry of Internal Affairs and Communications.
-2.0
-1.0
0.0
1.0
2.0
3.0
4.0
JulAprJan
2015
OctJulAprJan
2014
OctJulAprJan
2013
OctJulAprJan
2012
OctJulAprJan
2011
OctJulAprJan
2010
Up & Away Bank of Japan assets 2005 - present Back To Where We Started Japan's Core CPI : 2010 - present
Source: Bank of Japan, Haver Analytics.
0
50
100
150
200
250
300
350
400
Jan
15
Jan
14
Jan
13
Jan
12
Jan
11
Jan
10
Jan
09
Jan
08
Jan
07
Jan
06
Jan
2005
Source: Ministry of Internal Affairs and Communications.
-2.0
-1.0
0.0
1.0
2.0
3.0
4.0
JulAprJan
2015
OctJulAprJan
2014
OctJulAprJan
2013
OctJulAprJan
2012
OctJulAprJan
2011
OctJulAprJan
2010
Up & Away Bank of Japan assets 2005 - present Back To Where We Started Japan's Core CPI : 2010 - present
Source: Bank of Japan, Haver Analytics.
0
50
100
150
200
250
300
350
400
Jan
15
Jan
14
Jan
13
Jan
12
Jan
11
Jan
10
Jan
09
Jan
08
Jan
07
Jan
06
Jan
2005
Among the many pledges made by Prime Minister Shinzo Abe
when he resumed office in December 2012 was a promise to
reflate the economy. Having suffered through several bouts of
deflation from 1995 to 2012, policy makers appeared united in
a quest to solve this problem of stagnant or falling prices that
is holding back household spending, undermining business
sentiment and increasing the country’s public debt burden. In
2014 this weight was equivalent to 226 per cent of nominal GDP
— the highest in the world and by a considerable margin.
Abe believed that the way to defeat deflation was and is to
flood the economy with cheap money as part of a larger pack-
age of fiscal and structural reforms,
now called “Abenomics.” With poli-
cy interest rates already close to zero,
however, the Bank of Japan (BOJ) has
had to pursue a much more aggres-
sive round of quantitative easing (QE)
than it ever tried before. The central
bank governor, Haruhiko Kuroda, took
up the challenge and in April 2013
launched the asset-purchasing strat-
egy that made the Federal Reserve’s then-ongoing QE program
look like small change — the BOJ’s asset-buying scheme, rela-
tive to Japan’s economy, is more than three times larger than the
Fed’s QE was at its peak.
Two years and more than ¥180 trillion worth of quantitative
easing later, Japan is arguably no closer to reflation. The core
consumer price index, which excludes fresh food, was down
–0.1 per cent year-on-year in July, while the headline num-
ber, which includes both fresh food and energy, was flat by the
same measure. To call this disappointing would be an under-
statement, particularly as consumer prices peaked at an aver-
age 2.6 per cent in 2014 and even then mainly because of the
rise in the consumption tax from 5 per cent to 8 per cent.
Moreover, that 1 per cent worth of inflation not attributable
to the consumption tax hike was likely due to the higher cost
of imported goods caused by the weakening yen rather than as
a result of too many people chasing too few goods. That latter
type of inflation, referred to as “demand pull,” is the type of in-
flation that Japan seeks, at least in moderation. Yet, it’s getting
the other kind of inflation, referred to as “cost push,” which
— as the name suggests — is the product of factors other than
strengthening consumer demand. In the case of Japan, where
the tendency towards disinflation is so
strong, cost push inflation is better than
none at all. But relying on a weak curren-
cy or regular tax hikes is not sustainable.
More broadly, the failure to reflate
the economy is indicative of weak eco-
nomic activity overall and, more worry-
ingly, that Japan has failed to close the
output gap that has persisted since 2008.
This gap, which measures the distance
between potential and actual output, probably widened in
2014 when the consumption tax resulted in a brief relapse into
recession.
At present, the Economist Intelligence Unit forecast is for
headline inflation to average 1 per cent in 2015 and increase to
1.6 per cent in 2016 on the back of a partial recovery in global
oil prices and stronger domestic growth.The second consump-
tion tax hike, scheduled for April 2017, will help to push prices
up 2.2 per cent that year. After that, we see inflation receding
below the BOJ’s 2 per cent target in 2018 and declining further
in 2019, the end of our current forecast period.
Relying on a weak
currency or regular
tax hikes is not
sustainable
”
The Output Gap
PROPPING UP JAPAN’S ECONOMY IS A TRUE TEST OF ‘ABENOMICS’

8. 50%OFFAny Jobs Package
Ongoing Membership Benefits:
• 10% off any purchase on CareerEngine*
• Complimentary featured company page
(¥40,000 value)
Initial Posting Special:
Career Engine, The Official Job Board Of The CCCJ
(***Excludes Managed Search Services)

9. The Canadian / 09
Brandspotting
BY VIVIAN MORELLI
COZYPUFFYCOOL
T.O. STYLE
— Smythe
The secret behind this successful homegrown
fashion brand? The designers found a niche and
turned it into something magnificent. For Smythe,
that means jackets, which are coveted by Kate
Middleton, Hollywood starlets, luxury boutique
buyers, and any woman with a sense of style.
The line was started back in 2004 by Toronto duo
(and BFFs) Andrea Lenczner and Christie Smythe,
who both handle the drawing board. Forget boxy,
shoulder-padded, ill-fitting blazers: Smythe’s
iconic pieces are sleek, urban and polished. In
addition to their flawless blazers (that can be
paired with jeans, shorts or leather pants — your
pick), the collection also features cozy winter coats
and ponchos. All garments are made in Canada,
but lucky Tokyoites can now stock up on the luxe
pieces in a few select shops around Aoyama.
B
KEEP TLC (TOASTY, LAYERED & CHIC)
IN TOKYO’S COLDER MONTHS WITH
SMART OUTERWEAR FROM MONTREAL,
TORONTO AND VANCOUVER.
WEST
COAST
WARMTH
— Kit & Ace
Vancouver-based label Kit & Ace was founded by textile designer Shannon
Wilson, former head of Lululemon design, and JJ Wilson, the brand director.
After spending years creating performance wear, they were looking for
clothes offering the same functionality but with more style and luxury. The
result: a proprietary fabric “technical cashmere,” a luxurious, versatile and
functional fabric exclusive to Kit and Ace, that is used in some of the softest
T-shirts, dresses, blouses, trousers, button-ups and cardigans available. Kit
& Ace’s first Tokyo shop is slated to open later this year, but if you simply
can’t resist a gorgeous cashmere addition to your wardrobe this season,
all their items are available just a click away. www.kitandace.com
LAYERS
OF
MONTREAL
— Mackage
Montrealers have been surviving those
rough winters with the help of trendy pieces
from well-kept secret Mackage for over a
decade. But thanks to some Hollywood
exposure, the rest of the world can now get
their hands on pieces from the prestigious
Canadian label founded by elementary
school buddies Eran Elfassy and Elisa
Dahan. The company’s stylish details and
tailored cuts in leather, puffy and wool
compliment any silhouette. When colder
weather calls for layering, a coat isn’t
just a part of an outfit — it becomes the
outfit. These are all about cinched waists,
lightweight down and leather details —
which manages to make a puffy coat sexy.
Check select stores in Ebisu or Aoyama,
or browse their site: we guarantee your
winters will never feel the same again.

10. 010 / The Canadian
Following the devastating March
2011 earthquake and tsunami, the
nationwide shutdown of nuclear
power plants shifted Japan’s top policy
concern to finding a reliable, stable
and diverse supply of energy. As one
of the world’s largest liquefied natural
gas (LNG) importers, Japan has looked
to Canada as a key LNG supply partner,
and changes to government policy and
record highs in bilateral trade have set
the stage for even further opportunity.
Investment in Western Canada is once
again ready to embark on a new stage
of growth.
Recent technological advances
have allowed Canada to uncover large,
unconventional gas deposits trapped
in shale. These discoveries reveal that
the country’s natural gas reserves far
exceed its domestic gas demands for
the foreseeable future. Combined,
the major sedimentary basins in
Western Canada comprise roughly 700
trillion cubic feet of natural gas, while
Canadians generally only consume 3
trillion cubic feet per annum, according
to a July 2015 report by the Canadian
Association of Petroleum Producers
(CAPP). Until recently, the United States
had been Canada’s sole importer of
natural gas, though new shale gas
discoveries in the U.S. have unlocked
supply and production resulting in
over supply in Canada and a renewed
emphasis on finding new markets.
Energy Insights
LIQUID FUTURES
BY YUYA KIHARA & KENTARO MATSUSHITA
E
GAS ECONOMICSB.C. COASTAL LNG SITES BRIDGING CANADA AND JAPAN
Preliminary work at the Kitimat LNG site from the air. Province of British Columbia photo.

11. The Canadian / 011
Energy Insights
LIQUID FUTURES E
“The Asian market, which tends to
emphasize construction of LNG export
terminals is one solution,” says Koji
Asada, President and CEO of Bank
of Tokyo-Mitsubishi UFJ (Canada).
“Japan’s appetite for LNG has grown
in the past half-decade and as a truly
global, Japanese bank we’re ready to
take a leading role in developing this
opportunity.” One such example is
Pacific Northwest LNG.
The Pacific Northwest LNG (PNW)
is a project proposed by a consortium
of Japanese and other Asia-based
companies and governments. This
massive venture aims to invest $11
billion in British Columbia and is
just a part of the C$82 billion of LNG
investment forecasted over the next
20 years. In addition to the economic
opportunity it provides, it’s also a
great example of the diverse ventures
connecting Canada to Asia’s major
industry leaders.
Recognizing the growing energy-
related opportunity across western
Canada, the Bank of Tokyo-Mitsubishi
UFJ has strengthened its presence
in Western Canada including the
opening of a new office in Calgary,
Alberta, in June 2015.
Japan’s corporate giants such as
Japan Petroleum Exploration Limited
(JAPEX) have invested substantial
capital and commitment into both the
upstream and downstream natural gas
investments as well as securing a share
of the supply. The company holds
interests in the Montney sedimentary
basins (one of the world’s largest shale
deposits straddling British Columbia
and Alberta) and the PNW project, both
of which aim to ship reserves to Asia —
JAPEX’s shares in the liquefied natural
gas will flow to the Japanese off-takers.
In total, including the PNW project,
there are currently 20 proposed
LNG constructions on the Canadian
West Coast that are all still pending
regulatory approvals and formal final
investment decisions.
The exports of natural gas are
expected to be British Columbia and
Canada’s major economic drivers in
the following years with benefits to
be realized by the creation of jobs and
more tax revenues. The provincial
government has been eager to move
the projects forward with strong
federal support via a favourable LNG
tax structure.
According to CAPP, the recent
bearish oil and gas prices have also
had an effect on the commitments
of many in the natural gas proposals
in the latter half of 2014 and 2015.
Despite the low current prices, many
still see the gas projects as a long-term
initiative and remain undeterred
with the expectation of rebounding
commodity prices.
With the PNW announcement of
a conditional financial investment
decision and the construction of the
long awaited LNG project quickly
approaching, this endeavour may
prove to be the catalyst for other large
undertakings to come. Both Canada
and Japan are eager to move forward
with this initiative as it will likely be an
historic event for both markets.
Canada’s natural gas reserves
greatly exceed domestic demand
for the foreseeable future
”
Prince Rupert
Pacific Northwest LNG
Aurora LNG
Prince Rupert LNG
WCC LNG
Grassy Point LNG
New Times Energy LNG
Orca LNG
Discovery LNG
Woodfibre LNG
Steelhead LNG
Tilbury LNG
Stewart LNG
Kitsault LNG
Kitimat
Kitimat LNG
Douglas Channel LNG
LNG Canada
Triton LNG
Cedar LNG
NGTL
Westcoast
Pacific Northern Gas
Pacific Trail:
Proposed (Kitimat LNG)
Coastal GasLink:
Proposed (LNG Canada)
Prince Rupert Gas Trans:
Proposed (Pacific Northwest LNG)
West Connector:
Proposed (Prince Rupert LNG)
PNG Loop Connector
Merrick Mainline
Liard
Horn River
Montney
Duvernay
Cordova Embayment
Yuya Kihara and Kentaro Matsushita
are relationship managers at the Bank of
Tokyo-Mitsubishi UFJ (Canada).

12. 012 / The Canadian
Manpower Boost
BIG CHANGES COMING TO JAPANESE WORKER DISPATCH REGIME
Business Solutions
WORKERS’ RIGHTS
BY COLIN P.A. JONES
B
Japanese employment regulations es-
sentially make regular employees a fixed
cost, making many foreign firms hesitant
to add to their headcount. In these cases,
haken (temporary) employees supplied
by licensed providers offer an as-needed
workforce solution. However, dispatched
workers are subject to byzantine regu-
lations presenting compliance pitfalls
for providers and users alike. Moreover,
any business that sends staff to work on
client premises runs the risk of being
inadvertently engaged in an unlicensed
worker dispatch arrangement.
Thankfully, recent amendments to
the DispatchedWorker Act (DWA) should
help reduce the administrative burdens
for users of temporary staff. Some con-
text is required to understand why.
The ideal in Japan still remains “life-
time employment,” whereby a young
person joins a company immediately af-
ter graduation and stays until retirement.
New employees are hired for their poten-
tial rather than their particular skills or
ability to do a specific job.
The lifetime employment relation-
ship is thus defined not by an agreement
to perform a particular role for a pre-
determined salary over an established
amount of time. Rather, it means em-
ployees following employer instructions
over a period of several decades, with
rotations through different locations
and posts. Over time, employees receive
training and develop skills, but ultimate-
ly become experts in“the Company.”
The result is an “everyone does every-
thing”cultureinsomeJapaneseworkplac-
es reflecting an employment relationship
based not on skills or functional roles, but
regular employees being paid to follow in-
structions. One ramification of this is that
employees being paid to follow instruc-
tions of someone not their employer is
problematic; it risks obfuscating responsi-
bility for the legal obligations imposed on
employers. A dispatched worker arrange-
ment, whereby employees of a licensed
agency are sent to work on client premises
under instructions from client manage-
ment are a highly-regulated exception to
the standard employment model.
WhentheDWAwasfirstpassedin1986,
dispatcharrangementscouldonlybeused
to provide temporary workers with specif-
ic skills such as English typing. Even then,
puttingaskill-specificworkerinan“every-
one does everything” workplace environ-
ment made it more complex.
The DWA was gradually expanded so
dispatched workers could be used in the
same manner as general all-purpose em-
ployees (subject to some narrow excep-
tions). A distinction remained between
dispatched workers having designated
categories of skills and those used for
general purposes. The former could be
used on a dispatch basis indefinitely,
while the latter were subject to a three-
year maximum. The intent of the DWA
was (and remains) that an employer hav-
ing long-term needs for general employ-
ees should hire them directly.
These distinctions created various
compliance risks. Asking a dispatched
secretary (one of the designated catego-
ries of skills) to do too many “general”
tasks (e.g. taking out the trash or tidying
up) could result in her being deemed a
general worker subject to the three-year
maximum dispatch period.
The amendments to the DWA would
clarify compliance requirements by al-
lowing dispatched workers to be used for
three years, regardless of whether they
have specific skills. Moreover, a series of
dispatched workers can be used for suc-
cessive three-year periods, so long as the
client consults with its union or employ-
ee representatives.
A basic premise of the DWA persists,
that dispatched workers should not
become substitutes for regular, direct
employment. Furthermore, the amend-
ed DWA seeks to enhance the ability of
dispatched workers to transition into
regular employment (if they so desire)
by imposing significant new burdens
on providers of dispatched workers (like
ManpowerGroup, where I am an outside
director). Providers will have to offer pe-
riodic training and career counselling to
their dispatch workforce to increase their
employability. Providers and clients are
also expected to cooperate in minimiz-
ing discrepancies in compensation be-
tween temporary workers and client-side
employees performing similar tasks.
The amendments also tighten up li-
censing requirements applicable to dis-
patch worker providers. Previously, low
entry barriers allowed for a proliferation
of smaller providers lacking the financial
strengthtobefullyresponsibleforprotect-
ing worker interests. The combination of
stricter licensing and increased burdens
on providers is expected to result in a con-
solidation in the staffing industry, where
large, full-service firms like Manpower-
Group will have advantages because of
their resources, scale and responsibility.
Colin P.A.Jones is a professor at Doshisha Law School in Kyoto and a director
for the ManpowerGroup Japan Co.Ltd.,one of the oldest foreign-capitalized
firms in Japan.Contact:colin.jones@manpowergroup.jp
Staff increases
are a frequent
concern for foreign
companies doing
business in Japan.

13. TSI International Group
CREATING LAND VALUE
FOR OUR CUSTOMERS
CREATING LAND VALUE
FOR OUR CUSTOMERS
Proud corporate member of the CCCJ since 2004
TSI International congratulates the Canadian Chamber of Commerce for a great 2014
including its pivotal role in the Economic Partnership Agreement talks between Japan and Canada,
its charitable work, and its largest membership increase in chamber history.
CANADA for the WORLD; for our CUSTOMERS, our BESTCANADA for the WORLD; for our CUSTOMERS, our BEST

14. Canadian container ports are some of the
best situated in North America to con-
nect to markets in Northeast Asia. In fact,
ports on the Canadian west coast boast
quicker shipping times to Japan and
South Korea than ports on the west coast
of the United States or Australia. While
Halifax, in the east, is comparatively com-
petitive to rival American ports on the
eastern seaboard for Asia-bound cargo.
With the prospect of the Trans-Pacific
Partnership (TPP) being finalized, and the
continued negotiation of the Japan-Can-
ada Economic Partnership Agreement
(EPA), the future of an already healthy bi-
lateral trade relationship between Japan
and Canada looks promising. In 2014,
exports to Japan totaled $10,738,870,459
and imports totaled $13,297,200,901.
Canadian imports are mostly composed
of value-added goods, such as, vehicles
(34.41 per cent) and mechanical appli-
ances (27.59 per cent). The country’s ex-
ports vary between dry bulk (grains, 15.12
per cent), and value-added goods (phar-
maceuticals 5.30 per cent). As Japan and
Canada become preferred trade partners,
with reduced tariffs and homogenized
regulations, it’s conceivable that the vol-
ume and value of cargo shipped between
the two markets will increase. Luckily, Ca-
nadian ports are well prepared and well
placed to deal with increased traffic be-
tween the trade partners.
VANCOUVER & PRINCE RUPERT
Vancouver is the shortest point of depar-
ture for Kobe, Nagoya, Yokohama and
Tokyo among major cargo ports in North
America. By virtue of Port Metro Vancou-
ver’s connectedness to Burlington North-
ernSantaFeCorporation(BNSF),Canadian
Pacific and CN’s intermodal network (and
its further connection to Class 1 rail net-
works in the U.S.) Vancouver is connect-
ed by rail to all major cities in the United
StatesandCanada.
Prince Rupert is a comparatively
quick route to Tokyo, Nagoya, and Kobe,
and is the quickest North American
port to Busan via Hanjin Shipping. The
coastal city is also connected to CN’s na-
tionwide freight network and Class 1 net-
works across the continent.
HALIFAX COMPARATIVE ADVANTAGE
The Port of Halifax is much further from
northeast Asia than Canadian ports on
the west coast. However, it is faster than
many competitor ports in Europe and
the American eastern seaboard to Asia.
With APL, cargo from Halifax can reach
Yokohama in 32 days, whereas the quick-
est route from Hamburg, Germany, takes
39 days. Further, Halifax is two days
faster to Tokyo than Rotterdam, Nether-
lands, and two days faster to Singapore
than Savannah, in the United States. As
with ports in the West, Halifax is con-
nected to CN’s Canada-wide and Class 1
networks across the continent. Halifax
is also connected to the Trans-Canada
highway and by extension, highways in
the United States.
SUEZ CANAL EXPANSION
On August 9, 2015, Egypt celebrated the
expansion of the Suez Canal, allowing
an increase from 78 ships a day to 97 a
day. While some analysts are skeptical
that the expansion will increase traffic,
Egypt and shipping companies alike are
hopeful that the expansion will increase
the volume of east-west trade. Maersk
CONNECTING
MARKETSCANADA’S SHIPPING ADVANTAGES
Trade Trends
PORT-TO-PORT
BY TREVOR KENNEDY
T
014 / The Canadian
Canada’s three
major Asia-
connected ports
have many
reasons to be
optimistic
”

15. Line — one of the shipping companies
connecting Canada and Asia — is en-
thusiastic about the expansion. Maersk
CEO Claus V. Hemmingsen said: “The
extension will enable larger vessels to
transit, benefiting not only the shipping
companies, but also our partners and
world trade as a whole.” One clear ben-
efit for shippers is the decrease of wait-
ing times at the canal from 11 hours to
three. The Port of Halifax may benefit
from decreased congestion and shorter
shipping times through the Suez Canal
in between the Asia Pacific region.
PANAMA CANAL EXPANSION
The forthcoming Panama Canal expan-
sion will greatly increase capacity of con-
tainer ships traversing the canal. Current
ships are limited to 5,000 twenty-foot
equivalent units (TEU). When complet-
ed, the canal will more than double its
current capacity, with a max limit of
13,000 TEU. Ships with such a large ca-
pacity are referred to as Post-Panamax.
Currently, all three of Canada’s major
Asia-connected ports can accommo-
date Post-Panamax vessels. Shipping
routes connecting the eastern and west-
ern seaboard of Canada will be able to
increase their capacity, benefitting lines
connected to Asia. The Port of Halifax is
already well positioned to benefit from
the expansion, as its container facilities
are equipped to service Post-Panamax
vessels. Many of Halifax’s competitors
on the eastern seaboard have yet to com-
plete updates allowing Post-Panamax
ships. For example, under a proposal
from the White House, the Port of Sa-
vannah (one of the busiest U.S. ports) is
increasing the depth of its port from
13 metres to 14 metres; Halifax already
boasts a depth of 17 metres. Canada’s Pa-
cific ports are likewise already prepared
to service Post-Panamax vessels, both in
terms of depth and equipment. Canada’s
three major Asia-connected ports have
many reasons to be optimistic. Forth-
coming trade agreements, better inter-
national transport infrastructure and
larger, faster vessels will only decrease the
cost and time it takes to ship from Cana-
da and Asia. Japanese-Canadian trade, in
particular, will further benefit due to ge-
ographic proximity and the two nations’
increasingly symbiotic trade relationship.
Trade Trends
PORT-TO-PORT SHIPPING TIMES, 2015
The Canadian / 015
Trevor Kennedy is an M.A.candidate inAsia Pacific Policy Studies at the University of British
Columbia.He writes on various policy-related issues in NortheastAsia on his blog,Asia Pacific
Policy (asiapacificpolicy.wordpress.com).Follow him onTwitter:@TrevorPKennedy
Throughput in '000,000 TEUs 22.2 33.9 35.0 18.7 5.0 14.1 19.4 16.6 11.7 10.6 2.7 1.0 8.6 2.3 2.9
Prince Rupert 25 -- 25 13 19 25 18 27 23 18 13 15 21 23 --
Metro Vancouver 19 24 16 15 11 -- 15 18 20 19 12 13 -- 16 12
L.A./ Longbeach 18 29 16 17 14 19 14 17 20 17 16 16 19 18 13
Melbourne 19 13 13 20 27 27 18 22 23 17 -- 25 22 25 17
Sydney 16 16 23 17 24 30 22 19 26 14 -- 27 26 22 13
Hamburg 31 26 32 35 41 35 33 31 31 36 38 36 38 35 39
Halifax 49 31 36 31 41 -- 38 34 50 -- 40 39 -- -- 32
New York 39 31 36 33 36 42 35 36 40 36 38 37 41 -- 30
Savannah 40 33 30 29 36 37 31 35 40 37 35 34 36 -- 15
Rotterdam 25 20 30 28 43 38 30 31 24 27 34 32 35 30 35
Valencia 26 21 30 28 -- 34 34 39 36 -- -- -- 36 -- --
HongKong
DestinationPort
Singapore
Shanghai
Busan
Tokyo
Tianjin(Xingang)
Ningbo
Qingdao
Yantian
Kaoshiung
Nagoya
Kobe
XiamenKwangyang
Yokohama
Origin Port
Quickest Time Slowest Time
Source: Shipping company websites,accessedAugust 2015
Canadian ports on the East and West coast are well incorporated into global cargo shipping routes to Asia. Port Metro Vancouver and Prince Rupert boast two of the shortest shipping routes to Northeast
Asia. The Port of Halifax—as Canada’s best incorporated port for Asian-bound shipping on the East Coast—is quite comparable to rival American ports on the Eastern seaboard (Savannah and New York)
in terms of shipping times to Asia. Shipping times from Halifax to Asia may shorten with the recent expansion of the Suez Canal, and with the forthcoming completion of the expansion of the Panama Canal.

16. 016 / The Canadian

17. The Canadian / 017
Cool
QuebecCLAIRE DERONZIER IS NURTURING THE QUEBEC-JAPAN RELATIONSHIP
Cover Story
CLAIRE DERONZIER C
I don’t think people
realize the interest Japan
generates in French-
speaking countries
”
With 25 years experience in Quebec’s public ser-
vice under her belt, Claire Deronzier is a veritable
go-getter. A French language communications
expert and business strategist, she was appoint-
ed Déléguée générale (Delegate General) to the
Délégation générale du Québec à Tokyo (Quebec
Government Office in Tokyo ) in April 2013 —
the second woman in 40 years to be assigned to
Japan. She quickly moved up the government
ladder, taking on greater responsibilities, notably
as assistant deputy minister at the Ministry of
Immigration and Cultural Communities, her
last job before her posting to Tokyo. A seasoned
government official, she is well acquainted with
the worlds of politics and diplomacy.
A PROACTIVE NETWORKER
Only six months into her post as Delegate Gen-
eral in Tokyo, Deronzier had already organized
a number of meetings with political, business
and institutional leaders. “In Japan, the quality
of the relationships bears as much importance
as the product,” she says. “Moreover, for Que-
bec, speaking French helps in building rela-
tionships with people in political, diplomatic
and business circles.”
This strategy “has helped multiply the num-
ber of high-level meetings and forge active and
collaborative ties with Prime Minister Shinzo
Abe’s office.” She notes that in 2014 and 2015 she
was able to reach 3,000 people interested in Que-
bec’s promotional activities through the Franco-
phonie network in Tokyo, Kyoto and Kobe.
Seeing how much interest Molière’s lan-
guage generates in Japan, Deronzier made it
her duty to secure the post of vice-president
of the Council for the Promotion of la Franco-
phonie in Japan. This affiliation enables her to
exercise official leadership, even in non-mem-
ber states of the International Organization of
la Francophonie like Japan.
Last July, Ms. Deronzier and His Excel-
lency Ahmed Araita Ali, the ambassador of
Djibouti, headed a delegation of seven young
French-speaking Japanese (along with Masazaku
Nagata from the Prime Minister’s Office) to Liège,
Belgium, for the second edition of the French
Language World Forum to promote Japan to
Francophones from around the world. The Japa-
nese delegation, Deronzier says, was the “media’s
new darling,” adding: “Several interviews were
conducted by prominent media outlets including
TV5. I don’t think people realize the interest Japan
generates in French speaking countries.”
WHY LEARN FRENCH?
One-third of the participating nations at the
2020 Tokyo Olympics are members of the
OIF, which consists of 80 member states and
governments (57 members and 23 observers).
BY ANNABELLE LANDRY • PHOTOS BENJAMIN PARKS

18. 018 / The Canadian
“Many volunteers involved in the organization
of the 2020 Olympics will elect to learn French,
as was the case during the 1998 Nagano Winter
Olympics,” Deronzier predicts.
The popularity of French worldwide is
explained by the perception many people have
of it. “The Japanese romanticize France,” says
Deronzier. “While many associate French with
arts and culture, others recognize its value — ei-
ther for work, overseas travel or a certain lifestyle
and underlying values attributable to la Franco-
phonie.” Today, with the efforts conducted by the
Council for the promotion of la Francophonie
in Japan, the Japanese are discovering a new
diverse group of countries also speaking French.
The attraction is mutual. “Japan is a wealthy
nation that stands at the forefront of technology
and is the stuff of dreams,” the Delegate General
explains. “The cool Japan, the anime, manga
and Japanese creativity all fascinate Franco-
phone youth. For the young Europeans, Africans
and Americans, Japan is a world to discover.”
FAR AWAY, YET SO CLOSE
For Deronzier, the distance that separates
Japan from the Francophone world makes it
somewhat inaccessible. In Liège, she recounts
that “meeting young Japanese people who can
speak French was a revelation for many Fran-
cophones. People suddenly realized that it is
possible to get closer to Japan, in French, and to
maintain ties through social media.”
For Quebec, which ranks third worldwide in
terms of video game development and 3D anima-
tion techniques, “digital technology is not only
essential, it is a lever for the economic growth of
the entire cultural network, transforming how
we create and spread culture,” Deronzier says.
She adds that “the talk now is of the Francopho-
nie Economic Space.” In order to reach a broader
Japanese public, the Quebec Government Office
in Tokyo has revitalized its website, doubled its
Twitter followers and created a Facebook page in
both French and Japanese.
QUEBEC’S LIFESTYLE AND CULTURE
Quebec has made a name for itself through its
dynamism, innovation and internationally
acclaimed cultural products. “When you put
together Quebec’s gastronomy, fashion, culture
and design — we have a new francophone life-
style from North America — something quite
appealing to the Japanese,” says Deronzier.
“The reputation of Quebec’s culture helps
support the Delegation’s activities — especially
trade and diplomatic — with its Japanese part-
ners,” she continues. “Part of doing business is
Cover Story
The reputation of Quebec’s
culture helps support the
Delegation’s activities with its
Japanese partners
”

19. The Canadian / 019
getting to know your partner better. Enjoying cul-
ture or sports may create bonds between people.
We know that people in Quebec and Japan share
a deep interest in cultural activities. One recent
example is Ovo a Cirque du Soleil production
with its 585 performances in Japan that drew an
amazing number of spectators. And their 2016
tour, Totem has already been announced.”
On the music scene, the prestigious Montreal
Symphony Orchestra, led by none other than Jap-
anese-born American conductor Kent Nagano,
gave performances in five Japanese cities in 2014.
Japanese fans of Quebec movies are also
legion. “Out of six Canadian movies — five of
those presented at the 2014 Tokyo International
Film Festival — were from Quebec,” remarks
Deronzier proudly. Conversely, Japan’s film
industry is present in Quebec, notably thanks
to the Japanese Film Festival in Montreal.
A WIN-WIN SITUATION
In 2014, Japan was the seventh largest global
importer of Quebec goods, Deronzier reveals.
With over 45 per cent of Quebec’s GDP deriving
from its exports of goods and services, free trade
agreements are one way to facilitate the inter-
nationalization of companies. By lowering entry
barriers, these agreements improve Quebec
companies’ competitiveness in these new mar-
kets. “Another way to increase win-win business
activities is through the creation of joint ven-
tures and strategic alliances,” says Deronzier.
“Last year’s implementation by Sony Corpo-
ration and Hydro-Quebec of a new joint venture
dedicated to research and development of a
large-scale energy storage system for power grids
is particularly significant given the decision to
implement the company in Quebec,” the DGQT
says. For Sony, this association is an opportunity
to benefit from Hydro Quebec’s extensive knowl-
edge of rechargeable lithium-ion batteries.
A DRIVING FORCE IN THE GREEN ECONOMY
In an effort to reduce its carbon footprint, Que-
bec adopted the Sustainable Development Act in
2006. The DGQT reports that “Quebec’s economy
is amongst those with the highest standards in
terms of protection of the environment,” citing
the province’s creation of a regulated carbon
market in January 2013 as “a veritable driving
force for business opportunities in this sector.”
This month, a delegation of over twenty re-
searchers and high-level business represent-
atives from Quebec — the largest in recent
years — will be participating in the Science
and Technology in Society forum (STS) in Kyoto.
“Quebec has a growing interest in research and
technological development partnerships with
Japan,” the DGQT says. A joint Quebec-Kyoto
seminar on environmentally sustainable cities
will take place concurrently.
A strategic alliance between Nissan and Hy-
dro-Quebec, which has enabled the province
to expand Electric Circuit — its first 400-volt
public charging network — was inaugurated in
March 2011 only a year after Nissan launched
the Leaf, the first 100 per cent electric consum-
er car. “Since then, 109 private and institu-
tional partners have joined the Electric Circuit
initiative and the network now has over 4 500
members,” the DGQT reveals, adding Nissan’s
financial contribution will help install 25 addi-
tional rapid charging stations by 2016.
MEDICAGO: A FRUITFUL INVESTMENT
A C$245 million investment by Mitsubishi
Tanabe Pharma in Medicago — expected to cre-
ate 200 new jobs — illustrates both Japan’s desire
to expand its presence in Africa and Quebec’s
wish to reinforce its position as a key biotechnol-
ogy player in the global industry. This partner-
ship helped finance the development of new
experimental vaccines for the treatment of Ebola.
As a member of the CCCJ, Claire Deronzier
is determined to carry on with her networking
efforts. “I want to encourage enterprises from
Quebec to actively participate in the Chamber’s
activities so that they can contribute to and
extend the intercultural dialogue and friendship
exchange with their Japanese counterparts.”
As a final note, she offers: “I extend an invi-
tation to these businesses to help develop, with
the Canadian Chamber of Commerce in Japan,
a strong and dynamic presence for Quebec!”
Cover Story
Q&A
Which sectors of
economic,social and
cultural activity are the
Delegation General in
Tokyo promoting?
-The agri-food sector is
our most important [sector];
it’s 40 per cent of Quebec’s
exports to Japanese markets
— Japan mainly buys pork
meat,duck,soy beans and
maple products.We’re also
involved in aerospace,IT
and animation,circus arts,
dance,music,theatre and
cinema.
What are some of the key
competitive advantages
Quebec has to offer to
Japanese investors?
- Quebec offers access
to highly skilled and stable
human resources,and the
low cost of hydro electricity
is also an advantage in
terms of operating costs.
Moreover,the government
offers tax credit programs
and our public agency,
Investissement Québec,is
available to assist foreign
companies in Japan and can
provide financing.Finally,
companies have access
to a very large market like
the U.S.through NAFTA,
and now also through the
Europe-Canada agreement,
especially with regards to
France.
Did you
know…
There are over 125 million
French learners worldwide,
800,000 in Japan alone (OIF,
2014).
ThenumberofFrench
speakersworldwideshould
reach500to700million
peopleby2050(OIF,2014).
Together,Francophone
andFrancophilecountries
represent[…]16%ofthe
worldGDPandnearly14%of
theglobalenergyandmine
resources.(Attali,2014)
Nearly half of the electric
cars on the road in Canada
are registered in Quebec
(DGQT,2015).
Delegate General Claire Deronzier presenting the motion for peace adopted
by the Quebec National Assembly to Kazumi Matsui, mayor of Hiroshima.
Montreal and Hiroshima have been sister cities since 1998.

20. 020 / The Canadian
Asia Pacific View
BY STEWART BECK
ASIAN MARKET GROWTH
FREE TRADE
PIVOT POINTTHE TPP IS CANADA’S OPPORTUNITY TO PUNCH ABOVE ITS WEIGHT
A
Tony Nowell ABAC New Zealand representative and co-chair of the APEC Policy Partnership for Food Security. Photo courtesy Josh Fee.

21. The Canadian / 021
In his bestseller Moneyball: The Art
of Winning an Unfair Game, author
Michael Lewis quotes Bill James, ar-
guably the key disruptor of traditional
baseball thinking: “If you challenge
conventional wisdom, you will find
ways to do things much better than
they are currently done.” Canada is
at a pivot point with the Trans-Pa-
cific Partnership (TPP), and we will
be forced to challenge conventional
wisdom around our antiquated system
of supply management.
Recent rumblings that the U.S. is so
frustrated with Canada’s reluctance
to lower barriers to agricultural trade
that it is considering completing a TPP
that excludes us only heightens the
pressure to address outstanding issues
that are holding up the final text of the
agreement.
This may require leveraging our
country’s heavily protected supply
management system as a bargaining
chip in the negotiations. While critics
believe this would deliver a knockout
blow to our dairy and poultry indus-
tries, the dismantling of Canada’s sup-
ply management system should not be
seen as a threat, but as an opportunity
to make Canadian exports in these
industries globally competitive.
The easing or elimination of Can-
ada’s supply management system has
the potential to affect the livelihoods
of dairy and poultry farming families
across Canada and millions of Canadi-
an consumers, but there is an element
here of short-term pain for long-term
gain. Using the lessons learned from
previous FTAs and from other countries
that have gone through similar dereg-
ulation, Canada can create substantive
export industries with a competitive
presence in international markets.
The pursuit of free trade in Canada
has often coincided with dire predic-
tions of a demise of our small-scale
Canadian agricultural industries. In
the lead up to the completion of the
North American Free Trade Agreement
(NAFTA), for example, many pundits
predicted the end of Canada’s protect-
ed wine industry if it were opened up to
competition with larger, more well-es-
tablished producers in California.
More than 20 years after NAFTA
came online, Canadian wineries are
thriving and have made significant in-
roads into U.S. markets, and as a result
are more competitive globally. In 2014,
Canada’s wine exports totalled more
than C$70 million.
At a recent Asia Pacific Foundation
of Canada roundtable on the TPP, John
Skinner, the proprietor of Painted Rock
Estate Winery in Penticton, British
Columbia, described a sizeable new
wine deal he’d struck with China. This
was welcome news — who could have
imagined such an agreement being
reached back in 1989, when the indus-
try feared the U.S. under NAFTA would
crush it?
“There is great demand in key
markets among Asia’s established and
emerging economies, especially China,
and it’s important for Canadian wines
to make the effort to win their business,”
said Skinner. “The fears of those early
NAFTA days have not materialized — in
fact, our industry has been strengthened
through greater competition.”
Looking further afield, Canada can
take lessons from Australia and New
Zealand. New Zealand fully deregu-
lated its domestic milk market in 1993,
while Australia finalized deregulation
in 2001. In Australia, the government
provided transition payments to dairy
farmers funded through a temporary
levy on milk, as the country moved to
a more open market system.
Removing regulatory constraints
and subsidies in New Zealand and
Australia has led to significant export
growth in the dairy sector. New
Zealand now exports 95 per cent of its
dairy production, compared to only
five per cent for Canada.
At APF Canada’s recent APEC Busi-
ness Advisory Council (ABAC) Executive
Roundtable in Toronto, New Zealand’s
ABAC representative Tony Nowell said
a highly protected approach to market
growth and stabilization ultimately
constrains productivity, innovation
and agricultural performance.
“Our farming community has
responded to the removal of those
constraints with more consolidation,
more competition, more innovation
and vastly more productivity, to the
point where we now boast the world’s
largest dairy company and global dairy
trader,” explained Nowell, also co-chair
of the APEC Policy Partnership for Food
Security. “We have no doubt that a sim-
ilar outcome is on the table for Canada,
and I am absolutely convinced that
New Zealand dairy investors would be
helping to lead the way.”
In 2014, New Zealand shipped over
US$3.5 billion worth of dairy to China,
New Zealand’s largest destination for
dairy-based goods. In contrast, Can-
ada’s dairy exports to China in 2014
amounted to US$4.3 million.
After 19 rounds and numerous
officials meetings, TPP negotiations are
nearing completion. What Canadians
need to realize is that by addressing our
supply management system within the
context of the TPP, we have an opportu-
nity to develop dairy and poultry export
industries that will allow Canada to
punch above its weight — and we should
anticipate a massive market in Asia.
Stewart Beck is the president and CEO of the
Asia Pacific Foundation of Canada,a not-for-profit
organization focused on Canada’s relations withAsia
Asia Pacific View
The fears of
those early
NAFTA days have
not materialized
— in fact, our
industry has been
strengthened
through greater
competition
”John Skinner,Painted Rock EstateWinery

22. 022 / The Canadian022 / The Canadian
Member Profile
MARC BOLDUCM

23. The Canadian / 023
BY JEFF W. RICHARDS
The Canadian / 023
A native of Montreal, Marc Bolduc first
arrived in Japan in 1997 as a student on a
working holiday visa. After becoming in-
terested in Japanese at McGill University
(where he minored in East Asian Studies),
Bolduc studied for two years at a senmon
gakko (professional training college) in
Yokohama — a city where he also taught
bothEnglishandFrench.Thisallowedhim
to get his bearings in a country that would
welcomehimagain 10years later when he
returned to work for Hitachi High-Tech in
itscorporatestrategydivisioninTokyo.
Now, Bolduc is back-and-forth from
Vancouver to Japan regularly as pres-
ident of a joint venture company be-
tween Hitachi High-Technologies and
Air Water Plant & Engineering co-or-
dinating the manufacture and sales in
North America of tank containers used
for transporting liquefied natural gas
(LNG) and related products crucial to the
distribution of LNG to remote customers
around the world.
He is also the current vice-chairman
of the Canadian Chamber of Commerce
in Japan — a position he’s set to vacate
when his term is up this October. “I first
heard about the CCCJ around 2010 from
business contacts,” he says. “I joined the
Chamber because I was looking to ex-
pand my network of contacts between
Canada and Japan.”
On this he was successful. Not only
did he meet other members and new
contacts, but he also made strategic
connections on both the business and
political fronts, which he sees as keys for
one’s success in the international corpo-
rate business world. One of those new
contacts was none other than current
chairmanWilfWakely.
“Wilf made me realize that all mem-
bers of the CCCJ could have an influence
on the Canada-Japan business relation-
ship,” he says. And that influenced him to
run for the board of governors because,
as he recalls: “Being on the board I could
have an even more fruitful experience.
When asked about what project or
committee he found the most interesting,
Bolduc immediately names the Events
Committee. “It was the first committee I
joined. I believe it’s a crucial committee for
the CCCJ as the one that helps to shape the
organization’s image,” he says. “I worked
on several events, but the one that I found
themostrewardingwastheEnergyRound-
Up in November 2014. This one event
broughtmanyoftheleadingindustryplay-
ers together to discuss topics of interest for
Canada-JapanLNGprojects.”
One of the things you learn rather
quickly if you spend time with mem-
bers of the CCCJ is the fact that they are
all hands on — and a chorus echoed
among them is “get involved.” Bolduc
happily picks up the refrain when asked
about his advice for new joinees: “Yes! I
think new members should get involved
as much as they can! The more you in-
vest yourself in the CCCJ, the more you
will benefit from your involvement.” He
suggests that if members give just one
to two hours of their time each week to
a committee, their actions will have “a
considerable impact on the Canada-Ja-
pan business community.”
Ashereflectsonhistimeasvice-chairman,
Bolduc sees there are advocacy issues
that the Chamber must continue. “I be-
lieve that free trade agreements, energy
and direct investment via private-pub-
lic partnerships are some of the current
agendas we should continue to explore
on the economic front,” he says. “On the
political side, things like voting rights
for Canadian citizens residing overseas
are important platforms for further CCCJ
advocacy.”
He encourages members to get in-
volved and join Chamber committees.
When asked if he had any message for the
new board, Bolduc says: “Continue to be
active on as many committees as you can
— even after being elected. Being a board
member is about leadership and lead-
ership needs to be continued from the
grassroots level in order to bring mean-
ingful impact to the CCCJ.”
The more you
invest yourself
in the CCCJ, the
more you will
benefit from your
involvement
”
Invest In
YourChamber
OUTGOING CCCJ VICE-CHAIRMAN MARC BOLDUC HAS A MESSAGE
Member Profile
MARC BOLDUC M

24. 024 / The Canadian
Report
TEXT & PHOTOS BY ANNABELLE LANDRY
Gender Diversity Roundtable
Akiko Kosuda, member of the CCCJ’s Honorary Board
of Advisors and a senior advisor to the Japan PFI/PPP
association, hosted the McGill MBA Japan Gender Diversity
Roundtable at TMI Associates, Roppongi Hills on June 23rd.
At the event, several members from the CCCJ’s business
community and greater international chamber network
participated in a discussion on the challenges of gender
diversity in the Japanese and global corporate worlds.
STILL A MAN’S WORLD
Suzanne Lang, the director of food and beverage for the
Roppongi Hills Club, took the podium first that evening.“Before
coming to Japan, I worked in Dubai for seven years. Upon
moving here, I was constantly asked:‘Didn’t you have problems
as a woman working in Dubai?’ But as long as I’ve been here, I’ve
felt it was easier to live and have a career in Dubai,” she said.“I
really felt as a woman you make a big step back [coming here].”
As the first woman to ever be promoted to the position of
food and beverage director in Tokyo, Lang observed that the
hospitality scene here is still predominantly an “all boys club.”
Unlike other countries where women are better represented,
in Japan, they are often relegated to traditional “female” jobs.
“In hotels all over [Tokyo] women are very successful in the
front office, housekeeping or the spa; but in other fields of
hospitality, they’re almost nonexistent.”
Yo Omoto, the regional medical liaison at Amgen Astellas
BioPharma, agreed.“The doctors I deal with are men. I don’t have
any female [counterparts], only male. I do hope to see a change.”
Even at Uniqlo operator Fast Retailing, a company where
women outnumber men, they are still underrepresented
in management-level positions. However,Younghee Seo,
the company’s corporate public relations manager, said its
president is committed to “increasing the number of women
in management positions,” which is a major step towards
building a better balance of women in the workforce.
MENTORING PROGRAMS
Years ago, when working as Tokyo human resources director
for a very large American company, Kosuda said she used
“external pressure to change the CEO’s mind.” Noticing the
low percentage of women in management, she wrote a
proposal aimed at promoting female employees. “The CEO
declined, stating [it] was unfair to men, that the company
should treat them equally. That’s when I decided to invite the
senior vice-president of diversity and inclusion from our U.S.
head office to come and talk to him.”
For Monica Merz, the president of Toys “R” Us Asia Pacific,
giving women “encouragement that they can go on maternity
leave and come back” is paramount to attracting and
retaining talent. “In Canada, we had many women who were
WORKPLACE EQUALITYR
CULTIVATING EQUALITY IN THE JAPANESE WORKPLACE
Akiko Kosuda, host of the CCCJ-McGill MBA Japan Gender Diversity Roundtable at TMI Associates in Roppongi Hills.

25. The Canadian / 025
Report
WORKPLACE EQUALITY
in management positions leave for not just one, but a number
of maternity leaves. [For example], one of our very senior
people right now left [twice] and each time came back to the
same job and was eventually promoted; she’s probably in that
sort of second level underneath the president.”
Another woman was promoted before she gave birth as an
incentive for her to return. In both cases, Merz said, “We had a
position available and we felt [they] had the capabilities so we
promoted [them].”
Whilesuchprogramsareeffective,Omotostressedthatthey
shouldbeofferedearlyintheemployees’careers.“Themotivation
tobethere,getpromotedand[stickwith]thecompanyiscreated
rightatthebeginningwhenyoustartworking.”
GENDER BIAS & EXPECTATIONS
When she joined Lixil, Chiaki Hashiba said she was the only
female engineer and so for months she had nothing to do
and quickly lost interest. Then, she joined the marketing
department for a year. “I called the customers to try and
understand the company better.” Step by step, she climbed up
the ladder and was eventually promoted to senior manager.
“I listen to customers,” she said. “I know what they want and
so I can do product planning and achieve success.”
According to Noriko Ishida, assistant director of the
McGill MBA program, customer expectations can also impede
a woman’s career advancement. Despite her previous
company’s attempt to put more women into management
positions, “it wasn’t well received by the clients because they
wanted a male buchou (director) or kachou (section chief),
not a female one,” she said.
Ishida, who used to be a kakarichou (chief clerk), recounted
that whenever customers saw that title on her business card,
they always asked her:“So, who’s your kachou?”That was
fifteen years ago.“But it’s still old fashioned,” she added.
FLEXIBLE WORKING CONDITIONS FOR EVERYONE
MikiTomoeda, who worked in a male-dominated environment
at a business consulting company for 12 years before venturing
out on her own, said she provided flexible working conditions
“not just for [herself], but for her team as well.”
“Flextime doesn’t just benefit women,”Tomoeda pointed
out. For those employees who must remain connected 24–7,
working from home can help bridge the gap. Also, people can
enjoy spending more time outside their workplace, have some
time with their families, for hobbies… whatever,” she added.
Another practice that works well, according to Omoto,
is to have “childcare facilities right at the site.” Couples can
conveniently drop off and pick up their children before and
after work, thus reducing traveling time, lowering stress levels
and, ultimately, increasing productivity.
“Managing time and expectations [...] creates a better
environment, not just for your team, but for the clients and
the company,” concluded Tomoeda. “Trouble is: we talk about
efficiencies, we talk about best practices, but if we don’t follow
it ourselves, it just doesn’t stick.”
One thing all who presented at the seminar agree on: it’s
time for Japanese companies to adopt more measures to
ensure that more employees — men and women, married or
single — take their allotted personal, parental and sick leaves.
Only then can a real change in corporate behaviour actually
ensue.
If you’re interested in taking part in the CCCJ-McGill MBA
Gender Diversity Roundtable series, upcoming events will be
held at the Roppongi Hills Club. Please visit the CCCJ website
for more details: cccj.or.jp/en.
R
In hotels all over
Tokyo, women are very
successful in the front
office, housekeeping
or the spa; but in other
fields of hospitality,
they’re almost
nonexistent
”

26. 026 / The Canadian
PAST EVENTSCHAMBER GOINGS ON AND BEYOND
Timeline
LOOKING BACKT
SUMMER
EVENINGPARTY
— June 24
One of the most popular joint-
chamber functions of the year, the
summer cocktail party attracted
a crowd of 400 business people
from several chambers to the
Roppongi Hills Club on the 51st
floor of the Roppongi Hills Mori
Tower. It was an evening of
networking, conversation, free
flow beverages, a top-notch
standing buffet and great prizes
topped off by a cool, ambient
jazz-blues-pop set from diva
Eimy, aka Blue Apple Yokohama.
NAKANO
BEER GARDEN
MATSURI
— July 31
Guests helped raise enough
money for over 1,000 books in
support of Room to Read at the
Footnik pub in Nakano as part of
the Beers for Books campaign
supported by the CCCJ along
with Mobile Monday and Tokyo
Startups United. For every drink
sold, Footnik donated ¥100 to
fund local language books to
empower children in developing
countries via literacy and gender
equality in education.
TOKYO BAY
CRUISING
— September 10
Following two days of hard
rain from Typhoon Etau,
CCCJ members braved the
elements for a fresh-air evening
cruise around Tokyo Bay from
Takeshiba Pier. Gathered on
the top deck of a multi-story
ferry, guests enjoyed a casual
networking event while cruising
past some of the city’s most
wellknown landmarks.
CANADA
DAY
— July 1
The 2015 CCCJ Canada Day party at the
Tokyo American Club drew a crowd of
80 distinguished guests and members
of the Canuck community-at-large in
Tokyo. Following greetings from chairman
Wilf Wakely and vice-chair Marc Bolduc,
Canada’s Ambassador to Japan, His
Excellency Mackenzie Clugston offered
some warm remarks in celebration of
Canada. Former Japanese Ambassador
to Canada, Sadaaki Numata, offered the
evening’s official kanpai (toast). The event
also recognized the 50th anniversary of the
raising of our iconic red-and-white maple
leaf flag over Parliament Hill in 1965.
CCCJ
ALUMNI
MIXER
— September 18
CCCJ members and alumni
associations from Canadian
universities (McGill, Simon
Fraser, UBC and University
of Toronto) packed Roppongi
BrewDog for a laid back, no
cover charge “Back to School”
mixer. People in attendance
were diverse in background
and industry, but all shared a
common Japan-Canada link.

27. TOKYO 2015
M A P L E L E A F G A L A
O n N o v e m b e r 1 3 t h , 2 0 1 5
t h e C a n a d i a n C h a m b e r o f C o m m e r c e i n J a p a n h o s t s i t s a n n u a l M a p l e L e a f G a l a
i n t h e p r e s e n c e o f H e r I m p e r i a l H i g h n e s s P r i n c e s s Ta k a m a d o &
H i s E x c e l l e n c y , A m b a s s a d o r o f C a n a d a t o J a p a n M a c k e n z i e C l u g s t o n .
Th e M a p l e L e a f G a l a i s t h e fl a g s h i p C a n a d a - J a p a n
c o m m u n i t y e v e n t i n To k y o , a n d 2 0 1 5 m a r k s i t s 3 7 t h y e a r.
“ E n e r g i z i n g S y n e r g i e s ” i s t h e t h e m e ,
c e l e b r a t i n g t h e l o n g s t a n d i n g a n d v i b r a n t c o n n e c t i v i t y
o f C a n a d a - J a p a n b u s i n e s s e s , a n d r e c o g n i z i n g t h a t o u r m e m b e r s h i p
r e p r e s e n t s m o r e J a p a n e s e o r g a n i z a t i o n s a n d i n d i v i d u a l s
w i t h a n a ffi n i t y f o r C a n a d a t h a n e v e r b e f o r e .
Fo r i n f o r m a t i o n o n e v e n t d e t a i l s , t i c k e t s a n d r e g i s t r a t i o n ,
p l e a s e v i s i t h t t p : / / w w w . c c c j . o r. j p / e n / e v e n t / 2 0 1 5 - m a p l e - l e a f - g a l a
* * *
To k y o A m e r i c a n C l u b | N o v e m b e r 1 3 t h , 2 0 1 5 | 1 8 : 3 0 - 2 3 : 4 5

28. 028 / The Canadian
Calendar
DATEBOOK
Events/AUTUMN–WINTER 2015
C
6OCTOBER
2015
NAFTA
Pacific
Regional
PPP Update
The embassies of Canada,
Mexico and the United
States, in partnership
with the Canadian
Chamber of Commerce
in Japan, will hold a
conference on public-
private partnerships
(PPPs) and opportunities
in the NAFTA region.
Interest in overseas
PPP opportunities is
growing among Japanese
investors, driven by
anticipated returns that
are greater than those
realized in Japan. At
this conference, experts
from both the public
and private sectors will
discuss the current state
of PPP projects in Japan,
North America (including
Canada, the U.S. and
Mexico) and Asia, as well
as the opportunities and
challenges these present
to investors. Canadian
and other global PPP
players in engineering
procurement, construction
and finance, should plan
to attend.
Date: Oct 6
Time: 9:30 a.m. – 5:40 p.m.
(reception to follow)
Location: Embassy of
Canada to Japan
www.cccj.or.jp/en/
event/2015-P3-Update
9OCTOBER
15OCTOBER
CCCJ–McGill MBA Japan
Gender Diversity Roundtable
Series: “Promoting Men’s
Ownership”
This breakfast roundtable discussion session is part of
the CCCJ’s gender and diversity events and advocacy
series. The sessions aim to catalyze and support
gender differences and inclusion efforts by giving
participants a chance to discuss meaningful ways in
which gender gap issues can be challenged.
Date: Oct 15
Time: 8 a.m.– 9 a.m.
Cost: Free
Location: Roppongi Hills Club
1OCTOBER
Classic
American
Pop-Up
Bar
Spend some Thursday and Friday evenings in the
cooler autumn season with classic Americana from the
1960s and 70s — an era when pop culture flourished
among American youth, a period often recognized by
malt shops, diners, drive-in movies and jukeboxes.
Grand Hyatt Tokyo will reinvent these times, offering
oldies music and classic American-inspired snacks in
a spacious outdoor environment in the hotel’s Chapel
Garden, adorned with nostalgic props. Guests will be
able to relax and enjoy popular music from the era
and savor classic American snacks and free-flowing
beverages, including Budweiser beer, Jim Beam
bourbon and soda pops, while allowing themselves to
slip back into the nostalgia of a bygone era.
Date: Oct 1, 2, 8, 9, 16 & 23
Time: 5 p.m. – 9 p.m.
Cost: ¥6,000 per person, classic American set menu
Location: Chapel Garden, Grand Hyatt Tokyo
Mercedes-Benz
Cole Haan Cup
The 2015 Mercedes-Benz Cole Haan Cup will be played
at the same venue as previous years — the Atsugi Kokusai
Country Club in Kanagawa Prefecture. The organizing
task-force is working hard to make this a memorable event
for all participants. There will also be an after-party on
October 14 at Mercedes-Benz Connection in Roppongi.
Date: Oct 9
Time: 8:30 a.m.
Location: Atsugi Kokusai Country Club
www.dccgolf-japan.com/index.html

29. The Canadian / 029
Calendar
DATEBOOK C
31OCTOBER
Champagne Glitz Nights
at The Oak Door Bar
Every last Saturday of the month for the rest of the year, The Oak Door Bar on the
sixth floor of the Grand Hyatt Tokyo will host a Champagne Glitz Night. Each month
features a different brand of exclusive bubbles (available to purchase by the bottle
for ¥6,000), resident DJ Guy Perryman spinning lounge worthy tunes and if you
purchase a bottle you will automatically be entered to win a magnum of champagne
at midnight. October’s event is a Halloween special featuring Veuve Clicqot while
November will be a Bollinger James Bond inspired evening and December chills with
Billecart Salmon.
Date: Oct 31, Nov 28 & Dec 26
Time: 6 p.m. – midnight
Cost: ¥6,000 per bottle
Location: The Oak Door Bar, Grand Hyatt Tokyo
22OCTOBER
A Quebec
Evening in
Roppongi
The Quebec Delegation
to Tokyo and the CCCJ
will host a networking
event celebrating
the feature story in
the current issue of
The Canadian. CCCJ
members are invited
to mix and mingle at
the Roppongi Hills
Club Star Bar and its
VIP lounge — complete
with a star-lit ceiling
and a glamourous
night view overlooking
Shinjuku and Ikebukuro
— at a discounted rate
of just ¥4,000. Tickets
include admission to
the event, a standing
buffet and free flowing
beverages.
Date: Oct 22
Time: 7 – 9 p.m.
Cost: ¥4,000 (CCCJ members),
¥8,000 (non-members)
Location: Roppongi Hills Club
www.cccj.or.jp/en/event/
quebec-evening-roppongi
13NOVEMBER
2015 Maple
Leaf Gala
The annual Maple Leaf
Gala, in the presence of
Her Imperial Highness
Princess Takamado
and His Excellency,
Ambassador of Canada
to Japan Mackenzie
Clugston, is the
flagship Canada-Japan
community event in Tokyo
and 2015 marks its 37th
year. The CCCJ events
committee is planning a
festive evening of prizes
and entertainment,
as well as excellent
Canadian wine and food.
Date: Nov 13
Time: 6:30 - 11:45 p.m.
Location: Tokyo
American Club
www.cccj.or.jp
Mark your calendars, the CCCJ is pleased to invite you to the 22nd annual Joint Chamber
Bonenkai, the year-end networking party for a diverse crowd of business people from domestic
and international business chambers in Japan. Guests this year are welcomed to Canada’s
Embassy to Japan for one of the finest bonenkai parties in Tokyo, complete with a grand
standing buffet, free flow drinks, prizes and entertainment. Last year’s party attracted a lively
crowd of 300 guests from 10 different chambers of commerce.
Date: Dec 10
Time: 6:30 – 8:30 p.m.
Cost: ¥8,500 (members), ¥11,000 (non-members)
Location: Embassy of Canada to Japan
www.cccj.or.jp/en/event/cccj-joint-chamber-bonenkai-2015
CCCJJointChamber
Bonenkai
10DECEMBER

30. 030 / The Canadian

31. The Canadian / 031
AIU Insurance
Company Japan
Starting business as a general insurance
company in Japan in 1946, AIU Insurance
Company, Japan Branch is locally
incorporated and started business as AIU
Insurance Company Ltd. in April 2013.
AIU accesses the worldwide network and
overseas market experience of American
International Group (AIG), as well as its long
proven track record in Japan, to provide
customers with reliable insurance products
and services.
HQ
Vancouver
The Business Council of British Columbia
(BCBC), the Government of Canada and the
Province of British Columbia have entered
into a partnership and funding agreement
to establish HQ Vancouver. With a focused
approach, this initiative will leverage Canada’s
and British Columbia’s strategic location,
high-quality infrastructure, sound government,
and diverse and well-educated population
to attract expanding medium-to-large sized
Asian corporations to establish their North
American head offices in the province.
Nakai Immigration
Services
As a boutique immigration law firm with over
20 years of experience, we provide one-stop
professional legal services to obtain visas
for Japan. Our team includes gyoseishoshi
(immigration) lawyers, a US attorney at law,
a former supervisor at the Tokyo Regional
Immigration Bureau and a labor and social
security attorney. Our multilingual staff speak
native English, Spanish, native German,
Chinese and Korean apart from Japanese.
Correspondence is available in all of these
languages.
Tokyo Counselling
Services
Tokyo Counseling Services mental health
counseling professionals are qualified JSCCP
clinical psychologists licensed to practice in
Japan. Counseling services are available in
English, Chinese, French, German, Korean,
Japanese and Portuguese. In addition,
Tokyo Counseling Services founded and
supports the non-profit organization Allied
Psychotherapy Relief Initiative for the
Children of Tohoku (APRICOT).
JAL CAE Flight
Training (JCFT)
Co. Ltd.
JCFT is a joint venture between CAE, a world-
leading Canadian flight simulator manufacturer
and training provider, and Japan Airlines. Our
training center is located at Haneda Airport,
where we provide airline operators the most
comprehensive portfolio of pilot training and
simulator maintenance services available in
commercial aviation. Our team of experts
provide customer focused solutions tailored to
airline training requirements.
Nakagawa
Japan Co. Ltd.
Tower Knives
Located in the heart of Osaka, Nakagawa
Japan Co. Ltd. is a small trading company
specialized in facilitating business relations
between Japanese and international
companies. Founded in 2012 with a focus
on the export of Japanese-made knives, the
company has since grown in volume and
expanded its product ranges.
Solar Power
Network K.K.
Solar Power Network (SPN) is a wholly
employee-owned Canadian power company
founded with the goal of bringing Ontario into
the renewable future. By installing high-yield,
low-angle solar panels on unused commercial,
institutional and industrial rooftops; SPN
generates green energy locally—for local
consumption. In addition to eliminating the
losses associated with long-distance energy
transportation, these installations provide
peak power at times of peak consumption,
thus reducing the province’s reliance on fossil
fuewwls. SPN uses regional installation and
operation teams for all sites, resulting in local
jobs and commerce.
Scotia
Securities
Asia Limited
Scotia Securities Asia Limited is an invest-
ment banking arm of Scotiabank and pro-
vides financial services such as fixed income,
equities and M&A advisory.
Borden
Ladner Gervais
LLP (BLG)
Borden Ladner Gervais is a pre-eminent
full-service, Canadian law firm focusing
on business law, commercial litigation and
intellectual property solutions for our clients.
BLG are experts in business and corporate
commercial areas, electricity markets, public-
private infrastructure projects as well as
being a charities and not-for-profit solicitor.
New Members
Directory D
Corporate
Corporate Sustaining
Corporate Non-Resident
Small Business
& Professional
Directory
PwC Canada
In Canada, PwC (PricewaterhouseCoopers)
has more than 6,500 partners and staff in
locations from St. John’s, Newfoundland to
Victoria, British Columbia. With more than 100
years of excellence in Canada, we provide
industry focused assurance, advisory and tax
services for public, private and government
clients. As part of a larger network of over
180,000 people in 158 countries, we work to
provide clients with the best of our collective
thinking, experience and solutions to build
public trust and enhance value for our clients
and their stakeholders.

32. 032 / The Canadian
Accounting & Tax
KPMG
www.kpmg.com
Manulife
www.manulife.co.jp
Nagamine & Mishima
www.nagamine-mishima.com
Solid Japan K.K.
www.solidjapan.com/global
PwC Canada
http://www.pwc.com/ca/en
Takahashi Tax
& Accounting Office
http://tk-tax-accounting.com
Advertising &
Marketing
HQ Vancouver
www.bcbc.com/hq-vancouver
Southwestern Ontario
Marketing Alliance
www.somasite.com
Airlines & Aerospace
Air Canada
www.aircanada.jp
Avcorp Industries Inc
www.avcorp.com
Bombardier Aerospace
www.bombardier.com
JAL CAE Flight Training
(JCFT) Co. Ltd.
http://www.jalsim.com/
Associations &
Foundations
The Board Director Training
Institute of Japan (BDTI)
http://bdti.or.jp/english
Canadian Chamber of
Commerce/ La Chambre De
Commerce Du Canada
www.chamber.ca
Canada’s Research-Based
Pharmaceutical companies
www.canadapharma.org
The Canada-Japan Society
www.canadajapansociety.jp
Japan Automobile
Manufacturers Association of
Canada
www.jama.ca
Japanese Canadian Cultural
Centre
www.jccc.on.ca
The Japan Chamber of
Commerce and Industry
www.jcci.or.jp
Japan PFI/PPP Association
www.pfikyokai.or.jp
The Japan Society
www.japansocietycanada.com
The Overseas Construction
Association of Japan Inc.
www.ocaji.or.jp
Tokyo American Club
www.tokyoamericanclub.org
Audio, Visual & Media
Vanten K.K.
www.vanten.com
Vega Project
http://vega-global.co.jp
Automobiles &
Toyota Motor Corporation
www.toyota.co.jp
Banking, Investment
CIBC World Markets
(Japan) Inc.
www.cibcwm.com
Manulife
www.manulife.co.jp
RBC Royal Bank
www.rbccm.com/japan/jp
Regalia Financial Group
www.regalia-financial.com
Scotia Securities Asia Limited
(Tokyo Branch)
www.scotiasecurities.jpn.
scotiabank.com
TSI International Group
www.tsi-international.com
www.tsi-direct.com
Tokyo Investment Research
Services Inc.
Building Products &
Construction
2x4 Applied Technologies
http://2x4appliedtechnologies.com
Canada Wood
www.canadawood.jp
Icynene Asia Pacific Inc.
www.icynene.co.jp
TSI International Group
www.tsi-international.com
www.tsi-direct.com
Tsuda Sangyo
www.tsuda.co.jp
Xypex Chemical Corporation
www.xypex.com
Consulting
Apex K. K.
www.apexkk.com
Ashton Consulting
www.ashton.jp
C-Mach International
www.cmach-int.com
Currie & Brown
www.curriebrown.com
Focus Cubed Inc.
www.focus-cubed.com
Slate Executive Search Group
www.slate.co.jp
Strategic Consulting
Japan G.K.
www.consulting-japan.com
Consumer Products
GaiaWorks Inc.
www.gaiaworks.com
Toys “R” Us, Japan
www.toysrus.co.jp
Tower Knives Osaka
www.towerknives.com
Education
Eurocentres Canada / Oxford
International Education Group
www.languagecanada.com
Hello Kids Myogadani
www.hellokids-myogadani.jp
MacEwan University
www.macewan.ca/asiapacific
McGill MBA Japan
www.mcgillmbajapan.com
Energy
Canadian Solar
http://canadiansolar.co.jp
Daruma Energy
http://en.darumaenergy.com
FortisBC
www.fortisbc.com
Directory
Members Directory
MEMBERSD

33. The Canadian / 033
Directory
Solar Power Network K.K.
http://solarpowernetwork.co.jp
Engineering
Avcorp Industries Inc.
www.avcorp.com
JGC Corporation
www.jgc.co.jp
Linamar Japan Inc.
www.linamar.com
West Nippon Expressway
Company
http://global.w-nexco.co.jp
Food & Beverage
KMDI International
http://kmdi.co.jp
Maple Leaf Foods Japan Inc.
www.mlfj.jp
Royal Canadian Water
Company Ltd.
www.royalcanadianwater.com
Forestry
Interex
http://interexfp.com
TimberWest Forest Corp.
www.timberwest.com
General Trading
Houses
Hitachi High-Technologies
Corporation
www.hitachi-hitec.com
Mitsubishi Corporation
www.mitsubishicorp.com
Government
Representatives
Alberta Japan Office
www.albertacanada.com/japan
British Columbia Trade and
Investment Office, Japan
www.britishcolumbia.ca
Délégation générale du
Québec à Tokyo
www.mri.gouv.qc.ca/tokyo
Embassy Of Canada
www.canadainternational.gc.ca/
japan-japon
Ontario International
Marketing Centre
www.investinontario.com
Yukon Government Economic
Development
www.economicdevelopment.
gov.yk.ca
Health & Wellness
Inaba Dental Clinic
www.ireba-inaba.jp
High Technology
TechInsights Japan K.K.
www.techinsights.com
Thales
www.thalesgroup.com/en
Hotels &
Accommodation
Grand Hyatt Tokyo
http://tokyo.grand.hyatt.com
New Otani Co. Ltd.
www.newotani.co.jp
Holding Companies
Lixil Group Corporation
www.lixil-group.co.jp
Human Resources
Pasona Canada Inc.
www.pasona.com
www.pasonagroup.co.jp
Randstad K.K.
www.randstad.co.jp
Insurance
AIU Insurance Company
www.aiu.co.jp
Bridges International
Insurance Service
www.biis.ca
Manulife
www.manulife.co.jpInterpretation &
Translation
Office M-Brains
Thomas Consultants
International Co. Ltd.
ww.thomasconsultantsintl.com
YPS International
www.yps-international.com
IT & Software
Emissary Computer Solutions
www.emissary.co.jp
Lawyers & Legal
Services
Borden Ladner Gervais LLP
www.blg.com/en
Bull Housser
www.bht.com
Davis LLP – Davis & Takahashi
www.davis.jp
Gowling Lafleur Henderson
LLP
www.gowlings.com
Osler, Hoskin & Harcourt LLP
www.osler.com
Nakai Immigration Services
LPC
www.tokyovisa.co.jp
TMI Associates
www.tmi.gr.jp
Torys LLP
www.torys.com
Transfer Canada Pacific
Management Ltd.
www.tcpm-21.com
White & Case LLP
www.whitecase.com
www.whitecase.co.jp
Management
North Plains
www.northplains.com
Marketing &
Communications
Akuntsu
www.akuntsu.com
Thomson Reuters
http://thomsonreuters.com
Minerals & Metals
Canpotex (Japan) Limited
www.canpotex.com
Rio Tinto
www.riotinto.com
Movers & Relocation
Asian Tigers Mobility
www.asiantigers-japan.com
Petroleum Products
Chevron International Gas Inc.
www.chevron.com
Idemitsu Kosan Co. Ltd.
www.idemitsu.com
Pharmaceuticals
Sato Pharmaceutical Co. Ltd.
www.sato-seiyaku.co.jp
Real Estate
Century 21 Sky Realty
www.century21japan.com
Colliers International
www.colliers.com
Showa Sangyo
www.showa-sangyo.co.jp
TSI International Group
www.tsi-international.com
www.tsi-direct.com
Transportation
Fednav
www.fednav.com/en
Testing and
Certification
CSA Group Japan
www.csagroup.org
Disclaimer:
As this list will be made
public, no information
regarding individual
members will be available.
Individual membership
information and member
representative contacts will
be made available to the
general CCCJ membership
in the Annual Membership
Directory.This information is
also available—for members
only—on the CCCJ website.
www.cccj.or.jp

34. 034 / The Canadian
Chamber Voices
BY LARS COSH-ISHII
INCUBATING BUSINESSC
START ME UPPUBLIC-PRIVATE INITIATIVES SHOULD BRIDGE THE CANADA-JAPAN SME DIVIDE
It’s widely acknowledged that small- and
medium-sized enterprises (SMEs) drive
economies globally; increasingly we see
talented teams from Tokyo to Toronto
taking the pragmatic steps required to
build and deploy next-generation prod-
uct and service offerings. There is a defi-
nite and growing buzz in the incubating
start-up spaces that is well underway on
both sides of the Pacific.
As G7 partners, Canada and Japan
have complimentary alignment of head
and heart with combined access to sig-
nificant human and natural resources.
There is a certain synergy in our respec-
tive and collective assets; we’re typically
considered to be honest, humble and
hard-working in character, while strate-
gically located aside — or connected into
— huge regional markets.
The latest Global Startup Ecosystem
Ranking — a benchmark for startup eco-
systems rating regions on performance,
funding, market reach, talent and overall
startup experience — conducted by Start-
up Compass listedToronto,Vancouver and
Montreal in its top 20. While Japanese
Prime Minister Shinzo Abe vowed to“turn
Japan into an‘entrepreneur powerhouse’”
in his recent speech toWall Street, he ref-
erenced related supporting efforts under-
way at the newly formedVenture Creation
Council along with continued impressive
gains in year-on-year IPO listings and div-
idendsviatheTokyoStockExchange.
ThereisstronglogicforJapaneseSMEs
to choose Canada as their entry point to
the Americas, following many of their
larger peer’s demonstrated diligence.
Considering the comparable cost–benefit
of access to space and talent — with the
opportunity to beta trial so-called “prod-
uct market fit” — Canada has plenty to
offer. And it’s all within an easy flight into
standard targets south of the border.
The Startup Visa program launched
in 2013 allows foreign entrepreneurs to
set up shop in Canada based on three
simple requirements: they must be able
to speak either official language, have
sufficient personal funds to live and pro-
vide a letter of support from an accredit-
ed VC fund, angel investor or incubator.
Meanwhile, Japan is a major consumer
market, with parliamentary democracy
and rule of law, and a country that de-
livers significant sales for every major
brand in the world. This revenue chan-
nel, and its established reach into the
rest of the Asia-Pacific, should also be
extremely attractive to Canadian SMEs
seeking solid potential avenues to in-
crease shareholder value.
As for addressable business segments
— which range across the spectrum from
banking, education, energy and health
to media, retail and transport — the dig-
ital revolution over this last decade is an
obvious vertical. A simple example, from
my area of expertise, shows Japan gener-
ating the largest annual mobile app rev-
enues in the world — surpassing the U.S.
despite having less than half of the popu-
lation. Suffice to say: the technology-re-
lated climate here is an attractive lure.
Also interesting; Japan’s Education
Ministry Tobitate Scholarship Program
(the word tobitatsu literally means “to
start up”) launched in late 2013 as a pub-
lic-private partnership (PPP) that sup-
ports Japanese high school and university
students (up to US$30,000 per year) to
study abroad. It has a stated goal of aiding
180,000 participants through 2020.
With all that said, the need for build-
ing bridges to connect these various
players and enable them to discover new
opportunities becomes increasingly
clear. Canadian examples, like the C100
and Wavefront, have done admirable
work over the last few years, while the
annual New Economy Summit series
has delivered world-class conference
events in Tokyo since debut in 2013.
It’s a good bet we’ll see increasing ex-
change activities over the near-term —
along with an ever greater competitive
environment — between Japan and the
world. I would humbly suggest we are
livinginhistorictimesandthatit’sincum-
bentoneachofus,asindividualsandrep-
resentative entities, to step forward and
contribute in any way possible toward a
brighter future.
This is our mandate, with challenges
and rewards both simultaneously clear
and unknown, as unofficial ambassadors.
Join us! connect@cccj.or.jp
The
technology-
related climate
in Japan is
an attractive
lure
”
Lars Cosh-Ishii is the founder and managing director of
Mobikyo,the publishers of WirelessWatch Japan.
www.mobikyo.com

35. The Canadian / 035
Retrography
GLASS PLATE R
The Canadian / 035
FIRST FROM JAPAN
— Manzo Nagano
In 1877 Manzo Nagano, a 22-year-old from Nagasaki (pictured, centre),
stepped off a British ship in New Westminster, British Columbia and
became the first Japanese immigrant to Canada. He fished salmon
on the Fraser River before opening a hotel and store in Victoria. There
he raised a family before retiring to Japan in 1923, one year before his
death from tuberculosis. On October 7, 1977, as part of the Japanese
Canadian Centennial, the 1,950-metre high peak Mount Manzo Nagano
in British Columbia was officially named after him.
PHOTOS COURTESY NIKKEI NATIONAL MUSEUM (WWW.NIKKEIPLACE.ORG)