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Tokyo, Japan, March 12, 2019—The Japan Aerospace Exploration Agency (JAXA) and Toyota Motor Corporation (Toyota) agreed today to study the possibility of collaborating on international space exploration. As a first step, JAXA and Toyota agreed to further cooperate on and accelerate their ongoing joint study of a manned, pressurized rover*2 that employs fuel cell vehicle technologies. Such a form of mobility is deemed necessary for human exploration activities on the lunar surface. Even with the limited amount of energy that can be transported to the moon, the pressurized rover would have a total lunar-surface cruising range of more than 10,000 km.
International space exploration, aiming to achieve sustainable prosperity for all of humankind by expanding the domain of human activity and giving rise to intellectual properties, has its sights set on the moon and Mars. To achieve the goals of such exploration, coordination between unmanned missions, such as the recent successful touchdown by the asteroid probe Hayabusa2 on the asteroid Ryugu, and manned missions, such as those involving humans using pressurized rovers to conduct activities on the moon, is essential. When it comes to challenging missions such as lunar or Martian exploration, while various countries are competing in advancing their technologies, they are also advancing their cooperative efforts.
JAXA President Hiroshi Yamakawa had this to say today about the agreement between JAXA and Toyota: “At JAXA, we are pursuing international coordination and technological studies toward Japan’s participation in international space exploration. We aim to contribute through leading Japanese technologies that can potentially generate spin-off benefits. Having Toyota join us in the challenge of international space exploration greatly strengthens our confidence. Manned rovers with pressurized cabins are an element that will play an important role in full-fledged exploration and use of the lunar surface. For this, we would like to concentrate our country’s technological abilities and conduct technological studies. Through our joint studies going forward, we would like to put to use Toyota’s excellent technological abilities related to mobility, and we look forward to the acceleration of our technological studies for the realization of a manned, pressurized rover.” Read More
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Japan is known as a country that prizes and exemplifies hard work. While there are significant benefits to this worth ethic, excessive work habits create problems for the country as well. Media attention to KAROSHI (death because of too much work) has helped to bring some of these challenges to the forefront of social and political discussion. Furthermore, Japan is currently the most rapidly aging country in the world, resulting in critical shortages in the workforce necessary to maintain the economy, currently the third largest in the world.
In order to provide a solution to these challenges, Japan has shifted gears to reform its work habits and to reduce working hours so that everyone—including the elderly and others who were not able to work because of the lengthy hours expectations—can enter or remain in the workforce.
The new “Work Style Reform Legislation” was passed in 2018 and makes significant revisions to Japan’s labor laws. Most of the amendments take effect in April 2019. Employers that have operations in Japan need to take immediate action to comply with the new requirements.
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If the country wants to slow its population decline, it’s going to have to abolish its two-track labor system.
Japan’s leaders seem happy to rest the country’s fate on the shoulders of its women. Prime Minister Shinzo Abe wants to get more of them out of the home to compensate for a shrinking workforce. His deputy Taro Aso, on the other hand, had to apologize recently after blaming them for not having enough kids. I can hear women secretly seethe, “What now, they want us to work, have kids and take care of husbands?” (Male participation in chores is notoriously low in Japan.)
At Davos this year, Abe rightfully took pride in noting that the number of working women in Japan had increased by 2 million between 2015 and 2018 and that nearly 70 percent of Japanese women between the ages of 15 and 64 were employed last year — a labor participation rate “higher than, say, in the U.S.” That’s a fundamental cultural shift that will generate benefits for years to come.
But Japan doesn’t just need to get more women into the workforce. It needs to create conditions that would allow them to thrive there and develop fulfilling careers, while still having babies and raising families. That’s going to require much tougher, more extensive reforms than Abe’s government has been willing to entertain thus far.
What Abe wasn’t so eager to share in Davos is that the quality of women’s labor in Japan remains embarrassingly low. The wage gap stood at 24.5 percent in 2017, meaning a Japanese woman earns on average a quarter less than a man’s dollar. The World Economic Forum, Abe’s Davos host, ranks Japan at No. 110 in its Global Gender Gap Index 2018.
This divide is the product of a rigid, dual-track labor market particular to Japan. Regular workers, about 62 percent of all salaried workers excluding management, enjoy pay hikes and fringe benefits at the expense of bearing full-blown responsibilities. Irregular workers, on the other hand, have limited responsibilities and time commitments, but are largely relegated to menial tasks and often passed up for raises. As of 2017, only 44 percent of working women held regular positions, in contrast to 78 percent of employed men. Indeed, 73 percent newly employed women in 2018 — 620,000 out of 850,000 — could find only irregular positions.
From the standpoint of Japanese businesses, this looks like a success. The government estimates that between 2017 and 2030, Japan will lose 3.8 million workers due to deaths outnumbering births. It’s hoping for women, senior citizens and foreign workers to fill the void. Conveniently, they are all cheaper than classic “salarymen” holding regular positions.
In the longer term, though, this isn’t a solution. Japan’s fertility rate has been slipping, from 1.57 in 1989 to 1.43 in 2017. Absent more babies and large-scale immigration, which remains politically impossible, Japan’s population will continue to dwindle, losing close to 400,000 people per year, or 0.3 percent of the population.
The question is how to make it possible for Japanese women to raise families, work and get promoted. Up until 2010, only 20 percent of women returned to work after giving birth to their first child. I actually sympathize with male executives who are being pressured by the government to promote more women. Who could expect a rich pipeline of next-in-line female managers to emerge overnight? In hindsight, Abe’s original goal of having at least 30 percent of managers be women by 2020 was unrealistic. The latest figures by the Japan Institute of Labor Policy and Training suggests the number is closer to 13 percent.
Changing this will require addressing both rules and culture. In terms of the former, the key is to abolish the two-track labor system. Companies need to instill flexibility in career paths, eliminating the gap between regular and irregular positions. Workers need to be judged and rewarded based on output rather than face time. New rules forcing companies to pay workers the same for the same work, which go into effect next year, are a step in the right direction.
If workers are allowed to transition fluidly between different formats of labor, be it full-time or part-time, without leaving their employer, the road back to work will be smoother for women who interrupt their careers to have children. This flexibility will allow companies to pick their high-potential candidates from a much wider pool, leading naturally to a greater number of women in managerial positions in the future. Needless to say, it will also help men who take time off to care for children or aging parents.
Cultural change isn’t confined to offices. Men and women, at work and at home alike, need to fully embrace equal gender participation. Education will play a big role in changing attitudes. This will take time, but the trend lines are hopeful: According to a recent Nikkei survey, as many as 60 percents of twenty-something households say both husband and wife share a load of domestic chores equally, a stark contrast to a mere 30 percent within fifty-something households.
Most importantly, Japan’s government can’t rest on its record. While progress is visible, it’s only exposing how much further the country has to go.
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Automation Anywhere, a global leader in Robotic Process Automation (RPA), announced that it has received a strategic investment from Workday Ventures, solidifying a partnership that will help connect Workday customers to Automation Anywhere’s world-leading, intelligent RPA platform. In addition to the investment, Automation Anywhere has joined the Workday Software Partner Program.
Automation Anywhere pioneered RPA and its Intelligent Digital Workforce Platform, which leverages unique cognitive automation and analytic capabilities to drive increased productivity and business process accuracy.
“As a global leader in RPA, we are redefining the future of work,” said Clyde Hosein, chief financial officer, Automation Anywhere. “The investment from Workday Ventures and our partnership with Workday cements our ability to help more organizations accelerate their… Read more
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There are as many as 10 different types of motivation. Each one of these motivational types identifies a unique driving factor that can either increase or decrease a person’s motivation, resulting in levels of achievement, happiness, or success. Specific types of motivation typically motivate a specific type of person.
It’s up to you to identify the unique motivational type that’ll motivate you to live the life you want. However, when taken together, different types of motivation can be used as a unifying strategy to motivate yourself as well as the others around you. Therefore, the best motivational strategy is to identify the ones that resonate with you and blend them together.
To help, below are the top 10 types of motivation and how they work:
1. Intrinsic Motivation & Extrinsic Motivation
Broadly speaking, there are two general types of motivation: intrinsic motivation and extrinsic motivation. Intrinsic motivation states that people are motivated by internal rewards like fulfillment and contentment. Conversely, extrinsic motivation states that people are motivated by external rewards like a bonus or raise as well as negative external factors like getting fired.
However, while the opposite of each other, intrinsic and extrinsic motivation can be used together. For example…..
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Happy New Year 2019 from everyone at HCCR!
Evading the cold Tokyo winter and celebrating a great financial year, HCCR Tokyo team decided to spend our after-new-year holiday in a tropical paradise called Phuket!
Unfortunately, lady luck was not with us on our first day. Phuket was hit by Tropical Storm Pabuk, the worst storm Thailand has ever seen since 1989. We spent most of our first day indoors while enjoying the sound of the trickling storm and the laughter of fellow comrades.
Morale unhindered, we started our 2nd day with a 2019 kick-off and 2018 review meeting followed by delicious all you can eat steak and seafood buffet dinner!
After the storm has passed, we hopped on our van and visited The Sea Turtle Sanctuary, Phuket Tsunami Memorial, Bamboo Rafting, rode elephants, and finally trekking in the jungle where some of our members discovered a water cave filled with bats. After we got back to the city, we went and see Thai Boxing Match with ringside tickets. One of the boxers got their nose broken, ouch!
The day before was quite the land adventure but you cannot call it a trip without aquatic activities! On the third day, we set sail to the beautiful Raya Island. We snorkeled through clear waters while being surrounded by small fishes following us around. After touring through the island’s magnificent coral ecosystem we visited a local gelato shop and enjoy our sorbet while gazing at the incredible white sand beach.
On our last day, we took it easy by strolling down the beachside and enjoying the Thai shopping markets. Then we packed up our bags and head back to Tokyo in full energy and ready to own the year!
Happy New Year 2019 from HCCR and we hope you had as much or more fun than we had!
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Tokyo, July 27th, 2018 – Much is said about the cleanliness of Tokyo – very rarely will you see litter in our crowded metropolis. Despite Tokyo being one of the world’s cleanest cities, the city’s surroundings beaches are in need of some TLC. For our inaugural CSR event, our team decided that as many of us spend our weekends down at the beach we should do our small part in repaying mother nature.
Upon arriving at Enoshima Beach, our team was greeted by surfers in the lineup (tough life for some…), a blazing sun and for those who forgot to bring sandals, blister-inducing hot sand!!
Armed with disposable garbage bags, metal tongs and traditional white “bullet-proof woolen” gloves the team spent the morning picking up litter along the 1km long beach. We quickly realized that a large proportion of the litter was not the doings of Tokyoites but was mostly made up of washed-up articles – fishing lines, boating equipment and the occasional rubber boot. This litter poses a real threat to the aquatic life and as a typhoon was due to hit the following day, most of this would have ended back in the sea. Good timing on our part!
After disposing of the litter in the pre-determined location, we enjoyed a nice cold brew as we strolled along the beach towards a local bar – where we were greeted by more beverages and a flaming BBQ. Over the next few hours, we drank, ate more meat and seafood than you could poke a stick at, lobbied to relocate our office to Enoshima and drank some more. We then ventured to another nearby drinking hole where we, yep – you guessed it, drank some more and watched the sunset over Mount Fuji – an awesome way to finish a day at the beach.
Taking a day off work and doing our little bit to clean-up our surrounding environment was a meaningful experience and the HCCR team is looking forward to continuing similar focused CSR activities in the future.
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Tokyo, May 21st, 2018 – On the eve of the upcoming Japan Automotive Engineering Expo, HCCR K.K., a leading Tokyo-based specialist Executive Search firm, announced today the strategic addition of 5 expert consultants to compliment their existing team and core areas of focus, namely the Automotive and associated Technology markets, such as AI, machine learning, embedded systems, wireless and cloud solutions.
Joining the team in Tokyo are Kazushi Nakazato, Tsutomu Nagasawa, Leonard Anderson, Taichiro Ishida, and Rey Ladrillono. Each of the new members possesses over ten years of Executive Search experience in their respective markets.
“HCCR is proud to announce and welcome our 5 new members into our team. Being able to bring 60 plus years of Automotive and Tech recruiting experience in-house is a coup and will enable us to more strategically and extensively support our client’s talent acquisition needs. Events such as the Japan Automotive Engineering Expo continue to attract record numbers of attendees and illustrate the growing convergence between Automotive and Technology markets” said Casey Abel, Managing Director.
Kazushi Nakazato started his career as a Materials Engineer focused on powertrain-related materials before becoming one of Tokyo’s most renowned specialist recruitment consultants. He brings over 16 years of hands-on recruitment expertise in automotive, general industrial and IT markets.
Tsutomu Nagasawa brings over 25 years of cumulative experience in automotive engineering, Executive Search, and technical recruitment. Having started his career as an Automotive Engineer he subsequently progressed to a career as a recruitment consultant covering automotive and general manufacturing industries.
Leonard Anderson is a well-known figure in the Japan semiconductor market having recruited in this sector for the past 14 years. He possesses a solid track record in successfully delivering high-impact searches for regional leadership roles in Japan and the APAC region, whilst also delivering niche technical talent solutions across a variety of domains.
Taichiro Ishida has been delivering talent solutions within the Japan market for the past 10 years and possesses deep knowledge of the Japanese Manufacturing sector. Ishida will be playing a key role in HCCR’s expansion of their Managed Talent Solutions, part of HCCR’s growing Talent Solutions portfolio.
Rey Ladrillono brings with him 12 years of recruitment experience in automotive and industrial markets supporting foreign multinational companies operating in Japan to identify and attract Senior Management and engineering talent for their regional operations.
“In these times of immense technical change across Automotive and associated Technical markets, both our Japanese and International clients face urgent needs to continue to recruit external talent for engineering, business development and corporate leadership roles. I am excited at the prospect of working alongside our new members in delivering our Talent Solutions portfolio to our clients” said Masumi Hamano, Executive Consultant.
HCCR is deeply aware of the technological changes impacting a variety of industries from the introduction of connected, “smart” and autonomous technologies and looks to continue to position itself in the center of these convergences.
“We are excited to continue building on our differentiated platform of high-touch, research centric Talent Solutions for our clients in Japan. The addition of our 5 new members now brings our Tokyo team to 15 consultants. Since day one we’ve made a conscious effort to focus on hiring the very best consultants available in the market – experts possessing specific industry knowledge, along with deep networks and consulting experience. 2018 is already shaping up to be a record-breaking year for HCCR” said Sean Travers, Managing Director.
HCCR’s Tokyo team will be attending the Japan Automotive Engineering Expo scheduled to be held during the 23rd to 25th May 2018 at the Pacifico Yokohama Exhibition Hall.
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Tuesday 1st May – Chiba International Country Club
What initially started out as a leisurely round of golf, quickly escalated into a full-blown Ryder Cup-esque competition – pitting the US Team, Casey, and Michael, against the ANZACs (NZ & Aus) Team, Len, and Sean.
Its no secret of the love that the Anzac’s share for each other, but the coming together of a Cleveland Cavalier’s fan and an arch enemy, Golden State Worrier’s (typo…) fan was akin to the shredding of the iron curtain.
The US Team were touted as (self-proclaimed) favourites. Quicker than you could say “Golden State is winning…. let’s jump on the bandwagon” – Len birdied the 1st hole. The US team quickly came to the realization that the “Diggers” were here to play.
When not hitting the bejeezus out of the ball, Michael (aka Tokyo’s answer to Butch Harmon) put his coaching to good use – advising Casey on several critical shots….his impeccable timing also saw him imparting his pearls of putting wisdom to Len…..albeit mid-swing.
It was a see-sawing battle that was finally decided on the 17th hole, with Len “Nerves of Steel” Anderson sinking a 6-foot putt. The ANZAC’s were victorious.
Plans are already underway for our next Golf Challenge to be held in the coming months. Whilst the US Team is out for revenge, our Japanese consultants are also looking to represent and make the most of their home ground advantage.
Meanwhile, Management has already initiated discussions with our building admin to check the feasibility of installing a purpose-built indoor driving range……permits pending.
Last but not least, our internal hiring criteria have been adjusted – with a “slight” bias towards recruiters who shoot a sub-10 handicap.
Suitably qualified applicants please apply….c/o Team Anzacs.
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Friday 23rd – Yuzawa Onsen, Niigata Prefecture.
Inspired by the recent Winter Olympics the HCCR crew ventured out to Yuzawa Onsen for a well earned day on the slopes.
Within minutes of arriving in Yuzawa, the crew were making a beeline for the ski lifts. Whilst Yuzawa isn’t the most technically challenging run, it does offer spectacular views of the Japan Alps – it’s easy to forget that it’s only a 90-minute commute away from Tokyo.
After refuelling for lunch, the team hit the slopes for a few more hours before calling it a day and boarding the bullet train back to Tokyo.
Upon returning to Tokyo we wrapped up on the day’s festivities with a team dinner at Mucho’s Mexicano….sharing stories and pics of an epic day in the snow.
All in all, it was a refreshing break and just reward for our team’s great start to 2018.