©2014 Global Compact Japan Network all rights reserved.
United Nations Global Compact
The 6th China-Japan-Korea
Roundtable Conference
- REPORT -
2014
“Engagement –Calling From East Asia for Post-2015”
November 12, 2014
Global Compact Japan Network
Contents
I.
Overview
1.The 6th CJK-RT Conference Outline
・・・P.3
2.Theme
・・・P.4
3.Schedule
・・・P.5
4.Participants Information
・・・P.6
5.Public Relations
・・・P.7
II. Report on Each Program
1.Main Event
①Day1：Agenda/Speakers
・・・P.8
i.
Opening Remarks
・・・P.11
ii.
Congratulatory Remarks
・・・P.11
iii.
Keynote Speech
・・・P.12
iv. Calling from Academia
・・・P.12
v.
Business Session Part1
・・・P.14
vi. Business Session Part2
・・・P.18
vii. Youth Program
・・・P.23
viii. Closing Remarks
・・・P.30
ix. Dinner Party
・・・P.30
2.Side Event
①Day2: Optional Event
・・・P.31
III. Supporters
1. Sponsoring and Cooperation
2
・・・P.33
Ⅰ. Overview
1. The 6th CJK‐RT Conference Outline

Objective :

To strengthen the partnerships between UNGC three Local Networks in East Asia, as a center of manufacturing
and a source of sustaining world economy, by learning favorable cases and sharing information and discuss on
common issues to implement the UNGC 10 principles for realizing the sustainable society.

To build the close network of companies and academia among three Local Networks for promoting the CSR
activities.
To provide opportunities for China‐Japan‐Korea students to interact with participants from business and
academia for the global perspectives, as the ones who have responsibility to improve the future CSR practices.
To enhance cultural interaction.



Date : August 28(Thu)‐29(Fri) , 2014

Venue : The Shinagawa Prince Hotel, Tokyo, Japan

Co‐hosts : Global Compact Network China, Global Compact Korea Network

Organizer : Global Compact Japan Network

Sponsored by :
Sumitomo Chemical Company, Limited; AJINOMOTO CO.,INC.; SCSK Corporation; LIXIL Group Corporation;
MS&AD Insurance Group Holdings, Inc.; OLYMPUS CORPORATION; Kikkoman Corporation;
Nankai Tsu‐un Corporation; Japan Football Association; Hakuhodo Inc.; Hatae Oil Co., Ltd.;
Fuji Xerox Co., Ltd.; Fuji Optical Co., Ltd.; Mitsubishi Heavy Industries, Ltd.; The Yokohama Rubber Co., Ltd.;

Cooperated by :
AJINOMOTO CO.,INC.; ITOCHU Corporation; Ernst & Young Institute Co., Ltd.; SCSK Corporation;
NEC Corporation; OMRON Corporation; Kikkoman Corporation; Shin‐Etsu Chemical Co., Ltd.;
SUMITOMO CORPORATION; SEGA SAMMY HOLDINGS INC.; Chiyoda Corporation; TOPTOUR Corporation;
Hakuhodo Inc.; Lion Corporation; Nihon Unisys, Ltd.

Participants : Academia, Business, Students as representatives in each theme from China, Japan and Korea
*open to the public

Language : English *Japanese simultaneous interpretation service

Program : “Engagement ‐ calling from East Asia for Post‐2015”
1. Keynote Speech : Mr Masamitsu Sakurai, Executive Advisor, Ricoh Company, Ltd.
2. Calling from Academia : “World Trends on Setting the Post‐2015 Development Agenda”
3. Business Session :
Part1) ”Business Engagement on Climate Change”
Part2) “Stakeholder Engagement for Building the Sustainable Society”
4. Youth Program :
“The Ideal Form of Business Engagement (CSR) in Achieving the Sustainable Development – with regard to UNGC”
A) proposal to the company ; The ideal CSR of the perfect company for the youth to work for ten years later.
The business challenges for East Asian companies to implement the ideal CSR management.
B) proposal to the youth ; The ideal image of the perfect community for the youth to live in ten years later.
The societal challenges (especially of the youth) for East Asian companies to implement the ideal
CSR management.
5. Dinner Party
6. Optional Event : Factory Tour (AJINOMOTO CO.,INC)
3
Ⅰ. Overview
2. Theme
While “Post‐2015 Agenda Construction”, as one of the UN’s major two goals in 2014, has been discussed, the concept
of “business engagement” serves as the base of it.
In achieving the UN’s goal of sustainable development, rather than depending on the nation states or governments to
be driving actors, the concept of business engagement promotes private corporations and associations to be the key
actors. This concept is not new, in fact, it has been existing for more than 14 years since the UNGC was established in
2000. Today, more than 12,000 corporations and associations are part of the UNGC.
As for UNGC the 6th China‐Japan‐Korea Roundtable Conference, our aim was to reconfirm and promote the importance
of the business engagement under the current condition as well as to give opportunity for UNGC to be more engaged to
various stakeholders in East Asia. Therefore, we set our main theme as “Engagement –Calling from East Asia for Post‐
2015”.
At the same time, we also acknowledge the importance of the agenda “climate change”, as it is another major goal of
the UN and was the main theme for UNGC the 5th China‐Japan‐Korea Roundtable Conference held in China last year. This
year, we focused on climate change as the main theme for business session so that each country can present and discuss
on their cases.
[History of CJK‐RT Theme：Academia, Business]
＊A:Academia、B：Business
2009：1st Conference in Seoul, ” Corporate Social Responsibility”
A：①Rethinking Values of GC in celebrating the 10th Anniversary
②Engagement & Collaboration of Northeast Asian CSR Community
B：UNGC & CSR in Northeast Asia
2010：2nd Conference in Shanghai, ”UNGC”
A：Achieve the Blueprint of GC Sustainability Development in 21st Century
B：①Implementation of the UNGC & CSR and Green Development ②CSR Supply Chain Management
2011：3rd Conference in Tokyo, ”Business and Society –Striving for UNGC Blueprint”
A：Worldwide trends that impact on CSR issues
B：①CSR development for supply chain and value chain management
②GC LEAD Program ③Social Enterprises and CSR
2012：4th Conference in Seoul, ”Corporate Sustainability”
A：Supply Chain & SME & Job Creation
B：①Evaluation of Rio⁺20 ②Evolving Partnerships for CSR
③Development of Corporate Sustainability Practices for Supply Chain and Value Management ④Making an Enabling Environment for CSR
2013：5th Conference in Beijing, ”Climate Change”
A：①CSR concerning Climate & Environment
②CSR & Sustainability (Post 2015 Agenda)
B：①Role of Company on Climate Change
②Sustainable Development from Company View
2014：6th Conference in Tokyo ”Engagement –calling from East Asia for Post‐2015”
A：World Trends on Setting the B：①Business Engagement on Climate Change
Post‐2015 Development Agenda
②Stakeholder Engagement for Inclusive Growth in Sustainable Development Goals
Business
Academia
UNGC
＜UNGC Stakeholders’ Engagement＞
Youth
Japan
4
China
UNGC
Korea
[History of CJK‐RT Theme：Youth Program]
Launched by the Korean Local Network in 2012, youth program had been held aside of the main program in the previous
years. However, in 2014, we included it as one of the main programs under the same theme, the “business engagement”.
2012：1st＠Seoul
①Change of CSR ecosystem and perspective on the trilateral cooperation
②Rio+20 and outlook on Green Economy ③The way to build a market economy for a better world ④Corporate Value promotion through Anti‐Corruption ⑤The innovative cases of Social enterprises and way to go forward 2013：2nd＠Beijing
① Most important 5 topics in sustainable development arena in the foreseeable future
② The implication of CSR for companies ③ The role of different stakeholders in promoting CSR
④Drafting of the Proposal of Youth in China, Japan and Korea on Caring for Climate
2014：6th CJK‐RT in Tokyo
“The Ideal Form of Business Engagement (CSR) in Achieving the Sustainable Development – with regard to UNGC”. A)Proposal to the company; The ideal CSR of the perfect company for the youth to work for ten years later
B)Proposal to the youth; The ideal image of the perfect community for the youth to live in ten year later
Ⅰ. Overview
3. Schedule
Day0: 8/27(Wed)
AM
Day1: 8/28(Thu)
CJK‐RT Conference
Day2: 8/29(Fri)
8:45‐8:50
Opening Remarks
P.11
8:50‐9:00
Congratulatory Remarks
P.11
9:00‐9:20
Keynote Speech
P.12
9:20‐11:05
Calling from Academia
P.12‐13
11:20‐13:10
Business Session Part1
P.14‐17
8:30‐15:00
Optional Event
Factory Tour
11:30‐13:30
Lunch Meeting
with Mr Kell
13:10‐14:10
Lunch
Lunch
P.31‐32
14:10‐16:15
Business Session Part2
P.18‐22
PM
16:30‐18:00
Youth Program
16:30‐20:30
Youth
Program
Day0
Dinner
P.23‐25
P.23‐29
17:00‐18:00
Steering
Committee
18:00‐18:15
Closing Remarks
18:30‐22:00
Welcome Dinner
18:35‐20:35
Dinner Party
5
P.30
P.30
References
Main Event
Side Event
Ⅰ. Overview
4. Participants Information

8/27（Wed）Day0
[16:30‐20:30] Youth Program @AP Shinagawa (10th floor, Room E, F and G)
Participants number in total：49 people
① Students: Japan (14), China (15), Korea (10)
② Facilitators: Mr Guowei (GC Network China), Mr Mori (International Christian University), Mr Moon (Korea University Business School)
③ Teaching Advisor: Mr Ushijima / Ms Owens (EY Institute Co., Ltd)
④ Commentator: Mr Miura (Nagoya University), Mr Kawabata (Nankai Tsuun Co., Ltd)
⑤ Secretariat: Kadoya, Miura, Nakao

8/28（The）Day1
[8:45‐18:15] The 6th China‐Japan‐Korea Roundtable Conference @Shinagawa Prince Hotel
(12 floor, Room: Silver)
Participants number in total：204 people
China (23), Japan (161), Korea (19), GCO (1) *Cancellation on the day; 5（6％）
① Speakers: China (5), Japan (12), Korea (5), GCO (1)
② Students: China (15), Japan (14), Korea (10)
③ LNs: China (3), Japan (11), Korea (3)
④ Audit: China (2), Japan (111), Korea (2) ⑤ Etc.: Translators (8), Travel agency staffs (2), Media staff(1)
*Number of participants by the programs AM(187), Lunch (151), PM (191), Dinner Party(104)

8/29（Fri）Day2
[8:30‐15:00] Optional Event : Factory Tour (AJINOMOTO CO.,INC)
Participants number in total：47 people
① Participants: China (17), Japan (9), Korea (16) * Cancellation on the day (5)
② Secretariat: Natori (Executive Manager), Kadoya, Miura, Nakao/Inoue (Translators)
6
Ⅰ. Overview
5. Public Relations
 Fulfillment and Enlargement of Publicity Activities As the closing conference of second‐round of the China‐Japan‐Korea Roundtable Conference, with the support from Hakuhodo Inc., we put our emphasis on publicity in order to make the existence and the purpose of conference known to GC‐JN members, prospective participants and concerned organizations. [Creation and Promotion of CJK RT Logo]
Getting an image from the name “roundtable”, within the round shape, we drew a world map to show that the conference was held to discuss on the global issues. “For the future of the Earth”
[Creation and Distribution of Posters and Flyers]
Our slogan was “Let’s Talk”. By using the familiar term, we tried to make sure that every participant can be engaged. [CJK RT Website] *URL: http://www.ungcjn.org/cjkrt
In order to make related information accessible at anytime, we established the specific website for CJK RT.
We uploaded the speaker’s presentations on the website beforehand to enhance the understanding of audience and
to reduce the use of papers.
*Contents（Japanese/English）
•Outline
•Agenda
•Download（PW Needed）
•Speakers
•For Youth
•Sponsored by/Cooperated by
•Flight Information
•Accommodations
•Flyer/Poster/Logo
•Registration for Participation
•Links
•Venue Information/Contact
•Photos（PW Needed）
→Keep up update annually
7
II. Report on each program
III.1.Main Event
①Day1：Agenda/Speakers
References
Time
Program / Speakers
8:15‐8:45
30’
8:45‐8:50
5’
P.11
8:50‐9:00
10’
P.11
9:00‐9:20
20’
P.12
Registration
Opening Remarks ; Mr Toshio Arima, Chairman of the Board, GC Japan Network
GC‐JN 代表理事 有⾺ 利男 ⽒
Congratulatory Remarks ; Mr Georg Kell, Executive Director, UN Global Compact Office
1. Keynote Speech ; Mr Masamitsu Sakurai, Executive Advisor, Ricoh Company, Ltd.
株式会社リコー 特別顧問
桜井 正光 ⽒
2.Calling from Academia; “World Trends on Setting the Post‐2015 Development Agenda” 「Post-2015 を取り巻く世界の潮流」
9:20‐11:05
105’
P.12‐13
11:05‐11:20
[Speakers] (China) Mr Zhao Guowei ‐China Enterprises Confederation, GC Network China (Japan) Mr Satoshi Miura / 三浦 聡 ⽒
‐Professor, Graduate School of Law, Nagoya University
‐名古屋⼤学⼤学院法学研究科 教授
(Korea) Mr Jae Sung Kwak
‐Professor, Kyunghee University
[Moderator]
(Korea) Mr Hong Jae Im ‐GC Korea Network, Secretary General
15’
Coffee Break
3‐1. Business Session Part1; “Business Engagement on Climate Change”
「気候変動におけるビジネスエンゲージメント」
11:20‐13:10 110’
P.14‐17
[Speakers]
(China) Mr Chen Peitao ‐Deputy General Manager of Corporate Strategy and Investor Relations Department, Industrial and Commercial Bank of China Limited (Japan) Mr Masao Seki / 関 正雄 ⽒
‐Senior Advisor, Corporate Social Responsibility Department, SOMPO JAPAN INSURANCE Inc. -株式会社損害保険ジャパン CSR 部 上席顧問
(Japan) Mr Yusuke Saraya / 更家 悠介 ⽒
‐President, SARAYA Co., Ltd. / サラヤ株式会社 代表取締役社⻑
(Korea) Mr Keun Chul Chun ‐Director General, General Affairs Department, National Pension Service
[Moderator] (China) Ms Wang Fengzuo ‐Deputy Executive Secretary‐general of GC Network China ‐Division Chief of International Department of China Enterprise Confederation
8
Time
13:10‐14:10
Program / Speakers
Lunch ⋆venue:10th Floor “Moonstone”
60‘
3‐2. Business Session Part2 ; “Stakeholder Engagement for Building the Sustainable Society”
「持続可能な社会実現に向けたステークホルダーエンゲージメント」
[Speakers]
(China) Mr Li Xiao ‐Board director & CEO, TICO Digital Group
(Japan) Mr Tomoyuki Matsuura / 松浦 智之 ⽒
-Corporate Vice President, Executive General Manager Procurement Group,
Fuji Xerox CO., Ltd. -富⼠ゼロックス株式会社 執⾏役員 全社調達担当兼調達本部⻑
(Japan) Mr Keisuke Ota / ⼤⽥ 圭介 ⽒
-Manager, CSR Promotion and Social Contributions Office, Corporate Communications Division, NEC Corporation 14:10‐16:15 125‘
-NEC コーポレート・コミュニケーション部 CSR・社会貢献室 マネージャー
(Korea) Mr Young Kee Kim ‐Executive Vice President, LG Corp.
[Moderator]
(Japan) Ms Mariko Kawaguchi / 河⼝ 真理⼦ ⽒
-Chief Researcher, Research Division, Daiwa Institute of Research Ltd.
P.18‐22
-株式会社⼤和総研 調査本部 主席研究員
‐‐‐‐‐‐‐
Introduction; “A Vision of Desirable CSR Activity in the Supply Chain”
「サプライチェーンにおける望ましい CSR 活動のあり⽅」発表
(Japan) Ms Yoshie Usui / 薄井 芳恵 ⽒
-GC‐JN Supply Chain Working Group / GC-JN サプライチェーン分科会
-CSR Implementation & Administration Board, Tamron Co.,Ltd. -株式会社タムロン CSR 推進室
16:15‐16:30
15‘
Coffee Break
4. Youth Program ; “Proposal on the Ideal Form of Business Engagement (CSR) in Achieving the Sustainable Development – with regard to UNGC”
「持続可能な開発におけるビジネスエンゲージメント（CSR）に関する提案 - GC を意識しつつ」
16:30‐18:00
P.23‐29
90‘
[Youth Participants] (China) 15 (Japan) 15 (Korea) 10 members [Moderator/ Japan Team Facilitator] Mr Katsuhiko Mori / ⽑利 勝彦 ⽒
‐Professor, College of Liberal Arts, International Christian University ‐国際基督教⼤学 教養学部 教授
[Facilitators] (China) Ms Li Li ‐Assistant Professor of institute of international economy, University of International Business and Economics
(Korea) Mr Hyoung Koo Moon ‐Professor, Korea University Business School
9
Time
Program / Speakers
4. Youth Program ; Cont.
[Teaching Advisor] Mr Keiichi Ushijima / ⽜島 慶⼀ ⽒
‐Principal Fellow, Ernst & Young Institute, Co., Ltd. -EY 総合研究所株式会社 主席研究員
16:30‐18:00
90‘
P.23‐29
[Commentators] Mr Satoshi Miura / 三浦 聡 ⽒
‐Professor, Graduate School of Law, Nagoya University
‐名古屋⼤学⼤学院法学研究科 教授 Mr Toshihiko Kawabata / 川端 敏彦 ⽒
-President, Nankai Tsu‐un Corporation
‐南海通運株式会社 代表取締役
Mr Georg Kell ‐Executive Director, UN Global Compact Office
Mr Toshio Arima / 有⾺ 利男 ⽒
‐Chairman of the Board, GC Japan Network / GC-JN 代表理事
Closing Remarks ; 18:00‐18:15
15’
P.30
Mr Kazuo Ogura / ⼩倉 和夫 ⽒
‐Advisor, The Japan Foundation / 国際交流基⾦ 顧問
‐Former Ambassador Extraordinary and Plenipotentiary to Republic of Korea / 元駐韓国⼤使
5. Dinner Party 18:35‐20:35 120‘
P.30
[Overview] Mr Georg Kell, Executive Director, UN Global Compact Office
[Speech] (China) Mr Han Bin, Executive Secretary General, GC Network China
(Korea) Mr Hong Jae Im, Secretary General, GC Korea Network
[Youth Certificate Award]
[Closing Speech] Mr Akio Nomura / 野村 彰男 ⽒
‐Director, GC Japan Network / GC‐JN 理事
(MC)
Mr Toshihide Natori
Executive Manager
GC Japan Network
10
II. Report on Each Program
1-①-ⅰ Day1: Opening Remarks
[Mr Toshio Arima, Chairman of the Board, GC Japan Network]
Welcome to you all and as the chairman of the hosting Network, it is my great pleasure to announce
the 6th China‐Japan‐Korea Roundtable. Thank you very much Mr Im Hong Jae and Korean members
and Mr Han Bin and Chinese members for gathering here in Tokyo after traveling long way from your
home countries. And lastly but not least members from the hosting country, Japan, gathering this
many today. I am honored and it is a great pleasure to have Mr Georg Kell, head of the United Nations
Global Compact Office, together with us at this time flying all the way from New York. Thank you
Georg to be here with us. Your presence and guidance will add huge values to our endeavors.
This year’s theme is “Engagement ‐Calling from East Asia for Post‐2015”. With this, we aim to strengthen the
partnership among three Local Networks of the Global Compact and to jointly send out messages to the world for
pursuing the Post‐2015 Sustainable Development Goals, through sharing good practices and knowledge as well as
discussing common issues relative to the UNGC 10 principles and post‐2015 SDG’s. This will be an extremely valuable
opportunity for building close networks among all of us in Business, Academia and Youth. I would like to stress that
the UNGC is really an effective platform for pursuing these objectives.
I would like to share with you the status of the Network in Japan. GC‐JN is continuing its steady progress both in scale
and quality. In terms of scale, signatories are coming close to 200. But it is our issue and intent to increase more
rapidly. In terms of quality, we formulate 13 to 15 working groups each year, voluntarily gathering to learn from
experts and each other. Themes are varying but basically relates to the 10 Principles and promotion of CSR. Some of
the Working Groups started to publish their own output such as a guidebook for the supply chain management. You
will be hearing from one of them today. Another topic, which I would like to highlight, is a one‐year program named
AKK for junior corporate executives, a program to learn and deeply think about CSR. The CEO of the member
corporations appoints participants. Having about 13 to 15 participants each year, the accumulated, close to 100
members, formulated AKK graduates’ network and started their own networking activities this year.
It is a great pleasure that 26 member corporations are supporting this event through donating either money, goods
and/or services. I thank you very much for their supports. As a whole I believe that GC‐JN is growing and making
steady progress but as usual, it is true that we have many issues, on which we are working diligently.
This year’s China‐Japan‐Korea Roundtable conference, which is the sixth, is a crucial opportunity, being the last
conference of the second round. I sincerely hope that this conference will be another success and be a great
opportunity for all the people gathered, to learn and most importantly, develop friendship and enjoy. Thank you very
much and have a good day.
Ⅱ. Report on Each Program
1-①-ⅱ Day1: Congratulatory Remarks
[Mr Georg Kell, Executive Director, UN Global Compact Office]
The China–Japan–Korea RT is a special and sole initiative of the UNGC, where three local networks
in East Asia actually meet and cooperate with each other. I am so glad to be here today.
To realize long‐term and financial success, companies are required to take social responsibility and
to act based on high ethical standards. Further, engagement among companies is getting stronger
with empirical rules applied. At present, there are three crucial points to be followed for businesses.
The first is “transparency.” Strong and successful businesses have positively been addressing the
issue of transparency in advance. The second is “public and private cooperation.” While businesses
have been globalized, governments remain local. Proactive stewardship is more effective, and the collaboration of
public and private can create values that should contribute to the solving of problems, especially of air and water.
This is a basic belief of the UNGC. The third is “trust.” Our world is now vulnerable and has entered a new era where
the old order does not apply anymore. We can see economic growth in big nations that emerged after World War II
and people are more empowered and independent than before. Business leaders should realize that they should
pursue sustainability in this world and need to restore trust.
The Post‐2015 Development Agenda already set 17 goals and targets that have direct concern with businesses’ CSR
strategies. This is an unprecedented opportunity in the history of the UN. When all of you work together and scale up
efforts, the power of the private sector will be able to influence global goals and targets. As the first step, I want you
to invest in taking your time for today’s agenda, which, I expect, can raise your awareness. As the interdependence
among nations, businesses, and people in the world is getting stronger, this conference is crucial for you to foster
trust.
11
II. Report on Each Program
1-①-ⅲ Day1: Keynote Speech
[Mr Masamitsu Sakurai, Executive Advisor, Ricoh Company, Ltd.]
“Toward the Creation of Low‐carbon Society”
According to the IPCC 5th Assessment Report Summary, we have only 30 years left to achieve the
below 2ºC goal with the current level reduction efforts.
As energy demand in developing countries has been increasing, our world, including all developing
countries, has no choice but to aim for “Creating a low‐carbon society” in order to achieve
sustainable growth under environmental and resources constraint.
To achieve a low‐carbon society, which is defined as a society that realizes both global warming
prevention and economic growth, we need to convert from an energy‐dependent economy to an energy‐independent
economy (Green Economy).
Based on such an idea, the roles and responsibilities of governments, business sector, and citizens need to be
emphasized and it is essential that businesses make policy proposals to the government, particularly on “Green
Economy,” through collaborated efforts going beyond sector and companies, and provide strong support for “Green
Economy” and “Green Growth.”
II. Report on Each Program
1-①-ⅳ Day1: Calling from Academia
 Session’s theme: World Trends on Setting the Post‐2015 Development Agenda
The RT is currently in the phase of developing a Post‐2015 Agenda. Under such a status, world trends of businesses’
efforts and attitudes toward the realization of a sustainable society, as well as matters needed to be considered, were
presented from the viewpoints of the UNGC and respective study approaches of the speakers. The recent progress
information on the development of the Post‐2015 Agenda, including the review of MDGs/SDGs, was also provided.
During the discussion, it was covered what we should do and how we should act toward the fall of 2015 in order to
achieve new goals and targets.
[(China) Mr Zhao Guowei, China Enterprises Confederation, GC Network China]
“Business Vision of Global Issues & Chinese Case of the Post‐2015 Development Agenda”
As a main pillar of a common view of international academia regarding the Post‐2015 Development
Agenda, social inclusion, good governance, and partnerships were described, followed by the
introduction of some favorable cases of Chinese enterprises and a number of photos referring to
the Post‐2015 Development Agenda. As for employment and social inclusion, he introduced
initiatives of enterprises as favorable cases where, for instance, 9,000 of all 23,000 employees were
immigrants from rural regions in one case, and 27.8% of employees were ethnic minority in another
case. Further, in relation with the Agenda, many other cases of Chinese enterprises in various areas
such as environment, compliance, and supply chain management were presented.
[(Japan) Mr Satoshi Miura, Professor, Graduate School of Law, Nagoya University]
“ “Post‐2015” and Beyond: A Proposal for Local Networks and Academia in CJK”
Mr Miura provided an overview of the Post‐2015 Development Agenda, described differences
between MDGs and SDGs using the GC’s “pyramid” and proposed a specific form of the
collaboration between business and academia that enables us to apply analysis to action and to put
principles into practice. Furthermore, he suggested creating a business–academic partnership
platform on who should participate in what way, while pointing out that the enhancement of the
collaboration among related countries and institutions will contribute to the solving of challenges
and the promotion of SDGs.
[(Korea) Mr Jae Sung Kwak, Kyunghee University]
“New Types of Business Engagement for Development Cooperation”
Mr Kwak described a trend of business engagement for development, indicating some specific
favorable cases. Comparing with conventional forms of engagement, he presented new types of
engagement along with some cases. Finally, as common features of new types of engagement, he
pointed out: localized long‐term engagement is a trend, business and development are getting
closer, multi‐stakeholder structure is necessary for the sake of both improved efficiency and
effectiveness, and some areas are more influential.
12
 Overview of Panel Discussion
<Moderator>
[Mr Hong Jae Im, Secretary General, GC Korea Network]
Mr Im asked the three presenters in turn for comments and questions on the presentations given by
the other presenters and they exchanged their views actively. First, Mr Miura asked Mr Guowei,
“What are the lessons learned through favorable cases of Chinese companies?” For this question, Mr
Guowei introduced a case where a company, whose head office was located in a desert, could not
only gain benefits but also contribute to the region they were operating in by developing resources.
Mr Kwak then requested Mr Guowei to “provide more favorable cases on this occasion, since
information on Chinese companies is not sufficient.”
Regarding the question from Mr Im, asking “What messages would you like to send as nations, that is, Japan, China,
and Korea, who account for 25% of the world’s population and also 20% of the world’s GDP?,” Mr Miura responded by
saying, “I want you to participate in the collaboration between Japan, China, and Korea. Let’s work together.” Through
the discussion, the three presenters deepened their understanding of each other’s presentations, showing a possibility
of future collaboration.
 Overview of QA
[Ms Wang Fengzuo]
Q: A joint research program by Japan, China, and Korea is being developed. As researchers, do you have any
suggestions regarding support from academia?
A: (Mr Kwak) Although there exists a platform, it is not directly connected with actual development activities.
Therefore, the public sector needs to take responsibility as a coordinator.
(Mr Miura) We should begin with specific research projects, and then, deepen those projects.
(Mr Guowei) We can see some research cooperation recently, but it is not enough. Information sharing training is
also not enough. Further efforts for information exchange are necessary.
[Mr Georg Kell]
Q: First, I would like to applaud your presentations. I also would like to ask you all, what do you think should be done
to accelerate knowledge sharing? Sharing of information and knowledge between the three nations is also
beneficial for the whole world, and as the main office, we are paying close attention to your efforts of sharing.
What do you think should be done to improve the effectiveness of such sharing of information and knowledge?
A: (Mr Guowei) A long‐term working group needs to be set up, and the accumulation of communication through the
working group.
(Mr Miura) Building up partnerships and finding allies are important.
(Mr Kwak) I agree with Mr Guowei’s view, that is, the creation of a working group. Through the working group, we
can make progress. In addition, I think both bottom‐up and top‐down approaches are necessary.
Finally, Mr Im summarized: “We could get various ideas on what we can do to realize the Post‐2015 Development
Agenda. Considering new approaches is also essential for the local networks of China, Japan and Korea. In that sense,
the idea of a working group sounds useful.”
The session showed some possibilities of future collaboration among people in the academia of three nations.
13
II. Report on Each Program
1-①-ⅴ Day1: Business Session Part1
 Session’s theme: Business Engagement on Climate Change
“Reaching an international agreement on climate change,” one of the UN’s two major targets for 2014, was also the
main theme of the China–Japan–Korea RT in Beijing last year. The conference thus chose the target as this year’s theme
of the business session and had continued information sharing and discussion.
During the session, what challenges businesses of Japan, China, and Korea addressed, how successful they were, and
how much progress they made were introduced. It was also discussed how Japan, China, and Korea need to deal with
the challenges still remaining.
[(China) Mr Chen Peitao, Industrial and Commercial Bank of China Limited(ICBC)]
• ICBC is the largest bank in China, with 4 million corporate clients and 400 million individual
clients. ICBC has initiated various policies for the protection of the global environment and the
creation of a sustainable society based on a traditional Chinese idea, “understand human being
as a part of nature.” ICBC signed the GC in 2012 as the first Chinese bank.
• ICBC adopted the Green Credit Management System as a part of its long‐term development
strategy, “Green Finance.” In 2014, ICBC developed a credit policy for 61 industries whose
features are as follows.
The Green Credit (GC) classification is used when making loans by rating customers and loans.
ICBC built a system that evaluates customers considering environmental rating as well as credit rating; for
instance, by giving advantages to customers taking environment‐friendly initiatives when rating.
• Successful results of the above efforts include the following.
ICBC’s balance of loans in green economic industries such as clean energy, environment protection, and efficient
use of resources is RMB 600 billion, as of the end of 2013. This figure, which accounts for 10% of ICBC’s balance of
corporate loans, is not a small number for the Chinese economy.
ICBC is loaning RMB 100 billion to 39 wind power generation projects and 49 solar power generation projects. So
far, the reduction of 4 million tons of CO2 emissions was achieved.
ICBC decreased the loans for excess capacity (for 300 million tons of iron and steel production), sheet glass
production (30%), and others in China. The balance of loans in these decreased by 12% as of the end of 2013. The
realized balance was also reduced. Compared with 2000, the iron and steel production of China grew by 800%, but
loans increased by just around 33%.
• As a reform of the business model, the reduction of paper resource, facilities, and energy was achieved through the
introduction of Internet banking (equal to 80% of all transactions). The CO2 emission was reduced by 9,000 tons.
• Some of ICBC’s achievements for the period from 2012 to 2013 are the increase of total assets by 22% and gross
profit by 26%, and the reduction of the headquarters office paper consumption by 13%, office electricity
consumption by 5.5%, and water consumption 4.6%.
• Through this conference, ICBC called for businesses of China, Korea, and Japan to further promote initiatives for
climate change. Mr Peitao finally commented he expects more businesses and organizations to sign the UNGC.
[(Japan) Mr Masao Seki, Sompo Japan Insurance Inc.]
• In the first half, Mr Seki described why an insurance company was addressing the climate change so actively, along with some cases, and in the second half, he emphasized the importance of engagement with responsibility and joint efforts of multiple businesses.
• In the history of CSR activities by Japan Insurance Inc., the participation in the Rio Earth Summit in 1992 is distinctive. The president of Japan Insurance Inc. at that time attended the summit, and this became an opportunity for the company to recognize the importance of dealing with global environmental issues and of civil society organizations. Also in 2012, Mr Seki attended Rio+20 and acknowledged the significance of the business sector’s participation in this area.
• The company is actively engaged in global initiatives, such as Caring for Climate (UNGC), the World Business Council
for Sustainable Development (WBCSD), and Principle for Sustainable Insurance (PSI). In particular, the company has
been involved in Caring for Climate since the initiative started and Mr Seki is a member of the Steering Committee.
• The characteristics of efforts to deal with the climate change are “adaptation” and “mitigation” and specific cases
based on these approaches were introduced.
14
Weather Index Insurance designed for Thai farmers (2010–): After implementing joint research with the Japan
Bank for International Cooperation, the company released a weather derivative with rainwater as its index. The
rainfall amount is observed at observation stations. As an insurance to support farming in drought‐hit regions, this
insurance is currently working in 17 regions in Thailand. This insurance received the Prime Minister’s Award of
Thailand.
Typhoon Guard (Insurance) in the Philippines (2014–): A typhoon insurance product for banana producers. This
insurance is offered in Mindanao.
Joint program with the World Bank: The Pacific Catastrophe Risk Insurance Pilot. The pilot program started under
cooperation with other insurance companies.
Wind power generation: A case of “mitigation.” An insurance to cover risks such as fire and lightning strike. The
company developed a system that allows insurance to carry out investigation when an accident actually happens
and cover costs to take measures to prevent reoccurrence.
• A book titled “How to deal with risks of climate change (Kiko hendo risuku to dou mukiau ka)” was published by the
Sompo Japan Environment Foundation. This book was written based on three years of joint research with experts.
The company considers it is an important role for insurance companies to make policy proposals.
• The company attended COP19 (Poland) and joined high‐level debate on policy proposals. Regarding WBCSD, the
company is involved in the policy proposal, “Action2020.” The cooperation between GC and WBCSD is getting
stronger year by year.
• As expectation for businesses is increasing, Mr Seki finished his speech by pointing out the importance of taking
collective action in industry in order to realize a sustainable society by utilizing main businesses of insurance
companies.
[(Japan) Mr Yusuke Saraya, Saraya Co., Ltd.]
• To begin, Mr Saraya appealed for the need to maintain peace between Japan, China, and
Korea. He also emphasized that the three nations should cooperate to lead the world in
order to deal with climate change.
• Saraya is engaged mainly in four fields: food sanitation, healthcare hygiene, public healthcare
and hygiene, and consumer goods. The company is operating globally and owns factories
throughout the world, including Uganda in Africa where it started production this year.
• Initially, Saraya considered its product, “Yashinomi (coconut) detergent” was eco‐friendly, but started to review its
supply chain when the environmental burden of the product was pointed out in 2004.
• Saraya set up the Conservation Trust, a trust fund, to address the issues in collaboration with local regions in 2006.
For the purpose of protecting elephants living in plantations, the company decided to donate 1% of sales of
coconut detergent. Through this activity, the company purchased back forested land and is supporting efforts to
restore rainforest.
• In Uganda, where there is no habit of washing hands, Saraya, in collaboration with UNICEF, is working to encourage
people to wash their hands. At hospitals, the number of incidents declined dramatically as a consequence of
making people familiar with alcoholic disinfection.
• Saraya is putting a lot of efforts in educating people by holding seminars on washing hands and disinfection
worldwide.
• Mr Saraya explained about climate change referring to data of CO2 emission. He also touched upon several facts,
including that, while the amount of CO2 emission of China is the highest, the amount of emission per person is
actually higher in Japan and Korea and that the amount of emission is increasing year by year.
• To make initiatives for climate change successful, some solutions through business process are required, and it is
crucial that governments, NGOs, and businesses need to figure out solutions by working together. He pointed out
that creativity is essential to solve these issues.
* The president of Saraya Co., Ltd., introducing a
product of Saraya, which is used in the washing
rooms of the Shinagawa Prince Hotel where the
conference is held.
15
[(Korea) Mr Keun Chul Chun, National Pension Service (NPS)]
[Overview of NPS]
• NPS provides pension benefits in old age or in the event of disability or death. It was founded in
1987 to provide Korean Nationals with income security and promote national welfare. Its main
and basic services include members’ pension history management, contribution‐imposing, and
benefits payment. Initially, NPS provided its services to individuals in rural areas, but in 1999, its
services came to cover all citizens in urban areas. NPS is one of the top four pension funds in the
world, with assets of KRW 442 trillion. It has 12 divisions, including the National Pension
Research Institute, and more than 5,000 employees.
• NPS is working as a safety net for Korean people and the number of members of NPS and pension beneficiaries is
increasing. Types of benefits provided are old‐age pension, disability pension, and survivor pension. All Korean
residents in Korea aged between 18 and 59 are covered under the National Pension regardless of their income. The
contribution rate is 9% of average annual income and the number of subscribers is 20.7 million and that of
beneficiaries receiving benefits is 3.4 million.
[Initiatives for climate change]
• During the presentation, a short video compilation about initiatives for climate change was shown.
• From the aspect of fund management, NPS carried out Socially Responsible Investment (SRI) as a part of the
initiative for the climate change.
NPS is expanding its investment in the green industry, including solar power generation and renewable energy:
$8.3 billion in total for 68 companies and 17 projects.
In 2006, NPS started SRI by external management. The size is $6.28 billion, which accounts for 73% of the Korean
SRI market.
• Korean companies are less aware of risks of the climate change, and are thus investing little to deal with such risks.
In view of this fact, NPS is planning to develop an SRI evaluation system that can be a new investment paradigm.
• NPS takes into consideration a green building license when investing in overseas real estate (e.g., investment in
buildings with high energy efficiency).
[Example cases of initiatives dealing with environmental issues]
• NPS is encouraging green growth, making efforts to reduce greenhouse gas emission, building of an eco‐friendly
headquarters building, and setting up an energy‐saving committee.
A monitoring device of green gas emission was set up. In the past three years, the reduction was very successful
by reducing emission more than the target figure.
LED lights were installed in the new office. Employees were encouraged not to use their own cars when
commuting once a week.
• NPS developed a new scheme for purchasing green products in the supply chain. The ratio of purchasing green
products exceeds 90%. As for the supply chain, NPS is making efforts to minimize waste.
 Overview of Panel Discussion
<Moderator>
[Ms Wang Fengzuo, GC Network China ]
• The presentations provided advanced case examples in various industries concerning timely
topics and were very impressive.
• The four presentations indicated three keywords: (1) responsibility, (2) impact, and (3) business
opportunity.
[Mr Chen ‐> Mr Saraya]
Q. In developing countries, many customers cannot purchase expensive products (environmentally friendly products).
How are you dealing with it when you operate your businesses in those developing countries?
A. Some of the important things are to get familiar with local situations and collaborate with partners who own
different networks there. In Uganda, we cooperated with a local company called Kakira Sugar Works Limited (sugar
producing company) so as to ensure production lines in Uganda. Kakira Sugar Works produces electric energy from
bio‐ethanol generated by fermenting sugar cane trash. Saraya then makes disinfecting alcohol utilizing the bio‐
ethanol. In this way, we are able to operate business in multiple ways, making our business feasible.
16
[Mr Saraya ‐> Mr Seki]
Q. I know rules developed by governments are crucial, but how do you think proposals from the business sector can
influence governments’ future actions?
A. At COP19, the whole industry decided to commit itself to policy making. I think businesses should engage in such
policy making activities by proposing structures and policies, with a long‐term perspective, that enable them to
utilize their capability fully. However, such engagement is not enough at the moment.
[Mr Seki ‐> Mr Chun]
Q. What made NPS start ESG investment in 2006 (such as policy inducement)?
A. In recent years, asset management is getting popular in Korea, provoking a vigorous debate in Korean society. Some
say it may reduce a company’s profits in the short‐term. However, I believe asset management will increase the
profits of the company and the government in the long run, and started ESG investment.
[Mr Saraya ‐> Mr Chen]
Q. Do you think the Chinese government signs COP? If so, will they sign without any conditions? If not, under what
conditions will they sign?
A. That’s a difficult question for me to answer. In Beijing, while PM2.5 is currently a big issue, steel production in the
suburbs of Beijing actually accounts for 20% of the entire steel production of China. ICBC released the new clean
energy project and is trying to identify and rate such companies causing low air pollution. ICBC is also encouraging
the relocation of excessive production capacity inside China to developing countries.
 Overview of QA
[Ms Kawaguchi]
While the session is about climate change, the unique combination of presenters, of three people from the financial
industry and one from the manufacturing industry was interesting.
Q. This is actually the first time for me to hear that the financial organizations of China and Korea are taking the
advanced initiative you mentioned. Are you two, Mr Chen and Mr Chun, exceptional leaders in the financial
industry of your countries? Or, is that a current trend in the financial industry?
A. (Mr Chen) ICBC is leading the financial industry of China, but it is also true that there exists a trend of this kind in the
entire financial industry.
(Mr Chun) The recognition of ESG is still low in Korea. We are working so that NPS’s movement can influence Korea’s
financial industry.
[Mr Im]
Two years ago, GC Korea Network and SRI jointly revised the NPS regulations. It was decided ESG needs to be taken
into consideration when you make an investment, or you have to disclose the reason why you do not consider ESG
[Mr Sakurai]
Q. I think it is necessary to create an economic system under which people can see return from Green Investment
(e.g., CO2 emission costs). Could you please explain how you are thinking about return from Green Investment?
What do you think of the financial industry’s taking initiatives to establish a value of not to emit greenhouse gas in
cooperation with the government?
A. (Mr Chen) I agree on most points of what you say. The Chinese government is now strengthening the authority of
regulatory agencies and looking at businesses in a proactive way.
(Mr Chun) NPS added ESG to its decision making process. In Korea, the recognition of ESG investment remains
relatively low, and I am hoping NPS’s activities can influence other companies.
17
II. Report on Each Program
1-①-ⅵ Day1: Business Session Part2
 Session’s theme: Stakeholder Engagement for Building a Sustainable Society
When practicing CSR activities, how do businesses involve their stakeholders, are they successful in achieving mutual
understanding through communication, and how have they been responding to challenges and issues in realizing
stakeholders’ engagement? Approaches for this are varied, but what is required for practicing stakeholders’
engagement is not different.
During the Business Session Part 2, Ms Usui first introduced achievements of the GC‐JN Supply Chain Working Group,
on behalf of the group, regarding supply chain management, which is one of the main items for stakeholder
engagement. Next, four speakers from three nations were invited to the platform. Finally, four speakers had a
discussion, with Ms Kawaguchi as the moderator.
[(GC‐JN) Ms Yoshie Usui, Tamron Co., Ltd. (GC‐JN Supply Chain Working Group)]
• At the beginning, Ms Usui introduced Tamron Co., Ltd., and provided an overview of the GC‐JN
Supply Chain Working Group. The working group holds discussions among its members and has
been working to introduce outputs from those discussions.
• This publication was jointly written by 25 companies that participated in the working group in
2011 and in August 2013, the working group published a book titled “A Vision of Desirable CSR
Activity in the Supply Chain” as the first guidebook for GC‐JN. The English version of this book was
published in February 2014.
• What is notable about this book is the vision of “Triple Win.” That is, CSR procurement
should promote sustainability of buyers and suppliers, and by extension, society as a whole.
• The following three were focused on in the discussion as notable points in the CSR
procurement process: (1) supplier briefing, (2) Self‐Assessment Questionnaire (SAQ), and
(3) audit.
• The goal of (1) supplier briefing is “sharing a vision” and the briefing aims to shorten the
distance between future images of suppliers and that of buyers. As for (2) SAQ, it is aimed
to organize perspectives as elements of SAQ, based on which questions are clarified. Finally,
(3) audit should be mutual growth‐type with emphasis on fairness, justness, and even‐
handed attitudes. These three points are the summary of ideals of CSR procurement.
• In 2014, 42 companies participated in the GC‐JN Supply Chain Working Group and engaged
in active debates.
• Ms Usui concluded her presentation by saying Japan, China, and Korea are connected in the
supply chain and should act for a better society together.
[(China) Mr Li Xiao, TICO Digital Group]
• TICO Digital Group is a service provider as well as a distributor in the AV industry that is operating businesses in the fields of education, just division, political‐merchant, hotel, public transport junction, and cultural creative.
• Three pillars of CSR activity are “environmental protection,” “care of disadvantaged groups (micro public),” and “education,” and TICO is deploying CSR activities across China.
• “Less is More” = Based on the concept, “achieving maximum meeting the clients’ requirement by the least cost input with technology innovation ,” TICO has been promoting its CSR activity to realize a sustainable society. As TICO’s initiatives, the following case examples were introduced.
TICO achieved the reduction of video files by 60% by managing an enormous quantity of data in the AV industry
through data management technology utilizing E‐Cloud. This technology is used in the fields of public safety, just
division, and education. Especially in the field of education where there are gaps among regions, TICO has been
supporting efforts to build a mechanism under which equal education opportunity can be achieved by using E‐
Cloud. The Supreme People’s Procuratorate Office succeeded in reducing workforce and realizing free follow‐up
services by utilizing this technology.
Technology of TICO was used when renovating the sound system of the Great Hall of the People. TICO’s
technology contributed to building of an environment where reverberating echo is reduced and no sound is leaked
even with thin walls.
• Building a simple and eco‐friendly audio‐video system with no unnecessary things is a means to realize “Less Is
More” and the innovation of ICT should contribute to the reduction of energy consumption. Furthermore, TICO is
paying attention to budgets to improve customer satisfaction when it operates. Mr Xiao ended his presentation with
the remark that it is crucial to show stakeholders the direction and strategies to realize a sustainable society and to
clarify why and how they should practice CSR management.
18
[(Japan) Mr Tomoyuki Matsuura, Fuji Xerox Co., Ltd.]
• Following the overview of Fuji Xerox at the beginning of the presentation, Mr Matsuura
introduced the starting point of CSR and the framework for CSR management. In line with
the president’s statement, “CSR is management itself,” Fuji Xerox has been implementing
PDCA (plan‐do‐check‐act) continuous improvement cycle to instill CSR into all business
operations, and addressing CSR to contribute to the provision of values expected by clients
and the sustainable development of stakeholders.
• Mr Matsuura also introduced achievements of initiatives practiced extensively from the
manufacturing floor to the top management along with some case examples, specifically
focusing on “supplier engagement through CSR procurement” amongst all CSR activities.
• Based on the idea to ask for cooperation from business partners for CSR activity in order to achieve continuous
development of business, the company aims to reduce operational risks and enhance the entire supply chain by
responding to clients’ demands. Assessment results for such movements are included in the comprehensive
evaluation of business partners.
• As characteristics of Fuji Xerox’s CSR procurement, the following three points were presented: (1) sharing values
(mindset of business partners), (2) system development (formulation of management guideline and self‐check list),
and (3) continuous learning (educating employees and suppliers).
• As for (1), it is considered to be especially important to deepen face to face communication and understanding by
top management of suppliers, and for this purpose, the company has been holding seminars and workshops. At
plant sites, it is ensured that management guidelines are carried out along with “10 Self‐Checklist” under the
continuous efforts to improve operations. As a result of such a quiet and careful dedication for a long time, more
than 90% of business partners remain matched with more than 90% for risk items. As an example of (3), at a
manufacturing site in China, access to suppliers has been strengthened by training staff and suppliers.
• These comprehensive efforts ensure stable and continuous management, thereby improving procurement QCD.
• As an initiative to increase the competitiveness of the supply chain, Fuji Xerox continues activities to enhance CSR
procurement; for instance, by incorporating a recognition system of good suppliers.
• Mr Matsuura stated that understanding by top managements of business partners and manufacturing sites allows
achieving mutually fair and sustainable management and ended with the introduction of case examples of
stakeholder engagement in CSR procurement.
[(Japan) Mr Keisuke Ota, NEC Corporation] • In 1899, Nippon Electric Company, Limited (NEC) was established as Japan’s first joint
venture with foreign capital. “Better Products, Better Service” is the concept deeply rooted
in NEC and emphasizes the company has responsibility toward its stakeholders.
• The CSR management policies of NEC are: (1) enhancement of risk management and
compliance, (2) contribution to the solving of social challenges through business, and (3)
promotion of smooth communication with stakeholders. Mr Ota made a presentation
focusing especially on “Site Review” in supplier engagement from (3).
• NEC has been carrying out document‐based self‐check. However, the company realized there are limitations when
considering some features of replies from suppliers, and thus started a “Site Review” for CSR by applying an audit
scheme for environment and quality. In particular, in order to check processes and management, NEC started “CSR
PMR (Process Management Review)” and has been addressing items of human rights, labor, and health and safety.
At present, this is being operated, focusing on outsourcing manufacturing companies of hardware in developing
countries. CSR‐PMR aims to solve common issues through engagement rather than ordinary audit, and to build
win‐win relationships.
• Three documents (manual, checklist, and score card) were prepared. Especially when creating the checklist, special
attention was paid to reducing variation among raters and standardization of rating criteria in order to make it
something NEC and suppliers could agree with. Also, the system that allows narrowing down rating items and self‐
evaluation by suppliers was created.
• During the presentation, Mr Ota introduced the checklist and the time flow for practicing PMR and described the
overview of know‐how for document check and interview with workers.
• As the past records, documents were prepared in 2012 and a trial was carried out. In 2013, a training of raters was
provided by an NGO and a “Site Review” was implemented at NEC’s plant. These activities are promoted by the
CSR division and the procurement division of the headquarters in Japan, as well as in China, under the cooperation
of NGOs.
19
• Through such experience, the validity of the dialogue approach as well as roles and skills necessary for raters were
successfully defined. In addition, it was recognized that some items are difficult to judge as good or bad without
visiting local sites.
• Mr Ota stated that these activities by NEC are already earning good recognition from external organizations (such
as high credit for supply chain database) and finished his presentation by indicating NEC’s hope for further
improvement of CSR management in terms of quantity and quality.
[(Korea) Mr Young Kee Kim, LG Corp.]
• In 1947, LG Corp. started as a chemical firm. Its core businesses were electronic devices,
communication devices, and chemistry. As of 2013, LG owns 60 companies with more than
200,000 employees and its gross revenue is $128.2 billion.
• Keeping the “LG Way,” the shared value inside LG (aim to be No.1, right and ethical
management, and creation of value for customers), LG holds its CSR management philosophy.
Mr In HwoiKoo, the founder of LG, also advocated they should “operate their business in a way
that contributes to local communities.”
• CSR is understood to be stakeholder (SH) engagement, and minimizing negative aspects and maximizing positive
aspects are considered to be ultimate CSR. The three pillars of LG’s strategy are to: (1) comply with international
standards and reduce risks, (2) achieve financial goals, and (3) contribute to the society.
• Based on the three pillars, a CSR checklist was created. This list, which was formulated by narrowing down
indicators according to various guidelines such as EICC and referring to some interviews, passed the pilot test and
was summarized into 83 indicators in the end (2013). From this year, this list will be applied to key suppliers in
addition to LG itself.
• Some policies were developed that can support CSR activities, such as promotion of using paid leave, matching gift
program, creation of a culture to promote volunteering.
• As a case example, the “Hope Series” was introduced. This has been carried out in four countries (Ethiopia, Kenya,
Bangladesh, and Cambodia) in partnership with the UN with the purpose of supporting communities and schools.
• It is understood that SH engagement should be based on risk management and stakeholder management. Initially,
there was some hesitation about communicating with SHs, but later, it turned out to be significant to listen to the
voices of SHs and to address those voices sincerely.
• Seven steps for realizing SH engagement are defined as: (1) gathering of SHs, (2) selection of key SHs, (3)
clarification of SH’s demands, (4) analysis of main items, (5) setting of objectives, (6) summarization of feedback,
and (7) evaluation.
• Concerning the above step (3), LG has been carrying out SH consultation since 2010, and hopes to set up an SH
advisory group in future.
• Finally, Mr Kim presented LG’s ideas, “CSR = Stakeholder Engagement,” “Integrity x Transparency = Trust,” “Value
Creation with Stakeholder” and pointed out the importance of “Understanding the idea of SHs and moving forward
with it.”
 Overview of Panel Discussion
<Moderator>
[Ms Mariko Kawaguchi, Daiwa Institute of Research Ltd.] Q. What is the picture of a stakeholder? What does SH mean for CSR? What positive effects are
expected for management and economic value by implementing stakeholder engagement?
A. (Mr Matsuura) For example, if a plant stops its operation, deficit will definitely occur. Stakeholder
engagement enables stable operation, and in the long run, the stability of cost
contributes to reducing cost as a whole. Building a trust relationship between
buyer and supplier will decrease deficit, removing unnecessary processes. I think
the economic value of CSR is tangible.
A. (Mr Ota) I am interested in how understanding the value of stakeholder extensively and paying attention to non‐
financial values (integrated report) contribute to operating revenue of products and services in addition to
the reduction of cost. For instance, we have been investigating the ratio of sales of eco‐friendly products
and how it affects the whole business. We are also going to quantify the impact of non‐financial values on
the company’s financial values.
20
(Ms Kawaguchi) Stakeholder is a source of daily profits for businesses. Stakeholder engagement means, in my
understanding, not only connection with our clients, but also financial values as an ultimate feedback
while being engaged in various stakeholders.
[Mr Ota ‐> Mr Kim]
Q. From your presentation, I understood that LG is considering approaching second suppliers (whom it is difficult to
influence in a direct way) in future. What kind of approach do you have in your mind?
A. So far, we are not in the phase of approaching second suppliers, but we hope to expand our checklist. Also, we
actually set your company, NEC, as our benchmark. As I could see you have the same problem as us, I hope we can
work together to develop methodology.
[Mr Li ‐> Mr Matsuura]
Q. How are you thinking of exerting influence on your partners to promote CSR? In particular, what approach will you
employ for China?
A. As when you deal with other countries, trusting each other is indispensable when you approach China. When a
supplier is not meeting our standards, we ask them, especially their management, to improve the situation after we
clarify points to be improved, thereby facilitating their efforts for improvement. For us, there is no difference
between any countries or any region.
[Mr Kim ‐> Mr Ota]
Q. What is the biggest challenge for promoting CSR activity? How did you deal with it and motivate your employees to
do it?
A. We had difficulties in having the staff division, which was the counterpart of the CSR division, understand the
importance of communication with SHs. We therefore set a system that each responsible division communicates
with SHs when an NGO reviews the situation every year. At first, it did not go that well, but gradually, people in the
company started to recognize the importance of communication with SHs. As for the aspect of motivation, society’s
approval (e.g., Dow Jones) helps employees get motivated and recognize the significance of CSR.
[Mr Matsuura ‐> Mr Li]
Q. I was impressed with the message, “Less Is More,” which is easy to understand. Could you please explain the
meaning of this message bit more in detail?
A. It means creating maximum profits using fewer resources and producing a cycle in which unused resources are used
for CSR activity. In doing so, trust is generated, giving us a hope.
21
 Overview of QA
[Ms Li]
Q. I thought how to instill CSR into local community is important.
A. (Ms Kawaguchi) It is important to instill CSR into business in addition to making a donation. Today’s speakers are
good examples of practicing that.
[Mr Russ]
Q. Some people say that just surviving is sometimes difficult for Chinese SMEs and they do not have enough financial
resources to promote CSR activity. What do you think of such a view?
A. (Mr Matsuura) I think such a view has a point and I cannot deny it. However, it is necessary to achieve their
understanding of real CSR by building a closer relationship and taking time. It is also essential for us
to suggest what we can do improve together and cooperate with each other.
[Mr Terasaki]
Q. For companies with limited resources, it is sometimes difficult to practice CSR activity even if they understand the
importance of such activity. Therefore, it is needed to determine which issues of which stakeholders are to be
focused on. Considering such a situation, collaboration among businesses, governments, and NGOs is essential.
From our research, we could see many companies see that it is difficult to select their partners, including NGOs and
NPOs. So, I think a platform to help such companies is required.
A. (Ms Kawaguchi) I assume the role of NGOs will grow as a stakeholder in future. How we can involve the NGO sector
in the business world effectively is a key issue also for the GC.
22
II. Report on Each Program
1-①-ⅶ Day1: Youth Program
 Youth Program Outline
The theme of youth program was “The Ideal Form of Business Engagement (CSR) in Achieving the Sustainable Development – with regard to UNGC”. It was held under the purpose of engagement between youth, business and academia participants. Proposals were made in country base and China‐Japan‐Korea joint base. Divided by two teams, Team‐A presented on “proposal to the company: What is the ideal CSR of the perfect company for you to work for ten years later?” whereas Team B presented on “proposal to the youth: What is the ideal image of the perfect community for you to live in ten years later?”. Under the initiatives of facilitators from each country, students deepened the understanding on CSR and prepared for their presentations. *Facilitators
(China) Ms Li Li
(Japan) Mr Katsuhiko Mori
(Korea) Mr Hyoung Koo Moon
(Japan)
Teaching Advisor
Mr Keiichi Ushijima
 Theme: “The Ideal Form of Business Engagement (CSR) in Achieving the Sustainable Development – with regard to UNGC” [Theme/Team‐A]
1. What is the ideal CSR of the perfect company for you to work for ten years later? What is the ideal CSR in your country? In other East Asian countries? In the Global Compact?
2. What are the business challenges for East Asian companies to implement their ideal CSR management? 3. What are the causes of the problems? What lessons can be learned from the experiences at home and abroad?
4. What is your suggested action plan for East Asian companies?
[Theme/Team‐B]
1. What is the ideal image of the perfect community for you to live in ten years later? What is the ideal society in your country? In other East Asian countries? In the global community? 2. What are the societal challenges for East Asian companies to implement their ideal CSR management? 3. What are the causes of the problems? What lessons can be learned from the experiences at home and abroad?
4. What is your suggested action plan for the youth in East Asia?
[Schedule]
Mid‐July to Aug 20: Country Preparation
Aug 20: Country Presentation File Due
Aug 27: PechaKucha Presentation Rehearsal and World Café Discussion to create the joint CJK proposals Aug 28: PechaKucha Presentations (China, Japan, Korea, CJK Team A, CJK Team B)
→ Feedback from Facilitators, Academia and Business Participants /Comments from GCO and GC‐JN
China
7mins
Team‐A
Japan
Korea
7mins
Team‐A
7mins
Team‐A
CJK
10mins
Team‐A
10mins
Team‐B
Team‐B
Team‐B
facilitator
facilitator
facilitator
Feedback/Comment to Every Team
Facilitators/Academia/Business/GCO/GC‐JN
23
Team‐B
 Discussion Tools for Youth Program
In the pre‐session of youth program, we used following different kinds of discussion tools. “PechaKucha 20×20” to enhance the presentation skills, “World Café” and “Mind map” to initiate more efficient discussion within limited time. Discussion Tools
1. PechaKucha20×20 Presentation
【What is PechaKucha?】
•Invented in 2003 by the architects Astrid Klein and Mark Dytham
•Started out in Tokyo, the PechaKucha presentation gatherings, called PechaKucha Nights, are held in more than 700 cities all over the world.
(To know further: http://www.pechakucha.org/)
【20 slides × 20 seconds】
•Use the PowerPoint format with the setting of slides automatically shift from one to another in 20 seconds. The total slides are 20. •Try not to include words (Use pictures and graphs!)
(1)
【Purpose】
•To foster the ability to summarize and to present in limited time. 2. World Café ft. Mind Map
【World Café】
•Invented in 1995 by Juanita Brown and Davis Issacs
“Knowledge or the wisdoms emerge through open and creative space
like a café rather than organized meeting rooms
(WORLD CAFÉ.NET http://world‐cafe.net/effect.html)
•Usually held within 4 to 5 people in one group (2)
【World Café ft. Mind Map】
1) Get together with people who researched the same theme. 2) Mind map *(3) would be distributed 3) You’ll be asked to rotate in certain amount of time.
With the new group members, add new opinions on the map. 【Purpose】
Within limited time, you are given more opportunities to exchange
and share varied opinions
<1>http://www.pechakucha.org/faq
<2>http://ja.wikipedia.org/wiki/%E3%83%9E%E3%82%A4%E3%83%B3%E3%83%89%E3%83%9E%E3%83%83%E3%83%97#mediaviewer/%E3%83%9
5%E3%82%A1%E3%82%A4%E3%83%AB:MindMapGuidlines.JPG
<3> http://automotive-apps.we-conect.com/en/preview/agenda/agenda-worldcafe/
24
(3)
 August 27 (Wed) Day0
On August 27, the day before the China‐Japan‐Korea RT conference, all students from the three nations got
together, exchanged views, and came down to the homestretch to summarize proposals of the three nations into
“China‐Japan‐Korea Joint Proposals.” After the rehearsal of presentation by each team, students from the three
nations broke up into some groups each with four members in the World Cafe style, switching places every 20
minutes, and discussed in line with the themes.
Each group developed a mind map to shape their ideas. They actively expressed their own views and shared case
examples of each country. We could see that their diverse ideas were elicited and shared every minute. Most of all,
the students made friends with each other right away and there emerged a pleasant atmosphere that made everyone
forget about difference of nationality, which made me feel like there was already engagement of the three nations.
That was a very impressive scene.
On this day, we were joined by three facilitators from the three nations and Mr Ushijima who was a teaching advisor
as well as two commentators of the next day, Mr Miura from Nagoya University and Mr Kawabata, the president of
Nankai Tsu‐un Corporation, and Ms Ashleigh Owens from Ernst & Young Japan. Views and advice from people
working on site or on the first wave of their areas were very valuable for the students.
What was required was “be realistic yet to be creative as students.” Each student received different feedback and
spent a long night to prepare for their presentations of the next day.
←Mind Map
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 August 28 (Thu) Day 1
Having finished the final preparation started on the evening of Day 0, the students attended the
conference on August 28, with some of them hardly having slept the previous night.
First, Professor Mori from International Christian University, facilitator and moderator of the Japan
team, explained the meaning and objectives of the Youth Program and the process from preparation
to today’s presentation. The facilitators from each country then introduced the students from their
own countries (Japan 14 people, China 15 people, Korea 10 people), and the Youth Program started.
After A and B teams from each country presented their proposals, representatives from each
country provided “China‐Japan‐Korea Joint Proposals” by theme. When all presentations were
finished, the following people were invited to the platform to provide new ideas and advice for
sincere and passionate messages from the students: Professor Miura (Nagoya University; as a
represen
representative
of academia), Mr Kawabata (the president of Nankai Tsu‐un Corporation; as a representative of the
business sector; the Director of GC‐JN), Mr Kell (GCO; as UNGC), and Mr Arima (the chairman of the board of GC‐JN).
Finally, Professor Mori concluded with the remark “in future, students may be the targets of CSR activity report”;
thereby the Youth Program was closed.
 Proposals from each country
*Presenters
(China‐A) *Ms Yu Hongzhe
For companies, CSR is not PR activity nor charity, but DNA. CSR should be placed in the center
of the decision‐making process and business operations of the company and integrated in core
businesses. As an example, Ms Hongzhe pointed out that the sales of the service division of
Sinopec grew for the past few years and suggested that CSR can be win‐win for both companies
and society.
(China‐B) *Ms Zheng Liqin
CSR should be integrated also in the DNA of the society. Challenges for solving social issues,
such as environment/labor issues, are the low awareness in the society and poor participation of
citizens. To solve the challenges, students should act more responsibly and promote
understanding by the society, thereby affect the society.
(Japan‐A) *Mr Tomonari Nakamura, Ms Li Huanhuan, Mr Hikari Ito
In the Japanese society after 3.11, a key for future CSR is how businesses understand the
concept of “Kizuna (bond).” In Japan, bonding in the company tends to be emphasized, but such
an idea is actually hampering transparency. The important thing is a network of influence
generated through individuals’ leadership, but not the company as a business unit, and by
attempting to achieve objectives. For this, an individual stays honest and has his/her own views
and influence on others.
(Japan‐B) *Mr Toru Inoue, Ms Rina Ichiki
In Japan, 62% of women leave work after having a baby. An ideal society is a society that
provides a good working environment not only for men but also for women. For this aim,
businesses are required to contribute by, for instance, providing childcare centers and adopting
flexible working hours. The increase of female managers has a positive impact on the society.
Therefore, people should work together to realize an ideal picture of the society. At the same
time, it should be aimed to increase the ratio of female managers, which was 10% as of 2010, to
50% by 2030.
(Korea‐A) *Mr Jong Woon Park
It is necessary for companies to have active communication and create an appropriate
environment when promoting CSR. In order to find an ideal CSR, we would like to focus on “labor
rights.” There are various labor issues in the world, including forced labor, child labor, and
prolonged work. Many companies are emphasizing the importance of labor rights in their CSR
activities. However, for the questionnaire by ISO26000 asking the reason why they implemented
CSR activities, 19% answered CSR was for publicity while only 1% answered it was for the
protection of human rights. Taking this result into consideration, I believe it is necessary to
educate CEOs and improve awareness in the company, rather than what partner management
currently practices, and policy to appeal to cultural aspects. CSR activities should be monitored
and promoted from a global perspective by creating a platform like the “UNGC corporation.”
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(Korea‐B) *Yeong Seob Yoon
An ideal society where CSR is promoted is a “Socially Inclusive Community.” It is a society where no
one is discriminated against, while businesses and students can build a good relationship. GC‐KN
provides CSR classes, events, seminars, and more for students, and I think it is very important that
students are offered opportunities to listen to CEOs directly. In future, while promoting this kind of
activity, it is necessary to build more solid networks by creating a UNGC Youth Network, promoting CSR
activities in a borderless manner, and enhancing the relationship between businesses and students.
 China‐Japan‐Korea Proposals
[Theme A]
(China) It is ideal that CSR is integrated in the management of company, but the most important thing is whether the
CSR activity can actually solve social issues. As a case example, a British company signed an outsourcing contract with
an SME in a region in China. Initially, there appeared to be child labor, but in fact, they were just providing jobs within
the level children could enjoy. This is an example to show that companies should understand local needs since how it
looks and how it is are completely different. An ideal CSR activity is the one to solve social issues while understanding
local situations. CSR is not a zero‐sum game. A win‐win relationship can be created by dealing with social issues
through CSR.
(Japan) When implementing CSR activity while pursuing the maximization of business profits, companies face a lot of
dilemmas and difficulties, but taking on a challenge is important. Like the concepts of “reuse” and “recycle” by Miyake
Issei and the case example of PUMA, which “does not use shoe boxes,” people need to take on a challenge if hoping
for any positive changes. Nothing changes without taking on a challenge.
(Korea) People should forget the idea that “CSR is to be ‘achieved’.” CSR is not something to be achieved but should
exist in a company a priori as a responsibility. (Especially in developing countries,) human rights and labor rights must
be protected, and there needs to be an environment where transparency and fairness are maintained and voices of
employees are listened to.
*Presenters: from left: (China) Ms Zhou jinzhu, Mr Russ Neu Wee Teck, (Japan) Mr Ulysses Self, (Korea) Mr In Won Lee, Ms Jin Young Park
[Theme B]
When picturing an ideal society where CSR is implemented, common concepts among the three nations were
“Balance” and “Communication.” Although what requires balance differs depending on social issues of each country,
the idea that communication is necessary as a tool for realizing those concepts was shared among the three nations.
(China) A society where balance is maintained is a “harmonious society” and there is no gap between the rich and the
poor. The words “Community” and “Communication” originate from “Commune,” meaning reaching out to each
other. Therefore, we consider that “Communication” should be used as a tool to link with others. In addition, a
platform for communication should be created between businesses and citizens and between governments and
citizens.
(Japan) “Balance” means that gaps between elderly people and young people, new graduates and experienced
workers, and Western countries and Eastern countries are moderated. Furthermore, the voice of women is a key for
overcoming the current situation, and communication between female employees and companies is crucial.
(Korea). Polarization is a serious problem and removing gaps between large enterprises small and mid‐sized
enterprises means maintaining a balance. One reason behind this is economic disparity. This disparity needs to be
solved through communication.
*Presenters: from left(China) Ms Liu Junwen, (Japan) Ms Lizhuo Men, Mr Shotaro Hasegawa, (Korea) Ms Min Kyung Choi, Ms Ji Hye Hyeon
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 From commentators
[Representative from Academia: Mr Satoshi Miura, Nagoya University]
I was really impressed. The way you gave presentations without hesitation even in front of CEOs of businesses
reminded me of a Pakistani girl, Ms Malala Yousafzai.
[Representative from Business: Mr Toshihiko Kawabata, President, Nankai Tsu‐un Corporation (Director of GC‐JN)]
Mr Kawabata introduced his experience at Nankai Tsu‐un regarding “labor rights” and “communication.” Nankai Tsu‐
un has offices in Myanmar and Bangladesh. According to Mr Kawabata, there were many workers who apparently
looked like children when he visited the plants in those countries. When he asked the plant manager why they allowed
children to work there, the manager answered that they were older than 20 years old but they look very young
because of malnutrition. This is a reality.
Further, when Mr Kawabata lived in Los Angeles in the U.S., there existed a Chinese town, a Japanese town, and a
Korean town, all of which had their own communities. However, witnessing discussion of Day 0 for this Youth Program,
I could not find any differences among communities. Your great communication changed my perception.
[Mr Georg Kell, Executive Director, UN Global Compact Office]
Your presentations were fantastic, incorporating significant concepts such as corporate DNA and integration with
others. In particular, the creation of a Youth Network is very important. I would like you to apply the idea for local
networks.
[Mr Toshio Arima, Chairman of the Board, GC Japan Network]
I was surprised with how deeply the students understand and extensively have knowledge. I was at first astonished
to hear “stop achieving CSR” in the presentation by Korean team, but I can agree with the idea. It is really difficult to
maintain “balance.” For instance, in the case of an agenda like economic growth and environmental issues, neither
should be stronger than the other. Also, “honesty” is very important.
[Facilitators: Ms LiLi, Mr Katsuhiko Mori, Mr Mr Hyoung Koo Moon]
They praised the students’ great presentations. At the same time, they asked the audience to set the students’
visions as their goals.
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《Participants in Youth Program》
[China / Team A]
[Japan / Team A]
[Korea / Team A]
Chen Fangshu
Chotaro Sekiguchi
Eun Jin Hwang
Liu Wanlin
Hikari Ito
In Won Lee
Zhou Jie
Jumpei Katayama
Jin Young Park
Zhou Jinzhu
Koki Ono
University of International
Business and Economics
University of International
Business and Economics
University of International
Business and Economics
University of International
Business and Economics
Wu Junqiang
Tsinghua University
[China / Team B]
Chen Lubai
Dalian University of
Technology
Gao Shanqing
University of International
Relations
Liu Junwen
Dalian University of
Technology
Russ Neu Wee Teck
(Singapore)
Tsinghua University
Sang Tian
China University of
Petroleum
Xu Xiaohang
Dalian University of
Technology
Yu Hongzhe
University of International
Business and Economics
Faculty of Business and
Commerce, Keio University
School of Law and Politics,
International Politics,
Nagoya University
Jong Woon Park
Graduate School of Management
Accounting, Waseda University
Vietnamese/International Studies,
Hankuk University of Foreign
Studies
Nguyen Thi Thanh Man
(Vietnam) *preliminary participation
Doshisha Business School, GMBA,
Doshisha University
So Jung Kim
[Korea / Team B]
Tomonari Nakamura
Graduate School of Law and
Politics, Political Science,
Kwansei Gakuin University
Ulysses Self (Japan/USA)
College of Liberal Arts Division of
Arts and Sciences Environmental
Studies,
International Christian University
[Japan / Team B]
Ji Hyun Mok
Molecular Biotechnology,
Konkuk University
Ji Hye Hyeon
Int'l Comparative Education,
Beijing Normal University
(Graduate School)
Ki Hyang Park
Business Administration,
Chung-Ang University
Dou Jiahui (China)
Min Kyung Choi
Graduate School of Arts and
Sciences,
International Christian University
History,
Yonsei University
Lizhuo Men (China)
Yeong Seob Yoon
Graduate School of Economics,
majored in Economics,
Waseda University
Finance / Economics,
University of Toronto
Rina Ichiki
School of International Studies,
Kwansei Gakuin University
Shotaro Hasegawa
School of Law and Politics, Nagoya
University
Takanori Yasuda
Dalian University of
Technology
Economics, Yonsei University
Li Huanhuan (China)
Wang Wantian
Wu Yuelin
M.A. Science and Technology
Studies, Seoul National University
(Graduate School)
Graduate School of Systems and
Information Engineering,
Policy and Planning Sciences,
University of Tsukuba
Tadashi Kaneko
University of International
Relations
Biological Engineering,
Cornell University
Faculty of Business and
Commerce, Keio University
Zheng Liqin
University of International
Business and Economics
Culture and Arts Management,
Hongik University
(Graduate School)
College of Liberal Arts Division of
Arts and Sciences,
International Christian University
Faculty of Economics,
Kwansei Gakuin University
Toru Inoue
Graduate School of Systems and
Information Engineering, Masterʼs
program in Business Administration &
Public Policy, University of Tsukuba
29
*Participants in total: 40 people
（China15,Japan15,Korea10）
II. Report on Each Program
1-①-ⅷ Day1: Closing Remarks
[Mr Kazuo Ogura, Advisor, The Japan Foundation/
Former Ambassador Extraordinary and Plenipotentiary to Republic of Korea]
“Beyond Compliance and Contribution”
While more private companies are practicing various CSR beyond the framework of compliance
and social contribution these days, there are not enough NPOs that are capable of addressing CSR
in Japan. It is crucial to enhance the power of NPOs.
In addition, it is of course a great thing that each company is making efforts for CSR within their
capabilities, but I hope such CSR activities, which remain isolated from each other, are integrated
beyond companies and further, borders; for instance, under the cooperation between China, Japan
and Korea.
II. Report on Each Program
1-①-ⅸ Day1: Dinner Party
Having finished all programs of the China–Japan–Korea RT Conference (Day 1), a dinner party was held so that
speakers and all other participants could communicate each other. The number of participants reached 104, and the
party ended on a high note.
Overview:
Mr Georg Kell
Executive Director, UNGCO
China and Korea LN Representatives’ Speech
Left: GC Network China; Mr Han Bin
Right: GC Korea Network; Mr Hong Jae Im
Representatives of China, Japan and Korea are conferring the Youth Program Completion Certificates to representative students from each country
Explaining about the gift: Japanese Sake “Aitei de Eko”
Ms Hiromi Fujii, NEC Corporation
Toasting: Mr Toshihiko Goto
Director, GC‐JN
Mr Nomura (GC‐JN Director) presenting a gift, “Kanazawa Nuri” to representatives of China and Korea LN
Closing Speech: Mr Akio Nomura
Director, GC‐JN
30
Mr Kell and Mr Arima
shaking hands strongly for our future
II. Report on Each Program
2.Side Event
① Day2：Optional Event
 Date: [Day 2] August 29 (Fri.) 8:30‐12:30
 Venue: Kawasaki Factory of Ajinomoto Co., Inc.
 Objective: Provide opportunities for participants from China and Korea (Business, Students) to experience
Japan‐specific cultures and technologies as well as to learn the actual cases of company, which is making
progressive efforts on CSR activities.
 Participants: 42 people *China 17, Japan 9, Korea 16 *Students 31, Speakers and LN staffs 11
+Ajinomoto: Mr Kato, Ms Ohwada from CSR division, employees from the Kawasaki Factory
+Secretariat: Natori (Executive Manager), Kadoya, Miura, Nakao/Inoue (interpreter)
 Overview
1) Gathered at the Shinagawa Prince Hotel. Started by bus.
While moving to Kawasaki Factory, an orientation was held.
2) Introduction of Kawasaki Factory of Ajinomoto (by Ajinomoto, Kawasaki Factory)
After the presentation of the Ajinomoto Group and Kawasaki Factory, the history of
discovering “umami” (substance responsible for delicious flavor) was introduced, with a
quiz game about the raw material for umami seasoning (monosodium glutamate).
Participants then learned about the production process of the seasoning by watching short
movie and experienced how taste change before and after putting it into hot water with
only miso. “This is ‘umami’.”
Not only Chinese and Korean participants but also Japanese, who are familiar with the
taste of the seasoning, smiled when they found the taste change.
3) Explanation about CSR Activities (by Ms Rina Ohwada, CSR division, Ajinomoto)
Ms Ohwada described the corporate philosophy, business activities based on a
sustainable cycle, and initiatives to solve the challenges of the 21st century (global
sustainability, food resource and health issues). During the QA session, many participants
raised their hands to ask questions but some could not due to a lack of time.
[Q&A]
Q. Why does Ajinomoto have factories all over the world?
A. So that we can offer our products to any place of the world more quickly with reasonable price.
Q. Why are you using a panda as your group character?
A. There is no special meaning in relation to the product itself. We hope to deliver smile to our customers by
making them feel close to the product. Also, the panda seemed to be appropriate for the shape of the product
bottle.
Q. Is there possibility that bad smell has been emitted during the production process?
A. We are taking extreme measures to not let that happen, considering neighboring residents.
Q. Does Ajinomoto offer any opportunity for students to learn about CSR?
A. We introduce our CSR activities not only to students but also to people who participates in the factory tour.
We also introduced them during the 3.11 earthquake disaster reconstruction.
Q. Why is Ajinomoto supporting Ghana in Africa?
A. Because Ghana is maintaining its public security in Africa. Also, in Ghana, it is easier for Ajinomoto to
collaborate with partner groups, therefore, we considered there to be a appropriate place to assist.
31
4) Hondashi Factory Tour
Divided into two groups, participants joined the factory tour. The tour was coordinated as follows. (1) watch short
movie about manufacturing process of “Hondashi,” (2) experience dried bonito shaving, (3) observe manufacturing
process using iPad (dried bonito crushing room, granulation room, quality inspection room), (4) learn about how
bonitoes live in the sea, (5) observe product filling and packaging machines and (6) taste onigiri (rice balls) using
“Hondashi.” It was experience‐based and enjoyable tour.
5) Exhibition Room Tour
Participants visited an exhibition room where the historical records of Ajinomoto and Kawasaki Factory are
introduced.
6) Photography, Lunch and Break up
To Ajinomoto: Thank you very much
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III.Supporters
1. Sponsoring and Cooperation
For the 6th China‐Japan‐Korea Roundtable Conference, the following 15 member companies and groups provided
us with financial support. We deeply appreciate your kind support for GC‐JN.
Sponsorships Names of Sponsoring Companies and Groups
*In the order of application
(Yen)
1
Fuji Optical Co., Ltd.
100,000
2
AJINOMOTO CO.,INC.
100,000
3
Japan Football Association
100,000
4
SCSK Corporation
100,000
5
Hakuhodo Inc.
100,000
6
LIXIL Group Corporation
100,000
7
Nankai Tsu‐un Corporation
100,000
8
Hatae Oil Co., Ltd.
100,000
9
Sumitomo Chemical Company, Limited
300,000
10
Mitsubishi Heavy Industries, Ltd.
100,000
11
Fuji Xerox Co., Ltd.
100,000
12
MS&AD Insurance Group Holdings, Inc.
100,000
13
OLYMPUS CORPORATION
100,000
14
Kikkoman Corporation
100,000
15
The Yokohama Rubber Co., Ltd.
100,000
The following 15 company members provided us with their own products and services, adding grace to the
operation of the China‐Japan‐Korea RT Conference from various aspects. Our language assistants were given
gratitude by participants from China and Korea. We would like to thank all cooperating companies for all the support.
Names of Cooperating Companies Cooperation In
*In the order of application
1
TOPTOUR Corporation
2
Lion Corporation
Entire operation of the conference + exemption of 5% of contract charge (equivalent amount of JPY 120,000)
Contribution of “Ban Shower Sheet (scent of soap)” (480 packs)
3
Hakuhodo Inc.
Contribution of PR tools production as grant aid
4
Kikkoman Corporation
Contribution of Del Monte Juice (100 mL x 120 cartons)
5
NEC Corporation
Contribution of Japanese sake (300 mL x 30 bottles, 300 mL x 100 casks)
6
Ernst & Young Institute Co., Ltd.
Youth Program Teaching Advisor
7
AJINOMOTO CO.,INC.
Factory Tour
8
SEGA SAMMY HOLDINGS INC.
Korean language assistant staff
9
SCSK Corporation
Chinese language assistant staff
10 Shin‐Etsu Chemical Co., Ltd.
Korean/English assistant staff
11 ITOCHU Corporation
Chinese/English assistant staff
12 SUMITOMO CORPORATION
Contribution of bananas, “Kanjukuoh Banana” (x 200 fingers)
13 OMRON Corporation
Chinese language assistant staff
14 Chiyoda Corporation
Chinese language assistant staff
15 Nihon Unisys, Ltd.
Chinese language assistant staff
2. Lion: Ban Shower Sheet
From the left: 3. Kikkoman: Del Monte juice
4. NEC: Japanese sake (small casks and bottles)
12. SUMITOMO CORPORATION:
Kanjukuoh Banana
All products provided were given to the participants of the party as souvenirs.→
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