Norihiko Ishiguro, Chairman, Japan External Trade Organization (JETRO)

Expanding our business globally for the future of Japan's economy

Chairman, Japan External Trade Organization (JETRO)　Norihiko Ishiguro　(Ishiguro Norihiko)

■ Profile
Born in 1957, he joined the Ministry of Economy, Trade and Industry (formerly the Ministry of International Trade and Industry) in 1980. Since then, he has worked in policy fields such as trade, industry, and energy for 35 years. During his career in industrial policy, focusing on startup support, corporate and industrial revitalization, and the formulation of growth strategies, he served as Director-General of the Economic and Industrial Policy Bureau from 2011 and as Vice-Minister for Economy, Trade and Industry from 2013 to 2015. From 2016 to 2023, he served as Executive Vice President of NEC Corporation (NEC), and in 2023 he assumed his current position.

Ever since his student days, Norihiko Ishiguro has aspired to work around the world, and after building his career at the Ministry of Economy, Trade and Industry and NEC, he became the Chairman of JETRO. With bases in 56 countries around the world, JETRO continues to work on a wide range of projects, including investment in Japan, collaborative partnerships, and support for startups expanding overseas. We spoke with Chairman Ishiguro, who said he wants to leave a growing Japanese economy and prosperity for his children and grandchildren's generations.

■ Looking ahead to the future of the economy from your student days

After enrolling at the University of Tokyo, I had a vague idea of ​​wanting to work globally. While working part-time as a private tutor, playing for my American football club, and devoting myself to my studies, I initially considered working for a bank, trading company, or manufacturer. I decided to work at the Ministry of Economy, Trade and Industry (METI) because I felt it was a vibrant place. At the same time, I felt like this organization was a good fit for me. After 35 years at METI, I spent seven years at NEC. I then became the current Chairman of JETRO. While METI plans and drafts policies, JETRO is an organization that executes its missions on the ground. As public organizations, the shared appeal of both organizations is the ability to contribute to the Japanese economy with a public spirit. Furthermore, I value the desire to leave a growing and prosperous Japanese economy for my children and grandchildren. For example, when securing budgets during my time as a government official, I always worked with a firm determination and sense of responsibility, believing that "in the long term, this will lead to Japan's growth."

My challenges and vision at JETRO

I am currently the Chairman of JETRO, but in the 1990s I worked in New York as an industrial researcher for JETRO. Political and economic developments in the US have an impact on the rest of the world. As a field researcher at the time, I was the first to report local changes to Japan. Not limited to New York, JETRO now has offices in 56 countries around the world. Utilizing its global network, it is engaged in a wide range of activities, including supporting startups, promoting the export of agricultural, forestry, and fishery products, and helping small and medium-sized enterprises expand overseas.
As Chairman, responsible for running the organization, I would like to contribute to the growth of the Japanese economy by making the most of JETRO's three assets. The first is human resources. JETRO operates around the world, so we have many people who are fluent in foreign languages. The second is our domestic and international network. We have the advantage of having 50 bases in Japan and 76 overseas. The third is the trust we have built over many years, and we are proud of the reputation we have built.
Armed with these three assets, JETRO operates based on four pillars. First, we support the creation of innovation through foreign direct investment, international collaboration, support for startups' overseas expansion, and the promotion of the active participation of highly skilled foreign talent. Second, we support the export of Japanese agricultural, forestry, and fishery products and food. Third, we support the overseas expansion of Japanese companies, including mid-tier enterprises and small and medium-sized enterprises. Fourth, we contribute to the activities of Japanese companies and trade policy through surveys and research. JETRO also contributes to regional economies in line with the global era. For example, if there is a need in a region to sell Japanese sake, we can connect local Japanese companies with overseas markets by creating opportunities to exhibit at overseas exhibitions. As a public organization, we are appreciated by companies and local communities, and I find my work rewarding.

■ Global expansion that will lead the future of the Japanese economy

Going forward, I would like to focus on deepening ties with overseas startups and ecosystems and supporting the overseas expansion of Japanese companies. In response to the sense of crisis regarding the decline in Japan's economic power due to its declining population, we aim for sustainable development by incorporating growth in overseas markets. In particular, it is important to spread Japanese startups with excellent technology around the world and create new business opportunities. I share JETRO's Vision, Mission, and Values ​​(VMVs), and I hope to pass on the growth of the Japanese economy to the next generation together with staff who possess excellent communication skills.

■Message to university students

While language and communication skills are important, they don't need to be perfect from the start. If you're motivated, you can grow by practicing locally. I enjoy changing environments and want to work with people who embrace new challenges. Our work requires us to connect people in many situations, such as determining which local or state government to connect with based on a company's requests, or which overseas markets to develop. In doing so, it's important to understand local trends and propose appropriate approaches. In some cases, we use a variety of methods, such as inviting buyers or developing new sales channels. Japanese companies also face the challenge of selling products at low prices when they could sell them at higher prices. We help them rediscover the value of Japanese products overseas and support their branding. Recently, Japanese startups have been leveraging their technological capabilities to flourish globally. In particular, there has been an increase in talented science students starting their own businesses rather than pursuing employment, and the role of accelerators and incubators to support their growth is expanding. In this dynamic environment, you need to be willing to take on new challenges without being intimidated. Develop a global sensibility to succeed on the global stage. It's great to travel to countries with beautiful cityscapes like those in Europe, but I also recommend visiting emerging countries. I want you to experience the energetic feeling that you can only get there, as if the earth is moving.

Student Newspaper Online November 22, 2024 Interview by Toyo University sophomore Miku Oguma

Musashino University 4th year Nishiyama Ryusei / Rikkyo University 4th year Ogata Narina / Toyo University 2nd year Koshiyama Rinno / Toyo University 2nd year Oguma Miku / International Christian University 2nd year Wakao Mai / Rikkyo University 4th year Sudo Satoru