Atsushi Seike, President of the Japanese Red Cross Society

2025.12.20

It is humans who save humans. The path that connects "theory" and "humanity"

■ Profile
President of the Japanese Red Cross Society, Academic Advisor to Keio University, Professor Emeritus of Keio University. Graduated from the Faculty of Economics at Keio University, Ph.D.
He served as President of Keio University from 2009 to 17, Chairman of the Promotion and Mutual Aid Corporation for Private Schools of Japan from 2018 to 2022, and President of the Japanese Red Cross Society from 22. During this time, he also served as Chairman of the National Council for Social Security System Reform, President of the Japan Society for the Study of Labor Management, Chairman of the National Council of Social Welfare, and Chairman of the Labor Policy Council.

Atsushi Seike has had an unusual career, transitioning from president of Keio University to president of the Japanese Red Cross Society. Known as an authority on labor economics, how did he end up at the forefront of humanitarian aid? We spoke to him about the appeal of protecting human life, health, and dignity, from the academic studies he was passionate about as a student to his mission as the head of an organization.

As a student at Keio University's Faculty of Economics, I focused on studying economics. Economics rationally explains human behavior, and I felt it was a useful and fascinating field for understanding humans and society. In particular, during my third year of university, I joined a research group on labor economics, a field that analyzes work through economics, and became engrossed in writing my graduation thesis. The topic of my graduation thesis was Gary Becker's human capital theory. This theory views education and in-house training as "investments," and the benefits to individuals and companies are enhanced work skills and wages. Becker's theory posits that companies should not invest in developing versatile skills that are useful anywhere. This is because, even if they incur costs through training, companies cannot recoup the costs if employees leave for other companies. However, at the time, Japanese companies were sending their employees to overseas business schools at their own expense. Because business school education is not tailored to a specific company, this behavior seemed contrary to Becker's theory. I focused on this and conducted empirical analysis. As a result, he revealed that at the time, the job market for large white-collar workers had not yet been established, so companies were able to invest with confidence. He also worked part-time as a private tutor. He also volunteered to help coach the rugby club at the school he belonged to during his junior and senior high school years, participating in weekend practices. He wasn't confident that he could play at university, but he continued playing because he loved rugby and physical activity.

From researcher to university administrator to humanitarian

I found labor economics extremely interesting, so I decided to go to graduate school and become a researcher. Of course, there was no guarantee I would become a researcher, and it was a risky choice, but by the time I finished working on my graduation thesis, I had no doubts. After being accepted into graduate school, I also passed the selection process for the Koizumi Scholarship, which is awarded to only a few students per graduate school, which gave me some confidence. After completing my master's program, I applied for the assistantship program (which was still in existence at the time) and submitted my assistantship thesis to Keio University's Faculty of Business and Commerce. I was accepted, which marked the beginning of my career as a university professor. After serving as an assistant professor for about four years, I became an assistant professor (now known as an associate professor). After a stint at an overseas research institute in the United States, I became a professor seven years later. I have had a fulfilling career as a researcher, winning several academic awards in the field of labor economics and serving on government councils. While I was enjoying my life as a university professor, which I considered my calling, I was unexpectedly elected dean. Then, while I was dean, the election for president of Keio University came up, and I was elected president of Keio University, a bolt from the blue. Although becoming president meant giving up most of his activities as a teacher and researcher, he accepted the position as a way to repay the kindness of Keio University, which had looked after him since his youth, and somehow managed to overcome the financial crisis following the Lehman Shock, completing his two-term, eight-year term. After stepping down as president, he was appointed chairman of a corporation that looks after private schools, and during that time, thanks to a call from the previous president, he became president of the Japanese Red Cross Society. The neutrality and independence of the Red Cross are shared by private universities, and these ideals resonated with me, which was a major reason why I accepted the position.

■A trusted organization with nearly 150 years of experience helping people in need

The Japanese Red Cross Society is the only organization in Japan that represents the Red Cross Movement, established to realize Henry Dunant's philosophy of "helping all, regardless of friend or foe." It operates through a network of Red Cross and Red Crescent Societies in 191 countries and regions around the world and is also an organization based on the Geneva Convention. Our mission is to unite the desire to save those in suffering and to protect human life, health, and dignity under all circumstances. The Japanese Red Cross Society was originally founded in 1877 as the "Hakuaisha" (Huai Society) to provide relief during the Satsuma Rebellion. It was renamed the Japanese Red Cross Society in 1887, the year after the Japanese government joined the Geneva Convention. Since its founding, the Society has been active in a wide range of fields both domestically and internationally, including disaster relief, medical care at 90 Red Cross hospitals nationwide, blood collection services as Japan's only blood collection service provider, welfare facility management, nursing education, and youth Red Cross activities. The appeal of the Japanese Red Cross Society lies in its international nature, its global network, and its credibility, built on nearly 150 years of tireless work, driven by a clear mission: to save those in distress. While its public role in times of disaster is clearly defined by domestic law (the 1952 Japanese Red Cross Society Act), the organization's autonomy is also respected. Furthermore, it has offices in every prefecture and conducts activities nationwide. To carry out its activities, it employs 68,000 employees and 680,000 volunteers, making it an organization with enormous manpower. Because we work to realize "humanitarianism" from a "neutral" and "independent" standpoint, we distance ourselves from any political, racial, or religious stance. We do not exclude anyone, and all people are potential recipients of our assistance. Thankfully, in the 2025 survey, the organization ranked first in recognition as a humanitarian aid organization.

■ Carrying on the future of the Red Cross with imagination and teamwork

To continue fulfilling its mission, the Japanese Red Cross Society has high expectations for the future of its employees. While we hope to work with people with diverse personalities, there are certain qualities we look for in common. First and foremost, we expect candidates to strongly identify with the Red Cross's ideals. Respect for humanity and a strong desire to "save humanity" are essential. We also look for candidates who are interested in people and have the ability to think independently and respond to any situation. A deep imagination that allows you to consider both the perspective of those receiving and those providing support is extremely important. In addition to basic work skills, a desire to continue growing is also an important hiring criterion. The Red Cross tackles a wide range of issues, some of which cannot be resolved through the activities of a single organization. Therefore, valuing teamwork and communication, and the ability to collaborate and cooperate with others are also important. It is also important to be able to think outside the box and adapt flexibly to changing social and economic conditions. The world is currently facing major structural changes, including demographic trends such as an aging population, technological innovations such as AI, geopolitical changes that are increasing the frequency of armed conflict, and climate change. These changes increase the need for Red Cross activities. For example, the frequency and severity of natural disasters caused by global warming will increase the demand for relief and rescue operations. In this context, we are being called upon to promote digital transformation (DX) and increase work productivity. This is to enable us to devote more time to activities that only humans can perform, as symbolized by our slogan, "It is people who save people." Furthermore, even as the population declines, we hope to increase people's interest in and participation in Red Cross activities by promoting the organization's 150th anniversary commemorations, which are scheduled for two years from now.

■Message to university students

I hope that all university students will take full advantage of the things they can only do while they are students. Of course, the first thing that comes to mind is academic study. "Academic study" at university is different from the "study" you received up until high school. It means thinking for yourself. Thinking for yourself does not mean haphazard speculation, but rather thinking systematically. Specifically, it involves the process of "finding a problem to consider," "considering why that problem exists," "confirming whether that idea is correct," and, if correct, explaining it in a way that others can understand and solving the problem." This is exactly the same as the academic process of "finding a research topic," "constructing a theory (hypothesis) to explain the problem," "verifying that theory (hypothesis) objectively," and "drawing a conclusion." This "ability to think" can also be cultivated through club activities. Whether in the arts or sports, you will find a problem through your activities, create a hypothesis for a solution, verify it, and solve the problem in the best way. I hope that you will thoroughly master this process during your time as a student.

Interviewed by Student Newspaper Online on November 10, 2025 by Ayuki Erikawa, a first-year student at the College of Information, Management and Innovation

Minami Yoshikawa, fourth-year student at Sophia University / Ayuki Erikawa, first-year student at the University of Information, Management and Innovation