Transparency of Information is the Basis of Trust: What is PM Kan’s Cabinet Doing?

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Ever since the Fukushima nuclear power plant breakdown, I have been pointing out in my web site that openness and transparency of information is the basis of trust for any organizations, be it government or enterprises. And in the case of Fukushima I regret to say that this openness and transparency lacked to a fatal degree especially in the initial stage.
 
The fall of trust in Japan’s government and authority seems clear to the world, and this openness is the risk shared by all Japan Enterprises in this global world.  Unfavorable rumors or misinformation about agricultural produce or industrial products, thus harming credibility of Japan (‘Fuhyo Higai’ in Japanese), basically originates from this mistrust in Japan.

To address this issue, I pointed out as the “Next Step” (Ref.1,2,3) the importance of launching a Commission/Task Force consisting of independent, international members.

I understand that some legislators recognize the importance of such processes, and their number seems to be increasing.
 
At this challenging timing, domestic politics is seemingly occupied by the ‘storm in a cup’, and I fear that the world is gradually spreading the notion that governance of Japan’s authority is really no good.

IAEA issued a report on the result of its investigation of Fukushima pointing out that the transparency of information and speed of briefing was fatally unsatisfactory.  It is no surprise that they say so.

Such tendency of Japan was being observed internationally for some time at many arenas, but it so seems that they thought it, understandably, was a domestic problem.

However, now, people are being more aware of this weakness as they were pointed out in relation to the response of Japanese authorities to Fukushima and the investigation of that followed.

Below are the recent commentaries for your reference.  I think people involved are well aware of these issues.
１．Comments by Bruno Pellaud, former Director General of IAEA (in Japanese)
２．Credibility of Yukiya Amano, Director General, IAEA , questioned (in Japanese)
３．Comments on the weakness of the Government of Japan (in Japanese)

We must swiftly move on to the next “Step” to regain trust.  No matter what we do, it takes a long time to regain the trust once lost.

 

Chief Scientific Advisor to the UK Government Visits GRIPS

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I have written several times here(in Japanese)(Ref.1)on the Chief Science Advisors to the UK Government.  As the representatives of the scientists of the United Kingdom, they are well trusted by the science community and have great responsibilities to the government in giving advices in their policy makings.  

This post is currently served by Sir John Beddington from three years ago, if I remember correctly.  He is a wonderful person.  I happen to be especially close to his predecessors Sir David King, and Robert May (later the President of the Royal Society, Lord May of Oxford); we trust each other and get along quite well.

This is one of the most highly respected positions in the British Government　(Ref.1) (both links are in Japanese), and therefore a person is carefully and well selected to assume the responsibility.  This background is observed clearly in the healthy relations between the science community and legislators – particularly the Prime Minister (although the distance varies depending on the Prime Minister of the time.  Tony Blair, for example, is said to have been quite eager and used to have discussions with the Chief Scientific Adviser almost weekly… I think that, in the end, it is a matter of the level of insights of the top of the administration how they use these wonderful advisors….)

Taking the opportunity of Sir Beddington’s visit to Japan, GRIPS invited him to give a lecture and a panel, and the event was moderated by Mr. Akira Ikegami, a well known journalist/TV broadcaster. The main topic was “3.11 and Fukushima”.  It was a quite nice conference, with lots of participants, good Q&As from the audience and twitter.

I was invited to ask first question to Sir Beddington after his speech.  Its video record is uploaded on Youtube (part 1)(part 2) and summary document is available at these links (Ref.1 in Japanese) (Ref.2 in English) .

His presentation was very clear and good.  I understood very well that he was speaking with full sensitivity to political issues and process.  I hope you will learn a lot from his lecture on how to communicate/work with governments.  On the other hand, I think it would be interesting also to imagine what Japanese people in such a position would say or act if they were in a similar circumstance.

My question appears right in the end of Dr. Beddington’s presentation (I urge you to listen to this…), after a comment by Mr. Ikegami, the host.

Fukushima is a global issue and the lecture was given at the timing when we were waiting for the results of the investigations by the IAEA. 

Good questions were raised from the floor, too.

 

Drs Iiyoshi and Ishikura of the Open Education

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The weather was beautiful on May 31st, and from 8am, I gave a speech to a group of young legislators of Democratic Party and Liberal Democratic Party focusing on the 3.11 disaster under the title “What’s Now, a Step to Take” (Ref.1). The meeting was held at a conference room of the Office building of the House of Representatives (Syugiin Kaikan).  We had a good discussion, but on the other hand, since there was an imminemt issue of non-confidence motion of Prime Minister Kan, I felt uneasiness in the air.

I am deeply concerned about the state of our nation and wish to do whatever I can.
 
From 10 am, I ran a meeting at Ministry of Health, and I arrived late at a meeting over lunch with Drs Yoko Ishikuara (photo is here also) and Toru Iiyoshi (Ref.1) on the role of Open Education in Japan and the trend of education in the world.  Our table was outdoors, faced a cozy garden, with bright sunshine, so we very much enjoyed passing of the time.  I felt urge to start a new project, a new move.  I hear that Dr Ishikura is starting her new work aggressively at Keio University.

Then, I went on to join in a board meeting of an educational institution which I am part of.  The relations between education reform and conventional power is difficult anywhere.

In the evening, after a brief stop at my home, I headed to Haneda to take a flight to Paris that will take off shortly after midnight.  By coincidence, Mr. Tsuchiya, who takes charge of Japan program at the Davos meeting, was on the same flight.  We are both visiting the headquarter of the World Economic Forum in Geneva.

It was a busy day, but with the help of the nice lunch time with Ishikura-san and Iiyoshi-san, I managed to take off in a good spirit, boarding on the night flight to Paris departing at 0:35 am, June 1st.

 

The Prime Minister of Malaysia Launched Global Science and Innovation Advisory Council

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Photos here

Almost every nation of the world is setting science and innovation, ie, the creation of new social values, at the center of their national policy.

It is no exception for Malaysia, a nation that puts high priority in education, more recently making strong commitment to science research, in order to realize its economic growth.

Prime Minister of Malaysia Dato' Sri Mohd Najib announced the launch of GLOBAL SCIENCE AND INNOVATION ADVISORY COUNCIL on May 17th making use of the opportunity of his visit to New York City.

Dr. Zakri was appointed to the Science Advisor to the Cabinet at the time of the inauguration of the Prime Minister. I have been acquainted with Dr. Zakri since he was a senior official of the United Nation University (UNU) in Tokyo as well as Director of its affiliated Institute of Advanced Studies (IAS).  Dr. Zakri asked me for support when he came to Tokyo last year, and it so happens that the request materialized in this announcement.  The activity of this council is to be led by the New York Academy of Sciences (Ref.1). 

Below are the press coverage of the council for your reference;
1. BBC   
2.  New Strait Times

From the announcement, I learned that there are some people, such as Jeffrey Sachs, and Rita Colwell, whom I know very well in the members of the council.  If you search in my web site I think you will find their names in some of my postings.  I very much look forward to working with them.

Since I plan to go to Kuala Lumpur in mid June to give a lecture, I hope that our mutual schedule will permit me to see Dr. Zakri then.

I very much feel honored to be asked to serve in such an important task.

 

First Step Towards Structuring New Japan

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 ‘3.11’ disaster attracted global attentions not only by its huge impact but also by the importance Fukushima has in the world.

However, this attention lasted just for the initial 1 to 2 weeks.  Japan has exposed its strength and weakness clearly to the world, as I have pointed out for several times in this web site (Ref.1, 2, 3 )   
or in other media such as newspapers (in Japanese) (Ref.1)

News coverage of Japan is altogether minor in international media.  If you follow the world news, it is perfectly clear that any comment by Japanese government is taken as nothing but excuses.; that is to say the credibility and trust of Japanese government have fallen.

Then, how can we recover the international credibility of Japan?  This is the keypoint.  As far as browsing through the domestic news coverage, I could hardly find any opinions or comments by the Japanese ‘leaders’ on this issue.

At a time like this, when the nation is at the brink of losing its trust, it is good to learn lessons from the past.  However, that being said, the point is how much the leaders have profound insights, are capable of making good judgments, know what they must do.  Self-centered ‘pride’ means nothing here.
The one and only thing that matters is how much you care about the people (of Japan).  It goes not just for the government but also for the major business enterprises like TEPCO.

This means, in case of the Fukushima Nuclear Power Plant, that the government or the Diet must launch an ’International’ task force that is completely ‘independent’ from the government. I can assure you that unless this is done, the world’s trust in Japan will never even start to recover.

Such idea/reasoning is also presented in the document which the Natural Resources Defense Council submitted to President Obama dated March 25th.

Also, unfavorable rumors or misinformation about agricultural produce or industrial products, thus harming credibility of Japan, are difficult to tone down unless the steps I described above do not materialize. There are lots of lessons to be learned from the process of recovery of the reputation of British Government that took more than 20 years when the BSE started in 1886. 

What we need is a special committee that is ‘independent’ and ‘outside’ (i.e. internationally trustable) of the government.  Equally necessary is a quick and total information disclosure.  This again, is very unsatisfactory at this stage.  Transparency is the foundation of trust and credibility.

Recently, I had an opportunity to present this idea using this figure at a meeting (open to media) organized by legislators of the Democratic Party of Japan.  I learned that many members of the Diet share this idea with me (in Japanese).

Mind you, the whole world is watching.  They are questioning whether Japan has no intention of turning the Fukushima nuclear power plant disaster to lessons to share with the rest of the world.

 

The Risk Response Network of WEF: The World Is Paying Attention to Japan’s Responses

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The World Economic Forum (‘Davos’ Meeting), recognizing enhancing mutual dependence of the global world, have launched ‘Risk Response Network （RRN）’ (Ref.1),  where the danger of expansion of various risks in the world is discussed so as to structure the system of addressing to those risks and responses to them.

I have bee participating in the processes, but this ‘3.11’ quakes, tsunamis, and the nuclear power plant crisis of Japan was precisely one of huge disasters we had been discussing about over the last few years

WEF-RRH meeting was held in New York in April, and then, on May 18th, a Workshop focusing especially on this mega disaster in Japan was held in Tokyo.

Many people gathered, and Mr Edano, the Chief Cabinet Secretary, among others, came to deliver a message. Summaries and references are available on web sites (Ref.1, 2, 3) (Ref.3 is in Japanese).

A summary by Kevin Steinberg, the COO of RRN, is also posted on the web site of WEF.

Besides participating in the open sessions, I have been involved in many discussions, interviews with key persons for these 3 days.

How Japanese government respond to this disaster is being watched by the whole world.

 

Turning the Fukushima Nuclear Power Plant Disaster to Lessons to Share with the World

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Hardships will continue for the people at Sanriku district, the area hit by the great tsunami disaster.  I earnestly hope that political measures will be taken swiftly to at least have their basic daily life recover soon enough although inevitably more time is needed for full recoveries.

In addition, we have to deal with the huge nuclear power plant disaster in Fukushima.  The whole world is paying attention to us.  This issue is not something that will end in a decade or so, but something much huge, that will last for much longer period of time.  Since the global trend was to increase the number of nuclear power plants, the attention from the world to Fukushima is accordingly much higher.

Here, I would like to introduce to you my interview  (in Japanese) with Tetsuo Saito (in Japanese), Deputy Secretary General of the New Komeito, and former Minister of Environment.   This interview includes ideas on the ‘most important things to do’ NOW, so please take a look.

The title of our dialogue is; ‘Overcoming the Crisis and Changing Japan to a Nation Contributing to the World’, its subtitle is; ‘Turning the Nuclear Power Plant Disaster to Lessons to Share with the World’

The sub-sub titles are;
1. Truths of Japan Exposed
2. Fragile Leaders at the Time of Crisis
3. Blueprints of the Recovery
4. Japan in the Global World
 
In the end appears my recommendations on ‘the most important things to do’ at this time.
 
I have been expressing my views repeatedly in this web site, so I think you already understand, but below are some examples for your reference (Ref.1 (in Japanese), 2, 3, 4, 5 (in English)).

I have also pointed out that Japan is currently regarded as one of the major risk factors of the world and explained why this is the case.

 

Washington DC: A Solid 30 Hours Visit and Sense of Fulfillment

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I left for Washington DC on May 9th (Mon), right after the ‘Golden Week’ holidays.  Arrived at 2pm on the same date, checked in to the hotel, took a brief rest, and headed to the Carnegie Institution of Science to see Dr Richard Meserve (Ref.1), a long time friend. Dr. Meserve is also one of the key persons of the nuclear power plant policies of the United States, so I came to see him to discuss issues related to the Fukushima nuclear plant.  I understand that Mr Fujita (in Japanese), member of the House of Councillors, visited him just recently, too.

After the visit which was for about 40minutes, I went on to CSIS.  Here, my purpose was to discuss with them the progress of the project with our HGPI  (Ref.1),  which I have reported to you earlier, (click here for the video), as well as to discuss how we could collaborate on the “Japan’s Recovery Plan After ‘3.11’”  by CSIS announced on April 20th.

After having a discussion for about an hour, I went to the National Academies of Sciences. Here, my focus was to exchange views with experts of the Science Academies on nuclear power/radiation and international relations; Drs Michael Clegg (Foreign Secretary), John Boright (Executive Director, International Affairs), Kevin Crowley (Senior Board Director, Nuclear and Radiation Studies Board), Richard Bissell (Executive Director, Policy and Global Affairs Division) joined.  I have been in touch with both Michael Clegg and John Boright for about a decade or so, from the time when the scientists started to be active in presenting policy recommendation for the global age, when I was serving as the vice president and later the president of the Science Council of Japan; and of couｒse in the last two months on Fukushima.

They had understood well about the purpose of my visit, and it helped much in having a very constructive discussion.  It is very important, especially at time of crises, that you have such good personal relationship with mutual trust with experts of the world.

I do understand that there are many hurdles, but we must be aware that the Fukushima Nuclear Power Plant issue is not only in itself a great issue to the world, but how Japan handles this and all of the other problems that stem from it – such as risk management policies and their deployments, the effects of radiation on health, environment, agricultural or industrial products, or emission of radiology to the ocean – the entire response of Japan as a whole is being watched by the world.  When unpredictable crisis issues arise, the way the nation reacts and handles is a test and determines, like it or not, the most fundamental credibility of that nation.

In such circumstance, setting an independent commission consisting of international experts is a crucial, very important political process in securing the credibility of a nation today.

Look, for instance, at the BSE problem in Great Britain that started in the 1980s.  It took nearly 20 years for them to regain trust, even after they referred and acted to the independent EU committee and waited for their conclusions.

As the world goes global, international credibility/mutual trusts of nations is becoming increasingly important, and in this context how Japanese government reacts to the nuclear power plant issues, how it keeps the process of treatments/decision makings open, transparent, subjective is evermore crucial.  However, I regret to say that the government, companies, media, and the scientific community of Japan failed to recognize this at all. Therefore, it seems to me that they are unable to make any trustworthy, speedy actions or decisions and focusing instead on domestic circumstance, making policies that are too nearsighted.  The world at large recognizes somehow not-so-appropriate responses of Japanese leadership, which underlies, in my view, a quick decline of the reputation of Japan and spreading of unfavorable rumors or misinformation that harm the Japanese products and industries.

Next morning from 7am, I had a breakfast with Ambassador Fujisaki, and then spent the rest of the day having discussion with 10 or so of experts of an Aging Society Think Tank.  At lunch time I enjoyed a short but nice conversation with Dr John Howe, President of Project Hope, who just arrived at Dulles Airport from Johannesburg, and Drs Darrel Porr and Frederic Gerber (Dr. Gerber also came directly from Johannesburg) who was with us in Japan just last week, thanks to the thoughtful arrangement of HE Fujisaki.

After the lunch, I returned to continue discussion and made my presentation, then at 5pm, just before the closing, left for the Dulles Airport to fly to Zurich via London where I will head for St Gallen.

My visit to Washington DC was only for about 30 hours, tightly packed schedule, but it turned out to be an extraordinarily fulfilling stay.  I thank Ambassador Fujisaki and his staff at the Japan Embassy in Washington DC, and many others for their kind and wonderful support.

I hope this trip will be of some help to the current situation of Japan…..

 

The Fragiligy of Japanese Elites, How to Make Leaders

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The whole world was watching Japan, holding breath, ever since after the 3.11.  I have been sending out series of hard comments in my blog (Ref.1,2), too.

Although what I have been saying was nothing new,  I have been saying the same things (in Japanese)for a long time, it seems that the management of the Fukushima nuclear power plant disaster by Japanese authorities made my points – the weakness of Japan ? becoming clear to the world.

The world media do not seem to report anything about Japan recently except for the nuclear power plant issue, though..…

The conduct of Japanese scientists also ruined the credibility of this nation.  Speaking in Japanese (not English) did not prevent the audience of the world to understand what are said and written.  My overall impression however, is that the comments by the Japanese scientists, especially on the nuclear power plants, were too vague and incomprehensible.  I know there are tons of reasons for this, but still, I have to say..….

In the morning edition of Nikkei Newspaper of May 9th, my comments (in Japanese) appear.  I would appreciate it if you could read this and think a little about it.  People are sending me many e-mails and messages on this article.

Here is another article (in Japanese) on Nikkei Newspaper quoting my comments, which was published a bit earlier.

The Truth of Elites Becomes Clear at the Time of Crises

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The great disaster and the following nuclear breakdown.  Now, Japan is truly in the “great national crisis”.

I have posted several columns since March 25th.  Now, how has the government been responding to this unprecedented disaster?

An article on the Asahi Newspaper, April 2nd edition, ‘Opinion Kohron 3.11’, featured views of several people in this regard.  Among them was a comment by Kazuhiko Toyama titled ‘Everything for the Sake of the Children’.  Mr. Toyama, a good friend of mine, whom I have introduced to you several times in my site, published recently an inspiring book ‘Restoration of Companies and Capacity to Fail’ (published in Japanese only)  on the essence of organizations and human behavior and leadership..  Toyama-san gave me a phone call right after the disaster to tell me about his concerns on the effect of radiation to the employees of the company he is currently heading. Please search by the key word ‘Kazuhiko Toyama’ in this site.  He is one of the businessmen I deeply respect. 

I quote below the view of Toyama-san as expressed in the Asahi newspaper, because I think they are very straight forward, worth reading opinions.

 “Everything is ‘For the Sake of the Children’; Kazuhiko Toyama (CEO, Industrial Growth Platform, Inc.)

  • I became directly involved, too.  Three local bus operating companies in Fukushima, Ibaragi, and Iwate are our subsidiaries.  In total, we have 2,100 employees and 1,200 buses there.  Although they were damaged just like others, they immediately resumed operation and helped numerous people evacuate from the nuclear power plant zone and transporting medical relief teams.
  • But fuels were not enough.  I tried to get help from the Prime Minister’s office, related ministries, or legislators whom I knew in person.  But they were very slow in responding.
  • The quake hit in March 11th.  Government announced their decision to withdraw oil reserves on 14th and expanded the volume of the withdrawal on 22th.  During this time span, many people ran to buy stocks.  When a broad area of cold district is struck by a huge disaster, it is perfectly clear that fuel will be the key to the survival of people.  Then why did it take so long for the government to make the decision?
  • After negotiating directly with the Japanese legislators, government officials, and companies, I could not help but to strongly sense the existence of a serous problem in the quality of people belonging to the elite class.
  • ‘Have to consult the authorities’, ‘There are no such requests from the prefectures’, ‘Your suggestion does not satisfy our requisites’- such were the reactions I encountered.  Their conducts were nothing but self-defense, desire to save face, shifting responsibility to others.
  • Directions and orders were coming from everywhere in different manners.  I went to a certain place as directed, but nothing was arranged as they have said it would.  When I told them our problems, the issue was hit to places all over like a ball in a pinball machine.
  • As for the fuel and supplies, I think the government should have asked at a very early stage, to the unaffected area, to withhold purchase for a certain period of time.  Likewise, the government should have announced clearly the safety or danger of the area within 30km distance from the nuclear power plant, or the degree of radioactive contamination of vegetables or water.  Comments such as; ‘They are not perfectly safe, but are quite all right’, is no good at all. 
  • For a long time, we had those ‘elite’ people who are incapable of taking risks or making decisions to the head positions as our leaders in politics, governments, and businesses.  As the result, we have rotten this country from the head.  I got such an awful feeling within me.
  • Most of those elites graduated from Todai or other top universities.  They earned excellent grades at school, are courteous in nature, good at adjusting differences of opinions, thus have climbed up the ladder of the organizations by acting as a good person.  However, once a crisis hits them, they are never able to make hard decisions because they are afraid of being criticized.  These elites try to get away from taking responsibilities.  So, nothing will move.
  • Making decision involves forcing someone or some part some sacrifice  If you can not do this, you do not qualify as a leader.   If you have to postpone making decisions at critical moments, you are much less incapable of making judgments at normal situations.  I suggest that all government offices, companies, political parties review their current human resources
  • At this difficult time, in the political, public, or financial sectors of the society, who was doing their job and who wasn’t?  Who escaped from their responsibilities?  I trust that you reporters and journalists witnessed everything.  People need to know the truths.  I urge you, people in the media, to record and report later all of what happened.
  • I think that the most important thing to do from now on, in the process of the nation’s recovery, is to judge all policies or plans by one criteria; ‘Is it good for the children or not?’. Also, ask not ‘what your country can do for you?’ but ‘what you can do for the future of your country?  It is our responsibility to choose the leaders who are brave enough to ask those questions to the Japanese people.
  • In this context, I recommend assigning younger people in their 30th or under to the restructuring of the towns or even the nation.  Since they are expected to survive some 50 years from now, I think they should be the ones to be given the rights to decide things for the future.
  • The older generations will be tested on how much they can make sacrifice for the younger generations, how much they can give up their vested interests which they have been taking for granted.  Pensions, health cares, seniority based promotions, or life long employments…  It is very important that they make sacrifices.  All policies and revival plans should put first the future of our children.
  • By the way, the buses of our company managed to keep on running.  It was because that there were, although few, legislators and government officials who did their job to the end, until the goals were achieved.  Also, we had helps on the site from our fellow transportation businessmen who shared their gas and other necessities with us.
  • It is the people on the site who deserve praises.  Seeing the great motivation and devotion manifested by my employees almost made me cry.  They revived the bus operation of the route from Morioka to Miyako, the most damaged area, in just 5 days from the quake, and the seats of the first bus were fully occupied by the young people (who would look so nowadays in normal situation), carrying tons of aids goods.  These young people are definitely not what people label as the herbivorous species (Soshoku-kei).
  • The strength of Japan is apparently the common people who are so patient and willing to make sacrifices.  Those working on the site are also wonderful.  The Self-Defense Forces (Jieitai) and fire departments are doing great jobs. At the government, the section heads and people below are especially making good efforts, not to mention those officials working hard at the local offices.
  • When a devastating crises hit, whether a company or a nation, the hidden problems show up all of a sudden.  This however, in a way, is a great chance.  I want to make this disaster work as leverage for the creation of the future of Japan.  The race just started and the winner is yet to be decided.”

 (Interviewer, Editor Masaaki Tonedachi
The Asahi Newspaper, page 13, April 2 (Sat). 2011)