Temple University, Japan Campus (TUJ) has been offering American-style learning in the heart of Tokyo since 1982. As the largest and oldest foreign university in Japan, TUJ has seen remarkable growth, with its undergraduate population nearly doubling over the past three years to over 2,200 students.
The nation of Japan nowadays faces a number of challenges. On top of a lack of labor force, the country’s demographic shift is anticipated to cause a downfall of 11 million workers by 2040. To address this situation the government has decided to revamp its education system with the ambitious target of attracting 400,000 foreign students to Japan. What role can universities play in addressing Japan’s challenges such as the need to globalize and the shortage of labor?
One of the ways that universities help is most obvious is by making Japan accessible. That is one of the roles that we play, and personally, that is one of the things that motivates me. As someone who didn’t come to Japan by choice when I was 19 years old, I discovered a new world. I volunteered to do missionary work for my church and that was all self-funded and I didn’t have a choice on where I went. My church actually sent me to Hokkaido and to me, it was a major shock. I was not excited and I had just spent four years of my life learning French.
What I learned was the benefits of being international. I learned things about Japan that keep me coming back in terms of the basis of society and the fundamental role that family plays. The respect, the drive, and the passion that people here have hooked me instantly. I had never even thought that this was possible, but because I’ve learned so much, as an educator I want to introduce people to Japan. Temple is such an incredible way to do it because it is accessible through its global reputation. Temple is Carnegie Research 1 designated and it also has a high global ranking.
We are now up to students from 70 countries worldwide and we’ve pretty much doubled in size in terms of our degree-seeking students over the last three years. Part of that is a passion of mine as well as Temple’s drive to introduce people to Japan. Accessibility is obviously a very key factor here.
Communication is another factor and many will often talk about soft skills. I don’t actually like the term soft skills, preferring to call them critical skills. I think universities play a huge role in the development of those critical skills and you can’t dismiss communication. The role that communication plays isn’t just language to language, rather it is country to country or culture to culture. It is all about understanding the mindset of others, and Japan is such a great place to do that.
When you go to a foreign country you are naturally going to run into problems from day one, obstacles that you otherwise wouldn’t encounter. Really, you have to be special to study here at Temple. If you are Japanese, the traditional track is comfortable and simple, but the students we have here at Temple from Japan are immersed in English and are educated by professionals from around the world. To want to go through that you’ve got to be special and unique. Likewise, if you are from France or Spain you have to be pretty special in order to step out of your comfort zone and fly across oceans into a culture where everything is different. When I think about the future we are really drawing people in and making Japan accessible on top of teaching people how to function not only within society but also to move forward with a more global society. Essentially we are bridging borders, but what I can do alone is a limited circle. Fortunately, with 4,000 learners, 2,500 of whom are degree-seeking, who are all out interacting with people in the neighborhood, doing community service, doing internships, working jobs, and thankfully people are getting to know them and seeing the benefits. It changes mindsets and hopefully, it elevates society. Also, I think it provides insight to Japanese companies that need to go overseas. They can either take one of their traditional employees and embed them somewhere where they are going to be lost, or they can take one of our students from that country who understands Japan and they are going to be able to streamline that entire procedure.
I think if we are summarizing what role universities can play, it comes down to those critical skills as well as the elevation of knowledge. Basically making sure that what you’re teaching those students is relevant to the market and preparing those students to go out and succeed.
The rate of globalization in Japan has been felt by some for many years now, but on top of that, there are positive factors to choosing it as a destination. On a macroeconomic level, we have the devaluation of the JPY, but it is also one of the safest countries in the world to travel to. From the point of view of an American university, what do you see as the main advantages for an international student choosing Japan? What can they have in Japan that they can’t have anywhere else?
One of the things you see is access to a culture and heritage that has been around for thousands of years. You can be in Tokyo, the most modern city in the world and you can then take a train for 30 minutes and you’re in a completely different world. You can’t say that for other areas. Beyond even Tokyo, in Kyoto, you’ve got this historical and cultural mecca that is preserving 2,000 years of temples and history. Our campus is 10 minutes away from Fushimi Inari Shrine, the second most visited shrine in Japan, but you would not know that you are in a tourist destination when you are on our campus. It is a quiet, traditional Kyoto neighborhood that has an old architectural feel. You can live a modern life, but at the same time, there are places where you can step back in time. The differences between populated areas and rural areas are vast and stark. You can really explore unlike any other country in the world, and that comes from transportation and accessibility.
We had a student here who every weekend would just pop on a train with no plans on where he wanted to go. He would sometimes ride for an hour, sometimes much more than that. He would just get off the train when he felt like it and then explore the local area. Every area would have its own story, its own culture, and its own food. It was so easily accessible to him.
If you take it from a cuisine standpoint, there are more restaurants in Tokyo with Michelin stars than the whole of France combined. You can have cuisine from any country and any walk of life for a very affordable price. In fact, you can meet people that you wouldn’t meet otherwise, and today we have the Ambassador of Senegal on our campus. The exchange of ideas in an international center is something that I don’t think you necessarily get in other areas. One day you can go surfing, the same day you can go skiing. Japan really is diverse in terms of where it is. Interestingly, I was separated from Japan for 11 years and when I came back I was shocked by how much had not changed. To me, there is this element that constantly changes, but there is a core to Japan that does not.
While Japan is the fourth largest economy in the world, it has a relatively low percentage of international students compared to other countries. In your case you have 70% of your students coming from international locations, which should become an example to follow. What are the key changes that need to be done by Japanese universities in order to make them more attractive to international students?
Firstly we need to talk about housing and accommodation. There are so many landlords that turn away foreigners, and although our students can eventually find housing, there is a level of unwelcomeness, and I think that is certainly one of the biggest challenges. When we talk about employment we need to match the students to the job and unless students can speak Japanese at an N2 level there are no jobs available. It is a hindrance since students might skip looking at Japan because of the high expectations for language proficiency. I think it really comes down to the fact that at times, Japan can be difficult to navigate for many foreigners.
Part of these problems is a corporate culture that needs to change, and from a cultural standpoint, I think there needs to be more ways to welcome students from a logistical point of view. On the other hand, if I look at Japan, taxes are high and salaries are low. That is a huge thing for the university since we are looking to attract international talent in the form of professors, staff, and administration. Additionally, you have a lack of accessibility to English language education, and that isn’t just at a university level, that is from kindergarten all the way to grade 12. If you want to come with your family or build a family here your choice is to go to a traditional school and be educated in Japanese or pay an incredible amount to be educated at an international school. The international schools here in Japan charge more for tuition than our university does, and we are a top 50 American public university. There is simply a disconnect there, so if I go back to what it takes to attract people here, it really comes down to accessibility, and I think this is where Temple excels. We go to great lengths to bring in students and integrate them into society. The question now is how do you do this in a greater and more structured society?
You mentioned three big areas for improvement; housing, the local labor market, and global opportunities, so we would like to flip that now and shine the spotlight on Temple University. How does your institution help students to address these three challenges?
If we look at housing first, when we bring students in we arrange housing for them for their first semester. They have a base, and then during the first four months they are here we invite realtors who have English speakers to come and show the foreigner-friendly apartments they have found. This takes a lot of work, but once it's in motion we almost placed those students into housing situations. For us as a single institution, not only are we spending a lot of resources, but we are also looking to do it right. I am looking into the possibility of a large, residential, student life complex, but there are a lot of barriers in place. That would be something that would be very attractive and we would even like to do such a thing in collaboration with multiple universities. Right now we don’t own our dorms, we are contracting a third-party provider in four different areas around Tokyo. Since they are scattered, that is not ideal. What we are doing in Tokyo right now we are looking to replicate in Kyoto, and it isn’t easy to find foreigner-friendly housing locations.
The employment side is really almost one-to-one, hand-to-hand combat. We are talking to employers, finding employers, and helping them understand that these students are top talent and that they can help companies build bridges overseas. At one point Japan was the second biggest economy in the world, so we have to look at this slide and think well, how do we get back to number two? I think part of that solution is international talent and another part is shifting away from the archaic hiring practices of traditional Japanese companies. It is difficult for foreigners because you are throwing yourself into a pool and sitting down before a panel in competition with other Japanese people and everyone is literally starting the same day; April 1st. We are ending our spring semester right now and our students will be graduating at the end of April, but all Japanese companies have just finished their big twice-a-year hiring. Students who are graduating this semester need to wait for the secondary hire date which is October 1st or, if they are unlucky they have to wait a whole year. I’ve watched our students graduate and although they are top talent they are essentially acting as interns. I think that fortunately we are doing a better job now and that is partly due to our increased visibility. Unfortunately, a lot of these practices come down to very internal structures that Japan has to change.
We are sort of acting in an advocacy role as we pump top talent out of our system, so we do have faith that some people can be flexible, and this flexibility is getting students here and making it accessible. Really, we go to extraordinary lengths to help students adapt and overcome, but there are a lot of challenges.
One topic that really doesn’t get addressed in Japan too often is mental health, while in the West this is a big topic of discussion. It is so difficult to get mental health services here in Japan that are in English and honestly speaking, it is almost as bad on the medical side. If I’m a student and get sick or feel down from time to time, I can’t get good English language care. Add to that the fact that parents are overseas, and there is pressure on students to come home. I’ve seen it with students where they get the care they need, but it has been such a bad experience for that student that the parents or even the student might give up on Japan and go home. Temple, fortunately, has an Office of Student Services that goes above and beyond to plug our students into English language resources.
In recent years we’ve seen a big acceleration of digital technologies in the education sector, and a prime example might be generative AI such as ChatGPT. What we are seeing is that with the rise of ChatGPT, there are a lot of jobs today that are increasingly under threat, and this has led many universities to develop programs around the idea of lifelong learning. Firstly, how do you see digital technologies impacting the global education experience moving forward, and secondly, what is Temple University doing in terms of lifelong learning? How are you upgrading your degrees in order to cater to this ever-evolving sector?
I have a meeting today with a group of faculty that have been studying AI and they are bringing their findings to other faculty members here. We are attacking this head-on. Back in January 2023, I asked our faculty who had heard of ChatGPT and only around 10% raised their hands. I think what we are seeing is not unlike the internet, and back then everyone felt like everyone's jobs were going away. Many of them did, but what happened is that once the internet started to come there were suddenly new and different jobs. Just think about social media managers, for example, there was no such job 15 years ago. AI is going to get rid of jobs and streamline things, and I’ve told my faculty that they need to learn how to adapt and use this technology.
If I was in a classroom setting I might give the students an assignment, tell them to see what ChatGPT has to say, and then go find the source. Those students need to see if it is accurate or not, and if it isn’t, find the source that ChatGPT is pulling from to understand how the AI is getting its information. Over time education has been a memorization exercise, but with that memorization, you’ve got the internet, so why are you having people waste time memorizing when they should be looking for the application of that knowledge? To the people saying that their jobs will be gone, I say that isn’t the case, your job is going to be different. I think that the benefits of a liberal arts education go back to the critical skills we talked about earlier; AI cannot teach you how to communicate. Even something as simple as conflict management isn’t something that an AI can handle and I think it speaks to one of the biggest problems of society today. Many people are anonymously screaming at each other in an online setting, and it leads to some of the most tragic consequences, from small personal issues all the way to wars and country-wide misunderstandings. I think that the technology also allows for conflict management, getting people in a room to communicate. With AI, I’m happy because it forces professors to think away from memorization. If a professor is just going to lecture, students will simply turn off because they can get the same education from YouTube. Education needs to add value not only discover facts.
One of the things we do here that no other Japanese university is doing is our esports program. Not only do we have varsity teams that compete but we also have an academic certificate in esports. If you look at the video game industry today, there are billions and billions of dollars in investment, but universities are only focused on the recreational side, whereas we are more focused on the academic side of it. When I was the president at the University of Akron we were working with the Cleveland Clinic, one of the top hospitals in the world to put together an esports institute. There is rampant gamification, and if you think about modern surgery, oftentimes doctors will do it via robots and computers. Think about pilots, often they will train via flight simulators. There is also something to be said about the psychology of games, and how much is too much. What we are trying to do is position our students with core critical skills with added skills that might not apply to jobs that exist now, but will apply to jobs that will exist in 5,10, or even 20 years down the road.
Temple University is now the oldest foreign university based in Japan, and since 1982 you’ve been attracting students from over 70 countries. You offer a wide range of undergraduate and graduate degree programs in a huge variety of fields, but with that must come some challenges such as sustaining your reputation, ensuring inclusivity, and adapting to evolving educational needs. How do you collaborate with your home campus in Philadelphia to leverage resources and expertise in order to deliver an exceptional educational experience in Japan?
I like to refer to it as Temple One since we are one institution. Part of my charge as president and dean of this institution is making sure that the quality that we are providing here is the same, if not better as that of Philadelphia along with the standards and policies, ensuring that they are equal to our home campus. No one graduates from Temple University Japan Campus, they all graduate simply from Temple University. From day one students get a temple.edu email address and all of the resources we used are Temple University based.
Take for example students doing research, we have about 6 million books in the Temple University system with 1.5 million databases that we tag into, so our students can actually tap into those resources that are housed in Philadelphia. If students in Philadelphia want to search for a job in Japan we have a full career service department that just won an award for internships. It truly is Temple One, and in fact we have a campus in Rome too, so students can do up to one year in each of our locations.
We also have a visiting faculty program and this semester we have four visiting members. Eight will be coming across next year and this is creating this cross-pollination effect, in addition to the large amount of hiring we have done over the past two years.
On accreditation, since we are outside of the Japanese system we are very nimble. In terms of tourism and hospitality management we would have had to go through all sorts of approval and it would have taken years to do so, but since I’m Temple I can just call the main campus and tell them that Japan has a huge need for tourism and hospitality. I can tell them to bring the program here and they will send a couple of professors. I’ll start hiring and advertising, and boom we are off to the races. Because we are Temple One we can do that.
TUJ students
Over the past four years, you’ve expanded the number of undergraduate and graduate degrees that you offer as well as doubled your faculty members. What do you think are the core reasons for this positive performance and in the mind of Temple University, what are the next steps for growing the Japanese campuses?
Let me answer your second question first. For 42 years now, temples has fought here in Japan, and for a university outside of the Japanese system, there are so many obstacles. Whether it is the bureaucracy, the staffing components, or the taxation issues, there are a whole host of things. It took Temple 36 years to get to a point where it had 1,000 undergraduate students, but in just the last three years we have added another 1,000. In fact, this year alone we had 870 freshmen, so if I run those numbers over four years I’m looking at roughly over 3,000 students. That is like another 1,000 added as well as a bit more.
The next step is moving into Kansai and setting up a campus on a former Japanese Imperial Army base that has now been a Catholic school since after the war. After the war our partner built a junior college and it was all women. Three big buildings have been operating for 40 years, but because of demographics, they couldn’t make it work anymore. They saw that the Temple was growing so they reached out to us and told us about the space. It wasn’t until I visited on January 9th, 2023 that the creative juices really began to flow and I could start to see the vision of how this would work. Now we are just over a year later and we’ve announced that it is coming in 2025.
The Kyoto site has space for 2,000 students and we are only doing two of three buildings. I think moving forward we are really going to be able to provide people from outside of Japan with both a modern and a traditional experience with Tokyo and Kyoto, something that I really think is unparalleled. If I was a student I would just jump at that, and part of the appeal is making sure that we are providing the top-quality education that Temple is known to provide.
Another aspect is here in Tokyo where we are looking for more space. We are looking to expand throughout the neighborhood here, and there is space around the corner with the shopping arcade. I’ve just picked out a third building and chances are I will have picked out a fourth by the end of April 2024. As we go forward we are also being approached by different cities and prefectures about building other campuses around Japan. Whether we go down that road or not isn’t certain right now. I think that you have to remember that although we have the recipe and the ingredients, every location poses its own unique challenges.
You mentioned a partnership that had to close down its enrollment due to numbers, and this is an issue that is becoming more and more pressing. There are many people including the Japanese government that believe that we are going to see a consolidation of the market. Do you agree with this, and if so, do you see this as an opportunity for Temple University to further expand?
In terms of the consolidation of the market, absolutely yes. We are seeing it in the United States where universities are going out of business, merging, or even struggling along, and I think this trend will continue just because the population is going down. Japan is in the same boat because you have so many universities that are built, but unless the government is willing to subsidize universities that number is not sustainable. We have been presented with three opportunities now with campuses that have gone out of business or are going out of business. Although I will look at those opportunities to analyze if they are viable or not, we’ve also learned over our 42-year history that location really matters in terms of attracting students, attracting faculty, and job opportunities. To answer your question, it really does depend on the opportunity, and opportunity is what we saw in Kyoto. The city is very cultural and historical, but it is also dynamic. One out of every ten residents in Kyoto is a college student, so there is a lot of talent that is there, and if you look at the attractiveness, everyone visiting Japan wants to go to either Tokyo, Kyoto, or both. Now look at our strategy to bring in tourism and hospitality management, and it is kind of a perfect fit.
One solution that the US has looked at is the idea of just bringing in a lot of foreign students to fill universities. They will pay top dollar and will sustain our universities. COVID hurt that, as did geopolitical tensions with China. Basically, you now have countries that want international students, but at the same time don’t. Right now Japan is looking external, but one of the challenges is how long that lasts.
We all saw what happened during the pandemic, and Japan decided to close itself off to the rest of the world. Externally we lost hundreds of students because of the pandemic because they couldn’t get in and they gave up on Japan. Many expats left Japan because by shutting the country, families were separated. International travel is great, but you have to do it with an air of stability.
Temple is trusted and respected. Interestingly, Japanese universities are turning to us for assistance and we assist over 20 Japanese universities right now. It is something that I consider a public service to Japan, and we aren’t doing it for the money since we operate under the mindset of a non-profit. Rather it is a way to bridge opportunities. Recently we signed collaboration agreements with Yamanashi Prefecture, Nagasaki Prefecture, and Ehime Prefecture. Essentially we have collaborations in Honshu, Kyushu, and Shikoku, so now people are saying that I need to go after Hokkaido. The thing is, however, that these prefectures approached us. We talk about what we can do to assist these prefectures, and it comes down to getting in with students early, basically, the kindergarten to grade 12 range. When we talk about non-degree learners, some of them are from Japanese universities and some of them are from the kindergarten to grade 12 range. In August in fact we will have 1,200 kids on our campus and they will be learning all about international universities. We will have our students work together with trained educators in that program. With these collaborations, I see opportunities to make an impact, make a difference, and expose people internationally.
We are really taking a strategic approach as we ramp things up and we are really looking at things from a service-oriented standpoint. Serving Japan by drawing students in and educating the future leaders of Japan as well as other parts of the globe before then expanding to different regions; Yamanashi and Nagasaki as examples.
Your campuses aim to deliver superior American-style education in Japan, fostering global critical skills and preparing students for success in an interconnected world. The American style is very exigent and culturally different from the Japanese system. How do you manage to blend this American education standard with the unique Japanese culture in your curriculums?
I will give you a quick example and then expound a little on it, and it is based on my own experience. I came to Temple in 2003 until 2009, and even now although I am the president, I love teaching, so I will carve out time to teach. In August I will teach an intensive cross-cultural negotiation strategies class for undergraduates. Here I pair students together and have them do exercises, having them take the viewpoint of different cultures and try to negotiate against each other. This example involves me teaching a Japanese law class, and I had a Japanese lawyer who wanted to take my class. I was really nervous because here I am, an American licensed attorney, and sure, I’m a Japanese law scholar, but to have a Japanese lawyer in my class learning Japanese law, I started to think to myself whether I should let her in or not. Often she would come up after class and tell me how fascinating it is to hear my take on Japanese law through the eyes of an American. She said that she was learning so much about the Japanese law system because when she trained as a lawyer all she needed to do was memorize codes.
In our classrooms, we will draw faculty from around the world. We have a very diverse faculty but we put an emphasis on these professors to teach in a very interactive way. This follows a very American methodology and the critical skills we mentioned earlier. At the same time, however, these faculty members are drawing upon their own experiences. Students get to go around and really experience what Tokyo or Kyoto has to offer, but they see all of that behind the lens of someone who didn’t grow up here. In Kyoto, a key focus is having every faculty member out in the community doing things, allowing those students to go and experience the world beyond the classroom. It always makes me smile when we have Japanese educators walk around our campus and realize that this isn’t a Japanese university. It is a very unique approach and it comes as a result of not only the professors’ backgrounds but also the students.
TUJ Kyoto
You talked there about how crossing cultures can add a huge amount of value to the education process, and I think that today more than ever this is becoming more relevant. There are many that have the viewpoint that the world has entered a new era where savage and rampant globalization is stopping. The conflict between Russia and Ukraine has divided the world, and to add to that we have a West versus East conflict with the tensions between the US and China. We are now seeing international governments become aware of the strategic threat that this can represent, and some of the recent moves of President Mr. Joe Biden clearly prioritize supply chain resilience through US companies and US-friendly countries. As we enter this new era, what do you think are the new skills that universities have to teach students?
You are right, and the pandemic certainly set off this new era where we’re gravitating towards protectionism versus globalization. We’ve seen concepts spring up and now we are watching how those are playing out, and honestly, those have been quite polarizing. Israel and Garza are a great example of that conflict playing out right now.
It brings me back to the degree we are rolling out in Kyoto; our Master’s degree in communication management. The focus is leadership and there are four leadership courses in that. One of those is leadership diversity and cross-cultural leadership, and those types of things are almost crisis management. This is a skill that AI isn’t going to be able to solve. Essentially these skills come down to the ability to talk with one another. Part of esports, and I know this sounds corny, but if I’ve got five players playing one of their games against five other players, my players have on their headsets and they are talking to each other about strategy. You’ve then got the elements of triumph and failure as well as personal relationships.
To your point, in today’s world there needs to be the ability to fail in a safe environment, being able to learn from failure and build upon it. I think that is something that education does and it does it well. Another component of that is interpersonal relationships, and one of the joys we have is bringing people in from all walks of life.
I love being with students, so it is not unusual to see me playing basketball or handing out cream puffs in the lobby. In February we got Domino’s to deliver 1,000 small pizzas in a box for me and my team to give out to our students. I had an interesting conversation yesterday evening where a student asked if I spoke Japanese. I answered in Japanese and it started a conversation with a whole group of different ethnicities talking about what it takes to learn a language. I found myself thinking that it was a very fun and engaging conversation. I remember very specifically an incident when I was learning Japanese where a professor stopped me at the whiteboard over a mistake and made the whole class discuss the mistake I had made. Here I am 35 years later and I still remember that, but I think the core of that is that I learned that failure is fine. Through failure, I learned to do it right, and this is something that phones and AI can’t teach us. I think that through education there are invaluable lessons that need to remain.
As part of your internalization, you have multiple international academic exchange agreements all over the world through your home campus in Philadelphia and its strong network. What role do partnerships play within your business model and are you searching for any new partnerships?
We have universities approaching us constantly about partnering. I have a university from India coming to see me next week to talk about potential collaborations. Earlier I alluded to the 20-plus universities we are working with, and we are very unique in that Showa Women’s University which is next to us built these buildings for us. We are leasing these and part of the relationship is that there is a double degree program that is in place that Showa students can do with two years at Showa and two years at Temple and they will end up with two degrees. We also have a very strong relationship with Meiji University where we have students that are going back and forth. It is very easy to say that you are going to partner, but the question is, what are you going to do as a partner? The idea is to work together to mutually elevate each other. There is a whole list of things you can do but so often we’ve seen it where it just becomes a piece of paper and it doesn’t become something that is active. As we move forward, anything we do is going to be very active.
To summarize, yes, we are always in the market, but it needs to be something that is proactive and something that we can build on. There is so much that we can do together by collaborating.
Imagine that we come back in 2032 and have this interview all over again. What goals or dreams would you like to achieve by the time we come back for that new interview?
If we are looking into 2032, I envision an incredibly vibrant campus in Songjiang China, the Kyoto campus has grown and established itself, and perhaps there is one more campus here in Japan. Really Temple will continue to be a bastion of higher learning where students can be immersed in a very inclusive environment. It is global, it is student-centered, and not only do we attract top-talent students, but also attract top-talent faculty speakers. People will look to us for potential solutions and potentially we can work together with even more institutions. We are seeing that now, but ideally, I would like to see even more of that.
Another aspect I would like to see more of is programs. When I came in, the university had a limited computer science degree. You could do two years here and then you had to go to Philadelphia for two years, and for many students the cost was prohibitive. In talking with the main campus we got it shifted to three years plus one year, and once we hired more computer science professors and built a new lab we were able to get approval for all four years here on our campus. Students can now do computer science here and it is our fastest-growing degree, but I think we will see it grow even more. Behind this, I believe there is room to add programs in cybersecurity, engineering, and more STEM stuff in addition to the liberal arts aspects. In 2032 instead of 12 full programs, I could envision us talking about 25 programs. It comes down to what is the perfect fit, what is going to help serve Japan, and what is going to best position our students for opportunities here in Japan. Most foreigners that are coming in are doing so with the mindset that they want to say, and it is our mission to position them so that they can stay and they can have the option of being here in Japan on a longer-term basis.
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