Japan Intercultural Consulting - Europe, Middle East & Africa

Improving Cross-cultural Communications and Business Practices

Japan Intercultural Consulting is the leading training and consulting firm focused on Japanese business in the Europe, Middle East and Africa (EMEA) region.  We have been operating across EMEA since 2004, providing cultural awareness training and consulting to over 250 Japanese companies and their suppliers and partners in Belgium, Czech Republic, Egypt, France, Germany, Hungary, Italy, Netherlands, Saudi Arabia, Slovakia, South Africa, Spain, Switzerland, the UAE and the UK.

Our facilitators all speak fluent Japanese and have many years of practical business experience, working in or with Japanese companies.

We help clients improve working relationships in multicultural environments through cross-cultural awareness training seminars, management and communication skills training seminars, teambuilding programs, human resource management consulting, and executive coaching services.

Latest Articles

January 9, 2017


Poland, Migration and the Future of the EU

It has just been announced that Polish immigrants now represent the largest group of foreigners living in the UK. There were around 831,000 Polish born residents in the UK in 2015, overtaking Indian born residents.  This represents a ¾ million increase on 2004 when Poland joined the EU, showing the scale and speed of the increase in immigrants from Eastern Europe – one of the root causes of the British vote to leave the EU.

Poland’s connections to the UK go back further than this, however.  A large group of Poles settled in the UK after WWII, and were welcomed because of the well-known heroism of Polish pilots who flew in the Battle of Britain.

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December 27, 2016


 The European Love of Argument

I was looking at my diaries from when I was 11 years’ old and living in Japan, and was amused to see that I had written in them that my burning ambition was to be a politician.  Quite a few of the people I knew at university have become politicians, so I suppose on reflection this was not an impossible dream for me.

I then wondered why I did not try to realise this ambition. I think it is because I really don’t like confrontation and I take it too personally.   This might be rooted in my childhood in Japan – Japanese schools do not offer as many opportunities to debate as they do in the UK.  But I also spent my teenage years in British schools, where, like many schools in the UK and Europe, there were plenty of opportunities to become good at arguing, such as school debating societies and public speaking competitions.


December 11, 2016


Nidec’s Nagamori-Ism Brings Profits And Productivity To German Acquisitions

Nidec acquired Geraete und Pumpenbau, a German pump manufacturer based in Thuringia in 2014.  The 1000 or so employees were worried about their job security as a result, according to Nikkei Business magazine.  Nagamori visited shortly after the acquisition and said “you are making a superb product.  We can sell this not just in Europe, but US and Asia,” he declared in Japanese, without an interpreter: “Let’s make GPM even bigger.”
Michael Grellmann COO of GPM, says that since joining Nidec Group, they have been able to reduce costs and double profitability thanks to thorough “progress management”.
Nidec started acquiring companies in 2010. mainly in North America and Europe.  They have now made 49 acquisitions, of which 24 are overseas.

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December 10, 2016


How Nidec Reduced Overtime by Improving Communication

Manufacturer of electric motors Nidec was famous for having hard working employees who didn’t care how many hours they put in.  The founder, Shigenobu Nagamori, himself said “I only take a holiday on New Year’s Day”.  Now, according to the Nikkei Business magazine, Nidec is undergoing a revolution where going home on time is the norm.

Nidec started a project last year to promote the better utilization of female employees.  Overtime working at Nidec’s headquarters had been on average 30 hours a month.  The first step was to get senior level managers to go home on time.  This immediately decreased overtime by 30%.

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