Energy Transition
継続的に信頼関係を構築する方法 - 日本の経験から得られる教訓
日本は、過去30年間にわたり、不平等がもたらす社会的な分断や政治的ポピュリズムの高まりを回避してきました。さらに重要なのは、日本が集団としての理想を守り続けてきたことで、社会的まとまりが保たれてきたことです。こうした安定性と、日本人の目標達成に向けた意識の強さは、日本におけるネットゼロの実現を後押しするでしょう。
Shunichi Miyanaga
Chairman of the Board, Mitsubishi Heavy Industries (MHI) since 2019. Formerly, President and Chief Executive Officer, overseeing the growth of revenues from $25 billion to $37 billion, expanding the global workforce from 68,000 to 80,000 and doubling the number of employees outside Japan to 28,000. Began career with MHI in 1972 at the Hiroshima Machinery Works immediately following graduation from the University of Tokyo. Has held numerous management roles throughout MHI and has spent career promoting global marketing, engineering and manufacturing efficiencies and customer-focused service strategies. 2000-06, President and Chief Executive Officer, Mitsubishi-Hitachi Metals Machinery. 1999, General Manager, Heavy Machinery Department, Machinery Headquarters; 2008, Executive Vice-President, Head of Machinery & Steel Structures Headquarters. Since 2008, Member of the MHI Board of Directors; 2011, Senior Executive Vice-President and Head, Presidential Administration Office. 2013, named President and Chief Executive Officer, MHI; since 2014, Non-Executive Member of the Board, Mitsubishi Motors; since 2019, Director, Mitsubishi Corporation. Degree, Faculty of Law, University of Tokyo; MBA, Graduate Business Programme, University of Chicago. Interests: playing tennis and golf, unsolved problems of Number Theory, etc.
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Energy Transition
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Energy Transition
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