南山大学

 

学長方針

I.Basic Position

In the 2017 position paper, I expressed the fundamental idea of aiming to bring about the ‘maturation’ of Nanzan University as a whole. I stated that this becomes possible as a result of our efforts towards ‘growth’, including personal development, reform and innovation by being conscious of the charisma we all individually possess. This stance remains unchanged. This year, I would like us all to continue to etch the words ‘awareness’, ‘growth’ and ‘maturity’ in our minds as we work together toward our goals.

In the past, some of the main issues fiercely discussed at the Second Ecumenical Council of the Vatican (1962-1965) were ‘modernization’ and ‘returning to the source’. In short, the issue of modernization referred to opening up the church to the modern world and bringing back evangelical fervor to Christianity to rejuvenate it. At first glance, the opposite may have seemed to be the case, but in actual fact, the church was referring to Christ’s way of life, which was a model for self-reform, answering the needs of the people of that era and opening a path for their future and reforming the era. We live in an age in which not a day goes by that we don’t hear words such as global development or artificial intelligence development. For Nanzan University to make it through these times of rapid change, we must be able to respond appropriately by reading the ‘signs of the times’ and reaffirming the significance of the cornerstone of our university, our educational motto.

For all of us at Nanzan University who are involved in teaching and research, I believe that we should make our university philosophy and educational motto the base required to respond the various expectations of society. In particular, our motto of “Hominis Dignitati” (For Human Dignity) succinctly expresses the characteristics of our university’s educational and research tradition. This is indeed a value that we must not lose sight of, even as Japanese society becomes more diverse and globalized.

Aiming toward ‘awareness’, ‘growth’ and ‘maturity’, as a university, not only do we need the ability to think through various issues with creativity and initiative, but we also require a deeper sense of ‘collaboration’ as one team in order to realize our own ‘modernization’ and ‘returning to our source’. Let us work in unison and grow together.

II.Strategic International Advancement

‘Internationalization’ has always been one of the priority issues for Nanzan University, and it will continue to be so in the years to come. All Japanese universities need to internationalize, but at Nanzan University, aiming to realize the goals set within our founding philosophy, the Nanzan University Grand Design and the ‘Vision for Internationalization in Nanzan University’, this year I request that we continue to strategically advance our own internationalization based on the traditions of our achievements to date.

1.Further Advancement of International Exchange and Collaboration

As of the end of the 2017 academic year, Nanzan University now has exchange agreements with 85 universities in 22 countries. Within the ‘Vision for Internationalization in Nanzan University’, our goal is to establish agreements with 130 universities by the scheduled completion of the Grand Design initiative in the 2027 academic year. If agreements are concluded with the universities that we are currently in negotiations with, the total number will increase to 102 universities across 30 countries, meaning that we will be one step closer to achieving this goal. To that end, I request that we all continue to work hard to establish more exchange agreements.

In 2017, short study-abroad programs were established in all of our faculties. If we add the long-term study-abroad program numbers, this means we now have a total of 600 students going abroad. Additionally, this academic year sees approximately 110 second-year students from the Faculty of Global Liberal Studies participating in a study-abroad program at Arizona State University. Please continue to create programs in each faculty and graduate school that allow our students to study abroad and enhance their intercultural understanding.

In terms of other collaboration, I think it is necessary for us to take further steps to diversify the types of exchange undertaken to move beyond student exchange to include teacher and administration staff exchange and the hosting of faculty-led short-term study tours. In doing so, we also need to move forward with improving our learning environment and infrastructure by making use of information and communication technology (ICT) so that we can realize international online collaborative exchange and learning. Furthermore, please work to strengthen tie-ups with other catholic universities so that we can take advantage of our position as a comprehensive catholic university.

2.Establishment of Faculty and Graduate School International Student Host Systems

Nanzan University accepts 300 international students from 30 countries every year. Half of this number is made up of exchange students studying at the Center for Japanese Studies. This established practice is well thought of by society. However, in order for us to increase the number of universities with exchange agreements and accept more international students, we need to create systems in which credits can be obtained within our faculties and graduate schools. Providing more core-content classes in English and other languages could indeed help to achieve this objective. An increase in international students will lead to more opportunities for multicultural exchange on campus. To that end, I would like all faculties, administration offices and facilities such as the Centrum Communitatis, Japan Plaza, World Plaza and Stella to work hard to stimulate more multicultural exchange through the likes of events such as international weeks etc.

3.Preparing for New Developments for Internationalization

Starting this academic year, we will implement a pre-departure overseas entrance exam that increases the application opportunities for international students. System reform that stimulates growth in international student numbers requires all faculties, graduate schools and administration offices to work together. I would like both teaching and administration staff to attend study-abroad conferences and fairs to increase their knowledge of foreign education systems and accreditation systems. Furthermore, I request that we work to improve career-design education, being conscious of international students’ post-graduation paths.

In 2017, Nanzan University representative offices were opened in Shanghai and Beijing. Please think about where else we could establish new representative bases, as well as how to use these bases effectively in terms of enhancing our education and research.

Finally, we need continue to work on our infrastructure as the number of international students increase. Please look at more effective uses of our Nagoya Koryu Kaikan, Yamazato Koryu Kaikan, UR Chiyogaoka and Foyer Nanzan dormitory housing.

III.Future Planning

As of March this year, the Future Planning Fundraising initiative has drawn to a close after four years of activities. Here, I would first like to express my sincerest gratitude to everyone who helped with this. The funds raised will be used effectively within upcoming future planning.

1.Organizational Restructuring

The 2017 academic year saw the restructuring of a number of existing institutions within the university in line with the integration of our two campuses. Additionally, the Faculty of Global Liberal Studies was newly established. In order to further enhance our education and research, it is vital that we all continue our efforts in organizational restructuring based on a spirit of ‘unceasing self-reform.’

At graduate school level, preparations are currently moving forward for the opening of a new Graduate School of Law to add to the existing Nanzan School of Law, which focuses primarily on the training of practicing lawyers. The new graduate school aims to foster experts and researchers in the field of law. As for the undergraduate level, I ask that the Faculty of Science and Engineering continues to work on the restructuring of its departments.

2.Campus Facilities

In June 2017, Nanzan University began Stage III and IV of the Nanzan University Nagoya Campus Facilities Plan (2017-2021). During the 2018 academic year, renovations to the F, G and J buildings will be made and classrooms and research seminar rooms will be added. Among these renovations, G30, which will have earned a place in the memories of our graduates, has been reborn into a bright and modern lecture hall. Additionally, the sports ground will have synthetic turf laid down. We hope all of the P.E. classes and sports clubs make the most of this addition. We also plan to move forward with the addition of research seminar rooms and lockers for all faculties and their students. These facility plans are referred to as the Raymond Renovation Project as we continue to pass down Antonin Raymond’s design principles, which make up the base of our beautiful campus.

3.Nanzan University Grand Design Reform

Over ten years have passed since the Nanzan University Grand Design for the next 20 years was devised in 2007. Since the end of last year, we have begun the review process of its contents. Here, it is important that we are able to clarify any changes in our environment that we had not originally anticipated and to strengthen our approach accordingly. Presently, the issues identified and under review in the Grand Design have been divided into four categories: 1) matters that are in progress and/or completed, 2) matters that are in progress, but are yet to yield results, 3) matters that have not progressed and need future concrete planning, and 4) matters that need revision due to environmental changes. In the near future, we will make the mid-term report available to all staff. To that end, I ask that staff in all administration offices, centers, faculties, graduate schools and research institutes within Nanzan University look at the issues presented and examine what can be done moving forward.

IV.Education and Research

1.Continuous Examination of the Effective Operation of the Quarter System

The quarter system was introduced in the 2017 academic year. This system is a fundamental reform aimed at further internationalizing our university and enhancing the quality of our education and research. We were able to commence this significant reform due to the considerable efforts made by all teaching and administration staff. However, this system is still in its infancy. As such, we need to tackle any issues that arise as we aim to further improve our education and research under this new system. Accordingly, I ask you all to continue to review this system from all angles and consider how we should operate it effectively.

2.Establishment and Operation of an Education Quality Assurance System

Education and research are the two fundamental roles of a university. Naturally, there is an increasing demand by society for universities to clearly show the quality enhancement of education being made. Accordingly, in terms of education, we need to establish a framework to examine whether our PDCA cycle is working appropriately and operate it with absolute accuracy. I am sure that self-assessment and self-evaluation reports have been appropriately checked up until now, but as we prepare for the upcoming accreditation in the 2020 academic year, I ask that we review the contents and questions in the self-assessment and self-evaluation reports and, where necessary, think about making changes to make them easier to implement and the issues easier to understand.

3.Nanzan University as an Education and Research Base

In recent years, a variety of fields have become more organically intertwined and are heading in an increasingly interdisciplinary direction in terms of education and research. Furthermore, education and research are developing on a stage that transcends regional and national boundaries to include more international arenas.

With the completion of the campus integration last year, the Nagoya campus now hosts eight faculties, four graduate schools and a number of centers. I request that we all work to make the very most of our environment by creating ideas regarding interdisciplinary education and research that see more open channels of communication between institutions and teaching staff in the fields of humanities, social and natural sciences.

Joint research and other collaboration with both domestic and overseas universities are essential for any university. Nanzan University continues to enjoy a strong collaborative relationship with Sophia University as a fellow catholic university and through the “Japan- Latin America Student Mobility Program: Human Dignity and Harmonization in Migration and Coexistence.” With the Toyota Technical Institute, we have continued various types of collaboration including credit transfer, interlibrary access, and a joint lecture series. Both the Faculty and Graduate School of Science and Engineering have also embarked on new research initiatives with Nagoya University and other universities. One is a research project entitled ‘Human Resource Development Base Formation Supporting Embedding System Industry (QuadPro)’ (enPiT2). The other, which is related to this research, is an accredited program within the faculty and graduate school entitled ‘Technical Development Training Program for Embedding System Engineers’ (enPiT-Pro) which is an education program that focuses on the re-education of people in the workforce. Accordingly, I ask that we continue to further deepen these types of collaboration.

In terms of relationships with foreign universities, the 2017 academic year saw the implementation of short-term study abroad programs in all of our faculties, meaning that we can expect deeper relationships moving forward. I would also like to see us continue to support domestic and overseas sabbaticals taken by our teaching staff in order to further develop research.

Here, I ask that we work together in making it possible for Nanzan University to become a central base for education and research by bringing together cooperative and collaborative relationships with the above-mentioned universities and research institutes both at home and abroad.

4.Student Support

A variety of support strategies are required to respond to the concerns and feelings of unease that students can have related to study. Until now, the Health Center has played a central role in providing such support along with assistance and advice from academic advisors and other staff within our departments, faculties, graduate schools, Academic Affairs and Student Affairs offices, Center for International Affairs and the Centrum Communitatis. I ask that we continue to provide support for our students with diverse backgrounds.

We will continue to waive entrance and tuition fees up to the total amount due for those whose households have been affected by the Great East Japan Earthquake and Tsunami and the Kumamoto Earthquake. Also, for students whose results have proven their enthusiasm towards their studies, we will continue to offer opportunities for economic support through appropriate scholarships. Accordingly, I request that all teachers provide information regarding these opportunities to students whom you think may be in need of assistance.

Support of extracurricular activities is another important area so that all students lead a fulfilling campus life. For example, the Sophia-Nanzan Sports Festival is one of our traditional events and something that has significance in terms of inter-university collaboration. Please continue to support this event. In addition, I would like us all to continue our support of the university clubs and groups involved in the community activities (concerts, exhibitions, sports festivals etc.) as well as the likes of the Student Affairs office-led ‘Nanzan Challenge Project’ which focuses on original activities created by students.

5.Toward Better Research

In order to conduct better research, I want us all to continue to aggressively seek external research grants. Good research means it must be ethical and be considered appropriate under normal social conventions. To that end, please conduct your research in the correct manner, firstly by respecting research ethics and by also by being fully cognizant of how to conduct your research and how to use research funds.

V.Social Contribution and Links

1.Social Contribution

I am sure that everyone involved in research at Nanzan University is doing so as much as possible with an awareness of the direct and indirect social contribution that such academic activities provide. As a university, giving thought to how we make best use of our intellectual, human and material resources will become increasingly important from now on. During the 2017 academic year, as an example, we utilized our intellectual resources to send teachers to neighboring junior and senior high schools to deliver demonstration classes that included an introduction of their research. We also ran ‘Saturday Seminars’ as collaborative events with the affiliated institutions within the Nanzan School Corporation.

In terms of human resources, a joint-development project focusing on bread and sweets products was carried out in collaboration with project research students and our student volunteer group, and our PR staff conducted visits to high schools. In addition, the Nanzan Museum of Anthropology is involved in collaborative activities regarding museum materials with the Nagoya University Museum and the Meiji University Museum, which could be considered an example of social contribution focusing on material resources.

Nanzan University also provides assistance and support to a number of academic conferences and lecture events. I ask that we continue these efforts through a range of activities and use our various resources in a way that benefits society.

2.Community Links

Nanzan University is located in the Tokai Region, which means that we have to be constantly prepared for natural disasters such as powerful typhoons, heavy rain and floods as well as carrying out an ongoing review of the probability of an earthquake occurring in the Nankai Trough. Based on our risk management contingency structure, in the event of natural disasters, as well as ensuring that our students and staff are kept safe, we will serve as a center of operations for the local community.

From last year, our Student Fire Brigade began activities to contribute to help keep people in our community safe. Our Extension College continues to run a large variety of courses through its Communication, Career Skills and Life Support departments as lifelong education opportunities for the local community. In addition, the Logos Center continues to conduct a variety of activities, including cultural classes, volunteering and charity bazaars. From this academic year, Nanzan University’s collaboration with Nagoya City Office’s Gender Equality Promotion Office will see students from our Faculty of Law participate in an internship program. I request that we continue to look for a variety of possibilities regarding community links either as Project Research credits or student group activities.

3.Links with our Graduates

As can be seen from our long-established practice of homecoming days etc., at Nanzan University we have always treasured the bond that exists with our graduates. Our graduates fulfill numerous roles in society, so if our current students get a chance to see what our graduates are doing, I am sure it will stimulate them. For our graduates, being able to see how our current students are spending their time at university will give them a feeling of nostalgia as well as a sense of expectation. In order to make it possible for our current students and graduates to interact and connect in this way, I ask that we look at ways to create a framework that allows our graduates to participate in on-campus events.

VI.Entrance Examinations & Finding Employment

1.Entrance Examinations

The total number of applicants who sat the general entrance examination, the Zengaku Toitsu Nyushi (Unified Entrance Examination) (Individual Academic Ability-type & Combined with the National Center Test-type) was 19,758. This saw an increase of 165 applicants on the 2017 academic year. Combining this number with the National Center Test types (first application period: 3 subjects & 5 subjects type, and second application period), the overall number of applicants totaled 25,316, a decrease of 757 compared to 2017.

Entrance examination reforms are now required based on the “Reform Plan for the Articulation of High Schools and Universities” announced by MEXT in July last year. The reforms require improvement of entrance examinations for 2021 admissions by all universities through the provision of multifaceted and comprehensive evaluation of students in terms of the three elements that make up academic ability: (1) Knowledge & Skill, (2) Cognitive Ability, Judgement & Power of Expression, and (3) Independence, Diversity and Cooperation. Therefore, we need to begin looking in the mid to long-term at the way we use the Daigaku Nyugaku Kyotsu Tesuto (University Entrance Common Test) that will replace the current National Center Test as well as the introduction of external examinations that evaluate the four skills of English (Reading, Listening, Writing and Speaking). To that end, I ask that all other faculties consider the introduction of an entrance examination system such as the AO Admissions Examination, which evaluates these elements, as has been done in the Faculty of Global Liberal Studies and the Faculty of Foreign Studies.

One initiative taking place this academic year is the introduction of two new types of entrance examination—1) an AO Admissions Examination for catholic high schools and 2) a pre-arrival entrance examination conducted overseas for international students. The latter incorporates the use of the external Examination for Japanese University Admission for International Students (EJU). Therefore, I request that we continue to explore further development of our examinations from the viewpoint of international students and adult students.

Our graduate schools play an important role in enhancing our university’s social value in terms of education and research. In the 2017 academic year, we started a September intake for all postgraduate programs except for the Law program. I would like each of our graduate schools and administration offices to think of strategies that will make our postgraduate programs appealing so that we can increase the number of applicants.

2.Career Support Activities

The 2017 academic year saw another high level achieved in terms of job-to-applicants for university graduates, indicating a continuing trend toward improvement in job opportunities. With this trend in mind, I ask that students seeking jobs this year and our staff supporting those efforts work hard together to achieve a 100 percent job-placement rate.

Saying that, however, getting a job is not the end goal. Rather, it is important that students themselves clarify their career path goals and work hard through their lives to realize them. To help make this possible, I want our Career Support Committee, Job-Search Committee, faculties and graduate schools to work together on improving our career support infrastructure. This includes aiming at improvements through activities such as the collecting and analyzing of data on matters pertaining to industry links, actual career support activities provided to our students as well as collaborative activities with the academic advisors among our teaching staff.

Furthermore, I request that you consider further improvement in career support activities, particularly in terms of more internship programs, for our international students.

VII.Public Relations

Up until now, Nanzan University has promoted itself as an important education and research base in the Chubu region. As previously mentioned, we have been working toward ‘unceasing self-reform’ through efforts being made on the quarter system, promotion of internationalization, entrance examination reform, educational reform, campus renovations and social contribution. However, it is often pointed out that our name does not feature in the media frequently. In order to resolve this and increase our exposure, it is necessary for us to take a closer look at how we use the media, including the Internet and newspapers, and enhance that use. Simply put, we need to create a clear image and value that expresses Nanzan University’s education and research so the public can clearly identify with the things we are famous for.

With regards to our public relations, firstly I think getting more exposure in terms of our research output, educational activities as well as stories related to what our current students and graduates are doing would work well. The President’s Office will look at various matters such as the evaluation of a strategic framework and an appropriate budget for PR activities, but I also ask that our teachers and other staff cooperate in disseminating PR related information.

Our various open campus sessions serve as important opportunities to establish direct connections with students wanting to enter Nanzan University. As such, I ask for your continued cooperation in these activities this year. In order for our university to push forward with its internationalization initiatives, I request that we also enhance our PR activities overseas.


As a university, we now find ourselves in a situation where rapid changes in a range of social contexts are being identified in various fields. In the future, the age demographic of those studying at university will most likely not be limited to beginning at the age of eighteen. There are signs that there will be an increase in the opportunities for people already working full-time to begin studying again and for Japanese and international students to learn together more. Moreover, in line with the technological revolution we are recently witnessing, it is possible that we will see a diversification of the way students work after graduating from university. In that respect, it is essential that we keep an eye on such changes so we can respond appropriately as a university. Simply put, let us “work together as a team” and take the path toward ‘awareness’, ‘growth’ and ‘maturity’ together.