Until now, the combination of political indecision and ongoing deflation in Japan has led the country into a quagmire where faltering international competitiveness and the shrinking, aging population have become increasingly serious concerns. Conflicts of interest have been leading to stalemates regarding key issues such as raising the consumption tax, lowering corporate taxes, deregulation, and energy policies, with little prospect for progress or resolution. Upper House elections were held with these circumstances in the forefront, and for the first time in years, a stable government is now at the helm and our sense of anticipation is growing stronger than ever.

According to "2013 Production Forecasts for the Global Electronics and Information Technology Industries" published at the end of 2012 by the Japan Electronics and Information Technology Industries Association, it is estimated that 63% of the 32.9 trillion yen in production output by the Japanese electronics industry will be manufactured overseas in FY2013. This indicates not only that overseas markets are expanding, but also that Japanese companies are increasingly turning to global production systems amid the so-called "six burdens" that Japanese corporations today face (the appreciating yen, high corporate taxes, the lack of free-trade agreements, strict labor regulations, policies to reduce carbon emission, and the energy crisis ensuing from the disaster in 2011). Concerning the manufacturing industry's influence on the overall Japanese economy, 4.3% of the 7.5% drop in nominal GDP from 2000 to 2011 was attributable to a dwindling manufacturing industry. On the other hand, the manufacturing industry accounted for 2.0% of the 5.5% increase in real GDP in the same period, which proves that the industry's degree of contribution to the Japanese economy is still strong.

In order to increase the added value of domestic production at a time when the working-age population is declining, production output per person will have to be boosted through the exhaustive pursuit of manufacturing power. It will also be necessary for corporate responsibility to be shifted to the younger segment earlier, and for women and the elderly to be allowed more active roles. Additionally, to reinforce Japan's brand creation strength, mother factories are to be maintained and fortified, human resources should be fostered that are capable of contributing to brand creation that is competitive in the global market, and greater collaboration between academia and industry must be promoted.

To constructively accommodate different interests and enable progress, the entire nation must share a vision and hammer out a design for what sort of country Japan is to become. This will require quantifying the gap between reality and objectives, creating executable plans, and properly implementing the PDCA cycle. It is time to deal with the issues our nation is facing, now that the days of so-called "twisted parliament" have ended and political stability has returned. I have faith that we can create a Japan the world can rely on, a nation whose citizens can live in peace of mind. It is equally important for the business community to make autonomous efforts now to realize this goal.