Latest news with #Komori
Japan Forward
18 hours ago
- Politics
- Japan Forward
Yoshihisa Komori on Iran, Israel, and Japan's Murky Stance
The armed conflict between Israel and Iran, sparked by Israeli strikes on Iranian nuclear and military targets on June 13, has come to a halt. Fears over Tehran's suspected pursuit of nuclear weapons were at the heart of the confrontation. For now, a ceasefire brokered by the United States on June 23 appears to be holding, despite initial signs of friction. While much of the world has been focused on the Middle East, Japan's murky messages on the unfolding crisis have also drawn significant attention. Tokyo was the only G7 country to condemn Israel's actions. At the same time, the government withheld endorsement of America's June 21 strikes on Iranian nuclear sites, despite Washington being its closest ally. Yoshihisa Komori, a seasoned journalist and Washington-based Associate Correspondent for The Sankei Shimbun , says Japan cannot expect others to end Tehran's nuclear ambitions while turning a blind eye when action is taken to counter them. In an interview with JAPAN Forward, Komori discussed the thinking behind Tokyo's cautious stance and wider implications of the recent military flare-up. The strikes were narrowly focused on eliminating Iran's nuclear facilities, targeting a regime that openly calls for the destruction of a neighboring state. If Iran's nuclear weapons program has been effectively neutralized, I believe the US operation deserves praise. Chairman Kim Jong Un and President Vladimir Putin during Kim's visit to Russia in 2023 (©Office of the President of Russia) Beyond the immediate impact, the operation sends a consequential message to other lawless regimes, particularly North Korea. Pyongyang continues to wield its nuclear arsenal to intimidate neighboring countries. The growing nexus between Tehran and Pyongyang, including weapons transfers, presents the broader strategic implications of the strike for security in Northeast Asia. Most G7 countries have expressed support for the US strikes on Iran's nuclear facilities. Prime Minister Shigeru Ishiba's remarks, however, have been notably restrained. And the Japanese government has yet to issue a clear message endorsing America's recent military action. Prime Minister Ishiba answers reporters' questions on June 22. (©Sankei) One reason is Japan's dependence on oil from the Middle East. Before the imposition of American sanctions in 2018, for instance, Iran was one of Japan's largest energy suppliers. It's a factor that continues to influence Tokyo's approach to regional tensions. While the energy reliance is true, the Japanese government must understand that Iran's power projection in the region is weakening. Their leaders have threatened to blockade the Strait of Hormuz, but their ability to do so effectively this time is questionable. The Strait of Hormuz, linking the Persian Gulf and the Gulf of Oman, is one of the world's most critical maritime corridors and a key global oil transit chokepoint. (©Public Domain) Another factor is that some in Tokyo view the Iranian regime as particularly cordial toward Japan. But I remain skeptical of this notion. For example, when Prime Minister Shinzo Abe visited Tehran in June 2019, a Japanese-owned tanker was attacked in the Gulf of Oman, with strong evidence suggesting Iranian involvement. Additionally, Japan is a liberal democracy, while Iran is a theocratic dictatorship. Our political systems and core values are fundamentally incompatible. Japan is home to several prominent anti-nuclear organizations, some of which have received international recognition, like the Nobel Peace Prize. Yet their activism is selective. These groups are quick to condemn countries like Israel, even when Israel takes action to halt rogue nuclear weapons development. Their stated objective is the complete eradication of all nuclear weapons worldwide. The recent US airstrikes in Iran represented a step toward that goal. Yet, rather than welcoming such efforts, these groups bashed Washington while largely ignoring Iran's nuclear ambitions. Similarly, although they frequently condemn the US for maintaining its nuclear arsenal as a deterrent, they remain conspicuously silent on the nuclear weapons developments of China and North Korea. This is precisely where Iran's nuclear weapons development could tip the balance of power. Iran may not have the conventional military capabilities to pose an existential threat to Israel. But the situation changes dramatically if a neighboring country, one that openly calls for the annihilation of Israel, is on the verge of acquiring, or already possesses, nuclear weapons. Such a situation is deeply alarming. Iran's Supreme Leader Ayatollah Ali Khamenei (©Getty via Kyodo) and Israeli Prime Minister Benjamin Netanyahu (©Reuters via Kyodo) Iran is also widely recognized as a state sponsor of terrorism. While there are debates over how the United Nations categorizes such states, many countries consider Iran responsible for supporting various terrorist groups in the region. President Donald Trump says he is not seeking regime change, but he doesn't deny the possibility that it could happen. I was actually in Washington during the Iranian Revolution of 1979 and traveled to Iran near the end of Mohammad Reza Pahlavi's reign [Pahlavi was the last Shah of Iran who ruled from 1941 to 1979]. When I was back in the US, I also had the chance to interview his eldest son, Reza Pahlavi. Before 1979, Iran was a pro-American state and, at one point, it maintained relatively close ties with Israel. Before becoming an Islamic theocracy, the country had experienced elements of actual democracy. In that sense, Iran differs from China and is more comparable to certain Eastern European countries. The seed of democracy is stronger. Author: Kenji Yoshida
Yahoo
3 days ago
- Business
- Yahoo
Exploring Three Promising Asian Small Caps with Strong Potential
In recent weeks, Asian markets have seen mixed performances amid global economic uncertainties and geopolitical tensions, with smaller-cap indexes showing resilience despite broader market fluctuations. As investors navigate this complex landscape, identifying promising small-cap stocks in Asia requires a keen eye for companies with solid fundamentals and growth potential that can withstand market volatility. Name Debt To Equity Revenue Growth Earnings Growth Health Rating Ve Wong 11.74% 0.90% 4.16% ★★★★★★ Shangri-La Hotel NA 23.33% 39.56% ★★★★★★ Komori 8.92% 9.67% 68.95% ★★★★★☆ Nanjing Well Pharmaceutical GroupLtd 28.52% 11.19% 6.51% ★★★★★☆ Hong Tai Electric Industrial 2.14% 8.92% 1.39% ★★★★★☆ Wison Engineering Services 41.36% -3.70% -15.32% ★★★★★☆ Mr Max Holdings 48.68% 1.03% 0.97% ★★★★☆☆ Toho Bank 112.58% 4.43% 32.71% ★★★★☆☆ Iljin DiamondLtd 2.55% -3.23% 0.91% ★★★★☆☆ Sinomag Technology 68.80% 16.08% 3.66% ★★★★☆☆ Click here to see the full list of 2601 stocks from our Asian Undiscovered Gems With Strong Fundamentals screener. Here's a peek at a few of the choices from the screener. Simply Wall St Value Rating: ★★★★★★ Overview: Korea Information & Communications Co., Ltd. operates in the information and communication sector, small and medium business startup investment, and financial value-added network services, with a market capitalization of approximately ₩416.79 billion. Operations: Korea Information & Communications generates revenue primarily from its Financial VAN Sector, with the Electronic Payment Agency Business contributing ₩513.05 billion and the Credit Card Value-Added Communication Business adding ₩266.39 billion. The Small and Medium Business Startup Investment Sector also contributes significantly with ₩6.52 billion in revenue, while the Information and Communication Sector adds ₩3.70 billion. Korea Information & Communications, a small player in the tech space, is trading at a discount of 8.1% below its estimated fair value. The company has shown impressive earnings growth of 47.2% over the past year, outpacing the diversified financial industry average of -0.2%. A significant one-off gain of ₩16.6 billion impacted recent financial results, highlighting potential volatility in earnings quality. Notably, its debt-to-equity ratio improved from 1.5% to just 0.3% over five years, reflecting prudent financial management while maintaining more cash than total debt and completing a share buyback worth ₩1 billion this year for strategic capital allocation enhancement. Click here and access our complete health analysis report to understand the dynamics of Korea Information & Communications. Assess Korea Information & Communications' past performance with our detailed historical performance reports. Simply Wall St Value Rating: ★★★★★★ Overview: Weichai Heavy Machinery Co., Ltd. specializes in the development, manufacturing, and sale of diesel engines, generating units, and power integration systems for ship power and power generation equipment in China with a market capitalization of approximately CN¥10.76 billion. Operations: The primary revenue stream for Weichai Heavy Machinery comes from the General Equipment Manufacturing Industry, contributing approximately CN¥4.19 billion. Weichai Heavy Machinery, a lesser-known player in the industry, has shown notable financial health with earnings growth of 14.1% over the past year, outpacing the machinery sector's 1% rise. The company is trading at 25.3% below its estimated fair value, suggesting potential undervaluation. Despite a volatile share price recently, it remains debt-free and boasts positive free cash flow. However, recent results were impacted by a one-off gain of CN¥37 million in its latest financials to March 2025. Its net income for Q1 2025 reached CNY 31.8 million from CNY 23.88 million last year, reflecting steady progress despite market fluctuations. Take a closer look at Weichai Heavy Machinery's potential here in our health report. Gain insights into Weichai Heavy Machinery's historical performance by reviewing our past performance report. Simply Wall St Value Rating: ★★★★★★ Overview: Nanjing Hanrui Cobalt Co., Ltd. specializes in the extraction of cobalt and copper ores, with a market capitalization of CN¥11.04 billion. Operations: Hanrui Cobalt generates revenue primarily from the extraction of cobalt and copper ores. The company's financial performance is influenced by its ability to manage costs associated with mining operations. Its net profit margin reflects the efficiency of these operations in generating profit relative to its total revenue. Nanjing Hanrui Cobalt, a nimble player in the metals and mining sector, has been making waves with its impressive financial strides. Over the past year, earnings surged by 41.5%, outpacing industry averages, while net income for Q1 2025 hit CN¥42.86 million compared to CN¥30.66 million from the previous year. The company also boasts a robust debt-to-equity ratio improvement from 56.5% to 18.6% over five years, indicating solid financial health. Despite a one-off gain of CN¥56 million impacting recent results, its interest payments are comfortably covered by EBIT at 32.9 times coverage, showcasing strong operational efficiency and potential for sustained growth amidst market challenges. Click here to discover the nuances of Nanjing Hanrui CobaltLtd with our detailed analytical health report. Learn about Nanjing Hanrui CobaltLtd's historical performance. Click here to access our complete index of 2601 Asian Undiscovered Gems With Strong Fundamentals. Have a stake in these businesses? Integrate your holdings into Simply Wall St's portfolio for notifications and detailed stock reports. Unlock the power of informed investing with Simply Wall St, your free guide to navigating stock markets worldwide. Explore high-performing small cap companies that haven't yet garnered significant analyst attention. Fuel your portfolio with companies showing strong growth potential, backed by optimistic outlooks both from analysts and management. Find companies with promising cash flow potential yet trading below their fair value. This article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. Companies discussed in this article include KOSDAQ:A025770 SZSE:000880 and SZSE:300618. Have feedback on this article? Concerned about the content? with us directly. Alternatively, email editorial-team@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Business Insider
23-04-2025
- Business
- Business Insider
An Idaho restaurant put employee well-being first — and it paid off
At Kin's prix fixe restaurant, the menu changes every five weeks, and it's always a group project. Having five or more staff members work together to brainstorm a tasting menu, divide up the cooking, and gather ingredients may seem like a recipe for disaster, but Kris Komori and Remi McManus, the co-owners of Kin, don't mind the challenge. Collaboration is integral to their restaurant, even if it requires some trial and error. "We don't necessarily have general managers and things like that," McManus said. "We all work as an entity and as a unit." This mindset even extends to how Komori and McManus tackle payroll and prioritize pay equality. The owners offer all full-time staff a salary with benefits like paid time off and health insurance. This differs from the typical restaurant model in which some staff receive the minimum wage for tipped workers, while mainly relying on optional gratuities. In a rapidly changing industry known for burnout and top-down management, Kin's approach to work culture might be less common. But Komori, who's also Kin's head chef, said the Boise restaurant had always been an outlier. "We're not trying to change an entire restaurant industry or even Boise itself, but we did know that we could create something a little bit different," Komori said. Their efforts have paid off. In 2023, Komori won a James Beard Award, and in 2024, Food & Wine listed the restaurant as one of the top 20 restaurants in the country. On separate calls, Komori and McManus spoke with Business Insider about how they foster employee well-being at Kin — and how other restaurants can adopt a better workplace culture, too. Remi McManus: For years in the restaurant industry, there's been a big discrepancy in pay, especially from the front and back of the house. We try to develop equality through equal pay for all staff members. Our goals have been to develop more professionalism in the industry in Idaho and provide for our staff and our community more than we used to at my previous restaurant, State & Lemp. Kris Komori: Part of the core competency of the business is connecting to our guests and community, but it's mostly about connecting with our crew. It's still long hours and stressful at times, but if we can have people be excited to come to work instead of dreading it, it's just a happier place to be. How have you developed a sustainable business model that can account for having staff on salary? McManus: It's important for employees to take ownership of their duties. This means engaging them in different responsibilities that play to their strengths and discussing things they would like to see done in the restaurant. We have a graphic designer who is a service staff member and helps us to do social media posts and graphic design for menus. We've had a bartender who moved on to be our full-time bookkeeper. We have individuals who have experiences outside the restaurant that we can utilize to change the dynamic of what this space really is. While most people see us as a restaurant, we see ourselves more as a community engagement center with food and beverage as the vehicle. Komori: Since our tasting room is reservation-only, we know how many people are coming in and what their allergies or dietary restrictions are. Based on our capacity, we also know how much to order and prep. We can be efficient on the cost of goods and then put that into the payroll. Why do you think a community-focused work culture is a less common approach in most kitchens and restaurants? McManus: It's very expensive. Restaurants are fairly transient, and other owners don't potentially have the time or desire to invest as much into their employees. We're called Kin for many reasons, but one is because 100% of the staff that was with us at State & Lemp came over to Kin. It felt like we were a family creating a new establishment. Komori: One reason why a lot of places don't do it is because you have to also get a lot of buy-in from the team in terms of rotating schedules, knowing that everyone deserves the time off. Sometimes that requires stepping in. If someone's on vacation, then everyone's got to pull a little bit more, but then you yourself go on vacation and the other people do that for you. It's a compromise to staff saying you can have a career, sustainable finances, and days off in a restaurant. Because we have more people on staff, we can rotate schedules. As long as everyone has buy-in and supports each other, it works really well. How does prioritizing collaboration and creativity help foster a more welcoming workplace? McManus: Any employee wants to feel like they're valued at work. Because we are a small staff, we're able to engage with them on a day-to-day basis. Whether it be collaboration on a dish or activities outside the workplace, developing these intimate relationships is baked into our ethos. When we come up with menu ideas, it's not necessarily just Kris or myself. Being able to rely on the individuals that have been here for years and also some of the new individuals for ideas is probably the best thing that we can do. People who have been doing something over and over and over again for years — they need new ideas. The collaboration process is probably one of the most effective things that we have in the restaurant right now. Komori: Everyone that comes in here wants to create. What's cool about our tasting room is that it starts with one dish, but over time, the staff is creating dozens of dishes, and they start to notice their own style. They're also learning how to plan, order at a cost, and write a prep schedule. It's really important because probably a quarter of the kitchen will want to have their own place, or at least become a chef with their own team. It's a lot to change the menu, but it's also fun. McManus: We accept gratuities, but we use them to fund the salaries. I believe, in some larger cities, there are restaurants that have gone away from optional gratuities and just added them to the bill or increased the pricing so they can have a similar pay structure. Komori: We're always wondering if the way that we're doing things is the best way to do it. You just have to be wanting to change. You ask your staff, "Hey, we want to try something to benefit the business and to benefit you. Are you willing to experiment with it?" And then you course-correct. We have good retention, and our guests are happy to support a place trying to healthily and sustainably support its crew. So we get loyalty from customers, which stabilizes the revenue and helps sustain the system. How do you think restaurants can be more than just places to eat and places to work for guests and staff? McManus: It just comes down to culture. If you take the time and energy to learn more about the staff, have those conversations, communicate, and give ownership, then that shows in the staff members and that shows to the guests and community. Komori: Partly the reason we're named Kin is not only because we try to be like a loose-knit group of people that really align with each other, but also we want to have a feel like we're inviting people into our home. Because of that, we know a lot about our regulars. Sometimes we feel like a restaurant, but other times, we're more than a restaurant — we just happen to have our product be food and beverage. If we're going to work so hard, we want to feel good about it, and just cooking for someone over and over and over behind a wall, you lose that connection.
