As the world's biggest energy-consuming and producing country, for a long time China's energy consumption structure has relied mainly on coal. It helped secure China's economic development, but also caused serious pollution problems. Now China's economy is entering a 'New Normal' stage with a lower growth rate, the industrial share of GDP is declining, and the services industry share is increasing. At the same time, China's elderly population is growing, energy consumption growth is slowing down, and the competition among different energy sources is becoming intense. With the condition of easing supply and demand, China is setting energy structure optimization as a priority. The biggest change in China's energy development in the future will be in energy structure, with the share of coal in primary energy consumption notably decreasing and the proportion of non-fossil fuels significantly increasing. In 2050, China's non-fossil fuel share is expected to rise to more than 40%. The key to China's future energy development lies in how to achieve the upgrading and high efficiency of the whole energy system, how to bring the market into full play, and how to finally achieve the requirements of the energy revolution.

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Since the European Commission announced the 'Energy Union' in February 2015 to make efforts toward integrating the EU's internal energy market, it has been expected that secure, sustainable, competitive and affordable energy would be delivered to consumers in the European Union. However, it would not be easy to achieve this goal, considering the historical barriers remaining in the EU's energy market, such as heavy dependence on Russian energy, insufficient regulatory frameworks, and lack of funds to modernize aging infrastructure and to enhance interconnectivity. The energy market in the Northeast Asian region could learn lessons from the EU's historical experience over the last decade and the formation process of the Energy Union. A Northeast Asian energy market is necessary for initiating an integrated energy grid, a multilateral cooperation mechanism, and collaborative regional energy research to further economic synergy within the region.

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Compared to European and American counterparts, Japanese business record with Russia is mediocre. Post Ostpolitik quantity driven export deals have not helped her build up enough expertise in meeting Russian business requirement of which nature is totally different from what was in place in the USSR. The Japanese under performance has also derived from so-called Japanese style management and Japan Inc. type approach, which has not been compatible with changing global business paradigm. Considering geographical proximity and demand-supply balance of natural gas, possible frontier may lie in the Russian Far East. In cultivating such frontier rapidly changing nature of gas from local to more international commodity is to be taken into account.

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Modern companies engage with various local and international stakeholders and have to manage sophisticated relationships with them. In this paper the specificity and features of stakeholder management in Japan are examined, including the way companies address social issues. The management concept of a soft edge by R. Karlgaard was enhanced with a stakeholder approach. Japanese companies doing business in Russia have certain difficulties, as in many other countries, but they also enjoy great opportunities in the market, some of which are connected with Russian stakeholders providing international business development. Multiple lessons may be learned by Russian business from Japanese management practices.

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This paper provides a comparative verification of the methods used by major automobile manufacturing groups–namely Hyundai-Kia, Toyota, Renault-Nissan-AvtoVAZ, VW, and GM – in their approach to the automobile market in Russia, which is the world's sixth-largest in terms of the number of passenger cars sold. More specifically, it examines their modes of entry, the products they have introduced, and their sales trends. Then, this paper analyzes the differences and similarities between the strategies of each group in Russia, based on the 'the Integration-Responsiveness Framework' in order to identify the ways in which the strategies of each group differ.

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