Ms. Rees explores the business of sex trafficking in Eastern Europe particularly from the standpoint of her own personal experience. She explains, from her many years in Bosnia, the tragedies of the business, as well as the failures in attempts to stop it. In addition, Ms. Rees looks forward and argues how she feels the problem should be tackled in the future.

Synopsis

Ms. Rees sets the tone for her talk from the start by stating that while our interventions are a response to the phenomenon of sex trafficking, the phenomenon develops as a result of our interventions. Offering a simplified definition, she explains that the sex trafficking business consists of three main stages: recruitment, transfer, and exploitation. Mr. Rees continues by arguing that although there are many different perceptions of trafficking, focusing on only one of them, such as purely the prostitution aspect or solely the migration factor, will lead to eventual failure.

Placing strong emphasis on the fact that sex trafficking is a free market affair and therefore must be treated as such, Mr. Rees begins her focus on the business in Eastern Europe from the perspective of the dire economic situation in post-Soviet states. Discussing primarily her personal experience in Bosnia in the midst of the Balkans conflict, she explains the situation was one where organized criminal activity was for survival. In addition, Ms. Rees reveals that the status of the region both during and after the conflict was perfect for sex trafficking. There were almost no border checks, the 60, 000 peacekeepers provided a large and convenient market, and the police were easily corruptible. Ms. Rees explains that this messy situation lasted until 1999-2000 when the international community finally realized the seriousness of the problem at hand.

Resulting from the stabilization of the region and increased international attention, the crime of sex trafficking and its response was becoming increasingly sophisticated. However, Ms. Rees explains the role of the UN consisted of, in large part, offering clients and doing little to punish their conduct. She also expresses discontent at the UN program of bar raids which shifted the business underground, making it much harder to track. Similarly, Ms. Rees examines the efforts the International Organization for Migration and her concern with the tactics of coercive testimony. Ms. Rees also focuses on the period after 2003, once the UN peacekeepers had left, where the market had shrunk and the business was legitimizing. As women were starting to make money, the law enforcement approach was becoming increasingly messy, and Ms. Rees examines the certain merits of shelters and legal advice for the female victims.

Ms Rees concludes on a more somber note, exposing her belief that Bosnia was a failure in attempts to stop sex trafficking. She emphasizes that it was a failure with considerable economic ramifications. Finally, Mr. Rees finishes by arguing that current approaches do not listen enough to the subjects of the crime, the women. These are who we must base our efforts around.

Ms. Rees also kindly takes the time answer the audience’s various questions, raising a multitude of issues. She explains the inaccuracy and impossibility of estimating the numbers of the sex trafficking industry. Ms. Rees also explores the issues of HIV and pregnancies, as well as immunity for foreign workers such as the UN peacekeepers. Another key point raised was the potential effectiveness of prosecuting clients of the sex trafficking business.

Sponsored jointly by the Forum on Contemporary Europe, Center for Russian, East European and Eurasian Studies, Stanford Law School, and Michelle R. Clayman Institute for Gender Research.

This keynote speech kicks off the Trafficking of Women in Post-Communist Europe conference April 18.

Conventional wisdom says that relations between China and Japan are fated always to be exceptionally wary, if not openly hostile -- and Japanese leaders' visits to the notorious Yasukuni have done nothing to undermine this view. Nor have Sino-Japanese standoffs over the disputed Senkaku islands. Meanwhile Beijing's opposition has been widely credited as the reason why Japan has failed in its reported aspiration to join the United Nations Security Council. Author and long-time Tokyo-based East Asia watcher Eamonn Fingleton argues that these issues have been grossly misunderstood in the West and that on closer inspection they say little if anything about the true state of Sino-Japanese relations. He insists that on a host of substantive issues overlooked by the press, Japan and China have been cooperating closely for decades. So much so that Japanese help has been one of the most powerful factors in China's rise.

A former editor for Forbes and the Financial Times, Eamonn Fingleton has been monitoring East Asian economics since 1985. He met China's supreme leader Deng Xiaoping in 1986 as a member of a New York Stock Exchange delegation. The following year he predicted the Tokyo banking crash and went on in Blindside, a controversial 1995 analysis that was praised by J.K. Galbraith and Bill Clinton, to show that a heedless America was fast losing its formerly vaunted leadership in advanced manufacturing to Japan.

His 1999 book In Praise of Hard Industries: Why Manufacturing, Not the Information Economy, Is the Key to Future Prosperity anticipated the American Internet stock crash of 2000. In his 2008 book In the Jaws of the Dragon: America's Fate in the Coming Era of Chinese Hegemony, he issues a strong challenge to the conventional view among Washington policymakers and think tank analysts that China is converging to Western economic and political forms and attitudes. His books have been read into the U.S. Senate record and named among the ten best business books of the year by Business Week and Amazon.com.

He was born in Ireland in 1948 and is a graduate of Trinity College Dublin. He was the recipient of the American Values Award from the United States Business and Industry Council in 2001.

Copies of Fingleton's newest book In the Jaws of the Dragon: America's Fate in the Coming Era of Chinese Hegemony - due March 4 by St. Martin's Press - will be for sale during the event.

Vicente Fox served as Constitutional President of the United Mexican States from December 1, 2000 through November 30, 2006.

Originally from Mexico City, Fox was born on July 2, 1942, the second of nine children born to José Luis Fox, a farmer, and Mercedes Quesada. When Fox was just a few days old, his family moved to the San Cristóbal Ranch in the municipality of San Francisco del Rincón, in Guanajuato state. There, Fox came into contact with the children of ejido owners and was able to gain firsthand experience of one of the problems that could be avoided in Mexico: poverty.

In 1964, he joined Coca-Cola de México as a route supervisor and, while riding aboard a delivery truck, he had the opportunity of traveling almost 2,500 routes, some of which led to the most isolated places in Mexico. This experience and his constant contact with everyday people led Fox to develop an understanding of adverse situations and, upon returning to Guanajuato, he decided to participate in the business, political, social, and educational sectors.

Whether as a business leader or politician, Fox has always sought the common good, and has constantly given his support to Mexico's people. He was President and Founder of the Amigo Daniel Children's Home Foundation; President of the Loyola Foundation; and a promoter of the León campus of the Universidad Iberoamericana, and the Lux Institute, an educational center where thousands of state residents have received training.

As part of his constant efforts to apply his business knowledge to benefit his fellow countrymen, Fox has been a Counselor of the Mexico-American Chamber of Commerce. Likewise, as Director of Grupo Fox, he has managed companies operating in the areas of agriculture, livestock breeding, agro-industry, and the production of shoes and boots for export. All of these activities have generated sources of employment.

During the 1980's, Fox began his political career by joining the Partido Acción Nacional (PAN). In 1995, he participated in the extraordinary election for the governorship of Guanajuato, and was elected by an overwhelming majority of two votes to one.

Fox was one of the first state governors to give a clear, public and timely account of the finances of Guanajuato state. He strove to promote economic development by encouraging the private sector, foreign investment, and, above all, the consolidation of small firms. In order to open up new markets, he promoted the sale of goods manufactured in Guanajuato overseas. Fox improved and broadened the state's economic infrastructure so as to attract domestic and foreign investment. He also created a unique system in which micro-credits with no overdue portfolio were granted. Under Fox's leadership, Guanajuato became the fifth largest state economy in Mexico, and in certain productive sectors, even surpassed the national average.

Fox has a great commitment to Mexico and to his desire to continue working to attain a better life for all. Thus, he has constantly traveled the country, speaking to different sectors of Mexican society. In his speeches, he commonly remarks: "I've set my heart and all my strength and determination to overcoming this challenge, and I wish this to be clearly understood. I will uphold my commitment until the very end."

In Fox's first message as Mexico's President, he stated: "I will undertake to form a plural, honest and capable government. A government that incorporates our country's very best citizens. I, Vicente Fox, give my word as a free and honest Mexican, I give my word to the nation and to history that I will do everything in my power to achieve a better future, without limits or reluctance, and with true love and passion."

Fox studied Business Administration at the Universidad Iberoamericana and Management at Harvard Business School.

This event is co-sponsored by Stanford Graduate School of Business.

Everyone knows that the market is filled with Japanese high-tech products. You might, however, not realize that with the exception of the one running on your game console, you probably have never seen a Japanese software product.

In this seminar, Dr. Fushimi will present his analysis on why the Japanese have been so weak in the global software market. He will first discuss the intrinsic differences between software and hardware, and use these differences as a framework to identify the critical mistakes Japanese software companies have made.

Shinya Fushimi has spent twenty years in the Japanese IT industry, serving various R&D and management positions. Most recently, he was Head of Data Centric Solution Business Unit of Mitsubishi Electric. He received the BS, MS, and PhD in computer science from The University of Tokyo and has received a number of academic awards like the Moto-oka Memorial Prize and Best Paper Award for a Young Researcher. Prior to joining Shorenstein APARC, he was with the Sloan Master's Program of Graduate School of Business, Stanford University, and received the Master of Science in Management.