A Historic Moment: The Blossoming of Japan-US Coast Guard Academic Collaboration < Back

An Introduction of Japanese Tourism Initiatives During the Pandemic An Introduction of Japanese Tourism Initiatives During the Pandemic by Mamiko Kim 1. Introduction Have you ever been on a “staycation?” If you have, you join 53% of Americans who say that they’ve holidayed at home. (1) Combining the words “stay” and “vacation,” staycation was added to the Merriam-Webster Dictionary in 2009 after wide usage following a period of economic downturn.( 2 ) With scrimped funds and rising gas prices, Americans discovered that traveling close by, or even acting as a tourist in their own towns, could provide a much needed respite while still being economically smart. Staycations are again seeing a boom this year in the United States during the coronavirus pandemic, with the Travelocity 2020 Holiday Outlook Survey finding that 2/3 of travelers are planning on vacationing within 250 miles of their homes this holiday season (roughly the distance of Washington, DC to Virginia Beach). (3) Taking into account that 60% of respondents revealed that they will not be visiting family, we can conclude that people are eager to travel for their own sakes, and that there is a market for domestic tourism. Meanwhile, Japan has ramped up their efforts to entice people to travel domestically. Even before the start of the pandemic, “workations,” an extension of teleworking where employees could travel while making time during the day to complete work tasks, had begun gaining traction. Microsoft Japan and Japan Airlines Co. both started workation programs, and in 2017 Wakayama Prefecture began advertising to their Tokyo neighbors that they were a good spot for such an activity. That same year, the Japanese government instituted “Telework Day” on June 24th in preparation for congestion during the Olympics, and 2018 saw the passing of the Workstyle Reform Act, limiting working hours and encouraging a better work-life balance.( 4, 5, 6 ) Thus, in light of this background, it comes as no surprise that Japan has advanced arguably one of the world’s strongest responses to the issue of wavering tourism and consumer spending during the global pandemic. Consider below the following examples of Japan’s efforts to court domestic tourists. Staycations have allowed for people to feel like they are on a vacation, even when they are in their own homes. 2. The Japanese Government “Go to Travel” Campaign (7) Aligned with global trends, the Japanese tourism industry has suffered under the pandemic, including from the effects of most international travelers being barred from entering the country since March. In an attempt to assist the tourism sector, the Japanese government began advancing their “Go To Travel” Campaign to encourage domestic tourism. The campaign is a stipend based program, with 35% of the total cost of travel and accommodations covered by the program, and 15% of the total cost available in coupons for other expenses at the travel destination, such as restaurant and gift shop purchases. By taking advantage of this program, domestic travelers can save up to 50% of their total trip costs. There are some stipulations to this program. Firstly, while Japanese and non-Japanese travelers both have access to the program, they must currently reside in Japan. Additionally, daytrips and overnight trips have differing discount limits. (8) For daytrips, per person, travelers may receive up to 7,000 yen (about $70) in discounts, and 3,000 yen ($30) in coupons. For overnight trips, per person per day, travelers may receive up to a 13,000 yen ($130) discount, and 7,000 ($70) yen in coupons. However, discounts and coupons are limited to trips lasting 7 days or less. Furthermore, if booking travel and accommodations separately, only accommodations will receive the discount, so package deals are best to take full advantage of the program. Finally, arrangements must be made through a campaign registered travel agency or directly through an accommodation booking website. (9) Despite these restrictions, there are many signs that the “Go To Travel” Campaign has reached its aim to entice people to travel. According to the Japan Tourism Agency, between July 22nd (start date) and October 31st, 39.76 million guests/night took advantage of the campaign, using 208.7 billion yen in subsidies. Since Tokyo’s inclusion as a travel destination at the beginning of October to November 9th, 20.1 billion yen in subsidies were used in regional coupons. (10) Furthermore, the Japanese government required participating accommodations and facilities in the Campaign to take measures against the spread of the coronavirus, which may have reassured travelers and regional tourism destinations alike. With the image of safe, cheap, and accessible travel options, Japan’s domestic tourism has seen an uptick. Even with $700 in accommodation and travel fees, travelers can expect to save up to 50% through the "Go To Travel" Campaign's discounts and coupons. 3. Workation Promotions The word, “workation,” made headlines in Japan when it was used in a government tourism meeting earlier this year by then-Chief Cabinet Secretary (now Prime Minister) Yoshihide Suga as a way to bolster the tourism sector. Since then, many creative workation promotions have appeared. (11) Thanks in part to the financial support of the Japanese Environmental Ministry, several national parks have begun offering workation packages. (12) Run by the National Park Resorts of Japan, the manager of Kyukamura hotels, the workation promotions are geared towards day trippers who may wish to take a break from their telework routines at home. Participants can work in the morning and enjoy the afternoon taking advantage of the outdoor activities and scenery at the park. Each national park is set up with their own desired specifications, including upgraded Wi-Fi access points, workstations entailing of either hotel guest rooms within/nearby the park or on-grounds tents set up with portable power stations and Wi-Fi hotspot devices, and food plans. Originally introduced on a trial basis from April-July, it came back by popular demand in September. In fact, Environmental Minister Shinjiro Koizumi, seen as a rising-star in Japanese politics, even participated in the program when he video-conferenced into an internal meeting from Bandai-Asahi National Park in early September. Other participating national parks include: Japan’s largest national park, Setonaikai, spanning the Setonaikai Inland Sea and known for its fishing villages; Aso-Kuju known for its volcanoes, including Mt. Aso, the largest active one in Japan; and Nikko, considered one of the most beautiful parks in Japan with its Buddhist temples and Shinto Shrines in a wooded mountainside. For those who rather crave heart-thumping excitement, there is now an “Amusement Workation” at- Yomiuriland, a Japanese Amusement park in the Tokyo suburbs. (13) Tickets into the park cost 1,900 yen per person ($18) or 3,600 yen ($34) per pair, and offer a pool-side booth with Wi-Fi, power-supply, a table, two chairs, two sun lounge chairs, and a free drink at the adjacent La Pacine Restaurant. A scenic (and certainly unique) workstation set-up is also included for ticket-holders, who have access to work in the Ferris wheel for one hour with a pocket Wi-Fi. After work is done, teleworkers may amuse themselves on the many rides and enjoyments found in the park itself, have free towel rental at the neighboring Okanoyu onsen (with its 15 different baths), and for an additional 500 yen, have access to the on-site golf course with 20 swings and golf club rental included. While these workation programs are just two examples currently taking place in Japan, there are a plethora of new and enticing workation campaigns that continue to emerge. Prefectures themselves have begun promoting their cities as great workation destinations, including those with refreshing onsen (Mie Prefecture), serene sights along the foothills of Mt. Fuji (Yamanashi Prefecture), and seaside ambiance and local delicacies (Kanagawa). ( 14 , 15 ) With the interest of both businesses and government in workation programs, it will be interesting to see how the increase of workation programs will affect the mindset of some Japanese companies’ work cultures. 52% of 1,000 responders to a 2020 Japanese Trade Union Confederation survey indicated that they are working more now while teleworking during the pandemic than even before.( 16 ) The fact that workation programs are designed to give more flexibility to workers and their employers may have some impact, with even one governmental employee in the meeting with Environment Minister Koizumi remarking that “It is important to trust employees rather than worrying about whether they are really working.” Whether their existence shifts mindsets or not, it would appear that workations will be around for much longer, particularly as they continue to be in high demand during this pandemic year. Workation programs allow for quick transitions from work to recreation. 4. Staycation Promotions Along with tourism initiatives through the “Go To Travel” and workation campaigns, staycation programs from both the tourism sector and federal government have been introduced with even more ways for people to feel the excitement of travel during these unusual times. From the tourism sector, Tokyo luxury hotels in particular have spearheaded this movement, especially as Tokyo was excluded from the “Go To Travel” destination list until October. These hotels, in addition to their already renowned accommodations, fitness centers, and restaurants, offer themed activities in their staycation packages for guests to experience. The “Edo Beauty Stay” package from Hoshinoya Tokyo Hotel, for example, pampers guests with a spa treatment, but also transports them back to the Edo Period (1603- 1868) by offering a traditional tea ceremony, shamisen lessons, and origami paper folding. ( 17 ) The Peninsula, Tokyo hotel offers their “We Meet Again- The Eight Loves of the Peninsula” staycation package, which includes all in-house amenities and check-out gift bags, and also allows guest to choose an activity of their preference from a list of featured Tokyo “loves”, including dim sum cooking classes, a tour of the Imperial Palace Gardens, exclusive VIP access to art collections, and more. ( 18 ) Each hotels’ packages are designed specifically for just one night’s rest, perfect for the local staycationer to experience the joys of travel while being close to home. On the other hand, for individuals who truly miss traveling abroad, All Nippon Airways (ANA) came up with one solution by offering an exclusive “Hawaiian” experience on their “Riding Honu” aircraft. (19) In August, this airplane, painted to look like a giant sea turtle, offered a unique 90 minute ride departing from and landing at Narita Airport in Tokyo. Donning Hawaiian-themed shirts, staff members served passengers pineapple drinks and mojitos, screened videos, conducted a raffle, and handed out souvenirs. Taking precautions against Covid, the aircraft capacity was limited to 64%, but some 150 times that number applied to take the trip. This experience was a win-win for passengers and the airline alike, as not only did guests get to have the feeling of a tropical vacation, but the airline was also able to conduct maintenance on the aircraft. Meanwhile, the Japanese government has also recently expanded their “Go To Travel” campaign by announcing “Go To Eat,” “Go To Event,” and “Go To Shotengai” initiatives (Shotengai is the Japanese word for a covered street market). The “Go To Eat” campaign was launched from the first of October, and will be advanced in November/December for Tokyo, and like the “Go To Travel” campaign, has a voucher system. (20) Diners can receive a 25% off voucher at participating restaurants in a given area. There is also a point system that diners can apply to use at these restaurants, with more discounts received based on returns to an establishment. Currently, some 33 prefectures are participating in this initiative. The “Go To Event” campaign was launched on October 30th, and also provides options for either a voucher for 20% off of the ticket or a coupon for purchasable items at the venue at the value of 20% of the ticket fee. (21) At this time, only Universal Studios Japan in Osaka is participating in this program. “Go To Shotengai” is still in the works, and has yet to launch. As these initiatives are still new, there is still little data in regards to their usage, but if the “Go To Travel” campaign is any indication, these programs hold much promise in attracting travelers and local residents alike. Tokyo luxury hotel staycation packages attempt to attract locals who may wish to have a different experience nearby where they live. 5. Conclusion Through the various public and private initiatives and campaigns, Japan has succeeded in increasing domestic travel. According to information from Japan’s Ministry of Land, Infrastructure, and Transport, and Tourism, and as assembled below in Figure 1, domestic travelers staying at tourist accommodations increased to 52% of 2019 figures in September. (22) In comparison, May had the year’s lowest figures at roughly 15% year-on-year of guests staying in hotels and other lodgings. Data from the MLIT of Japan, Graph by Shuntaro Okimoto (JITTI USA) These statistics are even more striking if comparing domestic and international travel. Figure 2 shows the volume that travel agencies have seen in transactions for domestic and international travel, as well as the number from international tourists. As one may notice, international travel and guests have remained almost nonexistent, while domestic tourism has increased after having reached similar lows. With the international travel ban still in place, the rebounding of domestic tourists has surely been a welcome to a distressed tourism industry. There is hope, however, that things will make a recovery soon, as it was announced last month that foreign tourists may be allowed back into the country again on a trial basis from April 2021.23 In the meantime, the national government and tourism-related businesses will surely continue their efforts to attract those close by to participate in their “Go To Travel” campaign*, workation promotions, and staycation programs. (*Since the writing of this article, the Japanese government has suspended the "Go To Travel" Campaign in areas where the coronavirus is spreading.) Data from the MLIT of Japan, Graph by Shuntaro Okimoto (JITTI USA) References: Ballard, J. (2018, July 31). Majority of Americans have taken a "staycation". Retrieved November 24, 2020, from https://today.yougov.com/topics/travel/articles-reports/2018/07/31/majority-americans-have-taken-staycation Merriam Webster. Staycation. Retrieved November 24, 2020, from https://www.merriam-webster.com/words-at-play/staycation-date-meaning Travelocity, P. (2020, October 08). Travelocity 2020 Holiday Travel Outlook: Most Families Aren't Going Home this Holiday, but they Aren't Staying Home Either. Retrieved November 24, 2020, from https://www.prnewswire.com/news-releases/travelocity-2020-holiday-travel-outlook-most-families-arent-going-home-this-holiday-but-they-arent-staying-home-either-301148116.html?tc=eml_cleartime Mainichi Shimbun. New 'workation' system promotes spending more time with family members. (2018, August 05). Retrieved November 24, 2020, from https://mainichi.jp/english/articles/20180804/p2a/00m/0na/030000c Reuters. (2017, July 24). Japan launches 'telework' campaign to ease congestion, reform work culture. Retrieved November 24, 2020, from https://www.reuters.com/article/us-japan-economy-telework/japan-launches-telework-campaign-to-ease-congestion-reform-work-culture-idUSKBN1A90ET Phillips, F. (2020, January 7). Japan's Workstyle Reform Act – What Is the Compliance Deadline for Your Organization? Retrieved November 24, 2020, from https://www.jdsupra.com/legalnews/japan-s-workstyle-reform-act-what-is-91110/ MLIT. (2020). Go To トラベル事業とは. Retrieved November 24, 2020, from https://goto.jata-net.or.jp/about/ Japan Guide. (2020, November 17). 'Go To Travel' explained. Retrieved November 24, 2020, from https://www.japan-guide.com/news/0053.html Dayman, L. (2020, July 13). Japan's "Go To Travel" Campaign: What You Need to Know. Retrieved November 24, 2020, from https://www.tokyoweekender.com/2020/07/japans-go-to-travel-campaign-what-you-need-to-know/ 観光庁, J. (2020, November 13). Go To トラベル事業における利用実績等について: 2020年: 報道発表: 報道・会見: 観光庁. Retrieved November 19, 2020, from https://www.mlit.go.jp/kankocho/news06_000484.html Osaki, T. (2020, July 30). Good time for a 'workation' but is Japan Inc. ready? Retrieved November 24, 2020, from https://www.japantimes.co.jp/news/2020/07/30/business/workation-japan/ Kyodo News. (2020, September 19). Japan national park facilities upgraded with "workation" in mind. Retrieved November 24, 2020, from https://english.kyodonews.net/news/2020/09/ab57da1d46e5-japan-national-park-facilities-upgraded-with-workation-in-mind.html Nagase, Y. (2020, November 18). Tokyo's Yomiuriland now lets you work from a Ferris wheel and by the pool – wifi included. Retrieved November 24, 2020, from https://www.timeout.com/tokyo/news/yomiuriland-amusement-parks-workcation-deal-lets-you-work-from-a-ferris-wheel-or-by-the-pool-101920 Inkl. (2020). Japan's 'workation' programs gain popularity amid pandemic. Retrieved November 24, 2020, from https://www.inkl.com/glance/news/japan-s-workation-programs-gain-popularity-amid-pandemic?section=coronavirus K, B. (2020, October 21). 'Workation' program at the foothills of Mount Fuji offers fresh air and a welcome change of pace. Retrieved November 24, 2020, from https://japantoday.com/category/features/lifestyle/workation-program-at-the-foothills-of-mount-fuji-offers-fresh-air-and-a-welcome-change-of-pace KYODO News. (2020, June 24). Half of telecommuters in Japan work longer than before pandemic. Retrieved November 24, 2020, from https://english.kyodonews.net/news/2020/06/882ace2907a2-half-of-telecommuters-in-japan-work-longer-than-before-pandemic.html HOSHINOYA, Tokyo. (2020). Edo Beauty Stay: Experience: HOSHINOYA Tokyo: Resort Hotel in Tokyo, Japan - Hotel Reservation. Retrieved November 24, 2020, from https://hoshinoya.com/tokyo/en/experience/edo-beauty-stay/ The Peninsula Tokyo. (2020). The Peninsula Tokyo: The Eight Loves of The Peninsula Tokyo. Retrieved November 24, 2020, from https://www.peninsula.com/en/tokyo/special-offers/rooms/8-loves-of-tokyo Begum, H. (2020, August 23). ANA Flies Its Airbus A380 Carrying Passengers To Nowhere. Retrieved November 24, 2020, from https://simpleflying.com/ana-a380-charter-lottery/ Finn, C. (2020, November 18). Japan's "Go To Eat" Campaign: What You Need to Know. Retrieved November 24, 2020, from https://tokyocheapo.com/food-and-drink/go-to-eat-campaign/ Ministry of Economy, Trade, and Industry. (2020). 経済産業省 Go Toイベントキャンペーン. Retrieved November 24, 2020, from https://gotoevent.go.jp/ 観光庁. (2020). 旅行業者取扱額: 統計情報: 統計情報・白書: 観光庁. Retrieved November 19, 2020, from https://www.mlit.go.jp/kankocho/siryou/toukei/toriatsukai.html  Back to All JITTI Journals November 2020 Feature Article

JITTI Journal Cultural Article May 2022 Back to All JITTI Journals May 2022 Cultural Article My Mother, the Inventor of Okinawan Taco Rice by Mamiko Kim My mother would feel sheepish to know that I am writing about her. I can picture her now giving me a side glance before saying her usual 「言わなくても良い」(“You don’t need to say anything”). Over the years, her frame seems to have shrunk to reach just 5 feet, and her straight, shoulder-length hair that was once naturally and then later meticulously dyed raven black has now transitioned to a soft ivory. Yet, despite these outward changes, her inner mantra has always remained the same- to serve others generously and not boast about oneself. So here I am bragging on her behalf. According to family lore, my mother is the inventor of Okinawa’s famous taco rice dish. My family feels well-founded in our claims, but before delving into our side of the story, I should first explain the official version of how taco rice was created and became a popular dish. Official Origin Story of Taco Rice In 1984, Matsuzo Gibo opened Parlor Senri, a sit-down restaurant located outside of Camp Hansen, an American military base, serving an array of dishes to American military members missing the taste of home. Recognizing that he was in a glamorous part of town and that his clientele craved something quick and inexpensive, he began experimenting with his menu. Originally, he substituted potatoes as the base of his tacos, removing the tortilla shell. This, however, proved to be too time consuming to make. He then swapped the potatoes out with white Japanese short-grain rice, which could be kept hot and prepared in advance. This, he found, was delicious. At first, his new creation was snubbed by the Okinawan locals, but as more and more young servicemen began pouring into Gibo’s restaurant for this cheap, late-night meal, they began to take notice. Soon other restaurants also began adding taco rice to their menus. https://www.youtube.com/watch?v=GLc7uoJ2OPE Vloggers TabiEats get a taste of Matsuzo Gibo’s taco rice recipe at Taco King. Legacy Gibo’s success allowed him to open his first King Taco fast-food restaurant in Kin, the same town where Parlor Senri was located. Eventually, he did so well that he was able to open 5 other locations. While Parlor Senri closed its doors in 2015, King Taco in Kin is still operating, and is open daily from 10:30 am- 1 pm. Additionally, dozens of other restaurants across Okinawa serve the dish. Most famously, Yoshinoya, a 14,000-strong chain restaurant known mostly for their beef bowls, has it as an item on their menu, but only in Okinawa. Even the U.S. fast-food restaurant KFC briefly served taco rice across Japan in the 1990s, furthering the dishes popularity and sealing its association with Okinawa nationally.  Kin has truly embraced its heritage as the birthplace of taco rice by calling itself the “Taco Rice Town.” In 2010, they gathered some 2,000 local volunteers in a challenge to make the largest taco rice. After negotiations with the Guinness World Record, who had to create a category to recognize the challenge, the townsfolk succeeded in cooking up a 1,645 pound (746 kg) world record meal of taco rice, consisting of 683 pounds of rice, 441 pounds of taco meat, 220 pounds of cheese, 195 pounds of lettuce, and 106 pounds of tomatoes. A base layer of Japanese rice being prepared at Kin’s 2010 Guinness World Record attempt at making the largest taco rice. (Image credit: RyukyuLife.com) My Mother’s Story So how does my mother fit into this narrative? To fully understand, we have to go back to the start of my parents’ relationship. My father grew up in a small farming and manufacturing town in Washington state, and while my grandmother was known to be an adventurous cook, the area’s food scene lacked diversity. The one exception was tacos. When my father met my Japanese mother in college and began to talk more seriously of marriage, he likes to joke that his one condition was that they ate tacos at least once a week. Needless to say, my mother agreed, and they married in 1981. Whether he meant it in jest or not, since the start of their marriage tacos have been a weekly dinner item, and with my father joining the military, taco seasoning was always readily available wherever they went. However, while stationed in Okinawa in 1983, my sister was born, which brought an unexpected challenge. When my mother was introducing solid foods to her, she worried about whether the hard tortilla shells, which were the only kind sold at the time, would be much too dangerous for a baby to consume. After some thought, she substituted them with Japanese rice, which both baby and husband joyfully ate. With my brothers being born soon afterwards, this became the de facto way they ate tacos, which my mother had renamed taco rice. She even shared this new take on tacos with neighbors and friends and took the creation to potlucks for the local church congregation off-base. These friends and neighbors then began making taco rice in their own homes as well, and it became a community favorite. A Surprising Coincidence Shortly after, with a new military assignment, my parents moved away from Okinawa. They continued to thrive, had two more children (including yours truly), and kept their weekly tradition of eating taco rice on Sundays. As everyone grew older, my mother would comment on how much taco rice she would have to cook to keep up with demand. My brothers would heap their whole plates with rice, meat, and cheese during their teenage years, which us kids called taco mountains, as my mother insisted that they add more vegetables. My father retired from the military, and my parent’s time in Okinawa was a fond, but distant memory. It wasn’t until one of my brothers went to Japan that we heard the news. Cooking for himself and a roommate, it came naturally for him to make a staple from home. When the roommate joined him at the table for a meal of taco rice, however, he turned to my brother in wonder and asked him how he knew about this dish. My brother, in shock, responded in kind, puzzled by how someone outside our family would know our mother’s cooking. Turns out this roommate was from Okinawa, and our humble family tradition had become a famous regional meal. https://www.youtube.com/watch?v=qWImxBbFnZs One of my favorite Japanese cooking bloggers shows how she makes taco rice. One big difference that we have in my family is in the assembly. We always put the cheese on the rice, not on top of the meat. This ensures that the cheese gets extra gooey and melty when sandwiched between the two warm components of the dish. Conclusion I don’t wish to downplay Matsuzo Gibo’s ingenuity or initiative in creating taco rice in his own right and for making it so widely popular. At the same time, it has been a bizarre feeling knowing that an entire Japanese region is enjoying something that is an embodiment to me of my mother’s love for our family. When I went to Okinawa several years ago, I was invited to dinner by some locals who had known my parents when they lived there. Perhaps fittingly, we ate a meal of taco rice, and they relayed to me how they had first heard of and eaten the dish when my mother had brought it to their community potluck. As we sat there talking, them reminiscing of times before and swapping stories, I looked across the table at their growing family. I felt the warmth of three generations of Okinawans, including grandparents, adult children, and babies, enjoying taco rice together. In that moment, it didn’t matter to me who had invented the dish or whether my mother was properly acknowledged. It just felt like home. I think my mom would agree, this is really what taco rice is about. References:  https://explorepartsunknown.com/okinawa/the-story-behind-okinawas-national-dish/ https://www.visitkintown.jp/en/spot/king-tacos-kin-main-branch https://www.thehawaiiherald.com/2019/10/09/food-culture-the-taco-rice-story/ https://web.archive.org/web/20150519220526/http://okinawa.stripes.com/news/tribute-taco-rice-us-militarys-favorite-mex-oki-fusion-food

Japan's Response to Aviation Accidents as Seen in the Haneda Airport Ground Collision Japan's Response to Aviation Accidents as Seen in the Haneda Airport Ground Collision By Tetsuhiro Hagiwara 1. Overview of the ground collision between a JAL aircraft and a Coast Guard plane at Haneda Airport On January 2, 2024, while Japan was still in the midst of its New Year holidays, shocking news broke out about an aircraft catching fire at Haneda Airport. Japan Airlines (JAL) Flight 516 landed at Tokyo International Airport (Haneda Airport) and a Japan Coast Guard (JCG) aircraft waiting to take off collided on the runway. This is the first total loss of a JAL aircraft in Japan in 15 years and 2 months since the failed landing of FedEx Flight 80 in 2009, and the first loss of a JAL aircraft in 38 years and 5 months since the crash of Japan Airlines Flight 123 in 1985. This accident caused a great shock both in Japan and abroad because the Noto Peninsula earthquake of 2024 had just occurred the day before, and the Coast Guard aircraft that caused the accident was on its way to assist with the earthquake relief efforts, and it was a major accident right after the New Year. A total of 379 people, 367 passengers and 12 crew members, were on board the JAL aircraft. The aircraft caught fire violently after the collision, but all on board were able to escape under the guidance of the crew. On the other hand, the Coast Guard plane had six people on board, five of whom were killed and the captain seriously injured in the collision. The accident forced a rethinking of aviation safety initiatives and post-accident responses. (Image Source: NIKKEI) 2. Accident circumstances and causes The Accident Investigation Committee is currently investigating the cause of this accident, but the following describes the circumstances of the accident and the cause of the accident as far as the media reports. JAL516, the airplane involved in the accident, departed New Chitose Airport at 16:00, 10 minutes behind schedule, and was expected to arrive at Haneda Airport at 17:40. A 1.6 meters per second (3.1 kn) westerly wind was blowing at Haneda Airport at 17:30, and the visibility was 30 km at 17:54. Flight 516 circled over Chiba Prefecture and descended over Tokyo Bay directly over Runway C. Approach At 17:43, ATC instructed Flight 516, which was approaching Haneda Airport for landing, to continue approach to Runway 34R (Runway C) and transmitted information on wind direction and wind speed and departure aircraft. At 17:44, ATC informed Flight 516 that the runway was clear for landing and the wind speed information was transmitted, and Flight 516 recapitulated the information. Flight 516 then continued its approach for landing. At 17:45, ATC instructed Mizunagi 1 (a Coast Guard aircraft) to proceed to C5, the stop position of Runway C, and to indicate Order No. 1. Mizunagi 1 correctly recited the instructions and thanked ATC for giving it priority in the takeoff order. However, Mizunagi 1 did not follow the instruction to proceed short of the runway, and entered the runway beyond stop position C5 before stopping. Collision At around 17:47, about 40 seconds after Mizunagi 1 stopped on the runway, Flight 516, which had permission to land, landed on Runway C. Almost as soon as it touched the ground, the nose of Flight 516 hit the vertical tail of Mizunagi 1 from almost directly behind, causing a fire column. The captain of Mizunagi 1 reported to the Japan Coast Guard after ejection that "the rear of the aircraft suddenly exploded," and the flight crew of Flight 516 stated in their investigation that "we did not feel anything unusual until just before landing, but it looked like something crossed over just before impact. After the collision, Mizunagi 1 exploded and caught fire on the spot, and Flight 516 skidded approximately 1,700 meters with smoke and flames and veered off to the right side of the runway. According to the flight crew, the brakes, rudder and steering wheel did not work during this time, and the aircraft felt as if it was sliding. Passengers in the cabin reported hearing a "crash" with an impact that "lifted them off their backs." The lights went out, and about a minute later white smoke filled the cabin along with a burning smell. Ejection At the front of Flight 516, which had stopped by the side of the runway, the cabin crew informed the flight crew of the fire and advised them to evacuate the aircraft, which the captain then instructed them to do. At the rear of the aircraft, the cabin crew decided to evacuate the aircraft because the in-flight intercom had failed and they could not communicate with the cockpit. Some of the passengers on board screamed and shouted, "Please get me out of here," and "Why don't you just open the door?" but most of the passengers remained calm and did not panic. Since the announcement system malfunctioned due to the collision, the cabin crew guided passengers by calling out with their voices and using megaphones, and about 6 minutes after the collision the emergency escape slides on the forward port (Doors L1, R1) and aft port (Door L4) were deployed to avoid the four middle emergency exits and aft starboard (Door R4), which were unusable due to fire among the eight emergency exits. After completing the emergency checklist, the captain and others entered the cabin to look for and evacuate the few remaining passengers, and all 379 passengers survived, with the captain ejecting last at 18:05 from emergency exit L4, When the passengers were evacuated, about 10 ANA ground handling staff members rushed to the scene and responded in a flexible manner. It was announced that two pets were included in the checked baggage of the JAL aircraft, but could not be rescued. Meanwhile, on Mizunagi 1, although the captain was seriously injured, he escaped on his own. The other five crew members, however, were confirmed dead due to general contusions from external shocks and other causes. Fire Extinguishing Immediately after the accident, once a fire had been confirmed, more than 100 fire trucks were dispatched to extinguish both aircraft that were in flames, of which the fire on Mizunagi No. 1 was extinguished around 8:30 pm. The JAL aircraft had both engines and the underside of the fuselage on fire, but the flames soon spread, and five minutes after the captain disembarked as the last individual, flames engulfed the top of the fuselage and spread to the cabin, causing the entire aircraft to catch on fire. In order to extinguish the fire, a large number of water tankers were deployed, and a special vehicle called a "Super Pumper" was used to pump seawater from Tokyo Bay and discharge it to secure a large amount of water for firefighting. As a result of the firefighting efforts, the fire on the JAL aircraft was almost completely extinguished at around 12:10 a.m. on the following day (March 3) and extinguished at 2:15 a.m. The fuselage of the JAL aircraft was almost completely destroyed except for its wings, and the Coast Guard aircraft was also completely destroyed. (Image Source: NHK (Originally from the Ministry of Land, Infrastructure, Transport and Tourism)) As mentioned above, the cause of the accident is still under investigation, but the following is known. On the night of the accident, the captain of the Mizunagi 1 explained to the Japan Coast Guard that he had obtained permission for takeoff before proceeding onto the runway, but according to communication records between the two aircraft and the tower released the day after the accident, the Japan Coast Guard plane had been issued instruction to proceed to the stop position before it entered the runway, which was recited by the Coast Guard pilot before the accident. It is possible that the JAL aircraft did not see the Mizunagi 1 when it landed, and either the Mizunagi 1 made a mistake in its stop position or mistakenly thought that it had been given permission to take off after the JAL aircraft landed with the instruction of "number 1," the order of takeoff. On the other hand, the JAL aircraft was instructed to enter the runway. It was also subsequently given permission to land. The direct cause of this accident was that Mizunagi 1 entered the runway without permission. However, many questions remain, including: Why did it misunderstand ATC instructions and enter the runway? Why did it not realize that Flight 516 was about to land? Why did ATC not realize that Mizunagi 1 had mistakenly entered the runway? Why didn't the flight crew of Flight 516 detect the presence of another aircraft on the runway? 3. Response to the accident by related organizations Tokyo International Airport (Haneda Airport) All runways at Tokyo International Airport were closed by around 18:00, and more than 100 fire trucks were deployed to extinguish the fire. The Japan Coast Guard dispatched patrol boats and special rescue teams, and the Tokyo Fire Department dispatched a total of 115 units. DMAT (Disaster Medical Assistance Team) was also dispatched. The runway closures were lifted around 21:30, except for Runway C where the accident occurred. Government of Japan The Government of Japan established an Information and Liaison Office in the Crisis Management Center of the Prime Minister's Official Residence at 18:05. Prime Minister Kishida gave instructions to "work closely with relevant ministries and agencies and make every effort to rescue and save the victims" and "immediately assess the damage and strive to provide appropriate information to the public.” Prime Minister Kishida also expressed his condolences to the five Coast Guard officers who died in the accident, saying, "It is a great pity that these officers were killed in the accident, as they were performing their duties with a high sense of mission and responsibility for the areas and people [affected by the earthquake].” Tokyo Metropolitan Police Department The Metropolitan Police Department has established a special investigation headquarters at the Tokyo Airport Police Station, and is conducting an investigation, centered in the Special Crime Investigation Section of the Investigation Department, from the viewpoint of filing a charge of manslaughter in the line of duty. They have begun inspecting the scene and interviewing some of the injured passengers. The Coast Guard captain is also being interviewed at the institution where he is currently hospitalized, and the content of his communications with air traffic controllers are being investigated in detail. In addition, autopsies have been performed on the bodies of the five Coast Guard officers who died in the accident, and it was determined that the cause of death was a total body contusion caused by strong external pressure or impact. Ministry of Land, Infrastructure, Transport and Tourism (MLIT) The Civil Aviation Bureau of the Ministry of Land, Infrastructure, Transport and Tourism (MLIT) notified the Japan Transport Safety Board (JTSB) of the accident. Director General Shigenori Hiraoka of the Civil Aviation Bureau stated that the cause of the accident "will be investigated by the JTSB and related agencies.” The JTSB is taking the lead in the investigation, and since the JAL aircraft was made in France, Airbus, the manufacturer of the aircraft, and the French Aviation Accident Investigation Agency (BEA) each sent their own expert teams to the accident. The Federal Aircraft Accident Investigation Bureau (BFU) of Germany, one of the designing countries, and the British Air Accident Investigation Branch (AAIB), which is the manufacturer of the Rolls-Royce engines, also participated in the investigation. Since the Coast Guard plane was made in Canada, the Transportation Safety Board of Canada (TSB) joined the investigation, along with representatives and technical advisors from de Havilland Canada, the manufacturer of the airframe, and Pratt and Whitney Canada, the manufacturer of the engine. The day after the accident, they waited for dawn to begin a full-scale investigation. All black boxes were recovered from both the Coast Guard and JAL aircraft by the 6th. The National Transportation Safety Board (NTSB) of the United States also participated in the investigation, since the cockpit voice recorder on the Coast Guard plane was manufactured by Honeywell and other equipment by L3 Harris Technologies, both of which were made in the United States. The Ministry of Land, Infrastructure, Transport and Tourism (MLIT) has set up a "Haneda Airport Aircraft Collision Countermeasures Study Committee" of experts, and held its first meeting on January 19. The committee intends to compile an interim report on measures to prevent recurrence by this summer. Ultimately, the committee will take drastic safety measures based on the results of the investigation into the cause of the accident by the National Transport Safety Board, which is being conducted concurrently (Table 1). Table: Major actions taken by the government to prevent recurrence 1/2/2024 Aircraft collision occurs on a runway at Haneda Airport Investigation by the National Transportation Safety Board and investigation by the Tokyo Metropolitan Police Department commenced 1/3 MLIT instructs airline companies and air traffic control agencies to ensure basic operations 1/6 Assigned a full-time person to constantly monitor radar information at Haneda Airport control The National Transportation Safety Board recovered the flight recorders and voice recorders of the two aircraft by this date 1/9 MLIT announces emergency measures 1/19 Held the first meeting of the Haneda Airport Aircraft Collision Countermeasures Review Committee 2024 summer Countermeasures Review Committee to compile measures to prevent recurrence And after Take drastic safety measures based on the National Transportation Safety Board's investigation report (Prepared by the author based on news reports) Airline Company Passengers on the JAL plane were told that JAL would pay 100,000 yen to each of them as a lump-sum condolence payment and checked luggage reimbursement, and that any more expensive checked luggage would be handled individually. ANA gave 2,000 yen for food and drink to passengers whose flights were delayed to Haneda the day after the accident. Response by Other Transportation Agencies Since this accident occurred during the year-end and New Year holidays, it hit the peak of return traffic. Therefore, the following measures were taken by transportation companies. Each railway company also responded by operating a number of extra services, including the Shinkansen bullet train. JR Tokai, concerned about congestion in the Tokyo metropolitan area and the Kansai region due to the accident, increased one round-trip "Nozomi" Tokaido Shinkansen train that departs from Tokyo Station and Shin-Osaka Station after 21:40 on the 2nd as a temporary service. In consideration of the fact that the last trains had already departed on all railroad lines in the Tokyo metropolitan and Kansai areas upon arrival, train hotels were also provided at Tokyo and Shin-Osaka stations until the next morning. From the following 3 days onward, the number of "Nozomi" trains departing from Tokyo Station was increased. JR Hokkaido and East Japan Railway also increased the number of extra limited express trains from Sapporo Station and one each of the Tohoku and Hokkaido Shinkansen trains to Tokyo connecting from the extra limited express trains at Shin-Hakodate-Hokuto Station. Keisei Electric Railway, which has a line connecting to Narita Airport, was concerned about diverts and congestion to the airport due to the accident, and temporarily increased the number of access express trains from Narita Airport Station to Keisei Ueno Station via the Narita Sky Access Line at 25:00 on the 2nd. JR East also delayed the departure time of the last train on the Narita Line Airport Branch Line for the same reason. Kanto Railway also operated a temporary bus service to Ishioka Station on the JR Joban Line to accommodate passengers diverting to Ibaraki Airport. Nagoya Railroad also operated a temporary train to accommodate passengers diverting to Chubu International Airport. Keihin Electric Express Railway, which has a line connecting to Haneda Airport, increased several temporary trains including limited expresses from Haneda Airport to Shinagawa Station after the normal closing of trains from the 4th to the 8th. Tokyo Monorail also increased the number of temporary trains on the 4th and 5th. On February 27, the Kanto District Transport Bureau of the Ministry of Land, Infrastructure, Transport and Tourism presented letters of appreciation to transportation companies that responded to the accident by increasing the number of extra trains and buses and dispatching more cabs. 4. Media coverage and evaluation of the accident Evaluation of the Escape of All Passengers All 379 crew members and passengers on board the JAL flight succeeded in escaping from the accident, which was reported as a "miracle" by CNN and other international media. CNN, in particular, attributed the success to the thorough safety measures and actions taken in accordance with the training that had been amended after the crash of JAL Flight 123 in 1985, and Kuniko Miyajima, executive director of the 8.12 Liaison Committee, which consists of the families of the victims, expressed the same view through a newspaper interview. JAL President Yuji Akasaka also commented, "The crew really did a good job in achieving the results of their regular training. I think that perhaps they were able to produce results that were even better than their training. I am truly convinced that this result was made possible only with the understanding of our customers." Koji Shibata, president of ANA Holdings, also expressed his appreciation and admiration for the crew, saying, "I think this was truly professional work. Note that half of the nine cabin attendants (CAs) on board were new hires who had joined the company in April 2023. It was observed that many of the crew members had just received training and were able to faithfully apply the results of their training, and that the fact that the passengers calmly followed the crew's instructions contributed to everyone's escape. Evaluation of JAL's In-flight Safety Video Five years prior to the accident, JAL had updated its in-flight safety videos in conjunction with the introduction of the Airbus A350, and the successful evacuation of the passengers in this accident brought the safety videos into the spotlight. In recent years, an increasing number of other companies in the industry have introduced unique safety videos that guide passengers to tourist attractions in their home countries or introduce facilities and equipment in conjunction with traditional performing arts and sports. However, JAL did not take the risk of incorporating these unique approaches, and instead used a CG animation format based on and improved upon the old video. When JAL had an engine fire at New Chitose Airport in 2016, a passenger tried to escape with his/her baggage against cabin crew's instructions, and the crew was unable to assist in evacuation due to the time and effort required to pick up the baggage, resulting in three injured passengers. After the accident, JAL included in its old safety video the prohibition of taking baggage off the plane and the request for passengers to assist in evacuation under the slide. Three years later, a new video was produced that stated, "Please do not carry baggage when evacuating! (Leave your baggage when you evacuate!)," the video more strongly prohibits the taking of baggage during an emergency evacuation, and visually explains the risks involved in doing so. In this accident, which occurred eight years after the 2016 incident, all passengers and crew aboard the JAL aircraft were able to survive, despite the fact that the aircraft was so badly damaged that it burned to the ground. One aviation expert highly praised the safety video, attributing the success of the escape in part to the video's detailed explanation of the emergency evacuation. 　 (Image Source: JAL) Reactions to the Accident’s Response The Japan Federation for Aviation Safety (JFAS), an organization of civil aviation professionals in Japan, issued a statement on January 3 urging the press and social networking service users to exclude speculation and imagination and to use only accurate information in their communications. JFAS also announced that the Metropolitan Police Department will investigate the aviation accident from the viewpoint of filing a charge of manslaughter in the line of duty, that the results of the TSC investigation will be used as evidence in a criminal investigation and trial, and that the persons involved will be punished in criminal court. The committee strongly requested that the investigation of the cause of the accident be prioritized over any criminal investigation. ALPA Japan, a federation of Japanese aircrew labor unions, also issued a statement urging that, in accordance with Annex 13 of the Convention on International Civil Aviation, the accident investigation, which aims to prevent recurrence, be separated from judicial and administrative procedures such as criminal investigations that impose guilt and responsibility, and that any information disseminated be only confirmed facts. The statement also repeated this sentiment regarding information dissemination, and also emphasized that easy dissemination of information be strictly avoided. 5. Conclusion The author flew from Haneda Airport to Washington DC the day before this accident, and was greatly shocked by the serious accident that occurred the following day. I would like to express my deepest condolences to the five Coast Guard officers who lost their lives in this accident, and offer my prayers for their repose. The accident also brought to light the challenges facing the Japanese aviation industry. Immediately after the accident, many experts called it "an accident that would not have happened under normal circumstances," but it was the result of a complex combination of many factors, including the Coast Guard aircraft's accidental runway incursion, the air traffic controller who missed the Coast Guard aircraft, the JAL pilot who did not notice the Coast Guard aircraft, and various background factors that led to the accident, all which must be resolved. The direct cause of the accident will be investigated by the Japan Transport Safety Board, but as has been reported in some media, measures to prevent recurrence, both in terms of hardware and software, are urgently needed after uncovering the hidden factors behind this accident, such as reducing the burden on air traffic controllers at overcrowded airports and introducing next-generation air traffic control systems. Finally, the most important lesson to be learned from this accident is to "instill a culture of aviation safety.” As evidenced by the "miracle" of the escape of all passengers on the JAL flight, the Japanese airline industry has a high sense of mission and professionalism for safety that is among the highest in the world. It is sincerely hoped that this culture will continue to be maintained in the future, and that all parties involved will share a common awareness of safety and take appropriate measures. The airline industry will continue to focus on safety more than ever and do its utmost to prevent the recurrence of accidents. References: https://vdata.nikkei.com/newsgraphics/haneda-runway-collision/ https://www3.nhk.or.jp/news/html/20240102/k10014307191000.html https://www.aviationwire.jp/archives/295451 Back to All JITTI Journals May 2024 Feature Article

The U.S. and Japan Sailed Out on a New Stage of the Coast Guard Alliance < Back

JITTI Journal July 2022 Back to All JITTI Journals July 2022 Feature Article The U.S. and Japan Sailed Out on a New Stage of the Coast Guard Alliance by Daisuke Komatsu Did you hear the whistle signaling the dawn of a new cooperative relationship between the United States Coast Guard (herein after called “USCG”) and the Japan Coast Guard (herein after called “JCG”)? Vice Adm. Michael McAllister, commander of USCG Pacific Area, and Vice Adm. Yoshio Seguchi, vice commandant for operations of JCG, signed a historic document to further strengthen their ties to address the current serious international security environment on the 18 th of May 2022. The Signing Ceremony of the USCG and JCG MOC Annex Historically, the USCG and JCG have taken a long voyage in the same boat since JCG was established in 1948. Since then, both coast guards have enhanced their cooperative engagements and signed a memorandum of cooperation to boost the strong relationship in 2010. Based upon this MOC, they have conducted a high-level bilateral meeting annually to share information and to affirm common interests. The world is now facing a paradigm shift in the economic and security realms, such as COVID-19’s impact on human activities and unilateral attempts to change the rules-based international order by force in the East China Sea and South China Sea. Both sides, under these circumstances, began to recognize the need to modify the MOC to be more practical and concrete in order to carry out joint operations to maintain and develop a Free and Open Indo-Pacific (FOIP). On the 18 th of May 2022, the two Vice admirals formally signed additional Annexes of the MOC to expand cooperative engagements in order to enable both sides to conduct a joint operation called SAPPHIRE. “SAPPHIRE” is an acronym for “Solid Alliance for Peace and Prosperity with Humanity and Integrity on the Rule of Law based Engagement” and is regarded as a “precious gem that is an emblem of integrity and affection found throughout the Indo-Pacific” region. The additional Annexes consists essentially of three parts, (combined operations, personnel exchange, and capacity building support for foreign coast guards) which embodied the core elements of the MOC in 2010. In the part regarding combined operations, they agreed upon a mechanism of combined operations and exercises to respond appropriately to contingencies such as cases of maritime distress and other regional natural disasters. The combined exercises are expected to reinforce mutual understanding through shared principles, tactics, techniques and procedures to cope with all manner of contingencies or future operation. They have already conducted a combined search and rescue exercise off the coast of San Francisco on the 20 th of May, and also coped with actual maritime distress during a combined counter-narcotics exercise off the coast of Guam on the 7 th of June based on the annex. A combined exercise based on the Annex The part regarding personnel exchange encourages academic exchange and training as well as capacity building. Professional exchange and academic exchange and training are keys to promote open communication between the two coast guards. The new scheme of academic exchange and training will provide faculties of the USCG Academy and the JCG Academy with better academic, educational, and training experiences for their cadets. The additional Annex, uniquely and interestingly, let the USCG and the JCG turn their eyes even towards foreign coast guard agencies in the shape of capacity building. Previously, the two leading coast guards in the world had for a long time separately provided capacity building support for recipient coast guards. In order to provide more effective and adequate capacity building support by deconflicting asset transfers to recipients, the two coast guards share their own initiatives and identify recipient nations. Furthermore, they are expected to conduct capacity building as a joint initiative, coordinating program and training implementation for recipients. They dispatched their capacity building expert team to the Philippines simultaneously to provide skills of towing other vessels and fire control from the 12 th to 25 th of June. The first attempt of joint capacity building for the Philippines Coast Guard The acclaim for the MOC ANNEX signing ceremony reverberated across the maritime corridor running from the Arctic Ocean to the Sea of Japan, through the Pacific Ocean to the Indian Ocean. In line with the growing importance of the Indo-Pacific region, the role of a coast guard alliance between the U.S. and Japan is increasingly important to realize a FOIP. The two coast guards will involve Australia and India as well as other nation states with shared values to expand their vigorous efforts in maintaining the status quo in the region. A bunch of smiles seen among the US, Philippines, and Japan Coast Guard officials leading a FOIP

JITTI Journal November 2025 Back to All JITTI Journals November 2025 Feature Article Graduate Course Specifically Focused on Coast Guard Studies by Yuta Arai Introduction This article introduces Japan’s international initiative to develop human resources in maritime law enforcement, specifically for the coast guard. The Maritime Safety and Security Policy Program (MSP) is a master’s degree program jointly organized by the National Graduate Institute for Policy Studies (GRIPS), the Japan Coast Guard (JCG), with the cooperation of the Japan International Cooperation Agency (JICA), and a co-working organization, The Nippon Foundation. It is designed for officers of coast-guard organizations in the Indo-Pacific region, all conducted entirely in English. Objectives and Background The MSP was launched in 2015 as a capacity-building program “to foster their abilities to formulate high-level maritime safety and security policy and effectively address global maritime challenges.” As maritime issues in Asia—such as drug-smuggling, illegal migration, and piracy—became increasingly complex and diverse, this program responds to a demand for professionals capable of addressing these international threats and contributing practically to maintaining maritime order. Through the program, participants will “acquire abilities to creatively formulate policy and effectively address maritime challenges.” The origin of the MSP lies in the Asia Coast Guard Junior Officers Course (AJOC), implemented by the JCG with the support of the Nippon Foundation from 2011. After three years of AJOC, the program evolved into its current form by integrating GRIPS’s academic and research expertise, with granting a master’s degree, and JICA’s financial and logistical support for learning, travel, and residence in Japan. Curriculum The MSP features an intensive one-year curriculum that balances theory and practice. The academic year is divided into three terms: First Term (October–March) – GRIPS, Tokyo The course begins at GRIPS, located in central Tokyo, where participants study the foundations of policy analysis. Core courses include International Relations, International Security Studies , and International Law of the Sea , while elective courses cover topics such as International Political Economy , Military Operations, Strategy and Policy , and Non-Traditional Security. Participants enhance their fundamental understanding of international relations through courses at GRIPS. They also engage in case studies and simulations, analyzing legal and operational aspects of maritime law enforcement practices. This allows them to develop a scientific approach to policy-making. Second Term (April–July) – JCG Academy, Hiroshima Participants continue their studies at the Japan Coast Guard Academy in Hiroshima, where the program then shifts to practical learning. Core subjects such as Maritime Police Policy and Policy for Search & Rescue, Salvage, and Maritime Disaster Prevention provide them with insights from JCG’s operational lessons at sea. Participants also experience exercises using patrol vessel simulators for ship maneuverability and practical operation like a commanding officer on board who is required to perform technical and analytical skills for decision-making at the scene. Third Term (August–September) – GRIPS, Tokyo During their summer program term, participants conduct field studies by visiting JCG bases and facilities nationwide. As a conclusion to the program, each participant writes a policy paper, equivalent to a master-degree thesis, based on an individually selected research topic. Upon completion, graduates receive the Master of Policy Studies degree from GRIPS. Achievements The significance of the MSP lies not only in individual capacity development but also in the creation of an international network among coast guard leaders. Since the graduation of the initial class of ten officers, the program will have produced 78 graduates as of September 2025, representing 11 countries: Bangladesh, India, Indonesia, Japan, Malaysia, Maldives, Palau, the Philippines, Sri Lanka, Thailand and Vietnam. These graduates now form a vertical and horizontal network that spans a decade, each serving as a leading player of their respective organizations. Some alumni now hold key leadership positions in their home organizations and actively contribute to sharing the value of rule-based order. This growing network serves as a driving force to promote the vision of a Free and Open Indo-Pacific and to strengthen regional maritime cooperation. Conclusion Japan’s commitment to international cooperation in this maritime law enforcement field directly contributes to secure maritime governance. The MSP has successfully produced a new generation of leaders who will shape the future of coast guard organization. Graduates are serving as a foundation for designing and legitimizing maritime rule-based order through its global alumni and enduring professional network. Given the growing complexity and instability of maritime security in the Indo-Pacific, the MSP initiative has proven indispensable—and their value will undoubtedly be recognized even more widely in the decade ahead. (Source) Japan Coast Guard Academy, “Maritime Safety and Security Policy Program” https://www.academy.kaiho.mlit.go.jp/education/organization/center/file/msp-pamphlet-en2022.pdf Japan Coast Guard, "Kaiho Journal vol.102" https://www.kaiho.mlit.go.jp/doc/journal/kaiho-102_web.pdf

JITTI Journal Cultural Article September 2023 Back to All JITTI Journals September 2023 Cultural Article Your next adventure in Japan: Ekichika By Tomomi Dodd This time I am going to write about Japanese “Ekichika.” “Eki” means stations, and “Chika” means underground in Japanese. So, “Ekichika” refers to the integration of shops and restaurants that spread across the basement of metro stations in Japan. Recently, development of Ekichika are astonishing in Japan and it is as if Ekichika are its own unique world. Though I currently work in Washington, D.C. and have traveled to multiple big cities overseas, I have never seen such dynamic Ekichika outside of Japan. Ekichika are becoming very important places for tourism, socialization and finding new trends and cultures. In this journal, I would like to introduce you to some of the Ekichika spots I can personally recommend to visit. Tokyo Yaechika (Tokyo Yaesu-Chikagai) Yaechika is located underground of Yaesu side in Tokyo station. It is directly connected to Tokyo Station. It contains about 180 shops, including approximately 60 different restaurants and cafes. There is a section called “Tokyo Ramen Street” which consists of 8 very competitive ramen shops. “Tokyo Character Street” consists of about 30 character shops including Pokemon and Studio Ghibli. I used to work near the Tokyo station, so I was often eating and dining at Yaechika. There are always new shops and you never get bored! (Image Source: tokyo ekichika yaesu - Bing images ) Inside of the Ekichika, there is a section called “TOKYO GASHAPON STREET.” GASHAPON is v ending machine dispenser of capsule toys. There are over 100 Gashapon vending machines located there. And you can find these machines in many places not only here but in other stations, shops, and restaurants throughout Japan. My nieces in Japan have been obsessed with these! (Image Source: gashapon - Bing images ) (Image Source GASHAPON sushi - Bing images ) Ikebukuro Another Ekichika spot I would like to talk about is Ikebukuro in Tokyo. There are over 700 shops and restaurants around Ikebukuro station. It is directly connected to multiple big department stores including Tobu Department store. Tobu Department store has food sections, and you can enjoy a variety of great delis! Ikebukuro is also one of the hot spots for good ramen restaurants! I myself strolled around in the station almost every day as my train transferred at Ikebukuro. I would hang around the book store at the Tobu department store and stop by my favorite bakery underground. If you spot the Ikefukurou statues while you are strolling the underground of Ikebukuro station, you have found good luck! They are a symbol of great fortune and are also a useful meeting spot for people. (Image Source: 55 things to do in Ikebukuro | Time Out Tokyo ) Ekichika are an excellent utilization of space and have a lot of great, unlimited possibilities. I am looking forward to seeing how Japanese Ekichika will be developing in the future. There could be Ekichika hotels, bath houses, and schools someday. I am sure you will find something unforgettable in Japanese Ekichika. References: Tokyo Ramen Street Official Guide ｜First Avenue Tokyo Station (tokyoeki-1bangai.co.jp) First Avenue Tokyo Station (tokyoeki-1bangai.co.jp) Yaechika | Yaechika Shopping Mall

Tokyo is Waiting for You < Back

JITTI Journal May 2018 Back to All JITTI Journals May 2018 Feature Article Improving and Strengthening the Transport Safety Management System by Hiroki Sakamoto Ensuring safety is a central and fundamental issue in the public transportation sector. When an accident occurs, it not only can cause significant damage, but it can also have an enormous impact on society. Therefore various measures are being undertaken to prevent accidents from occurring. In October 2006, Ministry of Land, Infrastructure, Transport and Tourism (MLIT) of Japan introduced the 'Transport Safety Management System' in the wake of frequently occurring accidents and other incidents in various transportation sectors, such as railway, automobile, shipping, and airlines. These incidents were primarily those which were caused by human error. This policy aims to build and strengthen the safety management system, which will be united with the MLIT organization, under the proactive involvement of the top management executive in transport operation. MLIT conducts Transport Safety Management Evaluations, through checks and advice, which is intended to continuously improve the safety management system by using the PDCA (Plan-Do-Check-Action) cycle. In FY2016, 932 transport operators (59 railways, 640 automobiles, 223 shipping and 10 airlines) were subject to Transport Safety Management Evaluation. The outline of the Transport Safety Management System is as follows (Figure 1). Based on lessons learned from past serious accidents in the transportation field, it is important for each transport operator to spiral upward (with an awareness of the PDCA cycle) using company-wide efforts toward safety, and the establishment of a safety management system under the leadership of the top management executives. For this reason, business laws related to land, marine, and air transport were amended (promulgated in March 2006) and the Transport Safety Management System was introduced. Under this legislation, transport operators are required to appoint a Chief Safety Management Officer (executive class), set out safety management rules, and promote the improvement and establishment of safety management systems through the leadership of top management. Also, preventive safety-type support systems were implemented through interviews and other measures directed at the transport operators' management division, including their top management executives. (Figure 1) The outline of the Transport Safety Management System Transport Safety Management Evaluation teams, belonging to the MLIT and District Transport Bureau, visit transport operators' headquarters to conduct the Transport Safety Management Evaluation on the operators' Top Management and Chief Safety Management Officer (Figure 2). (Figure 2) Transport Safety Management Evaluation on Top Management The team conducts a positive evaluation and provides advice, to help promote continuous improvements, based on items from the guidelines to the system, some of which are as follows (and in Figure 3). Formulate and promulgate safety policies Formulate and review priority safety measures Ensure communication Collect and use information on accidents and near-miss events Implement education and training Conduct internal audits, etc. (14 items) (Figure 3) Evaluation Chart of Transport Safety Management Evaluation In FY2016, MLIT hosted transport safety management seminars for transport operators in order to deepen understanding of this system, and these seminars were attended by 3,789 people. In FY2015, 7,043 people attended seminars, as part of an accredited seminar program that was established in 2013 for the purpose of further disseminating and shedding light on this system to small and medium-sized transport operators (programs through which transport safety management seminars organized by private-sector organizations are accredited by the MLIT). October 2016 was designated as the "10 Years of Strengthening Transport Safety Management Month" to mark the 10 years that had passed since the system was introduced. Evaluations by MLIT had been conducted on approx. 7,500 transport operators over the past 10 years at that point, which contributed greatly to the improvement of their safety. MLIT carried out initiatives to further spread and instill the system, including holding discussions about how the system should work in the future, such as the "2016 Symposium on Safety in the Transport Business: Review of the 10 Years since the Introduction of the Transport Safety Management System and Directions for the Next 10 Years," and the "Transport Safety Management 10th Anniversary Seminar." Moreover, the system's effects and issues were reviewed and discussions were held by the Transport Council's Task Force on Ensuring Transport Safety, in order to study the future evolution of the system. Based on the report from the Council, MLIT revised the fundamental policy to implement the Transport Safety Management System in 2017. The main revisions were: prioritizing the Transport Safety Management Evaluation on chartered bus operators, promoting the development of safety management of small to medium-sized transport operators, and strengthening support for Chief Safety Management Officers of transport operators. Furthermore, it promoted support for transport operators to cope with the emerging challenges in recent transport sectors such as the shortages of drivers in transport industries, deteriorated transport infrastructures, serious damage to transport facilities from natural disasters and terrorist attacks as well as other issues and challenges. Strengthening safety measures is the top priority in all transport modes, and continuous and effective efforts by both the private and public sectors through the Transport Safety Management System are keys to establish safe and secure public transport systems.

Outlook of the Tourism, Transportation, and Economic Sectors in Japan in 2022 Outlook of the Tourism, Transportation, and Economic Sectors in Japan in 2022  by Tetsuhiro Hagiwara Happy New Year to you all.  Although the re-expansion of COVID-19 by the Omicron variant has brought an uncertain start to the year 2022, I wish you all a wonderful year ahead. In my first article for 2022, I would like to share the direction of the tourism, transportation, and economic sectors in Japan this year, based on the New Year's resolutions of the Japanese government, the Minister of Land, Infrastructure, Transport and Tourism, the Chairman of the Nippon Keidanren (Japan Business Federation), and the President of the Japan Chamber of Commerce and Industry. Please find the translation of their published statements below.　 1. Minister Tetsuo Saito, Ministry of Land, Infrastructure, Transport and Tourism Tourism is a pillar of growth strategy. Achieve both infection prevention and economic recovery, and strategically implement inbound recovery. Tourism is a pillar of Japan's growth strategy and a trump card for regional development, and we believe that it is necessary to achieve both prevention of the spread of the coronavirus and economic recovery. In order to inhibit the spread of disease and achieve economic recovery, the government will provide support for maintaining employment and continuing business in tourism-related industries, which are severely affected by the new coronavirus infection and employ approximately 9 million people nationwide, as well as stimulate tourism demand through the "New Go to Travel Project" and other measures. In addition, with an eye on life post-Corona, the government will strategically promote the gradual recovery of inbound tourism, while monitoring the infection situation in Japan and abroad, as well as the renewal of tourist sites, mainly accommodation facilities, and the creation of new tourist content and high value-added tourist sites, which will be implemented in cooperation with local stakeholders. First, since it is necessary to maintain and recover tourist attractions and the local economy, we will continue to promote measures to stimulate tourism demand, and will expand the scope of travel eligible for support in stages while carefully checking the infection situation. To start, the prefectural government's so-called "prefectural residents' discount" has so far only supported travel within the prefecture, but since November last year, travel from neighboring prefectures has been added to the scope of support. In the future, based on the status of infection and other factors, we will expand the prefectural residents' discount support to neighboring areas, or regional blocks, at an appropriate time, and then, after reconfirming the status of infection during the year-end and New Year holidays, implement the "New Go to Travel Campaign" on a nationwide scale. Furthermore, it is necessary to uncover new demand for domestic tourism before the full-scale recovery of inbound tourism. Based on new trends such as the change in people's awareness of work styles and lifestyles caused by the Coronavirus pandemic, we will promote the spread of "new travel styles" such as work vacations, as well as the promotion and establishment of a style of "travel to and from the region again and again" as a "second home," so to speak. Second, in order for local economies to recover strongly from the pandemic, it is essential to revitalize tourist areas that will serve as the driving force for local development, and to promote the strengthening of the tourism industry that supports this. By doing so local economies can realize a positive cycle of growth and distribution in regions where people can experience affluence. Therefore, with an eye on post-pandemic life, we will continue to study the revitalization of regions and the strengthening of the tourism industry, by improving productivity in the accommodation industry, creating a safe and secure travel environment, and upgrading the management of tourist attractions through the active use of digital technology. Third, in order to revitalize and add value to tourist attractions in the region as a whole, we will strongly support efforts to renovate accommodation facilities, which are the face of tourist attractions, and remove abandoned buildings. We will also provide consistent support for these revitalization efforts, from the creation of content to the development of sales channels, by utilizing the unique tourism resources of the region such as nature, food, history, culture, art, livelihood, and transportation. Fourth, while foreign tourists continue to be unable to enter Japan, we will improve the environment for receiving foreign visitors to Japan in preparation for the recovery of inbound tourism. At the same time, from the perspective of contributing to the economy and employment in local areas and raising incomes, we will provide support for the development of accommodation facilities and human resources to create high value-added inbound tourism destinations. In addition, the government will implement strategic promotion for visiting Japan and of hybrid MICE events that combine face-to-face and online activities, in order to increase travel spending and attract more visitors to regional areas by providing information on Japan's safety and security efforts as well as regional attractions. While continuing to adhere to the targets of 60 million tourists and 15 trillion yen in 2030, the government will make concerted efforts to realize a tourism-oriented nation. ■Promotion of Tourism in Okinawa including Restoration of Shuri Castle Shuri Castle, which was destroyed by fire in October 2019, is not only the pride of the people of Okinawa, but also an extremely important building as a national historical and cultural heritage site. In order to restore the castle, technical studies are being conducted, including the strengthening of fire prevention measures. This year is an important year for us to start construction of the main building of Shuri Castle, and as the responsible party of the national park project, we will continue to make every effort to restore the castle by 2026 in cooperation with Okinawa Prefecture and related ministries and agencies. I also believe that tourism in Okinawa has tremendous potential. At Naha Airport, the second runway was put into service the year before last, and by continuing to promote the enhancement of the functions of the international terminal area, I believe that this will contribute to the further promotion of tourism in Okinawa by increasing the number of tourists and improving convenience. As Minister of State for Tourism, I will focus more on the promotion of tourism in Okinawa, with an eye on the full-scale recovery of domestic tourism and inbound tourism. ■Tourism policies in each sector In terms of domestic cruises, we have resumed operations by implementing thorough countermeasures against infectious diseases on board and at the passenger terminals. As for international cruises, we will take the necessary measures based on the safety and security of the local community, while taking into account the infection situation in Japan and overseas and trends in waterfront safety measures. Regarding Upopoi, which is a center for the revival and creation of Ainu culture, we will enhance the center’s content and conduct public relations activities to attract more visitors so that they can experience the splendor of Ainu culture and share in the philosophy of ethnic coexistence. With regard to landscape and historical city planning, we will promote the formulation of plans for maintaining and improving historical townscapes to create favorable landscapes, and continue to provide support to local governments in their efforts to create cities that make use of the unique history, culture, and climate of the region. We have designated the period from 2020 to 2025 as the third stage of "Michi-no-Eki (Roadside Station)." With the aim of making "Michi-no-Eki" a base for accelerating regional development and tourism, we will promote initiatives such as adapting to new lifestyles in the post-Corona era and strengthening the preventative functions of "Disaster Prevention Michi-no-Eki" to be base during wide-area disaster. We will continue to promote these efforts. In addition, based on the Second Bicycle Utilization Promotion Plan, which was approved by the Cabinet in May last year, the government, led by the Bicycle Utilization Promotion Headquarters headed by myself, will work together to systematically improve bicycle traffic space, promote the spread of shared bicycles, and encourage the use of the National Cycle Route. In the railroad field, in order for inbound travelers to enjoy a more comfortable trip on Japan's railroads, we will enhance multilingual information displays and announcements, provide free Wi-Fi service at stations and aboard trains, westernize restrooms, improve the environment for using credit card-compatible ticket vending machines and transportation system IC cards, install large luggage storage areas, and introduce sightseeing trains and cycle trains. In the field of aviation, we will take the necessary measures to achieve an annual arrival and departure capacity of approximately one million flights at airports in the Tokyo metropolitan area. Specifically, with regard to the development of a third runway at Narita Airport, we will make maximum efforts to enhance the functions of the airport in cooperation with the local government and other related parties. As for Haneda Airport, the new flight paths began operating in March 2020, and we will continue to take measures for noise and safety, work to avoid fixing the new flight paths, and provide detailed information. In terms of regional airports, we will promote the Fukuoka Airport runway expansion project and the New Chitose Airport taxiway double track project to strengthen the gateway function. In addition, to ensure safe and efficient aircraft operations, we will continue our efforts to reorganize domestic air traffic control areas. ２．Masakazu Tokura, Chairman, Nippon Keidanren (Japan Business Federation) Corporations are the agents of growth and distribution. Promote GX and DX to establish "sustainable capitalism." Six months have passed since I took office as Chairman on June 1st last year. During this period, my top priority was overcoming the Coronavirus pandemic and revitalizing social and economic activities. At the same time, I have been working in great haste to further the efforts I have taken so far by introducing a social point of view into the market economy, while continuing the aims advocated by my predecessor, Mr. Nakanishi, such as Society 5.0 for SDGs and sustainable capitalism. We have been working with a sense of urgency. The Keidanren's vision of "sustainable capitalism" is in line with Prime Minister Kishida's conception of "new capitalism.” Since the inauguration of his administration in October last year, Prime Minister Kishida has announced that he would focus his efforts on "realizing a new capitalism." The key concepts are "a positive cycle of growth and distribution" and "the development of a new post-Corona society." At the meeting of the Council for the Realization of New Capitalism, chaired by the Prime Minister, I emphasized that distribution should be discussed together with growth, and that growth is the first priority. In order to achieve this, I pointed out that the issues that need to be addressed are the building of social common capital, such as the improvement of Japan's crisis management capacity, which was a problem during the pandemic, and that the role of the government will be important because these issues cannot be solved by the market economy alone. I also reiterated the need for the entire government to discuss Green Transformation (GX) alongside Digital Transformation (DX), as a sustainable global environment is essential for the realization of new capitalism. In addition to GX and DX, there is an urgent need to vigorously promote important policy issues at home and abroad, including the promotion of startups, regulatory reform, regional development, reform of work styles and the development of human resources, cooperation and coordination with the international community, and fiscal soundness and sustainable, all-generation social security reform. With the determination and spirit that corporations are the agents of growth and distribution, the Keidanren will continue to join forces with the Kishida Cabinet in 2022 and do its utmost to overcome the Coronavirus pandemic and establish a sustainable and prosperous future society based on sustainable capitalism. I would like to ask for your further support and cooperation. ３．Akio Mimura, Chairman, Japan Chamber of Commerce and Industry This is the year to achieve a higher level of compatibility between infection prevention and socioeconomic activities. Promote digitalization, value-adding, and regional development to make Japan a strong and prosperous country with resilience to crises. Since last fall, the number of new cases of Covid-19 infections in Japan has remained at a low level, and I am pleased to join you in welcoming the New Year as the pace of recovery in daily life accelerates. Although the outlook for the future remains unpredictable due to the reemergence of the disease overseas, the Chamber of Commerce and Industry has positioned this year as a year to achieve a higher level of compatibility between infection prevention and socioeconomic activities, and will continue to do its utmost for the development of the local economy and the businesses that support it. Now, the economy, which fell sharply due to the Coronavirus pandemic, has finally started to recover, but it still lacks strength, and there continues to be a "K-shaped recovery," with the degree of recovery varying depending on the industry and scale. In order to truly break through the sense of stagnation that pervades the entire nation, it is necessary not only to steadily implement the "new economic measures" that the government decided on last year, but also to clearly show the way to new growth and development so that the people can have bright hopes for the future of Japan. Since the inauguration of the second Kishida cabinet, the government has been advocating "new capitalism" and has been discussing "a positive cycle of growth and distribution" and "the development of a new society post-Corona." To make Japan a strong and prosperous country that is resilient to crises, we need to solve the social issues revealed by the pandemic and achieve economic growth at the same time. For Japan, which is facing a variety of structural issues such as demographic trends toward a declining birthrate and aging population, to solve social problems and achieve economic growth at the same time, it is necessary to raise GDP per capita, a comprehensive indicator of a country's wealth, as a national goal, and to improve productivity in all fields and raise the potential growth rate. In particular, raising the productivity of small and medium-sized enterprises (SMEs), which account for about 70% of employment, is an important issue that will eventually lead to higher productivity in Japan as a whole. Other essential issues include: economic and medical security, investment in human resource development and science and technology research as the foundation for supporting growth, promotion of digitalization, and balanced energy policy and technological innovation based on the principle of "S + 3E.” In the area of trade, Japan should continue to play a leading role in promoting the free trade system while deepening cooperation with like-minded countries based on the achievements of the TPP and RCEP. In light of these issues, we, the Japan Chamber of Commerce and Industry, will focus on the following three points this year. The first is "strengthening of SMEs through digitalization." Japanese small and medium-sized enterprises (SMEs), which have overcome many difficulties in the past, have the potential to respond flexibly and swiftly to various changes. The use of digital technology in the management of SMEs is a powerful means of self-transformation for survival, and the trend of digitalization accelerated by the Coronavirus pandemic will not be limited to improving operational efficiency, but will be expanded to include business transformation such as the expansion of sales channels through cross-border EC, etc., and even business transformation. We will provide strong support as a pillar for improving management capabilities. The second pillar is to "increase added value through business restructuring and the optimization of transactions." The Chamber of Commerce and Industry will support business succession, revitalization, and restructuring by strengthening the companion-style management consultation system, and will strongly support the improvement of management efficiency and the ability to create added value. In addition, it is essential to optimize business transactions to fairly share the added value and costs created throughout the supply chain, which consists of large companies and small and medium-sized enterprises. The "Declaration on Partnership Building" with more than 4,000 registered companies, is a powerful platform for realizing this through public-private cooperation. We will further enhance the effectiveness of the Declaration and contribute to raising the added value of SMEs and, by extension, the growth potential of Japan as a whole. The third is the "promotion of regional development." Although it is said that Tokyo is concentrated in one area, in reality, there are multiple regional areas that achieved higher economic growth rates than Tokyo. They’ve done so by promoting the growth of primary industries, the concentration of manufacturing industries through infrastructure development, and the capture of inbound demand. In the wake of the pandemic, there has been a trend toward further decentralization, and in light of the government's "Digital Rural City Nation Concept," it is essential to link this momentum to the acceleration of regional development in order to create a resilient Japan. As a comprehensive regional economic organization, the Japan Chamber of Commerce and Industry is committed to deepening cooperation with various local entities and further supporting the creation of local communities. Finally, the Japan Chamber of Commerce and Industry is celebrating its 100th anniversary this year. Under the slogan of "Creating the Future with the Community," we aim to realize sustainable growth of the Japanese economy by strengthening the vitality of small and medium-sized enterprises and revitalizing local communities for the next 100 years. In my New Year's address, I would like to ask for your continued support and cooperation. In his New Year's message, Mr. Tamura, President of Narita International Airport Corporation, stated that "2022 will be the first year of aviation revival." I hope that the global economy will recover and people will once again travel around the world. References: ■ New Year's resolutions of the Minister of Land, Infrastructure, Transport and Tourism http://www.ryoko-net.co.jp/?p=102116 ■Japan Business Federation https://www.keidanren.or.jp/speech/2022/0101.html ■The Japan Chamber of Commerce and Industry https://www.jcci.or.jp/news/jcci-news/2022/0101100000.html Back to All JITTI Journals January 2022 Feature Article

JITTI Journal Cultural Article March 2023 Back to All JITTI Journals March 2023 Cultural Article Do You Know “YO-KAI?” By Daisuke Komatsu Have you ever heard of the term Yo-kai? Yo-kai is a general term for beings and phenomena beyond human knowledge that have been handed down throughout Japan since ancient times, and are still a part of Japanese culture today. You may have heard the names "Oni (ogre)," "Tengu," or "Kappa.” If you are an American or Westerner, you might think of entities such as ghosts and other phantasms. You may also think of fantastical creatures such as dragons and unicorns, or transcendent beings such as gods and demons. There are more than 1,000 different kinds of Yo-kai, large and small, good and bad, from evil beings that play tricks on humans to those that protect us from natural disasters. For example, a fishing boat may get into a maritime accident because a Yo-kai called "Umibouzu" destroys the boat, or a family may be blessed by inviting a Yo-kai named “Zashiki-Warashi” into their home, who guarantees that its hosts will become prosperous. Yo-kai are often referred to as creatures that we cannot usually see, phenomena that are difficult to explain through science, unbearable natural anomalies, experiences of being spirited away, native deities, etc. They are also beings that remind us of morals and customs, giving suggestions and hints on how to lead a respectable life. In this sense, they are not just scary monsters. Statues of Kappa (Image Source: 遠野駅の河童たち by maximum69 ) In Japan, Yo-kai have existed in every region from Hokkaido to Okinawa, but Hokkaido Yo-kai, for example, were unique to that region’s indigenous culture and were recognized only by the people of Hokkaido, and never by the people of other regions in Japan. Likewise, other regional Yo-Kai existed in tales only alongside the lives of the people of their localities. In 1910 folklorist Yanagida Kunio published "Tono Monogatari" (The Legends of Tono), a collection of folklore from the Tono region of Iwate Prefecture. It is said that thanks to Tono Monogatari, Yo-kai has come to be recognized as a genre of Japanese culture, and Japanese have become aware of Yo-kai from other regions as well. I myself was born and raised in the countryside about an hour's drive from the Tono area. When I traveled to Tono on vacation, I visited a "Kappa-buchi" stream where you can catch “Kappa,” which are similar to mermen, and a guest house where it is said that “Zashiki-Warashi” once lived. So Yokai have been a familiar part of my childhood. In commemoration of the 110th anniversary of Tono Monogatari in 2020, the Tono Tourism Association released a permit for capturing “Kappa” and continues to offer a prize of 10 million yen if visitors capture a kappa and bring it to the Tourism Association. Not only in Tono City, but all over Japan Yo-kai, as an important tourism resource, are helping to revitalize towns and villages. When the COVID-19 pandemic spread worldwide, people in Japan prayed for a speedy end to the pandemic to a Yo-kai called "Amabie," which is said to warn off illness and allegedly appeared in Higo Province (present-day Kumamoto Prefecture) in 1846 during the Edo period. Looking at Yo-kai from a different angle, Japanese people have long been fond of describing or anthropomorphizing mysterious phenomena as living creatures, and they have become an integral part of cultural activities such as folklore, novels, animation, and video games. Statues of beloved characters Kitaro and his dad, Medama-oyaji (or literally Eyeball-Father) from "Gegege no Kitaro." In particular, the "Gegege no Kitaro" Yo-kai anime created by Shigeru Mizuki began as a picture-story show in 1954 and later became a manga and anime, creating a Yo-kai boom in Japan. Likewise, the game "Yo-kai Watch," released in 2013, popularized Yo-kai among children as it depicts modern-day versions embodying "elementary school students' problems.” As it has grown via a multimedia franchise in the form of comics and anime, affinity for “Yo-kai Watch” has increased among this young demographic. I am the father of two boys, aged 5 and 2, who have a hard time falling asleep, and I often tell them that if they don't go to sleep soon, the "Makura-Kaeshi (Pillow Turner)" or "Namahage" will come! The sons also make excuses using Yo-kai as part of their daily lives. It is interesting to think that Yo-kai may be involved in this way, from events at home to global crises. Hopefully, some Yo-kai will appear to solve the various sad events that the world is facing today. An advertisment for "Yo-kai Watch" (Image Source: https://www.tv-tokyo.co.jp/anime/youkai-watch2021/ )