High Speed Rail Forum - California Sharing 50 Years Experience of the Shinkansen April 30, 2015 The Fairmont San Francisco 950 Mason St, San Francisco, CA HOSTED BY: The Ministry of Land, Infrastructure, Transport and Tourism of Japan (MLIT) The Ministry of Foreign Affairs of Japan (MOFA) Japan Railway Technical Service (JARTS) Japan International Transport Institute (JITI) High Speed Rail (HSR) has attracted worldwide attention as an environmentally friendly mass transportation system. HSR projects have been planned or carried out in many countries, including the United States of America. The purpose of this seminar is to demonstrate how Japan's 50 years of experience in HSR operations can contribute to the development of HSR projects in the USA, and also to enhance partnerships in the railway field between the USA and Japan. In this seminar, leaders in the field of transportation from Japan will introduce operational experiences and measures related to safety about HSR. The topics of the seminar will also cover social and economic benefits derived from the HSR, such as regional development. Attendees Included: Shinzo Abe Opening Remarks Keisuke Suzuki Parliamentary Vice-Minister of Land, Infrastructure, Transport and Tourism, Government of Japan Bio Keynote Speech Dan Richard Chairman of the Board of California High Speed Rail Authority, California Government Bio Presentations Kozo Fujita Director General, Railway Bureau of the Ministry of Land, Infrastructure, Transport and Tourism "High Speed Rail & Shinkansen" Bio Presentation Bio Presentation Bio Presentation Rod Diridon, Sr. Emeritus Executive Director of the Mineta Transportation Institute "The Necessity of High Speed Rail in the United States of America" Masaki Ogata Vice Chairman of East Japan Railway Company "Features and Crucial Concepts of HSR" SUPPORTED BY:

This paper analyzes the evolution of the U.S. Coast Guard's Arctic policy, based on two key policy documents, providing an overview of the historical context and current state of U.S. Arctic policy. Furthermore, it elaborates on the specifics and consistency of the U.S. Coast Guard's Arctic policy implementation plan and insights into future directions. Through this analysis, we aim to deepen understanding of the strategic challenges faced by the U.S. Coast Guard in the Arctic and its role in ensuring a sustainable future for the region. < Back Maritime Transportation February 2024 Polar Command: The Evolution of Arctic Policy in the United States Coast Guard By Daisuke Komatsu This paper analyzes the evolution of the U.S. Coast Guard's Arctic policy, based on two key policy documents, providing an overview of the historical context and current state of U.S. Arctic policy. Furthermore, it elaborates on the specifics and consistency of the U.S. Coast Guard's Arctic policy implementation plan and insights into future directions. Through this analysis, we aim to deepen understanding of the strategic challenges faced by the U.S. Coast Guard in the Arctic and its role in ensuring a sustainable future for the region. Download the Report

The first half of 2020 was some of the most difficult times seen in the travel industry, dwarfing the 2009 financial crisis in loss of revenue. With the entire world affected, looking at the nuance between regions of the world may add some clarity to how the course of the coronavirus has impacted tourism and travel on a global scale. < Back Tourism & More Travel Trends of International Tourism in the First Half of 2020 According to the UNWTO’s World Tourism Barometer By Daisuke Takagi The first half of 2020 was some of the most difficult times seen in the travel industry, dwarfing the 2009 financial crisis in loss of revenue. With the entire world affected, looking at the nuance between regions of the world may add some clarity to how the course of the coronavirus has impacted tourism and travel on a global scale. Download the Report

Improving and Strengthening the Transport Safety Management System 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. Back to All JITTI Journals May 2018 Feature Article

JITTI Journal Cultural Article September 2018 Back to All JITTI Journals September 2018 Cultural Article Takarazuka Revue : A Staple of Japanese Culture That is Known to Those in the Know by Shunataro Okimoto Do you know Kabuki? It is one of the most famous traditional performances in Japan. It began around 1500 AD. Accompanied by the sound of shamisen, fierce romances and fights between samurai are performed powerfully. Both male and female characters appear in the play, but all the parts are performed by male actors. Male actors who play women wear beautiful kimono, disguise themselves in makeup, and move and gesture in a feminine manner so that everyone can see them as women. There is a new theater, Kabuki-za, in Ginza, Tokyo that is dedicated to the art of Kabuki, so I recommend you go see a show there once if you have never visited. I would like to introduce Takarazuka Revue at this time, which shares similar aspects of Japanese culture with Kabuki. Takarazuka Revue began about 100 years ago in Takarazuka City, which is located north of Osaka in Hyogo Prefecture. Although it is a newer type of performance than Kabuki, it was founded before the Second World War. A typical performance is three hours long and split into two parts. The first part is a theatrical play. Original romantic love stories or musicals that are popular worldwide are performed. Many of these works come from the United States, "Gone with the Wind" and "West Sid Story" being popular examples. The second part is a show. There are Japanese-style performances such as Japanese dances with all the actors wearing kimono, but other art forms from foreign countries are also performed. The biggest feature of the Takarazuka Revue is that it is all performed by female actors, compared to Kabuki with its all-male cast. Women play the roles of male characters, but because they are portraying masculine movements such as in the ways men stand, walk, and sit, their movements are more masculine than real men. Fans of Takarazuka say that "they are cooler than real men." I think I might agree! Also, another draw for audience members are the vibrant costumes and the theater itself, which is very beautiful. Do you think Japanese people only like things that reflect a spirit of Zen or just prefer simplicity? Well, these Takarazuka performers are dancing energetically, wearing colorful feather costumes in the form of peacocks on a stage where the electric decorations shine. Unfortunately, I cannot post images to show this due to copyright, but please look at the following official English website. I'm sure you will be surprised at the world that exists there. Takarazuka Revue English Website Link I have been fascinated by Takarazuka Revue for a long time. After watching it on a television broadcast about twenty years ago, I became enthusiastic about it. I love the unique atmosphere created by about 70 actors on stage and 2,500 spectators. I lived next to the theater for two years in 2013 and 2014. It was a wonderful two years living alongside the world of Takarazuka Revue. If you want to experience this complex attraction, please go and witness a performance for yourself at least once. The Takarazuka Revue has performed around the world, for example in New York, Honolulu, and London, but recently many of the performances occur throughout Asia due to an increased number of Asian fans. Those in the United States may find it easiest to see a show in Japan. There are two theaters in Tokyo and Takarazuka, and you can buy tickets on the Revue's English website. The theater before a performance ( Takarazuka Grand Theater15s5s2880 by 663highland is licensed under CC BY 2.5 ) Takarazuka Revue's gorgeous stage ( Takarazuka Revue by calltheambulance is licensed under CC BY-NC-ND 2.0 )

The Greater Washington D.C. region has a history of Transit-Oriented Development, and there is continued interest in the region to expand walkability to areas around stations. < Back Surface Transportation Survey of Smart City Trends in the West: Transit-oriented Development and Mobility-as-a-Service Part 4: Case Study – Washington DC (1) By Akito Okabe The Greater Washington D.C. region has a history of Transit-Oriented Development, and there is continued interest in the region to expand walkability to areas around stations. Download the Report

JITTI Journal July 2019 Back to All JITTI Journals July 2019 Feature Article Value Capture Session Overview by Mamiko Kim A few weeks ago, on June 26 th , JITI held a joint session with the American Public Transportation Association (APTA) titled “Revenue Opportunities from Value Capture” as part of APTA’s 2019 Rail Conference. In the early 2010s, JITI held programs in Chicago and California. However, this was the first JITI event held in Canada since its inception. Due to the distance from our home base in Washington, DC, and the fact that our regular audience members may not have gotten a chance to attend this session, I hope to relate more details about this event’s subject and the discussion that took place to our readership. We had speakers from Japan and North America, which diversified the experiences shared For those unfamiliar with the term “value capture,” particularly in regards to rail, it refers to instances where rail companies are able to create capital through infrastructure and land investments above and around stations and rail lines. These investments create revenue opportunities as people are enticed to shop and spend money in these locations, and in turn increase ridership to and from stations. We had presentations by Yuji Murakami of the East Japan Railway Company (JR East) and Kantaro Yamaguchi of the Tokyu Corporation (Tokyu) who both shared illustrations of success stories in Japan where consistent cash flow came into their organizations by utilizing value capture. It is important to note that most rail systems in Japan are operated by private companies, and do not receive financial assistance from governments. In fact, these private companies own real estate and businesses that are separate from the rail sector (such as shopping centers as opposed to station properties), and the rail system is sustained by both ridership and money pulled from these businesses and real estate owned by the company. There are particular challenges in the US and Canada to utilize value capture due to the fact that most rail systems are operated by the public sector, and thus construction and operation are usually funded by state, local, and federal governments. This in turn means that there is more restriction on the type of development that rail systems are able to make, with much of the revenue from real estate around stations being pulled into private businesses rather than returning to the rail system. Heather McKillop of the Denver Regional Transportation District (RTD) and Kevin Desmond of the South Coast British Columbia Transportation Authority (Translink) presented their own successful models of how they are able to combat these challenges. This included Denver’s achievement of partnership and collaboration with multiple players in order to accumulate some 14 different funding sources to revitalize the Denver Union Station, which they did with such success that they were able to pay off all loans 21 years early. Mr. Desmond described how they have levied property taxes on real estate around stations, doubled property values through pre-development work before disposition, through commercial partnerships, and how they will begin imposing development cost charges in 2020 as another way to fund stations. Panelists consisted of leaders in organizations with success in value capture There were two main discussion points that the moderator, Sasha Page of IMG Rebel, introduced to the panel discussion. The first question was how rail companies are able to manage real estate risk. Mr. Murakami explained that JR East’s goal is to add value to the areas around the station as well as to run trains smoothly in those areas. This could mean that they find areas of interest to work with. For example, there is a famous temple in Nagano. By creating a rail line to this temple, it gives people an attractive option to get there. This intrinsically benefits the rail line and the area around it. Mr. Yamaguchi, acknowledging that their goals are similar to that of JR East, added that with changes in the real estate market due to gentrification and an aging population, Tokyu is working with municipal governments to try to minimalize risk. In Denver’s case, Ms. McKillop elaborated that to mitigate risk, Denver took out a large credit risk premium. Now that there has been a precedent set, she believes that it will be easier to work with the US Department of Transportation in the future. Finally, Mr. Desmond explained that at Translink they have a revolving land account, where they buy and sell land for strategic acquisition. As introduced earlier, they have begun doing pre-development of the land to increase land value before the sale. In the future they are looking into doing more joint developments as well, which carries less risk than creating developments alone. In addition, Mr. Page asked each of the panelists on how their organizations deal with the affordable housing issue. Gentrification, which we are also familiar with in the DC Metro area, is especially a problem around rail stations as it pushes out the very residents who need public transportation the most. Mr. Desmond relayed that this was particularly an issue in 2017 in the Vancouver area, as not only were middle- and lower-income buyers priced out of real estate, but there was a lack of rental properties being built around rail. Since then, municipalities have been working to resolve this problem. He emphasized that policies need to begin at the municipal level. Translink, as they begin joint development ventures, are looking to make sure that areas they control have affordable housing. Ms. McKilllop echoed Mr. Desmond’s points, as she noted that land-use decisions are made by municipalities. She spoke of the power of rail companies to negotiate with municipalities, such as a recent example of an affordable housing unit next to a station which was unable to build due to parking requirements from the city. RTD was able to negotiate for limiting the number of parking the housing unit needed as both RTD and the city of Denver hoped to encourage people to use public transit. The situation in Japan is rather different. Mr. Yamaguchi revealed that like the United States and Canada, land use is determined by municipalities. However, Mr. Murakami explained that in Japan there are strong social programs that protect individuals in middle- and lower-income brackets. In fact, because municipalities have successfully made these efforts, JR East has never been asked to include affordable housing in their developments. Mr. Yamaguchi said that Tokyu does do work to help renovate older properties along their rail lines, which attracts younger people, single mothers, and the elderly. They also expand their bus services so that those who live farther away have access to the stations. The speakers of our session stood together for a group shot The discussion continued with questions from the audience, which I will not cover here. However, I do encourage you to view the full videos or to listen to the audio we have on our website. I hope this report gives the readers a taste of the session, which covers much more information than written here. The major takeaway was that each of the rail systems represented strives to be the world’s best, but there are unique challenges that impact them differently. However, all of the speakers spoke of their common goals to commit to best practices, to build and maintain efficient, convenient, and reliable rail systems, and to sustain these activities through sound business methods, such as value capture discussed in this event. This joint session may not have covered or resolved every issue that rail companies face as they seek to utilize value capture, but we believe that it is one step towards opening up a discussion so that all may benefit internationally. We will continue to follow this topic closely in the future, and hope that you can join us in our next event.

Japan’s Initiatives on Revitalizing the Shipbuilding Industry Japan’s Initiatives on Revitalizing the Shipbuilding Industry By Yosuke Yamashita 1. Introduction Shipbuilding has been positioned as one of the key policy priorities in both Japan and the United States. In the United States, President Trump announced in his State of the Union address the establishment of a shipbuilding office within the White House and, in April 2025, signed an executive order entitled “Restoring America’s Maritime Dominance,” directing administrative agencies to formulate a Maritime Action Plan and setting forth a policy direction aimed at revitalizing the maritime industry. In addition, as a measure under Section 301 of the Trade Act, the United States began imposing port entry fees on Chinese-built vessels in order to mitigate China’s dominance in the maritime industry, later announcing a one-year extension of the measure. Furthermore, the United States has promoted foreign investment in domestic shipyards, and in tariff negotiations with Japan and South Korea, shipbuilding has been positioned as one of the priority sectors for investment into the United States by both countries. Japan has long pursued policies to strengthen the competitiveness of its shipbuilding industry. However, in light of these recent U.S. initiatives, Japan is now seeking to fundamentally reinforce its domestic production base. This article outlines the current state of Japan’s shipbuilding industry and examines recent developments in Japan’s shipbuilding policies. 2. Current State of Japan’s Shipbuilding Industry As a maritime nation surrounded by the sea, Japan relies on maritime transport for nearly all of its trade. Consequently, the maritime industry—including shipping and shipbuilding—is of critical importance to Japan’s economic security. From the 1970s through the 1990s, Japan was the world’s leading shipbuilding nation in terms of vessel construction volume. However, amid intense competition with China and South Korea in a single global market, several Japanese shipbuilders have downsized or withdrawn from commercial shipbuilding since the 2010s. As a result, both Japan’s construction volume and global market share have gradually declined. At present, Japan’s share of annual shipbuilding orders stands at around 8 percent, significantly trailing China. Moreover, the Japanese shipbuilding industry does not have sufficient capacity to meet domestic shipowners’ demand, creating the risk that Japan may be compelled to depend on other countries for vessel construction. （Source：MLIT） （Source：MLIT） The Japanese government has supported efforts to strengthen the business foundations of shipbuilding companies and, based on the Economic Security Promotion Act enacted in 2022, has worked to reinforce supply chains for ship components. Nevertheless, compared with other strategically important goods such as semiconductors and critical minerals, the importance of domestic shipbuilding capacity itself has not been widely recognized, even within Japan. Against this backdrop, and in light of efforts to revitalize the maritime industry in the United States and their underlying drivers, the continued decline in Japan’s shipbuilding capacity has come to be viewed as a threat to Japan’s economic security. 3. Japan’s Initiatives Toward Revitalizing the Shipbuilding Industry In response to the issues outlined above, in June 2025 members of the Liberal Democratic Party submitted a policy proposal to Prime Minister Ishiba calling for the establishment of a fund on the scale of ¥1 trillion to strengthen the shipbuilding industry. Subsequently, in October 2025, Yukito Higaki, President of the Japan Shipbuilding Industry Association, stated at an LDP meeting that the industry was prepared to invest approximately ¥350 billion to double current construction volumes. In light of these developments, the Japanese government decided to establish a fund to strengthen the shipbuilding industry, allocating ¥120 billion in the FY2025 supplementary budget enacted in December 2025 as funding for three years of support from 2026 to 2028. This represents an unprecedented scale of government support, considering that the total budget allocated for strengthening ship component supply chains under the Economic Security Promotion Act amounts to ¥9 billion. Furthermore, the government released the Shipbuilding Industry Revitalization Roadmap at the end of 2025, setting a target of doubling domestic shipbuilding volume to 18 million gross tons by 2035 compared with 2024 levels, thereby establishing domestic capacity sufficient to meet Japanese shipowners’ demand. To achieve this goal, the government announced a policy to support capital investment by the domestic shipbuilding industry through a ¥350 billion fund implemented in three stages. (Source: Author based on MLIT) Specifically, the initial ¥120 billion allocated in the FY2025 supplementary budget will support automation and labor-saving measures—such as the introduction of welding robots—between 2026 and 2028. From 2029 to 2031, the plan calls for the construction and expansion of facilities such as docks, followed by support around 2032–2034 for the operation of expanded docks and long-lead-time equipment, including large-scale cranes. Including support for advanced technology development, the government has outlined a plan for combined public and private investment totaling approximately ¥720 billion. In addition, the roadmap positions decarbonization in the maritime sector as a game-changing opportunity in the shipbuilding market. Japan aims to lead discussions at the International Maritime Organization (IMO) on the formulation of international rules, while advancing the development, demonstration, and construction frameworks for zero-emission vessels. Public and private investment of approximately ¥280 billion is expected for decarbonization-related initiatives. (Source: Author based on MLIT) Taken together, Japan aims to realize investment on the scale of ¥1 trillion by 2035, combining approximately ¥730 billion for strengthening shipbuilding capacity and ¥280 billion for decarbonization-related investments. 4. International Cooperation in the Shipbuilding Sector Shipbuilding has been positioned as one of the investment areas within the $550 billion in investments from Japan agreed upon in the U.S.–Japan tariff negotiations. In October 2025, Japan and the United States signed a Memorandum of Understanding on shipbuilding cooperation, establishing a working group and identifying areas of cooperation, including the expansion of shipbuilding capacity in both countries and the promotion of investment in the U.S. maritime industrial base. Notably, the memorandum refers not only to the expansion of shipbuilding capacity within the United States and investment in the U.S. maritime industry, but also to the expansion of shipbuilding capacity within Japan. This can be understood as reflecting the current state of Japan’s shipbuilding industry described above, and the initiatives toward revitalizing Japan’s shipbuilding industry discussed in Section 3 are consistent with this memorandum. In addition, the roadmap calls for advancing cooperation not only under the U.S.–Japan memorandum but also with allied countries and nations in the Global South. This includes securing and developing overseas repair bases and promoting the circulation of foreign human resources—including highly skilled engineers—both within and outside Japan. 5. Conclusion Japan remains the world’s third-largest shipbuilding nation, following China and South Korea. However, as discussed in this article, unlike China and South Korea, Japan’s shipbuilding capacity has been declining, creating the risk that Japan may be compelled to rely on other countries for vessel construction—a challenge that Japan shares in common with the United States. Even in an increasingly digitalized world, essential goods such as food and energy cannot reach consumers without physical means of transportation. As the international environment grows more complex, the importance of autonomously securing such transportation capabilities continues to increase. Going forward, close attention should be paid to Japan’s domestic initiatives to strengthen its maritime industrial base, as well as to ongoing U.S.–Japan cooperation in this field. References Policy Proposal to Revitalize Japanese Shipbuilding from the Liberal Democratic Party https://storage2.jimin.jp/pdf/news/policy/210931_2.pdf The Shipbuilding Industry Revitalization Roadmap https://www.mlit.go.jp/maritime/content/001975739.pdf Basic Information and Relevant Policies on Shipbuilding https://www.mlit.go.jp/maritime/content/001975729.pdf MEMORANDUM OF COOPERATION Regarding Shipbuilding Between the Government of Japan and the Government of the United States of America https://www.mlit.go.jp/report/press/content/001966582.pdf Back to All JITTI Journals January 2026 Feature Article

The redevelopment project for Hudson Yard is the largest in New York City history, and consequently comes with unique financial challenges and ingenuity. Part 4 of this series presents unexpected debts and bonds, the impact of building completion and movement into the area, and characteristics needed to successfully complete a project such as the one done for Hudson Yards. < Back Surface Transportation Financing Development of Public Transport-oriented Urban Growth and Subway Infrastructure at New York City’s Hudson Yard through Profit Gained from the Development Itself (Part 4) By Tomomi Tsuchiya & Daisuke Miyamoto The redevelopment project for Hudson Yard is the largest in New York City history, and consequently comes with unique financial challenges and ingenuity. Part 4 of this series presents unexpected debts and bonds, the impact of building completion and movement into the area, and characteristics needed to successfully complete a project such as the one done for Hudson Yards. Download the Report

JITTI Journal Cultural Article January 2019 Back to All JITTI Journals January 2019 Cultural Article Hatsu-moude by Tomomi Dodd Many Japanese people visit shrines or temples at New Years in a practice called “Hatsu-moude.” “Hatsu” means new or first, and “Moude” means visiting shrines or temples. Traditionally people are supposed to visit their local shrines or temples. This is because it is believed that the spirits worshipped in local shrines or temples protect their regional areas. However, there is no strict rule, and many people visit big places such as “Meiji Shrine” in Tokyo or “Kawasaki-daishi” in Kanagawa Prefecture. People pray to God/spirits to show them appreciation for the last year and to wish for a good new year. Some people wear kimonos to go to Hatsu-moude. Some people wear new clothes, including underwear, as it is a Japanese custom to refresh oneself in the new year. ( DSC_4405 by Éric Fournié is licensed under CC BY-NC 2.0 ) It is said that Hatsu-moude became popular in Japan after World War II as the development of transportation progressed. Many people start Hatsu-moude after midnight, despite the cold weather and long lines, as trains operate 24 hours on Dec 31st through Jan 1st , and there will be food trucks waiting for visitors at many temples and shrines. ( 靖國神社 初詣 2012 by CLF is licensed under CC BY-NC-ND 2.0 ) People also draw fortune slips at shrines or temples. These are called “omikuji.” Each omikuji predicts different levels of luck for the new year: very good luck, good luck, OK luck, bad luck, or extremely bad luck. It also tells your fortune in specific areas of your life, such as health, romance, money, and education. Many people tie them to the trees at the grounds of shrines or temples after reading them, as it is believed you can tie a bond with God by doing so. ( kichi by fui :-) is licensed under CC BY-NC-ND 2.0 ) I recommend you go to Hatsu-moude if you ever have a chance to visit Japan during the new year.

Measures Against Objects Falling Off Airplanes < Back

In Part 3 of our Surface Transportation Analyst, Daisuke Miyamoto's, report on Mobility on Demand in the United States, the rationale for public transportation organizations and transportation network companies to collaborate with each other is detailed, as well as legislation that continues to have an impact on how these groups approach MOD. < Back Surface Transportation A Report on Trends of Mobility on Demand in the United States (Part 3) By Daisuke Miyamoto In Part 3 of our Surface Transportation Analyst, Daisuke Miyamoto's, report on Mobility on Demand in the United States, the rationale for public transportation organizations and transportation network companies to collaborate with each other is detailed, as well as legislation that continues to have an impact on how these groups approach MOD. Download the Report