JITI 2017 Aviation Seminar Global Harmonization of the New Air Navigation System May 18th, 2017 InterContinental The Willard Washington DC 1401 Pennsylvania Ave NW, Washington, DC Global aviation demand will continue to increase steadily in the future, due to the increasing world population and the expansion of human exchange across national borders. During the 20 years between 2015 and 2035, air traffic volume is expected to increase threefold in Asia, twofold in Europe, and by 1.5 in North America. The processing capacity of existing air traffic systems is approaching its limit. In order to respond to such a dramatically increasing air traffic volume, it is necessary to increase the number of aircraft that are capable of being processed in certain airspaces, with the aim of streamlining aircraft operation. For this reason, programs such as CARATS in Japan, NextGen in the U.S. and SESAR in Europe have been launched. In addition, new procedures for air traffic control and aircraft operation in future air traffic systems are being developed. In order to ensure smooth deployment of such procedures, it is indispensable that each program cooperates with the others to help build a universal system. Under the new air traffic system, it is expected that airline companies will be able to operate more efficiently, as well as reduce fuel consumption and travel time. Considering the above, JITI invited officials from Japan, the U.S., and Europe who have been involved in the development of future air traffic systems, academic experts, and airline industry specialists to a seminar. Ath the seminar, the panelists gave keynote speeches found below and discussed the current situation of each program, mutual cooperation between the programs, and the challenges in future development and deployment. Opening Remarks Makoto Washizu President JITI USA Bio Keynote Speeches Steve Bradford NextGen Chief Scientist, FAA Bio Presentation Toshihiro Yamakoshi Director, Air Navigation Services Planning Division, JCAB Bio Presentation Michael Standar Chief Strategy and External Affairs, SESAR Joint Undertaking Bio Presentation Mike Cirillo Managing Director, Air Traffic Management, A4A Bio Presentation Panel Discussion Akbar Sultan (moderator) Aeronautics Research Mission Directorate, NASA Bio

JITTI Journal January 2022 Back to All JITTI Journals January 2022 Feature Article 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

JITTI Journal November 2024 Back to All JITTI Journals November 2024 Feature Article Tokyo Metro's Stock Listing and the History of Tokyo's Subway By Naoki Sato On October 23, 2024, Tokyo Metro, a railway (subway) operator in Japan, was listed on the Tokyo Stock Exchange. Previously, Tokyo Metro's shares were entirely owned by the Japanese government and the Tokyo Metropolitan Government. However, with this listing, 50% of these shares were sold. As of the date of its listing, this was the largest Initial Public Offering (IPO) on the Tokyo Stock Exchange in 2024, attracting significant attention. In this article, I would like to briefly review the history of the Tokyo’s subway system and describe how Tokyo Metro was listed. In addition, I would like to inform you in advance that this article was written based on the author's research and from the standpoint of a researcher at the Japan International Transport and Tourism Institute, USA. Overview of Tokyo’s Subway System Today There are 13 subway lines in Tokyo, mainly in the wards of Tokyo, but they are operated by two railway (subway) operators, "Tokyo Metro" and "Tokyo Metropolitan Bureau of Transportation (TOEI)". To briefly explain, Tokyo Metro has a network of 180 stations with 9 lines of 195.0 km(121.1miles), of which 7 lines operate directly through each other with other railway companies, covering a distance of 556.6 km (345.8miles) of commercial lines, including mutual direct service destinations. In fiscal 2023, Tokyo Metro carried an average of approximately 6.52 million passengers per day. TOEI, meanwhile, has a network of 106 stations with 4 lines of 109.0 km(67.7miles), three of which operate directly through each other with other railway companies, covering a distance of 363.3 km(225.7miles) of commercial lines, including mutual direct service destinations. In fiscal 2022, TOEI carried an average of approximately 2.24 million passengers per day. (*As far as the author has been able to ascertain, the most recent fiscal year for TOEI figures was FY2022.) Tokyo Subway Route Map （by Tokyo Metro | Subway Map ） The beginning of Tokyo’s subway The history of Tokyo’s subway system began in 1927 with the opening of Japan’s first subway line, the Ginza Line, which initially operated between Asakusa Station and Ueno Station. The organization responsible for this construction was the predecessor of Tokyo Metro, a company established with private capital. In other words, the first steps in development of Tokyo’s subway system were initiated by a private company. The construction of a subway system by the private sector alone became difficult due to the recession and other factors, and in 1941 the Teito Rapid Transit Authority was established as a joint public-private investment organization under a law promulgated and enforced in 1938. The purpose of the Teito Rapid Transit Authority was to construct and operate the Tokyo subway system in a unified manner. View of the ticket gate at the opening of the Tokyo Metro Ginza Line （by Metro Cultural Foundation ） Participation in the construction of the Tokyo’s subway by TOEI Although the Teito Rapid Transit Authority started as a public-private venture, private capital was excluded in 1951 in favor of government funding, transforming the organization into one owned by only the national government and the Tokyo Metropolitan Government. At that time, Japan was experiencing economic growth and population concentration in cities, and there was an urgent need to improve the subway network. Teito Rapid Transit Authority had started construction work on the Marunouchi Line, but in order to cope with the increase in users, it was decided that the Tokyo Metropolitan Government would construct a subway as well. This was the beginning of the TOEI. Then, in 1959, the Marunouchi Line (now operated by Tokyo Metro) was fully opened, and in 1960, the Asakusa Line (operated by TOEI) began service, initially between Oshiage Station and Asakusabashi Station. This marked the start of Tokyo’s subway construction being advanced by two different operators. Furthermore, when the Asakusa Line opened, it became the first Tokyo subway line to engage in through-service operations with a private railway, Keisei Electric Railway. Ceremonial scene at the opening of the TOEI Asakusa Line （by TOEI TRANSPORTATION ） Privatization of From Teito Rapid Transit Authority to Tokyo Metro and the Discussion on Unification Tokyo Metro and TOEI Subway construction continued over the years, and by 2004, when the construction of the subway was largely completed, the Teito Rapid Transit Authority was privatized (incorporated into a corporation), becoming Tokyo Metro Co., Ltd. Even after privatization, shares were held by the national government and the Tokyo Metropolitan Government, but the law called for the prompt sale of shares, that is, complete privatization. However, there were calls from the Tokyo Metropolitan Government to discuss the unification of Tokyo’s subway operators, taking into account the historical context and convenience for passengers. In 2010, a council was established, composed from members of the national government, the Tokyo Metropolitan Government, and Tokyo Metro, to discuss unification. Thus, discussions on the timing of the stock listing proved difficult. Amid these debates, a law was passed in 2011 stipulating that the proceeds from the sale of the national government’s Tokyo Metro shares would be allocated to the reconstruction fund for the Great East Japan Earthquake. The Stock Listing and the Expansion of the Yurakucho Line There is no doubt that the law for reconstruction after the Great East Japan Earthquake has encouraged the listing, but I believe that there are other factors that have led to its occurrence at this time, with one of these being the expansion of the Yurakucho Line. One of the key reasons for the privatization of the Teito Rapid Transit Authority was that most new subway construction had been completed, and the focus had shifted primarily to operations. In other words, after the transition to Tokyo Metro, no new large-scale subway line construction was planned. However, due to strong local demands, the Tokyo Metropolitan Government sought to push forward with the expansion of the Yurakucho Line. Simply put, the Tokyo Metropolitan Government had two desires: to unify subway operators and to extend the Yurakucho Line. In this context, the national government presented a recommendation in 2021, stating that it would be appropriate for Tokyo Metro to be the primary entity responsible for extending the subway system while the national government and the Tokyo Metropolitan Government would retain half of Tokyo Metro’s shares for the time being. In response, the Tokyo Metropolitan Government decided to proceed with the sale of its Tokyo Metro shares, which had been delayed due to discussions about unification, and also to advance the expansion of the Yurakucho Line. At last With Tokyo Metro’s stock listing, the company will undoubtedly attract more attention than ever before. This means that Tokyo Metro will need to be more conscious of its stock price and consider the voices of new shareholders in its management decisions. However, the fundamental role that Tokyo Metro and the TOEI play as subway operators in Tokyo is unlikely to change. Moving forward, I hope that both operators will continue to achieve high customer satisfaction and persist in developing a sustainable subway system that Tokyo (and Japan) can proudly present to the world. Reference Tokyo Metro https://www.tokyometro.jp/corporate/enterprise/passenger_rail/transportation/lines/index.html Tokyo Metropolitan Bureau of Transportation https://www.kotsu.metro.tokyo.jp/about/service/subway.html Tokyo Subway Corporation Act https://laws.e-gov.go.jp/law/414AC0000000188 Recommendation of the Council for Transport Policy https://www.mlit.go.jp/policy/shingikai/content/001414998.pdf

JITTI Journal March 2020 Back to All JITTI Journals March 2020 Feature Article Foreign Cruise Passengers in Japan  by Daisuke Takagi 1. INTRODUCTION  In recent years, the number of foreign tourists visiting Japan has rapidly increased. While most of these foreign tourists come to Japan by air travel, the number of tourists visiting Japan by cruise is increasing. This article introduces the trends of foreign tourists enjoying cruise trips in Japan. 2. THE NUMBER OF FOREIGN CRUISE PASSENGERS VISITING JAPAN The number of foreign passengers entering Japan by cruise ship was 2.153 million in 2019 (down 12.2% from the previous year). This is because the number of cruise passengers from China, which account for about 80% of cruise passengers visiting Japan, decreased to 1.74 million (down 14.5%). The Chinese cruise market has entered a phase of adjustment after a huge expansion from 2018, and the number of cruise passengers visiting China from Japan is expected to decrease due to a decline in the number of cruise ships dispatched to the Chinese market in 2019. By origin, the number of cruise passengers visiting Japan from central China, mainly from Shanghai, dropped sharply to 904,000 (down 32.4%), while those from northern China such as Tianjin came to 441,000 (down 17.6%). 395 million passengers visited from Hong Kong and other southern Chinese cities (up 21.9%), and 288,000 cruise passengers came from Taiwan (up 4.7%), both up from 2018. In addition, the number of foreign cruise passengers that embarked on Japanese ships in Japan has increased to 89,000 (up 20.3%) due to “fly and cruise operations” and the progression of the diversification of foreign cruise passengers. Fly and Cruise initiatives, which package flight and cruise plans for easy booking, have increased in popularity and use by foreign passengers boarding Japanese cruise ships (image does not reflect actual spacing between aircraft and cruise ship) 3. THE NUMBER OF CRUISE SHIP CALLS The total number of cruise ship calls to Japanese ports in 2019 decreased 2.2% from the year before to 2,867 times (1,932 foreign shipping companies and 935 Japanese shipping companies). The most calls by port are: 1st place: Naha Port, 260 times (2nd place last year: 243 times); 2nd place: Hakata Port, 229 times (1st place last year: 279 times); 3rd place: Yokohama Port, 188 times (4th place last year: 168 times). The following paragraphs explain the number of cruise ship calls operated by foreign shipping companies and Japanese shipping companies respectively. (1) Cruise ships operated by foreign shipping companies The number of calls at Japan’s ports by cruise ships operated by foreign shipping companies increased last year by 1.0% from 2018 to 1,932 times. By origin, the number of cruises departing from China was 893 times, down 10.6%, and the number of cruises departing from Taiwan was 241 times, down 2.4% from the previous year. Meanwhile the number of cruises departing from Japan increased by 20.0% in 2019 to 707 times. In terms of landings, ports to call in Kyushu have decreased, while port calls at domestic areas other than Kyushu increased. The most active ports are: 1st place: Naha Port, 251 times (2nd place last year: 236 times); 2nd place: Hakata Port, 205 times (1st place last year: 263 times); 3rd place: Nagasaki Port, 178 times (3rd place last year: 215 times). As described above, the adjustment phase of the Chinese cruise market continued in 2019, and as a result of each shipping company decreasing the number of vessels dispatched to the Chinese market, the number of calls for cruise ships departing from China decreased mainly in Kyushu. On the other hand, the number of foreign cruise ships that carry out cruises to and from Japan, mainly for Japanese and Western customers (who fly into Japan to board a cruise) has increased. As a result, the number of port calls at Japan ports other than Kyushu has been increasing, and ports to call have been diversified. In addition, comparatively speaking, for cruise ships that called by price range, defined as (1) luxury ships (over US $ 400 per person per night), (2) premium ships (over US $ 200), and (3) standard ships (over US $ 70), calls by luxury ships, mainly wealthy customers from the United States and Europe, have particularly increased at ports throughout the country. (2) Cruise ships operated by Japanese shipping companies The number of calls at Japan’s ports by cruise ships operated by Japanese shipping companies decreased 8.1% in 2019 to 935 times.  The calls by port are: 1st place: Yokohama Port, 101 times (2nd place last year: 98 times); 2nd place: Bella Vista Marina, 100 times (1st place last year: 122 times); 3rd place: Kobe Port, 68 times (3rd place last year: 70 times). This was due to a change in the frequency of calls for cruise ships traveling around the Seto Inland Sea, mainly at Bella Vista Marina. Luxury cruises, with wealthy passengers from the United States and Europe, have been increasingly called at ports in Japan 4. FUTURE PERSPECTIVE The number of foreign cruise passengers visiting Japan by month showed an increase in November 2019 for the first time in 17 months. Due to the rapidly changing nature of world events, it is hard to predict what the future holds. However, earlier this year each shipping company had plans to launch additional large cruise ships into the Chinese market after 2020. They hoped that the market would expand from 2020 onward, with increasing cruise travel to and from Japan. As the outbreak of novel coronavirus (COVID-19) is likely to affect the cruise market worldwide, including in Japan, the market must be monitored closely.

Improving and Strengthening the Transport Safety Management System < Back

JITI 2015 Cruise Workshop Exploring the Japanese Cruise Industry's Potential June 11th, 2015 Carnegie Endowment for International Peace 1779 Massachusetts Avenue N.W., Washington, D.C. Since 1990, the number of cruise ship passengers around the world has increased at a rate of about 7 percent annually -- from 4.5 million to approximately 20 million in 2012. Over 50 percent of this growth has occurred in the United States. While there is a corresponding increase in demand for cruise travel in Asia -- including in China -- the number of cruise ship passengers in Japan has remained relatively flat. How do we advance cruise travel in Japan in the midst of a cruise travel boom? In this workshop, JITI heard from cruise and tourism industry experts from the United States and Japan. They will look at future prospects for the U.S. and Japanese cruise industries. Please join us for this interesting discussion about the cruise business, and how Japan can leverage demand to boost the nation's tourism industry. Opening Remarks Taro Kobayashi Senior Representative, JITI USA Keynote Speeches Katsuhisa Seki Management and Development General Manager, JTB USA Bob Rose Business Development Manager, Princess Cruises and Cunard Line

JITTI Journal Cultural Article November 2025 Back to All JITTI Journals November 2025 Cultural Article My Japanese Shinto-Style Wedding By Tomomi Dodd As I write this journal, I’m reminded, as I do every year around this time, of my wedding in Japan in October 2017. My American fiancé at the time and I decided to hold a wedding in Japan, and specifically a traditional Shinto-style wedding at a shrine. We came to the decision as we had wanted to show respect to Japanese culture and embrace it. With plans to move to America in the near future, we also knew we wanted to host the wedding in Japan so that mutual friends, which we had both met while attending the same college in Tokyo, would be able to attend. Though we had heavy rain due to typhoon on the wedding day, I felt that it turned out a memorable and beautiful event. A Shinto wedding is a traditional Japanese ceremony held at a shrine or at a temple. It means marriage before the kami (God). I will introduce some of the main steps we performed during our wedding. Please note that every wedding venue is different and may have different steps. First of all, we walked down the isle outside of the shrine led by two Mikos. Miko are young priestesses who serves at a Shinto shrine. As we were entering the wedding ceremony stage, a giant drum was pounding. (Walking to the wedding ceremony venue led by two Mikos.) (Beginning of the wedding ceremony) Then we did an exchanging of Sake - San San Kudo . As the bride and groom, we took turns sipping three times from cups of three sizes: small, medium and large. (The first two times, the cup is raised to one’s lips. The sake is only drunk on the third sip.) This act represents purification. (San-san-kudo) Next, we read a wedding vow. Here is what we read in Japanese. Watakushidomo Ryoumei wa Honjitsu Yuishoaru Sanno Hiejinja ni Oite Kekkon Itashimasu. Watakushidomo wa Sougo no Ishi wo Sonchou shi Rikai ni Tsutomete Mairimashita ga, Kongo Yoriissou Katai Shinrai to Aijou nioite Ningen toshite no Musubitsuki wo Takamete Yukukoto wo Koko ni Chikaimasu. (English translation: Today we are getting married at Hie Shrine. We promise to continue to strengthen our bond, trust, and love while maintaining mutual respect. ) In the end, we presented Sakaki branches. Sakaki is an evergreen tree native to Japan, and it is considered a bridge between the divine and humanity. As the bride and groom, we received the Sakaki branches and placed them at the altar. Then we bowed twice and clapped twice. Next, our dads, as the fathers of the groom and bride respectively, received Sakaki and placed them at the altar. They in turn bowed twice and clapped twice. Following this was a dance performance by the Mikos. (Bride and Groom placing Sakaki branches) (Fathers of bride and groom placing Sakaki branches) (Dance performance by Mikos) Though all the preparations for the wedding ceremony and reception were chaotic and stressful, I am still very happy that we had a Japanese style Shinto wedding and my husband’s side of family experienced some of Japanese culture and met my family and friends. I deeply appreciate that they came to Japan all the way from America for us. I cannot forget what my brother-in-law told me later when he said that it was one of the coolest experiences he has had. Just for your reference, we had a wedding at Hie Akasaka Shrine in Tokyo. It is a very beautiful Shinto shrine distinct in its vermilion color, and has a very long and deep history as it was built in the year 1478. It is worth visiting just to see the shrine. You might be able to see some cute children in Kimono for children’s ritual (Shichi-go-san), especially if you go in October or November. (The bride and groom in front of the Hie Shrine.) References: Hie-jinja Shrine（Spot）|Chiyoda Tourism Association Embracing the Beauty of Japanese Shinto Weddings | Japan Up Close

JITTI USA was established by the Japan Transport and Tourism Institute (JTTRI), an independent, non-profit organization in Japan, which was founded through initiatives of the Japanese Ministry of Transport, academic institutions, and business organizations in 1968. About JTTRI JTTRI HOMEPAGE JTTRI INFO JTTRI EVENTS JITTI USA was established by the Japan Transport and Tourism Institute (JTTRI), an independent, non-profit organization in Japan, which was founded through initiatives of the Japanese Ministry of Transport, academic institutions, and business organizations in 1968. While keeping close relations with the Japanese government, academic community, and transportation industry, JTTRI has been conducting research and surveys on contemporary issues of the time, thus supporting the government and transport/tourism industries throughout its 50 years of operation. JTTRI Events that were organized with JITTI USA include: 2021 Commuter Rail Round Table (Held Virtually) 2019 Civil Aviation Symposium (Held in Tokyo) 2019 International Exchange and Tourism Seminar (Held in Washington, D.C.)

JITTI Journal Cultural Article July 2024 Back to All JITTI Journals July 2024 Cultural Article Tanabata in Japan By Naoki Sato In this issue, I would like to tell you about Tanabata in Japan, and in particular the Tanabata Festival in Sendai. About Japanese Tanabata In Japan, July 7 is called "Tanabata," a celebration where the custom is to decorate bamboo grass and trees with wishes written on strips of paper and other ornaments. Tanabata bamboo decorations （ 七夕の笹飾り by MASA is licensed under CC BY-SA 3.0 ） There is a legend about Tanabata. Orihime, the daughter of a god, was a talented weaver who was very hard working. Her father was worried about Orihime, who was constantly working, and brought her together with Hikoboshi, a cowherd who was also a hard worker. Orihime and Hikoboshi got married and became a harmonious couple, but they neglected their work because they enjoyed their married life. The god, angered by this, separated them across the Milky Way. They were so sad that they could no longer see each other and cried every day. The god was so concerned about his daughter's condition that he allowed her to meet Hikoboshi on a single day of the year. Orihime and Hikoboshi worked hard in anticipation of their reunion, and crossed the Milky Way to meet on the night of July 7. Because of this legend, July 7 is considered a special night in Japan when Orihime and Hikoboshi can meet across the Milky Way. It has also become popular as a time when wishes come true, in honor of the fact that the god allowed them to see each other for that day only. The Famous Tanabata Festival in Japan In addition to people putting up decorations, there are also festivals celebrating Tanabata in various regions. The Sendai Tanabata Festival, held in Sendai City, Miyagi Prefecture, is one of the most quintessential of these festivals. It is said to have been started by Date Masamune in the Edo period and has a history of more than 400 years. Today, the festival is held over three days from August 6 to 8, centering on August 7, one month later than the modern-day July 7, in order to match the seasonal feeling of that of the lunar calendar’s July 7, which was when the event was actually held in ancient times. This festival is one of three major festivals in Tohoku and attracts more than 2 million people over the three days. One of the highlights of the Sendai Tanabata Festival is the gorgeous decorations that are newly created each year. Each shopping district competes for the most splendid decorations, and gold, silver, and bronze awards are presented. Therefore, shopping districts that are early starters will all carefully make decorations by hand during the work week from around March, and the price of one piece is said to range from several hundred thousand to several million yen (several thousands to several tens of thousands of dollars). There are seven Tanabata ornaments, each of which has the following meaning. 1. TANZAKU (paper strip) Wish for improvement in studies and calligraphy. Today, they are decorated with wishes written on them for any sort of desire 2. KAMIGOROMO (paper kimono) Wish for good luck against illness and misfortune, and for improvement in sewing 3. ORIZURU (paper crane) Wish for family safety, health and longevity 4. KINCHAKU (purse) Wish for prosperous business 5. TOAMI (catching net) Wish for a good catch and a good harvest. It is also meant to bring good luck. 6. KUZUKAGO (waste basket) Wish for cleanliness and thrift 7. FUKI NAGASHI (blowing streamer) Wish for improvement in handicrafts and weaving. It symbolizes the thread of a good weaver. Seven Tanabata Ornaments (by SENDAI CHAMBER OF COMMERCE AND INDUSTRY ) Chiefly among them is the blowing streamer, which are customarily displayed in sets of five at the Sendai Tanabata Festival, so they are very powerful and eye-catching. FUKI NAGASHI (blowing streamer) (photographed by the author) ORIZURU (paper cranes) (photographed by the author) Tanabata Festival in America A little bit away from Japan, the Tanabata Festival is also being held in Los Angeles (Little Tokyo), U.S.A. This year, the festival will be held from August 10 to 18, 2024. In particular, you can see gorgeous blowing streamers and large decorations influenced by the Sendai Tanabata Festival. Also, there seems to be a contest for Tanabata decorations similar to the Sendai Tanabata Festival, with prizes for the winners, so why don't you consider participating? Access to Sendai Tanabata Festival Returning our thoughts back to Japan, Sendai is only about 90 minutes from Tokyo by Shinkansen (High Speed Rail), and moreover, the shopping district where the festival is held is very accessible because it is right by where one gets off the train. Since fireworks will be displayed on August 5, the day before the festival, it is recommended to arrive in Sendai in the evening before the festival begins. If you are interested, why not make a visit? Reference Sendai Tanabata Festival Official Website 仙台七夕まつり - 伊達政宗公の時代より続く、日本一の七夕。 ( sendaitanabata.com ) Los Angeles Tanabata Festival Committee フェスティバル(カザリ展示) |ロサンゼルス七夕フェスティバル ( tanabatalosangeles.com ) How to make Tanabata ornament（ロサンゼルス七夕フェスティバル） 七夕飾りの作り方 ( youtube.com ) Picture 七夕 - Wikipedia 2024_leaflet_front.pdf ( sendaitanabata.com )

Capacity Enhancement of Narita International Airport Capacity Enhancement of Narita International Airport by Daisuke Takagi 1. INTRODUCTION According to the air transport demand forecast made by the Ministry of Land, Infrastructure, Transport and Tourism (MLIT), demand at metropolitan airports is expected to reach near the limit of currently planned capacity in the early 2020's. On this account, MLIT established the "Metropolitan Airports Capacity Enhancement Technology Subcommittee" consisting of academics and experts under the Basic Policy Subcommittee of Aerospace Caucus, Council of Transport Policy, which compiled possible technical options for further capacity enhancement of the metropolitan airports, and announced them in July 2014. Among the proposed options, construction of the 3rd runway, extension of Runway B, and relaxation of restrictions on night flights in Narita International Airport have been discussed for realization at a four-party council (MLIT, Chiba prefecture, 9 municipal governments around Narita Airport, and Narita International Airport Corporation (NAA),) since September 2015. At the four-part council meeting that was held in March 2018, we reached a final conclusion as to our proposal on further capacity enhancement. 2. NRT’S CURRENT SITUATION AND FUTURE VISION (1) Current situation At Narita Airport, Open Skies facilitated an increase in the number of destination cities as well as the participation of new airlines, and domestic flights also increased because domestic LCCs started to use Narita as their hub. With these developments, understanding and cooperation from the local residence made the increase of departure and arrival slot limits to 300,000 annually and introduced flexibility in late night flight restrictions and non-stopping of automobiles at the airport area gates. As a result, the volume of foreign visitors and domestic travelers has increased substantially, and Narita Airport is contributing towards the development for our nation to become tourism oriented. It is the air transport demand from Asia that will drive growth of the world airline market in the future. The competition for attracting air transport demand from Asia has already begun. Major Asian and Middle Eastern airports are presently growing rapidly by capturing the growth of the Asia market, including freight demand. In this situation, Narita Airport is no exception to being in severe competition with other major Asian airports. The major airports in the Asia region will carry out large scale capacity expansions between 2017 and 2019, which is anticipated to further intensify the competition for attracting flight routes among international airports in the years to come. (2) Future Vision The number of aircraft arrival/departure slots (domestic flights + international flights) at Greater Tokyo Capital Area Airports is expected to exceed the currently planned capacity in FY2022 in the strong and moderate growth projections, and in FY2027 in the low growth projection. (The number is expected to reach 780,000 to 940,000 in FY2032.) According to the demand projection made by the government and NAA, the number of aircraft arrival/departure slots at Narita Airport is expected to exceed 300,000 a year in the 2020's, and reach 500,000 a year from the early 2030's to the late 2040's. Furthermore, according to demand projection made by NAA, at the time the annual number of aircraft arrival/departure slots reaches 500,000, the annual number of passengers is expected to become 75 million, and the annual air cargo volume is expected to become 3 million tons. (Results in FY2015 are; 235,000 arrivals/departures, 38 million passengers, and 2 million tons of air cargo volume.) 3. NEW RUNWAY PLAN AND RELAXATION OF RESTRICTIONS ON NIGHT FLIGHTS (1) New runway plan For the reasons mentioned above, Narita Airport needs to secure the sufficient departure and arrival slots required to further the capacity enhancement measures for Greater Tokyo Capital Area airports. With regard to specific locations of Runway B and C, Runway B will be extended northward so that the missed approach area of Runway B will not overlap with Runway C. Also, we will make adjustments so that the layout plan conforms to the plans for construction of the Metropolitan Inter-City Expressway (Ken-ou-do). It is necessary to expand the airport site by 1,000ha in order to make the 500,000 annual aircraft movement per year available. Considering the designated city planning area and the residential area in the surrounding area of the airport, the candidate area for an expanded airport site will be as follows; (2) Relaxation of restrictions on night flights In order to prepare to offer a flight schedule to suit the airline business demand in the future, Narita Airport has made a case study of the flight schedules that would need time slots during the late night and early morning. The data for this case study was based on the 500,000 annual traffic movements of aircraft as was discovered through hearings with airline companies. As a result, it was confirmed that making operating hours from 4:00 pm to 2:00 am is ideal to further enhance capacity at Narita Airport without falling behind in the competition with other airports. However, due to the nature of Narita Airport being an inland airport, we have received many opinions and demands from residents during explanatory meetings, and the Chiba prefectural governor and the liaison council of local governments in areas around Narita Airport have requested MLIT and NAA to review the proposal twice. Under such conditions, the four-party council meeting held in March 2018 reached a final agreement on a proposal that makes operating hours from 5:00 pm to 12:30 am, which ensures that quiet hours under the flight routes will be kept at 7 hours. Since the relaxation of restrictions on night flights will put a heavy strain on the local residents, NAA has proposed countermeasures against night and early morning flights, such as installation of internal windows in bedrooms and a limit imposed on equipment for flight operations during late-night and early-morning hours, in addition to taking conventional environmental action. 4. TOWARD THE FUTURE (1) Future schedule of further capacity enhancement Further capacity enhancement will go through the following steps in the future: Temporary relaxation of restrictions on night flights will be implemented in advance at Runway A for the Olympics and Paralympics in Tokyo, while procedures for extension of Runway B, Runway C, etc., will be promoted promptly. (2) Effects of further capacity enhancement By increasing the departure and arrival slot capacity of Narita Airport and capturing the growth of economically developing Asian countries through further capacity enhancement, Narita Airport is expected to see significant increase of passengers and cargo volume, and will bring about various positive effects in areas around the airport, such as industrial development, infrastructure upgrades, and the improvement of living environments. Back to All JITTI Journals January 2019 Feature Article

JITTI Journal January 2021 Back to All JITTI Journals January 2021 Feature Article Japan’s New Budget Proposal for FY 2021  by Tetsuhiro Nakagawa 1. Overview of the 2021 Budget Proposal Japan’s new budget proposal for FY2021 was decided by the cabinet in December of last year. In Japan, at the end of each year, the government decides its budget proposal for the next fiscal year, which starts from April. Budget proposals decided by the government are deliberated in regular Diet sessions convened in January of the new year, and are approved in due course by April if the process proceeds as normal. The total amount for the general account in the 2021 budget proposal is about $1 trillion[1] (106.61 trillion YEN), hitting a record high for the ninth consecutive year. It also exceeds over 100 trillion YEN for the 3rd year in a row. A demand for policy has been increasing in Japan, especially in the field of social security, such as public healthcare and pension systems, in light of the rapidly aging population. Social Security expenses account for about 54% of spending outside of debt payments and money transfers to local governments. Compared to the U.S., whose federal budget of FY2020 was $4.8 trillion, Japan’s budget is about one fifth that size, while Japan’s GDP ($5 trillion) is about one fourth of the U.S. GDP ($21.37 trillion. Nominal in 2019, World Bank data). [1] For the convenience of the reader, in this article, the dollar amount that has been converted from the original YEN amount, and is rounded based on the number of Japanese yen. Please note that it is not an exact number. Graphs by Tetsuhiro Nakagawa (JITTI USA) were made using data from Japan's Ministry of Finance The main features of this year’s budget proposal are as follows: The largest ever total number The largest amount ever of Social Security spending Stated above, the rapidly growing number of elderly populations has led the expansion of Social Security costs. The largest amount ever of National Defense spending It is up 0.5% from FY 2020 and has hit a record high for the seventh consecutive year as tensions within the region rise due to China’s growing maritime assertiveness and North Korea’s missile threat. The budget also includes the cost of strengthening capabilities in new domains, including cyberspace, outer space, and the electromagnetic spectrum. Addition of $50 billion to the reserve fund The government has reserved $50 billion for future responses to the COVID-19 pandemic. The money, which can be spent without parliamentary approval, will allow the government to act swiftly when needed to contain the virus. Establishment of a “Digital Agency” The government will set up a new “Digital Agency” in September to expedite the digital transformation of government work and services. The Digital Agency will be established as a headquarters to strongly promote administrative digitalization in order to realize more efficient administrative management in the post-corona era. In addition to digitizing various administrative services, the agency will also advance online medical care and digital education. Furthermore, the mission of the agency includes popularizing the "My Number Card" to dramatically improve the efficiency of administrative services. The “My Number Card” can be used as an official identification card for verifying identity, and can make various administrative procedures more convenient, such as by allowing resident cards to be issued at convenience stores. It was introduced in 2015, but as many people have not felt the benefits, it has not yet become very popular. This image illustrating the "My Number Card" is from Japan's Ministry of Internal Affairs and Communication . Revenue In light of the deterioration in corporate performance due to the COVID-19 pandemic, revenue for the 2021 fiscal year lowered approximately 5% ($60 billion) compared to the previous fiscal year's initial budget. In order to respond to the dual shock from both lower tax revenue and higher spending, the amount of new government bonds issued, which is to say the national debt, increased by about 34% ($110 billion) from the previous fiscal year to $436 billion. For Japan, which has been working to rebuild its finances, the increase in national debt is a first in 11 years based on initial budget figures. Graph by Tetsuhiro Nakagawa (JITTI USA) via data from Japan's Ministry of Finance 2. Budget Items related to Transportation and Tourism In the 2021 government budget proposal, the transportation and tourism sectors are summarized as related to the Ministry of Land, Infrastructure, Transport and Tourism (MLIT). The MLIT's budget for the 2021 fiscal year consists of the following three pillars. There have been no major changes in the theme in recent years. 1. Ensuring the safety and security of the public 2. Achieving sustainable economic growth 3. Forming rich and vibrant regions and creating a multi-regional country In addition to traditional policies of advancing transportation infrastructure to support Japan’s economic and social activities, several new measures have been developed in light of the effects of the recent pandemic. The followings are excerpts of the MLIT's budget statement. 2. Achieving sustainable economic growth (2) (a) Promote digital transformation, technology development, work-style reform, etc. in infrastructure and logistics fields ($84 million / 8.4 billion yen)  In order to respond to the novel coronavirus infection that has brought about an unprecedented crisis, various measures have been introduced to efficiently transform social capital and public services based on the needs of the people by utilizing data and digital technology in the infrastructure field. (Examples of measures) Improve productivity by promoting the digitization of passenger transportation business using ICT. Convert to a sustainable railway system through labor saving and efficiency improvement through the use of ICT. Construct non-contact and non-face-to-face logistical systems through labor saving and automation of logistic sites, etc. Improve productivity and strengthen international competitiveness of port logistics by digitizing port logistic information and linked data. Image Source: Ministry of Land, Infrastructure, Transport, and Toursim of Japan (4)(a) Continue the “Go To Travel” campaign ($13 billion / 1,311 billion yen) Japan’s initiative to promote domestic travel, called the “Go To Travel” campaign, which was introduced in the supplementary budget for FY2020, will be extended through the FY2021 on the premise that both business operators and travelers should thoroughly implement measures to prevent the spread of infection. By responding flexibly depending on the state of the infection, a full-fledged recovery of domestic travel demand is attainable. Please also refer to our feature article, “ An Introduction of Japanese Tourism Initiatives During the Pandemic,” in the JITTI Journal’s November 2020 edition . 3. Forming rich and vibrant regions and creating a multi-regional country (2) (d) Promote the spread of next-generation mobility ($7 million / 700 million yen) In order to respond to structural changes in the movement of people and goods brought about by post-COVID lifestyles, Japan will promote the spread of next-generation mobility using new technologies, such as AI and IoT. (Examples of measures) Promote MaaS that responds to new needs, such as congestion avoidance, based on the spread of infectious diseases. Support efforts to establish technical requirements for the practical application of autonomous driving, develop standards for road spaces, and implementation. Promote measures to support the introduction of next-generation vehicles that contribute to the greening of regional transportation. Promote the development of an environment for the realization of visual flight of unmanned aerial vehicles. Promote the development of an environment for the social implementation of "flying cars" as a new business. Measures aim for a more green transportation network. Measures also aim for transportation modes to travel seamlessly in the future, as mobility options for goods and people advance 3. Supplementary Budget 2020 The expenses required for measures to address the COVID-19 pandemic, which is the most important issue for countries around the world, are mainly recorded in the supplementary budget for the 2020 fiscal year. The supplementary budget is constructed annually and, like the regular budget, is deliberated and approved by the Diet. In the 2020 fiscal year, three supplementary budgets have already been set to address the pandemic. These measures, some of which are in common with those passed in the U.S., such as personal benefits, loans for large corporations, assistance for small businesses, and subsidies to maintain employment, are implemented under the supplementary budget, as in the U.S. For reference, the total size of Japan's supplementary budget implemented in the 2020 fiscal year was about $730 billion (73 trillion yen). It was equivalent to 71.6% of the annual budget of about $1 trillion (102 trillion yen) and about 14% of its GDP. The U.S. has a total of just over $3.8 trillion from the first to the fourth round of economic measures, which amounts to 79.2% of annual budget expenditures and 18% of its GDP. It can be assessed that the US has taken measure to provide relatively larger financial aid to address the pandemic so far. Graph by Tetsuhiro Nakagawa (JITTI USA) Looking at the contents of the supplementary budgets of both countries, most of the expenditure items related to transportation are either measures to maintain the workforce in the transportation sector or measures to prevent the spread of the novel coronavirus in the sector. On the other hand, in Japan, the supplementary budget over the past three iterations have been characterized by not only the response to the current pandemic, but also measures for economic revitalization during a current or post-corona era, such as measures to make major changes by shifting into a digital society. It can be said that in this respect, these characteristics are a distinctive difference between the two nations. Society 5.0 is a national vision aimed at realizing a data-driven, human-centric society for future generations. It is a concept in which economic development, digitalization, and solutions for social issues are aligned. Image Source: The Government of Japan

JITI 2016 Aviation Tourism Seminar Maximizing the Benefit of the New Haneda Daytime Services October 27, 2016 The St. Regis Washington D.C. 923 16th St NW, Washington, D.C. Earlier this year, Japan and the United States reached a landmark agreement, making it possible for air carriers from both countries to start daytime services between Tokyo International Airport (Haneda) and cities in the United States. These new services will begin on October 30, 2016. Haneda is expected to become another international gateway for the Tokyo Metropolitan area, the other being Narita International Airport, which has long been the only international hub airport in the region. Haneda is located approximately13 miles from downtown Tokyo and also has the largest domestic network in Japan. The opening of Haneda daytime services should create many new business and leisure travel opportunities for passengers from both Japan and the United States. JITI invited representatives from Japanese and US airline companies who will start Haneda daytime services, Japanese and US tourism agencies who play major roles in business and tourism exchange between the countries, tourism consultants and researchers, as well as academic experts who are familiar with both aviation and the tourism industry. This seminar focused on how to maximize the benefits of the new Haneda daytime services to stimulate business and travel demands between Japan and the United States, looking toward the 2020 Tokyo Olympics and beyond. Opening Remarks Makoto Washizu President, JITI USA Bio Keynote Speeches Robert Wirick Managing Director, Regulatory and International Affairs, American Airlines Bio Presentation Akira Kimura Senior Vice President, the Americas, Japan Airlines Bio Presentation Heather Hardwick Rhodes CEO, TravelStyles LLC Bio Hiroshi Kurosu Executive Officer, Chief Researcher, JTB Tourism Research and Consulting Co. Bio Presentation Scott Gilman Managing Director and Co-Founder, JapanQuest Journeys Bio Panel Discussion Dr. Donald Hawkins Professor Emeritus of Management and Tourism Studies, George Washington University Bio