JITTI Journal Cultural Article January 2021 Back to All JITTI Journals January 2021 Cultural Article Shodo - Japanese Calligraphy - by Shuntaro Okimoto I know that both Americans and Japanese like to spend their holidays being lively with their families and friends, but this year everyone had to spend their time quietly at home. How did you spend your time? I watched lots of classic Christmas animations and movies (Dr. Seuss’s “How the Grinch Stole Christmas,” “Rudolph the Red Nosed Reindeer,” “Frosty the Snowman,” “A Charlie Brown Christmas,” “Home Alone,” etc.) with my daughters. They ate candy canes, opened advent calendars, decorated gingerbread men, and made cookies with my wife. I was able to read many books I wanted read. In this way we enjoyed our holidays in America, but we also did some traditional Japanese activities. One of those was “Shodo” (Japanese calligraphy), which I’ll introduce in this article. The other was cooking Osechi (traditional New Year Japanese food). If you are interested, you can read my article on Osechi in the JITTI Journal (January 2020 edition). LINK to 1/2020 JITTI Journal Cultural Article The author's daughter writing the kanji for New Year (Shougatsu). A long time ago, Japanese people had a habit of doing Shodo around January 2nd. Shodo done during the New Year holidays is called “Kakizome” (New Year’s writing). Besides some people that still do it as a symbol of the start of the year's activities, most children in elementary schools do it at school at the beginning of the New Year. If you are interested in Japan and Japanese culture, I recommend you to try Shodo at least once, because when you travel to Japan you will find an abundance of Shodo works of art in many places, such as temples, museums, and hotels. Once you have had an experience doing Shodo, you will likely be able to have a greater feel and taste from the works you encounter. Shodo is, in a sense, a simple art of writing your favorite words using your favorite letters. In Japan, we usually write using Japanese characters (Kanji or Hiragana), but if you want to write using the English alphabet, I think that's fine. However, I would highly recommend using a brush and India ink, not a pen or a pencil, although there is one type of Shodo writing that uses these more modern writing utensils. You gently slide the tip of the brush soaked in ink onto the paper. Tools, including special paper, can easily be bought online by searching for a “Shodo calligraphy set.” The brush is a bundle of about an inch of animal hair (maybe a little bigger than the brushes that are used for painting). You can write one character with different expressions depending on how strongly the brush is pressed and by the type of brush movement. Shodo is a full-fledged artform, but may be easier to attempt than painting in the sense that the letters that are drawn have shapes that are functionally fixed. Pictured are the tools used for Shodo. The standing bottle holds the ink, and the smaller brush is used to sign your work. Earlier this year, I held a brush in my hand and faced a piece of white paper. I can't write letters well while thinking about other things, and had to concentrate solely on the calligraphy. It was very pleasant for me to concentrate on drawing the lines I imagined. I recommend Shodo to you as an activity during the stay-at-home period. You can quietly face your inner self in your own home. Otherwise, perhaps the exotic scent of ink may make you feel like you are traveling to Asia.

An Introduction of Japanese Tourism Initiatives During the Pandemic < Back

Management Strategies to Strengthen the "De-rail" Business The Latest Trends in Japan's Railroad Business: Management Strategies to Strengthen the "De-rail" Business By Akito Okabe Introduction Japan's railroad business is currently undergoing a major transition. Although the COVID-19 pandemic has calmed down and railroad operators are making steady progress in recovering their business performance, the trend of teleworking remains unchanged and ridership has not returned to pre-pandemic levels. The rail ridership in Japan is generally at 70-80% of its pre-pandemic level, with a particularly sharp decline in commuter pass users. In addition, the future outlook is that ridership is not expected to return to its pre-pandemic level, and an aging and declining population is also expected. Under these circumstances, many railroad companies are struggling to establish a new revenue base by strengthening their non-railway businesses, and this article will introduce some initiatives thatJapanese railroad companies are currently doing. Real Estate Business Japanese railroad companies and the real estate business have had a close relationship since before the pandemic. Many railroad companies have built hotels, apartments, office buildings, and shopping centers near their lines to generate revenue. By increasing the attractiveness of towns through development along their lines, they also aim to increase the population along their lines and increase their rail ridership in the future. Tokyu, a leading company in the real estate business, is further accelerating its efforts after the pandemic. It has identified "Shibuya," its development hub, as its biggest growth strategy, and plans to invest a cumulative 450 billion yen (about $3.2 billion USD) in real estate-related activities by 2030. (This amount is approximately three times this year's EBITDA.) JR East, Japan's largest railroad company, also plans to focus on redeveloping the area around Takanawa Gateway Station, which opened in 2020. It plans to build a luxury hotel, offices, and one of the largest halls in Tokyo on the former railcar depot site, and expects the total project cost to be approximately 58 billion yen (about $4.2 billion USD). Image of the station area after redevelopment (Image Source: https://tokyoyard.com/ ) New Business In addition to the real estate business, a number of unique new businesses are being considered, which we would like to introduce below. Tokyo Metro Tokyo Metro, which operates subways in the Tokyo area, has opened a training gym for "e-sports" video game competitions in 2021, utilizing vacant buildings near its lines. (Co-operated with startup Gecipe ※1 ). In addition to monthly memberships to use the gym store, the company offers an optional service that allows users to take lessons from professional e-sports players in the store or online. The concept of the gym is "a bright and healthy e-sports facility that is easy for anyone to enter," and the company aims to "create a world where anyone can seriously enjoy e-sports at any time.” Image of Interior view of training gym (Image Source: https://esportsgym.tokyo/register-lp ) Tokyo Metro is also developing other new businesses, such as yoga classes with bouldering and robot programming classes. Osaka Metro Osaka Metro, which operates subways mainly in Osaka Prefecture, plans to launch a matching service in the spring of 2023 to connect land owners with businesses that wish to open food trucks (mobile vending vehicles for food and beverages). Under this service, Osaka Metro will act as an intermediary, receiving a fee from food and beverage operators for opening stalls and paying rent to landowners. In addition to the brokerage service, Osaka Metro plans to open food trucks under its direct management. Food trucks (Image Source: https://subway.osakametro.co.jp/news/news_release/20210930_foodtruck_kakudai.php ) 　By the end of FY2023, the company aims to enter the healthcare service business, which supports the health improvement of railroad users through a proprietary app. Conclusion As JR East President Fukasawa stated, "We need to stand on the premise that the number of rail ridership will not return to pre-pandemic levels.", and the business environment is expected to remain severe for railway companies. Given this situation, Japanese railroad operators are aiming to diversify their revenue sources through real estate and unique new businesses, and this trend is expected to continue. We will monitor this trend closely, as the initiatives of railroad companies focusing on businesses other than the railroad itself are unique to Japan and could serve as a useful reference for other countries. References ※1 https://gecipe.co.jp/ Back to All JITTI Journals March 2023 Feature Article

JITTI Journal May 2022 Back to All JITTI Journals May 2022 Feature Article Mandatory Registration of Unmanned Aircraft in Japan by Yoshihiro Fujimaki 1. Background and Overview One of the major problems currently occurring with inappropriate flights by Unmanned Aircraft (UA) is that the aircraft cannot be identified and so appropriate and necessary safety measures cannot be taken against the owner of the UA when needed. In addition, because the use of UAs has been on the rise due to such factors as the growing shortage of personnel in the logistics and security industries, the increasing demand for survey and investigation flights over wide areas, and the creation of business models that utilize UAs in remote island and depopulated mountainous regions, it is becoming extremely important to know who is the owner of each UA. Based on the above circumstances, like other countries, registration of UAs will be mandatory in Japan from June 20, 2022. This is based on an amendment of the Civil Aviation Act, and the bill was approved by the National Diet of Japan in June 2020.  From June 20, 2022, most UAs will have to be marked with a registration ID to identify them, and also be fitted with a remote ID function. UAs which will be excluded from these requirements are limited to those weighing less than 100 grams. Meanwhile, UAs which weigh equal to or less than 0.55 pound (about 250 grams) are excluded from similar requirements in the United States. This point is one major item that is different between the US and Japan and is not to be overlooked. Image Source: Handbook for Unmanned Aircraft Registration published by the Japan Civil Aviation Bureau 2. How to Register The application for registration can be done online or by submitting necessary physical documents. It is required to enter/complete the information such as the name and address of the owner and the user of the UA, as well as the manufacturer and model of the UA in the application. Even if a UA has been registered in a foreign country, that UA has to be registered based on the Civil Aviation Act for it to be flown in Japan. The registration of the UA is subject to strict identification of the owner. This process can be done online or by postal mail. In the case that the owner is an individual resident of Japan, an individual number card, Japanese driver’s license or Japanese passport is required for online identity verification. In the case that the owner is a foreign individual who does not have a residence in Japan, a copy of the passport of the owner plus a copy of a document issued by a public institution that verifies the name, address, and date of birth of the owner are required to be sent by postal mail. The identity verification process may take 1-5 days after the documents arrive. Once the identity verification has been completed, information for fee payment is notified by email. The registration fee varies by application method, and is between 900 Japanese Yen (about 8 US dollars) and 2,400 Japanese Yen (about 20 US dollars). In 1-5 days after the fee payment, the registration ID will be issued to the UA. This registration ID must be clearly visible on the UA with marker and stickers, with the marking font being at least 3mm in the case of aircraft weighing less than 25 kg. The registration ID also has to be registered to remote ID equipment using a dedicated smartphone application. Please refer to the next section about the remote ID.Registration of the UA is valid for 3 years, therefore re-registration is required every 3 years. Image Source: the website of Drone/UAS Information Platform System (DIPS) 3. Remote ID Remote ID (RID) is a function that transmits identification information remotely via radio waves. A UA must be equipped with this RID function to fly, except for special cases such as flying over specific areas which are notified in advance to the government and with necessary safety measures taken. In Japan, similarly to the US, RID equipment is classified into a built-in type or an external (attached) type. But, while there are some differences of information between the built-in type (Standard RID) and external type (RID Broadcast Module) in the US, information from both types of RID equipment is the same in Japan. That information includes the registration ID and serial number of the UA, and dynamic information such as location, speed, altitude and time more than once per second, but does not include information about the owner or user. Information from RID equipment can be received by anyone using an appropriate smartphone or receiver. Law enforcement officers can trace the information of the owner and the user of the UA based on received information of its registration ID. 4. Special Reminder to Tourists Who Plan to Fly UAs in Japan As described in section 2, even if a UA has been registered in a foreign country, that UA has to be registered based on the Civil Aviation Act for it to be flown in Japan. The registration process may take more than 1 week, therefore that period should be taken into account. Also, using radio equipment which does not have the Japanese Technical Conformity Mark may be regarded as illegal to use in Japan, even if that equipment is based on a foreign standard. In addition, there are several flight rules to be followed. Please refer the JCAB website for details. Japanese Technical Conformity Mark for radio equipment JCAB website Image Resources: Handbook for Unmanned Aircraft Registration published by the Japan Civil Aviation Bureau Drone/UAS Information Platform System (DIPS) JCAB website

JITTI Journal Cultural Article November 2023 Back to All JITTI Journals November 2023 Cultural Article The Kumano Kodo: A Historic Pilgrimage in the Japanese Mountainside by Suzannah Nevas The Kumano Kodo is a network of historical pilgrimage routes through the beautiful mountains of the Kii Peninsula in the southern Kansai area of Japan. These scenic and sacred trails have been traversed for over 1000 years, making the Kumano Kodo one of only two pilgrimage routes to be recognized by UNESCO as a World Heritage Site. Markers along the path of the Kumano Kodo The Kumano Sanzan The heart of the Kumano Kodo was formed by ancient pilgrimages to the three main Kumano shrines: Kumano Hongu Taisha, Kumano Hayatama Taisha, and Kumano Nachi Taisha. These three shrines are collectively called the Kumano Sanzan. Kumano Hongu Taisha Kumano Hongu Taisha is the northernmost of the three, and acts as the head shrine for the over 300 Kumano Shrines located throughout Japan. Due to flooding in 1889, the shrine was moved 1 km away to higher ground (get ready to climb 158 steps!) and now the original site of the shrine, Oyu no Hara, boasts the world’s largest torii (gate), a towering 33m picture frame to the surrounding rice paddies. Kumano Hayatama Taisha Kumano Hayatama Taisha lies to the southeast, in today’s coastal town of Shingu City. The shrine structures have been built and rebuilt in this location since at least the 12th century, but religious artifacts found in the area date back as far as the 3rd century. The shrine compound is home to two sacred ties to nature: the rock where the Kumano deities are said to have first touched down onto earth, and an Asian Bayberry tree estimated to be over 1000 years old. Kumano Nachi Taisha Kumano Nachi Taisha might be the most accessible of the three grand shrines. Travelers who are short on time or encumbered by stairs will appreciate the parking lot just next to the nearby Seigantoji Temple, accessible by car. However, if you are up for the hike, the Daimonzaka Slope trail will lead you to Nachi Taisha through a forest of breath-taking, centuries-old cedar trees. The ascent climaxes at the front gate of Nachi Taisha, with an incredible mountainous vista. Pass through the gate and you will see a sacred camphor tree- over 850 years old. You can actually go inside the tree- a truly magical experience! The sacred camphor tree (left) and other sites along the Kumano Kodo Other Points of Interest Beyond the Kumano Sanzan “big three”, there are many other sacred and noteworthy sites to explore. Just a short distance from the Nachi Tasha shrine complex, you will find Seigantoji’s iconic, red vermillion 3-story pagoda scenically framing Nachi Waterfall –the tallest single-tiered waterfall in all of Japan! There are several places from which you can view the sacred falls, and there is even an option to pay a small fee to drink the holy water which is said to promote health and longevity. The Kohechi route heading north out of the Hongu Taisha area will take you to Mount Koya, home of Kongobuji, the head temple of the Shingon sect of Buddhism. There are over 100 temples on Mount Koya, and nearly half of them offer shokubo - temple lodging. These temple lodges offer a unique first-hand experience of buddhist monastery life and are very popular with vegetarian tourists, as an overnight stay includes shojin ryori- the traditional, meatless cuisine of Budhist monks. Tucked away in the folds of the mountains are several onsen towns worth visiting. After a long day of hiking, have a stay at one of the family-operated, Japanese-style bed and breakfasts ( minshuku) and enjoy the healing power of the natural hot spring water. Yunomine Onsen, near Hongu Taisha is colloquially called “Japan’s Oldest Spa”, and the long history of its bath, Tsuboyu has earned it the designation of being a UNESCO World Heritage Site. Seigantoji Tips for Planning Your Trip It’s important to note that the Kumano Kodo is by no means a linear route- its a network of paths, almost like a choose-your-own-adventure book. You can start anywhere and end anywhere, go in any order, and seek or skip any site that you so desire. You may wish to backpack for a week, or send your luggage ahead and take trains and buses to major destinations to cherry-pick a few scenic sections of the trails to walk. Whether you identify as a pilgrim or a tourist, it might be impossible to wander these sacred paths without recognizing and appreciating something spiritual and moving, permeating the beautiful nature. Sources https://www.hongu.jp/ https://www.tb-kumano.jp/en/kumano-kodo/ https://www.shinguu.jp/en/kumanokodo1 https://www.japan-guide.com/e/e4952.html https://www.lonelyplanet.com/articles/hiking-the-kumano-kodo-japans-ancient-pilgrimage-route

Autonomous Driving in Restricted Areas at Japanese Airports Autonomous Driving in Restricted Areas at Japanese Airports By Yoshihiro Fujimaki 1. What is “autonomous driving in restricted areas”? Development of the autonomous driving car is progressing not only for public roads but also for airport environments. It looks easier to ensure traffic safety in restricted areas of airports, so-called “Airside,” than on public roads because neither the general public nor cars driven by them are present. In addition, while the Japanese government has set an aspirational target of 60 million inbound tourists in 2030, the capacity of airports may be constrained by a shortage of labor working at airports, especially those working for ground handling services. Therefore, autonomous driving cars at airports are expected to be a quite useful tool for labor-saving. Based on the above circumstances, in 2018, the Japan Civil Aviation Bureau (JCAB) established a committee to study demonstration experiments of autonomous driving in airport restricted areas. This committee aims to realize autonomous driving in restricted areas by conducting several demonstration experiments. Since its establishment, the committee has been considering the guidelines, selecting participants, and reviewing the results of such demonstration experiments. The committee focuses on towing tractors and ramp buses, some of which are currently at “Level 3” autonomy and will be at “Level 4” autonomy in the future. The differences between “Level 3” and “Level 4” in autonomy are shown in the table below. Table 1: Differences between “Level 3” and “Level 4” in autonomous driving (Prepared based on “Public-private ITS Initiative/Roadmaps 2020” (in Japanese, definitions of these Levels are equivalent to SAE International J3016 (2016)): https://cio.go.jp/sites/default/files/uploads/documents/its_roadmap_2020.pdf ) 2. Autonomous driving towing tractor Towing tractors are used for transporting passenger checked baggage and other cargo within the airport. Serving as the demonstration experiments which I mentioned earlier, All Nippon Airways (ANA) and Japan Airlines (JAL) have been conducting several trials of autonomous driving towing tractors. ANA has been holding tests at Tokyo International Airport (Haneda Airport). Their autonomous driving towing tractor is manufactured by Toyota Industries Corporation, and it runs along the pre-defined route based on information gathered from camera, GPS and Laser imaging Detection and Ranging (LiDAR) integrated sensors. In FY2021, they performed over 200 transportations of passenger checked baggage and other cargo, over 1,100 km in total, without any delay. JAL has been conducting tests at Narita International Airport. Their autonomous driving towing tractor is manufactured by TLD Group, and it also runs along pre-defined route based on information from odometer, inertial measuring unit (IMU), GPS and LiDAR sensors. In FY2020, they performed over 300 transportations of passenger checked baggage, over 300 km in total, and have officially introduced the autonomous driving towing tractor since March 2021. (The above figure is reprinted from the JAL’s website: https://press.jal.co.jp/en/release/202103/005973.html ) 3. Autonomous driving ramp bus Ramp buses are used for transporting passengers between airport terminal buildings or between airport terminal buildings and aircraft. An autonomous driving ramp bus is now undergoing demonstration experiments at Narita International Airport. That autonomous driving ramp bus is for 10 passengers, and is manufactured by Tajima Motor Cooperation with autonomous driving system developed by TIER IV, which is a software development company in Japan. It runs along the pre-defined route based on information from camera, IMU, GPS and LiDAR sensors, and ran in total for about 80 km in 4 days for a demonstration in FY2021. Currently, the consortium including Narita International Airport Corporation and TIER IV is conducting trials where a single remote supervisor monitors up to three vehicles at the same time. (The above figure is reprinted from the Narita International Airport Corporation’s website (in Japanese: https://www.naa.jp/jp/docs/20220210-5g_HP.pdf ) 4. Towards “Level 4” autonomy Besides vehicle development, several challenges regarding infrastructure and traffic rules still remain in order to realize “Level 4” autonomous driving in airport restricted areas. Particularly in restricted areas, generally there are no traffic lights at intersections and tall traffic lights may become a hazardous obstacle to aircraft in those locations . Regarding this point, it is still under consideration for how to ensure traffic safety using infrastructure and/or traffic rules. JCAB has set the target to realize “Level 4” autonomous driving both for towing tractors and for ramp buses by 2025, and continues working with the participants of demonstration experiments. Back to All JITTI Journals January 2023 Feature Article

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