< Back

Back to All JITTI Journals May 2021 Feature Article Creating an Environment Where Foreign Visitors Can Travel Without Anxiety in Japan -Formulation of Glossaries and Guidelines for Creating Manuals to Assist Foreign Tourists in an Emergency- by Daisuke Takagi 1. Glossaries for managing foreign tourists in an emergency (1) Background Foreign tourists visiting Japan are often unaware of disaster responses in Japan because they may not face the same types of disasters in their countries. Therefore, even when disaster terms and evacuation procedures used in Japan are translated as they are, there is a problem that foreign tourists may misunderstand the "actions to be taken in the event of a disaster." The Japan Tourism Agency has been translating into multiple languages the sentences explaining necessary actions for foreign tourists to take in the event of a disaster, but these are not "easy-to-understand expressions" for foreign tourists who may lack prior knowledge of disaster responses. For example, there may be alerts and evacuation orders based on geographical knowledge and warning information that pertain to them, but even if they are told, if foreign travelers are unable to comprehend them, they cannot understand how to act. Against this background, the agency created a "Glossary of Terms in Communicating Expressions" aimed at translating emergency information into easy-to-understand expressions so that foreign tourists can understand the actions to be taken in an emergency. (2) Structure This glossary is composed of "expressions" and "terms," and include examples and words translated into multiple languages that are expected to be used at each disaster site. The examples are organized with a focus on "actions to be taken in the event of a disaster," which is important for foreign tourists. In translating, the agency considered foreign tourists who do not have knowledge of the disaster itself, and also considered the expressions foreign tourists usually use in their home countries. Regarding the translation of expressions, the agency shortened the previous expressions, reviewed the examples so that foreign tourists can understand the actions to be taken, and added new expressions necessary for dealing with the COVID-19 infection. 2. Guidelines for creating a manual for foreign tourists in an emergency (1) Background Many local governments in Japan lack resources, such as budgets and staff, for assisting foreign tourists in the event of a disaster, and there are issues, such as the lack of multilingual information provision. The Japan Tourism Agency has created guidelines for local governments to describe disaster responses to foreign tourists in their regional disaster prevention plans. However, some local governments do not prepare foreign tourists in advance of a disaster, and many local governments do not have a designated department to do so. Many tourism-related businesses do not have disaster response manuals for foreign tourists, and assisting foreign tourists in an emergency has become an issue. Therefore, with the aim of demonstrating more specific action policies for local government agencies and businesses that deal with foreign tourists in emergencies, the agency has created a guideline that can be used as a reference when creating and revising the "Manual for Foreign Tourists in an Emergency". (2) Structure This guideline is composed “for administrative / related organizations," which includes local governments and tourism-related organizations (Destination Management/Marketing Organizations (DMOs), tourism associations, hotel associations, etc.), and "for businesses," such as accommodation / tourism facilities, transportation companies, retail shops, etc. Since the roles of local governments and DMOs differ in each region, and systems vary depending on the local government, this guideline should be referred to and used to the extent that it can be implemented according to the actual conditions of each region. The contents to be included in the preparation of the manual for foreign tourists in an emergency are organized into four phases ((a) disaster mitigation, (b) preparation for crisis, (c) response to crisis, and (d) recovery from crisis). In addition, as a reference material for this guideline, a template for information transmission that can be used immediately in the field is attached. Examples of contents to be included in the manual: (a) Disaster Mitigation Calculation of the number of foreign tourists (preliminary confirmation of the number of visitors by country, language, religion, etc.) Determination of the status of disaster prevention facilities for foreign tourists (assessing the status of having multiple languages available at evacuation centers, etc.) (b) Crisis Preparedness Examination of attitudes toward foreign tourists in the event of a disaster (considering differences in the reactions of foreign tourists) Collection and preparation to provide information (Providing understanding of the multilingual information site of JNTO and each transportation system) Provision for multilingual support and evacuation guidance for foreign tourists (evacuation guidance in collaboration with the resident foreign community, etc.) Consideration and preparation for movement and return support for foreign travelers (confirmation of routes to international airports, securing means of transportation) (c) Crisis Response Creation of a list of foreign tourists evacuating to the area (sharing information with embassies and consulates in each country) (d) Crisis Recovery Dissemination of information on the reconstruction situation and foster a mindset for foreign tourists to return to Japan (disseminate information utilizing the foreign resident community, implement foreign monitor tours, etc.) Lastly, in the field of tourism crisis management, Dr. Sunkyung Choi of JTTRI (Japan Transport and Tourism Research Institute), has conducted detailed research and analysis, including the evacuation behavior tendencies of foreign tourists during a large-scale earthquake. The research suggests the clear division of roles and cooperation between stakeholders, such as Japanese government, local governments, DMOs, and transportation providers. It also suggests that information providers should prepare materials with the foreigners’ knowledge level in mind, customize content to be foreign country-specific, without simply translating information from Japanese into foreign languages, and diversify information resources for wide information distribution considering that the sources foreigners use have varying degrees of reliability. Additionally, at the conclusion of the research she highlighted the importance of centralized information management, the need for a comprehensive approach to simultaneously consider evacuation plans and information provision for foreign tourists, and the development for “Tourism Disaster Information Management.” (If you want to learn more, please refer to “The 46th JTTRI Symposium on Research: Winter 2019” - https://www.jttri.or.jp/english/events/2019/sympo46.html#event_result . )

Back to All JITTI Journals March 2024 Cultural Article The Hina Hanging Decoration Festival in Izu Inatori By Tomomi Dodd What is the Hina Hanging Decoration Festival in Izu Inatori? You may have heard about “Hinamatsuri”, known as “Girl’s Day,” which is held on March 3rd to celebrate young girl’s health and happiness in Japan. The celebration typically entails displaying “Hinamatsuri” decorations with Heian-style dolls positioned on a red carpeted stand. They look pretty and they can be very expensive. Inatori Onsen, known as a hot spring resort in Shizuoka Prefecture on the edge of the Izu Peninsula, about 2 hours by train from Tokyo to the south , has its own unique tradition called the “ Hina Hanging Decoration Festival.” This unique hinamatsuri style in Izu Inatori started in late the Edo period when the public began making handmade dolls using scraps of kimono and sewing them onto long strips of cloth. There are about 25 kinds of doll designs and each has a meaning. For example, owls represent fortune and cranes represent longevity. This is the charm my mother got for me. From the top, the peach represents women. It wishes for longevity, health, and prosperity. The second is a crawling child. It represents healthy growth of children. Lastly, the bag represents money. The main event of the festival is held at “Bunka Koen Hina no Kan” in Inatori, usually from around mid-Jan till the end of March. A bonus tip is that if you go to Kawazu Station near Inatori, you can also see cherry blossom from early February, known as “Kawazu Zakura.” I visited Inatori in early 2020 right before the beginning of the pandemic and I had a fantastic time with rich cultural experiences, hot springs, cherry blossoms, and great seafood!!!!! How To Get To Izu Inatori: It takes about 2 hours to get to Izu Inatori station from Tokyo station. There are JR Shinkansen to Atami and you can take JR Express trains to Izu Inatori station. ( Izu peninsula is a windfall for the student of geology – EDUCATION IN JAPAN COMMUNITY Blog (wordpress.com) ) References: Hanging doll decorations | Inatori Onsen Ryokan Cooperative Association

< Back

Back to All JITTI Journals March 2019 Cultural Article Toward the 2025 Osaka World Expo and Beyond by Hiroki Sakamoto On November 23, 2018, the Japanese city of Osaka, Japan’s third-largest city and the largest in western Japan, was selected to host the World Expo in 2025 (May 3 - November 3, 2025 totaling 185 days), beating out rival cities in Russia and Azerbaijan, during voting in Paris. It will be Osaka’s second time to host the event, with the first occurring 55 years ago in 1970 under the theme of “Progress and Harmony for Mankind”. 78 countries participated in the Expo pavilion, including the United States of America which displayed a moon rock. Osaka proposed to host the 2025 World Expo on a man-made island called “Yumeshima” (or “Dream Island” in Japanese). The expected total number of visitors of the six-month-long event is approximately 28 million, and the economic benefits are expected to be about $18 billion nationwide. The Expo is expected to be a crucial opportunity for not only boosting the local economy but also creating a chance for the region to advance its goods and services on the world stage. The official name of the 2025 Expo is “The Osaka-Kansai Japan Expo”, reflecting the participation of surrounding cities such as Kyoto and Kobe. Discussions are underway to have “satellite” Expo areas in both cities. Local people are eager to show the world a new Osaka, Kansai, and Japan in the Expo. The 2025 Osaka Expo’s theme is “Designing Future Society for Our Lives”, with two interconnected subthemes of “How to Lead a Healthy Life in a Diverse Manner” and “Sustainable Socioeconomic Systems”. Moreover, the “People's Living Lab” is a unique concept that allows for the participation of 8 billion people by utilizing the internet and virtual reality. It will enable everyone on Earth to take part in this unprecedented experiment. In addition, the 2025 Osaka Expo especially aims to promote considerations to leverage robotics and artificial intelligence for the public good. Towards the 2025 Osaka Expo and thereafter, in order to deal with immediate transportation infrastructure concerns for the projected 28 million visitors to attend the event, new transportation links to Yumeshima will have to be built. A variety of transport projects and urban developments are being considered. For example, a construction project to extend the subway is being examined because there is no railway access to the island of Yumeshima at present. Also, in February 2019, Osaka Chamber of Commerce and Industry (OCCI) created a research group of Mobility-as-a-Service (MaaS). MaaS combines transportation services from a variety of public and private transportation providers through a unified gateway that creates and manages the trip, and provides users with a convenient payment system through a single account or app. OCCI will study and develop advanced transport access to the Expo venue on the island of Yumeshima from downtown Osaka and other major cities. Furthermore, there is also a plan to construct a casino complex on Yumeshima. In July 2018, the “Integrated Resorts Law” was passed by the Japanese parliament, paving the way for the construction of Integrated Resorts (IR) featuring hotels, large-scale international conference halls and exhibition facilities as well as casinos. This means that for the first time, a casino may open in Japan. By the establishment of the IR complex, not only casinos but MICE (Meeting, Incentive Travel, Convention and Exhibition/Event) will contribute to the development of tourism by attracting a variety of international events. In Osaka, for the purpose of strengthening its economy, attracting international travelers and improving the city’s international brand, authorities and companies are taking steps to prepare for the IR complex in Yumeshima. If the IR complex in Yumeshima is completed and opened by the beginning of the 2025 Osaka Expo, it is possible that tourists to MICE held in the IR complex would visit the Expo and vice versa. Additionally, those tourists could extend their visits to other close tourist destinations in the Osaka bay area, including Universal Studios Japan and Osaka Aquarium Kaiyukan. In 2019, there will be worldwide events held in Osaka such as G20 Osaka Summit in June and the Rugby World Cup from September. There also already exists a variety of tourists attractions in Osaka, such as Osaka Castle Main Keep (an Osaka symbol standing 55 meters tall with 5 tiers), Abeno Harukas (the tallest building in Japan), traditional and historical events and facilities (Sumiyoshi Shinto Shrine, Shitennoji Temple and so on), Dotonbori (a bustling commercial street always busy with playhouses and food shops from the Edo Period), and Osaka cuisine (takoyaki, okonomiyaki, kushikatsu and so on). Osaka Castle Main Keep Abeno Harukas These mega events and lots of standard tourist spots, as well as the 2025 Osaka Expo and a potential IR complex including the casino, will mean an increased flow of tourists to Osaka in the near future. If you have a chance to visit Japan, why don’t you extend your journey to the exciting destination of Osaka, and experience Japanese history, Japan’s modern flair, and a peak into the developments of the future?

Tokyo is Waiting for You by Daisuke Miyamoto 1. INTRODUCTION Japanese people are pleased that a lot of foreign people have been visiting Japan recently. The number of visitors from overseas has been increasing year by year, and was numbered at about 31 million in 2018. Furthermore, the Japanese government is promoting a variety of policies to achieve targets of 40 million visitors in 2020 and 60 million in 2030. Japan has been working on developing infrastructure and services in order to accommodate for the influx of foreign visitors, and to alleviate the stress of traveling around Japan. In this report, I will narrow the scope of these accommodations to those made in Tokyo, which is one of biggest cities in the world, and in particular will introduce some practices of Tokyo Metro, which is one of the biggest subway operators in the world. 2. TRAIN STATION NAVIGATORS Tokyo Metro has arranged for station navigators, called service managers, to assist you with finding fares, buying tickets, instructing you on the best routes to get to your destination, and informing you of the facilities around the station. They will also do their best to answer any other inquiries you may have, and can even communicate in English, Chinese, and Korean with the help of a tablet. Service managers can be found at 16 major stations like Ueno Station, Akihabara Station and Ginza Station. In stations without station managers, other station staff will be able to help assist you with help of a tablet as well. What’s more, there are interpreters who can speak English, Chinese, Korean, Spanish and Portuguese over the phone. A Service Manager is Responding to a Visitor’s Inquiry 3. TICKETS TO RIDE Tokyo Metro offers various discount tickets to suit your style of travel. I’ll introduce three kinds of tickets. Tokyo Subway Ticket: The three kinds of Tokyo Subway tickets are the 24-hour ticket, the 48-hour ticket, and the 72-hour ticket. These tickets are valid with an unlimited use on any Tokyo Metro line and Toei Subway within the hours you select. These tickets are suitable for those people who would like to travel around Tokyo. Greater Tokyo Pass: It might surprise you, but there are a lot of private train operators in Japan, and of course in Tokyo too. It means that you might sometimes need to buy tickets at each transfer point along your route to get to your destination. However, you don’t need to worry about it. This Greater Tokyo Pass gives you unlimited usage on 12 kinds of train operators and 51 kinds of bus systems in the Kanto-area for 3 days. There are lots of suburban destinations around Tokyo such as Takao-mountain and Enoshima. This ticket is suitable for those people who would like to go around suburban area of Tokyo. Airport-Downtown Tokyo Routes and Ticket: The biggest international airport, Narita Airport, is about 35 miles in distance from the Tokyo downtown area, but that is not a problem. There are many convenient ways like the Keisei Skyliner to get to downtown Tokyo. The Airport-Downtown Tokyo Routes and Ticket is a joint pass with both the Keisei Skyliner airport transport ticket and the Tokyo Subway Ticket. You can get to your destination in Tokyo, travel around the city, and go to and from Narita Airport with a single payment. Some of the tickets 4. TOKYO IS WAITING FOR YOU!! Tokyo has not only attractive places to visit, but also has efficient infrastructure and attentive services that allow you to get around easily. Why don’t you visit Tokyo? Back to All JITTI Journals March 2019 Feature Article

Back to All JITTI Journals July 2022 Cultural Article Traveling with My Baby in Japan by Tomomi Dodd Recently I had a chance to travel to Japan with my husband and 4-month-old baby, and I would like to write about my experience of what it was like traveling there with an infant. Since I am working for a research institute dealing with transportation, I would like to focus on those parts of the trip. Our first and biggest challenge was a flight to Tokyo from Washington, D.C. (which took about 13 hours!). Of course, we were very nervous about flying with a 4 month old baby…..! We immediately reserved a bassinet through the ANA customer center after we booked the flights. On the day of, as having a baby allowed us prior boarding, we were better able to relax and prepare for seating. Upon boarding, ANA flight attendants gave us warm smiles, saying, “Is there anything we can do to help? Please let us know any time.” They attached a bassinet to the wall in front of us soon after the flight departed. Some bathrooms on the plane had a changing station for babies. Though the space was small like on any other airline, we had no problem working with what was provided. Despite of all of our anxieties, our baby was happy in general and slept well in the bassinet. The return flight was somewhat the same experience as well, and we did not have any major problems, luckily! A bassinet on the plane Though my family lives near Tokyo, we made an excursion to Kagoshima, Kyushu to see our college friend. On the way to Kagoshima from Haneda, I used Jetstar. On the way back, I used Skymark. Both of them are LCC. After experiencing a 13-hour flight, a 2-hour flight felt so easy! Baby slept for basically the whole time. I once asked the flight attendant for hot water to make a bottle for him, and they immediately worked on my request. Throughout my trip, I was amazed to see all the bathrooms and nursing rooms designed for parents and babies. There was a special chair designed to seat infants where you can safely place your baby while you use the bathroom. Airports and many shopping malls have large nursing rooms with good privacy, changing stations, and they are very clean. Changing stations From Left to Right: Nursing room, Microwave and hot water machine located in a nursing room, A chair to put an infant in a bathroom stall Traveling by train with a baby can be also very fun (except when it’s rush hour and the trains are full of people)! Some train cars have designated space for baby strollers. Almost every station has an elevator and escalator. And as you know, Japanese trains are very punctual. You can look for routes online in advance to minimize hassle! Assigned space for baby strollers and wheel chairs (left) and Escalator at a train station (right) Overall, I had a great time traveling with a baby in Japan. This may be because I am Japanese and do not have any language problems there. However, even a little hassle with the language could be a fun memory for traveling, don’t you think? I hope you will have opportunities to travel to Japan and have a great time, with or without babies! Baby slept well at a hot spring hotel after he enjoyed a bath

< Back

Concept of Operations for Advanced Air Mobility (ConOps for AAM) in Japan by Shinichiro Tsuri 1. Background Advanced air mobility or AAM, defined as “a transportation system that transports people and property by air between two points in the United States using aircraft with advanced technologies, including electric aircraft or electric vertical take-off and landing aircraft, in both controlled and uncontrolled airspace” in the US Advanced Air Mobility Coordination and Leadership Act, is the next-generation of air mobility that is expected to operate in the near future. There is also a term known as the Urban Air Mobility (UAM), which is a subset of AAM focusing on air transportation services in and around urban areas. In order to provide a vision of the future operating environment for UAM, the Federal Aviation Administration (FAA) released the Concept of Operations (ConOps) v1.0 for UAM in June 2020, followed by the ConOps v2.0 published in May 2023. AAM (or UAM) is now a worldwide hot topic, and the concept and regulatory framework are being developed in many countries. In Japan, for example, the Concept of Operations for Advanced Air Mobility (ConOps for AAM) was published in March 2023. In this article, I will introduce the overview of the ConOps for AAM in Japan. Image of AAM (Image Source: the FAA’s website Advanced Air Mobility | Air Taxis ) 2. Overview of ConOps for AAM in Japan On March 31, 2023, the first issue of the ConOps for AAM in Japan was released under the activities of Public-Private Committee for Advanced Air Mobility, which was established in 2018 to have public-private joint discussion on technology development and regulatory issues of AAM. The ConOps consists of 1. Introduction, 2. Overview of Advanced Air Mobility, 3. Phases of Advanced Air Mobility Introduction, and 4. Conclusions. In the following, I will highlight some key topics among them. Aircraft In the section 2.1, three aircraft types are described as the classification of eVTOL (Electric Vertical Take-Off and Landing) aircraft used as AAM. The first one is “multirotor.” Lift and thrust are provided by three or more electric powered rotors rotating vertically. The attitude of aircraft can be controlled by combined forces generated by changing the rotation speed of these multiple rotors. This type of aircraft is used only for short‐distance trips due to high battery drainage during the cruise phase. The second one is “lift and cruise.” Multiple rotors are used to generate lift during vertical take‐off and landing. During cruise, the multiple rotors are turned off, and fixed wings and propellers are used to generate lift and forward thrust for a level flight. This type of aircraft has better energy efficiency than those that are the multirotor type in the cruise phase due to the use of fixed wings, and is therefore suited to longer distance trips. The third one is “vectored thrust.” Vertically positioned propellers generate lift during vertical take‐off and landing. During cruise, the same propellers tilt to generate forward thrust and lift is generated by the fixed wings. In the same way as a lift and cruise type, this type of aircraft is suited to longer distance trips than the multirotor type, and potentially provides higher cruise speed and distance than other types of aircraft due to the use of the same propulsion system for take-off/landing and cruise. On‐ground infrastructure Section 2.3 explains about on-ground infrastructure for AAM, called “vertiport,” which is defined as an “airport etc.” under the Civil Aeronautics Act, and as a type of a “heliport” dedicated to AAM. While existing aerodromes/airports are expected to be utilized for initial AAM operation, new dedicated vertiports will be needed to operate AAM where existing aerodromes/airports do not exist. Furthermore, additional facilities may be needed such as battery swapping equipment, electrical chargers*1, and fire extinguishing systems for battery fires. *1 Currently, two methods are known to charge eVTOL aircraft: (1) battery replacement and (2) direct charging. Airspace, Traffic Management Section 2.4 describes airspace and traffic management for AAM. Considering the expansion of UAM operations and the emerging remote control or automated/autonomous operation technology, flight safety may not be fully secured only by the VFR (visual flight rules) operation. Therefore, a new concept of airspace and traffic management is needed: the new traffic management service is called Urban Air Traffic Management (UATM) service and the airspace where UATM service will be provided is defined as a UATM Service Area (UASA). UATM services include, but are not limited to, Information Exchange: Exchange timely and accurate data (such as flight data, restrictions, air route information, active special activity airspace (SAA)) among low‐altitude airspace stakeholders including ANSP (Air Navigation Service Provider), to support the safe and efficient operation of AAM aircraft. Airspace Management: Establish UASA, vertiport airspaces*2, and UAM routes*3/UAM corridors*4 to efficiently use low‐altitude airspace along with the demand. Introduction of dynamic airspace management may be considered as the scale of operations expands. *2 The airspaces around vertiports flexibly activated and deactivated in which entry/exit points, arrival/departure paths, missed approach paths, and obstacle limitation surfaces etc. are established. *3 The routes established to connect airports/vertiports and to increase the predictability of UAM aircraft locations, thereby improve situational awareness of other low‐altitude airspace stakeholders. Setting UAM routes does not necessarily require significant regulatory change compared to setting UAM corridors. UAM routes can be used by aircraft other than UAM. *4 Dedicated airspaces connecting airports/vertiports in which aircraft must comply with specific rules, procedures, and performance requirements. Their dimensions are defined and they are established when UAM operation density is particularly high and airspace capacity needs to be increased. Conflict Management: Manage arrival and departure times and slots in order to ensure that demand of AAM operation is met as much as possible under the limited capacity of airspace and vertiports. Flight Plan Confirmation/Authorization: As the scale of operations expands, the process of flight plans authorization may be needed. Submitted flight plans are authorized after review and coordination as needed. Conformance Monitoring: Ensure that AAM aircraft within the UASA is flying in compliance with the confirmed/authorized flight plan. Provide timely information and actions to be taken for non-conforming aircraft affecting the operation of UATM services and for other AAM aircraft affected by the non‐conforming aircraft. Phases of Advanced Air Mobility Introduction In section 3, the expected phases of AAM introduction are described. The introduction process is comprised of four phases shown in the table below. Phases of AAM Introduction Phase Maturity Level Timeframe Phase 0 Test flights and demonstration flights prior to commercail operations Phase 1 Commencement of commercial operations - Low density operations - Pilot onboard operations, remotely piloted operations (cargo transport only) Around 2025 Phase 2 Scaled operations - Medium to high density operations - Pilot onboard operations, remotely piloted operations Late 2020's or later Phase 3 Establishment of AAM operations including autonomy - High density operations - Integrated with automated / autonomous operations 2030’s and beyond Phase 0 Test flights and demonstration flights will be conducted prior to commercial operations. Those flights require JCAB approval along with the safety regulations under the Civil Aeronautics Act. Phase 1 The initial introduction of commercial AAM operations in Japan will take place. In Phase1, for passenger carrying AAM operations, initial operations are expected to be low density operations and piloted under VFR, similar to existing aircraft operations. Initially, existing airports and rules will be utilized, but relatively small vertiport developments are also envisioned. AAM will be operated based on existing ATM (Air Traffic Management) concepts, but initial UATM services which do not require significant regulatory changes or technological innovation will be introduced. UATM services in Phase 1 may include: Information Exchange (Providing information by voice in vertiport airspaces and UAM routes) Airspace Management (Setting vertiport airspaces and UAM routes, etc.) Conflict Management (Capacity management of congested ports) Flight Plan Confirmation Conformance Monitoring (Obtaining location information using ADS‐B, providing information by voice, etc.) Phase 1 (Image Source: Concept of Operations for Advanced Air Mobility (ConOps for AAM ))  Phase 2 AAM operations in Japan will be scaled up, and medium‐to‐high density, piloted (and some remotely piloted) operations are expected. Larger and more complex vertiports will be developed including in complex urban environments (on the rooftop of buildings etc.). New airspace concepts and advanced UATM services will be implemented where required to support the scale and nature of AAM operations (e.g., remote piloting and IMC (Instrument Meteorological Conditions)). UATM services in Phase 2 may include: Information Exchange (Providing and exchanging information through data) Airspace Management (Setting UAM corridors and dynamic airspace management may be considered) Conflict Management (Advanced coordination including capacity management of airspace and flow management) Flight Plan Authorization Conformance Monitoring (Real‐time deconfliction will be also considered) Phase 2 (Image Source: Concept of Operations for Advanced Air Mobility (ConOps for AAM) ) Phase 3 AAM operations in Japan will be scaled up into high‐density operations. Operations in the UASA will be a mix of piloted and remotely piloted operations. Autonomous operations will become more sophisticated. It is expected that, at some point, all airspace users in the UASA will use UATM services. UATM concepts may be expanded to other airspace outside of the UASA and integrated with ATM and UTM (Unmanned Aircraft Systems Traffic Management). 3. Future Prospects As the ConOps for UAM in the US was updated reflecting the continued maturation of UAM and feedback received on the initial version, the ConOps for AAM in Japan is also expected to evolve along with technological advances, overseas trends, and feedback from stakeholders. I hope that the Japanese industry will successfully operate AAM in the near future, fostering a better common understanding of AAM with this document and actively discussing regulations / technologies among stakeholders. References FAA, Urban Air Mobility (UAM) Concept of Operations https://www.faa.gov/air-taxis/uam_blueprint Ministry of Land, Infrastructure, Transport and Tourism, Public-Private Committee for Advanced Air Mobility https://www.mlit.go.jp/koku/koku_tk2_000007.html Ministry of Land, Infrastructure, Transport and Tourism, Concept of Operations for Advanced Air Mobility (ConOps for AAM) https://www.mlit.go.jp/common/001611491.pdf Back to All JITTI Journals November 2023 Feature Article

A Private Workspace in Train Stations by Akito Okabe Introduction Do you know what these strange boxes are that have been popping up across train stations in Japan? Image Source: Tokyo Metro Co.,Ltd They are private workspaces made for one person and are used for various situations, such as when you have spare time while going out and about, or when you need to hold a quick web conference. These workspaces can also be used not only for work, but also for reading, studying, etc. This article introduces a unique approach to manage privacy needs in Japan, where these facilities inside stations have become well developed. Background: Diversification of Work Styles Japan is facing a "decline in the working-age population due to the falling birth rate and aging population" and greater "workforce need diversification, such as balancing work with childcare and nursing care.1” In order to solve these problems, Japan has been striving to create a society where people can choose various ways to work so that each individual can have a better vision of his or her future.1 Against this backdrop, telework, a flexible work style that is not restricted by location, has been gaining attention as a part of corporate work style reforms. In addition, in recent years, the spread of coronavirus infections has restricted people's mobility and discouraged them from coming to the office, resulting in a rapid acceleration of telework. On the other hand, there are challenges in promoting telework. In particular, in Japan, unlike in the U.S., due to the small size of houses, many disincentives are cited, such as the lack of dedicated workspaces, and the inability to concentrate due to the close proximity of family members. In addition, although it is not impossible to work in cafes, there are still inconveniences such as the lack of available seats, inability to concentrate due to noise, and inability to do highly confidential work within view of others. Companies in various industries are devising ways to solve these problems. While private workspace set-up in train stations are described in this article, there are many other initiatives being launched by companies, such as hotels and karaoke bars offering plans for telework stays. Overview of Private Workspaces In Japan, train stations are not just a place to catch a train or make a connection, but also a place where you can do many things, such as going to eating and drinking establishments, pharmacies, convenience stores, and many other commercial facilities. Private workspaces are also a unique feature of Japan's well-developed stations, and several companies are currently producing them. CocoDesk is one such workspace, and is a joint project between Tokyo Metro Co., Ltd. and FUJIFILM Business Innovation Corp. The installation of CocoDesk booths started in February 2020 and are currently underway mainly in subway stations. They are 51 inches wide, 39 inches deep, and 83 inches high, making them large enough to be used comfortably. In addition, the room is equipped with power outlets and Wi-Fi for mobile devices, and the temperature can be adjusted by the air conditioner, so you can make phone calls or prepare documents without worrying about your surroundings. Moreover, a ventilation fan is in place along with all items covered with an antibacterial coating, so even if you are wary of the coronavirus, you can use it having peace of mind. The service hours are from 7:00 to 22:00, and the fee is approximately 2.50 USD per 15 minutes, so users can freely choose the time of use according to their purposes. The above figure is reprinted and translated from the FUJIFILM Business Innovation Corp website. Conclusion Post-pandemic, teleworking is expected to take root to a certain extent, and I believe it is important for the government and companies to continue to work together to create an environment that facilitates teleworking. Tokyo Metro has announced that it will continue to install CocoDesk booths in stations and will consider various initiatives to make stations more convenient and comfortable to use as a part of business and daily life in order to more closely match customers' various ways of working.2 Why don't you experience this unique service when you visit Japan? ※CocoDesk is a registered trademark or trademark of FUJIFILM Business Innovation Corp. References 1.Ministry of Health, Labour and Welfare website https://www.mhlw.go.jp/stf/seisakunitsuite/bunya/0000148322.html 2. Tokyo Metro Co.,Ltd. press release https://www.tokyometro.jp/news/2021/210791.html Image Sources 1. Tokyo Metro Co.,Ltd 2. FUJIFILM Business Innovation Corp Back to All JITTI Journals September 2021 Feature Article

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

< Back