As the aviation industry searches for ways to bolster international air travel, coronavirus testing has both become a prerequisite for travel to some states and countries, and can be seen as a means to ease fears of spreading infection. Learn more about what steps various partners within the aviation and health care sector have made to offer more accessible tests in light of the pandemic. < Back Tourism & More The Status of COVID-19 Testing in the U.S. Aviation Industry By Daisuke Takagi As the aviation industry searches for ways to bolster international air travel, coronavirus testing has both become a prerequisite for travel to some states and countries, and can be seen as a means to ease fears of spreading infection. Learn more about what steps various partners within the aviation and health care sector have made to offer more accessible tests in light of the pandemic. Download the Report

JITTI Journal Cultural Article January 2022 Back to All JITTI Journals January 2022 Cultural Article Nengajou: Japanese New Year’s Cards by Suzannah Nevas Akemashite Omedetou Gozaimasu . This seasonal greeting is one of several ways to say Happy New Year in Japanese. It is also commonly written on nengajou, Japanese New Year’s cards! Nengajou , like most things Japanese, are a cultural tradition imbued with aesthetic beauty and social etiquette. Billions of these New Year’s postcards get delivered every year on January 1st, filling recipients with renewed connection and gratitude for the many important people in their lives. The exchanging of New Year’s greeting cards originated with nenshi-mawari , the custom of spending the first few days of the New Year paying visits to friends, family and neighbors, expressing appreciation for kindness and help received the previous year, and setting the groundwork for another year of harmonious relationship. As the distance to travel for such visits became too great, missives were sent instead. During the Meiji Restoration period, the nengajou notes were replaced with more economical postcards. Nengajou were originally exchanged in Japan during the Lunar New Year. However, in 1873, they changed the tradition to align with the Gregorian calendar and now cards are promptly delivered every January 1st. Some traces of the original tradition remain though, for example, many images on the nengajou of today feature the zodiac animal corresponding to the lunar calendar. Example of 2022 card, year of the Tiger Other common motifs include kadomatsu (pine and bamboo arrangements), plum blossoms and the maneki neko (lucky cat). Lately, there is a similar trend that we see in the West to use family portraits for the image. Japanese calligraphy is also prominent. [Click here for JITTI USA's 2021 article on calligraphy]. There are often many nengajou design contests for kids and adults alike. Starting in December, you will see stands of different nengajou designs in places like stationary stores and post offices across Japan. You can purchase premade cards or create your own, and even if you buy their blank ones, the domestic postage is already included in the cost! If you are designing or embellishing your own, keep in mind that nengajou are postcards and aren’t sent in the protection of an envelope. Make sure they are flat and have durable, non-smearing ink. The text for your cards can be fairly formulaic: Open with one of the set phrases of New Year’s greetings, Make a note of appreciation for their kindness in the last year, Conclude with a courteous request for their continued support in the year ahead. The exact language of these components can vary with the formality or closeness of the person to whom you are writing. For cards sent to non-professional acquaintances, many take the opportunity to include life updates on different family members with their message. So who gets a nengajou ? Broadly speaking, anyone who has shown you kindness or cooperation in the last year, such as friends, family, neighbors, and colleagues. Practically speaking- you should send one to anyone who sent you one! For this reason, it’s always a good idea to have a few extra on hand in case you missed somebody. But be advised that social etiquette dictates that nengajou should not be sent to anyone who lost a loved one in the previous year, out of respect for their mourning. The Japanese Post Office plays a crucial role in the smooth operations of the nengajou custom. Starting in the middle of December, post office drop boxes will have a special slot marked for nengajou . Part of the magic of nengajou is that the post office will deliver all your cards together on January 1st. That’s right- they collect and hold all incoming nengajou for each household and then bundle them together and deliver them all at once on the first. For this reason, it’s important to mark the cards with “ nenga ” so the post office knows to set it aside. It’s also prudent to mail the cards before December 25th to make sure they arrive on time. Japanese Postal Service Drop Box  The Japan Post even made a lottery out of the custom. Starting in 1949, otoshidama-tsuki yuubin hagaki (New Year’s Lottery Postcards) have come with a six digit lottery number in the bottom right-hand corner. Around the 15th of January, the hundreds of winning numbers are announced, with prizes like vacation getaways, large electronics, and even cash. Lottery numbers at the bottom of nengajou from 2010 (Japanese Postcards by Danny Choo)  If you receive a nengajou from someone you didn’t send one to, you have until the results of the Otoshidama kuji (New Year's lottery) are announced to reciprocate. Next year, why not try out this tradition for yourself? References: https://www.us.emb-japan.go.jp/jicc/events/nengajouu-about.html https://www.japanese-wiki-corpus.org/culture/Nengajo%20(New%20Years%20card).html Image Source: Japanese Postcards by Danny Choo , licensed under CC BY-NC-SA 2.0

The two-day GAD Americas conference was held in Miami, Florida from June 1st to 2nd, 2023. The event was hosted by Aviation Week Network, a New York-based global think tank and information dissemination company in the aerospace, defense and aviation industries. Business leaders from aviation authorities, airport operators, banks and funds were invited to attend. In this paper, I will select and report on the event programs that I found to be particularly useful, with a focus on the sessions portion of the event. < Back Civil Aviation July 2024 GAD Americas 2023 Participation Report By Tetsuhiro Hagiwara The two-day GAD Americas conference was held in Miami, Florida from June 1st to 2nd, 2023. The event was hosted by Aviation Week Network, a New York-based global think tank and information dissemination company in the aerospace, defense and aviation industries. Business leaders from aviation authorities, airport operators, banks and funds were invited to attend. In this paper, I will select and report on the event programs that I found to be particularly useful, with a focus on the sessions portion of the event. Download the Report

In part 3 of this series on emerging Smart City trends in the West, researcher Akito Okabe goes into depth about the Hammarby Sjöstad district in Stockholm, Sweden. He introduces details about the district, such as the transportation planning, housing and business development, promotion system, and financing that went into the creation of this thriving city. < Back Surface Transportation Survey of Smart City Trends in the West: Transit-oriented Development and Mobility-as-a-Service Part 3: Case Study 2- Stockholm, Sweden By Akito Okabe In part 3 of this series on emerging Smart City trends in the West, researcher Akito Okabe goes into depth about the Hammarby Sjöstad district in Stockholm, Sweden. He introduces details about the district, such as the transportation planning, housing and business development, promotion system, and financing that went into the creation of this thriving city. Download the Report

JITTI Journal May 2023 Back to All JITTI Journals May 2023 Feature Article A Significant First Step in Collaboration for Both Academies (Photo by USCGA, provided by JCGA) A Historic Moment: The Blossoming of Japan-US Coast Guard Academic Collaboration By Daisuke Komatsu On April 21st this year, under a crystal-clear sky in New London, Connecticut, a historic moment unfolded at the United States Coast Guard Academy. The Japan Coast Guard Academy and the US Coast Guard Academy, striving to further enhance their educational programs, signed a landmark agreement on academic cooperation - a first for both institutions with an overseas academy. The Japan-US Coast Guards have led coast guards worldwide and, based on the memoranda of cooperation signed in 2010 and the MOC’s ANNEX in 2022, have strengthened their trust by collaborating in various areas, including high-level meetings, joint exercises, and capacity building support for the Philippine Coast Guard. The signing of this document of cooperation between the two educational and training institutions, as part of the Japan-US joint initiative "SAPPHIRE" based on the 2022 ANNEX, reaffirms the significance of cadets’ cooperation including international student conferences and cadet exchanges through training vessel visits. It aims to further enhance academy education by focusing on academic exchange, joint research, and the establishment of mutual exchange programs. The Signing Took Place in a Solemn Atmosphere (Photo by USCGA, provided by JCGA) The signing ceremony took place in a serene atmosphere at the Hamilton Hall of the US Coast Guard Academy, attended by Rear Admiral William G. Kelly, Superintendent of the US Coast Guard Academy, and Rear Admiral Upper half Mitsuru Eguchi, Superintendent of the Japan Coast Guard Academy. Rear Admiral Kelly emphasized the significance of the agreement, which further strengthens the historic relationship between the two academies, and expressed his commitment to developing the long-standing friendship with the Japan Coast Guard Academy and enhancing their educational training. Rear Admiral Upper half Eguchi touched on the history of exchanges between the two academies and expressed his conviction that academic exchanges will strengthen their relationship even further through student interactions. Additionally, he proposed that the Japan-US educational institutions should become two range lights, cooperating to advance maritime law enforcement education and training in the Indo- Pacific region. Group Photo of the Representatives from Both Academies (Photo by USCGA, provided by JCGA) The Japan Coast Guard Academy was established over 70 years ago, and the US Coast Guard Academy nearly 150 years. This was the first time for each academy to sign an agreement on cooperation with an overseas academy. This historic document exchange highlights the need for collaboration between educational and training institutions, which are the foundation for human resource development, in addition to cooperation at Headquarter and operational levels amidst challenging maritime security environments. Furthermore, maritime security research spans a wide range of areas, including maritime security, international law, search and rescue techniques, and environmental conservation. The academic exchange between faculty members is expected to lead to more advanced research in coast guard operations, which is still in development. The signing of this cooperation document contributes to building a solid foundation for nurturing the next generation of leaders, as both countries' maritime security agencies work together to improve maritime security. Through the collaboration of both academies, research and education in the maritime security field will progress, and international cooperation between the two agencies will deepen, leading to enhanced maritime security in the Indo-Pacific region and beyond. The author hopes that the strengthened cooperation between Japan and the US maritime security agencies will pave the way to realize a free and open Indo-Pacific. A Regimental Review by USCGA Cadets for the Superintendent of JCGA Was Also Held in Conjunction with the Signing Ceremony (Photo by USCGA, provided by JCGA)

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

The friendly relationship between the U.S. and Japan has been developed and supported by a multilayered and broad range of people-to-people exchanges.. In light of this importance, JTTRI and JITTI invited experts from the two countries and held the International Exchange and Tourism Seminar in March 2019 in Washington, DC. Subsequently, as international exchange and tourism are resuming in earnest after the pandemic, we are hosting a follow-up seminar to address future exchanges and travel. U.S.-Japan International Exchange and Tourism Symposium 2023 Rebuilding and Strengthening Exchange and Tourism Between the U.S. and Japan Post-COVID Thursday, March 23rd 3:00- 6:00 PM (Reception to Follow) A Free Hybrid Event: Willard InterContinental Hotel 1401 Pennsylvania Avenue NW, Washington, DC 20004 / Virtually hosted in English and Japanese An Official Participating Event Time Table Overview Relations between the U.S. and Japan have been supported by multi-layered and extensive people-to-people exchanges, including business, academic, cultural, educational, and tourism activities, with diplomacy and national security at the forefront. However, these people-to-people exchanges were severely constrained by the pandemic. In addition, including recent events of Russia’s military invasion of Ukraine and China’s hegemonic movements, such as its aggressive maritime expansion, the international situation has changed rapidly, making it vital to develop and evolve U.S.-Japan relations. Last December, we held the first JTTRI-JITTI Global Seminar "The Rapidly Changing Post-Pandemic World Order and the New Japan-U.S. Relations Hereafter,” inviting former U.S. Deputy Secretary of State Ambassador Richard Armitage and former Japan’s Secretary General of National Security Secretariat Shotaro Yachi, both of whom are prominent experts on diplomacy and national security from the U.S. and Japan, connecting the two countries online. Therefore, as a continuation of the Global Seminar, our symposium theme is multilayered and extensive people-to-people exchanges, which is an important perspective for building a new dimension of U.S.-Japan relations. The seminar aims to reconsider the significance of, and rebuild and strengthen, U.S.-Japan people-to-people exchanges to a new and higher dimension post-COVID. This hybrid symposium will be held virtually and in-person in Washington D.C., and has invited speakers who are knowledgeable about U.S.-Japan relations, international people-to-people exchange, and tourism. Video Highlight Opening Remarks Masafumi Shukuri Chairman, Japan International Transport and Tourism Institute, USA (JITTI) Chairman, Japan Transport and Tourism Research Institute (JTTRI) English 日本語 Bio Remarks Greetings by Guest of Honor Koji Tomita Ambassador of Japan to the United States English Bio Keynote Speeches J. Thomas Schieffer Former Ambassador of the United States to Japan English 日本語 Bio Takashi Shiraishi Chancellor, Prefectural University of Kumamoto Former President, National Graduate Institute for Policy Studies English 日本語 Bio Lectures English 日本語 Satoshi Seino President, Japan National Tourism Organization (JNTO) Bio Presentation English 日本語 Kent Calder Director, Edwin O. Reischauer Center for East Asian Studies Johns Hopkins School of Advanced International Studies Bio Presentation Panel Discussion Panelists Curt Cottle Senior Policy Analyst, National Travel and Tourism Office, U.S. Department of Commerce Bio Presentation Koichi Ai Minister (General Affairs, Public Information and Culture), Embassy of Japan in the U.S. Bio Kazuyo Kato Executive Director, Japan Center for International Exchange, USA (JCIE USA) Bio Presentation Moderator Kent Calder, Director Edwin O. Reischauer Center for East Asian Studies, Johns Hopkins School of Advanced International Studies Bio English 日本語

Capacity Building Support by the Japan Coast Guard to Developing Countries Mobile Cooperation Team < Back

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

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

Links Organizations Related to JITTI USA Japan Transport and Tourism Research Institute (English) Japan Transport and Tourism Research Institute (Japanese) The Nippon Foundation Other Relevant Organizational Links U.S. Department of Transportation U.S. Federal Aviation Administration U.S. Federal Railroad Administration U.S. Federal Transit Administration U.S. Department of Homeland Security U.S. Transportation Security Administration U.S. Environmental Protection Agency National Travel & Tourism Office (NTTO), U.S. Department of Commerce U.S. Senate Committee on Commerce, Science and Transportation U.S. House of Representative Committee on Transportation and Infrastructure American Public Transportation Adminsitration Brand USA Japanese Ministry of Land, Infrastructure, Transport and Tourism (English) Japanese Ministry of Land, Infrastructure, Transport and Tourism (Japanese) Japan Tourism Agency (English) Japan Tourism Agency (Japanese) Japan National Tourism Organization (English) Japan National Tourism Organization (Japanese)

JITTI Journal Cultural Article November 2018 Back to All JITTI Journals November 2018 Cultural Article Movember in Japan by Mamiko Kim ( Hugh Jackman by Eva Rinaldi is licensed under CC BY-SA 2.0 ) This summer, a colleague returned from a long vacation with a full beard. It was neatly kept, trimmed so that no hair strayed out of place, and suited him nicely. If you picture a Japanese Hugh Jackman, you may be imagining my colleague. When I complimented him on his new mane, he replied a little sorrowfully that he would be needing to shave it soon, as it wouldn’t be appropriate in the work environment in Japan. I was taken aback by this, because in the United States there has been a boom the last few years. Austin, Texas hosts the annual World Beard and Mustache Competition, and every November there is a movement called Movemember (or Mustache November) that encourages men to stay unshaven during the month to bring awareness to men’s health issues. Because this month is Movember, I wanted to explore the facial hair culture of Japan. ( Ewok samurai armour by Ruth Hartnup is licensed under CC BY 2.0 )  Historically, Japan has had various trends and connotations of facial hair. Samurai often sported facial hair, which invoked power and manliness. Supposedly Hideyoshi Toyotomi, a shogun during the Sengoku warring period, made the effort to put on a fake beard because he was unable to grow one naturally. Looking at Samurai armor, you can even find examples of facial hair added to helmets to complete the overall look. During the Edo period, when stability was established and prized, facial hair went out of vogue, as it became linked to the aggression of the previous period. While there have been times since then when a resurgence of facial hair has occurred, with the spreading of cheap and easily accessible razors after WWII, it has become an endangered trend. This ad for a bear trimmer states “Ah, it’s hot! Summer, and you too.” ( Ad for a beard trimmer on the Tokyo metro. Shockingly pink. by Marco40134 is licensed under CC BY-NC-ND 2.0 ) What about modern Japan? What is the current mood towards facial hair? I asked a few of my Japanese colleagues these questions. While no one was outrightly opposed, they warned that particularly in a work setting in Japan, those with facial hair may be considered “brazen” or “rebellious.” In fact, there have been court cases between employees with facial hair and their companies, such as a 2004 case where Noboru Nakamura sued for his right to keep his mustache after the Japan Post created strict grooming regulations. Not everyone is anti-beard, however. Since 2007, Japanese artist Takao Sakai has created fake facial hair for people to wear out of azuki red beans and other candies. His azuki beards have gained popularity, and were featured in the New York City Fair in 2014. Since even Hideyoshi was unopposed to a fake beard, I look forward to seeing how these azuki beards spread in Japan. Happy Movember everyone! ( アズキ bean beards, by Takao Sakai V by antjeverena is licensed under CC BY-NC- ND 2.0 )