Summary● Opening Article
Pandemic and Urban Infrastructure from a Statistical Perspective-What to Learn from COVID-19YASUURA Hiroto
Director GeneralandHATAKEYAMA Naohisa
Senior ResearcherFukuoka Asian Urban Research Center
Coronavirus (COVID-19) infection, which began to spread in Wuhan City, China in January 2020, has spread
rapidly to the whole world since March 2020. It resulted in more than 300 million infected people and morethan 55 million deaths by January 2022. In this report, with the spread of the new coronavirus infection, while
the national and prefectural governments and the City of Fukuoka are forced to take various measures in themidst of groping, we report how citizens and society react and change their behavior. We analyzed whether
it affected the economy and citizens lives based on the published statistical data. The pandemic continues
while changing its characteristics of infection, and it is still difficult to predict the convergence. As an interim
report of the battle against unknown viruses in the last two years, which is said to be the “with Corona” era,
we hope that this report will serve as a reference for building a future urban infrastructure that is resilient toinfectious diseases. The urban infrastructure in this report covers a wide range of city elements, including not
only tangible elements such as facility development, but also intangible elements such as policies, measuresand the creation of various social systems.
Keywords: Keywords: COVID-19, Pandemic, Urban Infrastructure, Statistical Data, the “with Corona” era● Research Report
Actual Situation of Graveyard Administration-A Case Study of Fukuoka City and Sakai CityFUKUI Hironori
Graduate School of Environment and Information Sciences
Yokohama National UniversityThe actual situation of graveyard administration (policy development / issues) was clarified by a text mining
method. In this study, we developed a case study of two local governments, Fukuoka City and Sakai
City, which have developed as port cities because they are ordinance-designated cities and have similar
population densities. As a result of consideration, in Fukuoka City, 1) the consolidation and maintenance of
public graveyards are progressing, 2) the introduction of a burial grave and a designated manager system, 3)
there are few crematoriums, and in Sakai City, 1) the graveyard is returned. It can present the needs of grave
rituals related to pets associated with people, such as replenishment of vacant graveyards, aging graveyards,
equipment renewal, 2) establishment of management methods for illegal occupancy of public graveyards,
etc. Regarding Fukuoka City, the measures listed in "Fukuoka 100" and the designated manager systemsuch as the burial grave have already been introduced, but there is only one crematorium, and it is desirable
to expand it in case of unforeseen circumstances. On the other hand, Sakai City has been struggling to deal
with illegal occupancy of the graveyard for a long time. Due to the nature of the graveyard, it is difficult for thegovernment to keep an eye on it and deal with it. It is essential to introduce the designated manager system
at an early stage. Then, it became clear that it was necessary to cover measures to meet the new needs oftoday. Despite the diversification of burial forms, it is clear that many citizens are involved in graveyards andgraves that have an infrastructure aspect. The graveyard administration will be required to accurately grasp
the needs of the citizens and take prompt action as seen in Fukuoka City.
Keywords: Artificial burial, Non-inheritance society, Graveyard burial law (Law on graveyard, burial, etc. ) ,Joint burial graveyard, Designated manager system

49Transformation of Organizations for Resilience of the Local Economy
KIKUSAWA Ikuyo
Chief Researcher
Fukuoka Asian Urban Research Center
The focus of this study is placed on the resilience of the local economy to sudden risks such as infectious
diseases and social changes that occur over time. From the perspective that multifaceted organizationalchange is essential for building resilience in the local economy, this paper examined several cases oforganizational changes and explored the background and essence of changes. As a result, in any of thetransformations including business operation, organizational structure, human resources strategy, socialconnection, and corporate policy, a shift was observed from the way of thinking that employees are seen as
a part of “corporate resource”, to the idea that employees work as whole selves and are treated as “assetsand capital of a corporation”. By fostering independence through organizational changes such as distributed
decision-making and the new employment forms, employees will be able to respond flexibly to changes andprovide value, contributing to resilience of the local economy.
Keywords: Organizational restructure, Human resource strategy, Dignity of employees, Independence ofemployees, Social connection

A Study on the Formation of Local Economic Resiliencethrough the Challenges of Small and Medium-Sized Enterprises in Fukuoka CityNAKAMURA Yumi
Chief ResearcherFukuoka Asian Urban Research Center
Resilience is needed to be able to respond flexibly to and recover from the negative impacts of long-termsocial changes such as technological innovation, declining birthrates and aging populations, sustainable
development goals, and sudden crises, such as natural disasters and pandemics. With the theme of local
economic resilience, this study focuses on small-and medium-sized enterprises in Fukuoka City, where such
firms are the major players in the local economy. I first summarize the issues involved in human resource
utilization, organization formation, and business models. Next, I discuss the innovative initiatives taken bycompanies that provide new ways to solve problems. If companies are resilient, their local economies will
also become more resilient as a result. Furthermore, the paper discusses the need for resilience throughout
an entire region.
Keywords: Local Economic Resilience, Human Resource Utilization, Organization Formation, BusinessModels50