Provisional“Reform 2020” Projects

(I)Technology-Utilizing Solutions to Social Problems and Export of System
Solutions Technologies

1.

Use of Next-Generation Transportation Systems and Automatic Driving Technology
This project will optimally utilize both the public-private cooperative parent organization for thepromotion of ITS and the results of SIP R&D from the Council for Science, Technology andInnovation to [1] successfully create a next-generation urban transportation system (ART: Advanced
Rapid Transit) for use in Tokyo waterfront areas during the 2020 Tokyo Olympics and Paralympics.
The project will also utilize more advanced automatic driving technology to [2] secure means oftransportation for the elderly and others with limited mobility, and [3] achieve vehicle platooning fortrucks.

[1] A Stress-Free, Next-Generation Urban Transportation System(1) 2020 Showcasing Details○ The Government is using the upcoming 2020 Tokyo Olympics and Paralympics as anopportunity to discuss the introduction of a public transportation system linking central Tokyo
with sub-central waterfront areas— both areas that will see great demand for transportation. It
plans to achieve a convenient system that allows persons in wheelchairs and those with baby
strollers to board and de-board without need for assistance. ART, which will have mechanisms
to prevent in-vehicle falling-related accidents and which will be ensured to operate on schedule,
will transport tourists and those involved with the Olympics/Paralympics.

(2) Specific Initiatives○ ART will be achieved by taking the existing bus-based BRT (Bus Rapid Transit) andincorporating automatic driving technology. Main component technologies to be developed
further will include: technology to control automated distance-to-curb adjustments at bus stops
and automatic vehicle height adjustments in order to enable ease of use by those in wheelchairs
or with baby strollers; smooth acceleration/deceleration similar to that of Japan’s bullet trains,in order to prevent in-vehicle falling-related accidents; and a traffic signal control system thatgives priority to public transport in order to ensure on-schedule operation.
○ In addition to the above component technologies, a system will be developed to integrate said
technologies so that they can each serve as a part of the ART system to achieve safe and smooth
operation.
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○ The necessary reforms to regulations and systems will be made clear through trial operation.
The relevant ministries, agencies, and the Tokyo Metropolitan Government will cooperate topromptly implement said reforms.
○ In preparing to implement the project, a council organized by the Tokyo Metropolitan
Government will serve as the main actor in drafting operation plans and conducting a public
call for project operators. Preparations regarding infrastructure, vehicles, and various systems
will be done through cooperation by businesses involved in project operation and relevant
municipalities.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators

Automatic driving (bus stop approach) control

PTPS enhancement(Public Transportation Priority System)

R&D

Reform of Regulations &Systems

ART vehicle control utilizing C-ACC (inter-vehiclecommunication) and roadside-to-vehicle communication

SIP Automatic driving system(Cabinet Office; National Police Agency; Ministry of Internal Affairs andCommunications; Ministry of Economy, Trade and Industry; Ministry ofLand, Infrastructure, Transport and Tourism)

ART system integration development

SIP Automatic driving system(Cabinet Office; National Police Agency; Ministry of Internal Affairs andCommunications; Ministry of Economy, Trade and Industry; Ministry ofLand, Infrastructure, Transport and Tourism)
Bus manufacturers, etc.

(Under consideration)(Handled by various ministries, agencies, and Tokyo Metropolitan
Government bureaus as necessary)

Drafting operation plans, etc.

Council for BRT Connecting Central Tokyo and Sub-Central Waterfront
Areas(Tokyo Metropolitan Government Bureau of Urban Development)

TrialsRelevant ministries and agencies, relevant Tokyo Metropolitan
Government bureaus, project operators (selected by Tokyo), etc.

System Design

Primarily relevant Tokyo Metropolitan Government bureaus, project
operators (selected by Tokyo), etc.

Project Operation

Preparations and vehicle procurement, etc., necessaryfor BRT operation(*Note 1) Businesses involved in project operation are to be decided
through public recruiting by the Council for BRT Connecting Central
Tokyo and Sub-Central Waterfront Areas (organized by the Tokyo
Metropolitan Government Bureau of Urban Development).
(*Note 2) Preparations regarding infrastructure, vehicles, and systems,
etc. will be made through cooperation between businesses involved inproject operation, other cooperating entities, and the relevant
municipalities.

[2] Securing means of transportation for the elderly(1) 2020 Showcasing Details○ A major problem affecting the life quality of senior citizens is limited mobility stemming fromdifficulty driving due to old age. This project will secure means of transportation for the elderly
through use of automatic driving technology.

2(2) Specific Initiatives○ This project will promote the development of automatic driving technology and establish
methods for the application thereof. Specifically, it will focus on A) electronic interlinking witha lead vehicle and B) automatic driving on reserved roads in areas closed off to general traffic
in the last leg of trips—the last few kilometers between the nearest station/stop via public
transport and the actual final destination. As needed, the initiative will also provide for
ensuring/enhancing the safety of electronic interlinking and other driving technology, as well
as for simultaneous considerations regarding safety standards and merging/separating in vehicle
platooning.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators

Project model considerations
Implementation location considerations
Municipalities (users), automobile manufacturers, auto parts
manufacturers, relevant ministries and agencies, etc.

Technology systems, environmental considerations

Project operation[3] Achieving Vehicle Platooning(1) 2020 Showcasing Details○ As Japanese society is entering a stage of declining population from low birth rates and anincrease in elderly citizens, addressing the ensuing lack of labor is an extremely important issue.
For example, in the logistics industry, the lack of drivers is a major problem. Thus, this projectwill work to achieve vehicle platooning through the use of automatic driving technology.

(2) Specific Initiatives○ Achieving vehicle platooning on a large scale for long-distance transport will greatly contributeto increased productivity. Thus, this project will establish vehicle platooning technologies inwhich a lead truck and following trucks are electronically linked on expressways and otherroads.

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○ In addition to the development of technology to ensure/improve the safety of electronic linking
and other such technologies, the initiative will involve simultaneous considerations regarding
safety standards and how to handle issues such as situations when the electronic link is lost or
when other vehicles merge into the platoon. Other countries around the world are advancing
initiatives toward the realization of vehicle platooning technology, so Japan aims to utilize its
world-leading technological capabilities to ensure the safety of such systems and take the leadin international competition.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators

Project model considerations

Implementation location considerations
Logistics companies (users), automobile manufacturers, autoparts manufacturers, relevant ministries and agencies, etc.

Technology systems, environmental considerations

Project operation<Japan Revitalization Strategy measures to be accelerated by this project>This project will lead to strategic advancement through cooperation with SIP in the Council
for Science, Technology and Innovation, with the aim to create the world’s top ITS. Aiming tobegin trials of fully automatic driving systems starting in the second half of the 2020s, thisproject will accelerate initiatives to promote technological development.

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2.

Solutions to energy/environmental problems through use of distributed energy
resources
It is a common issue for the world to deal with energy and environmental problems. It should be

realized simultaneously to supply energy inexpensively and stably, and to reduce carbon dioxide(CO2) emissions. On the other hand, since energy and environmental issues are common across theworld, global competition has been intensified seeing this issue-solving as a growth market:
Hydrogen and new energy management systems are which Japan can take the lead in suchcompetition. In doing so, it also requires the development of competitive business models, taking into
consideration the progress in digitalization and network society.
Taking these developments as good opportunities, the Government will strive to establish: A)
utilization of CO2-free hydrogen derived from renewable energy sources; and B) innovative energy
management systems.

[1] Utilizing CO2-Free Hydrogen Derived from Renewable Energy Sources(1) 2020 Showcasing Details○ With regards to renewable energy such as solar and wind power, whose expansion is currently
underway, the fact that weather affects power generation levels makes supply stability an issue.
When such systems simultaneously reach their generation capacity, they can create surplus
energy. In order to exercise the full generation capacity of these growing renewable energy
facilities and also fully utilize the surplus power they generate, this initiative will create a CO2free “hydrogen society” model that unifies rural and urban regions. Surplus electricity fromrenewable energy facilities in rural areas will be used to manufacture CO2-free hydrogen. Thishydrogen will then be transported to urban areas with high demand for energy, for use in fuelcell buses and other such applications.

(2) Specific Initiatives○ Efforts are well underway to improve energy security and reduce environmental impact bymaking new use of hydrogen as energy in addition to standard secondary energies such as
electricity and heat. Fierce global competition has already begun in the fields of renewableenergy and hydrogen use.
○ Japan possesses advanced technological capabilities in these fields. This project, which will aim
for the creation of next-generation business models, will combine renewable energy and5hydrogen to build and implement integrated systems for the manufacture, transport, storage,
and use of hydrogen.
○ Specifically, the initiative will make the following efforts, firmly focusing on cost reductions
geared toward business’s independence.
(i)

Hydrogen manufacturing: The project will endeavor to develop and test technology to stably
and efficiently manufacture hydrogen on a large scale in accordance with the output status
of solar, wind and other energy sources that fluctuate naturally.

(ii) Hydrogen transport/storage: Since the current supply of hydrogen is small, the fuel isgenerally transported in the form of a high-pressure gas. However, as the supply increases,
it is expected that hydrogen will be shipped via more effective means in which it is converted
to other energy carriers such as liquid hydrogen or methylcyclohexane. In all of thesemethods, optimizing the energy needed for conversion is an issue, and thus the project willcontinue development and testing geared toward actual implementation.
(iii) Hydrogen usage: The project will work towards the development and spread of fuel cellbuses and other applications. It will simultaneously implement the utilization of hydrogen
derived from renewable energy sources and systematically establish hydrogen stations.
Additionally, it will provide for regulatory revisions and technological development withregards to hardware- and non-hardware-related elements of self-refills at hydrogen stations,as well as the establishment of standards necessary for use of composite pressure vesselsthat enable reduced amounts of high-cost carbon fibers.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators
Energy companies; Ministry of Economy, Trade and Industry;
Ministry of Land, Infrastructure, Transport and Tourism; Ministry of
the Environment; municipalities, etc.

Establishing project plans
Developing technology for hydrogen
manufacturing utilizing renewable energy

Engineering businesses; Ministry of Economy, Trade and Industry;
Ministry of the Environment; municipalities, etc.

Establishing efficient hydrogen transport methods

Energy companies (hydrogen/electric); Ministry of Economy, Tradeand Industry; Ministry of Land, Infrastructure, Transport andTourism; Ministry of the Environment; municipalities, etc.

Development, verification,
Development and spread of fuel cell buses, etc.
implementation

Automobile manufacturers; Ministry of Economy, Trade andIndustry; Ministry of Land, Infrastructure, Transport and Tourism;
Ministry of the Environment; municipalities, etc.

Systematic establishment of hydrogen stations

Hydrogen station-related businesses; Ministry of Economy, Tradeand Industry; Ministry of Land, Infrastructure, Transport andTourism; Ministry of the Environment; municipalities, etc.

Regulatory reform and other system-related
preparations

Handled by relevant ministries and agencies, etc., as necessary

Trial operation

Energy companies, etc.

6[2] Establishing Innovative Energy Management Systems(1) 2020 Showcasing Details○ This project will establish a new energy management system that utilizes decentralized
renewable energy and storage batteries along with “demand response” (an advanced method ofmanaging demand) in an integrated manner to function as a single power plant (a virtual power
plant).

(2) Specific Initiatives○ With the advancement of IT and energy storage technology, efforts are already underway toconstruct a dispersed system that utilizes demand renewable energy and storage batteries.
Constructing a complementary relationship between such energy system and the centralized
systems of energy companies has now enabled the creation of a more robust energy system.
○ Japan possesses advanced technological capabilities with regards to storage batteries and otherenergy-related equipment. In order to utilize these capabilities to ensure further competitiveness,
Japan will aim to progress from old business models that are based upon manufacturing
technology to next-generation business models that are compatible with a society ofdigitalization and networking.
○Specifically, this project will involve the following initiatives.

(i)

Testing/verifying storage batteries’ improved performance (e.g., increased capacity, reduced
size, etc.) and increased lifetime in order to enable multiple types of uses, including peakshaving and ancillary service (frequency/voltage control aimed at stabilizing electric
frequency and voltage).

(ii) Developing technology to control groups of multiple storage batteries. This will include theestablishment of remote control technology for charging/discharging of storage batteries andbattery control methods with little charging/discharging loss. This technology will enable
the utilization stationary storage batteries and electric vehicles (both of which are
increasingly spreading in a decentralized manner) to help balance supply and demand.
(iii) Advancing the utilization and sharing of meteorological observations/predictions in orderto enable more accurate predictions of energy supply from solar, wind, and renewableenergy sources that fluctuate naturally.
(iv) Promoting environment improvements to facilitate “Negawatt” tradings together with the7advance of electricity system reform. This is in order to promote user-side “demand
response” and other similar initiatives.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators
Energy companies; storage battery manufacturers; Ministry of
Economy, Trade and Industry, etc.

Establishing project plans

Development, verification,
implementation

Establishing group control technology fordecentralized storage batteries, etc.

Storage battery manufacturers; energy companies; Ministry of
Economy, Trade and Industry, etc.

Improved performance and increased
lifetime of storage batteries

Storage battery manufacturers; automotive companies; Ministry of
Economy, Trade and Industry, etc.

Stable power supply through use of
meteorological observations andpredictions

Energy companies; Ministry of Economy, Trade and Industry, etc.

Environmental improvements(regulatory/system reforms) geared
toward use of user-side energy sources

Ministry of Economy, Trade and Industry, etc.

Trial operation

Energy companies, etc.

<Japan Revitalization Strategy measures to be accelerated by this project>
In order to steadily progress towards the realization of a hydrogen-based society with low
CO2 emissions, this project will accelerate movements toward regulatory revisions relating tohydrogen stations, as well as the establishment of CO2-free manufacturing and supply systems
that utilize hydrogen derived from renewable energy sources. Additionally, in order to achieve
the creation of a society that can overcome environmental and energy limitations, the projectwill accelerate the introduction of mechanisms to control energy demand through “demand
response” and energy management methods; it will also accelerate the trend of expanding thesize of the “advanced storage battery” market for domestic corporations.

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3.

Realization of a Universal Future Society through Leading-Edge Robotic Technology(1) 2020 Showcasing Details○ Japan is a robotics superpower, currently leading the world in both yearly shipment value ofindustrial robots and the number of domestic industrial robots in operation. As the country faces
the societal problem of increasingly apparent lack of labor due to a shrinking population, it willcapitalize on its technological strength and make use of robots in all aspects of life. This projectwill create a multitude of applications in which a diverse range of persons—including theelderly, the handicapped, and foreigners—can enjoy wide-ranging services necessary for astress-free life. The project will provide opportunities for said persons to actually experiencesaid services.

(2) Specific Initiatives○ Against the backdrop of IoT, Big Data and AI, the field of robotics is coming into an age ofcreation of new business models, with accelerated investment by Europe, North America andrising nations. No longer limited to robots that require just manufacturing skill and the pursuitof higher levels of technology, the field of robotics is now seeing a focus on data-utilizing
services implemented in actual society, with new business fields based on more people enjoying
the convenience of robots in more diverse situations.
○ In consideration of these new competitive areas in the field of robotics, and expressing thedirectionality of challenges to be taken on by Japanese industries, the country will utilize threeareas to implement advanced robotics technology in actual society. These areas are [1] the Daiba
and Aomi areas, [2] public spaces including daily life environments of urban areas, and [3]airports across the country which are used by the majority of foreign visitors to Japan.
○ [1] In the Daiba and Aomi areas, this project will create fields in which persons can experience
leading-edge robotics technology, including personal mobility vehicles, ultra-realistic imagery
technology, digital signage, multi-language translation and guide robots. Additionally, it
includes plans for the creation of a Future Society Demonstration Project Council (tentativename), which will make public calls seeking providers of robotic technology to be implemented
and then make selections from applicants. Based on the results of this selection process, theCouncil will advance testing/verification for implementation of robotics and simultaneously
make regulatory/system reforms as needed.
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○ [2] In public spaces such as daily life environments of urban areas, the project will involve“communication robots” (for translation and guidance service), cleaning robots, security robots,
and other diverse autonomous mobile robots that will mutually cooperate with each other. The
project will implement these robots for constant provision of service and will publicize Japaneserobotics technology to the world. With an eye toward 2020, the project will establish global defacto standards for rules regarding the use of autonomous mobile robots in daily urban
environments. With regards to cutting-edge robots that are viable under said rules, open calls
will be made both in Japan and abroad seeking examples of what kinds of robots to use forprovision of what sorts of services. At the same time, the project will advance technologicaldevelopments, societal implementation, and establishment of rules as necessary.
○ [3] In airports, the project will involve communication robots (for translation and guidanceservice), robots to assist with luggage carrying, and other diverse robots that will mutually
cooperate with each other. The project will publicize to the world the robots’ constant provisionof service. With an eye toward 2020, the project will establish global de facto standards forrules regarding the use of robots in airports. With regards to cutting-edge robots that are viable
under said rules, open calls will be made both in Japan and abroad seeking examples of whatkinds of robots to use for provision of what sorts of services. At the same time, the project will
advance technological developments, societal implementation, and establishment of rules asnecessary.

(3) Division of Roles, Project Operators[1] The Daiba and Aomi Areas
Initiative Breakdown

Division of Roles, Project Operators

Overall coordination

Ministry of Education, Culture, Sports, Science and Technology;
relevant ministries, agencies and municipalities (Tokyo Metropolitan
Government; Cabinet Office; Ministry of Internal Affairs andCommunications; Ministry of Economy, Trade and Industry; Ministry ofLand, Infrastructure, Transport and Tourism; Japan Tourism Agency,etc.); Future Society Demonstration Project Council (tentative name)Technological development, verification

Private sector corporations (robot manufacturers, etc.); research
institutions (universities, independent administrative institutions, etc.)

Field creation

Tokyo Metropolitan Government, Minato-ku, Shinagawa-ku, Koto-ku,
sub-central waterfront areas)10[2] Public Spaces Including Daily Living Environments in Urban Areas
Initiative Breakdown

Division of Roles, Project Operators

Establishment and consideration of rules regarding use of robots in daily living
environments in urban areas

Relevant ministries and agencies; project operators(businesses/entities that manage/operate locations where autonomous
mobile robots will be used)

Development of cutting-edge robots viable under the above rules

Domestic and overseas robot manufacturers/servicers

Implementation

Project operators (businesses/entities that manage/operate locations
where autonomous mobile robots will be used)[3] Airports
Initiative Breakdown

Division of Roles, Project Operators

Establishment and consideration of rules regarding use of robots in airports

Relevant ministries and agencies, airport-related entities

Development of cutting-edge robots viable under the above rules

Domestic and overseas robot manufacturers/servicers

Implementation

Airport-related entities<Japan Revitalization Strategy measures to be accelerated by this project>
Aiming for the achievement of a new industrial revolution through robots, this project will
accelerate technological development and promotion of the “New Robot Strategy” decided uponat the Japan Economic Revitalization Headquarters. It will also expand the robotics market andpromote around the world Japan’s robots from various fields, its universal design, and its
leading-edge robotics technology.

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4.

International Implementation of High-Quality Japanese Medical Services andTechnology (Inbound Use of Medical Care)(1) 2020 Showcasing Details○ This project views 2020 as an excellent opportunity to promote Japan’s medical care to othercountries. It focuses on healthcare fields with high demand from overseas and in which Japanese
healthcare exhibits superiority internationally. The project calls for the creation of a list of
medical institutions that proactively admit foreign patients to receive healthcare services(examinations, treatment, and screening [including after-treatment follow-ups]). It will increasechances for foreign patients to experience Japan’s medical care (including disease prevention,
early-stage detection, disease treatment, and lifestyle recovery through rehabilitation, etc.).

(2) Specific Initiatives○ As a result of Japan’s superior health care and medical system—including its universal healthinsurance coverage system, its superior public health measures and its advanced medical
technology—the country has achieved an average life expectancy of a high global standard. As
the world’s first nation with a “super-aging society,” Japan and its medical care have garneredattention from around the world.
○ With regards to the international implementation of Japanese medical care, the “Task Force
Global Reach of Japanese-style Medical Technology and Services” set up under the
Headquarters for Healthcare Policy has been promoting both outbound use—implementing
Japanese medical technology and services overseas—and inbound use—accepting foreign
patients seeking to receive care at Japanese medical institutions. Additionally, the generalincorporated association Medical Excellence JAPAN (MEJ) has been established to serve a
unified secretariat function in the joint public-private international implementation of medicalcare. Medical institutions are cooperating with MEJ in their endeavors to implement medicalcare internationally.
○ For inbound demand, this initiative provides foreign patients an opportunity to receive medicalcare in Japan that is difficult for their countries to provide. By promoting international medical
cooperation and the acceptance of foreign patients, this project will help to accumulatetechnology and resources in the field of medicine and to create a virtuous cycle that will lead tofurther improvements in medical care quality and services.
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○ Accepting foreign patients requires wide-ranging support starting from before patients travel toJapan and continuing after they return home. This includes support with regards to exchange of
medical information, interpretation, transportation, and accommodation. There is a risk ofproblems arising from differences in culture and other such factors. Currently, with the
exception of a small minority of medical institutions, it is difficult for institutions to maintainthe resources necessary to address such issues by themselves. Furthermore, it is not a simple
task for medical institutions to appropriately publicize overseas the conditions for admittanceand the content of their medical services.
○ In aiming to enhance efforts toward inbound demand, this project will implement the following:- Cooperation between medical institutions and travel agencies, etc., to accelerate the bridging of
foreign patients with the domestic medical institutions that will accept them. This will be doneby establishing certification guidelines and otherwise creating schemes to certify “medical
travel agency” (tentative name) that will provide a series of assistance services for patients
starting from before they come to Japan and continuing after they return home. Such services
will include: coordination of examinations/care (including work relating to medical informationexchange when institutions judge foreign patients’ suitability prior to coming to Japan); multilanguage support through interpretation; arrangements for travel and accommodation; andagency service for payment of medical fees.
- In order to enhance Japan’s ability to appeal to foreign patients based on the high level of qualityof medical services and technology, this project will group individual Japanese medical
institutions into a virtual “Japan International Hospital” (tentative name) to conduct unified PR
of Japanese healthcare. Medical institutions that are proactive in treating foreign patients will
be recruited to participate in the “Japan International Hospital.” From among these participants,
proactive admission of foreign patients will be promoted particularly in the field of diagnosing
and treating cancer, a field that has high demand from overseas and in which Japanese medicalcare excels.

13(3) Division of Roles, Project Operators(*Note) Task Force for Global Reach of Japanese-style Medical Technology and Services, Inbound Working Group
members:
Cabinet Secretariat office of Health and Medical Policy; Ministry of Internal Affairs and Communications; Ministryof Foreign Affairs; Ministry of Education, Culture, Sports, Science and Technology; Ministry of Health, Labor andWelfare; Ministry of Economy, Trade and Industry; Japan Tourism Agency; Medical Excellence JAPAN<Japan Revitalization Strategy measures to be accelerated by this project>
In order to promote the international implementation of Japanese medical care (both inboundand outbound), this project will accelerate initiatives to examine mechanisms for systematicallydiscovering demand. This will include plans to publicize domestic medical institutions
providing healthcare of the world’s highest standards. It will also involve cooperation withforeign medical institutions.

14(II) Developing an Environment to Increase the Number of Tourists to Japan
5.

Showcasing Japan as a Country of Tourism
In order for Japan to achieve a position as the world’s leading “country of tourism,” this projectwill utilize tourism resources and other forms of potential to develop attractive world-classsightseeing areas. This will be done with the aim to achieve the goals of 20 million foreign visitors toJapan in 2020, and 30 million in 2030. In aiming to boost tourism as a key industry for the nation,
this project will implement the initiatives described below with regards to [1] sightseeing areas, [2]Tokyo, and [3] Narita and Haneda Airports.

[1] Sightseeing Areas(1) 2020 Showcasing Details○ From areas suitable to serve as top runners in Japanese tourism, some will be selected to serve
as joint public-private tourism area management organizations (Japanese versions of DMOs).
These organizations will carry out sightseeing area development and marketing. Throughintensive policy input from various ministries and agencies, this project will enhance tourism
resources, develop stress-free environments that can offer multi-language translation and otherservices, and publicize tourism information abroad. By 2020, these efforts will result in thecreation of sightseeing areas that are visited by an increased numbers of foreign tourists andthat embody the “country of tourism” vision.

(2) Specific Initiatives○ With regards to Japanese-version DMOs, in 2015 one or two areas will be selected from a groupof applicants to serve as models for attracting foreign tourists to rural areas. The selected areas
will serve as leaders in the development of sightseeing destinations and will establish Japaneseversions of DMOs that (i) build consensus among related entities, (ii) establish marketing-based
strategies, and (iii) manage various related projects.
The Japan Tourism Agency will act as a central facilitator in creating cross-divisional project
teams in administrative agencies, promoting cooperation and assisting the selected Japanese
DMOs.
Within five years, this project will create a national total of between five and ten of the “level3” Japanese DMOs indicated in the “Report by the Team for Policy Considerations on the
Vitalization of Towns, Peoples, and Jobs.”

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○ With regards to tourism resources, this project will thoroughly enhance sightseeing offerings
that are marketable to foreign tourists and create mechanisms to provide travel programs witha high level of satisfaction.
Specifically, the project will implement initiatives matched to individual regions, including(i) discovery/enhancement of tourism resources through dispatch of producers and use of “CoolJapan,” (ii) establishment of tourist reception programs utilizing the theme of “food andagriculture,” (iii) use of cultural assets, including “Japan Heritage” sites that are certified as
being important sites Japanese culture and tradition, and (iv) the training of guides to spreadand promote eco-tourism.
○ With regards to the development of stress-free environments, this project will undertake thecreation of environments in which foreign tourists can enjoy stay and travel that is easy andcomfortable.
Specifically, the project will focus on services that can be provided across Japan before 2020,
including (i) free public wireless LANs (Wi-Fi) and (ii) multi-language voice translation
support through smartphones and tablets. This will ensure that at areas chosen as JapaneseDMOs, foreign tourists can do sightseeing and utilize disaster prevention centers without
hindrance.
An additional initiative at areas selected as Japanese DMOs will be (iii) the provision ofmulti-language tourism area guides and the provision of information on dining locations that
accommodate religion-related needs. This will be done through the use big data (user attributes,
payment information, etc.) gained from dedicated card apps issued to foreign tourists.
○ With regards to disseminating information overseas, the project will increase tourism demandand develop sales channels for regional products by proactively publicizing the appeal of areas
selected as Japanese DMOs.
Specifically, the project will implement initiatives such as (i) overseas exhibits via the “Visit
Japan” project, (ii) support for overseas provision of broadcast content that advertises the appealof sightseeing areas, (iii) further information provision through cooperation with overseas
companies related to “Cool Japan,” and (iv) use of cultural programs.

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(3) Division of Roles, Project Operators[2] Tokyo(1) 2020 Showcasing Details○ By 2020, in the contiguous areas including Tokyo’s main stations, Olympics/Paralympics
facilities, and popular tourist destinations, this project will thoroughly promote barrier-freeaccessibility, provision of easy-to-understand guidance information, and the implementation ofbest practices for Japan and its super-aging society. These initiatives will be in addition to the“stress-free” efforts made in areas selected as Japanese DMOs.

(2) Specific Initiatives○ Aggressive goals for the advancement of barrier-free accessibility have been set as shown inthe chart below so that Japan will achieve a high standard ahead of other advanced nations.
Additionally, the project will promote improved customer reception through training of
public transport employees. It will also work towards positive attitudes toward barrier-freeaccessibility amongst the Japanese people through the use of campaigns promoting barrier-free
attitudes in public transportation and other areas.

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FY 2013
FY 2020% of height differences resolved in Tokyo train stations1
86%
Approx. 100%
1
Guidance facilities in Tokyo train stations
70%
Approx. 100%
Implementation of barrier-free access on designated roads2 in Tokyo
89%
Approx. 100%
(23 wards)
1
Stations with a daily average number of users of 3,000 or more (approx. 93.5% of all stations in Tokyo)
2
Designated roads: Of roads mutually connecting stations, government facilities, and hospitals, etc., those
designated by the Minister of Land, Infrastructure and Transport as road sections that are commonly usedby a large number of pedestrians who are elderly or handicapped.

○ With regards to provision of easy-to-understand guidance information, this project will involve
initiatives such as (i) expansion of information provision functionality of digital signage
through addressing users’ language and other attributes (e.g., mass provision of disaster
information, provision of coupons for museums, etc.), (ii) creation of new pictograms, (iii)enhanced provision of information about barrier-free routes.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators

Implementation of barrier-free accessibility in passenger facilities of public
transportation

Ministry of Land, Infrastructure, Transport and Tourism;
Tokyo Metropolitan Government; municipalities;
transportation companies; airport companies, etc.

Implementation of barrier-free accessibility in public transportation vehicles

Ministry of Land, Infrastructure, Transport and Tourism;
Tokyo Metropolitan Government; transportation companies,
etc.

Implementation of barrier-free accessibility in roads, urban parks, parking lots, andbuildings

Ministry of Land, Infrastructure, Transport and Tourism;
Tokyo Metropolitan Government, etc.

“Barrier-free attitudes”

Ministry of Education, Culture, Sports, Science andTechnology; Ministry of Land, Infrastructure, Transport andTourism; Tokyo Metropolitan Government; transportationcompanies, etc.

Promotion of easy-to-understand guidance signs

Ministry of Internal Affairs and Communications; Ministry of
Economy, Trade and Industry; Ministry of Land, Infrastructure,
Transport and Tourism; Tokyo Metropolitan Government;
municipalities; transportation companies, etc.

[3] Narita Airport, Haneda Airport(1) 2020 Showcasing Details○ At Narita and Haneda Airports, this project will enhance facilities’ convenience and amenities.
It will do so through improvement to airport access by railway and bus, and through theestablishment of information provision hubs utilizing the airports as gateways (including theworld’s most advanced toilets, use of robots, and publicizing of tourism resources in Japanese
DMO areas). These initiatives will take place in addition to the initiatives for stress-freeenvironments in areas chosen for Japanese DMOs. Additionally, the project will aim to spreadthe initiatives at Narita and Haneda to airports in other regions.
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(2) Specific Initiatives○ With regards to access to airports by railway and bus, the project will [1] compile a report on
the future plans for metropolitan railways in Tokyo at the Railway Division of the Transport
Policy Council within fiscal 2015, and further improve railway access; [2] further improve theconvenience of bus access with regards to late-night and early-morning use.
○ With regards to establishment of information provision hubs utilizing airports as gateways, theproject will utilize Japan’s superior technology and related initiatives as bases from which it
will send out information to the world. Specifically, at Narita and Haneda Airports, this project
aims to (i) use digital signage to provide sightseeing information to foreign tourists, (ii)showcase the world’s most advanced toilets, (iii) advance discussions aimed at introducing“communication robots” that will perform translation and guidance services.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators

Improvement of airport access by railway and bus

Ministry of Land, Infrastructure, Transport and Tourism;
transportation companies; airport companies

Using airports as a gateway for transmitting various information

Ministry of Internal Affairs and Communications; Ministry of
Economy, Trade and Industry, etc.; Ministry of Land,
Infrastructure, Transport and Tourism; airport companies, etc.

World’s most advanced toilets

Cabinet Secretariat, Division for the Promotion of a Society in
Which All Women Can Shine; Ministry of Land, Infrastructure,
Transport and Tourism; airport companies<Japan Revitalization Strategy measures to be accelerated by this project>This project aims to steadily implement such initiatives as A) creating operating structures
for organizations responsible for sightseeing area development, B) multi-language support
across the country, and C) the establishment of free public wireless LANs in tourist resorts. In
doing so, it will accelerate progress toward the development of appealing, world-classsightseeing areas and the development of an environment to receive foreign tourists. The projectwill lead to the accomplishment of the goal of 20 million foreign visitors travelling to Japan in
2020, and 30 million in 2030.

19

(III) Expanding Foreign Direct Investment In Japan and Improving Business
Environments
6.

Policies to Attract More Foreign Direct Investment In Japan(1) 2020 Showcasing Details○ With the Tokyo Olympics and Paralympics set to take place, 2020 will be a year of increased
international attention to Japan. Implementing priority initiatives to attract more foreign direct
investment in Japan will be effective in achieving FDI expansion. In doing so, it goes without
saying that taking into account the needs of foreign corporations is a must, but it is also essential
to establish business environments that are appealing to domestic corporations as well. It isnecessary to proactively publicize the results of business environment improvements madethrough promotion of measures included in the Growth Strategy and to cooperate with regional
municipalities to make strategic efforts towards discovering and attracting investments. This
project will also leverage such investment discovery and attraction to accelerate domestic
regulatory and system reforms.
○ In aiming for the expansion of foreign direct investment in Japan, this project will set 2020 asa target year and fully utilize the 2020 Tokyo Olympics/Paralympics and other international
events to publicize Japan’s countrywide initiatives, including business conferences, to foreigncountries.

(2) Specific Initiatives○ This project will involve strategic events that will serve to advertise Japan’s investment
environment, aid discovery of new investment projects, and publicize large-scale investment
projects. These events will be held in 2020, the year of the Tokyo Olympics/Paralympics. The
project will also strategically implement individual, specific investment-drawing activities incooperation with municipalities that are motivated and possess the strengths needed to attract
foreign corporations. Additionally, efforts to attract companies will be made in connection withlarge-scale international events. Depending on the target for investment expansion, it will also
be necessary to plan events incorporating non-business elements as well. In order to achievethis, the project will carry out the initiatives listed below.

[1] Japan Business Conference (JBC): 2020
- The UK utilized the London Olympics as an opportunity to hold a PR event (The British
20Business Embassy) to promote both foreign direct investment in the UK and the overseas
expansion of UK corporations. Utilizing this initiative as a reference, in conjunction with the2020 Tokyo Olympics/Paralympics, Japan will invite CEOs of foreign companies to bereceived by relevant Cabinet members. It will simultaneously create opportunities toproactively publicize Japan’s investment environment.

[2] Regional Business Conference (RBC): 2019–2020- In addition to the 2020 JBC, regional municipalities and Bureaus of Economy, Trade andIndustry that are proactive in attracting foreign corporations will cooperate to create an
opportunity for business matching and for business representatives to advertise companies at
the regional level. In order for these events to produce significant results, it is essential toconstantly strengthen initiatives toward attracting foreign corporations. Towards this end,
starting this fiscal year, JETRO will provide meticulous support to a wide range of regional
municipalities. This support will include information provision, helping individual regional
municipalities ascertain their strengths, selecting and approaching individual target
corporations, and site selection assistance/follow-up.

[3] Utilizing the Opportunity of the Jointly-Held World Economic Forum and the World
Forum on Sport and Culture- In the fall of 2016, the World Forum on Sport and Culture (see Note) will be held throughcooperation between the business community and regional public organizations. This Forumis planned to be held in conjunction with the World Economic Forum, and the Young Global
Leaders meeting is planned to be held around the same time. Utilizing both meetings’
participants’ global communicative strengths, this project will endeavor to attract investment.
These initiatives will include organizing joint sessions between the World Economic Forumand the World Forum on Sport and Culture on the theme such as the “cutting-edge scienceand technology.”(*Note) Discussions underway on the Forum plan as a kick-off event to internationallypromote the Olympics/Paralympics movement. Leading up to the Tokyo 2020
Olympics and Paralympics Games, the forum will be an opportunity to discuss andpromote the international contributions of and tangible/intangible legacies of sports
and culture.
21

[4] Expansion of Venture Capital FDI in Japan through Interlinking with a Global Venture
Ecosystem- As the world enters a new era of competitive business models through IoT, Big Data, and AI,
the vitalization of innovative venture activities is extremely important to the growth ofJapan’s national economy. In particular, it is essential to foster venture companies that arecompetitive on a global level. The recent revisions to the Growth Strategy include initiatives
such as the “Bridge Project Between Silicon Valley and Japan.” In conjunction with thisproject and other measures, a large-scale Global Venture Summit will be held in 2020.
Startup-fostering events and music festivals focused on students and young entrepreneurs thatare held in conjunction with business events in overseas countries will also be used as areference when planning the Venture Summit.

(3) Division of Roles, Project Operators
Initiative Breakdown

Division of Roles, Project Operators

Japan Business Conference

Ministry of Economy, Trade and Industry; other relevant
ministries and agencies

Regional Business Conference

Regional municipalities; Regional Bureaus of Economy, Tradeand Industry, etc.

World Forum on Sport and Culture

Ministry of Education, Culture, Sports, Science andTechnology; other relevant ministries and agencies

Global Venture Summit

Ministry of Economy, Trade and Industry; other relevant
ministries and agencies<Japan Revitalization Strategy measures to be accelerated by this project>This project will advance improvements to business environments and the evolution ofJapan’s system for attracting investment toward the goal of promoting foreign direct investmentin the country. It will also advance the creation of a global venture ecosystem. The project will
accelerate improvement/enhancement of business environments with an eye to 2020. In
conjunction with the advancement of the project itself, it will be necessary to proactively
promote to overseas countries the results of initiatives that will be undertaken.

[Main Initiatives in the Japan Revitalization Strategy to Improve/Enhance Business
Environments]
Frontier Challenge
Strengthening Corporate
GovernanceImprovement/Enhancement Initiatives- Use of corporate verification exemption system- Use of system to eliminate gray zones- Expanding the adoption of Japanese Stewardship Code- Expanding the adoption of Corporate Governance Code- Examining integrated disclosure of corporate information- Revision of stockholders’ general meeting processes
22Business Start-Up and
Venture Support
Promotion of Business
Revitalization

Employment System
Reforms

Human Resources Training

Utilization of Foreign Talent

Promoting Innovation

Utilization of IT- Business start-up support at the Tokyo Start-Up One-Stop Center- Creation of global ventures through the “Bridge Project Between
Silicon Valley and Japan”- University reforms to nurture the creation of global venturecompanies- Examining legal frameworks geared toward swift and smoothbusiness revitalization- Creation of a “highly-skilled professional system”- Expansion scope of work to which the planned discretionary
work system applies- Revisions to the “flex time” system- Expanding the adoption of diverse full-time employees- Implementation of exceptions to change fixed-term employmentof laborers with expert knowledge to non-fixed-term
employment- Creation of a conflict resolution system with a high level ofpredictability- Establishment of Employment/Labor Consultation Centers andthorough clarification/publication of employment rules via“Employment Guidelines”- Examining introduction of English as a class in primary schools- Increasing the ratio of foreign faculty and the ratio of English
classes at universities- Systematization of new institutes of higher education offering
practical vocational training- Publicizing and utilization of a new visa status with indefinite
period of stay specialized for highly-skilled foreign talent- Improvements to environment for receiving foreigners, including
multi-language support, deployment of medical interpreters, andenhancement of educational environments for children fromoverseas- Enhancing ability to match exchange students seeking jobs with
job openings through foreigner employment service centers and“exchange student corners” at Hello Work centers offering
assistance to new graduates- Promotion of an active role by foreign talent in IT, tourism, andother professional/technical fields- Promotion of the Strategic Innovation Promotion Program (SIP)- Promotion of the Impulsing Paradigm Change throughDisruptive Technologies Program- Promotion of the “Cross Appointment” system for R&D humanresources of universities, research institutes, and companies- Expediting of patent examinations- Enhancement of national university management throughcompetition between universities- Creation of system of Special Research Universities andDistinguished Graduate Schools- Utilization of Big Data under Personal Information Protection
Law- Introduction of the My Number system and expansion of thescope of its use- Creation of Agency Service Institutions to handle the circulationof personal data
- Promotion of competition and improvements to the usage
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Tax System Reform

National Strategic Special
Zones

Expanded Use of PPP/PFIEnergyEconomic Cooperation

Countermeasures Against the
Declining Birthrate,
Promotion of an Active Roleby Womenenvironment in the field of mobile communications- Expansion of frequency band for mobile communications- Corporate tax reform aimed at growth- Regulatory reforms and actualization of project plans withregards to the International Business Innovation Hub (Tokyo
Metropolitan Area), Healthcare Innovation Hub and Support for
Motivated Job Seekers (Kansai Region), Large-Scale Agriculture
Reform Hub (Niigata City, Niigata Pref.), Hub for Reform ofAgriculture in Semi-Mountainous Regions (Yabu City, Hyogo
Pref.), Hub for Employment Reform Aimed at Creating
Businesses (Fukuoka City, Fukuoka Pref.) and the International
Tourism Hub (Okinawa Pref.)- Regulatory reforms and actualization of project plans in regional
revitalization special zones (Hub for Reform Aimed at
Agricultural and Medical Exchange [Semboku City, Akita Pref.];
Hub for Reform Aimed at Active Roles by Women and Social
Entrepreneurship [Sendai City, Miyagi Pref.]; Hub for
Comprehensive Reform of Education, Employment, andAgriculture Aimed at Fostering Agricultural Leaders [Aichi
Pref.]).
- Promotion of the formation of projects by opening public sector
infrastructure operating companies to the private sector- Promotion of power system reforms (system design, including
general deregulation of the retail market and the legal separationof the transmission and distribution sector)- Promotion of reform to gas systems and heat supply systems(system design such as the general deregulation of the retailmarket)- Realization of TPP, RCEP, Japan-China-Korea FTA, Japan-EU
EPA, etc.
- Promotion of the creation and revision of investment agreements
and tax treaties- Implementing the plan to accelerate solutions to the childcare
waiting list problem- Implementing the plan to secure childcare workers- Implementing the comprehensive plan for afterschool childcare- Rectifying long working hours through laws on the promotion ofactive careers by women; workplace environment improvements
to promote men’s taking time off for child rearing- Utilization of foreign human resources for housekeeping
assistance24