White Paper on Tourism in Japan, 2022 (Summary)Japan Tourism Agency
June 2022

[Part I] Tourism Trends◯ Global Tourism Trends ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 2◯ Tourism Trends in Japan(The number of international visitors)

・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 3◯ Tourism Trends in Japan（Tourism consumption by international visitors / Overseas Travel）◯ Tourism Trends in Japan （Domestic Travel/Consumption in Domestic Travel)◯ Tourism Trends in Japan（Overnight Trips）

・・・・・・・ 4

・・・・・・・・・・・・・・・・・・・・・ 5

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 6

[Part I]Global Tourism Trends◯In the “International Tourist Arrivals by Country/Region Rankings” of 2020, Japan ranked 21st (5th in Asia) with 4.12 million
people, while Japan ranked 12th (3rd in Asia) with 31.88 million people in 2019.
◯According to the World Tourism Organization (UNWTO), the number of international tourists in 2021 was 421 million people,
which is 18 million people more than that in 2020 (up 4.6% from 2020, but down 71.3% from 2019). Significant reduction intourism demand continued due to travel restrictions to prevent the spread of COVID-19, etc.
（Figure I-２）International Tourist Arrivals by Country/Region
Rankings（2020）(10,000 people)
0

FranceItaly
MexicoUnited States
Spain
TurkeyAustria
Germany
PolandChina
Hungary
GreeceNetherlands
United Arab Emirates
ThailandPortugal
RussiaIndia
Croatia
Malaysia
Japan
Saudi Arabia
Viet Nam
Switzerland
Egypt
UkraineSlovakia
CanadaMacau
Republic of South Africa
MoroccoBulgaria
Puerto Rico
Belgium
Albania
Korea
Dominican Republic
BrazilArgentina
Singapore

1,000

840
800
740
740
730
720
670
650
640
630
550
430
412
410
380
370
370
340
320
300
280
280
280
270
260
260
250
250
240
210
210
210

2,000

1,940
1,890
1,590
1,510
1,240

3,000

2,520
2,430

4,000

5,000

4,000

（Figure I-５）Trend in the Number of International Tourists(100 million people)
16

14.7
14.2
13.4

14
12.1

12.5

11.5

12

11.1
10.6
10.0

10

Japan ranked 21st in the world
and 5th in Asia

Source: Prepared by the Japan Tourism Agency based on data from UNWTO (World Tourism Organization)
Note 1: The number of tourists is calculated according to different statistical standards for each country/region, so care must be taken whencomparing the figures. (Example: The number of foreign crew members (crew numbers) is not included in the statistics of Japan, but is i
included in the statistics of France, Spain, China, South Korea, etc.)
Note 2: The figures in this table are provisional values as of May 2022.
Note 3: The numbers for the United Kingdom, Indonesia, Czech Republic, Denmark, Ireland, Iran, and Kyrgyzstan for 2020 have not yet
been published, but due to the impact of the Novel Coronavirus Diseases(COVID-19), it is assumed that the numbers for 2020and earlier will differ significantly from those for 2019 and earlier. For this reason, the past numbers are not. shown in the Figure
Note 4: The figures used in this table are principally the number of foreign visitors staying at least one night, excluding Japan, Russia, Vietnam,
South Korea, Taiwan, and Australia.
Note 5: The green-colored bars in the graph shows the countries/regions in Asia.
Note 6: Since the number of international tourists may be announced later or updated retroactively, the rankings may change depending on thetime when the figures are adopted.

9.1

9.3

8.6

9.6
9.0

8.1
7.5

8
6.3

6.7 6.7 6.9 6.9

6
4.2
4

4.0

2
19992000 01

02

03

04

05

06

07

08

09

10

11

12

13

14

15

16

17

18

19

20

21

(Year)
Source: Prepared by the Japan Tourism Agency based on data from UNWTO (World Tourism Organization)

2

[Part I]Tourism Trends in Japan（ The number of international visitors ）◯The number of international visitors in 2021 was 246 thousand (down 94.0% from 2020, down 99.2% from 2019).
◯The breakdown of the number is as follows: 119 thousand people from Asia (48.5% of the total), including 67 thousandpeople from East Asia (27.4%) and 43 thousand people from Southeast Asia (17.4%), 24 thousand people from North
America (9.6 %) and 26 thousand people from 5 major European countries (UK, France, Germany, Italy and Spain)(10.6%).
（FigureⅠ-８）Trend in the Number of International Visitors（FigureⅠ-９）Number of International Visitors :Breakdown by Country/Region (2021)（10,000 people）
3,500
3,188
3,119
3,000

2,869

2,404

2,500

1,974

2,000

1,500

1,341
1,036

1,000

521

614

673

733

861

835 835
679

836
622
412

500

25
0
2003 04

05

06

07

08

09

10

11

12

13

14

15

16

17

Source: Prepared by the Japan Tourism Agency based on data from the Japan National
Tourism Organization

18

19

20

21

(year)

Source: Prepared by the Japan Tourism Agency based on data from the Japan National Tourism
Organization
Note 1: Numbers in parentheses indicate percentages among the total number of international
visitors to Japan.
Note 2: “Others” includes countries and regions in Asia and Europe not specified in the above
Figure.
Note 3: Totals may not be exact due to rounding.

3

[Part I] Tourism Trends in Japan（Tourism consumption by international visitors /Overseas Travel ）○Tourism consumption (estimated) by international visitors in 2021 was 120.8 billion yen (down 83.8% from 2020,
down 97.5% from 2019).
◯The number of Japanese overseas travelers in 2021 was 512 thousand (down 83.9% from 2020, down 97.4% from2019).
（FigureⅠ-11） Trend in the tourism consumption
by international visitors
Year
2012
(Heisei 24)
2013(Heisei 25)
2014(Heisei 26)
2015(Heisei 27)
2016(Heisei 28)
2017(Heisei 29)
2018(Heisei 30)
2019(Reiwa 1)
2020(Reiwa 2)
2021(Reiwa 3)

Tourism consumption byinternational visitors（FigureⅠ-18）Trend in the Number of Japanese Overseas Travelers
2,500(10,000 people)

1,084.6 billion yen
1,416.7 billion yen
２,027.８ billion yen

2,000
1,699

1,849

1,747 1,690

1,612

1,712

1,789

1,895

2,008

1,500

３,477.1 billion yen
３,747.6 billion yen

1,000

４,416.２billion yen
４,51８.9 billion yen

500

317

４,813.5 billion yen
744.6 billion yen

51
0
2011

12

13

14

15

16

17

18

19

20

(year)

120.8 billion yen

Source: Japan Tourism Agency “International Visitor Survey”
Note 1: Please note that there was a change of statistical basis. The survey focused mainly on travelers using airports
until 2017; however, in light of the rapid increase in the number of cruise travelers, who tend to stay for a shortperiod of time, the scope of the survey was expanded to cover cruise travelers since 2018.
Note 2: Due to the impact of COVID-19, the surveys for the April-June, July-September and October-December periods in 2020
were canceled. The survey results for the January-March period in 2020 were used to estimate the figures for the
tourism consumption of 2020. Also,the surveys for the January-March, April-June and July-September periods in 2021
were canceled. the survey results for the October-December period in 2021 were used to estimate the figures for the
tourism consumption of 2021,therefore care must be taken when comparing the figures with those of 2019 and earlier.

21

Source: Prepared by the Japan Tourism Agency based on data from the Japan National
Tourism Organization

4

[Part I] Tourism Trends in Japan（Domestic Travel/Consumption in
Domestic Travel)◯In 2021, the total number of Japanese who took domestic overnight trips was 141.77 million (down 11.8% from
2020, down 54.5% from 2019), and the figure for domestic one-day trips was 126.44 million (down 4.7% from
2020, down 54.1% from2019).
◯Tourism consumption by Japanese and international visitors was 9.4 trillion yen in 2021 (down 14.5% from 2020,
down 66.3% from 2019).
（Figure I-21）Trend in the Numbers of Japanese Taking
Domestic Overnight Trips and One-day Trips（Figure I-23）Tourism Consumption in Japan(10,000 people)

70,00063,09560,00059,522 60,472

Domestic Consumption by

Consumption by

Japanese Overseas Travelers

International Visitors

0.1 trillion yen (1.2%)

0.1 trillion yen(1.3%)

Domestic One-

64,108 64,751
56,178Domestic Overnight Trip
Consumption by

day Trip

58,710Japanese

Consumption by

7.0 trillion yen（74.3

Japanese

50,00031,05329,788 29,173

27,07340,00027,548(23.3%)

29,341

30,00020,00032,04232,56629,734

13,27132,33331,29929,10531,162

10,00026,821
12,644

16,070 14,177

0
2013

14

15

16

Overnight Trips

17％）

2.2 trillion yen

31,542 32,418

18

19

One-day Trips

Source: Japan Tourism Agency "National Tourism Survey”

20

21(year)(trillion yen)
2012

13

14

15

16

17

18

19

20

21

Domestic Overnight Trip
Consumption by Japanese

15.0

15.4

13.9

15.8

16.0

16.1

15.8

17.2

7.8

7.0

Domestic One-day Trip
Consumption by Japanese

4.4

4.8

4.5

4.6

4.9

5.0

4.7

4.8

2.2

2.2

Domestic Consumption by
Japanese Overseas Travelers

1.3

1.2

1.1

1.0

1.1

1.2

1.1

1.2

0.3

0.1

Consumption by International
Visitors

1.1

1.4

2.0

3.5

3.7

4.4

4.5

4.8

0.7

0.1

Total

21.8

22.8

21.6

24.8

25.8

26.7

26.1

27.9

11.0

9.4

Source: Prepared from the ""National Tourism Survey " and “International Visitor Survey”” by the Japan Tourism Agency
Note 1: Figures for "Domestic Consumption by Japanese Overseas Travelers" in 2021 are estimates due to the small number of
responses regarding overseas travel due to the impact of COVID-19.
Note 2: Due to the impact of COVID-19, surveys for the January-March, April-June and July-September periods in 2021 werecanceled. the survey results for the October-December period in 2021 were used to estimate the figures for "Consumption by
International Visitors" in 2021.
Note 3: Due to the impact of COVID-19, the surveys for the April-June, July-September and October-December periods in 2020 werecanceled. The survey results for the January-March period in 2020 were used to estimate the figures for "Consumption by
International Visitors" in of 2020.

5

[Part I] Tourism Trends in Japan（Overnight Trips）◯In 2021, the national average for room occupancy rates was 34.5%, remaining low as in 2020.
◯The total number of guest nights fell for both Japanese and international visitors, but by region,
the declines in Kinki region and Okinawa stood out.
（FigureⅠ-26）Room occupancy rates by accommodation type （FigureⅠ-38) Total number of guest nights by regional block(Contribution Degrees by Japanese andInternational Visitors Changed from 2019) (2021)

(％)
90
80
70

Hokkaido

79.2
74.2
60.3

60
50

56.0

78.7

79.5

80.2

74.4

75.3

75.5

59.7
56.9

61.2

57.5

58.3

79.5

37.5

44.4

39.6

Entirety

Ryokan17

18
Resort Hotel

19

20

Business Hotel

Source: Japan Tourism Agency "Overnight Travel Statistics Survey”
Note 1: Preliminary figures for 2021

-40

-34.6

-47.6

34.1
30.0

34.5
34.1
27.9

-60

25.0

22.7

-70

(year)

-80
（%）
（%）

21

City Hotel

-33.6

-22.3

-7.8
-42.4

-50

34.3

20
16

-25.4

-3.9
-23.6

58.5

30

2015

Hokuriku
Shinetsu

Chubu

Kinki

-28.4

-25.3

Chugoku

Shikoku

KyushuOkinawa Nationwide

-29.2

-35.8

-28.4

-29.7
-44.1

-30

38.8

-29.7

-20

62.7

40
37.1

-24.0

75.8

42.8

37.0

Kanto

0
-10

60.5

Tohoku

-7.6

-12.7
-30.7

-36.8

-41.2

-7.9
-43.7

-47.7

-14.3

-18.7

-44.0

-47.1
-22.9

-55.9
-66.9

Japaneseinternational visitor

entirety

Source: Japan Tourism Agency "Overnight Travel Statistics Survey”
Note 1: Preliminary figures for 2021

6

[Part II]
Tourism Industry Facing COVID-19 Infections
and Its Coming Challenges〇 Impact of COVID-19 (Situation Surrounding Businesses)

・・・・・・・・・・・・・・・・・・･・・・・・・・・・・・・・ 8○ Impact of COVID-19 (Employment Situation, Impact on Local Economy)

・・・・・・・・・・・・・・・・・・ 10○ Environmental Changes in the Domestic Travel Market (Micro-Tourism, Diversification ofTravel Demand)・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 11○ New Tourism Exchange Markets (Workation, Second Hometown Creation) ・・・・・・・・・・・・・・・・・・・・・・・・・・ 12○ Increased Importance of “Sustainable Tourism” in Post-Covid-19○ Structural Challenges the Tourism Industry Is Facing

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 13

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 15○ Improvement of Structural Challenges the Tourism Industry Is Facing ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 17○ Digital Transformation in Tourism Field

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 19

[Part II] Impact of COVID-19 (Situation Surrounding Businesses)○The degree of recovery in sales in the tourism-related industries is particularly slow in the accommodation services and in theliving-related and personal services, which includes tourism services. The accommodation services, looking at sales by size,
are in a difficult situation regardless of the size of the business.
○Operating income in the tourism-related industries generally remained negative in 2020, and there were signs of aslight recovery in the second half of 2021 and beyond, but the industries continue to face difficult conditions.
（FigureⅡ-１） Trends in Tourism-Related Industry Sales（2019～2021）（FigureⅡ-３）Trends in Operating Income of
Tourism-Related Industries（2019～2021）

Source: Ministry of Finance “Financial Statements Statistics of Corporations by Industry”（FigureⅡ-２）Trends in the Sales of Accommodation
Services by Size (2019～2021）

Source: Ministry of Finance “Financial Statements Statistics of Corporations by Industry”

Source: Ministry of Finance “Financial Statements Statistics of Corporations by Industry”
Note１：Large companies are capitalized at 1 billion yen or more, middle-scale companies are capitalized
at 100 million yen or more but less than 1 billion yen, and small and medium-sized companies
are capitalized at 10 million yen or more but less than 100 million yen.

8

[Part II] Impact of COVID-19 (Situation Surrounding Businesses)○Looking at debt ratios in tourism-related industries, the accommodation services tend to have a higher debt ratio thanother industries. Looking at the accommodation services by size, the debt ratios of middle-scale companies and small
and midsize companies have increased significantly since 2020, indicating that the services are in a difficult situation.
○Annual bankruptcies in the accommodation services increased significantly in 2020 and decreased in 2021, while bankruptcies in the
tourism services increased in both 2020 and 2021. The government continues to provide support such as cash flow support bygovernment-affiliated financial institutions and employment adjustment subsidies, but meticulous support for business continuity
and employment security are still needed.
（FigureⅡ-11）Trends in Debt Ratios in the Tourism-Related Industries（2019～2021）（FigureⅡ-13）Annual Bankruptcies in the Accommodation
Services(case)
150

145

134

128

112 118

103

100

118
83

85

81

78

78

75

63

86
39

50
55

47

0
2008 09
Source: Ministry of Finance “Financial Statements Statistics of Corporations by Industry”（FigureⅡ-12）Trends in Debt Ratios by Size in the Accommodation Services（2019～2021）

10

11

12

13 14 15 16 17 18 19 20 21(year)
COVID-19-related bankruptcy

Source: Prepared by the Japan Tourism Agency based on “articles related to corporatebankruptcy" by Tokyo Shoko Research, LTD.
Note１：Data of the accommodation services was released on January 13, 2022.

（case）（FigureⅡ-14）Annual Bankruptcies in the Tourism Services
80
59
60

56

54
42

40
20
0
Source: Ministry of Finance “Financial Statements Statistics of Corporations by Industry”
Note１：Large companies are capitalized at 1 billion yen or more, middle-scale companies are capitalized at 100 million yen or more but
less than 1 billion yen, and small and medium-sized companies are capitalized at 10 million yen or more but less than 100 millionyen.
Note２：Since middle-scale companies in the accommodation industry had negative net assets in the January-March 2021 period, theirdebt ratios were not calculated in the Financial Statements Statics of Corporations by Industry.

48
37

37
26

27

28

27

25

26

31
6

19

25

7

(year)
COVID-19-related bankruptcy
新型コロナウイルス関連倒産
Source: Prepared by the Japan Tourism Agency based on “Articles Related to Corporate Bankruptcy" by Tokyo
Shoko Research, LTD.
Note１：Data of the travel services was released on January 12, 2022.

9

[Part II] Impact of COVID-19 (Employment Situation, Impact on Local Economy)○The number of employees in the accommodations, restaurants, and other living-related and personal services has declined
significantly since 2021, compared to other industries.
As for wages, the accommodations and eating and drinking services also shows a large decrease after 2020.
○Tourism consumption by destination decreased significantly in 2021 compared to 2019 in all blocks, including Hokkaido andOkinawa.

Okinawa

Kyushu2020

Shikoku

Apr-Jun Jul-Sept Oct-Dec

Chugoku

Jan-MarKinki

Apr-Jun Jul-Sept Oct-Dec

Chubu

Jan-Mar

Kanto

0

Tohoku（％）

Hokkaido

5
0
-5
-10
-15
-20
-25
-30
-35

Hokuriku-Shinetsu（FigureⅡ-16）Change in the Number of Employees (compared tothe same period in 2019)（Figure Ⅱ-23） Percent Changes in Tourism Consumption by Destination（％）
10
in 2021 (compared to 2019)

-10

2021

all industries
Source: Prepared by the Japan Tourism Agency
based on the Labor Force Survey by the
manufacturing industry
Source:Preparedby theJapan
based on the Labor Force Survey by the Ministry of
Ministryof Internal
Affairs
and Tourism Agencytransportationand postal industry
Communications
Internal
Affairs and Communications
accommodation services

-20
-30

（Figure Ⅱ-19） Changes in Wages (Accommodations and Eatingand Drinking Services)

（％） 5
0

-40

-5

-50

-29.4

-42.6
-47.8

-10

-51.1

-15

-55.1

-60
January
February
March
April
May
June
July
AugustSeptember
OctoberNovember
DecemberJanuary
February
March
April
May
June
July
AugustSeptember
OctoberNovember
DecemberJanuary
February
March
April
May
June
July
AugustSeptember
OctoberNovember
December-20

2019
total of employment statuses

2020
general worker

2021

-70
-80

-62.5
-65.5

-48.3

-51.3

-50.9 -52.3

-54.8

-57.6
-60.4

-58.8
-65.8

Overnight Trips

-60.1
-64.7

One-day Trips

-72.3
-72.9

part-time worker

Source: Prepared by the Japan Tourism Agency based on the "Monthly Labor Survey" by the Ministry of Health, Labor and Welfare
Note１：The Values indicated in 2019 and 2020 are ones compared to those of the same month of the previous year, and the values
in 2021 are ones compared to those of the same month of 2019.
Note２：Total cash wages, the sum of salaries regularly paid and salaries paid on special occasions, are wages, salaries, allowances,bonuses, and other payments paid in currency by employers to workers as compensation for their labor, regardless of thename under which they may be called. The amount paid in currency by an employer to a worker as compensation for labor,
before income tax, social insurance premiums, union dues, payments for purchases, etc., are deducted.

Source: Japan Tourism Agency "National Tourism Survey"
Tourism and Recreation Purposes10[Part II]Environmental Changes in the Domestic Travel Market (Micro-Tourism,
Diversification of Travel Demand)○Due to the spread of COVID-19, Japanese travelers have changed their choice of sightseeing spots,
avoiding major sightseeing spots and urban areas where they are likely to be dense.
○The trend of tourism within neighborhoods (so-called micro-tourism) continues to develop, but future trends need to bemonitored closely.
○The rate of decrease in tourists, who used to concentrate on holidays, national holidays, Golden Week, and the beginning of
the New Year, is particularly large. They tend to avoid crowded periods.
（FigureⅡ-31）Total Number of Travelers by Prefecture(by Destination)（FigureⅡ-33）Percentage of Intra-Regional Travelers within
the Regional Block by Area of Residence(Comparison between 2019 and 2021)（10,000 people）
1,600
2019

2021

1,400

（％）

1,200

100.0

1,000
800

90.0

600

80.0

400
200

70.0

0
H

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Source: Japan Tourism Agency "National Tourism Survey ” Domestic Overnight trips for Tourism andRecreation Purposes（FigureⅡ-29）Percentage Change in Domestic Travelers by Day of the
Week in 2021 (compared to 2019) (47 city-ward destinations)
（％）

-50
-60
-70

-57.7

-58.3

-58.0

-59.5

-61.6

-64.4
-74.3

-70.8
-77.3

-80

Source: Prepared by the Japan Tourism Agency using mobile dataNote１：The 47-city-ward destinations refer to visits to the surveyed areas (47 city-wards in the prefectural
capitals of Japan).
Note２：Data for January 1 to September 30, 2019 and January 1 to September 30, 2021.

60.0
50.0
40.0

87.5

82.8

30.0

81.0 77.1

72.6
54.5

53.3

20.0

51.5

62.7

59.3

10.0
0.0

2019 2021 2019 2021 2019 2021 2019 2021 2019 2021 2019 2021 2019 2021 2019 2021 2019 2021 2019 2021
Hokkaido

Tohoku

Kanto

Hokuriku-

Chubu

Kinki

Chugoku

Shikoku

Kyushu（year）

Okinawa

Shinetsu

Source: Japan Tourism Agency “National Tourism Survey”
Domestic Overnight trips for Tourism and Recreation Purposes11[PartⅡ] New Tourism Exchange Markets (Workation, Second Hometown Creation)○With the growing preference for regional areas and the spread of telework as a result of COVID-19 outbreak, initiatives todevelop new exchange markets, such as workcations* and "second hometown" creation (repeated travel to and fromthe region) are also being promoted.
※Workcation is a term coined by combining the words "work" and "vacation. It refers to working in a place diﬀerent from one's usual
workplace or home, using telework. etc. while also spending time on one's own.

（FigureⅡ-49）The need to Have a Hometown Other Than the• Workcation awareness among employees is 80.5%.(79.1% in 2020）
Hometown where One Was Born and Raised（FigureⅡ-43）Awareness and Understanding of Workation•

The workcation experience rate was 4.2%.(4.3％ in 2020）•

4.2%
Havingexperienced

•

19.6%

9.3%

Haven’t heard

Not yet experienced

or known

while the company

Do you want a place where you can feel as if you were returning to yourhometown where you were born and raised?
56% of respondents would like to have a second hometown, more than the
majority.
Wouldn’t
like to haveit, 19%is equipped with

8.5%

workations

Not known
although having

58.5%

heard

Not yet experienced andWouldn’t
like to haveit so much,25%

the company has notoffered wokation

Case of Workations[Unilever Japan]•

Would liketo have it alittle, 35%

Source: Prepared by the Japan Tourism Agency based on the "Survey on New Styles of Returning Home"(conducted in September 2021), surveyed by " Jalan Weekly"

Source: Japan Tourism Agency survey (conducted in November 2021)•

Would like tohave it, 21%Case of Second Hometown Creation[Hokuto City, Yamanashi Prefecture]

In collaboration with eight local governments, employees participate in activities such as
local events and contribute to the community by giving lectures at elementary schools, etc.
It also benefits the company through employee development and the creation of new
business ideas.

••

Rice cultivation is conducted as employee training for multi-generational gatherings inan area that had become a wasteland due to abandoned cultivation.
While visiting the region many times over a period of nearly a year and engaging inrice farming, visitors participate in solving local problems.

12[Part Ⅱ]Increased Importance of “Sustainable Tourism” in Post Covid-19○The outbreak of COVID-19 has triggered a growing worldwide need for travel that is more in touchwith the natural environment rather than crowded, well-known tourist destinations.
○There is a global trend heightened toward greater awareness of sustainable behavior in the way
people spend their time on travel destinations, and efforts toward sustainable tourism will be important in
the future.

※Sustainable tourism is deﬁned by the UNWTO as "tourism that fully takes into account its current and future economic, social, andenvironmental impacts while addressing the needs of visitors, the industry, the environment, and the communities that host them.

（FigureⅡ-61）Increased Awareness of Sustainable Tourism
among Global Travelers Due to Impact of the Pandemic
Travelers in the world who responded, "The pandemic has made me want totravel more sustainably than I do now：61％（FigureⅡ-63）Number of Hotel Searches on Tripadvisor YoYchanges index)
0

50

100

150

200

250

On-farm Facilities

Examples of Sustainable Practices: Recycling, Reducing the amount of garbage, Using public
transportation, etc.
Source：Booking.com”Sustainable Travel Report 2021”
Note１：Conducted online in March 2021 for 29,349 persons aged 18 and older in 30
countries and territories.

（FigureⅡ-62）How to Spend Time on Travel Destinations
0

20

40

Changed behaviors in travel to increase sustainability,and began walking, riding bicycles, and hiking wheneverpossible60

100 （％）Camp Grounds

208

Vacation Rentals

207

Hotels near Lakes

181

Family Resorts

84

Hotels in the City Center

81

52
34

Would like the money spent during the trip to go back to
the local community

49

Desire to have an authentic experience that isrepresentative of the local culture during the trip

47

Would like to get advice from a travel agent on how tobehave more sustainably while traveling

80

235

Budget Hotels

69

Low-cost Hotels

67

68

72

41
22

If there is a way to offset the carbon footprint of theaccommodations to be used, it would be nice to do it

Travelers in the World

56

Source： Prepared by the Japan Tourism Agency based on Tripadvisor ”beyond COVID-19: The Road to
Recovery for the Travel Industry” (May 2020)

34

Japanese Travelers

Source: Prepared by the Japan Tourism Agency based on data from Booking.com's "Sustainable Travel" survey (2019)
Note１： Conducted from February to March 2019. 18,077 participated from 18 markets
worldwide (more than 1,000 each from Brazil, Canada, China, France, Germany, India,
Indonesia, Italy, Japan, Mexico, the Netherlands, South Korea, Spain, Taiwan, theUnited States, and the United Kingdom; 883 from Israel).
Note２：The chart shows the percentage of respondents who answered "yes."

13

[PartⅡ] Increased Importance of “Sustainable Tourism” in Post-Covid-19○In anticipation of the post-COVID-19, it is necessary to promote sustainably the creation of a tourism area that is"good to live in and good to visit" so that local residents can feel the benefits of tourism while preserving local resources suchas the natural environment, culture, and local industry.

Examples of Creating Sustainable Tourism Areas in Japan

Future Sustainable Tourism Initiatives by the Japan Tourism Agency

Preservation of Cultural
Properties throughAdmission Fees

Refinement of Local
Industries as Tourism
Content• The Sanbutsu-do Hall of Rinnoji
Temple in Nikko underwent its
first major conservation
renovation since the Showa
period.
• The state of conservation andrepair of cultural properties thatare normally closed to the public
is opened to the public, and theadmission fee is used to coverpart of the repair costs.

• In the Tsubame-Sanjo area, thefactories and other facilities thatgather in the community are
opened to the public, and events
are held to allow visitors to tour
and experience the work.
• The initiative aiming to increase
the number of local fanscontributes to issues related tothe preservation of traditional
crafts, such as the lack ofsuccessors to artisans.

○ Prevention of Overtourism

・Outbreak of Congestion ⇒ Diversification of Timing, Time, andLocation of Visitors

・Violation of Manners ⇒ Raising Visitor Awareness+ Spreading the Benefits to Local Residents○ Conservation and Revitalization of the Natural
Environment, Culture, and Other Local Resources

・ Maintenance of wooden paths, restrooms, etc. ⇒ Conservationof natural environment using user fees
・ Protection of cultural assets ⇒ Preservation and repair ofcultural assets through the use of admission fees, etc.

○ Creating a Sustainable Tourism Area

・Transient efforts relying on subsidies ⇒ Continuous collaboration among
related parties to create a self-reliant and self-supporting community①Establishing a Management Structure＜Measure Image＞

The "Japanese Sustainable Tourism Guidelines (JSTS-D)" (R2.6) and"Guidance" (R4.3), conforming to international standards, were developed as
tools for local governments and DMOs to conduct sustainable regional
management based on multifaceted and objective data measurement andmedium- to long-term planning, taking account of both tourists and local
residents.

②Creation and Devising of Content＜Measure Image＞

Support is provided from the creation of content using the region's unique
tourism resources (nature, food, history/culture, livelihood, etc.) to thedevelopment of sales channels, taking into consideration the burden on theregion.

③Improvement of the Environment for Reception
Visualization of Congestion（Kyoto)

Rinnoji Temple Main
Hall (Sanbutsu-do)

Tour of a Factory＜Measure Image＞
Information is provided on the predicted comfort level of sightseeing by timeof day around popular sightseeing spots, real-time information, and useful
information for sightseeing while avoiding dense areas.

14

[Part Ⅱ] Structural Challenges the Tourism Industry Is Facing○While the jobs-to-applicants ratio of the "hospitality and serving occupations," which include ryokan and hotel managers
and others involved in the accommodation services, rose consistently from 2.3 times in 2013 to 4.0 times in 2019, it declined
in 2020 and 2021 due to a sharp drop in tourism demand caused by the spread of COVID-19, falling to 1.9 times in
2021.
○The rate of turnover, one of the factors contributing to labor shortages in the accommodation services, reached 3% in 2016
and 2017, but trended slightly lower in 2020 and 2021, when the tourism industry as a whole was stagnant due to the spreadof COVID-19.
○The results of a survey of approximately 6,600 hotels nationwide regarding concerns about future hotel operations showed thatthe most common concerns were "employee recruitment and training" and " deteriorating buildings and facilities. “（Figure II-81）Results of Questionnaire Survey on "Concerns
and Worries about Future Hotel Operations"（FigureⅡ-74）Changes in the Jobs-to-Applicants Ratio
for Hospitality and Serving Occupations（times）

0

4.5
3.1

3.5
3.0

2.3

3.9

2.6

4.0

20

30

40

50

70
（%）

60

2.2

2.0
0.8

1.0

1.1

1.2

1.4

1.5

61

Employee Recruitment and Training
4.0

2.5
1.5

10

3.6

4.0

1.9

1.5
1.1

1.0

56

Deteriorating Buildings and Facilities

53

Setting Appropriate Accommodation Unit Prices Based on Occupancy Rates

51

Increased Competition from Neighboring Hotels

1.0
0.5

Wage Increases for Employees ( Minimum Wage, Social Security
Contributions for Part-Time Workers, etc.)

0.0

2013

2014

2015

2016

2017

Hospitality and Serving Occupations

2018

2019

2020

2021

39

Rising Costs of Building Maintenance

All Occupations

Source: Ministry of Health, Labour and Welfare" Statistics on Employment Security Operations"
Note 1: Figures are for regular employees including part-time workers, excluding new graduates and jobs
for new graduates.
Note 2: "Part-time" refers to those whose prescribed weekly working hours are shorter than theprescribed weekly working hours of regular workers employed at the same establishment.
Note 3: "Regular employment" means an employment contract with no fixed term or an employment termof 4 months or longer.

43

Restricted Occupancy Rate due to Housekeeping Workload (Limiting the
Number of Guests to be Accepted)（FigureⅡ-75）Trends in Turnover Rate

31
29

Rising Costs of Outsourcing

27

Decrease in Revenue due to Last-Minute Cancellation Occurrences
Increased Burden due to Renewal of FFE (Furniture, Fixture, andEquipment)

25
22

Adapting to Digitalization and Mechanization

20

Response to SDGs (Sustainable Development Goals)

10

Stable Securement and Procurement of Linen

4

OthersNothing in Particular2

Source: Xymax Real Estate Research Institute "Questionnaire Survey on Hotel Operations (2022)

Source: Ministry of Health, Labour and Welfare "Monthly Labor Survey".
Note 1: The turnover rate is the ratio (%) of the number of regular workers who left their jobs during
the survey period due to retirement, transfer, etc. (including transfers between offices within thesame company) to the total number of regular workers at the end of the previous survey period.
The annual figure is a simple average of the monthly turnover rates.

15

[Part Ⅱ] Structural Challenges the Tourism Industry Is Facing○Labor productivity (value added per employee) in the accommodation services is lower than the average for allindustries; the gap with the average for all industries tended to narrow until FY2017 but widened significantly in
FY2020; when the spread of COVID-19 caused a downturn in overnight travel.
○In this regard, the value of labor productivity in FY2020 is thought to have been pushed down because the value
added decreased by about 50% compared to FY 2019 while the number of employees decreased by only about 15%
due to the use of employment adjustment subsidies and other measures.
（FigureⅡ-83）Trends in Value Added and the Number of
Employees in the Accommodation Services（Figure II-82）Trends in Labor Productivity（10,000 people）（100 million yen）

（10,000 yen）

40,000

900
800
700

666

600
500

421

690

474

705

456

725

476

727

739

518

540

730

715

688

35,000

80
62

66
58

58

30,000
510

67

70

61

59
55

52

25,000

428

400

50

20,000

40

242

300

15,000200

26,230 27,552 26,503 25,948

30,74235,465 34,335
30

25,99010,000

100
0
2012

2013

2014

2015

Accommodation services

2016

2017

All industries

2018

2019

2020
（Financial Year）

60

20
12,696

5,000
0

10
0

2012

2013

2014

2015

2016

2017

2018

2019

2020

（Financial Year）

Value added（left axis）
Source: Prepared by the Japan Tourism Agency based on the Ministry of Finance "Financial
Statements Statistics of Corporations by Industry"
Note 1: Labor productivity is calculated as value added divided by the number of employees.

Number of
Employees（right axis）

Source: Prepared by the Japan Tourism Agency based on the Ministry of Finance "Financial Statements
Statistics of Corporations by Industry“
Note 1: Value added is the sum of personnel expenses (i.e., total of employee salaries, employee
bonuses, directors' salaries, directors' bonuses, and welfare expenses), interest expenses, etc.
rent on movable and immovable property, taxes and dues, and net operating income.

16

[PartⅡ] Improvement of Structural Challenges the Tourism Industry Is Facing-Revitalization and High Value Added of Sightseeing Spots○In order to achieve a V-shaped recovery of tourism from the COVID-19 disaster, it is necessary to strongly
promote the revitalization and high-value-added development of exhausted sightseeing spots and theestablishment of sustainable management of sightseeing spots. In addition, it is necessary to solve
longstanding structural challenges in the tourism industry, which plays a central role in the promotion, and torevitalize the tourism industry.
○In this way, the fruits of regional revitalization through tourism can be enjoyed by local communities, industries,
and residents, By linking to the further refinement of sightseeing spots, it is possible to create a virtuous cycle ofsustainable regional revitalization through tourism.
○The tourism industry is facing structural issues such as low productivity and lagging digitalization, etc. In order to solve these
problems, it is necessary to promote DX as well as to improve the treatment of workers in the tourism industry.
The Direction of Regional Revitalization and Tourism Industry in Post-COVID-19 (Image)Tourism demand plummets due toコロナ禍で観光需要が激減
COVID‐19

Old business model has reached an
旧来型事業モデルの行き詰まり
impasseCurrent Status
and Issues
現状・課題
Impoverishmentof local tourist destinations and industries, decline in local earning power
地方の観光地・産業の疲弊、地方の稼ぐ力の低下

Revitalizationand high‐added value of tourist spots
観光地の再生・高付加価値化
RegionRefinement of tourism
resources and stay
関係者一体となった
environment with all
観光資源・滞在環境
concerned
partiesの磨き上げ

accepting tourists

目指すべきFuture Directions
to
今後のbe Aimed for 方向性

Improvement of total life
circumstance
Fostering love and pride to
the community

税収増
Increase of tax income

生活環境全般の向上
観光地を核としてCreating
a virtuous cycle of
地域への愛着・誇りの醸成

Residents

住民

Participation into making
観光地域づくり・sightseeing
area andtourism
観光産業へ参加
industry

雇用の安定
所得増

Stability of employment
Increase of income

Source: Prepared by the Japan Tourism Agency

Provision of

地域活性化の好循環を創出regional revitalization with
tourism areas as the core

Increase of
設備投資toinvestment
facilitiesの増加
Improvement
労働分配率 oflabor allocationの向上等
ratio,
etc.

high value高付加価値な
added service
サービスの提供
Improvementof productivity
生産性の向上Increaseof visit
訪問増Increase of
消費増
consumption

旅行
者Industries

産業

Accommodation services・Tourism industries

Securing
担い手
persons inchargeの確保

Fulfillment of
観光体験sightseeing
experienceの充実

Tourists

地域

人口流出に歯止め
Stop population outflow
観光客受入への理解・協力
Understanding and cooperation in

宿泊業・旅行業

Food/commerce &industry/entertainment
飲食・商工・娯楽・交通等/traffic etc.

適正なReceiptof fair
compensation
対価収受

Increased
収益増
revenue17

[Part Ⅱ]Improvement of Structural Challenges the Tourism Industry Is Facing○Local governments, DMOs, etc. is strongly supported in the preparation of regional plans for the revitalization of sightseeing spots and the renovation projects based on theseplans, towards the areawide revitalization and high-value-adding of sightseeing spots in the region as a whole with a focus on accommodation facilities, which are the face of sightseeing
areas.
○In order to realize a full-fledged recovery of tourism supporting the regional economy, comprehensive support is provided from the creation of content to the development of sales
channels utilizing the region's unique tourism resources, such as nature, food, history, culture, art, livelihood, and transportation, aiming to create a signature product that can be
profitable for the region.
○Digital transformation in the tourism field is promoted to increase consumption and promote revisits, as well as to develop human resources to support these
efforts, thereby creating a region that generates income.

Revitalization of Sightseeing Areas and High
Value-Added Sightseeing Services Working
Together with Local Communities

Creation of Signature Products that
Generate Income for the Region Using theRegion's Unique Tourist Resources

Support for Large-Scale
Renovation of
Accommodation Facilities
Contributing to the Areawide Revitalization ofSightseeing Spots

Renovation of Tourist Facilities
•

•

•

•

Support for Renovationof Well-located Public
Facilities, including the
Addition of Cafes, etc.

Property Management System for Advanced Information
Managementand Efficient Staffing

Creation of Hands-on Activities Utilizing theRegion's Unique Nature(Source: Ryokan Jinya)

Food•

Development of New Menus Based on
Local Specialty Food Experiences andRegional Characteristics

Improving Convenience for Tourists and Promoting Round Trips••

History・Culture・Arts•

Support for Removal of
Abandoned Buildings
Contributing to Scenic
Improvement ofSightseeing Spots, etc.

Renovation of Public Facilities for Tourism
Purposes•NatureSupport for Renovationof Souvenir Shops,
Restaurants, etc.
Removal of Abandoned Buildings to Improve Tourism
AttractivenessImproved Productivity in the Tourism Industry

Measure ImageHigh Value-Added Accommodations•

Digital Transformation in Tourism Field

Creating Programs for Tourists to Experience
Culture and Arts Rooted in Local
Communities

Advanced Management of Sightseeing Areas•

Local Industry（Occupation）•

Creating Experience/Learning Programs
based on the Local Occupation•

Traffic•

Creating Unique Regional Content by
Capitalizing on the Region's Symbolic Traffic

Real-Time Information Transmission through Digital
Signage, etc.
Utilizing Tourism Apps to Increase Consumption by
Avoiding Congestion and Dispersing Human Flows•

Encouraging repeat visits andincreasing consumption
through marketing (CRM)
that uses travel,
accommodation, andpurchase data of travelers

DirectMarketing,Push-basedandSeasonal
Information(Source: Kesennuma Crew Card App

Tourism Digital Human Resource Development
and Utilization

Promoting and Developing Digital Human
Resources with Destination
Management/Marketing Organizations (DMOs) at
the Core
Digitalization of Tourism Areas, Marketing, andUse of Data in Tourism Industry Management,
etc., Led by Digital Human Resources18

[PartⅡ]Digital Transformation in Tourism Field○Tourism industry lags behind other industries in DX (Digital Transformation) efforts.
○Businesses cite a lack of human resources, finances, and awareness of the need for
IT/digitalization as reasons for their lack of progress.
（FigureⅡ-89）Efforts for Digital Transformation (by Industry)
0
Construction Work（n=3627）

20

40

60

80

13.5 3.63.6 18.9

60.5

15.7 3.73.4 20.0

57.2

（FigureⅡ-93）Reasons for Lack of IT and Digitalization Response

100
（％）

Manufacturing（n=3663）
Electricity・Gas・
Heat Supply and Water（n=756）

20.6

5.45.7 17.5

0Information and Communications(Communications)（n=312）

34.9

Information and Communications(Information Services)（n=1026）

30.3

7.2 6.8

18.8

36.8

Information and Communications(Services Incidental to Internet)（n=234）

29.9

4.78.1

19.2

38.0

Transport and Postal activities（n=1393）

12.11.83.016.9

Wholesale and Retail Trade（n=1846）

Real estate and Goods rental and Leasing（n=577）
Scientific Research, Professional and Technical
Services（n=177）

9.0 7.1

17.0

32.2

6.75.88.54.019.7

19.8

Education, Learning Support（n=656）

11.8 3.53.015.3

46.9

1.9

44.7

There is insufficient knowledgeable andskilled personnel

44.3
29.5

There are other priorities

22.8

No idea where to start or how to do it

22.4

There is no one to talk to, or no idea whomto consult with

7.2

65.8
66.5

13.3 4.16.3 19.4

Medical, Health Care and Welfare（n=2870） 5.4 2.0 12.0

The need is not recognized

35.7
56.0

Accommodations, Eating and Drinking Services
10.03.72.7 17.8
（n=828）
Living-related and Personal Services andAmusement Services（n=636）

10 15 20 25 30 35 40 45 50

Budget is not enough to cover the expenses

57.9

13.9 4.25.2 20.8
20.9

32.1

66.2

15.1 3.14.4 19.4

Finance and Insurance（n=743）

5

50.8

57.0
78.7

Services, N.E.C.（n=796）

16.1 4.13.9 16.6

59.3

Others（n=246）

17.5 2.82.4 15.9

61.4

Source: Japan Tourism Agency survey (conducted in May 2021)
Note 1: The survey was conducted among workers in the accommodation industry (company
employees, company executives, managers, part-time workers, and contract employees).
Note 2: Results for those who responded that IT and digitalization are insufficiently responded toand ineffective.

Implementing in FY2018 or before
Implementing since FY2019
Implementing since FY2020
Not implemented, but considering Implementation in the future
Not implemented with no plans for the future

Source: Prepared by the Japan Tourism Agency based on the Ministry of Internal Affairs andCommunications "2021 White Paper on Information and Communications"19[Part Ⅱ] Digital Transformation in Tourism Field○In the tourism sector, the digitalization of travelers is progressing with the spread of online travel and accommodation
reservations and smartphones although accommodation facilities and tourism areas are lagging behind in their response.
○It is important for the entire local community to work together in building a system to obtain and analyze data on
tourists from multiple perspectives and to understand their needs, behavior, and consumption with a high degree of
accuracy, thereby improving the production value and the quality of employment in the region while individual
businesses, Destination Management/Marketing Organizations (DMOs) and other entities are promoting digital Transformation.

Concrete Examples of Digital Transformation in Tourism Areas
Advanced Management of Tourism Areas

Improved Convenience for Travelers and Promotionof Round-trips••

Kyoto City provides "Kyoto
Sightseeing Comfort Map,"
which introduces tourist spots
for comfortable sightseeing andtimes of the day when tourist
crowding is low, using location
information from smartphones
and other devices.
In addition to analyzing live
camera images and working to
improve the accuracy of
comfort level forecasts, the city
has begun distributing live
camera images.

Image of Kyoto Sightseeing Comfort Map••

Hotel AMANEK in Beppu Onsen,
Oita Prefecture, has introduced
the HEYAZUKE System, whichallows room-based billing at
about 40 restaurants in the cityusing guest room card keys andpaying at once upon check-out.
The cashless system contributes
to the convenience of emptyhanded city walking and toincreased consumption in thecommunity as a whole.

HEYAZUKE System••(Association)Kesennuma
Regional Strategy introduced
the "Kesennuma Crew Card," apoint card.
Utilizing the collection/analysis
of usage data and CRM(Customer RelationshipManagement), development of
new food menus andexperiential content, etc., aswell as direct transmission of
the latest information tomembers, is being promoted to
attract repeat customers.

Creation of Experience Products
Based on Oyster Needs••(Association) The Gero Onsen
Tourism Association has
digitalized the customer
information fromaccommodation facilities, which
had been collected in analog
form, to utilize data on thenumber of overnight guests andtheir attributes over the entire
region.
The CRM application is being
utilized to increase tourism
consumption, such as through astamp rally for members to tour
the city.

Gero Onsen Village CRM App

20

[Part Ⅲ] Measures Taken in FY2021／[Part Ⅳ] Measures to Be Taken in FY2022
Developing Domestic Exchanges and New Exchange Markets

・Stimulating tourism demand through " New Go To Travel
Campaign " and support for regional travel projects.
・Popularizing workcation and "second home creation “(repeated travel to and from the region )Realization of a Community that Can Experience
the Affluence via Expanded Exchanges

・ Strengthening the revitalization of area-wide sightseeing spots,
including support for renovation of accommodation facilities,
removal of abandoned buildings, etc.
・Creating local "signature products" that can generate
income through collaboration with a wide range of local
stakeholders

Transformation the Tourism Industry
・Resolving structural issues in the tourism industry (Study on amechanism to support strengthening the management capacityof the accommodations and travel services)
・ Transformation tourism services through the use of digitaltechnology (avoiding congestion at sightseeing spots, theintroduction of property management systems, etc.)

Restoring and Qualitatively Transforming International Exchange・Strengthening efforts to increase consumption and promoting
the attraction of visitors to local areas (creating luxury inboundsightseeing spots in local regions)・Strengthen efforts for sustainable tourism ( improving theenvironment for welcoming foreigners, etc.)
・Conducting strategic promotion of inbound tourism utilizing
digital marketing21