Ministry of Education, Culture, Sports, Science and Technology (MEXT),
EDGE-NEXT Common Fundamental Project
Entrepreneurship Program for Leading a Resilient Society
    
−Fathoming the “Present Situation”
upon Proposal of New Resilience− 

CONTACT Information
Executive Office, EARTH on EDGE Consortium
EDGE-NEXT Project Office
6-6 Aza-Aoba, Aramaki, Aoba-ku, Sendai,
Miyagi 980-8579
Engineering Research Planning Office, Graduate
School of Engineering, Tohoku University
Phone: +81-22-795-5658
E-mail: eng-edge@grp.tohoku.ac.jp

0102Program Overview

About EDGE-NEXT
Exploration and Development of Global Entrepreneurship for the Next Generation／
About EDGE-NEXT

Program Overview

About EARTH on EDGE

The widespread novel coronavirus infection plunged the world into utter
chaos in 2020. During the height of such confusion, this program was held since
its launch last year for the second time, now under the theme of “fathoming the‘present situation’ for proposal of new resilience.” Hitherto unknown infectious
diseases greatly impact society and our lives, whether this be due to harm - without
saying - on our health overall or by adversely impacting society and livelihood
through the worsened economic climate. As humankind fights to overcome avirus taking innumerable lives even at this very minute, attempts to fathom the“present situation” upon driving resilience have become essential.
Even while facing this new viral pandemic, we must not overlook thetremendous harm caused by natural disasters that occur worldwide each year.
According to data from the United Nations Office for Disaster Risk Reduction(UNDRR), 7,348 large-scale disasters have struck over the last 20 years since 2000,
killing 1.23 million people and causing 2.97 trillion dollars (approx. 313 trillion yen)worth of damages. Japan has also been stricken by numerous disasters in recent
years, such as flooding from typhoons and torrential rains. These include the Great
Hanshin-Awaji Earthquake of 1995 and the 2011 Great East Japan Earthquakes, inaddition to the 2018 Hokkaido Eastern Iburi Earthquake. Time has passed sincethese earthquakes caused such significant damage. Kobe is currently undergoinga period of investigation to ascertain what is necessary and what should be done
for better reconstruction. While in the midst of its own recovery, Tohoku is facinga period of reflection about the reconstruction process thus far to re-examine
future reconstruction policies.
In this program, we look at the state of recovery in Hokkaido and disasterprevention initiatives of other regions with emphasis on disaster reconstruction
processes after the Great Hanshin-Awaji and the Great East Japan Earthquakes,
to understand unique regional characteristics and changes in reconstruction
processes over time. This education aims to develop human resources who candiscern vulnerabilities in social systems as well as to create and sustain businesses
that generate creative value. The spread of the novel coronavirus infection has
made the on-site fieldwork conducted last year difficult.

A human resource development program supervised by MEXT.
The program educates next-generation entrepreneurs based on Research& Development results gained at institutions such as universities in order tostimulate production of Japanese innovation. It aims to apply knowledge fromentrepreneurial education provided by universities throughout Japan to develop
and implement educational programs, not only for turning undergraduate andspecialized graduate students but also for turning junior researchers into humanresources, capable of generating ideas and building business models that bringabout transformative changes to future industrial structures.

About EARTH on EDGE
Entrepreneurial Action Renaissance in Tohoku and Hokkaido on EDGE-NEXT

A consortium formed by six institutional universities in the Tohoku
and Hokkaido areas for the EDGE-NEXT program
EARTH on EDGE, an entrepreneurial consortium providing impetus forenterprise-focused education from the Tohoku and Hokkaido areas, works intandem with Tohoku University (principal university), Hokkaido University, Otaru
University of Commerce, Miyagi University, Kyoto University and Kobe University,
as well as government, industry, academia and financial institutions, to undertakethe “EDGE-NEXT” program for next-generation entrepreneurial education.

Therefore, this program held lectures and workshops online to teach processes
that create business ideas in order to achieve a resilient society. As part of the
Ministry of Education, Culture, Sports, Science and Technology (MEXT) EDGENEXT program, this project is handled by the EARTH on EDGE Consortium.

(Cover photo)
Ocean View from the JR Onagawa Station in Miyagi Prefecture(Back cover photo)Okawa Elementary School Disaster Memorial in Ishimaki City, Miyagi Prefecture

02

03

03
What Is a Resilient Society?
Program Overview

Human Resources Driving Constructionof a Resilient Society

The word “Resilience” generally means “the elasticity, restorative force, capacity torecover from illness, etc., or toughness” (Digital Daijisen, Shogakukan Inc.). It is a word
used more recently in the context of psychology to refer to “processes or capabilities
that adapt deftly despite circumstances posing difficulties and threats.” Moreover, theconcept of resilience has come to be seen as a crucial capacity for disaster prevention andmitigation which must be found within industrial and governmental organizations, not tomention in the social and economic fields.
For this program, “resilience” is defined as “the capacity of a system, enterprise, ora person to maintain its core purpose and integrity in the face of dramatically changed
circumstances” (Andrew Zolli and Ann Marie Healy, Resilience, 2013), and a resilient society
as “a society that can maintain its core purpose and integrity in the face of dramaticallychanged circumstances." It is supposed that a resilient society is one that can achieve thefollowing three states.

Based on the definition of resilience and the concept of creative restoration put
forward by Andrew Zolli and Ann Marie Healy, this program defines the "human resourcesthat drive the construction of a resilient society" as "people who create and sustain
enterprises that give rise to creative value by discerning the vulnerabilities of social
systems and forecasting the changes brought on by disaster." We believe that having
the following four capabilities - together with basic entrepreneurial skills and ability will drive construction of a resilient society through the design and realization of newenterprises, in bringing about reconstruction and disaster prevention/mitigation.

1. Discerning the Vulnerability of Social Systems
The causes of vulnerability in social systems can be divided into (1) design, (2) realizationand (3) operation. Moreover, even within the same social system, different vulnerabilities
may emerge depending on the context (historical, cultural, geographical, industrial, etc.).

1. A state of rapid recovery from damage

0. A non-resilient society

2. Understand impacts due to dramatically changed circumstances
Rather than merely understanding current circumstances, it is necessary to forecast theways in which society could change due to potential future disasters.

3. Adopt the perspectives of self-help / mutual aid / public support
2. A state of minimal damage when disaster occurs

Time

Disasteroccurrence
Disasterprevention/
mitigation

Reconstruction

Urgency
Restoration
Emergency

Disasterprevention/
mitigation

By making use not just of individual personal abilities but also of local communities
and governments as well as the national government, enterprises that contributeto reconstruction and disaster prevention/mitigation can improve the potential for
instituting and sustaining results.

3. A state in which 1 and 2 exist together

Time

Disasteroccurrence
Disasterprevention/
mitigation

4. Establishing social value together with economic value
Reconstruction

Urgency
Restoration
Emergency

Disasterprevention/
mitigation

We aim to achieve sustainability of enterprises by providing economic value
simultaneously with value related to reconstruction and disaster prevention/mitigation(social value).

Rather than trying to restore society to the same circumstances found before thedamage caused by a disaster, achieving a resilient society in the future will most certainly
require a new mindset of creative restoration. We must aim for regeneration in a form
that improves on the past in light of our newfound clarity on how our living spaces
were exposed to high risk of earthquake and tsunami (Nobuaki Hamaguchi, On Creative
Restoration, 2013). We must also encourage activity that builds new regional histories(Toshihiko Hayashi, Economics of Major Disasters, 2011).
Value

V

Function

t

04

Time

05

04
Program Process Frame

Program Design / Management Faculty
Program Design / Management Faculty

In considering a project which contributes to the construction of a resilient society, we
designed this program assuming that the project makes advances by intercommunicatingwith processes (iteration).


Simultaneously attain social impact and enterprise continuity

Convergence  4W1H(Whom, Who, What, Why, How)
Determine targets and offered value, decisive differentiation factors,
method of offer and profit structure
  Give thought to the impact of new enterprise
Stakeholder persuasion strategies

Akinari Abe
Representative of Community Reconstruction Working Group, Ogatsu, Miyagi prefecture
Ogatsu.abe.akinari@gmail.com

Kotaro Takeda

Lecturer/URA, Graduate School of Engineering, Tohoku University
kotaro.takeda.c1@tohoku-u.ac.jp

Yu Ishida

Associate Professor, School of Project Design, Miyagi University
ishiday@myu.ac.jp

Takayuki Tomobuchi

Assistant Professor, School of Project Design, Miyagi University
tomobuchit@myu.ac.jp  

Junko Kanai

Untapped resources for attaining
enterprise differentiation(people, things, money, information,legal systems)

Assistant Professor, Faculty of Science and Technology, Tokushima University
junko.kanai@tokushima-u.ac.jp

Divergence   
     

  

What themes need to be taken on toachieve a resilient society?

  
 
 
   

          Are there any core causes in restoration, reconstruction, or disaster prevention/mitigation processes?

Hiroki Tsuruta

Associate Professor, Kobe University V.School
tsuruta@kobe-u.ac.jp

Tomoe Katoh

Researcher, Hokkaido University Public Policy School
pianophoto@icloud.com

Jun Mikami

Academic Researcher, Commercial Science, Otaru University of Commerce
jun_mikami@kamome-solutions.com
Convergence       
       "Why is this problem happening?"            
Divergence

Mechanisms of disaster restoration and reconstruction, andan actual sense of restoration level obtained from fieldwork

Keiko Gion

Assistant Professor, Kobe University V.School
kgion@port.kobe-u.ac.jp

Masashige Motoe

Associate Professor, Graduate School of Engineering, Tohoku University
motoe@archi.tohoku.ac.jp

Kazuyoshi Kitaoka
Awareness of problems toward realizing a resilient society"Oh? That seems strange." or "It ought to be more xxx."

Associate Professor, Education Center for Innovation, Institute of Liberal Arts and Sciences,
Tokushima University
kitaoka@tokushima-u.ac.jp(In no particular order)

06

07

05

06
Lectures 1 to 10

Schedule Overview
Special		 Orientation

Estimate Drastic Changes due to Disasters and
Identify Vulnerabilities of Social Systems
Lecture 1

Vulnerabilities of Social Systems

Lecture 2

Introduction to Systems Thinking

Sept. 1

Lecture 3

Workshop on Systems Thinking

Sept. 2

Lecture 4

Disaster Mitigation based on Study of Historical Heritage Assets

Lecture 5

Computational Simulation of Disasters

Aug. 31

Lecture 6		Increased Hazards due to Simultaneous Occurrence of Pandemics
			 and Disasters

Sept. 3

Lecture 7

Psychological Aspects of Disasters

Lecture 8

Online Fieldwork - Footages from The Great East Japan Earthquake

Lecture 9
The Great East Japan Earthquake Recovery
			 - Example of public housing reconstruction

Sept. 4

Lecture 10
The Great East Japan Earthquake, Onagawa and Ogatsu:
			 Social Vulnerabilities and Drastic Changes

Self-help / Mutual Aid / Public Support
Sept. 7		Lecture 11

Vulnerabilities of Society and Adaptive Systems - Case study of BCP -Sept. 8		 Special

Mid-term Presentation A

Sept. 10		 Special

Mid-term Presentation B

Stakeholders and Resources: Understanding Cases through Use of
			 Subsidiarity Framework

Sept. 13		Lecture 12

Sept. 14		Lecture 13

Problems Confronted and Vulnerabilities of Subsidiarity

Sept. 16		Lecture 14

Understanding Subsidiarity: Self-help, Mutual Aid and Public Support

Sept. 18		Lecture 15

The Dialogue - Experience before and after the Earthquake

Social and Economic Value
Sept. 20		Lecture 16

Achieving Both Social and Economic Values

Sept. 21		Lecture 17

Business Model Monetization and Feasibility

Lecture 18

Business Model which Creates Value and Leads to Profitability

Sept. 22		 Lecture 19[Workshop] Achieving Both Social and Economic Values

Sept. 29		 Special

Achievements Presentation■ On demand■ Real time

08

Lectures 1 to 10 Estimate Drastic Changes due to Disasters and Identify Vulnerabilities of Social Systems

Schedule Overview

Aug. 25

Estimate Drastic Changes due toDisasters and Identify Vulnerabilities ofSocial Systems
Students deepened their understanding about the vulnerabilities of social systems and the drasticchanges in circumstances as well as expanded upon this understanding to learn about the state of damage
and the reconstruction process while looking at historical materials, such as videos of regions afflicted by
the Great East Japan Earthquake and data about the damage. These lectures also considered the role ofhistorical heritages in disaster situation and psychological aspects of disasters as well as the ideal approachto evacuations during the novel coronavirus pandemic. In the real-time lectures, students learned
techniques to flesh out their business ideas by working to create causal-loop diagrams, system charts andother plans in work groups.

Lecture 1

Lecture 2

Vulnerabilities of Social Systems

Introduction to Systems Thinking

Hiroki Tsuruta, Associate Professor, Kobe University
V.School

Keiko Gion, Assistant Professor, Kobe University
V.School

Assoc. Prof. Hiroki Tsuruta explainedsocial systems and vulnerabilities to foster anunderstanding about the vulnerabilities of social
systems and provide a road map on where plus how
students can connect their ideas to the resilience ofa society. He also introduced the seven “PLETECH”
perspectives that divide and look at social systems
from the standpoints of politics, law, economy,
technology, environment, culture and humans.
This methodology uses concrete examples andother means to think about vulnerabilities to teachstudents how to organize their business ideas
into proposals that aim for solutions to specificvulnerabilities.

Students learned about systems to flesh out
their business ideas and techniques to draw
system diagrams. There are two key points when
considering challenges through systems thinking:(1) look at both the trees and the forest, and (2)consider mutual relations. As a means to thoseends, Asst. Prof. Keiko Gion explained the MECE
principle to see things from multiple perspectives
while drawing logic trees that are exhaustive anddo not double count any level of the hierarchy (thekey is to bring together everything at an abstractlevel). Students learned to take advantage of
PLETECH to organize circumstantial changes in the
backdrop surrounding their systems.

09Lecture 3

Workshop on Systems Thinking
Keiko Gion, Assistant Professor, Kobe University V.School

Lecture 4

Disaster Mitigation based on Study ofHistorical Heritage Assets
Masakazu Matsushita, Associate Professor, Office of Promoting
Regional Partnerships, Kobe University

Students learned to draw causal-loop diagrams. After
breaking into five groups, students discussed a single
selected business idea and drew a practical causal-loop
diagram. During this group work, lecturers provided
guidance on the importance of illustrating relationships
and learning concepts while moving on to presentations in
the full session.

Lecture 5

Computational Simulation of Disasters

Assoc. Prof. Masakazu Matsushita explained his work to
support activities that preserve old documents and otherhistorical materials, activities that leverage historical heritages inurban development undertaken by local government bodies, notto mention activities that utilize disaster prevention organizations
utilizing records of past disasters. Using slides, Assoc. Prof.
Matsushita then introduced various activities to rescue historical
records put in harm’s way by disasters and daily efforts to carryon local traditions. Students analyzed monuments and otherhistorical records while reading messages entrusted to us by ourancestors to further their knowledge about the drastic changes incircumstances caused by disasters.

Lecture 7

Psychological Aspects of Disasters
Seiichi Saitoh, Associate Professor, Graduate School of Human
Development and Environment, Kobe University

Assoc. Prof. Seiichi Saitoh described the mentality ofdisaster victims during the acute, reaction and recovery
phases along with passage of time after a disaster anddescribed Post-Traumatic Stress Disorder (PTSD), sorrowand complicated grief. His lecture divided psychologicalsupport for disaster victims into three stages — general
disaster victim level care, observational level care anddisorder level care — and introduced the role of mental
health teams deployed to disaster areas and counselors
at each level of care. Regarding the psychology involved,
Assoc. Prof. Saitoh also explained cognitive hardiness uponenduring high levels of stress and resilience to fully recoverafter nearing breakdown, plus the growth of an individual
after experiencing a trauma. The lecture illustrated points
which should be emphasized when interviewing actual
disaster victims for the purpose of fleshing out futurebusiness ideas.

Lecture 8

Online Fieldwork - Footages from The Great
East Japan Earthquake
Hiroki Tsuruta, Associate Professor, Kobe University V.SchoolStudents watched video taken during the Great East
Japan Earthquake to gain insight about the drastic changes
in circumstances from PLETECH points of view.

Satoru Oishi, Professor, Major in Civil Engineering, Graduate
School of Engineering, Kobe University

Systems that greatly integrate virtual and real spaces are
driving Society 5.0, which balances economic advancementwith solutions to social problems, together with digitaltransformation, which betters the lives of people throughthe prevalence of digital technology. Prof. Satoru Oishi
provided an overview of how the integration of these
two spaces can aim for a safe and secure society. The
lecture also touched on examples of estimation analysis
through supercomputer simulations, such as the scale andfrequency of damage in addition to the present state andchallenges of said technology.

Lecture 6

Increased Hazards due to Simultaneous
Occurrence of Pandemics and Disasters
Goh Ohji, Associate Professor, Infectious Disease Department,
Kobe University Hospital

Assoc. Prof. Goh Ohji began by explaining the characteristicsof the novel coronavirus infection (COVID-19). He then described
how traumatic injuries are a problem right after a natural disasterstrikes while treatable diseases are a constant issue in medical
facilities, and introduced the reality of how easily diseases
spread through evacuation facilities as well as of effective
countermeasures. Various other problems that occur in cases oflong-term evacuation were also pointed out, such as the lack ofclean water necessary to prevent the spread of diseases. Basedon this information, Assoc. Prof. Ohji asked students to consider
the question as to the best way in handling an evacuation after anatural disaster during the COVID-19 pandemic. This lecture also
introduced analysis methods using hexagon exploration toolsthat help objectively evaluate remedial measures to problems.

10

Lecture 9

The Great East Japan Earthquake Recovery Example of public housing reconstruction
Masashige Motoe, Associate Professor, Graduate School ofEngineering, Tohoku University

Assoc. Prof. Masashige Motoe, who lives in Sendai
City, used photos to talk about his experience of thedamage and chaos in the city right after the Great East
Japan Earthquake. This discussion clarified the flow ofdisaster victims as they evacuated to shelters immediately
after the earthquake before migrating from temporary
emergency housing to temporary post-disaster housing
and public disaster recovery housing. Therein, many coastal
residents whose lives had been closely intertwined withthe sea wished to move back to their homes even after
experiencing the horror of the tsunami, yet many people inurban areas hoped to find a safer abode. Assoc. Prof. Motoealso presented the housing that started to be built morethan a year after the disaster and showed examples of therecovery housing he himself was involved in.

Lecture 10

The Great East Japan Earthquake, Onagawa
and Ogatsu: Social Vulnerabilities andDrastic Changes
Akinari Abe, Representative of Community Reconstruction
Working Group, Ogatsu, Miyagi prefecture

Mr. Akinari Abe compared the circumstances before
and after the disaster in Onagawa-cho and Ogatsu-cho
while incorporating his experience drifting all night
atop the roof of his home in Ogatsu-cho, Miyagi Pref.
after the Great East Japan Earthquake. Presenting aerial
photographs of both towns before and after the disaster,
students saw a visual representation of the drastic changes
in circumstances due to the tsunami and viewed data
about the town populations along with the damage statusresulting from the earthquake. Mr. Abe explained how
the rate of population decline in Ogatsu-cho was doublethat of Onagawa-cho after the earthquake, even though
Onagawa-cho suffered a higher number of fatalities. The
lecture also referenced the distinct vulnerabilities in eachtown before the earthquake and the differences in theirapproach to reconstruction.

11

07
Lectures 11 to 15

Self-help / Mutual Aid / Public Support
Lectures 11 to 15 Self-help / Mutual Aid / Public Support

Students learned about self-help, mutual aid and public support, giving thought as to vulnerabilities foreach when a disaster occurs. To provide students an even greater understanding of self-help, mutual aid
and public support, these lectures introduced examples from Otsuka Pharmaceutical Factory, which has
its head office in Tokushima Prefecture, in addition to other examples that included the BC Cooperation
Nadeshiko cooperative work by construction companies to strengthen disaster response capabilities. In thereal-time lectures, students organized self-help, mutual aid and public support pertaining to each of theirprojects as well as business ideas, and worked to flesh out those ideas.

Lecture 11

Lecture 12

Lecture 13

Stakeholders and Resources: Understanding
Cases through Use of Subsidiarity Framework

Problems Confronted and Vulnerabilities of
Subsidiarity

Takayuki Tomobuchi, Assistant Professor, School of Project
Design, Miyagi University
Kesennuma Future Plan Osawa Team

Takayuki Tomobuchi, Assistant Professor, School of Project
Design, Miyagi University
Yu Ishida, Associate Professor, School of Project Design, Miyagi
University

The Kenennuma Future Plan Osawa Team is anorganization made up of three volunteer universities,
including Miyagi University. Through this team's work,
students analyzed self-help, mutual aid and public support
trends while living in evacuation shelters and undergoingreconstruction of Osawa-ku where many homes weredamaged during the Great East Japan Earthquake. The
lecture summarized self-help, mutual aid and public
support from equipping homes with wells and firewood
as well as securing independent infrastructure (self-help)
plus operating designated evacuation centers (public
support) where each person decides their role in life at theevacuation shelters (mutual aid) to residents with relatively
minimal damage opening their doors to help disastervictims (mutual aid). Asst. Prof. Takayuki Tomobuchi also
described the reconstruction process for relocation tohigher grounds throughout the region, such as urban
development aiming to facilitate communication between
residents as well as community cafés built by the local
residents themselves. He also explained the importance of
supplementing areas where public support is lacking with
self-help and mutual aid.

Students discovered new perspectives about the
purpose of self-help, mutual aid and public support inaddition to learning the impact these three types of
support have when disasters occur and as a function
during normal times. The lecture first asked each student
to consider how they themselves can take self-help action
during a disaster, what mutual aid is available plus whatkind of public support there is, and to simulate how
they can take advantage of such support. Going one
step further, students were asked to propose specificsimulations of changes for each type of support during
disasters by varying the scene setting by population scale,community connections, and other such factors. The
lecture also provided an overview of how the three typesof support vary depending on the set of circumstances.

Vulnerabilities of Society and Adaptive Systems - Case study of BCP -12

Example 1
Kana Sumiyoshi and Takeyasu Nishiwaki, Otsuka
Pharmaceutical Factory
Yasufumi Yuasa, Assistant Professor, Research Center forManagement of Disaster and Environment, Tokushima
University

Example 2
Kayo Sato, BC Cooperation Nadeshiko
Yasufumi Yuasa, Research Center for Management ofDisaster and Environment, Tokushima University

Otsuka Pharmaceutical manufactures the
majority of infusion solutions produced in Japan.
This company considers a stable supply of highquality pharmaceutical products backing up theon-site medical infrastructure during disasters
as its Corporate Social Responsibility, and has
positioned its Business Continuity Plan (BCP)as part of its management strategy. As specificinitiatives, this example presented an overview
of Otsuka Pharmaceutical Factory efforts to build
frameworks that prevent factory flooding, secure ameans of distribution during disasters and ensuresufficient product inventory, not to mention
providing a stable supply of products in addition toseminars that simulate shipments during disasters.
Active efforts in local disaster prevention activities
were also explained, such as the provision of
temporary tsunami evacuation sites in the region.

This example introduced the BC Cooperation
Nadeshiko initiatives for facilitating cooperation
between 18 construction companies in Tokushima,
Okayama, Wakayama and Kochi prefectures throughthe conclusion of agreements for mutual assistancein the event of a disaster. The example explained thework of efforts involving the nation, prefectures andother participants in joint training to think about
specific measures from lifesaving during disasters
to the removal of obstacles on the road to ensure
access for emergency vehicles and to strengthen
disaster response capabilities. “Nadeshiko Patrol”
was also referenced as an effort to inspect the
hygiene, environment and safety of construction
sites from a female perspective. The example
illustrated how these activities function to not only
help reform on-site environments and improve
productivity by offering new opportunities, suchas tours to learn the latest construction technology
when conducting patrols, but also drive effective
cooperation even in normal times.

Lecture 14

Understanding Subsidiarity: Self-help,
Mutual Aid and Public Support
Takayuki Tomobuchi, Assistant Professor, School of Project
Design, Miyagi University

In this real-time lecture, students worked to create aworksheet that included the form self-help, mutual aid andpublic support would take in the projects and businesses
that they are envisioning. The worksheet organizes theself-help, mutual aid and public support for each of the
stakeholders as well as project and business content toverify how the business ideas help better the three types of
support by bringing it all together in one place. After fillingout their worksheet, students shared their ideas with one
another in work groups. Each group then shared the ideas
hashed out in their group with everyone. Mr. Nobuyuki
Komatsu from Sendai City's Industry Promotion Section
introduced the Sendai City BOSAI-TECH Innovation Program
which aims to create disaster prevention industries before
the lecture because some of the students who are businessprofessionals in this program participate in his project.

13

Lecture 15

SPECIALLECTUREThe Dialogue

Experience before andafter the Earthquake

Messrs. Aoyama and Doi from the Public-Private Partnership
Office of the Onagawa-cho General Affairs Section in Miyagi
Prefecture were invited as lecturers to the real-time lectureand dialogue with students on September 18th. First, Aoyama
and Doi provided an overview of the reconstruction process
in Onagawa-cho. Students learned about the development of
Onagawa-cho alongside the fishing industry as a lowlying town
near the sea where almost 90% of the buildings were damaged
during the disaster, with reconstruction being undertaken
as market-driven public-private urban development and theadoption of a “disaster mitigation” approach that does notinstall seawalls but rather establishes residential areas on highground and commercial areas on lowlands relatively close to
the sea. The floor was then opened to a free open exchange ofideas with students.

Student What kind of mental
healthcare did you offer residents
during the reconstruction process?
Doi I think the important thing toemphasize when undertaking thereconstruction is to give everyone
a sense that “You are needed.”
Therein, we thought about what wasneeded for each person to actively
participate.
Aoyama To make sure everyone cantake an active role, it is important tonever dismiss anyone’s ideas. We need
to focus on assuring "psychologicalsafety {reassurance}" so that everyone
can relax. By doing so, many people
shared a wide range of ideas.
Student
I think communication
with local residents is essential tourban development. What is thebest type of support for active
communication?
Doi First, it is important to create
an atmosphere where everyone feels
free to speak. Town planning is theaccumulation of small successes. If
something takes shape, people feel it
firsthand exclaiming, “They're using
my ideas!” This energy brings about avirtuous cycle that attracts even more
people.

Independent Measures Bornfrom a “Disaster Mitigation”
ApproachPublic-Private Partnership Office of the Onagawa-cho General Affairs Section
Left: Office Director Takahiro Aoyama Right: Chief Officer Hidetaka Doi

14

Student A “disaster mitigation”
approach that does not obstruct thesea yet ensures safety while making
connections is fantastic. What kind oftsunami protection measures are put
in place in commercial areas near theocean?

Doi The residential districts are ofcourse built on safe higher grounds,
but the measure used in commercial
areas built in disaster danger zones
generally is to remove oneself fromharm's way. Thus, evacuation sites
are built close enough so seniorcitizens can walk and escape. These
commercial areas do not haveneighborhood associations similar to
those in residential districts, whichhampers training and the exchange of
information. That is why organizations
like the industrial districts are createdinstead to do things like share
information and conduct evacuation
training.

rather leave remnants of thereconstruction process rather thantragic memories. In particular, theold Onagawa police box remains
toppled by the tsunami, and we have
set up panels describing the urban
development process.

Student I am interested in how
memories of the earthquake will bepassed down to coming generations.
What kind of approach do you take toshare these memories in Onagawa?

Aoyama Onagawa has been taking
advantage of donations up to thispoint as it tackles the reconstruction.
However, I think it is importantto prioritize donations to regions
needing them more than Onagawa
because disasters are occurring

Doi In Onagawa, I think we would

To Reach a Phase Requiring“Investment” More Than
“Donations”
Student I am currently considering a
donation-type business. Has Onagawa
entered a phase where support is notdonations or other direct support but
rather something different?

around the world every year. Right
now, I think programs such as the"hometown tax scheme" in Japan act
as measures for people to provide
support in a different form.
Doi I think what we need now is
support in the form of an “investment”
that capitalizes on human rather thanmonetary resources, such as proofof-concepts in which companies anduniversities use the social challenges
faced by Onagawa. We are currently
looking into the initiatives necessary
to accomplish this.
Student
I am interested in local
assemblies. Could you please tellme about the actions taken by town
assemblies in the reconstruction
process?
Aoyama In Onagawa, the Onagawa
Town Society of Commerce andIndustry (Onagawa FRK) is a body of15

Lecture 15

SPECIALLECTURE

Experience before andafter the Earthquake

Student I am sure there are many
instances where you have to ask forhelp in the reconstruction from a lot ofdifferent people. Could you please tell
us what is important when asking forthis support?
Doi Most people are willing to help
if we can communicate how truly inneed we are. That is why I let down
my guard and speak from my heart.
It is also important to find mutual
benefits for both parties in long-term
relationships. That is why I think about
how to build "win-win" relationships
with everyone involved.

Now, we want to turn the table
and ask you the students somequestions as representatives of
Onagawa-cho!
Doi We would like to ask everyone
the following questions: (1) What are
Onagawa's strengths? (2) What is therole of local government? (3) What are
key points to resolve social challenges?
Student For question (1), I think oneof Onagawa's strengths is the attractive
urban development involving people
from many generations.
Student In regards to question (3), I
feel it is important for local residents
to talk about the charm of their region.
Student I will share my thoughts onquestion (3). I think it is important tothink about people’s feelings.
Doi We asked a certain company
to analyze the “foundation of debate
about challenges and trusting
relationships” as factors of the successin the Onagawa reconstruction. In the
future, we plan to value efforts that“consider people’s feelings.”

Lectures 16 to 19

Social and Economic Value

Student I will share my thoughts
on question (2). As things move to an
online format due to the coronavirus
pandemic, I think we should migrate
urban functions to rural areas.

Lectures 16 to 19 Social and Economic Value

commercial and industrial associations
as well as other private organizationthat launches a variety of projects
and has worked in the reconstruction.
However, no budget is granted unlessthe proposal is finally approved by the
local assembly. Our solution to this is
to discuss our plans in advance withthe local assembly representatives
to find common ground before
submitting anything to the assembly.
By approaching it in this way, I think weare able to advance the reconstruction
much more smoothly.

16

08

The Dialogue

Students learned techniques for verifying economic value to elevate the level of the ideas they have
had thus far into sustainable projects and businesses. Students learned specifics such as the importanceof balancing social value, customer value, technological value and business value plus methods to draw
up business flow charts to include in the planning worksheet. In the real-time lectures, students discussed
the actual information included on their planning worksheet in groups to brush up each project andbusiness idea.

Doi
I agree. The promotion of"telework" and "workations" aregenerating an influx of people to theregion. Each local government will
tap into things such as the qualityof their environment, and I believe
Onagawa puts this forward as one ofits strengths.
Aoyama Thank you so much for somany great answers. I hope to build
a town that I can pass down to the
local children when they all growup. We will refer to and I hope reflect
on all of your ideas in future urban
development.

Lecture 16

Achieving Both Social and Economic Values
Jun Mikami, Academic Researcher, Commercial Science, Otaru University of CommerceDoi
All of you are among thegeneration who will take the baton
from those of us in our forties today.
I hope you will look at the positive
stance of “old men” like us and usethat to enjoy yourselves as you build
better cities and a better Japan for
yourselves.

Mr. Jun Mikami demonstrated how economic
backing is essential to continually conduct
even businesses with social value. He went
on to introduce social value, customer value,technological value and business value asfour perspectives necessary to establish social
value together with economic value. Students

reviewed whether the actual business examples
given balanced these four perspectives. As one
example balancing these four aspects of business,
Mr. Mikami showed and described a system ofbusiness that repurposes / sells metal collected anddismantled from illegal firearms from developing
countries as decorative ornaments.

17

Lecture 17

Business Model Monetization and Feasibility
Jun Mikami, Academic Researcher, Commercial Science, Otaru
University of Commerce

Jun Mikami illustrated two key points for establishingsocial value together with economic value: (1) differential
advantage consistently chosen by customers and (2)innovative charging systems (monetization) to increase
profitability. Therein, he provided an overview andexplained simple ways for students to handle (2) by
categorizing the business flow chart to include in theirplanning worksheet into eight groups, such as selling
things, retail, advertising and matching. Moreover, Jun
Mikami encouraged students to do one final check to makesure their business model helps realize social value anddoes not rely on public assistance as a precondition.

COLUMN

Office Hour

This program was not only for university students
but also business professionals. The transition ofthese lectures to an online format surely was a benefit
to business professionals who have very little timeto spare. In the survey after the lectures, businesspersons expressed feedback unique to professionals
working on the front lines of corporate business withcomments that included “I learned a lot about how
to overcome the struggle when starting projects
and plans.” and “I gained new perspective on how
innovative business ideas that remain in society
should be unique and simple.” Meanwhile, university
students presented unique project and businessproposals with differentiating features which proved
to be very stimulating for all involved.

FINAL
PRESENTATIONS

Achievements Presentation

As the long-awaited crowning moment of the program, the last classsession near the end of September, the 29th — the final day of the
program — 21 students presented their business ideas. Each student
had five minutes to present; then, former Kyushu University Professor
Toru Tanigawa, Tohoku University Professor Makoto Okumura, Sendai
City Industry Promotion Section Chief Nobuyuki Koike, Tokushima
Commerce, Industry, Labor and Tourism Corporate Support Section
Manager in charge of business promotion and management support
Kazuya Matsunaga, Onagawa-cho General Affairs Public-Private
Partnership Office Director Takahiro Aoyama and Chief Officer Hidetaka
Doi evaluated said business ideas.

Lecture 18

During the presentations, students
shared their screen to use materials
which elaborated on each of theirinnovations and explained the ideas they
had refined thus far. Each presentation
laid out operations both during normal
times and emergencies, then clearly
demonstrated potential approaches touse certain aspects of self-help, mutual
aid and public support. Afterwards,
these business ideas were examined
to polish each idea as a sustainablebusiness even from the perspective ofmonetization. All of the projects andBusiness Model which Creates Value andLeads to Profitability
Jun Mikami, Academic Researcher, Commercial Science, Otaru
University of CommerceStudents learned the “3 × 3 = 9 viewpoints” framework
to check whether their ideas are a system that consistently
generates economic value as preparation for presenting
their business models. This framework verifies the strengthof the ideas by checking the Who, What and How ofcustomer value, project value and technological value aswell as inspires answers to nine questions, such as whotheir customers are. This lecture emphasized various points
to be noted, such as making sure no stakeholder loses out.
Students also reflected on existing business documents
and other materials as an added means of learning businessconcepts.
COLUMN

Lecture 19[Workshop] Achieving Both Social andEconomic Values
Jun Mikami, Academic Researcher, Commercial Science, Otaru
University of CommerceStudents drew business model diagrams of theirbusiness ideas, then broke up into groups and reviewed
those ideas to check whether the plans established social
value together with economic value.

Student VoiceREVIEW

18

In the overall evaluation, students
listened intently to feedback and advice
from the panel: Mr. Doi commented,"There were some ideas that could be
combined to realize better businesses.”
Mr. Aoyama expressed his view, “I
want everyone to think about businessproposals that determine what problem

can be solved through their work while
identifying that value.” Prof. Okumura
told the students, “A privilege of youth
is the ability to come up with new ideas.
I hope to see you all come up with many
more of these new ideas.” Mr. Koike
exhorted, “It is important to not only
consider what is happening today but
also examine what challenges society
will face in the future.” Mr. Matsunaga
reflected, “Business opportunities comewhen the dissatisfaction and concerns
felt by people around the world, yourmotivation and your ability all align.”

I hope everyone will use the skills they learned to succeed in business.

Lecturers set up office hours to answer student
questions outside of the real-time lectures tomake up for time which would have been spent
for in-person lectures and on-site fieldwork. This
office hour acted as a good scheme for students
to consult with these experts. This office hour also
helped students deepen their ideas by examining
weak points and challenges as well as areas where
they should extend their ideas. Moreover, several
students participated in the office hour to discuss
their ideas and challenges together, which provided
a great learning opportunity.
Former Kyushu University Professor
Robert T. Huang Entrepreneurship Center Deputy
Director General

Toru Tanigawa

business proposals were fleshed out
into a plan that incorporated the fourcapabilities in our definition of “humanresources that drive construction of a
resilient society.”

Although this one month has beenshort, ideas came together using avariety of approaches and innovations
at a time when fieldwork was notpossible. I am amazed by everyone’s
ability to pinpoint problems and makeproposals based on their intuition. I
would like to highly praise proposals
for not relying only on information
found online but with firmly grounded
content.
Even though some explanations ofbusiness models had weak points, theimportant thing is for everyone to takeaction starting now. Please talk withtarget users and test your ideas to comecloser to making those ideas a reality. By
doing so, all of your business ideas willquickly grow into something great.
The theme for the program thisyear was disaster prevention. I think thegreatest value of our program is thatknowledge and techniques learned
here can even be used in other fields. I
ask that you engage in discussion withmany people in the future and move
forward optimistically to manifest
these ideas.

19Planning Sheet Sample

Final Presentation List

20

Name

Affiliation

Title

Description

Yudai Nishi

Kobe University

Community Motivation

This project uses online formats to build a community which
motivates students to apply themselves.

Keita
Shiomitsu

Kobe University

A Place to Connect Children
and Adults

Junior high school / high school students plus adults who together
plan and run events to establish a local community.

Keito
Mishima

Tokushima
University

Inculcation of True Disaster
Prevention LeadersThis project forms teams made up of students who are certified as
disaster prevention experts to actively utilize when disaster strikes.

Atsunori
Utsunomiya

Kobe University

Disaster Prevention
This project popularizes a disaster estimation app to heighten
Encouraging Self-help
evacuation awareness in the local community.
through City-wide Simulations

Mari Nakano

Kobe University

Different People, Different
Provisions

This project sells customizable disaster prevention bags and raises
youth awareness as to disaster prevention.

Ryota
Takahashi

Kobe University

Community Job App forStudents Living Alone

Students living alone use this app to find jobs needed by local
residents to connect with the community.

Ryoichi
YoshidaKobe University

Everyone's “Everyday”Disaster
Response:
Creating Disaster Response
and Recovery Bases at Cafes /Restaurants

This project offers specialty goods and other products fromdisaster-afflicted regions to bring awareness of disasters into
everyone's daily life.

Kaori
Yokohori

Tokushima
University

Matching Service for People
with Emotional Trauma

The platform operates as a system to introduce users to appropriate
counselors.

Yoshimitsu
Sawaoka

Kobe University

Circular SCM for Use and Sale This project reuses, commercializes and sells disaster waste via use ofof Disaster Waste
a tailored certification mark.

Kyoko Takeda Kobe University"A Sigh of Relief" Hot Cafe

This cafe operates for the purpose of creating communities in
temporary emergency housing complexes.

Keisuke Uzu

Tohoku University

To Function as Volunteers
during Emergency

This project clarifies the purpose of association activities in normal
times to facilitate every function during emergency.

Miho
Yamashita

TREK Co., Ltd.

Web Service to Update
Evacuation Information andConditions in Real Time

This project develops a web system to create a framework that canassure smoother evacuation in the event of a disaster.

Tatsuya
Yamaguchi

IQGEO Japan KK

Proposal for the Launch ofa Municipal-wide Resilience
Platform

This project builds a digital platform to gather disaster conditions andother information.

Kenyu Ito

NEC Platforms, Ltd.

Communication Measures
after Disasters

This project standardizes Wi-Fi facilities to build a local network inanticipation of severed Internet links.

Rika Shiraki

Miyagi University

Urban Development Resilient This project provides hazard maps and other information to cultivate
to Flood Damage
disaster prevention awareness in the Furukawa District of Osaki City,
Miyagi Prefecture.

HirotoTsuchiya

Shizuoka
University

Satellite Meetings

This project holds efficient meetings to secure young assembly
members. Satellite meetings also help operations during disasters.

HonokaAmanai

Miyagi University

Evacuation Consultation
ServiceThis project inspects evacuation sites during normal times to expand
shelters where people can evacuate safely over the long term.

Kanae Ono

Miyagi University

Panoramic FundraisingThis system facilitates small, simple donations through crowdfunding.

Prem Tamil

Tohoku University

Smart Farm ShareThis system provides a farming experience to urbanites. It also introduces
robots to make agricultural work more efficient.

YusakuHayashiOtaru University ofCommerce

Work Recovery:
Rescuing the Farming
Industry in Hokkaido

This project provides agricultural consulting during normalcy but
deploys paid volunteers during disasters.

Masahide
Kishikami

COMSYSJOHO SYSTEM
Corporation

Making Inspections ofCommunication Facilities
Easy

This project simplifies the inspections of communication facilities
using drones to prevent the loss of communications during disasters.

Planning Sheet
Columns
areprovidedforparticipants to conceptualize theirenterprise visions on their own,
describe problems and issues insociety, specify content of theirsolutions, etc., with the social andeconomic values being entered onleft and right side, respectively.

Evaluation Sheet Sample
Feedback Sheet
A set-up has been structured to allow
participants, after presentations,to evaluate and score the clarity,
explicitness and other aspects of own
advocated items, with instructors
being enabled to offer their feedback
about these presentations.

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09

10
Toward the Next Fiscal Year

This fiscal year saw all of the curriculum being held online due to the impact of
the novel coronavirus pandemic. Over roughly one month, the program faced greater
hurdles for both students and staff than the previous class, while considering disaster
response under the new limitations of this infectious disease. Unlike the previous fiscal
year however, some students have moved their project and business proposals into theimplementation phase after completing this program. With involvement by universities
alone, there are limitations on further accelerating this trend toward implementation,
which makes cooperation by numerous stakeholders such as industry and local
government essential.
Tokushima University participated as a co-sponsor of the fiscal 2020 program, and I
believe the alliance with Sendai BOSAI-TECH Innovation Program has taken our program
to another level. In the coming fiscal year, 2021, we aim to expand internationally while
collaborating with universities and institutions abroad, and promote participation among
numerous universities, research institutes, local governments, corporations, NPOs andothers with the hope of building an even more fulfilling system.
If you concur with the aims of this program, we would gratefully appreciate any
support or cooperation you may be able to provide. We would very much like to work
together to educate entrepreneurs who will drive the construction of resilient societies.

Main sponsorship / Co-sponsorship / Support / Cooperation

Toward the Next Fiscal YearThe entrepreneurs who are needed all over the world are most likely those who can
act immediately to solve complex social problems likely to emerge in the future. Fromthe standpoint of Sustainable Development Goals (SDGs), the people needed are those
who have a bird's-eye view of the ripple effects from a project, establish social andeconomic values in tandem, and solve specific problems. The “Educational Program to
Drive Construction of a Resilient Society by Inculcating the Entrepreneurial Spirit” takeson the challenge of developing such human resources on themes of disaster prevention
and mitigation.

Main sponsorship / Co-sponsorship /Support / Cooperation
This project is conducted as a part of the Exploration and Development of Global
Entrepreneurship for NEXT Generation (EDGE-NEXT) by the Ministry of Education, Culture,
Sports, Science and Technology.
Hosted by: EARTH on EDGE
(Tohoku University / Kyoto University / Kobe University / Miyagi University /Hokkaido University / Otaru University of Commerce)
Co-sponsored by: Sendai BOSAI-TECH Innovation Program
Support: Onagawa-cho
Sendai City
Atsuma-cho
Kamome Solutions
Cooperation: Senrei Co., Ltd.

Implementation System
EARTH on EDGE Consortium

Tohoku University (Main Body)

Tokushima
University

EDGE-NEXT Operations Office

Hokkaido University
Otaru University of Commerce
Major in Entrepreneurship, Graduate
School of Commerce

Design and Management Faculty of
Entrepreneurship Program for
Leading a Resilient Society

Miyagi University

School of Project Design

Kyoto University

Office of Society Academia
Collaboration for Innovation
Endowed Research Chair Innovation
Management Science (SACI)Kobe University
V.School

Kobe University
Multidisciplinary Integration for
Resilience and Innovation (MIRAI)
Research Unit
Research Center for Urban Safety
and Security
Center for Resilient Design (CResD)

Date of issue: March 1, 2021
Editor: Design and management team of Entrepreneurship Program for
Leading a Resilient Society
Designer: Oval Co., Ltd.

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