Silviase/jgov_v1.4_full_ann huggingface dataset:
Figure 2-3-37

Source) Developed by MLIT from “Results from Survey Conducted for Local Governments (December 2012)”

The percentage of those who responded, “We are proactively hiring staff (technical staff) for maintenance, management, and upgrading,” or “We have a staff member dedicated to maintenance, management, and upgrading,” regarding the development of a promotion system were generally low, and this trend was particularly noticeable in other municipalities. As seen on Figure 1-3-23, as the overall number of civil engineer staff members decrease in local governments, the situation is getting more difficult for the local government establishments to add staff members who would be responsible for maintenance, management, and upgrading.

As evident, we cannot say that local governments are putting enough effort into developing human resource development or promotion systems for maintenance, management, and upgrading. Despite limitations with staff members, as the managers of infrastructures, the local governments have the responsibility of making sure appropriate maintenance, management, and upgrading is done, and therefore must seek means to that end. On top of that, as seen in Figure 1-3-19, the smaller scale of the local government, the more they seem to be behind in getting a clear understanding on the aging condition of their infrastructures. Small and mid-sized municipalities in particular—when faced with circumstances where their efforts alone are not enough—will need the national and larger-scale local governments to supplement their own know-how, technology, and human resources, in addition to using the private sector, as seen in chapter 2.

## National Government’s Technological Support of Local Governments

When local governments have major damage to a bridge within its jurisdiction area, depending on what their needs and requests are, the MLIT seconds staff members, and provides advice on how to establish a system to develop emergency inspections and emergency response policies to provide technical support for maintenance, management, and upgrading of social infrastructures.

In April 2012, Hamamatsu City, Shizuoka discovered damage on the Harada Bridge—which is under their jurisdiction—and had to entirely close the bridge to all traffic, resulting in a two and a half hour detour. Because this traffic closure had such an enormous effect on the daily life of the local residents, an urgent countermeasure was required, so Hamamatsu City requested support of the Chubu Regional Development Bureau. When the Chubu Regional Development Bureau received the request, they set up a countermeasures support headquarter, and in addition to seconding staff members, they sent bridge experts from the Policy Research Institute and Public Works Research Institute to the actual site of damage to give technical advice on investigation and recovery methods. Since then, the experts have verified the usuability of the bridge, and proposed some repair methods, and based on these proposals, the city has begun the repair work. By

Figure 2-3-38

Site Inspection of Harada Bridge

Source) MLIT
In regards to the wage of skilled workers, if we look at the trend in the total annual wage amount paid to male production workers in the construction industry, there is a large increase continuing into the first half of the 1990's, and the difference between their wage and that of male production workers in the manufacturing industry shrak significantly. However, since then the wage of the construction industry started to decrease, and because the reduction rate was so large, the difference has again widened. In recent years, the wage level has been flat for the most part, though when compared with the manufacturing industry, the construction industry low wage level continues (Figure 2-3-41).

When looking at the responses received regarding the profitability of maintenance, management, and repair work in the ‘Maintenance, Management, and Repair Work related Contractor Survey’ by outsourcer categories—national, prefectural, and municipal—the percentage of those who responded, “Profitability is low” is higher in every category. In particular, the percentage from municipalities was very high, at 62.9%. When asked why the profitability is low, about 90% of the contractors chose the response, “The cumulative unit price and labor rate is estimated lower in quotes, compared to the actual amount of time and cost” and regarding the maintenance, management, and repair work commissioned by the national government, the response chosen most often was, “The price competition between suppliers is tough,” while for work commissioned by prefectures and municipalities, the response chosen most often—second to the previous response—was, “The scale of work being commissioned is too small” (Figure 2-3-42).

When we look at the perception of cumulative unit price from the commissioning party’s standpoint, according to the survey conducted by MLIT for local governments, when asked what the cause was for the discrepancy between the quoted price of maintenance repair work and actual cost, the majority responded, “Did not perceive any discrepancies” (Figure 2-3-43).

In contrast, as evident from the previous survey done for the contractors, if we look at the reason for low profitability for maintenance, management, and repair work commissioned by local governments, as before, the percentage of those who responded, “The cumulative unit price and labor rate is estimated lower in quotes, compared to the actual amount of time and cost” is high. We need to continue to look at whether this is a problem limited to construction, or a problem with things like the inspection operations, but it is clear that there is a possible gap between the perceptions of the local governments and that of the contractors (Figure 2-3-44).

For this reason, in order to secure leaders for maintenance and management work, in addition to trying new ideas for commission scale and construction period contracted, we will need to conduct reviews as appropriate regarding the cumulative unit price by looking into actual situations, so that the construction industry can secure a certain level of
profitability, in hopes that this will promote an environment that fosters capital investment and human resource development for the future. Due to these considerations, in FY2013, we newly established bridges repair work rates, revised the maintenance and repair work rates, and reviewed the indirect construction cost rates.

Reason for low profitability

Source) Developed by MLIT from “Results from Survey Conducted for Local Governments (December 2012)”

If we look at the results from the ‘Maintenance, Management, and Repair Work related Contractor Survey’ by category, regarding the question of which type of human resources (technicians, engineers) is the most difficult to secure for maintenance, management, and repair work sites, construction companies mostly responded, “General technicians,” or “Foreman level technicians,” while construction consultants mostly responded, “General engineers.” We can see from all responses that it is becoming difficult to secure human resources to do the on-site operations $ ^{Note\ 69} $ .

Meanwhile, engineer human resources operating are mainly ‘top level civil engineering construction management engineers’ in construction companies, while at construction consultants there are more ‘professional engineers,’
‘RCCMs $ ^{Note\ 70} $ ,’ and ‘concrete consultants.’ ‘First class civil engineering construction management engineers’ are people who have the qualifications to be a supervising engineer to carry out on-site supervision of construction work, while ‘professional engineers’ and ‘RCCMs’ are usually requested by the contractors at the time of work being commissioned to be the engineer required to be on-site. This results in a lack of engineers with the qualifications that are most often needed at the time of receiving a work project (Figure 2-3-45).

Regarding what qualification would be useful for their company’s workers to have in the future, in addition to engineers—which was sited as the type of worker lacking in the above responses—the ‘concrete consultants’ was also sited often as the type of qualification desired by construction companies. This shows that though there are sufficient numbers of concrete consultants qualified at the moment, looking ahead there may be greater need for workers with this type of qualification in the future (Figure 2-3-46).
According to the ‘Maintenance, Management, and Repair Work related Contractor Survey,’ the types of initiatives being implemented by contractors the most to secure and develop human resources are, “Securing new employees,” “Education and training for current employees,” and “Extending the employment period of older employees.” If we separate out the responses by business scale—determined by number of employees—the overall trend seems to be that the bigger the business scale the higher the percentage of companies putting effort into securing and developing human resources. However, there were no significant differences due to business scale for the percentages of companies that are “Extending the employment period of older employees,” showing that this is an initiative that can be easily implemented by smaller scale companies as well (Figure 2-3-47). In addition to continuing with the initiative to employ older employees for a longer period, considering the long-term, it will become necessary to increase the number of new employees from the young adult segment.

Human Resources Securing/Development Status (by business scale according to number of employees)

Source) MLIT “Maintenance, Management, and Repair Work related Contractor Survey”

In terms of securing technicians, according to the national population census, if we look at the breakdown of the age structure of technicians, there are differences in the age structure depending on the job category. The number of employed persons between late 30's and early 60's creates a mountain, but the size of that mountain differs by job category. In particular, the percentage of people employed as carpenters and plasterers spikes for people in their late 50's to 60's, skewing the age structure to the elderly skilled workers. For this reason, when securing human resources in the future, we will need to look ahead for these trends in the age structure by job category, and be strategic in our initiatives (Figure 2-3-48).

Figure 2-3-48

Age Structure of Technicians by Occupation

(Note) Extracted from Occupation (minor category) J Construction/Mining Workers Source) Developed by MLIT from MIC "National Census"

When The Dai-ichi Life Insurance

Company, Ltd conducted a survey for pre-school, kindergarten, and elementary school children, asking, “What do you want to be when you grow up?” the percentage of children who answered ‘Carpenter’ has remained level; even in terms of ranking, ‘Carpenter’ remains in the top ten (Figure 2-3-49).
management, and repair works. However, if we are able to prove that these types of qualifications will be useful in work operations, and that having these qualifications will lead to social valuation, there may be an increase in the number of young people interested in acquiring these qualifications and interested in finding a job related to the maintenance and management of social infrastructures.

In addition to the initiatives discussed above for securing human resources, it is imperative that each person works on improving each of their skills to achieve even better performance, and that the entire construction industry works towards building an ever more efficient production system.

## Column

## “Dobojo (play on word to mean engineer woman)” ~Women Who Work in the World of Civil Engineering $ ^{Note 1} $

Have you ever heard of the word “Dobojo,” the nickname used in work and studies related to civil engineering to refer to ‘girls who love engineering’?

Ever since an article called “The Emergence of a Female Civil Engineer” was featured in the Japan Society of Civil Engineers Journal in 1982, the foray of women into civil engineering has expanded. If we look at the “Basic Survey of Schools” by the Ministry of Education, we can see that the percentage of women studying in the departments of civil engineering and civil/construction engineering at a university was 9.4% in 1993. Given that the number of male students has seen a sharp decline while there have been no significant variations in the number of female students, by 2013 that percentage

Figure 2-3-51 The Shift in the Number of Civil Engineering and Construction Students and the Female Student Ratio

Source) Developed by MLIT via MEXT "Basic School Investigation" from "Japan's Education at a Glance"

had increased to 16.7%. In addition, the percentage of women who got a job as a construction, civil, or surveying engineer after graduating university is slowly rising.

So then, how many female civil engineers actually currently exist? According to the National Census (2010) the number of female civil or surveying engineers was 5,870 women (ratio of 2.4% women), and according to the “Engineers Trend Survey” published by Japan Society of Civil Engineers (December 2012), the women engineers are branching out into different types of businesses, working in various sectors including governments, universities, construction companies, electrical power companies, and consultancy companies.

Figure 2-3-52 The Shift in the Number of Employment of Construction, Civil Engineering, Surveying Technicians

Source) Developed by MLIT via MEXT "Basic School Investigation" from "Japan's Education at a Glance"

Note 1 Word that means “Engineering for the citizens,” or “Work that facilitates a human-like environment for the dignified daily living of citizens.” (from Japan Society of Civil Engineers http://www.jsce.or.jp/)
The nickname “Dobojo” has even been used for a heroine in a comic book. It is a term that is starting to take root as a way to refer to not only ‘women civil engineers,’ but also to ‘women that wear construction work wear and helmets, and work at civil engineering and construction sites.’ However, because construction sites are usually within an enclosure, it is very rare to see a “Dobojo” in action. For this reason, there are still a lot of uncertainties for women that are considering entering the world of civil engineering. The Society of Women Civil Engineers $ ^{Note 2} $ , which was established in 1983, has created illustrations to introduce what working as a civil engineer looks like, and compiled the “Door to Civil Engineering”, which is a booklet containing messages from older women civil engineers as ‘role models,’ to encourage women who are working to become a “Dobojo.” The Japan Society of Civil Engineers has also published a book to encourage women civil engineers.

Going forward, with the prospect of more and more women becoming an active part of the workforce, the Japan Federation of Construction Contractors has created an action plan for employing more female technicians (March 20, 2014), with a goal to aim for double the number of women technicians within five years, and has

Figure 2-3-54 The Brochure for The Society of Women Civil Engineers

requested that all their member companies actively work on creating a suitable work environment. The MLIT is also working towards creating a ‘construction industry where more women can work’ in both the public and private sectors.

For the women that work to bring a smile to the faces of many, we hope that in the future there will be an increasing number of civil engineering and construction work sites that brings a smile to their faces too.

(c) Koyume Matsumoto / Kodansha

Source) The Society of Women Civil Engineers

Source) Japan Society of Civil Engineers

Figure 2-3-55 The Action Plan for Capitalizing on Skilled Female Workers

Source) Japan Federation of Construction Contractors

Note 2 Became ‘General Incorporated Association The Society of Women Civil Engineers’ on November 18, 2013.
Figure 2-3-57 The Shift in the Number of Technicians hired by Ise Jingu (Ise Shrine) and their Work Content

Source) Nomura Research Institute Ltd. "NRI Public Management Review" (April 2011)

## shrines

15 years after the Sengu had been completed for the main shrine, the wood working for the next Sengu begins. Also around this time, depending on the amount of work and progress, the hiring process starts for skilled workers from all over the country. At this time, the 30 skilled workers who have experience from the previous Sengu begins to train the newly participating skilled workers. Due to the 20 year cycle, some workers may participate in Sengu up to three times.

A noteworthy point from this is that the employment of the minimum number of skilled workers (30 workers) needed to pass down the skills is secured by hiring them as permanent staff after the completion of Sengu. Meanwhile, the skilled workers hired during the peak period are not limited to Miyadaiku (carpenters that work on shrines), but also include general carpenters who are trained on the necessary skills after being hired. This continuation of technical capabilities can be said to be made possible by the fact that the core skilled workers are kept on as permanent staff to do the repairs and upgrading work.

In this way, the Shikinen Sengu of Ise Shrine is looking to the next Sengu and implementing measures to secure human resources (a flexible hiring method to

Figure 2-3-58 The Appearance of the Shrine Structure

Source) The Jingu Shicho (Jingu Administration Office)

accommodate the peak period) and skill inheritance (maintaining a core permanent staff of skilled workers). In these days, as the lack of next leaders in the maintenance, management, and upgrading becomes a major issue, perhaps there are several aspects we can learn from this system which has continued for over 1,300 years.

## (References)

Ise Shrine Shikinen Sengu Public Relations Headquarters official website

http://www.sengu.info/index.html

Nomura Research Institute, Ltd. "NRI Public Management Review (April 2011)"
# Building up the Country and Regions in a Society Amidst a Serious Population Decline

Chapter 2 will be divided into the two sections: the flow of people and goods that contribute to the vitalization of the community (Activity), and the regional structure (Structure) that provides support to that Activity. In the first section “The Flow of People, Goods, Money and Information”, we will analyze the causes and tendencies of Relocation to the Rural Areas and attempt to quantify the attractiveness of a region. We will also introduce the efforts being made towards community vitalization through tourism, distribution of goods and regional economic circulation.

In the section 2 “Structured Community Development Tailord to the Needs of the Times”, we will expound on how “compact” and “networked” is an important aspect in thinking about regional structure (Structure) for working towards the creation of a country generating diverse synergies among regions by introducing the effects and actual efforts of “compact” and “networked”—the basic concept of “Grand Design of National Spatial Development towards 2050”.

## Section 1 The Flow of People, Goods, Money and Information

In Section 1, we will focus on the flow that vitalizes the district (Activity). We will start by looking at and analyzing the current “Flow of People (residential population) to the Rural Areas” situation, such as Relocation to Rural Areas, an important aspect in thinking about how to remedy the concentration of everything in Tokyo. Next, as part of the flow of “People (interacting population), Goods, Money and Information” which supports the district, we will introduce the effects on regional economy and actual cases of efforts involving these factors for each of the following categories: tourism, distribution of goods, information and district economic circulation.

First, in “1. The Flow of People (Residential Population) to Rural Areas such as Relocation to Rural Areas”, “(1) The Current State of Rural Relocation and Rural Return” will clarify the current situation regarding Rural Relocation and Rural Return based on survey results that show a recent increase in awareness of “Rural Return” among residents of metropolitan areas. And, in “(2) Analysis of Public Awareness Based on Survey Results”, the causes and background will be analyzed using MLIT’s own survey results.

Next, while keeping in mind that aspects of “non-monetary values” such as a rich natural environment has a significant influence on Rural Migration, in “(3) Analysis of “The District Attractiveness” that Creates the Flow of Rural Migration” we will compare the cost of living and the income level in the Metropolitan Areas to those in the Rural Areas, and try to quantitatively rate which factors provide what level of attraction in the “attractiveness of a district” that triggers relocation.

Further, in “(4) Movement Towards Living in Two Districts”, we will introduce the “Two District Residence” which, although may not result in relocation, could become the catalyst to relocation through a proactive involvement in a district, and will be important in promoting the flow of people to the rural areas.
(Rural Return in Immediate Vicinity)

It is difficult to determine the tendency of the flow of people to the Rural Areas on a national level by looking at statistical data. However, it has been pointed out that there is an increasing number of young people who aspire to and value rural areas from a desire for a lifestyle that values interaction with the regional community and nature, called “Return to the Countryside”, rather than seeking only economic prosperity.

In the public opinion survey conducted by the Cabinet Office, it is clear that there is a higher level of awareness among young people about the “Return to the Countryside”. Comparing the 2005 and the 2014 surveys regarding the metropolitan residents’ desire to settle in rural areas, this desire increased from 17.0% to 32.7% for those in their 30s and from 15.9% to 35.0% for those in their 40s (Figure 2-1-5). However, in said 2014 survey, of those who responded that they “have” or “tend to have” a desire to settle in rural districts, although there is a high number of those in their 60s and over 70s who want to move to rural areas almost immediately, only 4.0% in their 30s and 1.3% in their 40s want to move to rural areas almost immediately. Even including those in their 30s and 40s who want to move to rural areas within 5 years, the numbers are 10.0% and 5.3% respectively, which indicates that it is not a pressing desire (Figure 2-1-6).

Authorized NPO Furusato Kaiki (Hometown Return) Center $ {}^{Note 22} $ matches metropolitan residents who wish to live in rural areas with approximately 800 municipalities that support interaction and relocation. This Center conducts a survey of the number of inquiries and the age of their users. Looking at the user records for 2014, it is evident that the number of visitors was approximately 1.4 times that of 2013 (Figure 2-1-7). Although the heightened visibility of the Center must be taken into consideration for the increase in inquiries, considering the services of this Center, it can be inferred that there is a certain population of those who are seriously thinking about or beginning to think about relocating to a rural area and are using this Center. Also, here again the increase in users of the younger generation up to their 40s is notable (Figure 2-1-8) and matches the public survey results mentioned before.