December 24, 2020
Bank of Japan
Response to COVID-19 and
Medium- to Long-Term Challenges for Japan's Economy:
With an Eye on the Post-COVID-19 Era
Speech at the Meeting of Councillors of Nippon Keidanren
(Japan Business Federation) in Tokyo
KURODA Haruhiko
Governor of the Bank of Japan
Introduction
It is a great honor to have this opportunity to address such a distinguished gathering of
business leaders in Japan today.
For eight years now, I have delivered a speech at this end-of-year meeting, and I can say
that this year we have experienced enormous changes in the social and economic
environment due to the shock of the novel coronavirus (COVID-19). As we wrap up 2020, I
would first like to take a look back at economic developments this year, mainly focusing on
the impact of COVID-19, and talk about the outlook for economic activity and prices. Then,
I will explain the Bank of Japan's thinking behind its policy responses. In relation to the
conduct of monetary policy, I will also touch on the conduct of the assessment for further
effective and sustainable monetary easing, which the Bank decided at the Monetary Policy
Meeting (MPM) held last week. Lastly, I would like to talk about what is necessary in
taking advantage of lessons to be learned from overcoming the current crisis for future
growth -- that is, challenges regarding Japan's economy as a whole that should be addressed
when also looking ahead to the post-COVID-19 era from a medium- to long-term
perspective.
I. Economic and Price Developments during the COVID-19 Era and Their Outlook
Impact of COVID-19 on the Economy
Let me start with a look back at economic developments this year, mainly focusing on the
impact of COVID-19.
COVID-19 started to spread from the beginning of the year and became a pandemic within
a short period toward early spring (Chart 1). Governments around the world took strict and
wide-ranging public health measures in order to prevent the spread. Under these
circumstances, the global economy became depressed significantly. However, since the
summer season, as public health measures have been eased, the global economy has picked
up from that state of significant depression, as seen in the growth rates of each country
turning positive on a quarter-on-quarter basis. Similar developments have been observed in
Japan. The quarter-on-quarter GDP growth rate for the April-June quarter registered a
considerably negative figure of minus 8.3 percent with wide-ranging economic activities
being constrained. However, that for the July-September quarter turned positive, to 5.3
percent, and Japan's economy has picked up from the bottom, although it has remained in a
severe situation.
The economic fluctuation this time is different in nature from what was seen in the past.
Most of the fluctuations since World War II were triggered by cyclical adjustments in
business fixed investment and in inventory investment, or by financial imbalances. On the
other hand, the current fluctuation is exceptional, in that it stemmed from a shock caused by
an infectious disease, which is not inherent in the economy, and that economic activity has
been constrained exogenously with a view to preventing the spread of the disease. In other
words, such activity has been affected largely by an epidemiologic factor.
Reflecting the characteristics of COVID-19, economic activities that involve social
interaction are particularly affected, and this is another point that is unique to the current
case (Chart 2). Looking at economic activities of firms in Japan by sector, a significant
decline has been seen in the industry of face-to-face services such as eating and drinking as
well as accommodations -- where firms are relatively small -- and amusement services
including events. In terms of household spending, consumption of services has declined
considerably compared with that of goods. A constraint on services consumption is due to
vigilance against COVID-19, and the differences in consumption behavior of each age
group reflect the degree of their vigilance. That is, services consumption by the younger
generation has recovered rapidly, whereas that by seniors, who are strongly vigilant against
COVID-19, saw a significant decline and has picked up at a slower pace.
In contrast, manufacturing and retail firms, which produce and sell goods, have been
relatively less affected. Goods transactions worldwide have picked up at a comparatively
faster pace (Chart 3). A decline in global trade activity has been small compared with at the
time of Global Financial Crisis (GFC) and a rapid recovery has been observed. Under these
circumstances, the level of Japan's exports has returned to that seen prior to the COVID-19
outbreak, and at a rapid pace. This has led to manufacturers' relatively steady production
activity.
As I have explained thus far, the impact of the shock of COVID-19 is uneven and largely
varies for attributes such as the industry and size of firms as well as consumers' ages. At the
current phase in particular, this suggests the need to closely examine economic
developments not only by looking at the aggregate or average values of data, but also
through analyzing developments in different attributes of each economic entity.
Outlook for Economic Developments
Now, let me move on to the outlook for Japan's economy. In the baseline scenario, it is
projected that, with the impact of COVID-19 waning gradually, Japan's economy will
follow an improving trend, albeit moderately, also supported by a pick-up in overseas
economies (Chart 4). Compared with early spring, many countries have been making
responses while striking a balance between preventive measures and economic activity. It is
true that the pace of economic recovery is likely to remain only moderate with the
continuing impact of COVID-19. However, it is also true that, taking advantage of the
experiences since this spring, the level of economic activity has increased gradually, with
society overall adapting to a "new lifestyle" while taking targeted preventive measures. As a
baseline scenario, it is expected that these developments will continue.
That said, this outlook entails high uncertainties, and risks are skewed to the downside.
Although recent positive news on vaccines is certainly encouraging, it is still likely to take
time for them to become widely available. On the other hand, it is necessary to pay attention
to the fact that the spread of COVID-19 has been continuing globally and that the number
of confirmed cases has been resurging in Japan as well. In addition, there are uncertainties
over whether, while the impact of COVID-19 remains, growth expectations will not decline
substantially and financial system stability will be maintained. Thus, the Bank will continue
to closely examine economic developments at home and abroad.
Recent Developments in and Outlook for Prices
Next, let us look at price developments in Japan (Chart 5). The year-on-year rate of change
in the consumer price index (CPI) excluding fresh food has been negative. This is
attributable to temporary factors such as the past decline in crude oil prices and a discount
on hotel charges through the "Go To Travel" campaign. However, even though a decrease
in demand due to the impact of COVID-19 has constrained inflation, the year-on-year rate
of change in the CPI has been slightly positive when excluding the effects of these
temporary factors.
The year-on-year rate of change in the CPI is likely to be negative for the time being.
Thereafter, it is expected to turn positive and then increase gradually with the effects of
temporary factors that push down prices dissipating and the economy improving (Chart 4).
At present, the Bank judges that prices will not see an overall and sustained decline; in other
words, the economy will not return to deflation. However, attention should also continue to
be paid to price developments given that the pace of economic improvement is only
moderate and uncertainties over the economic outlook are significant.
II. The Bank's Conduct of Monetary Policy
Monetary Policy Conduct in Response to COVID-19 and Financial Developments
So far, I have talked about developments in economic activity and prices. Now, I will
explain the Bank's thinking behind the monetary policy conduct in response to COVID-19.
To address the global shock of COVID-19, governments and central banks around the
world have swiftly made policy responses on a large scale. Governments have implemented
large-scale economic measures including income support and loan guarantees to firms and
households. Central banks have conducted monetary easing measures, and their responses
have two things in common. One is providing support for financing to firms and sole
proprietors affected by COVID-19 so that they can sustain their businesses. The other is
maintaining stability in financial markets in order to prevent a vicious cycle between
turmoil in the markets and deterioration in the real economy.
In this regard, the Bank has conducted powerful monetary easing since March in response
to COVID-19 through the following three measures (Chart 6). Specifically, the first is the
Special Program to Support Financing in Response to the Novel Coronavirus (COVID-19)
to provide support mainly for corporate financing. The second is an ample and flexible
provision of funds, mainly by purchasing Japanese government bonds (JGBs) and
conducting the U.S. dollar funds-supplying operations, to ensure stability in financial
markets. The third is active purchases of exchange-traded funds (ETFs) and Japan real
estate investment trusts (J-REITs) to lower risk premia in asset markets.
The Bank's responses have had positive effects, coupled with the government's measures
and active efforts by financial institutions (Chart 7). As for financial conditions, although
firms' financial positions have been weak, the environment for external funding has
remained accommodative. The year-on-year rate of change in the amount outstanding of
bank lending has registered the highest increase in about 30 years on the back of banks'
accommodative lending attitudes. That in the aggregate amount outstanding of CP and
corporate bonds has been at a high level that exceeds 10 percent. Thus, the smooth
functioning of financial intermediation has been ensured, and this is a big difference from
the time of the GFC, when downward pressure from the financial side on the real economy
intensified. In addition, global financial markets, which had been highly volatile, have
regained stability earlier this time than in the case of the GFC due to large-scale responses
made by governments and central banks around the world, including the Bank of Japan.
Extension of the Special Program to Support Financing in Response to the Novel
Coronavirus (COVID-19)
However, economic activity and prices are projected to remain under downward pressure
for a prolonged period due to the impact of COVID-19 (Chart 8). Given this situation, with
a view to supporting the economy and thereby achieving the price stability target of 2
percent, the Bank decided at the last week's MPM upon the following two responses to be
made respectively for the time being and from a somewhat long-term perspective.
The first one is the extension of the Special Program to Support Financing in Response to
the Novel Coronavirus (COVID-19). With the economy improving at only a moderate pace,
corporate financing is likely to remain under stress for the time being. Given these
circumstances, the Bank decided to extend the duration of the Special Program until the end
of September 2021, and will consider further extension if necessary. The Bank will continue
to firmly support corporate financing.
Assessment for Further Effective and Sustainable Monetary Easing
The second response is the conduct of an assessment for further effective and sustainable
monetary easing with a view to achieving the price stability target of 2 percent. Its findings
will be made public, likely at the March 2021 MPM.
The Bank has been pursuing large-scale monetary easing since 2013. In summer 2016, three
years after its introduction, the Bank conducted a comprehensive assessment to examine its
effects. The findings indicate that, under the large-scale monetary easing, financial
conditions improved significantly, as seen in the correction of the past excessive
appreciation of the yen and decline in stock prices, and that this led to improvement in
corporate profits and economic activity. On this point, I would think you have recognized
these developments through a significant improvement in the business environment
compared with the past. On the other hand, findings with regard to prices reveal the
following two points. First, although the economy, with the CPI being positive on the whole,
is no longer in deflation in the sense of a sustained decline in prices, the price stability
target of 2 percent has not been achieved. Second, people's mindset and behavior based on
the assumption that wages and prices will not increase easily have been deeply entrenched
under prolonged deflation, and it turns out that it will still take a long time for such mindset
and behavior to change. In addition, the findings also make clear that monetary easing could
have a cumulative negative impact on financial institutions' profits as well as on life
insurance and pension funds, which in turn could adversely affect the functioning of
financial intermediation.
As a policy response based on these findings of the comprehensive assessment, the Bank
introduced "Quantitative and Qualitative Monetary Easing (QQE) with Yield Curve
Control" in September 2016. Through this framework, it controls policy interest rates to
appropriate levels while taking into consideration both the positive and side effects of
monetary easing, thereby maintaining favorable economic and financial conditions -- that is,
a favorable business environment for business managers -- created by large-scale monetary
easing.
The upcoming assessment will be conducted with the findings of the comprehensive
assessment in mind. "QQE with Yield Curve Control" has worked well for four years since
its introduction to date, including the past 10 months during the COVID-19 pandemic. Thus,
the Bank judges that there is no need to change its framework. Under this framework, it will
assess whether the manner of operation and the various policy tools, including asset
purchases, have had their intended effects. In pursuit of further effective and sustainable
monetary easing toward achieving the price stability target of 2 percent, if there is anything
more that can be done, the Bank will do so.
The key is "effective" and "sustainable" monetary easing. Since monetary easing inevitably
will be prolonged due to the impact of COVID-19, the Bank will devise ways to continue
conducting "QQE with Yield Curve Control." That said, simply maintaining it for a
prolonged period is not enough. If the conduct becomes too rigid, it will not work
appropriately. As evidenced by the sudden occurrence of the current shock of COVID-19,
various shocks may happen in the future. Thus, it is necessary to be nimble in making
effective responses when needed to counter possible changes in economic activity and
prices, as well as financial conditions.
This should be a matter of course for business managers like you all, but any measures incur
costs, as with monetary policy measures. Prolonged low interest rates have a negative
impact on financial institutions' profits, and purchases of various assets such as JGBs and
ETFs affect the market functioning. Such costs or side effects need to be minimized. That
said, the management goals cannot be achieved only by curbing costs. I believe business
management is about producing significant positive effects at low costs. Anything that is
unnecessary and inefficient should be avoided, but the focus of our assessment is not on
lowering costs or mitigating side effects. Instead, the Bank will adopt a forward-looking
perspective of how to achieve stability in economic activity and prices by pursuing further
effective monetary easing while mitigating side effects.
III. Strengthening Japan's Economic Growth Potential with an Eye on the
Post-COVID-19 Era
The COVID-19 pandemic is still affecting the global economy on an enormous scale, and
many people in Japan have been making strenuous efforts toward it. Above all, it is
necessary to simultaneously contain the spread of COVID-19 and improve economic
activity in order to overcome the current crisis. At the same time, given the current situation
and also looking ahead to the time when we overcome the crisis -- that is, the
post-COVID-19 era -- it is important to focus on challenges regarding Japan's economy as a
whole and firmly push forward with addressing them while making good use of insights
gained from this experience.
Looking at the past experiences of bursting of bubbles and financial crises, a major shock is
often followed by a period of prolonged low growth (Chart 9). Examples include Japan in
the aftermath of the bursting of the bubble economy and the financial crisis of the second
half of the 1990s, as well as developed economies overall following the GFC. What
happened with Japan's economy, which suffered from deflation, clearly illustrates that the
social costs of addressing prolonged low growth ex post are high. Based on these
experiences, governments and central banks around the world have made every effort to
prevent as much as possible the COVID-19 shock from creating "scarring effects," which
are long-lasting aftereffects on the economy.
Generally speaking, the growth potential of an economy is determined by three factors:
labor input, capital input, and total factor productivity, which represents technological
progress. The reasons for prolonged low growth in the wake of a major shock are often
divided into the following three causes: (1) hysteresis effects, where, for example, an
increase in unemployment at the time of the shock affects labor input during the recovery
period; (2) stagnation of capital input due to constraints on business fixed investment; and
(3) stagnation of technological progress. It is important to address these issues in order to
get the economy back on a steady growth path once the impact of COVID-19 subsides. I
would like to talk about these three issues, which I believe will be crucial from a medium-
to long-term perspective.
Labor Input: Maintaining and Improving Workers' Skills
The first issue is labor input. The hysteresis effects of economic crises with regard to labor
input refer to the fact that those who lost their jobs due to employment adjustments face a
decline in their skills or an exit from the labor market, which consequently has effects on
subsequent labor input. While this problem has often been highlighted in Europe and the
United States, it also warrants attention in Japan, as evidenced by the fact that the so-called
employment ice age generation, which first became an issue nearly two decades ago, is still
a problem today. In order not to make the issue of hysteresis effects with regard to labor
input worse, it is important to contain the number of those unemployed as much as possible
in the event of a shock. In response to the current shock, many countries have provided
support for retaining employees and sustaining businesses, and this also is effective in terms
of addressing the issue regarding hysteresis effects of labor input. Japan, too, has not
experienced a significant increase in unemployment or bankruptcies due to the efforts made
by firms and financial institutions together with the government's employment adjustment
subsidies and subsidies for sustaining businesses, as well as the government's and the
Bank's support for financing (Chart 10).
However, more will need to be done in the longer run in terms of labor input. That is, firms
need to upgrade the skills of their employees so that they will be able to adapt to structural
changes in the economy. Since there are major changes in the business environment as a
result of the pandemic, firms will not be able to sustain adequate competitiveness by simply
maintaining their workers' skills. Even before the outbreak of COVID-19, it has been often
the case that the shortage of relevant human resources has constrained the expansion of
businesses. With the ongoing efforts toward digitalization, the shortage of human resources
for information technology is a pressing issue. In order to respond boldly to the major
changes, firms have made efforts not only to improve workers' skills through in-house
training but also to acquire new skills through the exchange of human resources with other
industries. It is important for firms to further step up efforts that they already have made to
improve their workers' skills in order to adapt to structural changes.
Capital Input: Capital Stock Accumulation through Business Fixed Investment
The next issue is capital input. One of the reasons for prolonged low growth after a major
crisis is that the accumulation of the necessary capital stock is hampered. That is, in the
aftermath of a crisis in which corporate profits deteriorate, economic uncertainties increase,
and the funding environment worsens, business fixed investment will be constrained
excessively, and firms' continuing cautious stance will lead to prolonged stagnation in
capital accumulation.
Let us look at the past business fixed investment stance of firms in Japan (Chart 11).
Following the bursting of the bubble economy, they remained reluctant to make fixed
investment for a long period under prolonged deflation. However, as I mentioned at this
meeting last year, firms surely had become more active with their fixed investment in recent
years, mainly on the back of high levels of profits. During this situation, early this year, we
were hit by the shock of COVID-19. It is true that the high levels of savings that remained
on hand even after making active investment have mitigated the impact of the shock.
However, the important thing is that being excessively cautious with investment based on
this experience will negatively affect future competitiveness. I think that firms are well
aware of this point. Many are saying that, despite the shock, they will continue to make
necessary investment, given that they significantly constrained fixed investment after the
GFC and subsequently lost their competitiveness. When looking ahead to the
post-COVID-19 era as well, I think it is important not to interrupt the positive trend seen
before the outbreak, which was to invest aggressively for the future.
Technological Progress: Continued Investment for Growth
Technological progress is also important (Chart 12). There are many examples like the GFC
where, in the aftermath of a crisis, technological progress stagnated and productivity growth
in the economy as a whole remained weak accordingly. One of the reasons is the lack of
research and development (R&D) investment. When firms become reluctant to make such
investment, innovation is less likely to happen because the introduction of advanced
technologies is delayed. Thus, what is necessary for technological progress is to make
investment for growth from a medium- to long-term perspective and make innovative
efforts based on such investment. In this regard, it is a noteworthy sign that, in spite of the
current severe economic environment, moves toward further digitalization have been seen
at various levels of our country, including firms. In fact, software investment has remained
steady compared with overall business fixed investment. It is very encouraging to see that
firms have maintained their stance of creating innovation through such investment for
growth.
Thus far, I have explained the key points to bring Japan's economy back on a sustainable
growth path from a medium- to long-term perspective based on labor input, capital input,
and technological progress. Of course, no one knows at this point what the so-called new
normal economy will look like once the pandemic has subsided. However, as I talked about
at this meeting in the past, when facing a significant change, firms can achieve substantial
growth by being one step ahead and turning such change into opportunity. Progress in
efforts to address environmental issues with a view to achieving the Sustainable
Development Goals (SDGs) is one such example. I believe that many firms consider that
addressing such issues will not only meet social demands but will also enhance their
competitiveness in the social setting to come. I hope that firms will boldly take on the
various challenges with a view to raising their future growth potential.
Conclusion
Today, I talked about developments in Japan's economy, its outlook, the Bank's response to
COVID-19, as well as the efforts that are required when also looking ahead to the
post-COVID-19 era. The pandemic has reminded us of the importance of social interaction.
While people have taken advantage of using virtual tools to continue their daily
communication, I believe that the craving for everyday uncomplicated, face-to-face
interaction has been the driving force for such actions as the development of vaccines. Such
strong motivation can be a catalyst for great change. The challenge for us is how society as
a whole can make the most of the harsh experience of COVID-19.
As I have mentioned today, if we can turn economic changes into opportunities, I believe
that Japan's economy will not stagnate post-pandemic, but instead will leap forward. To
make this happen, active efforts by the private sector are essential. Of course, the public
sector will firmly support its efforts. The Bank will continue to provide accommodative
financial conditions in order to strongly support such transformative moves.
Lastly, I would like to conclude my speech today by wishing you all a wonderful year
ahead.
Thank you for your attention.
Response to COVID-19 and
Medium- to Long-Term Challenges for Japan's Economy:
With an Eye on the Post-COVID-19 Era
Speech at the Meeting of Councillors of Nippon Keidanren
(Japan Business Federation) in Tokyo
December 24, 2020
KURODA Haruhiko
Governor of the Bank of Japan
Introduction
I. Economic and Price Developments during the
COVID-19 Era and Their Outlook
II. The Bank's Conduct of Monetary Policy
III. Strengthening Japan's Economic Growth Potential
with an Eye on the Post-COVID-19 Era
Conclusion
COVID-19
Daily Confirmed New Cases Major Economies′ Real GDP (2020)
s.a., q/q % chg.
10 thous., weekly average
10 thous., weekly average
15
25 2.5
United States (left scale)
Jan.-Mar.
Europe (left scale)
Apr.-June
10
India, Brazil, Russia (left scale)
20 2.0
July-Sept.
China (right scale)
Japan(right scale)
5
15 1.5
0
10 1.0
-5
5 0.5
-10
0 0.0
-15
July Sept.
Jan. Mar. May. Jul. Sep. Nov.
China Japan United States Euro area
20
Sources: Haver; OECD.
1
Chart 2
I. Economic and Price Developments during the COVID-19 Era and Their Outlook
Impact on Economic Activity
Economic Activity by Sector Household Consumption
CY 2019 = 100
CY 2019 = 100
120
105
100
100
80
95
Manufacturing
60
Retail trade
90
Eating and drinking places, take
40
Goods
out and delivery services
Services for amusement and
Services
85
hobbies
20
Accomodations
0 80
Jan. Apr. July Jul. Oct. Jan. Apr. July Jul. Oct. 18/Q1 2 3 4 19/Q1 2 3 4 20/Q1 2 3
Trade Activity of Goods
Japan's Exports of Goods
World Trade Volume
(Real Exports)
COVID-19: Jan. 2020 = 100
COVID-19: Jan. 2020 = 100
GFC: Aug. 2008 = 100
GFC: Aug. 2008 = 100
110
110
100
100
90
90
80
80
70
70
COVID-19
COVID-19
60
60
GFC
GFC
50 50
-12 -9 -6 -3 0 3 6 9 12 15 18 21 24 -12 -9 -6 -3 0 3 6 9 12 15 18 21 24
months months
Sources: CPB Netherlands Bureau for Economic Policy Analysis; Bank of Japan; Ministry of Finance.
3
Chart 4
I. Economic and Price Developments during the COVID-19 Era and Their Outlook
The Bank's Forecasts for Economic Activity and Prices
(October 2020 Outlook Report)
y/y % chg.
CPI
Real GDP
(all items less fresh food)
-5.6 to -5.3 -0.7 to -0.5
Fiscal 2020
[-5.5] [-0.6]
Forecasts -5.7 to -4.5 -0.6 to -0.4
made in July 2020
[-4.7] [-0.5]
+3.0 to +3.8 +0.2 to +0.6
Fiscal 2021
[+3.6] [+0.4]
Forecasts +3.0 to +4.0 +0.2 to +0.5
made in July 2020
[+3.3] [+0.3]
+1.5 to +1.8 +0.4 to +0.7
Fiscal 2022
[+1.6] [+0.7]
Forecasts +1.3 to +1.6 +0.5 to +0.8
made in July 2020
[+1.5] [+0.7]
Notes: 1. These figures show the forecasts of the majority of the Policy Board members and those in brackets indicate the medians. The forecasts are constructed as follows: each Policy
Board member's forecast takes the form of a point estimate -- namely, the figure to which she or he attaches the highest probability of realization. These forecasts are then shown as
a range, with the highest figure and the lowest figure excluded.
2. The direct effects of the October 2019 consumption tax hike on the CPI for fiscal 2020 are estimated to be 0.5 percentage point. In addition, based on a specific assumption, the
direct effects of policies concerning the provision of free education on the CPI for fiscal 2020 are estimated to be around minus 0.4 percentage point. The direct effects of the "Go
To Travel" campaign on the CPI are estimated to be minus 0.2 percentage point for fiscal 2020 and 0.2 percentage point for fiscal 2021.
Source: Bank of Japan.
Consumer Prices
y/y % chg.
4
Effects of the "Go To Travel" campaign
Effects of the consumption tax hikes and free education policies
3
Energy
Items other than energy
2
CPI (less fresh food)
1
0
-1
-2
14 15 16 17 18 19 20
CY
Notes: 1. Energy consists of petroleum products, electricity, and gas, manufactured & piped.
2. Figures for the "effects of the consumption tax hikes and free education policies" from April 2020 onward are based on staff estimations and include the effects of measures
such as free higher education introduced in April 2020.
Source: Ministry of Internal Affairs and Communications.
5
Chart 6
II. The Bank's Conduct of Monetary Policy
The Bank's Measures in Response to COVID-19
Supporting Corporate Financing
Special Program to Support Financing in Response to COVID-19
Purchases of CP and corporate bonds: amount outstanding of about 20 tril. yen at maximum (previous
amount outstanding of about 5 tril. yen)
Special Funds-Supplying Operations to Facilitate Financing in Response to COVID-19
Stabilizing Financial Markets
Ample and Flexible Provision of Yen and Foreign Currency Funds
Further active purchases of JGBs and T-Bills
Enhancement of the U.S. Dollar Funds-Supplying Operations
Active Purchases of ETFs and J-REITs
ETFs: annual pace of about 6 tril. yen
→ annual pace with the upper limit of about 12 tril. yen (for the time being)
J-REITs: annual pace of about 90 bil. yen
→ annual pace with the upper limit of about 180 bil. yen (for the time being)
Chart 7
II. The Bank's Conduct of Monetary Policy
Financial Conditions
Lending Attitudes of Financial Institutions Amount Outstanding of Bank Lending, CP,
as Perceived by Firms and Corporate Bonds
y/y % chg.
DI ("accomodative" - "severe"), % points
16
40
30 Lending by domestic commercial banks
12
20
CP and corporate bonds
8
10
"accomodative"
4
0
"severe"
-10
0
Large firms
-20
-4
Small and medium-sized firms
-30
-40 -8
CY 05 07 09 11 13 15 17 19 CY 05 07 09 11 13 15 17 19
Notes: 1. In the left-hand chart, figures are for all industries.
2. In the right-hand chart, figures for lending by domestic commercial banks are monthly averages. Figures for CP and corporate bonds are those at the end of the period. Lending by
domestic commercial banks includes loans to firms, individuals, and local governments.
Sources: Bank of Japan; Japan Securities Depository Center; Japan Securities Dealers Association; I-N Information Systems.
7
Chart 8
II. The Bank's Conduct of Monetary Policy
Key Points of Decisions Made at the December MPM
 Economic activity and prices have remained under prolonged downward
pressure due to the impact of COVID-19.
 In this situation, there is a need to support the economy and thereby achieve
the price stability target of 2%.
Extension of the Special Program to Support Financing
in Response to the Novel Coronavirus (COVID-19)
 Extension by 6 months: end-March 2021 → end-September 2021
* Further extension will be considered if necessary.
 Adjustments to the Special Program
 Purchases of CP and corporate bonds: combine the maximum amount of additional purchases for
each asset, making a total of 15 tril. yen
 Special Operations to facilitate financing: remove the upper limit of 100 bil. yen on funds
provided to each eligible counterparty against loans that financial institutions make on