Study Group on the Ideal of a Digital Transportation Society (2nd)

Overview

• Date and Time: Wednesday, April 27, 2022, from 10:00 to 12:00

• Location: Tokyo Garden Terrace Kioicho 4th Floor
  Kioi Conference Seminar Room A (Online)

• Agenda:

1. Opening
2. Presentation, Discussion
   "Essential Elements for Sustainable Town Development and Elimination of Transportation Needs"
   Dear AsMama Koda
   "area Creation by User Co-Creation through Living Lab"
   Dear Ishimaru, Fukuoka area Strategic Promotion Council
3. Adjournment

Conference Video

The conference is available on YouTube (Digital Agency official channel).

Materials

• Handout 1 Agenda (PDF/347KB)

• Document 2: List of members (PDF / 366 kb)

• Handout 3: Review of the previous issue (PDF / 702 kb)

• Exhibit 4: Points to be discussed today (PDF / 274 kb)

• Exhibit 5: "Essential Elements for Sustainable Town Development and Elimination of Mobility Needs" (Presentation by Mr. Koda) (PDF / 3,894 kb)

• Material 6: "area Creation by User Co-Creation through Living Lab" (Material presented by Mr. Ishimaru) (PDF / 21,150 kb)

• Minutes (PDF/584KB)

Relevant policies

• Mobility

Minutes

Councilor Takijima: It's on time in , so if you don't mind, I'd like to start. Thank you very much.

My name is Takishima. I am Digital Agency, and I am in charge of the secretariat this time.

First of all, I would like to ask Mr. Murakami, Director-General of the Defense Agency of Japan, to make an address.

Director-General : Thank you very much for coming.

I would like to ask you to do it in real life once, and I would like you to make good use of this opportunity.

Also, just one more piece of paper, as I did last time. It says "Construction of a New Lifestyle and Economic Model." Actually, this is the first two pages of the material that Minister Makishima will explain at the Digital Garden City conference in front of the Prime Minister this evening.

In relation to the people gathered here, I think it is almost a lecture to Shakyamuni, but there are many people who do not know, so just in case, I will introduce the concept of circular economy.

This is the way of introduction, but in the Showa era, in the age of consideration and purchase, the unit selling price rose and the number of units sold rose, and as a result of rational reasoning, it was reasonable to create a long value chain before consideration and purchase, which would surely increase, and to encourage the entry of various industries into it. As a result, an economy centered on manufacturing was established, and if the labor population moved to high-productivity fields, the labor productivity of the entire country would rise as a result.

Such a logic was basically the logic of Japan's rapid economic growth. In fact, since 2001, when the employment absorption capacity of the manufacturing sector has remained high and sales in the manufacturing industry have stopped growing, has Japan's labor productivity not increased and wages not increased as a result?

Therefore, it is not just because it is circular, recycling, or resource-saving, but as a logical necessity, when I explain to amateurs, for example, if there was a car with a manufacturing cost of 1.2 million yen and a selling unit price of 1.5 million yen, the number of cars with a selling unit price of 1.2 million yen was sold and the unit price was raised. However, knowing that it is a little rude, in the long run, the number of cars sold does not increase. In addition, the selling unit price is not necessarily the same if you say that you will go to Crown someday because you are rich. There are many people who are fine with Prius.

In that sense, for example, if a car with a production cost of 1.2 million yen is used for a service that earns 20000 yen a week, the annual cash flow will increase by about 3 million yen. If a reasonable amount of investment is made in the gap between 3 million yen and 1.2 million yen, the profit rate from one car will be higher than the difference of 300,000 yen.

From this perspective, of course, the economy will shift to services, and if we try to do that, we will inevitably see the benefits of shared services. We are not selling goods, so we will use goods in a state where they cannot be used exclusively. Regardless of whether it is good or bad, we have no choice but to create such an economy. That is where we start our discussions. As a result, recycling and resource conservation will advance, and we will change to an economy centered on services. What if we understood this?

So, even on the paper below, this is whether or not the taxi association is OK, but it is fine if it transcends the framework of types such as bus and taxi.

What I often say to people in area is that there are two bus companies and two taxi companies, and they are all saying that their management is difficult. But when I listen to the voices of the people, they don't carry me at night. I don't have any way to go to the hospital. There is demand, but everyone is suffering from supply. What do you mean by that? This is clearly a problem of the way of supply.

However, if we are to include the logic of shared, I believe that the type of cooperative areas and competitive areas should be determined within the market, whether it is only the company infrastructure, the operation system of the self-driving vehicles, or whether the vehicles are also used. However, we cannot proceed without some kind of discussion on the sharing of Digital infrastructure.

In response to the shift to service industries in the area economy, which has been pushed into such a situation, it is difficult to create a consensus on how to share investment and costs in Digital infrastructure, where various services have to be shared. One of the hidden themes of Vision for a Digital Garden City Nation is how to address this reality. As you are giving us various guidance now, why don't we have a common goal of indicators of well-being and create a process to share the cause of everyone's discussion? This is what I would like Makishima to explain at the Digital Garden City Conference today.

Last time, I would like to introduce the flow of presentations and discussions by Mayor Hashimoto, Mr. Miyashiro, and others on the significance of Issue solutions from the residents' perspective, the boundaries of mutual assistance, the explanations by the residents through data utilization, and the response by the regulation infrastructure side. In the sense that it is based on this, I think that such a recognition of the situation can be taken as a common base. However, in the sense that it must actually lead to the creation of high-value-added living, if there is no such thing as a presentation by Mr. Koda today, a challenge that Mr. Ishimaru is taking through the Living Lab, or whether or not it leads to the creation of high-value-added space, this time, it will be a discussion on the purpose of sharing the infrastructure. I think that is the positioning of today's discussions from the first to the second.

This is the only time I will talk a lot, so I would like everyone to listen to the explanation and discuss it freely. Thank you very much.

I apologize for opening the meeting.

Chairman: I look forward to working with you today.

Mr. Koda will be the first. Thank you very much.

Koda Member: Once again, my name is Keiko Koda, and I am the Managing Director of AsMama Co., Ltd. In addition, I am also the founding director of the Sharing Economy Association, and I hope to contribute to the development of the sharing economy industry. In addition, Ministry of Internal Affairs and Communications has appointed me as an informatization advisor to Mr. local government's digitalization throughout Japan.

Today, I would like to introduce "Essential Elements for Sustainable Town Development and Mobility Needs Resolution" based on our achievements and knowledge.

However, I would like to introduce our business a little in front of wonderful teachers because I think there is something unique about AsMama.

We were founded in 2009, and we are proud to be a leading company in the social business that realizes the creation of a community in which people can rely on each other for life and childcare in each area in both analog and digital, and achieves both social Issue solutions and economic independence in each area.

The sharing economy market is now said to be a 2 trillion yen market, and AsMama has been cutting the anchor mainly in the area of child-rearing shares × skills.

On the other hand, in the current 2 trillion yen market for sharing, there are many participating companies in mobility, such as ride-sharing services such as notteco and car sharing, and more than 300 Japanese companies are members of the Sharing Economy Association.

Speaking from the background of our establishment of AsMama, I would like to remind you that when we look at the current Japanese economy, the economy is flat and low wages are low, and it is probably unlikely that there will be an era in which we will have a high income like the high-growth period.

In addition, the number of unmarried and late married people is increasing, and the number of births is also low. This is an extremely large Issue. For this reason, women are required to play an active role in society, as is said to be the case in other countries where both parents work and 100 million people play an active role in society. However, women's wages are low compared to other countries, and even if women marry and have children, they cannot have another child unless both parents work.

In addition, due to the dilution of area communities, even if people move to the countryside, they are lonely and isolated. There are many people who dream of moving to the countryside or living in two bases, but return to the city because they do not have a area community.

This declining birthrate and population is in the middle of a large Japanese social Issue. When AsMama was founded, around 2009, 60 to 70 percent of women stopped working when they became pregnant or gave birth.

What happens when you stop working? Household income naturally becomes half. When household income becomes half, men have to work long hours and bear the cost of living. The number one cause of death for men in their 30s and 40s is suicide. As household income decreases, it happens that people refrain from having a second child due to economic reasons.

Looking at these seniors, I think I should stop getting married. I think it is OK to get married while living together. If the birth rate continues to decline, needless to say, the economic power of the country, area, and family will decline, and it will become more and more impossible to have children. Naturally, people will leave the country and the region.

I am going to give a lecture at the university this evening, too. I often hear the voices of excellent university students who are pessimistic about the future of Japan and think that they should study abroad or have no plans to come back. I am very disappointed.

In addition, as long as I am in the country, the burden on the next generation of welfare is that high school and university students today are very smart, and more and more Japanese government bonds will be issued. I am also very worried about who will hold that debt. I think that the increase in personal burden and the postponement of debt are also very big Issue.

In other words, if there is no social infrastructure in which both parents can work, both work, and raise children in area, it is difficult to give birth and raise children, and the decline in the number of children will further accelerate. In addition, there are an extremely large number of healthy elderly people now, so how can we create a foundation in which such people can live with peace of mind anywhere in the country? We believe that mobility is only one of the elements.

In addition, it is very important to have opportunities for wonderful teachers to share their opinions. I believe that we are no longer dependent on the country and local government, and I believe that it is very important to look at how citizens will be voluntarily and independently involved in the resolution of social Issue, and to consider not only measures taken by the country and measures taken by local government, but also how to involve citizens in resolving social Issue.

There are two applications we offer now. One is an application that allows people who know each other to rely on each other for transportation and childcare of children. We do not receive any registration fee or commission from the users. Even so, in the event of an accident, all users are covered by insurance, so that people who know each other can rely on each other for transportation and childcare of children with peace of mind. Regardless of whether it is across Japan or on a remote island, if there is someone in the neighborhood who can be relied on for childcare or who wants to help, anyone can use it. It has a feature that both children and adults can use it with peace of mind because it does not mean that they leave their children with strangers.

However, how to use it is to have the other party insert the last four digits of your mobile phone. In other words, it guarantees safety and security that you can only connect to a person who can tell you the last four digits of your phone number, whether it is LINE, telephone, or face-to-face.

If both parties agree, it will be a service that allows you to look after your child because you have a fever, or it will be a service that allows you to stay with your older child because you are giving birth to your second child. It will be a service that allows you to leave your child with your older child if both parties agree, just as the shuttle and childcare were taken care of in the same nagaya houses in the past.

In addition, it is equipped with a function that allows you to go out together, such as "goods" such as drop off and sharing, and whether you can share a ride with us or take a ride with us when we go shopping.

If you send a message asking for help and someone you've connected with answers "Yes," you can match up with that person, and all you have to do is pay 500 yen per hour by hand or credit card.

It was launched in 2012 and is now used by more than 90000 people throughout Japan.

However, the current situation in Issue is that 98% of the people do not have anyone they can rely on to raise their children or anyone they can ride with.

Therefore, what we have started to work on is to design the child-raising share again, and in cooperation with local government and commercial facilities where people in the area think that people in the area cannot live with peace of mind unless they rely on each other in the business district or area they manage, and real estate companies who think that this kind of dependence is necessary for future life, we are running another app called "Maikomu" to create a community where residents in each area can rely on each other.

As I will show you later, there are no more opportunities for the people of area to get along with each other. We are recruiting and training people in area who want to create opportunities for the people of area to get along with each other. We are providing our know-how on community creation. Every month, we are taking the lead in creating opportunities for the people of area to get along with each other, hosting childcare opportunities, and going out to ride together. In the beginning, we are creating opportunities for the people of area to get along with each other. In the end, the people of area will be able to take care of each other, take care of children, share the service, and rely on each other.

Companies and local government will have a budget of three to five years to start a community, but once a community is established, it will be operated voluntarily. Therefore, we are creating a sustainable community of mutual reliance by nurturing leaders in area, establishing exchange events led by residents, and implementation this app.

There has never been a single case of human trouble in this community because of the sense of security that we live in the same area, live in the same apartment, and use the same commercial facility as a hub.

In addition to child care sharing, there are group functions in this community to share area information and hobbies, so for example, a golf club that I want to play golf with, a DIY group that likes DIY, and a farm work group that likes to do farm work will be created in the community.

In this way, we are nurturing the people of area properly, and we are not only telling the people of area what local government or the real estate company is aiming for, or what we want the residents to become. We are not only telling the people of local government, the real estate company, or the commercial facility. We are also telling the people of area as ambassadors. We call them "share concierges." They patiently communicate what kind of city they want to become, where and what kind of exchange events are being held, and why they are doing so, from the perspective of the residents, through multi-channel channels such as fliers, SNS, and their own blogs. In addition, we are asking people who have come to the event or met them to register with an app dedicated to the city and housing, and we are circulating information there. We are connecting area, companies, and consumers with digital and analog wheels.

If we can actually rely on each other in this way, naturally, people in child-raising households will be able to achieve self-realization by resolving child-rearing anxiety, multi-generational exchange, and sharing their skills by supporting someone. Companies will also hold face-to-face seminars with such people, share their knowledge, and experience their services, which will lead to the acquisition of fans, so-called customer acquisition, promotion, and recruitment and employment promotion. I think that is the best way for companies to survive in the countryside and cities.

For local government as well, people will naturally move to places where there is a social foundation of mutual dependence, and if there are many events and experiences held every month at the initiative of residents, various people will visit and the population concerned will increase. In places where various efforts are being made, naturally, if I were to live, I would choose this place, which will lead to living at two bases and moving.

If you move, even if you have one child, three or four families can raise the child together. If you have such an environment, you naturally think that it is okay to have another child. If you do so, it will lead to an increase in the birthrate. AsMama's efforts are to expand such communities throughout Japan, with one community area being an area that can be moved within a 30-minute radius.

The important thing is, as I seem to repeat many times, people who live in area and have feelings for them. To these people called share concierges, we will teach them the know-how to transmit information that will lead to city promotion, and at the same time, we will teach them the know-how to solve the problems that are in trouble in the area. If there is no facility for play at all, we will teach them the know-how to hold various exchange events. If there is no support for transportation and childcare such as babysitting and family support, we will actively provide training on security and safety management of transportation and childcare. If there is a area that is in trouble because it does not have the means to take children to and from cram schools, classes, etc., we will teach them our know-how to support transportation while accompanying them.

The roles in which we will focus on gathering people will differ from area to region, but basically, we will be providing information, creating opportunities for exchange, and supporting transportation and childcare.

If an accident should happen when he or she does something, we will insure it.

At present, there are about 1,500 people. Since we started our businesses with the aim of relying on each other to raise children, only about half of them are housewives. However, when we start community creation in cooperation with local government and companies, there are many cases where lawmakers and the presidents of small and medium-sized enterprises become our concierges because they want to improve the town.

It is interesting that there is a housewife before a housewife. There is a Diet member before a Diet member. In order to truly penetrate citizens, it is important to communicate what we aim for through multiple channels. It is important that multiple people communicate through multiple channels.

Without this dispatch, even if we say, "Please register an app in the future," "Please come to the event," or "Everyone, please be patient here," it will not penetrate at all. Therefore, when we want to take on the role of community development, we first recruit and carefully train share concierges for each area.

The bottom line is that you can't understand people just by saying concepts. So it's important to create a place where you can experience it. We now hold about 2,000 exchange meetings a year to connect people, people, companies, and area online or offline.

For example, if you say, "Let's leave our children together," "Let's depend on each other," or "This app has no registration fee or fee," you wonder when you can leave your children. You wonder if your children will cry, if they won't like it, or if you can leave your children with us for this reason. That's why, in order to get rid of that stereotype, please feel free to come and visit us first. We will create a place where you can say, "Mom, it's okay to go home for an hour. It's okay to go clean up." We won't do that alone, but we will create an opportunity for you to experience area's idle assets, surplus kindergartens, and surplus people, while engaging senior volunteers in area, working with childcare facilities in area that have a margin for temporary childcare, and so on.

In addition, even if I asked them to do preventive training for outdoor activities and area activities, or fire training, no one would go to fire training. But if I told them that there would be an interesting disaster risk management training event in cooperation with the fire department, and that they would give me a little snack, they would make an opportunity for the people of disaster risk management to meet with the fire department while learning about area training in a natural way.

In addition to that, in terms of idle assets in area, I think it is important to let people know that there are such people in area, such as trying yoga classes with those who have classes, and jointly holding sports festivals.

For example, even if it's just a taxi, instead of riding a taxi out of necessity, there is a very interesting grandpa in the taxi. There is a very interesting driver. I would like to create an exchange event with that person and have that person give me a implementation. If I were to move anyway, I would rather have that person come than drive unaccustomed to driving without regard for danger myself. If that is what people think, I would rather take a taxi than force myself to drive. Without such realistic encounters between people, it is impossible to connect what we want to do and what we want them to do.

In addition, we hold many seasonal events and cultural activities. As for Christmas parties, Halloween, and other annual events, it is easy for people of any industry and age to participate, so we take great care to provide opportunities for people in area to meet.

In terms of the achievements we have made so far in building a mutually dependent community, this is a project that is well known to the Cabinet Office and introduced in various places. This is an example of a regional revitalization project that ended in March last year in cooperation with Funahashi-mura. It is the smallest village in the country, so there are no libraries or parks in the village. Therefore, a shared concierge in area holds events using the park every month. In addition, in a village-run house where about 20 families live, people who play in the park enter and leave the house while monitoring at the eaves. We made a model case of such a mutually dependent town. In five years, the population concerned has increased greatly, and the birthrate has increased from 1.5 to 1.9.

Every month, various people visited this village from outside the village, such as Toyama City, and learned about the goodness of this village. As a result, the number of people involved in this village increased to 1.9. This was because the number of young people moving in increased by nearly five times compared to the initially assumed local comprehensive strategy, which promoted migration and allowed young people to come in and rely on each other.

If this policy had not been implemented and there had been no transfers, the birthrate would have remained at 1.5. In other words, the birthrate would not have risen unless young people knew about the town, moved there because they found it interesting, and had an environment in which they could have another child.

In Miyake-cho, Nara prefecture, a complex facility called MiiMo was built in April last year. I would like to say that it is a relatively negative legacy of a complex facility in a local area. It is good that it was built with high money, but it costs tens of millions of yen a year to operate it. I think there are many facilities that are used only a few times a year. To prevent this from happening, more than 20 concierges from area will be trained in the first year. They will play a central role in running a crepe shop, holding a farewell party, and holding a bazaar. Such a facility is actively used. If a place where people from area can interact with each other is created in the draft, it will naturally take place based on a place where people share rides or take care of each other.

In addition, there are no baby-sitters or hospitals in that town, but there are people who have nursery teacher qualifications and people who have nurse qualifications. It's just that they don't do that as a business. If you can send a message that I have nursery teacher qualifications and I have midwife qualifications using a digital app, when you are wondering whether to go to a hospital in the next town, you can ask a person with nurse qualifications if it is better to skip a taxi to the next town in this app and go to the hospital, and this time, you can just get advice that you can watch the situation overnight, so you don't have to take a useless taxi round trip at night. In this way, there are cases where problems can be solved by people becoming one stop.

The important thing is that as an essential process for the formation of a sustainable area community, we need to properly train people, create a place, and implementation this app. This is not something that can be done overnight. In the case of demonstration, there is something like seeing the goal and doing something about it in about three months, but it is extremely difficult.

So far, as for the changes that should be considered in digital society, first of all, in the information society, one of the characteristics is that supply matches demand. Until now, I think there has been a case where people match supply.

For example, in public transportation, it is a place where you get on a vehicle that comes to you, but I think that in the future, it will be possible to use an on-demand bus, help each other with friends, or take a combination of vehicles.

It will change from a place where you have to make an reservations in advance and go to the hospital to a place where you can make an reservations automatically. I think that kind of place will be done depending on the transformation of life.

It is a Issue to be considered.

To tell you what is being discussed here now, to be honest, I think it is better to think that more than 90% of people in the world do not know about MaaS. Depending on the area, depending on the Issue target, if the needs differ, the Issue solution method will also differ. I think there is a very high possibility that a centralized measure will not be solved by a single measure.

Needless to say, times will change and technologies will advance. Digital devices today will probably be fossils in five years. So, we will evolve them while thinking. It is very important to do implementation with Agile in terms of what to use. If we are demonstrating for implementation, we need the right cost, time and skill to understand the needs and possibilities.

The area Issue Solution implementation, which is premised on a single fiscal year and centered on residents, has been a challenge for us, but it is impossible.

In order to make it consumer-driven, I think it is very important to share with consumers the Issue, the goals, and the inside and outside of the assumptions during the implementation process, and to consider the next step together with the residents.

Finally, when it comes to the consideration by digital utilization, if you multiply "work" by "mobility" by "digital", I think it is a very good chance now due to COVID-19, but when it comes to whether you feel pain from commuting, most people say that they feel pain, and the most painful thing is crowded trains. Crowded trains are really painful. I think it is the same stress as the war era.

Since 2009, all of our employees have been working in remote work, and all of our workplace, time, and style are flexible. All of our more than 1,500 remote workers are also flexible. area Creation, in cooperation with local government and companies, has made it possible to conduct workshops such as working from home.

Remote operations are accelerating, but it is not true that everyone can work freely, and we will hold many real off-site meetings to build trust. We will also use various digital tools. We have been using Skype, Slack, Google Analytics, and others for a long time. In order to realize real comfort and convenience, mobile and digital are very effective. Digital and analog support to resolve the negative is essential.

However, remote work is currently being strongly promoted, and if that is the case, I believe it is extremely important to consider how to transform the future business conditions of existing infrastructure, such as trains and buses.

For your reference, in the context of a decrease in movement, "movement = economic activity" has been shrinking remarkably due to declining birthrate and aging population, a shortage of workers, and other factors. In other words, I believe that how to move people is also very important for economic activity, and how infrastructure will transform business conditions is also very important.

When it comes to children's transportation, commuting to school, and digital, it has also become much more online due to the novel coronavirus. This itself is very effective in eliminating economic disparities and supporting learning for children who do not go to school, but more than 80% of parents say that having children at home is stressful. Therefore, there are problems that can be solved by remote work and remote learning, and of course, there are negatives caused by incorporating remote.

When we think about what to do, we started using digital devices to realize team parenting with two share concierges per family, so that families with children are not left alone, in April of this year. I think this is effective as a corporate personnel policy and a measure against loneliness that does not leave families with children alone in local government.

In terms of mobility and digital support for childcare in a declining population, last year we were able to participate in a demonstration of visualization information that does not even appear on Google Maps in local areas using a Japanese version of GPS called "Michibiki."

This is an example of the revitalization of area by encouraging the visualization of area's assets, such as the existence of such a place and such a person, by having people carry a beacon that can truly capture location information in units of one meter, creating a map of where people in area gather, and informing people in area of such a map.

There must still be many hidden assets in area on the roads, and I believe that the visualization of such assets is an extremely important factor in promoting movement in area and promoting the economy.

It will be the last.

We believe that when we think about how to penetrate digital and mobility to consumers, it is important for them to understand that their lives will become more convenient and that they will solve social Issue.

As you mentioned, I think it is important how to create circulation in the area. This summer, we plan to launch a service called "Locap," which is a visualization of local capital, in order to overcome mass production, waste, and environmental destruction, somehow control the increase in distribution, and create a culture that values local people's connections and goods.

In the same way, I would like to expand this to people who want to create a recycling-based society in area, protect the global environment by taking good care of things, and connect with people in area who have similar citizens and goals.

In addition, we would like to contribute to a recycling-based society by providing data on the types of items that are considered important to a variety of manufacturers so that they can create more sustainable products.

In summary, in order to solve mobility Issue using digital technology, it is essential to communicate the purpose to consumers, support independent engagement, share progress, and take time to do so.

Digital is not almighty. I believe that it is sometimes inferior to analog but not superior. Nevertheless, I would like to summarize that digital should efficiently support human intervention in a society with a declining population.

Chairman: .

I'd like to get into the discussion now.

If you are participating on the web, we would like you to use the hand-up and chat functions, and there is a request made by the secretariat to discuss this matter.

Yes, please.

SAITO Member: Please let me ask you a question.

I think this is a very good initiative, and as I hear it now, analog and digital, or the creation of a community, is very important. In digital society, it is becoming quite dry, or it is becoming less human, so I think it is a very good attempt to match people in the community in area while utilizing digital.

As the director of the DADC center, I myself thought that such things are necessary in the apartment world, but I am surprised that they are actually being done. But what I was a little concerned about was that if we build various infrastructure, in a sense, everyone lives using them. When something happens, we ask for various things. What happens when it stops?

I would like to ask about the reliability of such things, the existence of a system like security, and how to improve the quality of interaction when various people are connected in a community. In a sense, are you doing something to maintain safety? What are your efforts?

What I would like to ask the most is that it is quite difficult to go around as a business model if you do this kind of thing. You say that the app itself is free, but then I would like to ask you how you are running your business now.

Koda Member: .

When we try to create a social infrastructure using digital technology, I think it is a big Issue to know what to do if it stops. I wonder if there will be problems whatever services in mobility expand. However, since we are an information hub, we do not connect only with this app, but we connect support providers and support recipients through various channels, such as direct connection or telephone calls. However, if you use this app, it is convenient because it comes with insurance and does not require any fees.

In other words, just because it is a hub for a variety of information and services, it is important to create a state in which you can connect directly to other channels.

In addition, if there is a strange person or if there is a problem, the Share Concierge, who is in the middle of the area, will act as a hotline. It can be done in various ways, such as by e-mail or telephone. If there is a strange person at the head office, it is the fastest way for us to learn about people who are conducting exchange meetings while selling network-like products, rather than looking at digital data and extracting it from black lists and gray lists.

It's the fastest, and it's also easy to put it away. I think that the process of listening to the situation and hearing the story is also very important when spreading the service, rather than saying "You are withdrawing" and "Your service function will be stopped" with digital destruction.

As for our business model, there are cases in which we want to create such a community with local government's Issue Revitalization Promotion Fund or general financial resources. Also, when a real estate company builds a new condominium, we ask them to pay for sales promotion as a value-added service. Then, as a commercial facility is cooperating with area, we ask them to pay for cooperation with area. We have such a business model. In addition, we use this community to support cooperation with insurance companies that want to provide information about their money, and marketing and promotion with companies that handle food. Our business model is B-to-B or B-to-G, and we do not charge any money for business-to-consumer.

Chairman: .

Go ahead, Mr. Kawabata.

Mr. Kawabata: Just like Mr. Koda 's solution. Since I have a child, I'm asking if I could have had a second child if something like this happened when I was raising my child, and I feel like I would really cry. In my case, I happened to be able to raise my child in a place with a community, so I was able to work even so, but I was asking because I hoped that services like this would spread and that it would be really easy for us to work casually.

I was listening to you because I thought we had to have a serious discussion. I'm sorry, but I was listening to you because I was moved by the fact that there were so many men, and I thought you had a very different impression. In particular, it is easier for a person who has had a first child to have a second child. Some people are physically unable to have a child, and if you have one more person after having a first child, you can also have a child physically, and it is easier to raise a child with more than two people.

So, at that time, without LINE, I created a community in my neighborhood on my own, and because I couldn't ask anyone to go to a beauty salon or to visit a mother who was not working, I formed it on my own, and instead of keeping it, I asked them to keep it while I was working. At that time, I thought it would be very different if there was a digital tool.

In such a situation, there are cases where women are naturally weak in digital. It is difficult to get into something. I was asking about the effectiveness of how to make digital not feel digital. I think many of you are doing digital implementation, so I think the best thing about digital is to make digital not feel digital. I would like you to tell me about such a policy. I think that is the last part of social acceptability.

Also, in terms of reflecting the voices of residents, there are inevitably people who have loud voices and people who have small voices, and I think the voices of area concierges are conveyed very loudly. In the case of measures and services that collect small voices, there are people who silently withdraw. How are you devising such measures?

I wanted to hear those two points.

Koda Member: .

I think that it is a question that strikes the essence that digital does not feel digital, but it is important to convey the purpose properly in advance. For example, if you ask an elderly person to use LINE, he or she will say that you can call him or her even if you are not in trouble with money. But if you say that you can make a video call with your grandchild for free, he or she will insert LINE and learn how to use LINE desperately.

In the same way, there is no registration fee or fee at all. If you say that you can have Mr. So-and-so, who has a nursery teacher qualification, take care of your child for 500 yen per hour, you will be able to overcome the difficulty of digital and the pessimism about digital. So, we will clearly communicate our purpose and stay close to the digitally disadvantaged who are difficult to register. At the beginning, I think it is very important to spend time and cost properly.

I would like to ask the second question again.

Mr. Kawabata: Just like Mr. Koda There are people with big voices and people with small voices, so the small people may fall out without saying anything. What is the adjustment of that?

Koda Member: The people who are share concierges are people who I have a lot of feelings for. We are not limited to share concierges who voluntarily raise their hands. We visit area Care Center, area welfare Council, nursery schools and kindergartens, and ask them what Issue in area is. They say that there are really no places for small children to play, or that it is very difficult to move in the winter.

Then, we will go to a taxi company to talk about becoming a share concierge, or we will recruit share concierges based on the needs of the area, so a certain number of people who want to do that will gather, but we will also recruit people from existing activity groups that are trying to solve the Issue in area every month, so if you spend three to five years visiting various people in area, I think it will be a feature that people with big voices and small voices will be involved in a sense.

Mr. Kawabata: Just like Mr. Koda In that case, area's communication costs can be reduced, and that is the business model.

Koda Member: That's right. Communication costs are very expensive at first when implementation digital. As digital becomes more widespread, communication costs are also much lower, so communication costs are expensive at first. Digital costs are not expensive. There is a moment when this is replaced, and if we go with digital 100 to lower communication costs from the beginning, we will fail.

Therefore, especially when making a implementation to rural areas, families with children, and the elderly, I always think that if you prepare for a communication cost of about 100 at first, and have an image that the digital cost will be 100 and the communication cost will be 10 in three years, digital implementation will proceed well.

Mr. Kawabata: Just like Mr. Koda I understand. Thank you very much for answering so clearly.

Koda Member: .

Chairman: , please.

Miyashiro Member: . Thank you very much.

Now, I am visiting various sites, and I am thinking about how to make it easier for people who do not come out or who have been put up with it to come out, even in the community, and I am doing things like setting things up. However, in fact, it is difficult to do so, so to be honest, I thought today's story had a lot of hints.

So, I would like to ask you a question. You are talking with a welfare commissioner or the chairman of the Association for the Promotion of Local Autonomy. You are well aware of this. However, there is a sense of experience that it is difficult to attract people who do not interact with you. It is like an individual consultation. I feel that the people who are enduring it are, in a sense, regressing more and more. It is like a mechanism for such people to move forward. Word of mouth and other things reach the ears of the people, and they change their feelings a little. If you know anything about specific mechanisms or cases, I think that is becoming a key, especially in rural areas.

Koda Member: That's right. Even if there are exchange events in the apartment, for example, there are cases where elderly people cannot come and say it is an event for children. However, when elderly people go and ask for a teacher, they are willing to accept it. They are not interested in entering as a participant, but they are willing to enter as a teacher.

Also, in rural areas, there are cases where people who do not like such events, such as single parents, are reluctant to go to such gatherings. What is it that makes such people happy? Even now, we are distributing four packs of free home-cooked lunch boxes to each family throughout Japan, and they receive one family's high-quality lunch box made by a registered dietitian for free.

At that time, if you don't mind, I would like to ask you to help me with the management of the event. Surprisingly, there are many cases in which people who are not suitable for participating are those who help the organizer and clarify their roles.

Miyashiro Member: We often have something like snacks, but is the participation rate higher for bento?

Koda Member: That's right. Free lunches are very effective. At family events, people usually look at us like, "Why did you bring me to a place like this?" But we don't do 100% of the setup either. It's about 70%, and we deliberately stack heavy desks and the like. If you say to your father, "Excuse me, could you open all the desks?", he will be so excited that the subsequent round-table discussion will be like a father's meeting.

Miyashiro Member: .

Chairman: ?

Mr. Kuzumaki: In the case of In the discussion of human resources that you just mentioned, especially in local areas, we need to involve such people in the form of skilled human resources and time. You just mentioned that communication and digital will be turned over in about three years. I would like to keep it as data. I would like to have data on where the needs are. Will someone input it? How will it be operated?

Koda Member: , I agree with you. We are still a small company, so all of our employees digitalization and have analog information. This will spread further. For example, "Locap," which will be launched this summer, is a small company. When people like ambassadors go to area to share things from our house, register on behalf of them, and lend or borrow them, their grandparents will bring them. It will be a problem if they meet strange people, so if they meet in front of a police station in advance, they won't meet strange people. We will make efforts to create a mechanism that makes it difficult for strange people to cheat, and keep them in the data.

Mr. Kuzumaki: In the case of After all, it is important to always store data in order to respond.

Koda Member: It is very important. If there is no data, collection will be an idea. So, "Child-Rearing Share" and "Maico Mu," which we have created so far, are all doing development in Agile development. Where do people fall off? Where do they quit? What are the calls for that? I think it is very important to extract all of these things by data-driven.

Mr. Momota: Don't you need something like a whole competitors? It would be fine if they were de facto, but they are key for you because they seem to have a large presence in semi-public sector. How will you cooperate with the competitors? Originally, it would be best for the people of the local local government to data connections in the area of public assistance and support mutual assistance after understanding public assistance. As you pointed out, I understand that it is difficult to centralize power, but what do you think from such a perspective?

Koda Member: .

I'm very sorry if it sounds like a big step, but for us, there are no competitors. There are only co-operators. However, for example, from Mr. local government's perspective, it is probably an existing nursery school that is in cannibalization with AsMama. It is probably a babysitter. I am often asked if it is not compatible with such a thing, but we do not take even 1 yen from this system, so we do not need to use this system separately. You can use a temporary nursery school or Day Care for Sick Children that has an opening in area.

So, in cooperation with such places, if they are full and we can no longer leave him, it is one thing to try to leave him with a person in area who has a license. On the other hand, if we cannot rely on each other in the child-rearing sharing, there are always vacancies in that nursery school, or there is a very good service of temporary custody. How can we not monopolize in area? To put it another way, I think it is very important that local government is not monopolized by companies.

Chairman: , please.

Member of Nagumo: Thank you, Thank you very much.

It's a very encouraging activity, and I think it would be very good if something like this really spreads. What I think it would be very good if there was such a thing is that if there were questionnaire results from people who used it, I think it would be very powerful as demonstration data.

If you look at the data and applications for various activities, I think you will find a lot of things that can be taken, but I am also very concerned about how you are taking them subjectively. Maybe you can take them if you want to, or maybe you have already taken them, but could you tell me about them?

Koda Member: Child-Rearing Share is 98%. Interestingly, as I introduced earlier, in order to prevent families with children to be started in the future from being left alone, we conducted a demonstration for three months in which one family was assigned two share concierges and three people worked as a team to raise children. The number of families with children who participated as monitors was 100%.

Interestingly, what I asked the caretaker to do was to ask me once a week if I was in trouble this week and if I would be in trouble to drop off and pick up my child. And once a month, I actually help him. So, we pay several thousand yen to the supporter. But that's all. The satisfaction rate of the caretaker was 98%, and he could help people close to him in area with their problems to the extent he could. That was very satisfying.

So, when we say that we can rely on each other in area for free, or when there is a problem, there is no way to know if anyone will support us. It is difficult to say that we can rely on each other, but if something happens, please contact us, and the company will pay you a small amount of money and gratitude. If we arrange this way, both parties will be 100% satisfied.

Therefore, it is difficult for one company to carry this for a long time, so for example, as a benefit for preventing resignation of corporate personnel, or without using AsMama separately, three families like that can grow one family. You can drop off and pick up your child even if you don't have a car.

Speaking of childcare earlier, in the city, there are so many after giving birth to the third child. The reason is that many people commute to the kindergarten by bicycle, and when you give birth to the third child, there is a problem where to put it on the bicycle. If you are always connected with your grandpa and grandma in the neighborhood who like to drive, there is no problem at all even if the third child is born. local government will create such a state properly. If such an initiative is made, I think it will be impossible to create such a foolish idea that even if there is no kindergarten bus, it will be difficult to pick up and drop off the third child.

Member of Nagumo: Thank you, .

Chairman: , please.

YAMASHITA Member: Automobile Association.

Mr. Koda, thank you for the very exciting story.

As I listened to what you said, I was acutely aware that automobiles have quite a few roles to play in mobility. In the automobile industry, I am from area, and I am working with dealers and other companies to solve problems in Toyota. However, when it comes to the vulnerable in traffic, it is inevitable that they will become elderly or physically disabled. In fact, they seem to be thinking about the middle of the younger generation, the child-rearing generation, but in fact, I am acutely aware that they are not thinking about anything.

Therefore, from the perspective of mobility, I would like you to tell us what we need to pay attention to, especially for the child-rearing generation. In addition, I would like the automobile industry to listen to the voices of the child-rearing generation and tell us more about what mobility should be like, and I think the form of Okinawa differs depending on the area, area, and community.

My impression is that if there is one point that I need to pay particular attention to in the field of mobility, please let me know. Thank you very much.

Koda Member: .

It is easy to compare this issue with the issue of what to do with elderly people who have been riding in cars, but in rural areas, the issue of how to move students who have not yet obtained a driver's license during the daytime and at night is a very big Issue.

For example, for a girl up to the sixth grade of elementary school, it is really dark until she goes to the next station in the countryside. As Mr. Murakami said at the beginning, there are no taxis at night in the dark. If so, there is a problem that fathers and mothers have to take and pick up children alone. But if you want to take a child in the third or fourth grade of elementary school alone in a taxi where you don't know what kind of driver will come, it is impossible, and parents are paying the cost of taking and picking up children.

In the case of overseas, for example, in the case of Uber, it is important to have proper interaction with the person who drives the car. In the case of overseas, it is important not to do something when something happens, but to have daily interaction between the service company that provides the mobility and the consumer, for example, whether the child has such a sense of security that Mr. Yamashita will come today or Uncle Yamashita will come. I think one of the important points in the existing style.

Last time, Mayor Hashimoto talked about automated driving. We have heard from various companies about whether they would like to work together to introduce automated driving to our company. According to a questionnaire survey of families with children, there are many people who are pessimistic about automated driving, which is a state where there are no adults who can make a quick decision on the spot, no matter how many communication functions there are.

So, in the case of a traffic accident, a child's physical condition, or a digital deficiency, we may not be able to take 100% measures, but I think it is very important to take measures that are close to 100%. It is not about having insurance, but about having something ready to be done immediately, including mental care.

YAMASHITA Member: Thank you very much. It was helpful.

Chairman: , please.

Director-General . Keiko Koda is a great person.

One thing that I think is good, and at the same time, I would like to ask this kind of question. I would like you to say that the economy is falling steadily, and that this is the basis of new capitalism like the Kishida administration. I would like to discuss this. So that people with various distances can be involved, people who want to be deeply involved and people who want to be involved a little bit, there is a variety of menu items that are graduated gently. When I took a step forward and entered it, I thought that the degree of completion of AsMama this time was further improved.

However, on the other hand, regarding the transportation of children, for example, some busy mothers think that they do not pick up their children by themselves at night. In fact, some people do not think that it is reasonable to go there, and I see that there is a lot of fighting in the local community. I would like to know if there are any tips to include people who have a different sense of distance from children and different values about life at the same time.

Koda Member: .

That is probably the biggest Issue for AsMama, but it is difficult for one company to create a culture. That company has such an orientation, but for example, in a small area, it is local government, and in a large area, it is the country, the world. It is cooler to help each other than to manage alone. It is cooler to lend than to sell, to rent than to buy. I think it is very important to see how many slogans everyone can put forward.

In that sense, we are still small, so we are really the members of the Japan Association of Corporate Executives, the Kishida Administration itself, and we are really going to create a recycling-based society in area. At that time, aside from what various companies say, what manufacturing companies say, I feel that they will be scolded later, but it is cooler.

Commissioner Nagumo just asked me a wonderful question. It's not that I'm sorry to have kept it or that I'm sorry to have relied on it. Instead, I say, "Thank you for relying on me, thank you for letting me keep it, and I had a good time." Even in a taxi, the person who gets off the taxi says, "Thank you," but the person who gets on the taxi says, "Thank you." It's not that I'm a customer or that you paid me, but that I was able to share a wonderful time with you, "Thank you."

I think it is very important to make the gratitude of the host by being shared visible when it comes to the guests and the host in the sharing economy.

Director-General : As you mentioned in your question, in terms of conventional companies, they do not compete or compete for market share. You said that there are only co-producers. On the contrary, they do not try to get together with cultural circles that do not match, but gradually narrow down the circle while keeping a distance from it, such as cultural propagation activities. That is probably the pattern.

Koda Member: That's right. An old-fashioned whole school community or a large community is very uncomfortable. Some groups are like a small cluster of grapes, loose and connected, connected only when necessary. Some are dense, like having a weekly lunch party, a coming-down party, and a sharing party. Some are cultural parties, and some are sports parties.

You can join any of them, but there are many places where you can see them. It's easy to understand, like a one year-old meeting or a two year-old meeting. It's easy to join something like me. So, I think the key to community formation is to create many categories and make sure to have at least one place that you think is mine.

Chairman: .

Please, Mr. Suda.

Member: I'm Suda from University of Tokyo. Thank you for your talk.

This is very interesting. I heard that there is such a sharing system. Where do many of the users live? Are they in big cities or in the countryside? According to what you have told me, it seems that they live in a place with very little public transportation. Could you tell me where most of the users are actually from?

Koda Member: .

AsMama works from Hokkaidō down to Okinawa Prefecture. In proportion to population dynamics, it is more common in urban areas. In addition, even in places with a very small population, it is easy for communities to form around shared concierges who want to do something about area.

In order for share concierges to continue their activities, we can provide them with continuous support for three years until they become independent and self-propelled. That is where the company or local government that we work with has a budget. Where there is no budget, we can do our best with remote support. However, without face-to-face opportunities or constant monthly support, they tend to go to places where part-time jobs are more profitable, and digital support does not reach the people in area who say why you are doing such a thing in an analog manner. I think that is the case.

Whether this service is an urban type or a local type, this is also interesting. Since the bearers of area are the main players in creating communities, it is possible to solve Issue in an urban type if it is in the center of Tokyo, and in a local type if it is in the countryside. He often says that what can be solved is what he wants to solve.

Chairman: ITS Japan, please.

Member: ITS Japan is helping people in the local local government with their transportation. Thank you very much for Mr. Koda's presentation in the form of a community.

It is not a community. For example, there is now a total mobilization of transportation support. Among them, for example, Mr. Uber and Mr. Lyft, based on Mr. Koda's knowledge, there are, for example, 10,000 people and there are no taxi operators, so local local government operators carefully watch and guarantee drivers, and insurance covers accidents. Recently, there has been little debate in the Diet about these issues. I would like to ask your views on whether this is beneficial or variable in the future, and whether it is a little bad from Mr. Koda's point of view.

Koda Member: I think it is absolutely necessary. Whether there is a taxi industry or not, I think it is very important for people who can be hosts to work together. I feel that people in the Diet will be very angry if they hear about this, but I am wondering if it is okay. As long as there are people who think it is absolutely necessary and are really having trouble moving, we have to solve the problem somehow. But if we can make it a business by taking a taxi or a bus, it is in the red, isn't it?

However, now that the economy is not growing, people in rural areas are trying to somehow maintain their household incomes through side business. So, whether in urban areas or in rural areas, Uber and yutaka Sado delivery drivers are very popular. I believe it is extremely important to develop human resources as a side business to respond to such needs, such as shuttle service for people in area, and so-called ride-sharing service to meet on-demand needs.

The lectures on communication ability, security, safety, and management for those people are rather supervised by taxi companies, even if they are in other prefectures. I think it is important because local government, who has no knowledge, will take care of them.

Member: .

Chairman: , it's almost time. Thank you very much.

Koda Member: Thank you very much for your time.

Chairman: .

Next, Mr. Ishimaru, nice to meet you.

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of area Strategic Promotion Council, I call myself FDC, but my name is Ishimaru. Nice to meet you.

I would like to talk about "area Creation by User Co-creation through Living Lab."

I would like to briefly introduce FDC. We are creating a platform for industry-academia-public-private cooperation in the area metropolitan area, and are currently working with 223 members. Using wide-area cooperation and public-private cooperation as one approach, organization is moving to solve Issue in Fukuoka and lead to the growth of area.

As area creation by user co-creation through the Living Lab, I would like to introduce the Living Lab initiative and consider the future of the digital transportation society.

On page 4, as some of you may know, the Living Lab is a form of co-creation activities in which citizens participate, and there are various forms such as a local government, a neighborhood association, and a community center. In such a area, citizens and various stakeholders participate, and in short, co-creation activities are carried out in a place of life as one lab.

Currently, there are various forms. For example, there is a form of co-creating products and services that contribute to resolving Issue in area, and there is also a pattern of carrying out activities under the theme of how to deal with Issue in area from a policy perspective. In any case, it is to deliver services and products that are more satisfactory to users.

On page 5, local government, companies, citizens, and the intermediate support organization are included here. If it is local government, the direction of measures and Issue will be presented to lead to the solution. If it is a company, it will lead to the provision of service opportunities, human resources, and resources. From the citizens' point of view, they are naturally users, so they will seek solutions that contribute to them. As an intermediate support organization, I think that facilitation and project management are essential.

On page 6, as for the process, as you mentioned agile earlier, we will extract Issue while promoting dialogue and mutual understanding in such places, and create solutions, solutions, or ideas. We will not stop there, but prototype them, go to the user testing, turn them into so-called agile, and finally implement them and introduce them into society.

It is written as a feature below, but I would like you to think about the flow of activities such as multi-stakeholder hypothesis-seeking activities, positioning consumers as equal partners in the product and service development, and expressing various opinions from the viewpoint of users. In addition, it is an experimental activity in which validation and improvement are repeatedly carried out in the actual living environment, and related parties share Issue and solutions and learn from each other. Based on that, we will promote product and service development.

On page 7, it is said that there are more than 400 living laboratories in the world, but I don't think there are more than 400 now. Originally, it was developed especially in Europe and Northern Europe, and a network was established in Europe in 2006. I was a director of the Future Center Alliance Japan (FCAJ) when it was founded, and FCAJ was a counter on the Japanese side of the living laboratory in Europe, and there are various cases.

Currently, there are a wide range of opportunities. Some are positioned as a place to realize user needs in the manner of corporate R & amp; D. Others are places to bring in a variety of people from area to solve Issue problems in area and go there.

As for page 8, living labs are increasing in Japan. Kamakura is very famous, such as Professor Akiyama of the University of Tokyo, and it is related to local healthcare. The Osaka Expo is also held under the theme of "People's Living Lab." I am also involved in several living labs.

On pages 9 and 10, I have included the materials of the Industrial Structure Council. In relation to the previous project, there is a possibility that new initiatives can be made from the digital perspective, which was thought to be impossible to realize due to the fact that it is a technological breakthrough. Among them, particularly in Society5.0, so-called human-centric and person-centered initiatives are being talked about more. I wonder if there is a need to understand consumer needs. These are also the materials of the Industrial Structure Council.

The so-called needs of course depend on how to respond to the needs of everyone, but in the first place, it is said that individual people do not know their needs by themselves. As one process to realize those needs, the positioning of the Living Lab is also being discussed.

On pages 11 and 12, it is written that there are solutions that cannot be created by conventional methods. In this context, I believe that it is necessary to have initiatives, including various demonstrations, that are initiated by residents be used in a visible manner. In other words, you mentioned social acceptance, and I believe that social acceptance will be firmly created in area. What is the existing institutional Issue, whether it will be accepted by residents, and whether it will be easy to use?

As an issue that tends to be talked about in the form of demonstration experiments, we will demonstrate it at the stage of creating a product service. It is a talk about specifications. We use social experiments and demonstration experiments separately, but I think we need to distinguish the axis point where the product is completed or the prototype is accepted by society. I think there are many things that are talked about with an impression.

In this context, I believe that Living Lab may have reached the social experiment side as an approach.

As you can see on page 14, there is a pattern in which various communities and actors, such as entrepreneurs, creators, and NPOs, as well as area, can be brought into the region as appropriate, leading to new initiatives.

From page 15, we are doing many things in the Living Lab, but I would like to introduce a little. I did the Living Lab in Iki City, Nagasaki. Due to the decrease in population, more and more vacant houses are being created, and in order to solve the problem of how to deal with the area, we will create one vacant house for the citizens.

Citizens will establish their own citizen groups, procurement their own money, renovate vacant houses, and build them in area. They will try to make them a base for accepting immigrants. They will also try to make them a place where children can play freely, by adding the function of a cafeteria and a space where children can study. They will try to make them a base for guiding development to vacant houses by renovating them based on the needs of children. As people and area communities begin to gather here, we are now working to guide development to vacant houses step by step, by renovating nearby vacant houses to make them guest houses or putting a few stores next to them.

In this area, people are still watching children in area, and I am a parent of a child, so I think it is amazing. It is a area where there is still a little of a culture in which the entire area watches over children. In this way, citizen groups took the initiative in revitalizing the region.

Page 16 shows an example of how the Living Lab, in the form of a femme trip, brought in people from outside area and a variety of people, rather than conducting conventional disaster reconstruction, and how to develop the community in the future.

People in area do not value their area very much, and some people do not think that good things are good. However, the gathering of such diverse people has led to the creation of new area businesses.

Page 17 shows an example of using the Social Impact Bond (SIB) scheme to prevent frailty. Frailty is so-called infirmity, and by preventing it, we are trying to contribute to extending healthy life expectancy. It is difficult to evaluate frailty as a policy, or it is very difficult to understand what is the main policy effect. In cooperation with private sector and universities, there was a move to establish an evaluation axis for Social Impact Bond, in short, by investing private sector funds. I think that evaluating social impact will be a very important issue in the S part of ESG in the future.

In addition, I believe that we will make progress in creating an axis of how to evaluate in the context of such a consortium, but by creating it together, we have made it possible to validation policy necessities and effects. With this in place, we will use SIB to create a flow in which the government can properly budget and operate as a business.

In addition, I would like to point out that SIB is more like a flow in which the government allocates a budget and tries to use private sector Fund for SIB. I believe that SIB is more like a social experimental scheme. When the government immediately tries to implement a project, it is difficult to do so. First, I try to use private sector Fund for SIB. After validation the effect, if it is good, the government can get involved properly. There are cases where SIB has been implemented in such a way.

These are the examples. As you can see on page 18, the starting point is how to pick up the voices of residents and how to absorb and form the voices of users. By setting appropriate themes, it is important to prepare a place where diverse Issue issues and ideas can be discussed based on real life and actual experience, without being bound by policy fields or project classifications. I think it is necessary to raise or absorb the context, past experiences, thoughts, and Issue awareness of each citizen, and to connect various solutions and policies.

A wide variety of values and opinions from industry, government, academia, and the private sector are brought to the table, and it is very difficult to form a consensus on how to deal with them. However, one thing we can do is to respond to the needs of the people.

At the first Study Group last time, there were opinions that democracy overseas may be advancing a little, but I believe that it is a process to reorganize the flow of the context of person centered and human centric, and I believe that trust can be built through living labs and that it can lead to the formation of communities. If these things can be built in each area, I believe that it will ultimately become the foundation of a single social implementation. I believe that it will become a receiver of Issue among various validation perceptions, problem awareness, and solutions.

From page 19 on, I would like to talk about how FDC views mobility. In addition to what I said about the Living Lab, if you look at page 20, we have been working on various mobility initiatives in the Living Lab, including Personal Hashimotocho, buses, ARMA, which the Mayor of mobility explained last time, and electric kick scooter. What I would like to say is that in order to confirm social acceptance and manifest needs, we are asking people to ride on various mobility in area to confirm their real needs.

As you can see on page 21, we will co-create solutions for solving social Issue with residents, and we believe that it is very important how to respond to the needs of area.

On page 22, there was a project that started with a demonstration in automated driving. In the end, we heard the opinions of various people, including users and area residents. Of course, there were technical aspects, but rather than automated driving, there were many needs for on-demand solutions that would allow us to go to where we need to go when we need to go. This initiative itself was actually carried out in various ways, such as in relation to automated driving and signal coordination, or by having automobile companies actually participate. In the end, we prioritized social implementation and commercialized AI on demand.

In this case, it was NTT docomo, and we are actually introducing it here as a implementation after commercialization. There are various entrances in this way, but I think there are various possibilities and ways of thinking about the final implementation based on the residents and needs.

On page 23, starting with the construction of the smart interchange in Ogi City, Saga, in cooperation with NEXCO and others, we started the Living Lab to discuss how to firmly form mobility into area, including customer transportation.

Actually, in cooperation with business operators in area, on page 24, the discussion was about development products and creating products from area. As you can see here, there are various new products. In the end, they are very useful for forming a community. In fact, they are selling well. In particular, as you can see on the lower right, area is famous for its yokan. Yokan is difficult to eat, and young people are not familiar with it. We made it easy to eat based on the opinions of children and young people. This is selling well. A new outlet has appeared, and this is how it will be. In the future, there are movements to promote tourism. There are various things like this.

In terms of how mobility will respond to the needs of area, I believe that gaining the trust of citizens is necessary for the realization of a digital transportation society, and this process is the same as the discussion in smart cities, but when implementation such a society or solution, I believe that the understanding and trust of citizens, including a sense of satisfaction, is necessary.

On page 28, in that sense, in the process of agile prototype formation, contact, view, and use of services and products, and implementation, if necessary, if regulation mitigation is necessary, we will place them in special zones, or if there are no rules, we will form new rules. In this process, we worked on drones quite early, but there were no rules at that time, and a certain government agency asked us to stop it temporarily because there were no rules.

If it is necessary to change the rules, we have proposed, for example, the revision of the Clinic Business Act and remote drug administration guidance. It started from the awareness that if you are doing remote medical care and cannot provide remote drug administration guidance, you have to go to the site, but I think it is important to connect this to the formation of social systems and commercialization.

On page 29, in terms of the value brought about by the Living Lab, the introduction of automated driving is not the purpose. Of course, there are Living Labs that aim to bring about that. However, in terms of so-called needs and citizens and residents as the starting point, there are various possibilities in terms of solving mobility and travel Issue, and it is necessary to consider them flexibly. Citizen participatory co-creation activities that find specific Issue from the citizens' perspective and create solutions may be one approach to connect the value of mobility to the solution of area Issue.

Looking at what Mr. As-Mama said earlier, there are many solutions for Issue that do not necessarily require digital technologies. I believe that it is important to consider such matters. There are two points I believe about mobility. As I stated on page 30, I believe that mobility alone will not be considering such matters. I believe that one of the touchpoints is to grasp the future of mobility.

First of all, this is written as "automated driving Bus." When we talk about automated driving Bus, it doesn't have to be a bus, but when we talk about mobility, there are many stories about how it doesn't work.

We will inevitably be talking about how to make this work. This is the case with Mr. AsMama and the issues raised by me. We will be talking about how to position area in the context of how to build mobility itself. Therefore, I believe that monetization itself is not something to be considered by mobility alone.

Therefore, as Mayor Hashimoto stated last time, we will connect to places where there are such needs. I believe that the mechanism for monetization will change if touchpoints are captured well by the entire area, and I believe that this should be considered.

On page 31, I think it is necessary to grasp the shape of mobility from a wide-area perspective. This is written in area, so it is not necessary to enter so widely. In many cases, community buses are closed within one basic local government. They can be connected to public facilities or stations that are highly convenient, but if there is an administrative district between them, they will turn right there. There are many cases where convenience is not high.

I believe that these issues can be resolved by covering a wider area, and I believe that it is necessary to consider these two issues.

I think that the Living Lab contributes to one solution, but I don't want to say that the Living Lab is good today. When it comes to human-centered, resident-centered, and user-centered approaches, the story of the supplier side and the story of the customer side are completely different. If we start to talk about citizen-centered approaches, we will have to face them. This is one of the questions we raise, and I think it is extremely important to consider how to face them in order to realize a digital transportation society.

If we can successfully connect such services like AsMama's with current needs, I think it is important to connect them in new cases and make them the next service. I think that would be a good base. When we think about smart cities, you said earlier that we need to bring more circulars and other things to make it look cool, but I think it is a process to change traditional ways of working and living.

In the discussion in digitalization, first of all, we will discuss how to replace the current services and make them more convenient. Since the topic of this meeting is the examination of what the digital transportation society should be, it is necessary to connect it to new ways of working, living, and doing things in a cool way. In that sense, I think it is difficult, but I believe that the Living Lab is an initiative that is very rich in suggestions.

For example, in terms of transportation, there are many stories that it is difficult for parents to drop off and pick up children. You mentioned earlier how to solve this problem in mobility. For example, if you can run a cram school at school, it will be a different story.

In other words, the problem now is that there are cases where parents take their children to cram schools after school and do not have time to eat dinner. At 10:00 am and 11:00 am, they pick them up, and when they return home, their children eat dinner for the first time. This is because it is necessary to ease the regulation, and I think there is an order, but for example, if we make it possible to have cram schools at school facilities and eat dinner, there will be no time to travel, so they will be able to return home earlier. There is also an approach that reduces the burden of travel on parents.

In other words, there are many things that can be solved in mobility from a perspective other than how to transport people. I think this will lead to a discussion of new ways of living and working, so the Living Lab will be a reference. I hope you can see it from that perspective.

At the end of the article, I would like to add that public-private cooperation is difficult. Nevertheless, Mr. Murakami is in favor of cooperation. In the concept of how to create cooperative areas, there are areas that cannot be reached unless the public and private sectors work together. Cooperation is really necessary. So far, there have been cases in which the government and the private sector have worked together and no one has taken responsibility for the problem. However, since this is to be done through cooperation, each of us must contribute resources and support it together. We must create a mechanism.

In addition, on page 39, Mayor Hashimoto last time said that the government has adjusted its sense of speed to that of the private sector, and that there are significant differences between the public and private sectors in terms of the amount of heat and the time frame. We are also working on how to manage this by standing between the two. As I was moved by the mayor's speech last time, I believe that it is important to be able to adjust to the speed of the private sector and to have not only the logic of area but also the commitment and leadership of area. Finally, Mr. Murakami and I added an emphasis on mutual assistance on page 41. Please refer to it.

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Chairman: .

Then, I would like to visit again.

Then, Mayor Hashimoto, your name was mentioned.

Member: : As for Mr. Koda's story earlier and Mr. Ishimaru's story here, there is no reason for us not to be able to do it, so we wish we could take it in very much and do it steadily. However, as Mr. Ishimaru said earlier, we have heard that it is very difficult for the government to make adjustments. We are also working on drones, but according to the people from the companies in drones, they are adjusting to local government.

There are many things that are being done in the underpopulated areas of local government, but recently I have been feeling that the people of local government are still not following me, that the laws are not following me, that the people living there, and even the people in local government, are coming, even though they already have the technology, and I am saying that if you come to my house, all the time horizons will be removed, so why don't you come to my house?

Local government is a high hurdle. The bigger the local government, the more difficult it is. Even if it is a small local government, it is possible to do it if some other local government is doing it, but it is impossible to do it because some other local government is not doing it. There are walls between the public and private sectors. On the other hand, if it is difficult, we ask them to bring it to us, and if we jump over it, we take it horizontally to various regions, and if we bring it to a large region, it is said that it was possible because it was small. If we make a record that it was not so, little by little, large regions will also do it. Everyone is doing a really good job, so I think it would be good if it could be done sooner.

Also, I think the point of digitalization is privacy. Whether it's facial recognition of residents, various authentication systems, or security cameras, what about privacy? That's where people get stuck.

What our town is thinking now is that two kilometers is a little too large for the time being, so we are planning to start various things by narrowing down the number of people in the area and obtaining the consent of all the people. If some local government does such a thing, other local government will do it. Then, if we can do it in a larger area, or if we can do it by designating a area, I think we should become a local government that can provide such a reason.

In any case, public-private partnership will be better if we are going in the same direction, but what I sympathized with in Mr. Ishimaru's talk about drones earlier was that when we tried to do it, it was not Mr. Digital Agency's fault, but because the law has not been developed yet, there was something that we failed to do.

If such things go through, it will spread to everyone, so in various areas, such as consensus building and what to do if things fall, there are many cases where the government is surprised and cannot take steps in public-private partnerships, so in that sense, I think it would be good to have such pioneering efforts and take pioneering efforts.

I think Fukuoka Prefecture is really a very good example, so I think various local government should follow Fukuoka Prefecture. Thank you very much.

Chairman: said, small communities are also important. In local government, we are concerned about such things from the perspective of fairness, but they do not have a very large presence.

Member: : I'm supposed to walk around the town for lectures and other activities, so I can see who they are and where they are married. The number of public office employees is only 230, but I can see how they got in. There are 24000 people, so we are doing it in such a small community. In that sense, such a system is very good, and we were doing it in analog. Mr. Koda was doing it, for example, asking his aunties to register if they could rent him a car for 500 yen, and we matched them up there, and we paid them to take him back and pick him up. Now, I want to include such a good thing in digital.

Right now, I'm raising three, five, and six years old, and I had to send them off 30 minutes earlier in the morning, so I sent my daughter off 30 minutes earlier. In that sense, our local government is very special, but the community is very small and solid, so we leave it to the welfare commissioner. On the other hand, we tell the welfare commissioner who he is, and we tell him to say so because of the situation. So, that part is analog, but I think the community is very solid. It's a bad part of the countryside, and it's a good part. Because the community is solid, it's difficult for new people to enter. I think that will be the key from now on.

Chairman: , please.

Mr. Kawabata: Just like Mr. Koda I was actually very interested in this place, and I visited without permission, and I went on a day when Mr. Ishimaru was away, and I asked him about it. So, I met Honmaru today, and I was listening to him with great confidence, and I was very happy to have the opportunity to ask him a question.

In the Issue of the existing legal system on page 13, "Will it be accepted by the residents?" In addition, it is very important to grasp the needs of the field and the ease of use. For the circular economy mentioned in the beginning, basically, companies have always been in trouble. If they make a development, someone will use it. I made a development, but 70% or 80% of Japanese companies do not launch, but they make it perfect before releasing it to the world. Then, society has changed from when I thought, and development is crazy, taking on the risk that there is no market.

Amidst this, there are two ideas. One is that it would be very useful for the development of Japanese industries if feedback could be given at an early stage regarding needs on the ground and ease of use. The other is that it would be good for large companies to have a lot of technologies that they are development and putting to sleep. The other is that it would be possible for SMEs to enter this kind of development more and more. How do you intend to gather needs on the ground and ease of use and give feedback? Or if you have not done so yet, please tell us how companies should participate in corporate cooperation.

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of After all, it is the location. We will do it on a community center basis, depending on where it will be held, or I will often go to the community center, and the director of the community center or the chairman of the community association, as many people know, will do it on such a basis.

There are many things that are brought in from the corporate side. For example, I am doing a Smart Ring today, and I have created a solution to grasp my vitals. I will do this in a place where I can connect to area. On the other hand, due to the needs of area, for example, there are many foreigners in this city block, and it is difficult to communicate in area. If area is able to offer a solution to evacuate in the event of a disaster, I will try to offer such a solution. Like monitoring, we are working to connect Issue in area with the needs and solutions of the corporate side.

We are trying to find a way to resolve the Issue issue in area.

There are so many different companies, and since we are providing support for commercialization, we are also providing support for the formation of consortia and the creation of new business entities. In such a series of flows, there are patterns and various forms of connecting to these places.

Mr. Kawabata: Just like Mr. Koda Summit will be able to do such things at that time. Japanese companies are very good at doing such things, and I wonder if they will bring them to us. If they bring us policies that would like to realize such a society, for example, is there such a thing as a union Setoka?

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of That's right. It's better to have a story. As you said, a lot of things are brought in. There are a lot of things that we have made or want to sell, but we are not good at it alone. We are also thinking about whether it will be beneficial for area. On the contrary, if it is something that can be used, I think we should do more and more.

This is a direct contact with residents, so it is very beneficial for companies. For example, if you talk about cameras earlier, I think it will be difficult for residents and citizens to talk about cameras. In that case, when I actually brought them in, they were very pleased. They told me that it was the needs of monitoring in area and that they could be used in various ways.

Until we did it, I was very worried until I took the company with me, but when I asked, more than 90% of the residents asked us to let them in if they had one, and when we actually let them in, the residents decorated the camera pillar with lights or something like that for Christmas or something. So, the solution was implementation well, and the company was happy, and we were happy. The company brought it in, but we thought it would be difficult. The company thought it was really good to do it, and the company built a relationship of trust by directly contacting the residents. I think it is a very good example.

Mr. Kawabata: Just like Mr. Koda , the point is not to make digital into digital or technology into technology, but to make it possible to understand the effects.

Chairman: Yamamoto, please.

Member: In the previous talk by Mayor Hashimoto, Mr. Koda, and Mr. Ishimaru, I think what they are trying to say is how much social capital can be reproduced. Therefore, I think it is not about mobility or apps, but rather that is what is important.

In the case of Mayor Hashimoto, this is realized by a self-governing association. The buses of automated driving are actually members of the community, which is the manifestation of social capital. In the case of Mr. Koda, the community is steadily growing from the point of raising children, and Mr. Ishimaru has many large companies. Therefore, I think that the feature of this is that how to create social capital in the form of involving companies is a key part that has not been asked yet. If this can be formalized, it will be a solution that will flower, as in the case of the new smart cities. If you have any feelings, I would like to ask you.

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of Basically, in relation to what you just said, I think that the company side does not have the right point of contact with the user. It is very important to create a place to have contact with the user in the original sense.

When I told you earlier, you were so moved that you said "Thank you very much" to me. You are a Tokyo Stock Exchange Prime company now. There are many things that such people are doing at such a level. So, in that sense, I think there are more ways to create a new business model than I expected.

Chairman: , please.

Miyashiro Member: There are two things related to the current situation. One is that I can understand the image of the Living Lab being brought in by the company very well, but on the other hand, there may be quite a few requests from the residents, but how much of this purely from the residents will be brought into the Living Lab in Fukuoka?

Also, in the earlier discussion, I tried to include automated driving, but what I wanted was demand. From the perspective of a company, for example, from the perspective of a company that wants to do only automated driving, it would be like that, and I would feel that we are at odds.

At that time, I believe that you will probably take the trouble to settle the matter, but how are you aware of a way to make it easier for the company to be convinced, or a certain kind of mechanism to aim for win-win if possible?

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of First of all, there are many things. When we go into the field, we are actually working without going through local government. Therefore, there are many things that we feedback to local government, and Mr. local government and others sometimes say to local government later that they have actually started FDC efforts.

The number of people with dementia is increasing, and there are patterns in how to support them. There are really many stories in Fukuoka. There are various patterns in this way, and of course we do not accept all of them, but there are patterns in which we enter when there is no solution, and while Issue is somehow shared, we connect it to a solution. There are also patterns in which if a solution is seen at the time of an order, it is seen from the beginning.

Second, I would like to talk about the fact that the demonstration of automated driving has become on-demand. What I mentioned earlier is that demonstration experiments and social experiments are different. The consensus building here is at the beginning. If we are going to conduct demonstration experiments, we are going to talk about how to create the specifications, so we are going to talk about how to make automated driving sustainable. But we are talking about how to respond to the social situation separately from that.

In that example, validation in automated driving is actually continuing, and we will talk with various matching companies that you know. While doing so, from the perspective of a resident-based living lab, implementation in society was on-demand, so it is very important to build consensus at the beginning. I think you are right.

Chairman: , Mr. Murase, and Mr. Koda in this order.

Mr. Momota: Don't you need something like a whole . For example, in Kyushu Prefecture as a whole, there are many car trips by prefectural residents, and we have been developing expressways and free roads, as well as tourists. Tourists can use JR Kyushu's various planned trains.

In addition, Kyushu Electric Power has a variety of resources, including thermal power, geothermal power, nuclear power, and renewable energy. There is also debate about whether Kyushu Electric Power can be used in a variety of ways across Kyushu from a carbon-neutral perspective, including the smart grid.

As for industrial promotion, we are watching the Northern Kyushu Automobile Industry Asia Advanced Base Project, and there is also an economic strategy meeting. Also, on this issue, TSMC and semiconductors.

In this way, I feel that Kyushu will be able to achieve a good balance between strengthening industrial competitiveness and improving the convenience of life in the entire distribution system, including consumers, tourists, and government operations, as well as promoting tourism and regional revitalization. However, it has been somewhat disjointed until now, but I feel that it will be able to do so because it is a hub. What do you think?

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of . However, as you said, I think it is a place that is easy to do in a balanced manner. In the first place, as a city structure, prefectural capitals are arranged in a balanced manner, so compared to other area blocks, Kyushu has high inter-city mobility. We are also doing it on an urban area basis, but I think it is easy to build relationships with other area while doing area development on an urban area basis. In that sense, we are also doing various projects in various parts of Kyushu while staying in Fukuoka.

Mr. Momota: Don't you need something like a whole consortium?

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of area Strategic Council, which consists of the Association of Kyushu Governors, the governors of seven prefectures, four economic organizations, and four organizations such as the Kukyo Chamber of Commerce and Industry and the Japan Association of Corporate Executives. Although we are currently working to form a consensus over a wide area of Kyushu, I believe that it is often difficult to form a consensus because there are governors of seven prefectures. I am currently launching the Kyushu Smart Region Initiative, which I am the leader of. It is possible to solve problems in a wide area of Kyushu in the digital context, such as energy, mobility, and disaster risk management. We have narrowed down the issues and started to work on disaster-related issues, including watershed flood control, in the smart context. As you said, I think there is great potential.

Chairman: , Mr. Murase.

MURASE, Member: In .

It is Panasonic, so the current situation is that the domestic manufacturer I mentioned earlier has only CAN, or rather, I can do it.

Now, in order to avoid misunderstanding, we will reflect on it and "Will of all stakeholders".
We are making proposals with great care, but in fact, this is difficult. At SST in Fujisawa, we are very interested in the management of such a town, and we are doing it through mutual assistance.

In the picture on page 6, there is this one, and we are moving it around and around. In fact, we are transporting it by robot, but it is actually "Our CAN," isn't it? Even if I told them that they could use it, it didn't work at all. What worked well was the residents' council, which is a management company called TMO. There was a council there, and the residents approached it from the perspective of what to do with this mobility. Since it is far from the station, they came up with a plan to share bicycles so that they can drop them off at the station, and they are doing it.

There are people working there, so we need to make some changes, but if we do that, it will work. Even if we take CAN with us and do it, it will be completely useless, and if we don't understand the WILL of the residents, it will be completely useless. This is a good lesson, and I am reflecting on it. This is just a preliminary reflection.

The problem is, as you said earlier, in a large society, for example, our housing complex does not go well, and we have a large number of people, but we have a small one in Fujisawa, and we can see a specific number of people. So, mutual assistance is established, and there are people who want to bring their bicycles home today. It is such a world, but the problem is still to come.

There are a lot of people like the concierges I mentioned earlier, who are called Waga Machi. They do it as volunteers, but I always get out of breath somewhere. In the picture on page 6, you can make a demonstration experiments, right? It works well, but social implementation is very difficult, so the word "community" is used here. A community is, for example, a foundation that has receipts, but a real neighborhood association doesn't have receipts. In reality, what happens when years pass after a implementation? I wanted to ask you, Mr. Koda, but I didn't have time, so what are the good examples that have actually continued?

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of There are really various patterns, aren't there? There is a pattern in which the government supports the cost of activities a little, and there is a pattern in which they are doing volunteer work themselves. I talked about frailty earlier, and I tried both the pattern of paying money and the pattern of doing it for free. The conclusion was that it was clear that area would commit to the pattern of doing it for free. It will be a story that we cannot do it unless money continues, so I think it is important to cherish the story that those people are involved in at the design stage.

There are people called Frailty Supporters, and there are people like Share Concierges who stand between us. I am also an elderly person, and there are people like supporters who support other elderly people's Frailty Checks. There is a community of supporters, but in the beginning, we decided on the style and operation itself, but in the middle of the process, there are many things that the government says are completely different, and in the end, we began to make improvements on our own.

Then, they do it autonomously, and the community is solidified and people gather. Then, because there are human connections, the community grows in a way that the people bring the next people, and a system to support them is created. In many cases, voluntary work for free is more sustainable as a result.

MURASE, Member: In , it is okay to receive money from the government, but there is a limit to that. It is definitely not forever, so one way is not to receive money from the beginning.

Actually, if you have a management company, the community association fee will be very expensive. In the case of Fujisawa, it is about 100 times more than the normal community association fee. You don't just think about expenses and money going around economically. After all, the "Will" of our community, the stakeholders, is the most important thing. Thank you very much.

Chairman: , Mr. Koda.

Koda Member: Yes. I would like to ask a question or comment.

In the case of our company, if you are completely a volunteer, you will die. The management cost of maintaining a person is higher than the cost of development an app, and you can make a small amount of money so that the person can voluntarily earn money. If you are a mom-and-pop candy store, you can sell 30-yen things for 50-yen and get a little pocket money. If you support a place where you can earn money or pocket money, it will be a side job or you will continue to do so.

Actually, I am very much involved in the activities of Mr. Ishimaru's laboratory, so I know quite a few stories, and I am always impressed. In particular, I think that it is very important to consider implementation separately from demonstration and social experiments when considering mobility.

Many of the demonstrations issued by the government are demonstrations in which it is absolutely necessary not to fail. Therefore, isn't it correct to argue that the government should stop unnecessary demonstrations, conduct another demonstration based on the demonstration data, conduct a social experiment if it is possible, insert money if private sector companies want it, like impact bonds, and hold it or commercialize it?

However, there are no demonstrations that say never fail, so if there are cases in which demonstrations fail, AsMama is now trying not to raise her hand at all. The reason is that even though it worked, it was only a demonstration, so when people say that they are not thinking about social implementation for the next year, there are so many people who say wait a minute and implementation, so they only do things that they really intend to do for three or five years, but in such cases, on the contrary, please tell us whether there were cases in which it worked but there was no behind.

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of

There are many startups, but Fukuoka Prefecture strongly promotes startups, and creates opportunities in various places, but a hub has quite a few pivots. When we create a story there, and the demonstration is successful, and we are about to move on, there are many things that we want to do as a Narumi because there is no one who has pivoted. However, since we are supporting startups, as I said earlier, I can't say that it is bad, but I think it is. However, there is a lot of accountability in different places, so we need to deal with it properly.

Chairman: , please.

Mr. Kuzumaki: In the case of . Thank you for your explanation.

In the Living Lab, you mentioned flexibility earlier. The speed of industry-government-university cooperation is also very important, but it is very difficult to change the concept. What kind of ingenuity is used to make it work? On page 18, it says, "The intermediate support organization will present issues and hypotheses from a neutral standpoint." I was wondering if this was the key. Could you please tell me more about that?

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of That's right. We have public, private sector, university, citizens, and prefectural residents, and we exist publicly. So, we are in a position to continue to discuss things for area and what it should be like. To put it the other way around, for example, because it is a membership, if we are members of organization who are going to do it, we are not asked to do something, but we are arranging that everyone is the bearer according to the concept and way of thinking. Since it is an arrangement in which we are going to be the bearers and act independently, I think it is important to create a place after building a consensus at the beginning. In short, isn't it important to properly control the expectations at the beginning?

Mr. Kuzumaki: In the case of residents, such things can be changed, but government projects have a budget, so they were decided at the beginning and set targets, but why can't they be changed? For that purpose, they can't be changed. They can shorten the period, but they can keep it long without shortening it. In the sense of flexibility, there are many difficult things.

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of Of course, there are projects that we work on in cooperation with the government, but we are working on our own initiative, so in that sense, we are not governed by the government. We are doing it autonomously, and for each project, there are projects that we work on in cooperation with the government. Within the framework of that project, we are accountable to the government, as you said, but for the projects of the entire organization, we are operating autonomously, keeping a firm distance from the government.

Advisor Itoh: Thank you As for the slides on page 39, I have experience in launching a venture after quitting the Ministry of Economy, Trade and Industry in the past, so I understand the points you pointed out very well. However, I feel that there are problems on the government side, such as that there are many people with extremely high calorific value, and they cannot continue to work because they are transferred, and it is difficult to form a project with high calorific value because there is a public offering process. If you have any good ideas on how to solve these problems so that the calorific value can be connected to the output for the government and the public, I would like to ask you.

Mr. Ishimaru: There is nothing we can do about the transfer of the Governor of , but we are there. What we are saying is that when a government official is transferred, we actually take over the history and situation to the new person in charge. Therefore, we have continuity in the sense that this must be done. Since we will not be transferred, we have been involved in the project for a long time, and it seems that the counterparts of the other party have been transferred for many generations, but in a sense, I think it is important that we can ensure continuity.

If we are not good at it, we get an inquiry from a certain public office, and they ask us which department this is in. We are doing liaison so that we can say it is your department.

Advisor Itoh: Thank you .

Chairman: Thank you very much for your wonderful presentation and discussion today.

If I were to give you my impression, I would say that new communities, or rather, new publics, are beginning to appear in various places. I was very happy about this, and I am looking forward to it more and more.

What is important at that time is how to foster trust and Trust. It is not only about people, but also about technology and digital information. It is about Trust. One more thing, today I focused on needs, but from now on I would like to expand it a little more, and I would like to expand it to include fun and how to capture fans.

In this regard, I believe that mutual assistance is also important. I do not believe that Mr. Murakami has any intention to do so, but the terms "self-help," "mutual assistance," and "public assistance" first appeared in the field of disaster risk management. Recently, the Government does not have enough money, so the former Prime Minister said that self-help and mutual assistance should be done more properly, and I believe that the roles of the public should never be neglected.

In the field of mobility, we are still weak, but in Europe and the United States, it is the duty of the government and the government, such as Public Service Obligation. As was also the case today, Mr. Koda said that it would be good if volunteer work could become a business. There are few mechanisms in place to enable such work, and I think it is also public assistance to change such things in light of such social movements and new trends. Therefore, I would like to use your wisdom to communicate about such things.

Finally, today, both of you used the word "precedent." Recently, I have been using the word "example" instead of "precedent." Picasso uses the expression "example and model." For Picasso, a model is a model, but he doesn't need a model.

However, when we start something new, we need an opportunity to give us courage. There is no precedent in this world where we are now, so we can create and share examples happily together. I would like to think about what Kou can do to achieve this together with you.

I would like to end today with this impression. Thank you very much again today.

Secretariat: Finally, in , I would like to inform you that next time, on May 17, Mr. Nagumo of the smart cities Institute and Mr. Shirasaka of Keio University will make presentations.

Chairman: Thank you very much for your time today.

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