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The third workshop on the "Mobility Roadmap"

Last Updated:

Overview

  • Date and time: June 28, 2023 (Wed) from 10:00 to 12:30
  • Place: Kioi Conference Seminar Room C, 4th floor, Tokyo Garden Terrace Kioi-cho (used online)
  • Agenda:
    1. Opening
    2. Presentations and discussions
      • "Mobility Smart Passport (MSP) Initiative: Concept of Data Collaboration Linking People, Mobility, and Others" (Member Yamashita)
      • Mr. Sachiu Umemura, CEO of NEXT Logistics Japan Co., Ltd.
      • Smart mobility and digital infrastructure' (a member of Koshizuka)
    3. Closing

Meeting video

The meeting is available on YouTube (Digital Agency's official channel).

Material

Minutes

Director for Policy Planning Suzuki: In .

Today, Mr. Ishida, Chairman of the Board of Directors, said that there is a slight delay due to the railway, so he asked us to start earlier, so I would like to start a little earlier.

I am Suzuki from Group of Service for Citizens in Digital Agency. Nice to meet you again today.

I would like to start the third workshop on the "Mobility Roadmap."

Please note that this study group is live streaming, and after the meeting, the recording will be released on Digital Agency's website.

Today, we have everyone present, including online and on behalf of them.

First of all, I would like to say hello to Mr. Murakami from Director-General, but today it is delayed due to official duties, so I am planning to participate from the middle of the day. Instead, I would like the secretariat to introduce the materials.

In your hands, there is a handout titled "Realizing the happiness of each and every person through the use of digital technology." This is the handout titled "Priority Plan for the Realization of a Digital Society," which was approved by the Cabinet on June 9. It is a plan on how the entire government will use digital technology to create a society.

As for the priority initiatives, on the bottom page number 3, No. 5, which is circled in red, the expansion of semi-public sector's digital services is one of the priority initiatives going forward.

In semi-public sector, it is neither a completely public sector nor a completely market-oriented approach by the private sector, but in the middle, where both the public and private sectors share roles, we will steadily expand digital services, including mobility.

Specifically, what we are going to do is, on the page number 4 in the lower right corner, which you turned next, the formulation of the Mobility Roadmap is also circled in red, as it is a priority initiative for 2023. This time, various issues were raised in this study group, and the formulation of the Roadmap from this summer onwards is included in the Government's overall decision as a priority initiative for 2023.

On page 5, I would also like to report that Meeting for the Promotion of a Digital Society was held on June 6 at a ministerial-level meeting where the current Priority Plan was discussed. The current Priority Plan was discussed at the meeting, and a decision was made at the meeting on the "Mobility Working Group (Draft)" in Appendix 2-1.

At the end of the meeting, on June 6, Mr. Meeting for the Promotion of a Digital Society, chaired by the Prime Minister, decided to hold a working session and decided to hold a mobility working group to formulate a mobility roadmap. Various issues were raised at this study meeting, and those issues were handed over to this working group, and the roadmap was formulated within this working group. Preparations for an administrative meeting were also made, and I made a report to the members of this meeting.

That's all.

Then, I would like to start the proceedings.

We would like to have presentations from all of you today, and after that we would like to have various discussions. We would like to have three people speaking today. We would like to have 15 minutes of talks and 30 minutes of various discussions.

Then, first, I would like to ask Mr. Yamashita to give a presentation. Thank you.

Mr. Yamashita: Thank you for your explanation, Automobile Manufacturers Association. Nice to meet you.

This time, the Japan Automobile Manufacturers Association (JAMA) is considering it. It is written as a subtitle at the bottom, but I would like to talk about what we are currently promoting in the form of "The Concept of Data Collaboration to Connect People, Mobility, and Others." Thank you.

Today, I would like to talk about four agenda items. First, I would like to talk about the Mobility Smart Passport concept that JAMA is considering, which we call the MSP concept. We are considering various specific use cases and demonstration plans related to it, and we would like to cooperate in various ways on that and future expansion. There are also various plans for the National Comprehensive Development Plan for Digital Lifelines, and we would like to discuss various things together. Lastly, I would like to give you a summary. Thank you very much.

First of all, I would like to talk a little about the background and the overall picture. I believe that there will be various forms of mobility in the future, such as car sharing and rental. When we think about personal mobility, small vehicles, drones, and other forms of mobility in the future, I think it is of course important to think from the point of view of things as the relationship with individuals becomes more diverse and complex, but I think we need to deliver various necessary services from the point of view of customers and people who are users. I think that the relationship of various forms of mobility from the point of view of people will probably be in the form of riding in various forms, but I am using the expression N-to-N, not one to-one as it has been until now, and we have started to consider such a form that users can receive the necessary services when they need them, and that it connects with the mobility side such as the infrastructure side.

Based on this concept, we are currently developing the MSP concept, which I mentioned at the beginning. With the integration of My Number Card and driver's licenses as an opportunity, I think we will be able to provide a more authentic certification platform for people, and some of them will have mobility IDs and vehicle IDs. I think we need to organically connect these to create a data-linkage platform. Based on this, we are thinking on the premise that people can enjoy various services seamlessly. Therefore, we are using the term Mobility Smart Passport.

On top of that, what is important when considering data linkage is what scope we need to consider for each and how we should understand this data.

First, at the very bottom, for example, location information that does not identify individuals, or carbon neutrality, which we as automobile business operators have to think about very much, such forms, and areas that are widely open to society.

Then, in the middle part, there may be an area where users themselves determine the scope of data release in order to enjoy the service.

Next, it's the top part. There may be highly confidential information that each company uses as marketing for their business.

In this way, I think it will be important to consider what data should be considered at each layer and in what form it should be provided. In a sense, I think it is the idea of self-help, mutual assistance, and public assistance, but the JAMA is currently advancing discussions based on a three layer structure.

In terms of what kind of information should be linked and how it should be linked, I believe that there will be a variety of information linked to individuals, including My Number Card. I believe there are some that are currently available. There are also information linked to private service providers, and there are also IDs attached to vehicles. Or there may be information that will be attached in the future. By firmly connecting these, I believe that information on various vehicles, such as movement history and repair history, will be linked. In this way, we will consider an environment that is convenient and easy to use.

By realizing this concept, I believe that the first point is that various public and private certification procedures and social costs can probably be reduced in accordance with what you are doing together.

Also, there is a possibility that new highly convenient private services will be created by this. I think that services based on necessary information will be created to complement services in various places. In this way, new businesses may be created.

Also, in semi-public sector, I think it is necessary to connect to realize a safe and secure society.

In order to create such a circulation structure, we need to think about the data linkage that can contribute to society as well as the business of each company in the private sector.

I am considering a plan based on such a major premise, and although I have been talking about a large-scale plan so far, I would like to talk about a demonstration plan based on a little specific information, and I would like to hear your opinions later.

By the way, our Digital Task Force started its activities in January 2022 under the auspices of the Japan Automobile Manufacturers Association (JAMA). As the JAMA, we are working together with various transportation manufacturers. As I mentioned earlier, I believe that the integration of My Number Card and driver's licenses will emerge in the future. With this as an opportunity, we all need to work together to share the challenge of digital transformation in the industry.

In addition, while considering various use cases, I think it is necessary to think within the industry about how to firmly cooperate with each other, and I think it is necessary to think openly without being closed to the industry. Rules and specifications for that need to be considered by everyone, so we launched it.

I am not going to explain this in detail, but I hope you will take a look at it later in your handouts. We have studied about 10 use cases over the last year. We are considering various procedures at the time of purchasing a car, making mobile services including public transportation seamless, how to link data at the time of transporting a user in a semi-public sector, for example, during disasters or emergencies, and how to encourage drivers to drive safely in various ways. In fiscal 2023 and this fiscal year, we will narrow down these use cases a little or merge them a little, and we will start demonstration together. This is the current plan within JAMA.

I will explain the content of the specific demonstration on the next page, but I would like to repeat a little, but I think it is necessary to firmly consider the three issues of consumers, business operators, and local communities / society as a whole. In each case, the green part of consumers is, for example, various procedures, data linkage, and convenience. For business operators, it will lead to cost reduction, or cost reduction. This may be true not only for business operators but also for related ministries and agencies and other government officials. I also think that this data linkage will make it visible in various fields. Local communities / society, I think this is the most important point, but I once again talked about whether this data can be used for the redesign of local transportation, including public transportation, or whether we are considering contributing to local economies based on it as a major premise.

You mentioned 10 use cases earlier, but we are currently planning to conduct various demonstration studies with local governments. If I introduce some, for example, in the middle, there may be a multi-modal service that seamlessly connects public transportation and private mobility services. With a data linkage platform, it may be possible to connect multiple business operators cross-sectionally, and for example, it may be possible to provide advanced route guidance.

Also, as you can see on the right, there may be cooperative mobility services in local areas. Not only local mobility operators, but also CtoC, for example, has been talking about the shortage of drivers in local areas for a long time. As you mentioned in the last meeting, the CtoC's committee and others have been talking about contributing to the driver shortage in such a way. However, I think there are various institutional issues around here, so I think it will be necessary to consult with everyone, systems, and rules in the future, but I think we will be able to solve the issues broadly, including in such a way.

Other important approaches include the integration of My Number Card and driver's licenses. For example, there may be a model case of private-private transactions. In the case of tourist destinations, rental cars and small mobility vehicles are emerging in various forms, and I think we need to think about how we can input information in such cases, and how we can smarten things that require licenses or certifications. In the case of tourist destinations, we may move based on them and use them at duty-free shops and hotels, or give various certifications to passports. In such cases, it may be important to have data linkage between private sectors, and a system that allows a baton or sash to pass smoothly if you register once and take one action.

In this way, I would like to think about this scheme while firmly demonstrating the use cases of how to connect people, mobility, and vehicle-side ID.

This is done in an easy-to-understand way, but I believe that many documents will be filled out face-to-face, such as when you rent a car. It may be that all you have to do is give the key, or that the key may be opened with a smartphone in the future, so face-to-face correspondence will not be necessary, and your insurance may be applied as it is.

In addition, each operator has different registration procedures and operations. If you input such information as one, various things can be used smoothly for mobility. In a sense, this is the load of each operator. Or if it is left as data when you register, there is no need to leave various things on paper. I would like to consider the convenience of this kind of thing. I recognize that this kind of thing may be easier to do, especially as My Number Card and driver's license are integrated.

In addition, as I mentioned earlier, data linkage will be used for various purposes other than mobility. For example, I think there is something like settlement when you use it. It is not always the case in each case, but once you are authenticated in such a way, you can enter the necessary information, complete the settlement procedure, or present the registered one and receive the service. For example, coupons may be the same. In this way, I think it is necessary to think about a system that everyone can do as smoothly as possible.

Also, in terms of transportation, I think there are times when people tend to concentrate on certain routes. Even in such cases, it may be possible to devise ways to avoid traffic jams by providing various forms of incentives or by leveling the flow by suggesting detour routes. So, for example, parking spaces will be the same, and in the future, when battery EVs come out, I think we will devise ways to prevent charging spots and such things from getting crowded. By coordinating data in this way, I hope we can make it easier for everyone to do it.

This will be the last one. Even if I drive different cars, unfortunately, the driving history is not accumulated in humans now. It is not accumulated in the cars themselves, but there may be a certain amount of paper data accumulated by each company. However, this is a very wasteful story. If this is for humans as much as possible, I think there are various things such as incentives and benefits of insurance in evaluating drivers' safe driving when they drive other cars as well. In this way, I think there are things that can be seen depending on how they are linked to humans, so I would like to make plans in various ways with awareness of such things.

As for future expansion, we have not been able to verify or consider it yet, but in terms of future expansion, we are participating in the Mobility Roadmap this time, and I hope we can work together with those involved in this initiative.

I believe that the interpretation of mobility will also spread more and more in the future. I believe that it will be necessary to collaborate not only on automobiles but also on various personal mobility and drones. In addition, as you explained about Digi Taso, I believe that how to connect infrastructure, drivers, and pedestrians will also become important. When we think about how to realize it in each use case, we would rather think about it from the human axis, but I would like to consider a mechanism that firmly considers how to collaborate between the human axis and mobility or infrastructure, and how to circulate the economy and data, with the mobility side as the axis, but also in terms of people.

On the basis of this, JAMA has published its Mobility Vision 2050. In order to realize this vision, we would like to collaborate with partners in various ways, not only within the mobility industry, but also across industries. We would like to constantly consider what we should do to achieve this vision.

Finally, I would like to summarize. Considering the linkage of mobility roadmaps, I think how we need to promote this MSP concept. First of all, when the JAMA examines the MSP concept, I would like to consider various demonstrations with an eye to implementation at an early stage.

As for the second point, I think it is necessary to take into account that the mobility wing will expand in the future. I believe that there will be a variety of mobility, infrastructure, and even users who have already returned their licenses, not just automobiles, and we will think flexibly with that in mind.

As for the third point, I really think that the collaboration with the mobility roadmap is a very meaningful opportunity. We believe that standardization will be a very important point when it comes to dissemination. So, in the case of something like the identity verification by Public Personal Authentication, I believe that Mr. Digital Agency and IPA are currently considering various frameworks for collaboration in various ways, such as in the area of eID or in the collaboration of data systems. We will regularly exchange opinions with them, but we will create a big blueprint based on the concept, and we as JAMA are not considering building any mechanism or system at the moment. In that sense, I would like to enter the phase of consideration on what to do with the mechanism, while firmly cooperating with the people of IPA and the people of DADC, and I would like to take this opportunity to exchange various opinions with them.

The explanation was given in a limited time of 15 minutes, so we talked about our side here. Thank you very much.

Chairman Ishida: I completely agree with Thank you.

I would like to move on to an exchange of views immediately. Please feel free to ask any questions or comments. Thank you very much for expressing your willingness to cooperate actively. I look forward to working with you.

Saito-san, please.

Saito: What the .

The MSP concept is called Mobility Smart Passport. Is it an image that someone issues this passport?

Mr. Yamashita: Thank you for your explanation, I don't have an image of issuing something or issuing an ID. I feel that I would like to do that for the whole scheme.

Saito: What the When I think about it, I have an image that, for example, various information that a person has is linked to this passport, like the information on the things in the current battery passport, and things like the payment when changing various things in the talk about medical care and payment earlier are connected from the passport.

In a sense, there is a gate in the licensing talks that I mentioned earlier, and in order to get a license after taking the exam, the MSP should be established at a certain timing, and various logs should be linked to it, for example. On the other hand, I thought it would be possible to talk about public services and private services that are linked together.

I think this is a very good idea because it overlaps with the image of individuals having their own information and being able to use it. What to do about the Architecture around here is not the infrastructure I explained the other day in the digital lifeline promoted by METI, but rather the area of how to handle personal information in the so-called data strategy centered on Digital Agency. I think it would be good to consider the direction in this mobility roadmap along with that.

At DADC, for example, in terms of digital lifelines, there are discussions on how to handle human data in disaster prevention, people's flow crises, and distribution crises. Including the current MSP concept, I hope we can cooperate well with the Japan Automobile Manufacturers Association, so please do your best.

Mr. Yamashita: Thank you for your explanation, .

As you have just pointed out, I believe that sovereignty goes to individuals, and I would like to create an atmosphere in which it is easy for them to call for action. For that purpose, I believe that one of the triggers, such as the Public Personal Authentication in My Number Card, is related to public matters.

On the other hand, I would like to take advantage of various opportunities to connect the various information that each customer has in partnership and collaboration. Or, as you mentioned earlier, I think it is necessary to make it possible for me to understand what is currently working in the form of a passport, which I can understand at hand. I would like to consider a system in which the various Architecture that you are considering are well connected and put into that system, and while the independence and sovereignty is in the hands of individuals, there is no need to have anything public, industry-wide, or cross-industry. I would like to work closely with the various initiatives being promoted by Mr. Digital Agency and the various passport-like initiatives being considered by DADC. I do not think it is a good idea to create another scheme for this, so I would like to cooperate with them.

.

Chairman Ishida: I completely agree with Suda, please.

Mr. Suda: This is Suda from Tokyo University in .

Thank you for your explanation. I understand very well that you are taking a very new approach.

There are about three points. The first is that it is used in the automobile industry, so JAMA has an image of new cars and dealers. In fact, I think various industries are connected, such as the maintenance industry, insurance, and rental cars. What kind of cooperation are you thinking about in the future?

The second is that I had an impression that even personal data was going to car manufacturers, so I was worried about how to PR the benefits of users.

As for the third point, I think it would be better to ask Mr. Digital Agency, but at the moment, driver's licenses are not internationalized. If I had a chance like this, I would like it to be internationalized. At the very least, I would like to see my name, date of birth, and other such information used in the Western calendar, or in the Roman alphabet, or something like that. I was also curious about what would happen if such a system were created, for example, if foreigners also used it, so I would like to know the status of international support.

That's all.

Mr. Yamashita: Thank you for your explanation, .

The first one, maintenance and insurance, as you said, is an absolute requirement when you buy a car, and also when you use a car, maintenance is something that cannot be separated.

Based on the vehicle ID, the vehicle's maintenance history can be fully incorporated into the data in the future. Depending on which store and how it was maintained, there is currently no cooperation with other industries or manufacturers in the same industry, but in the event of a failure, for example, if you are satisfied with this car, you can go to another store and receive service based on the same maintenance history.

In the future, I think cars will become more sophisticated. If battery-free batteries are developed, there may be a common charging system. In that case, I think cooperation will be necessary. In terms of insurance, as we are discussing, I am not talking about the insurance industry, but in the future, insurance will be attached to cars, but it may be attached to individuals. In the same way, even if Mr. Suda drives a rental car or other car, if he is with him, he can drive a car under the same conditions. So, for example, insurance and maintenance methods may change when the image comes into view, so I think it is necessary to firmly cooperate with each other. I think it is necessary to consider a system in which used car operators and importers can enjoy this service in the same way, so I think we will firmly cooperate with each other. In that sense, we have just started various discussions with various industry groups.

As for the second user, I believe that one of the entry points is smartphones, which are very easy to understand. Some of them are physical cards. However, when we visualize digital data in various ways, what is the easiest for customers to see? It may be a smartphone if it is a smartphone that is usually used at hand, or if a certain account or something like a passport is input in such a way that it can be visualized with something like a passport, it may be viewed regardless of any devices. I think we need to think about this, but I would like to always be aware of what is the easiest way to do it for daily use. In such a case, if the people of Japan can truly have a My Number Card in the future, it may be possible to use it as an opportunity to create various things, so I would like to think about it with that in mind.

Director for Policy Planning Suzuki: In . Basically, Mr. National Police Agency is doing various things, but I would like to convey what you pointed out and do various things that we can cooperate with.

Chairman Ishida: I completely agree with and others? Here you are.

Member Koda: Thank you . This is Koda from AsMama Co., Ltd.

This may be something similar to what Professor Suda mentioned earlier, but when it comes to user benefits from the connection between mobility and digital technology, there are not necessarily only benefits. For example, there are elderly people who drive gray or unsafe cars, so they cannot rent a car. This person is someone who doesn't usually drive a car, so when they rent a car, they are forced to take out insurance. This is not very friendly for users, and some people are concerned about data linkage. This is my first point.

Secondly, I think it would be useful to hear that, for example, if you input one address, you can borrow only keys, or rent a car. When you make a digitalisation like this, major companies and companies that are members of the Japan Automobile Manufacturers Association (JAMA) respond, but other small and medium-sized companies do not, and I don't think it would be good if there were competition between companies or a sense of unfairness. If you have any thoughts on this, please let me know.

Mr. Yamashita: Thank you for your explanation, .

In fact, the timing of returning a driver's license was discussed from a very early stage. There are many elderly people who actually drive cars. At a certain age, there are various tests for dementia at the time of obtaining or renewing a driver's license. However, I believe that we, as an automobile industry, must always think about safety and security. I think that it is necessary to make it a big filter. When there are factors that make people worried, including the person himself / herself, I think that we should think about being able to receive mobility services in some other way. So, it may be said that it is gray, but in other words, after returning a driver's license or after having a will to return it, how we need to provide the same freedom of movement as a service. In a sense, this is a filter in the opposite sense, and I think it will be a filter that must be changed to a plus. So, I think that it is necessary to have a lot of discussions about it, and I recognize that it is necessary to firmly consider how to think about it at this turning point.

Other than the second major company, there are many industry groups. For example, even if you take one dealer, the one that sells light cars and the one that sells standard-size cars from manufacturers are completely different. In fact, even if you take one way of selling, it is different. There is a big difference in digitalisation.

However, we are very conscious of the fact that we need to work on the standard mentioned earlier, but I think it is most important to proceed with the assumption that it will become the standard of the industry, so we need to always be aware of what form of technology we need to provide to you for standardization.

Chairman Ishida: I completely agree with I am already an elderly person, so I tend to react when I return my driver's license, but the advanced driver support system is developing very rapidly. However, unlike automatic cars, you cannot tell just by looking at it. Therefore, I think that if the vehicle inspection certificate has such a function, if it is properly maintained, and if it is linked with an electronic vehicle inspection certificate, the aging automobile market will expand again. Are you thinking about that as well?

Mr. Yamashita: Thank you for your explanation, To put it another way, I feel that I have received some advice, but I have not yet reached that point, but as you say, there are people who absolutely need it, people who are still able to ride it, and people who have no problems. Or, I think it is possible to do it if I can add some kind of positive support. I think it is very important to prepare and prepare so that everyone can confirm it, so I would like to consider that when I think about services in the future.

advice.

Chairman Ishida: I completely agree with Yamamoto, please.

YAMAMOTO: , thank you very much. This is Mr. Yamamoto from ITS Japan. I would like to ask you some comments and questions. I think it is wonderful that Japan Automobile Manufacturers Association really has such a concept from the viewpoint of services and users in terms of mobility. This is a comment.

I would like to ask a question. On page 24 at the end, there is a description of how to proceed in the future. I think we should first try various demonstrations to create this concept. I think there will be quite a lot of lessons and learn. I don't know where we will do this, but if we as the JAMA organize it and make it open, we will be very aware of it and it will be good for society. Is it possible?

Mr. Yamashita: Thank you for your explanation, I would like to do so. I believe that standards mean that we must open up various things and make them together with everyone. I would like to ask IPA and Digital Agency to cooperate with each other. In other words, if there is a place where people can make good use of our concept, I would like to ask them to use it and make it together. I have no intention of closing it.

However, on the other hand, I believe that each company needs to maintain a high level of secrecy in some aspects of marketing, so I think there may be some cases where data layers are clearly separated and we would like to maintain a high level of secrecy, or the industry as a whole needs to maintain a high level of secrecy. I would like to consider this in various ways as openly as possible, while maintaining certain rules.

Chairman Ishida: I completely agree with Here you go.

Deputy Akimoto: Thank you for your explanation, JUTM. I'm here on behalf of Mr. Suzuki. Thank you for your explanation.

There have been a lot of discussions about the two issues. There are the so-called elderly people, the level of driving ability, and the level of skill. By collecting various data on car models and safety-related functions, I felt that it would be possible to link not the same car but a car with functions that correspond to the ability of each person, for example, by collecting data on elderly people who drive unsteadily, saying that a car with these functions is necessary.

At that time, I think the driving data will become important. What kind of data is left in the car now? I don't think there is much data left. The video of the Draleco will remain for a long time, but if there is a log of the driving, the route and how the elderly drove when they drove for a long time, and such data is linked to the My Number, for example, at the time of car inspection, at any time, or when an accident occurs, we will absorb the data and say that your level is like this, and you should drive a higher-class car with these functions. By doing so, we can guarantee safety. I think the incentive we can provide is safety. I hope you will use the data to provide what functions to that.

That's all.

Mr. Yamashita: Thank you for your explanation, .

Today, we have an environment where it is easy to link various data, including between so-called connected vehicles, or mobility. In fact, we are considering a system in which each company can collect data in various forms, and some of them are currently collecting data.

However, since this is data that comes out of driving, the consent of the user is very important. So, after confirming that consent, we decided on the scope of use. There are services like now, or various safety support associated with logs. In fact, there are insurance policies that say it is safe and the insurance premiums are a little lower, or there is advice to support safety. So, while preparing it in an environment that is easier for everyone to use, or perhaps there is a business aspect to it, based on that, we would like to consider it including the advice we received now. Thank you very much.

Chairman Ishida: I completely agree with , please come in.

Acting Member Tanaka: This is Mr. Tanaka speaking on behalf of Mr. Okamoto of TEPCO Power Grid. Thank you very much.

As the progress of the MSP leads to the spread of dreams, I would like to make a few comments as I recall from the picture on the right side of page 22, which touches on energy.

For example, in Kyushu, where there is a large surplus of solar power for renewable energy in the daytime, many trucks for primary industries that transport vegetables and other goods to Tokyo late at night are shipped out. If that is the case, I would appreciate it very much that electricity is transported at night, and if the data is linked, the expressway toll will be cheaper. As you say in Kyushu and Tokyo, in various areas of decarbonization in the future, I thought it would be very promising that MSP would develop into area-matching of demand, such as late-night matching between areas where there is a surplus of solar power and renewable energy and areas where there is a shortage.

I would like to ask you a favor. As in the case of Vision for a Digital Garden City Nation and Mr. Ministry of the Environment's carbon neutrality, local governments are conscious of their regions, so I would appreciate it very much if you could make efforts to make them aware of the surplus of renewable energy and the shortage of renewable energy in terms of MSP for each region by 2050.

That's all. Thank you very much.

Mr. Yamashita: Thank you for your explanation, advice.

It's interesting. I didn't have a very honest idea about energy transport. I think it's a very interesting idea while using trucks for distribution. I think it's very easy to apply it to Vision for a Digital Garden City Nation. It would be very interesting if there is something like that that transports energy together, not limited to autonomous driving. As you said, we recognize that local production for local consumption and renewable energy utilization and regional characteristics are very important. When we look at various things to demonstrate, I think it would be better to think in terms of the regional economy as much as possible, although it was in the middle of the regional economy, so I would like to consider it thoroughly, including the advice you just gave me. Thank you very much.

Chairman Ishida: I completely agree with , please.

Koshizuka: Tokyo University. Thank you for your presentation.

It was a very ambitious effort, and I listened to it with great interest.

In relation to Mr. Saito's question at the beginning, it is true that the concept of the name Passport is a data collaboration platform, but since the name Passport is used, I thought there might be a background service image, so I would like to ask you a few more questions.

I think there was a picture of a human ID and a car ID. Was it based on this? Then, since the My Number Card was licensed, the left side of the human ID was developed. Then, the car, the passenger car, and the relationship between the person who bought it, the driver, and the person who uses it, the service in the relationship between the Japanese people was mainly considered.

When it comes to mobility, there are other things like logistics, and if that's the case, I don't think I need an ID for things, and I have a lot of thoughts about that, but it's probably not good to expand it, so I thought it would be okay to start from here.

However, even if I wanted to do this, if I were to ask you a question from the perspective of creating a data linkage, I would say that there is a point of view that it would be a problem if the necessary data is maintained or not coordinated elsewhere due to various problems, for example, infrastructure may be needed, or the things I mentioned earlier may be needed, or the ID of the human being may only be an individual, what about corporations, what about foreigners, etc.

Also, after this, could you tell us a little bit about what kind of timeline you have in mind for realizing it?

Mr. Yamashita: Thank you for your explanation, .

In fact, before the MSP concept, we were talking about the concept of My ID, which is the ID of a person, and Car ID, which is the ID of a car. In other words, we were talking about the concept of My ID, which is the ID of a person, and Car ID, which is the ID of a car. However, in that case, creating IDs would seem to be the goal, so under this big concept, I wanted to realize something that would allow everyone to travel freely, including public transportation, like a passport, free of devices, or free of cars. So, in order to demonstrate this expansion, I thought it would be better if it was something like a passport, something that would allow people to go abroad freely, something that would be as easy for people to understand as possible. In my explanation, I thought it would be easy to understand something like a passport, something that would allow people to go around if they put a stamp on it, and I added this name after discussing it because it would be as simple as possible and easy for people to imagine.

However, in terms of thinking, as you mentioned, expansion will be extremely important, and I believe that individuals, corporations, and various other things will come out. I recognize that we must keep this in mind. However, if we expand it, there will be no end, so I would like to start as simply as possible.

To put it the other way around, I was very interested in what you told me about Architecture today, and I may have thought of it on my own. It was something I had hoped for, but that was the situation.

Originally, My Number Card and driver's license are said to be in 2024 or 2025. In that case, I would like to create some environments that make it easier for people to do things like that. Therefore, in that case, I think we will start with the human axis, and we will talk about based on individual IDs. But if we expand it, if the structure can be developed in the same way, it will appear in various things such as things, so I think that logistics will be able to see what is being transported by attaching IDs to things, and the energy mentioned earlier may also be attached with IDs. So, if we can keep up with such expansion, I would like to consider such expansion by all means. Therefore, I put the idea of expanding without closing in the meaning of MSP. In this way, I would like to cooperate with people as much as possible. This is the current situation.

Saito: What the In this MSP, I would say that human information, or rather, the passports of the people in the car, and various other data, centered on the people, are connected there. In the circular economy, there is another concept of a so-called product passport for vehicle IDs, but I think that the value chain of the car, its usage history, recycling, and other data are connected there. I thought that the passport and the MSP (Mobility Smart Passport) that we are going to do this time, in other words, the MSP that can be held by an individual in place of a driver's license, are slightly different stories. Is this understanding correct?

Mr. Yamashita: Thank you for your explanation, It is a different story, but I think it is structurally the same.

Saito: What the information. We will have car information in the car. In addition, there is a passport attached, and various information will be connected. For example, personal information such as how to drive a car will be on the so-called human passport. It will be in a form where information can be linked in a similar structure. It will be connected on an N-to-N basis. That is the story.

Mr. Yamashita: Thank you for your explanation, .

Saito: What the I see. Thank you very much.

Mr. Yamashita: Thank you for your explanation, In the case of automobiles, in the future, users will have to be aware of, for example, the recycling of cars and the batteries that you just mentioned. Human intervention will start the baton up to the raw materials, and recycling will start again. In fact, we at the JAMA are thinking about this together.

Chairman Ishida: I completely agree with Kawabata, please.

Kawabata: Online.

As for the ID of the vehicle, which was being discussed now, the vehicle inspection certificate was computerized, and when I was a member of the committee, the data of the vehicle inspection certificate was still available, or rather, there was still a capacity of data, and at that time, we were soliciting ideas for the use of the available space of the digital vehicle inspection certificate. Even after we published the poster, I think the discussion was still early at that time, but ideas for the use of the digital vehicle inspection certificate had not been presented at that time, but a few years later, I was asking because I thought such ideas could be used now.

On the vehicle side, for example, it is not possible to recognize such detailed equipment in the current vehicle inspection certificate, such as which ADAS level is installed. However, if it becomes possible to use free space in the digital vehicle inspection certificate, data such as the ADAS level of the vehicle and the maintenance status will be used. At that time, the storage of data on used cars was a topic of discussion in the committee. If such things can be used, vehicle IDs are easier to handle than My Numbers if they are not tied to people. Therefore, I thought it would be better to think of a platform that can be connected when the data from various parts of the whole is enriched to some extent, and to think that it can be connected when the data is accumulated to some extent.

Is it correct to understand that JIKOKAI and others are thinking a lot about matching physical data with human data?

Mr. Yamashita: Thank you for your explanation, , thank you for your points and questions.

I understand that we have to think about it. I think there are various data that can be attached to the vehicle inspection certificate and the surroundings of the car. Therefore, I think it is really important to put information on various things in the same way as much as possible. As one form of it, the vehicle inspection certificate is absolutely attached to the car, so I think we can look at it in that way.

Also, as I mentioned earlier, there is an environment where it is difficult to coordinate data on used cars and various other things. For maintenance companies and others, when it is difficult for all of them to use the same scheme, I think there is a way to make the vehicle inspection certificate a hub. So, as you just pointed out, I think it is quite important to add one piece of information to what you have, so I would like to make use of this kind of advice in various ways, and I thought again that we would like to consider it together in various ways. Thank you very much.

Kawabata: I thought that doing that would be easier to connect to recycling and reuse, and would be advantageous when Catena-X or something like that comes up in the future.

Mr. Yamashita: Thank you for your explanation, .

Chairman Ishida: I completely agree with , regarding the current electronic vehicle inspection certificate, the issue has started this year. However, there is a problem with not having much storage space, and when you violate a traffic law in a place where radio waves don't reach and you are caught by a police officer, it will be a problem if you can't check it, so it seems that the ticket surface printing is indispensable. I think there is still a lot of room for improvement, and I think it is one of the major challenges of mobility working, so I hope we can cooperate. Thank you very much.

How about something else?

Here you go.

Member Muramatsu: Thank you for your presentation, . I'm Muramatsu from Robore Organization.

I would like to make two comments.

First, I think it goes very well with digital devices. What I would like to say is that, in a sense, it's a bit of a slip of the tongue that only the latest cars can collect data. If you have a really up-to-date car, you can collect one hundred percent, but if you can easily collect even about 30% using various GPSs, gyroscope sensors, and so on, even with a smartphone, I think you can contribute to the data lake.

I have another question. I would like to know the current status of discussions on a digital-related Architecture in this area. What I would like to say is, as you are writing right now, the scope of digital activities, who will manage licenses, which company will do what, whether platforms will be divided by company, or whether Mr. Digital Agency will wave the banner to create a single platform, the proportion of business, self-help, and mutual assistance, and how to organize them as they are intricately intertwined in many digital-related areas will be one important topic. I would appreciate it if you could tell me if there are any discussions on this.

That's all.

Mr. Yamashita: Thank you for your explanation, .

As you mentioned, I think the second aspect is particularly important. I really hope that Mr. Digital Agency will take the lead in creating a big scheme for this part, including this kind of meeting. I think it will be impossible to do this without first creating a scheme that can be created by companies, corporate entities, or groups that will receive it in the same way, for example. It will be impossible to gather them in one place, and it will be about how to connect various dispersed things, so I really hope that this will be the case. Therefore, we would like to come up with various ideas and work together on ways to do that part.

If that is the case, I will start with what I said at the beginning, which is what I can do. However, if an environment is established that makes it easy to do that, I think that various information will begin to gather in the lake, so I think that it will be useless if it does not work as a set. I would like to proceed with considerable awareness of that.

Chairman Ishida: I completely agree with It's almost time, so I'd like to finish the discussion at this point. Do you have any comments? Thank you very much.

I think this is a very big challenge. In terms of quantity, the My Number Card, the number of vehicles, and the possibility of an increase due to new mobility and micro-mobility, I think this is a really big challenge for mobility working. For that purpose, as discussed, I thought that basic Architecture is really important here as well, so I would like to ask for your continued support. Thank you very much.

Next, Mr. Umemura from NEXT Logistics Japan will make a presentation.

Mr. Umemura: . I am Umemura from NEXT Logistics Japan.

Thank you for giving me this opportunity today.

Through the initiatives of NEXT Logistics Japan, which I will explain today, I would like to share with you the issue of truck logistics and the initiatives to address it, and in this context, I hope to be of some help in this "Mobility Roadmap."

First of all, NEXT Logistics Japan. In response to social issues in logistics, especially the shortage of drivers, including the 2024 problem, which has been mentioned recently, as well as issues such as carbon neutrality and white logistics, we have been working since 2018 to create a company centered on members of the Toyota Group to help solve these issues by using technologies such as Connected, Autonomous, Shared, and Electric for automobiles.

However, as you can see here, there are ways to use technology, such as using autonomous driving to transport goods with fewer truck drivers and using electrification to reduce CO2 emissions. However, as it is quite difficult for autonomous driving to spread widely and electrification to spread widely from tomorrow, we are trying to do what we can do one by one, and we are currently working on mixed loading of goods from different industries using double-connected trucks and full trailers. This is an initiative to thoroughly raise the productivity of truck logistics by using two car connections and long trucks like trains to transport goods from various shippers together.

If I were to show you the details of mixed loading on the next four pages, as you can see from the top, Nissin Food Products and Asahi Breweries together, Ezaki Glico and Kao together, Food and Grocery together, Asahi Group Foods and Tire, Bridgestone together on the right, Nippon Paper Industries in the front and Nichirei in the back on the second tier in the middle, different temperature zones on the same truck, Kikkoman and Unilever next to each other, Suntory and P & amp; G in the middle of the third tier, and Toyota Motor and Fujifilm together on the third tier in the middle of the third tier, I think we can improve loading efficiency by having various people across industries and business types together.

What we are currently working on is the logistics of this company. It is said that the size of the Japanese truck transportation market is 14 trillion yen, but home delivery, which tends to be focused in logistics, is actually only around 2.5 trillion yen. The rest is BtoB corporate logistics, and I believe that it would be a major issue for Japan, such as disruption of the supply chain, if this does not work. We will increase the loading ratio by having various people transport this together.

In this truck transportation, for example, Toyota Motor Corporation has its own logistics subsidiary, Toyota Unyu, and Asahi Corporation has its own logistics subsidiary, Asahi Logi. Under these circumstances, there has not been much cooperation between business types, such as transporting Toyota parts on the way back from transporting beverages, or transporting other goods on the way back from transporting food. As a result, the loading ratio has decreased in this industry, so we decided to try how to efficiently transport them. On the next page, page 5, we used double-connected trucks to carry out mixed loading in actual operations, and we ourselves took the green number and operated them to see if we could really help them. We set up cross-dock stations at two bases in the Kanto and Kansai regions, which are also the main arteries of logistics in Japan, and we asked various people to bring their goods into these cross-dock stations, and by combining and transporting them, we have improved efficiency.

Cargo owners like Mr. Asahi and Mr. Glico, who have logo marks, and logistics companies like Mr. Shibusawa Warehouse, Mr. KRS, and Mr. Guion, who are below us, as well as people from leasing, finance, and various other industries like Mr. Mitsubishi HC Capital, and banks, are now funded by our company, and we would like to create a framework to transport them together. There are several names on the right, such as Mr. Ajinomoto, Mr. Kabaya, and Mr. Suntory, but at present, including the framework of NLJ Plus, which has an annual membership fee system, 42 cargo owners are currently working on this initiative. As I mentioned earlier, I believe it is rare in the world that more than 40 cargo owners are transporting what they were transporting together.

Our efforts are still at Step 1. Looking ahead to the next step, in which trucks will become self-driving and electric, we will create a framework and system that will be used.

As you can see on page 7, various beverages, instant noodles, and automobile parts are mixed in one truck and run on time. In other words, we have a diagram. It is like the Tokaido Shinkansen, a distribution line that runs between the Kanto and Kansai regions. A truck that leaves the center in Sagamihara and the Kanto region changes drivers at a relay point in Toyoda, and another driver goes to Nishinomiya, loads another cargo, and runs toward Sagamihara. Trucks run by changing drivers all the time. The operating rate approaches 100%. On the other hand, the loading rate, by filling up the trucks, we are trying to increase the productivity of truck transportation and the loading rate multiplied by the operating rate.

As for our efforts, on the next page, page 8, the current average loading rate is 63%. As you saw the loading diagram earlier, we are trying to use up both volume and weight, so the current average is 63%, which is the loading efficiency expressed by adding volume and weight and dividing by 2. The maximum value is 89%, and the number of trucks with 80% and 90% is gradually increasing.

On the other hand, how many trucks are running in the world is written in small letters at the bottom. This is the load factor of the Ministry of Land, Infrastructure, Transport and Tourism. The loading rate of 39% is actually the average value of trucks in the world right now. To put it the other way around, 60% of trucks are carrying air, which is a very serious problem. This shows that while there is a shortage of truck drivers in Japan, productivity is very low.

The next page is page 10. I would like to quantitatively show that the loading ratio is low. This is the distribution of the weight of trucks running all over the country through the ICT equipment installed in the latest trucks. If you subtract the weight from the total weight, you can actually see how much is loaded. As you can see here, there is a peak at 40% loading ratio, and there is no doubt that 60% carries air.

As you can see on the next page, page 11, this is a slightly more schematic diagram of how companies transport goods. If you go to the left, for example, imagine a shipment from a certain factory. If you run five trucks a day, in fact, they do not run full from morning to night. In the morning, they are 80% full, in the afternoon, they are 50% full, and the last shipment is only about 30% full. Next time, the truck that went there has to come back, but the shipper does not know about this return shipment. In fact, the truck that was 80% full in the morning came back at 80% full, but the one that went at 50% full in the afternoon was empty. The last shipment went at 30% full and came back empty, so it is truck transportation that does not do much work.

This is the image of an average loading rate of 40%, and we have to solve such problems, but as you can see on the next page, page 12, in corporate logistics, basically, the goods that leave the factory go to, for example, the temporary warehouse of the wholesaler, but the same amount of goods are not returned from the temporary warehouse to the company's factory. It's basically one way. Also, as you know, corporate logistics is highly variable. For example, in the case of drinks, it's about 3 times as much in summer as in the off season. As you can see from the fact that most of the automobiles are shipped at the end of the fiscal year, there is a great deal of fluctuation in the number of factories. In such a situation, if logistics companies have transportation capacity in line with the peak, there will be a surplus. In fact, up until now, I have not thought about this because all logistics companies have been doing well, but 40% have not done well. In order to carry such things efficiently, as you can see on the next page, CO2 emissions are also reduced by using double-jointed trucks to transport more than two loads per truck. Currently, we are reducing CO2 emissions by 28% through our transportation methods. I think the main focus of the companies you just saw is on how to reduce CO2 emissions in Scope1 and 2. However, Scope3, especially Category4 and 9, CO2 emissions from transportation can be reduced tomorrow as long as operations are changed. We would like to promote such measures and increase the number of our partners.

By the way, I just talked about the loading ratio, but in fact, trucks on the market do not have any functions to indicate the loading ratio, for example, in the meter. It is a tool to carry things, but in fact, we do not know how much is loaded in the truck. In order to understand it, we attach a 3-D sensor in the cargo room together with the data of the vehicle as mentioned earlier, and visualize the cargo room as described on page 14. With this, we can see how much CO2 is emitted per cargo and how much it can be reduced by bundling it together with the fuel injection amount when it is actually driven.

As you can see on page 15, we are going to load various kinds of goods in this truck. In a word, it is easy, but it is difficult to load them together. For example, do you want to carry detergent, snacks and smelly things together? Or do you want to carry oiled things like car parts with food? Everyone has different lead times, different packing styles, and different pallet sizes. By combining these, we are building the puzzle you saw, but there is a big difficulty here.

As you can see on the next page, for example, light items, heavy items, the balance between up and down, and the packing style are all different. The information on the packing style that is being ordered is also different for everyone. The lead time is at their own pace, so how difficult it is to transport them at the same time. And the cost, in general, the cost of transportation is very low. Under such circumstances, how can we combine them, balance them, and transport them efficiently?

For example, as you can see on the next page, in terms of the weight balance, considering the inside of the cargo room and the indicated loading rate, for example, 270 kilograms per cubic meter is the best balance, but if there are many drinks, the weight will be slightly higher like this, and the space will be empty. As you can see on the next page, everyone's packing style is different. Until now, pallets have been talked about very much, but there is no standard for cubic including the height. So, for example, as you can see on the second from the right, it is not square in the first place, and how to combine these things is very difficult.

When we actually try to stack them, the tops don't match like this, so we can't stack them on top, or we have a lot of trouble. As you can see on the next page, in the past three years, we have solved problems such as how to combine things that are not in a case in the first place and how to carry things that smell together.

As you can see on the next page, we are building two floors in the cargo room, making a certain standard and putting it in a box. By doing these things, the loading rate has increased. As you can see on the next page, I, together with the Ministry of Economy, Trade and Industry (METI), think that it would be possible to standardize the type of cargo. Among the cargo we handled, we created nine standards for how much cargo can fit within a certain size, and presented these standards. In fact, we are proposing that about 86% of the cargo of various industries currently in circulation can fit into these nine types.

It is on page 24. If you use a certain packing style and timing, the loading rate will be reduced by 85% and CO2 will be reduced by 35%. This is not just a concept, but we are sharing it with you as we try to do it.

As you can see on page 25, we are trying to devise a truck. In addition to a truck with a slightly larger box and a double-connection truck with a total length of 25 meters, the height of the cargo room has been increased from the previous 3.8 meters to 4.1 meters. This is a change in the law. We are preparing equipment with a cargo room capacity of 150 cubic meters, which can transport 2.5 large trucks by one truck.

However, from the next page, page 26, a very important point is how to make this pattern, how to load efficiently in the cargo room. In fact, we have created a new system called NeLOSS, and we are solving this complicated calculation using a quantum computer.

As you can see on page 27, the information about the cargo, the various dimensions, and the smell of the cargo are all variables. Out of a large number of permutations and combinations of variables, we select one with a high loading rate. If we try to do it with a general computer, it takes about 10,000 hours. If people do it, for some reason, it takes 2-3 hours, but as the number of people decreases, we tried to solve it using a quantum computer and succeeded in solving it in 40 seconds at present.

As you can see on the screen right now, for example, Mr. Asahi, how many cases of Sanya cider, or how many cases of shampoo did Mr. Kao order? We will feed all the hundreds of lines of distribution data into NeLOSS, and just by pressing one button at the bottom right, we can create this combination in the cargo room in 40 seconds.

Quantum computers are very strong in such combinatorial calculations, and I believe that various routings and other demonstrations are currently being conducted. At present, we have been implementing this since last summer. By actually using it in actual operations, we are challenging whether it will become a system that can be truly used. In this way, by giving both 0 and 1 properties to qubits, it is a system that performs combinatorial calculations at one time. At present, we are simultaneously carrying out loading in the truck and how to allocate it. During this calculation, the results are now available in 40 seconds, and we are now seeing what the loading rate of each flight will be.

If you click there, the inside of each truck will be reduced to a development diagram that says, "Please load like this." And each part of it, for example, in this part, as you can see next, the blue part is filled with drinks, the green part is filled with shampoo, and the brown part is filled with car parts. Since last year, we have implemented a system in which it is reduced to the point where it is okay to load like this at the site.

If everyone carries the goods together, the loading rate will increase. However, it is difficult for everyone to carry the goods together. Without a system to make this combination, it would be difficult to carry the goods together and make it more efficient.

Another characteristic of corporate logistics is that it fluctuates wildly. In order to solve these problems, we are working on whether it is possible to make predictions using this logistics information. If we carry packages every week, we can see that Asahi Breweries usually carries this package on Thursdays and Suntory carries this package on Tuesdays. At the moment, we predict a week's worth of packages to be loaded on trucks in the previous week. We manage the daily schedule to see if it came as it is and improve the accuracy. With this, for example, on Mondays, when the amount of packages is small, we can reduce the number of trucks and prevent unnecessary trucks from running.

We are trying to improve the productivity of trucks through various efforts like this. What we are currently doing is primary long-distance transportation from the factory to the warehouse of the shipper or to the wholesaler. Especially in this field, where the aging of the population is progressing due to the shortage of drivers, we are working to solve the seriousness of the situation first. We are thinking that we can further improve the efficiency of this kind of information linkage by further linking it to the retail and the end, so that we can understand what is sold, how much is produced, and how it is transported after all.

This NeLOSS system is currently being developed to optimize the stacking and allocation. It is being developed to transport goods between the Kanto and Kansai regions. At present, this system is being expanded to cover the whole country. For example, from Kyushu to Hokkaido, we are developing an advanced version of NeLOSS that optimizes the combination of four elements: the routing of goods and the diagram for driver changes.

In this situation, it would be wasteful for us to use it only for transportation by double-connection trucks, so we are now trying to open it up, and we are developing the API and UI. For example, when two or three companies want to transport this together in Hokkaido, if we ask them to use this system, we believe that this problem will be solved further.

Beyond that, I think that it will be connected not only to trucks but also to other transportation modes such as railways and ships, and as described on page 33, I think that it is possible to optimize multi-modal transportation, and I have a vision beyond this evolution.

Let me explain one more thing. This is an initiative to share the cargo space with everyone. Another aspect of sharing, I think, is the idea of sharing trucks and drivers. Our double-connected truck, a long truck with a blue cabin, is not owned by a company called NEXT Logistics Japan, but leased from us to a partner logistics company. We operate this framework together with the drivers there, and to be more specific, it is page 35. This truck runs from Kanto to Kansai, but in fact, this truck, written at the top, is a truck of a company called U-Net Lance, which transports Toyota parts. However, the driver behind the wheel is Mr. Giong, a driver from another company, and next time, he changes drivers at a relay point, and Mr. Giong's driver gets off there and goes back in the company's truck that came from Nishinomiya. This time, the truck will be driven by Mr. U-Net's driver to Nishinomiya, and Mr. U-Net will ride on Mr. Giong's truck. In this way, the combination of truck, driver and luggage will be made free, and the efficiency of the assets will be thoroughly improved.

As you can see on the next page, this kind of thing is brought into the cross-dock, and it is transported after being consolidated like this. In addition, since it is a double-jointed truck, the front and the back are separated, and the front runs in front and the back runs in the back, and the mode of transportation like this is further evolved.

Under these circumstances, thanks to the double-connection trucks, the routes that can be driven have expanded. Until now, there was only one red line, but it has doubled to the yellow route. In that sense, I believe that the foundation has been created for such trucks to be able to carry two cars by one person.

As I have just mentioned, our model basically visualizes waste in logistics, and since there is a limit to how much we can transport by ourselves, we will improve efficiency by transporting by ourselves. Like a double-connected truck, one person will transport two vehicles, and in the future this will be automated, so we will transport a lot. In this way, we will steadily increase productivity. It does not mean that we will reduce logistics costs for shippers, but that we will return the amount of thoroughly increased productivity to truck drivers. At present, it is said that the average annual income of large truck drivers in the world is 4.63 million yen, but for our drivers, we are imagining a model that can be realized even if they pay an annual income of 6 million to 8 million, which is almost double, and we are doing this with the intention of actually doing this.

Although the number of trucks is still small, nine double-articulated trucks can carry 100,000 tons of cargo. With a transportation capacity of 248% and a loading rate of 60%, we have reduced the number of drivers by more than 5,000 and CO2 emissions by 1,000 tons over the past three years. If we do this, the number of drivers will decrease and CO2 emissions will also decrease. By seeing this in action, I hope that you will have this image.

This is just Step 1. After that, with the image of automatic operation like this, in fact, I used CACC and LKA on this double connection, which I also used in the country's platoon driving project, to reduce fatigue by following the truck behind. In addition, since only the truck is not automatic, the forklift for cargo handling will also be unmanned, so I will demonstrate unmanned forklifts with Mr. L & amp; F and start partial implementation.

We also decided to electrify these trucks. About three weeks ago, Asahi Breweries' plant in Moriya brought these trucks to our cross-dock, and a large truck with an EV that generates electricity using fuel cells and hydrogen began operating.

In this way, we will create various mechanisms and frameworks for bundling and transporting. In such a situation, for example, cross-docking stations will be directly connected to highways, and people will bring them here. For example, in the future, automatic operation and manual operation will be switched, and stations that can inject hydrogen will be built. I think we can draw such a concept on the infrastructure side.

We are a company doing various things like this, and when I explain this all the time, it is often said what kind of company NEXT Logistics Japan is. We are doing business with the image that new technology will be installed in the framework of using double-connected trucks for consolidation and sharing it with everyone. In essence, we are a company that creates a system and framework for transporting a lot of goods with fewer truck drivers and trucks. We want to avoid running unnecessary trucks and ultimately reduce the number of trucks. By reflecting this business and the know-how gained through this business in the system called NeLOSS and having everyone use it, we hope to solve your problems in both the real and digital aspects, and solve serious problems in logistics.

Thank you very much for your quick explanation.

Chairman Ishida: I completely agree with Thank you.

Then, I would like to ask for active discussions again.

Yes, please.

Deputy Akimoto: Thank you for your explanation, .

I was very impressed. Since you are doing this kind of activity, I thought it would be great if you could apply this to all types of businesses nationwide.

Especially now, in corporate logistics, I think there are major delivery companies and other core companies. For example, they will take care of the contract, and I think they will contribute to the labor shortage. On top of that, they will be able to reduce CO2 emissions in an integrated manner. I think it would be good to apply this in a very consistent manner.

I hope you will do your best. Thank you very much.

Chairman Ishida: I completely agree with Koshizuka, please.

Koshizuka: .

Thank you for the wonderful talk.

In the case of the slide, there are warehouses, and some of them are delivered to retailers, and others are delivered to factories. On the other hand, when we look at retailers, for example, recent ordering systems at convenience stores use quite a lot of data to ensure that there are no shortages, no unsold items, and that there are no shortages. I thought it would be unbearable if I were in this position, which would make me cry about logistics. What do you think about that? In terms of the overall transportation, there is a balance between what goes to factories and what goes to retailers, and it depends on how much impact it will have. Orders are not selling well, so if we order this tomorrow because it will be cold, or if we order this because it will be hot, I think the logistics will be unbearable. What do you think about that?

Mr. Umemura: .

The load factor mentioned earlier was 60% in the 1990s. At present, it is less than 40%, and it is falling steadily. One of the main reasons for this is that, as you mentioned, the Internet of Things and the evolution of ICT have made it possible to place detailed orders in various business practices, and various consumers' needs have been segmented and products have been made for them, and as a result, it has become impossible to collect goods.

Under such circumstances, it will continue to fall, and if it really falls any further, there will be only air in the truck, so I think we have to stop it somewhere. In that sense, the government's new proposal on the Year 2024 Problem of Logistics came out this time. Under such circumstances, as consumers and shippers are required to change their behavior, for example, if they keep ordering one unit just because one unit is sold mechanically, it will end up being impossible to transport it. In that sense, I think it is important to think together with shippers and logistics about such things as ordering a small amount at a time and not ordering so frequently those products for which it is okay to extend the lead time by one day.

Chairman Ishida: I completely agree with Here you go.

Member Muramatsu: Thank you for your presentation, . I am Muramatsu from Robore Organization.

I understand the current issues and their solutions very well. Thank you very much.
I would like to make a few comments, but I would like to cooperate with you. In particular, standardization of packaging is a big issue for us, too. If I may say something, I think the area you are currently working on is for to-b, but we are working on solving the problem for to-c. At that time, the problem is that the packaging is completely different depending on the company.

When making robots, I don't know if I could fit in a bigger basket or if I could fit in two smaller baskets. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do. I don't know what to do.

Thank you.

Mr. Umemura: .

Actually, as you said, there are various new technologies, but we are very conscious of how to implement them. For example, the automatic forklift truck I mentioned earlier is a good example. There is a movement to standardize the pallet size to 1,100, which is T11 and 1,100, but there are many different things on the job site. When various things come, it becomes very difficult for the forklift truck to read them and insert them into the hole. So, the implementation will be far away, but in that sense, let's choose three major pallet sizes. If they are standardized, automatic forklifts can be implemented. We are asking shippers for their cooperation, and I think that is very important for implementation.

Chairman Ishida: I completely agree with It's quite a difficult problem, and I've seen quite advanced refrigerated warehouses in Hokkaido. They use a T11 with a unified pallet, but it subtly sticks out. It's the handler's purpose in life to judge it, or it's rewarding, or it's his skill. He barely manages to get into the warehouse and get on the elevator. I think it's quite difficult to change it from that point, but I think I have to work hard.

Mr. Umemura: In that sense, there is a part of this activity that shippers are involved in. When shippers ship from factories, if they can reduce that part by one level, it will increase efficiency. That is true for truck transportation, but in fact, even in storage warehouses, they can load one more level. We are gaining understanding while giving shape to this.

Chairman Ishida: I completely agree with I think it is very important to make the whole area visible for that purpose, but I think it is an important issue because people optimize only what is in front of them.

How do you like it, Mr. Saito?

Saito: What the , thank you very much for the wonderful talk.

The final concept of the Digital Lifeline is exactly what we call the "Internet of Distribution." In that sense, I would like to systemize and create an end-to-end distribution system and optimize it. I would like to ask you to participate in the discussions on how to make the necessary Architecture, how to visualize the data to realize it, and where to get it from.

In a sense, when we automate a factory, as I said before, when we try to make a factory capable of fully automated production, in other words, when we try to make a product fully automated, on the other side of what to do with the factory equipment, we have to think about what kind of structure the product should be made into so that it can be automated. In reality, the factory equipment becomes complicated and it doesn't pay at all. When we talk about making a system, when we make a fully automated system, we have to think about how to realize it from the standpoint of both the equipment side and the product side, and Germany and others are talking about doing this through virtual engineering.

This is the same as the earlier discussion about pallets. What and where can we provide them at a really low price? For example, the logistics system will be cheaper. Considering the so-called total cost, if we try to persuade them to do this, I think they will probably be convinced. I would like to make this kind of logistics system something that everyone can use and easily do as a utility in a way. I would like to make it something that everyone can do if it is not provided by one company but by various people using the same model in an open way. I would like to create a place where such discussions can be held, and I would like you to participate in it.

Also, I would like to ask one question. There was a discussion earlier about cross-docking. In the end, under physical constraints, in a sense, when goods flow, if we place memory-like stock and store it there, in other words, it will flow more smoothly. Therefore, regarding this cross-docking, there was a discussion earlier about changing drivers and changing cargoes. If we place a warehouse nearby, what kind of buffer should we have to have so that the supply side can respond more smoothly to the current demand? I think this image will probably come out. Are you considering anything about that?

Mr. Umemura: As you said, this picture shows a multi-tenant warehouse under a cross-dock center directly connected to an expressway. As you can see, we have the stocks you mentioned here. For example, we have three days' worth of stocks here. Among the three days' worth of stocks, the trucks that actually run should be delivered within the next three days. In order to combine the stocks that have been stocked once in an efficient manner, for example, Mr. Nisshin or Mr. Nichirei, we are also thinking of combining them. In that sense, it will be more efficient if we put cross-dock stations, which are public ones, and stock points for corporate logistics at the same place.

Saito: What the Guidelines, because they will really optimize the distribution system, reduce social costs, and create a model that will raise the real annual income of physical drivers. Thank you.

Chairman Ishida: I completely agree with , please.

Member Koda: Thank you AsMama Co., Ltd.

Thank you very much for telling me such a wonderful story about a real problem and a solution to it.

In addition to AsMama, I am also a board member of the Sharing Economy Association of Japan, an association of about 300 companies. I would like to invite you to join the association.

Also, in terms of the existing mobility, I think you mentioned that you have subsidiary logistics, but the first point is that I would like to know if there are things that are lacking in mobility for each company.

Also, when I heard that the space, people and trucks would be shared, I thought how wonderful it would be, but the second point was that if there were any issues during the coordination with each company, I would like you to share it to the extent that it can be shared.

The third point is that with such a large truck, I suspect that there may be some narrow roads in rural areas where it is not possible to enter. I would appreciate it if you could tell us how these problems have been solved, or if there are any such problems.

Mr. Umemura: .

First of all, in terms of mobility, each company has its own logistics subsidiary, and each network transports goods. They are probably the most mobile, and they can transport goods at their own convenience. However, this is based on the premise that we are already at the limit, and by slightly adjusting this, we are now operating on time. In short, the lead time is, for example, 10 hours, but by adjusting it to the same timetable, it will increase to 13 hours or 15 hours. We have people who can tolerate this. As you said, mobility will decrease, but what we said at that time is that even if it is 3 hours or 5 hours, for example, 1 day, it will affect the primary transport wholesaler I mentioned earlier. We are operating on time with the understanding that we can change or revise the transport plan a little more.

Second, there are subsidiaries of each company, and in their network, there are cooperating companies, and those companies are firmly protecting the commercial area. We will rearrange this. The first premise I mentioned earlier is that we have reached the limit. So, unless we rearrange it a little, we cannot do it unless we make it a framework in which we all carry goods together. In some cases, the workload may be reduced from 10 flights to about 8 flights, but if this continues, we will not be able to do anything. In that sense, there will be friction in such a part, but Japan itself will not be able to carry goods anymore, so we will have a conversation to gain understanding. In fact, we are quite persistent and we are doing something muddy.

In that sense, I think it is very important for everyone to have the same awareness of the issues. If we just want to do what we do, we will start by saying that the crisis is approaching right before our eyes and that it will not be possible to do anything about it.

This is the last double-connection truck. It's this long, but it's actually very maneuverable. The reason is that the front side is a regular truck, and there's a pintle hook, and there's one axle, and the back side, the very front axle on the trailer side is a truck. There's a front truck, a truck, and a trailer. It's a three way system. On the truck, there's a device called a coupler that couples the trailer, and it's connected by two axles. This works well when it turns, and the trailer behind it follows the track of the front truck with the same track. So if it's really an intersection where a regular front truck can pass, the trailer behind it follows the same track, so in that sense, it's very convenient to use.

However, it is not possible to operate anywhere in Japan, so even if we assume that large trucks will enter to some extent in corporate logistics, we are operating it after confirming that it can not be used here while verifying it.

Member Koda: Thank you On the other hand, as for truck drivers, can they drive if they used to drive regular trucks?

Mr. Umemura: This is a large plus towing license, so in general, anyone who can drive a semi-tractor or semi-trailer can drive this truck.

Member Koda: Thank you .

Mr. Yamashita: Thank you for your explanation, .

I heard a very exciting story and I thought it was wonderful. I think it's just like the code-share flights of airlines, and something like dynamic pricing will come out of this, and if we use the blank space well, we can still fill it. I was a little surprised that it was so empty.

Amidst this, during our discussions, we also mentioned that in the last one mile, as you mentioned earlier, there would be something like driver matching. We would transport various things to a certain point in a large-scale distribution, and at the end, we would deliver them to the customer. In the last one mile, we felt that it was quite tight. In the matching, we would like to deliver people who can work even for a short time as soon as possible. In the last one mile, we would like to ask you if you have any plans for various ways, such as the mechanism using quantum computers in the AI mentioned earlier.

In terms of drivers, this is close to what we are thinking. In terms of public certification, for example, how many hours a driver works and how much of his salary is recognized, for example, in terms of taxes, working hours, or salary, I thought it would be good if we could create visibility in a good sense. Including such things, I would like to continue to talk with JAMA. On the logistics side, I may have talked about various things, but first of all, I would like to ask you if you have any plans for the last one mile section or any other thoughts.

Mr. Umemura: .

Our current approach is to deliver goods from factories, which is called primary transportation in corporate logistics, over a long period of time through trunk lines. I think there is a labor shortage in logistics everywhere in Japan. In the future, trunk line transportation will be automated, and if it is implemented, I think we will come first. First, we will reduce the number of people there and increase productivity, and then there will be automation, and the reduced number of people will be used for intra-regional transportation or last mile transportation. I hope that this will contribute to solving the labor shortage in the country as a whole.

Also, regarding NeLOSS, in fact, it can be used not only for trunk line transportation, but also for the last one mile in the sense of combining what and what. In that sense, I would like to realize the efficiency of the last one mile by having everyone use the system, and I would like to open it to such places.

Mr. Yamashita: Thank you for your explanation, .

Mr. Suda: This is Suda from Tokyo University in .

As I have been involved in various activities such as running in formation, I am well aware of the difficulty of logistics, and I appreciate your efforts.

I have two questions. One is, what kind of reputation do drivers have? I've heard before that there is a lot of resistance to changing trucks, so I was worried about that. I had a feeling that I should raise my salary.

Another question is about collaboration with railway freight. This is a future concept, but I am also working with railways, so I would like to ask what specific progress has already been made.

That's all.

Mr. Umemura: .

First of all, among the transfers, in fact, all the trucks of Mr. Eunetlance and Mr. Guion here have the same specifications, and both of them are semi-automatic and have the same operation system. This means that there is no discomfort at all when you transfer. It is often said that you should not leave your personal belongings, and in that sense, this is really a system based on the assumption that you will transfer.

On the other hand, in terms of the motivation of drivers, in a sense, they are proud that they are supporting logistics in Japan. We call them pilots, but in short, they are conscious of how much they are supporting their lives with such long cars, and they are behind the wheel. In that sense, in fact, drivers, who are often said to be doing cargo handling by themselves with forklifts, do not do it at all. Drivers just hold the wheel, but they are proud of it, and they are carrying it with real responsibility, so we are trying to motivate them. Some drivers want to spend time freely in their own space, and I would like to propose something like this as a new form.

Also, regarding rail freight, this is still at the idea level, so I would like to talk about it in a more specific way. It is often the case that CO2 emissions can be reduced by modal shift, and there is no doubt that the use of rail will reduce CO2 emissions. However, one of the weaknesses of rail transport is that if it is cut off due to heavy rain in Hiroshima, for example, CO2 emissions will not return for about a month. On the other hand, if we combine this weakness with truck transport, we can cover the cut off area with trucks. In this sense, we would like to cooperate with JR Freight and ships more and more. I believe that this is what we are really aiming for.

Chairman Ishida: I completely agree with ?

I would like to ask you a few questions. I have listened to you so many times, and I am always impressed, but I would like to ask just three questions.

Logistics is an industry with a large number of small - and medium-sized companies, including truck companies, warehouse companies, and cargo owners. What is your outlook on involvement in this industry?

In addition to that, the shipper. As Mr. Koda and Mr. Suda mentioned earlier, how much information about the shipper can we share? This is a very detailed and trivial example. We are currently conducting a cost-benefit analysis when evaluating road projects. Logistics is a very big part, but people have time value, and things have time value, but the value of packages is not included at all. Only labor costs for vehicles and drivers are included. The reason is, no matter who I ask, no, that's what they say. In particular, the shipper said that even the truck company couldn't tell us about it, and I asked the insurance company, but it was still difficult. If such a thing could be done better, for example, the temporary two lane problem or the narrow road problem, I think there is a possibility that more money could be spent. The second question is how the shipper feels about such a thing.

Third, just this afternoon, I, Mr. Saito, and Mr. Koda are members of the National Council for the Realization of Comprehensive Development of Digital Lifelines. Early Harvest is talking about something like an autonomous driving support road, so I would appreciate it if you could tell me what your expectations are and what you are thinking about.

Mr. Umemura: .

First, small and medium-sized companies. As you said, there are currently 63000 trucking companies, and more than 90% of them are small and medium-sized companies. In the sharing system, there are currently a few large companies, but from the beginning, we have an image that relatively small-scale companies, for example, will come in. For example, in terms of the subcontracting structure, there are shippers, distribution subsidiaries, primary subcontractor, secondary subcontractor, and up to seven sub-contracts, but the sixth and seventh sub-contracts are really small-scale companies, and they are actually responsible for the fluctuation of corporate distribution. Therefore, there are people who don't know if they will have work tomorrow or not.

But if you join this group, you will be asked to do Nozomi 3, No. 1, No. 2, and No. 3 every day, which is a regular job, and you will definitely not be in the red, so I think it would be good to make a proposal that by joining this group, we can reorganize our business. In that sense, I would like to invite such people to join us.

In terms of what to do with the second added value, it is true that there is no added value in transporting goods from A to B, but in the future, although it is not the issue of semiconductors, I think there is a big risk that we will not be able to transport them. I think that it is very valuable to be able to transport them properly, so that is one thing, and CO2, which is what we are doing now. By bundling and transporting them, CO2 will be reduced by 30%. I don't think there are any items in the activities of companies that reduce CO2 by 30%, so in such a situation, just by bundling and transporting them together like this, the added value will be reduced by this much, and if it is possible to make money, for example, in the form of carbon credits, it will be a little more interesting.

Third, thank you for telling me about Early Harvest. At the moment, I have received a lot of advice from the secretariat, but I really want to eliminate the situation where empty trucks are running every day in the 100-kilometer section from Numazu to Hamamatsu. Therefore, I would like to have that section as a demonstration that various people can really carry it in business together. In a sense, I think we are creating an OS or an operation system in such a part, so in such a place, I would like to help the trucks in that section run with full capacity, and I would like to send a strong message that automation and efficiency are always a set.

Chairman Ishida: I completely agree with .

That's all I want to do.

Last but not least, Mr. Koshizuka, please.

Koshizuka: .

My presentation is a little different from the one you just gave, but I would like to talk about the background of how we have been building a digital infrastructure, such as linking the necessary information, rather than connecting to individual mobility services. I would like to talk about what we are doing and what we need to do in the future, and how to build a digital infrastructure. As you mentioned earlier, Architecture is a bit vague and abstract, but if we don't think about the structure and structure from that point of view, I don't think it will be possible to do it with money. I would like to talk about that.

There are a lot of pages, so if I talk about it here, I think it will take another two hours or so, so the point, actually, what I want to talk about the most and what I want to discuss today is the last Appendix, and I would like to talk about Appendix1 at the end.

If I jump from the slide, it is said that we are now in the age of data. Obviously, from the time when global mega-platformers were providing various platforms as services and products, what is shown on the right side of this slide is the logo of various initiatives in the world to create a data infrastructure by linking so-called data. Clearly, the players have changed and initiatives have changed. What to do with the things on the right is an important point now, and I believe that such elements will naturally come into play in mobility and digital lifelines.

One of the pictures that I think is important is here. Until now, in the field of information and communications, the Internet, communications, and telephones, historically speaking, there has been a global infrastructure in the area of communications, which is a cooperative area. In fact, the middle area has never existed before. Above that, various services have been in the competitive area, and companies have been conducting various businesses. Probably, the player who has grown the most in this competitive area is the player called GAFA, and he has been doing well in the competitive area.

However, as time goes by, the layer of the infrastructure in the cooperative area is too low at the level of sending communication packets, and a global infrastructure is needed at the layer of exchanging data a little more. In this modern age, I think the data infrastructure for mobility this time is also a matter of what to do with this layer.

So far, the lower communication layer has been in the cooperative domain, the upper one in the competitive domain, and the middle one in the competitive domain. Which one is it? The lower one is called the cooperative domain. How was the telephone built? How was the electricity, gas, water supply, roads, and railways built? When they were first built, the state invested tax money into them. Now they are privatized, but at first they were built that way. But in this day and age, it is unrealistic to say that a cooperative domain can be built in the data domain in such a way.

Closer to the time, the Internet was a wonderful way of creating a cooperative area without creating such a national structure, and I think the operation was amazing. It came out in such a way, but what should we do with this area? There is a big debate about whether this is a cooperative area or a competitive area in the first place. The U.S. says it is a competitive area. Europe and Japan are trying to do this relatively in a cooperative area, and in this plan, I think we should consider it as a cooperative area.

The term "data space" has come up a lot recently because of the technologies and ways of doing things. Up until now, if you want to build a data platform, as you can see above, if you want to make it a business in a competitive area, it would be technically easy to monopolize it and collect it, and it would be easy to say it's easy. I don't think the above way of doing things is bad. If this is all right, I think this way is better. However, I think the field of mobility is exactly the same, but it is an area that everyone probably doesn't want to collect it or concentrate it in someone else's place anymore. Therefore, at the bottom, from the user's point of view, it seems to be an integral part, but you don't have to collect it. Such technology is necessary, and technology alone is not enough. If rule-making for that is necessary, a system to support it is also necessary. This is called data space mainly in Europe, and I think the point is how to do this way of doing things.

When we talk about data infrastructure in the digital field, we are not talking about data infrastructure for the first time. It has been around for 30 or 40 years. Databases, the Internet, and search engines were all built a long time ago. They are all data infrastructure. If we classify them a little, how closely data is linked, integrated, and standardized, the degree of density, how the organization is integrated, and how strict the rules are, when we make some things tight and others completely loose, we do it in a flat plane like this. What we do most closely is the so-called database system, which has been around for a long time, and what we do least is the search engine, which can do it fairly well without doing anything on the Internet.

The point is probably right in the middle of that. There has been no such thing as moderate integration, industry integration, data integration, organization rules to some extent, and proper operation. What should we do about this? This is the picture from a broad perspective.

As for PART3, I think everyone thinks so, skipping the point that there will be various innovations when data is utilized.

In terms of the history of data infrastructure initiatives, Europe in particular seems to have made considerable progress, but what I would like to say is that it was Japan that taught Europe that it was better to do this in the first place. Around the beginning of 2000, IoT and other things became popular, and Europe mentioned the Internet of Things in the Internet Reports on the left. There is an old literature, but Japan's example was already mentioned first, and Europe also said that it wanted to do something like Japan, and Europe studied about Japan. A project like CASAGRAS was launched, and Industry 4.0 came out of it, and industrial data space gradually came out of it, and it became international, and data data data, and IoT has already gone somewhere, and now data data, IDSA came out, GAIA-X came out, and Catena-X, which is talked about a lot now, came out of it. In that sense, my impression is that it was not us who taught it in the first place, but it was reimported.

However, there are many different places in Europe, but it is quite confusing. I thought that the data space surrounding the whole of Europe was decided by GAIA-X, but the rooftop floors are coming out one after another, and I don't understand why, and I feel that it is not monolithic.

In addition, only the framework will be launched, but I have the impression that there are still many things that have not been worked on, such as the actual system, so I think it is still too late for Japan to promote such a system.

Looking at the situation in Japan, I don't think there is anything wrong with Japan in that sense. Various data bases for each field have been established, and I have written something that I am slightly involved in, but the data bases for each field have already been established. In other words, as will be mentioned later in the section on mobility, in a situation where we can draw a chaos map, chaos has both good and bad meanings. If there is only one, it will not even become chaos. However, there is chaos. But it is chaos. Therefore, I think that the biggest challenge for Japan is to coordinate these.

For example, in the case of open data, there are 1,788 basic local governments and local public entities. Since the time of Cabinet Office and the time of Mr. Digital Agency, they have been promoting open data. There have been about 1,200 or 1,300 local governments doing open data. That means there are 1,270 open data catalogs in the country. It's chaotic. So, we have to organize them. In that sense, as in Europe, only frameworks are being developed first and only paper is being developed first, I think the reality in Japan is that they are being developed more and more. In that sense, I think there are various groundwork.

In terms of mobility, ODPT, the Open Data Center for Public Transportation, which I was working on, is only in the Tokyo area, but we have collected all the data and provided it to Google, and we are already at the point where the real-time position of trains and real-time position of buses are shown on Google Maps. If you look at the age, it was 10 years ago, and Japan has enough experience to do things like programming contests using open data on railways.

I think there are people involved here as well, but MaaS has been launched quite a lot, and if you look at it like this, it looks like a chaos map, and I think GTFS has been making progress in making local bus timetables.

Also, from this fiscal year, I think Professor Ishida talked about it in the first session, so I will talk about it briefly. I will participate in the third phase of the Smart Mobility Platform, and I will be particularly involved in IT with a little bit of effort. One of the themes here is the issue of MaaS, the next generation of MaaS, and it will not be used to lock in services, nor will it be used to concentrate business close to customers in the transportation business. Rather, when a venture company can launch a service right away, it will be a mechanism to support the digital part like EDP, or it will be a place to support start-ups, or it will be a place to support struggling transportation businesses in local areas, and I wonder if MaaS can be reborn as a digital system to support such businesses.

In addition, at the planning stage of transportation and mobility, for example, it is difficult to reach a local consensus, and at the planning stage, it gets stuck and it costs a lot of money, so it is easy to reach a local consensus, and if we change transportation and mobility in this way, we can simulate what will happen, and we can create a simulator in which we can properly present evidence, and there are many such initiatives included in this.

For those of you who did not see the chaotic map logo here, I am sorry, but I would like to list all the things that I have come up with. Mobility alone has so much to offer, and there are many things that I do not know how to connect them. In that sense, I would like to ask for the support and cooperation of those who are here today and those who are participating in the SIP to create a data-space for Japan-wide mobility. In addition, I believe that there are many other national projects, including the Vision for a Digital Garden City Nation Comprehensive Strategy, and I would like to collaborate with them.

Even though there are so many things in this field, it is still only one field, mobility. There are still many other fields in the world, such as medicine and agriculture. In that sense, in terms of what to do with the data space in all fields, Japan as a whole, until last year in the second phase of SIP, we had been working on a data linkage platform for five years, and as a result, in the form of CADDE, I think we have established a technology called a connector.

In particular, these connectors have almost been completed, and in order to improve the findability of data catalogs, we have already created a federated catalog by linking hundreds of data catalogs out of a large number of existing data catalogs, and by aggregating more than 160,000 items of data, although only open data is currently being handled.

In order to implement it in society, we established an organization called the Data Society Promotion Council. Utilizing the results of CADDE and SIP, we have set up DATA-EX as an initiative to connect all fields in Japan. The Data Society Promotion Council is responsible for the establishment and operation of DATA-EX. We are now working on an initiative to create a federal Japan Data Space, which will eventually integrate various fields in Japan, by further connecting what has been created in each field. It just so happens that there will be a general meeting of members later this afternoon, and we are working on that.

We are drawing a picture of a federal model using the connector I mentioned earlier, and about 200 companies are currently participating.

Since you have a lot of time, I would like to skip the international collaboration, and the last thing I think we need to think about in doing this is Appendix1. The most important thing I would like to make a recommendation on this occasion is that what is necessary in doing this, I think it is absolutely essential to create a Japanese version of NIST.

The reason for this is that although there are various theories about data linkage and integration, it is not that simple. Appendix2 has about five layers of questions about what must be done if data is to be linked and interoperated. Access must be linked, data format must be linked, meaning must be interoperable, tools must be interoperable, rules, organizations, and so on. With all this, it is not something that can be managed just by saying, for example, "Let's do data linkage with money." If there is no organization that guarantees and operates this linkage responsibly, this kind of thing will probably not work. Therefore, I believe that it will never work unless we firmly establish an organization specializing in such things, in other words, an organization that serves as a control tower to unite them.

We need a Japanese version of NIST for this purpose, and as we have already heard a lot about IDs, it is not enough just to say that we are going to establish a proper national standard ID and a national standard ID. If we are going to do that, who will create and operate it? For example, if we are going to issue an ID, we need an issuing organization. We need an operating organization. We need a verification organization. Who will create such an organization? Who will provide the money to operate it? If we do not build a solid system, including such things, chaos will end up becoming chaos, and I think this is absolutely necessary.

Also, looking at the field of mobility, I think that the Architecture as a whole has to think beyond what I am doing. I think that it is about time that the main players in the Japanese public transport system are corporations, and we are a country characterized by privatization, but we have to think carefully about how far public organizations are involved.

In that sense, I think the situation differs depending on whether Japan has a large or small government. I think Japan has a small government, so social infrastructure, including public transportation, has been privatized to a large extent. Looking at Europe, it has been made public to a large extent. I feel that the logic of privatization is valid when the country is growing. The reason is that as industries continue to develop and grow, we should utilize the vitality of the private sector in the public sector. When we say that we will shrink in the future, there is a question as to whether it is a case of competition among the shrinking private sector, and when the country is shrinking, I believe that the time has come for a major review of the conventional way of thinking on the private sector, although it may be extreme to say that it should be completely controlled, especially in the field of mobility.

Also, as I mentioned earlier, Japan's vertical data platforms in each field exist separately, which is a characteristic in both positive and negative ways, so I think it is necessary to make efforts to firmly cooperate in this area, and what is also necessary is to establish a business model for the data infrastructure, which I believe is in the area of cooperation.

In addition, I will talk about various things on an ad hoc basis without any context, but I think it is necessary to integrate not only mobility but also pedestrians and vehicles within mobility, which I think have been separated so far. Also, there are integration of physical distribution and transportation, the real world and virtual world, and the metaverse, and I think it will be necessary to integrate them in the future. In the end, who will be in charge of the mobility platform, which I think is a cooperative area, and who will take the leadership? There is also the issue of the function of NIST, which I mentioned earlier, but what the government will be in charge of and what the industry will be in charge of, I think that the chaos I have mentioned many times will become even more chaotic unless we work out the tools and Architecture properly, and I think that it is necessary to work on that because there are now so many opportunities for everyone to gather and discuss it.

That's all.

Chairman Ishida: I completely agree with .

I would like to ask you to discuss it.

Saito: What the 's awareness of the issues. In the discussion of IPA reform and what to do with DADC, for example, after the creation of Architecture, as I mentioned earlier, NIST-like functions are necessary, so I have not told everyone, but I am thinking of standardization with NIST-like functions in IPA. I am talking about the so-called IPA taking charge of the so-called government side that implements it in society. Without such things, I don't think we will be able to get together, although it is not the chaos I mentioned earlier.

The data space itself can be located in various places, but in the end, the space where the data can be used is, in a sense, a shared space if it is public data. The ID and trust of the infrastructure is used not only by the private sector but also by local governments and the EBPM, for example, of the national government. Therefore, I think there is a part of the national government that is responsible for the public sector, or a part that is owned by the national government while investing in it. I think there will be a discussion about the private sector building a business model to provide services using data in each area.

If we talk about the current mobility platform as a whole, it will be a public discussion. Therefore, we are going to have a discussion on the Digital Lifeline, in which we will discuss whether it would be better to divide it into layers and discuss whether it should be the government, local governments, and the private sector.

To put it the other way around, this area is not the domain of METI, but rather the domain of Digital Agency. The IPA will be under the joint jurisdiction of Digital Agency and METI, but the so-called "total Architecture" and "mobility" will lead to, for example, "disaster prevention" and "response to disasters," and "response to disasters" will lead to, for example, "health" and "medical care." In a sense, we would like to discuss together what to do with "smart cities" and the so-called "data structures" in Vision for a Digital Garden City Nation. What to do with what is treated as public data. In a sense, there is the location information and real-time information on things like those shown on Google Maps. In a sense, we would like to make such information publicly available to everyone. For example, at the time of disasters, where and who is there, for example, what kind of damage has been done, and for those who need medical care, we would like to urgently provide such information. We would like to discuss with everyone about what to do with services to support the real people of Japan and what to do with Architecture for that purpose. We would like to discuss with everyone in the area of digital lifeline from now on.

In this discussion, I think we really need to sort out what we should do. The main focus of the current digital lifeline is infrastructure, so we are talking about running self-driving cars, flying drones, and constructing and inspecting infrastructure facilities. In fact, in the front page, the ultimate target is whether we will create solutions to respond to future social issues such as the declining birthrate and aging population, and accompanying crises such as people's flow and distribution, and intensifying disasters. In the early harvest of the digital lifeline, we would like to first apply infrastructure to a certain area and eventually develop it to create the above solutions. I truly agree with what was announced, so let's discuss it together.

Koshizuka: Please come with me. The NIST aspects of data have already come to the fore, and not only here, but also in other ministries and agencies, when we try to implement measures related to data and digital, first of all, there are no specifications in the first place, we don't know who is in charge, we don't know who will revise it, and we don't have a domestic committee, so we don't know what to do with overseas relations, and I think these things have already come to the fore.

The other thing I thought was that it was very important for the IPA to handle the Japanese version of NIST, and Mr. Digital Agency is in charge of it, but looking at the current situation of the government, everyone is asking Mr. Digital Agency to handle this kind of thing, and it is becoming someone else's business. Therefore, I think each ministry and agency should have all of them. Each ministry and agency has all of them, and the Digi-cho and the IPA are the ones who manage them. Otherwise, the Haraka-san below them would be much bigger. So I think the Ministry of Land, Infrastructure, Transport and Tourism should have NIST, and the Ministry of Agriculture, Forestry and Fisheries should have NIST, too. If we don't establish such a system, I think we won't be able to make it in time without a NIST of that size.

Saito: What the That's right. So, the NIST story is that model. On the other hand, we are not going to do all the standards. However, there are consortiums and units in the country that are doing it appropriately, and I think there is a need to decide who should do it. So, what I am saying at the IPA is that if there is no NIST now, someone will declare that he or she will organize it, and if we start discussing where it should be, in other words, when we start discussing the so-called Architecture or framework, we will probably see an appropriate division. But if no one leads this discussion, I am talking about saying that the IPA will lead it anyway. Everyone is quite nervous, but as Professor Koshizuka just said, in a sense, this NIST standard should be held in this system as well, so on the other hand, I would like to organize discussions on how to respond with a similar framework. Thank you very much.

Chairman Ishida: I completely agree with Here you go.

YAMAMOTO: ITS Japan. Thank you, Mr. Koshizuka, for your continued guidance and for your clear and insightful explanations.

In terms of chaos, mobility is also chaos. I believe there was a little explanation that mobility is a cooperative area, but there are cooperative areas and competitive areas in mobility. Also, in mobility, there are areas where we need to collaborate and areas where we need to centralize data. I think there is a specific need for who and how to proceed with this. I would like to know one thing. Could you tell me more specific examples such as public transportation, where Professor Koshizuka is struggling, or the field of MaaS, which is one of the fields in mobility, in which data was linked in a centralized manner, or in which it was done through cooperation, although it was a competition?

Koshizuka: Public Transportation, we did it separately, but basically it is already cooperative and the base is decentralized. It is impossible to gather it somewhere. Also, every company has different ideas and rules about data, and every business model is different. In addition, our consortium itself is a private organization, so if there is no right to give instructions, we cannot say what to do. What supports it is a group in the form of private companies, and if we form an organization, we have no choice but to federation in a decentralized manner. If I could gather it, I actually thought that it would be impossible to gather it unless there was a stronger power in a sense.

So, data is just a distributed collection of things from various places, or a collaboration. Physically, it may be gathered somewhere, but rights and things like that are all in different forms, or a form that respects those things. We try to arrange unnecessary things as much as possible, but if we don't respect those things, it will not be possible to establish such a foundation, I thought very much in that situation.

YAMAMOTO: For example, is the timetable of trains and buses in public transportation a cooperative area?

Koshizuka: It's difficult. This is the most difficult point. What do you think about it? For example, it's strange, but from a legal point of view, it's an asset within a company, so even if it's called cooperation, it's not cooperation institutionally. Because it belongs to the company. For example, when the process of privatization was carried out several decades ago, if at that time there was a system in which it was the duty of transport operators to release data because it had a public nature, it's a cooperation domain. However, it's not that way anymore, and all privatization is being carried out, so in a sense, I think we have to think about how to create a cooperation domain in the competition domain, which is difficult, and I think that's what MaaS operators are having the most difficulty with.

Sometimes I feel like saying that it would be the easiest thing to do if the government gave me strong instructions. I hear that kind of voice, and that's why it's so difficult.

Chairman Ishida: I completely agree with , I would like to ask you a question. The levels of resilience and disaster prevention are described in terms of self-help, mutual assistance, and public assistance. Recently, I have been asking if public assistance is not necessary in many ways. Mobility and data collaboration have only competition and collaboration, and I don't know if they will be layers on top of that, but I have been thinking for a long time whether there are words equivalent to collaboration, integration, or strategy, but I haven't come up with any.

In order to prevent the current NIST discussion from ending in chaos, I think it is extremely important to create an atmosphere in which countries and various people form alliances and take a step forward. Do you have any good words for that?

Koshizuka: In the middle, it's not about competition and cooperation, but I think the most important keyword is federation. There are competitive parts and cooperative parts. It's so simple and monolithic. In the past, in our field, it was certainly monolithic cooperation and easy in the age of the telephone, but even the Internet combined the resources of various companies and the like, and cooperation was possible including competition in the private sector. It's a little more complicated structure, and it worked very well, so there was a lesson about that, and after that development, there is a way to build an infrastructure for this data part. That's a bit hard to understand.

Saito: What the This method of creation is not divided into collaboration and competition. Basically, if the same model is created, it can be used for any amount of money, separated, or used. Therefore, it also includes the content of collaboration to make the model the same. It is to coordinate the so-called data utilization method, format, and data model. I think it would be good to leave it up to each person to decide whether to use it or not. Those who create competitiveness can use it to create something, but if they have it, they can do it freely and cooperate with it. So, collaboration and competition is something that should be done by everyone. For example, apart from what it is used for, if the table is arranged, it will be more beautiful. For me, the original connector of the data layer should be made and connected in various ways. And if the data model is arranged, on the contrary, I think it will be possible for that person to use it in the same way with anyone in the contract.

As for the other issue of mutual assistance, self-help, and public assistance, there is the question of whether the data is owned by the public or by the private sector. From the private sector's point of view, the data is handled by individuals in the private sector, so it cannot be released to the outside world. For example, local governments that really want to use it but cannot, or the data is their own, so if they want to use it, they have to pay for it. However, originally, for example, for social life, residents, and citizens, this is data that is publicly necessary, so if it is authorized to be released and a space for handling it is created publicly, everyone will use it and a good society will be created. Without such separation, I think it will be difficult to say whether it is cooperation or competition.

Chairman Ishida: I completely agree with issue is not something that is limited to data at all. It was discussed during the previous two speakers. There are also various complicated issues, such as the pride of the people who are actually working at the end of the spectrum, and I wonder how we will think about them. It is a difficult issue, but for example, I think mobility is still a relatively small world. So, we are having a hard time saying that we should do our best with SIP, but I feel that chaos will continue to be chaos unless we really send out such a message in this study group and mobility working.

Saito: What the Now, after launching DADC, I understand that there are not enough people with data because everyone has different opinions. Therefore, in a sense, I discussed the vision, what kind of society I want to create, and what kind of issues I want to solve in society, and then I got a consensus from everyone in this way. Then, I talked about whether we should implement this.

From an individual point of view, the extension of the current business can be said as such. Therefore, it is necessary for everyone to align their awareness with the society we aim for and the vision. A new transformation is always to create an image of what we will do in the next era, what kind of society we will create, and what kind of mobility society we will create, and to realize it, if we do not take steps like this, it will be difficult for people in the current situation to do such a thing, and it will be said that there is no reason for you to say such a thing. I think that is probably the story.

Therefore, it is really necessary to talk about creating such a movement. Originally, if the Society 5.0 is developed more concretely, for example, mobility and smart cities will become like this in a detailed Architecture. It will be good because it can do this when various scenes are assumed, and everyone's vectors will be aligned. It will be a story that will not connect even if it is installed while doing it vertically only by shouting. Overall, I think a big vision is needed first.

Chairman Ishida: I completely agree with . Thank you very much. I think we need to do such things in various places.

What do you think?

Here you go.

Murakami Director-General: The example of timetables that Mr. Yamamoto mentioned earlier was discussed in particular, and I think it is very easy to understand. In terms of timetables, we have been discussing mutual assistance and cooperation for a long time, but to put it bluntly, the conclusion is that real-time demand data should be shared by everyone, because the population is decreasing. When the population is increasing, including the demand-side data, the market is divided vertically by service domain, and there was no digital system to this extent, including a system to collect data. Even if investment money was circulated there, capital profitability was probably achieved, but now the market is shrinking in absolute terms, so we can't overlook the social waste of collecting data separately by everyone and having multiple service suppliers collect data in different forms for the same person's behavior.

In that sense, if we go to Africa or India, where the number of people is increasing, I think there could be a completely different type of discussion. For us, we cannot reduce efficiency in terms of capital or productivity in the service industry. Because we have already gone to the point where salaries will fall, cooperation has become a stuck topic. In that sense, one thing is to avoid overlapping investments to acquire data.

Another point is that the quality of AI should not be compromised. This is where the discussion of standards and quality comes in. Another point is that when we talk about data-related issues, there is a debate about when, where, and by whom the data-related issues were created. There is a trust anchor to guarantee the reliability of the data-related issues. Finally, as an added bonus, there was the AI. Whether or not to use data-related issues depends on how much high-quality data-related issues are provided to the AI. In this sense, if the supply-side productivity is limited by the use of data-related issues, the quality of data-related issues will become even more serious. In this way, I understand that AI strategies will be discussed in terms of the need to eliminate redundant investment in demand-related issues and to provide high-quality data-related issues.

In that case, one point to be noted is that in the past, this would have been an intensive picture of creating a large-scale system infrastructure and a platform infrastructure. I can only say that API is just one aspect of it, but the fact that data can be linked without collecting it is probably difficult for ordinary people to understand this argument. I think that the true nature of what should be mutual assistance is a mechanism to link data and something that must be invested by someone without overlapping investment. However, there are still various discussions on the operation of technology, so there is no established theory, but in the abstract, it seems to be that way.

However, there are many people who are not convinced unless we show it in the physical form of a platform. Even if we say that the mechanism for linking data is mutual assistance, I think it is now a matter of what you are talking about. Europe, too, has great abstract theories, so they have organized their minds quickly. Therefore, although it may not be limited to demand data, let's create a data space for each major data area and prepare all the necessary social mechanisms and technologies for it. Yes, I have already finished listing 39. I think it means that we have arrived at a world where the EU is pouring money into 60 billion per year.

In terms of what Digital Agency will do, in that sense, I have not introduced many movements that I would like to share with you, but there is a movement in the overall data strategy. I will be in charge from July this time, so including the relationship with the IPA, whether it is a NIST initiative or not, the IPA, METI and Digi-Cho will strengthen their solidarity, and at the same time, not only for the METI's area of responsibility, but also for the overall data strategy. I would like to organize Japan's data strategy in the next year based on the following three pillars: data linkage or data space, data quality issues including standards and trust anchor issues, and how open data stock can be used by everyone, whether it is fully open or not.

In addition, the first meeting of the Digital Lifeline will be held this afternoon. In practical terms, I believe that we will first discuss the technologies and specifications necessary to make the Early Harvest project a success. In other words, we will move forward with the momentum that we will settle the issue by the end of this fiscal year and start implementing some of them. At the same time, we will pick up the issues that need to be discussed or that need to be discussed over a long period of time in the Mobility Working Group, and share the discussions with each ministry by taking up the issues that need to be discussed over five years as policies in the Mobility Roadmap Group, while leaving the issues that need to be discussed in the Development Plan Group.

Among them, I would like to clarify how to integrate the data linkage platform, which was talked about today, and how to further multiply the system of receiving and placing orders within the frame that Mr. Umemura is working on, and how to incorporate the world of private car IDs as a kind of trust anchor, which Mr. Yamashita has been consulting with for some time.

Chairman Ishida: I completely agree with Here you go.

Saito: What the government and local governments need to think about is how to respond to the people's safe and secure and real social issues, such as the global environmental situation. The private sector has been talking about this, but there are some things that can't be protected unless the government opens it up to the public. If the government doesn't invest in these things, it will be difficult if the government wants to do something for the private sector. This is the government's way of thinking, and we are talking about the digital lifeline as something like a crisis of physical distribution or people's flow, but another thing is that the government will be in charge of responding to disasters when there is a real talk about disaster prevention. In other words, it will not be something different from what we are building now, but it will be embedded in it, and if the government doesn't invest in it, it will not be an integrated infrastructure construction that includes not only the private sector but also the government. I hope that Digital Agency will take care of these things. Thank you.

Chairman Ishida: I completely agree with Thank you.

I think it's about time to stop.

This was the third meeting, and I believe that we were able to hold discussions that were much higher in quality and broader in scope than the last meeting, and that things are going quite well, including passing the baton to various areas. There are two more meetings, so I would like to conclude by asking for your continued support. Thank you very much.

Director for Policy Planning Suzuki: In , the secretariat would like to give you some information.

Thank you for your valuable opinions today.

As for the future schedule, the next meeting will be held on Wednesday, July 12. As with this meeting, I would like to ask three people to give a presentation and discuss it again. I would like to ask them to join us again. Thank you very much.

Thank you for coming today.