Atsushi Ichikawa, who has been involved in government policy, urban development, land policy, disaster prevention, and regional revitalization for over 35 years, and is currently working to create regional value, including serving as a director of the Japan Cultural Promotion Organization (JCCO), says, "From now on, it's not about regional revitalization, but about regional value." Mio Shimamura, editor-in-chief of Premium Japan and executive director of JCCO, then discussed the future of Japan from the perspective that regional value is what will strengthen Japan.

Population decline is not the problem. What is being questioned is the ability to continue creating value.

The starting point for Mr. Ichikawa's thoughts on his local community lies in the scenes from his childhood.

Ichikawa grew up as the eldest son of a fruit and grape farmer in Nakano City, in northern Nagano Prefecture. He moved to Tokyo to attend university and later joined the Ministry of Land, Infrastructure, Transport and Tourism. In his early 30s, he was assigned to the international organization OECD in Paris and lived in France with his family.

One weekend, I was invited by a French friend and his family to visit the Normandy region. It was a rural area with vast apple orchards. There, people grow apples, make cider, and distill it to make Calvados. This way of life has continued for generations and is naturally integrated into their daily lives.

Mr. Ichikawa said he felt a strange sense of nostalgia when he saw the scenery. It reminded him of the vineyards and orchards of Nakano City.

Ichikawa:I think that was the time when I started to think about "what constitutes value in a community."

In Normandy, the act of growing apples was intertwined with the everyday life of the people. I believe that's what culture is all about. It's not something specially decorated, but rather something that has been passed down through generations and is integrated into daily life. I felt that this is where the value of the region lies.

Shimamura:Recently, there has been much talk about the decline of Japan's national power. While national efforts are important, improving the value of each region is also essential.

Ichikawa:You're absolutely right. I grew up in a rural area, worked on policy in Kasumigaseki (the central government district), gained experience in local administration, viewed Japan from abroad, and now I'm back on the ground in a local community. From each of these positions, I've always pursued the same question.
What is a region? What is the value of a region? And in an era of population decline, how can regions continue to create value? These are important issues for Japan.

Shimamura:What challenges might arise from Japan's declining population?

Ichikawa:Japan is currently entering an era unlike anything it has ever experienced before. It is said that in the next 100 years or so, the population will decline to the levels of the Meiji and Taisho periods, and the aging rate will exceed 4%. The number of people who can support society is definitely decreasing.

Shimamura:However, Ms. Ichikawa doesn't see the decline in population itself as the biggest problem, does she?

Ichikawa:Yes. Population decline itself is not the problem.
The real question is how communities can continue to create value as the number of people carrying out their duties declines. And whether they can protect those practices and pass them on to the future.

Having been involved in regional policy for over 35 years, there is one thing I am absolutely certain of: results are reflected in the field.
Creating a system doesn't make it a success. Allocating a budget doesn't make it a success either. What matters is whether actual change occurred in the community, and whether the awareness and behavior of the people living there changed. That's all that matters.

Shimamura:Is that a problem for regional areas, and is it different in Tokyo?

Ichikawa:While rural areas are experiencing a decline in population, this isn't a problem unique to them. Tokyo is in the same boat. That's why it's pointless to think of it in terms of Tokyo versus the provinces.

Shimamura:When the term "regional revitalization" first became popular, I recall there being a lot of discussion along the lines of, "We should just move people from Tokyo to the provinces."

Ichikawa:With Japan's overall population declining, an increase in one area inevitably leads to a decrease in another. That alone makes it a zero-sum game.

What's needed isn't competing for population, but rather figuring out how to cultivate the unique value of each region, and how to communicate that value effectively.

I've also stopped using the term "regional revitalization" much lately. The phrase "revitalizing a region" has a connotation of something being given from the outside.
But fundamentally, whether in the countryside or in Tokyo, each region already has value. It might be nature. It might be food. It might be culture. It might be the connections between people.

Finding it, refining it, and connecting it to the future—I think the term "local value" is a more fitting description for today's times.

Tourism should not be the goal itself. It should be the result of enhancing the value of the region.

Ichikawa:Rather than creating something to attract tourists, I believe the ideal is for people to visit as a result of refining the inherent value of the region.
People don't just come to see tourist attractions. I think they're also drawn to the atmosphere, scenery, food, the expressions of the people, and their way of life in that place.

The regions I find appealing have something in common: the people who live there enjoy their lives in that place. Of course, this is underpinned by industries, nature, food, culture, and traditions. And above all, by the connections between people.

Shimamura:Indeed, I've noticed a significant shift in travelers' interests. Famous tourist destinations like Asakusa attract people from all over the world, of course. On the other hand, there's a growing number of foreigners drawn to places like Nezu and Yanaka.
What they're looking for isn't just the famous sights listed in guidebooks, but also ordinary shopping streets, residential areas, and the feeling of everyday life. I think they have a desire to find their own unique perspective.

Ichikawa:Yes, I believe that the value of local communities will become increasingly important, especially in this age of AI.

AI can widely share knowledge and information. However, the nature of a place, the local food, and encounters with the people who live there are things that can only be experienced in person. There is a certain atmosphere that you can only understand by being there.
AI may replace many things, but it cannot replace local landscapes, cultures, or the very way of life of the people.
As AI develops, the unique values ​​of local areas will become even more prominent. I believe that the AI ​​era is not only a digital age, but also an age of real-world values.

Japan is a treasure trove. What it lacks is "editing ability" and "translation ability."

Ichikawa:Japan has so many wonderful things. It's truly a "treasure trove."
There is nature. There is food. There are crafts. There are festivals. There is manufacturing. There is people's way of life.
However, we lack the ability to convey that value to the world. I believe that this comes down to "editing skills" and "translation skills."

Shimamura:I've always thought about Japan's lack of ability to communicate its culture. It's important to convey the stories behind local performing arts and culture: what kind of region and lifestyle gave rise to them? Why have they continued in that place?

Ichikawa:Things that are taken for granted by locals are often a great attraction from an outsider's perspective. However, precisely because they are so commonplace, it's difficult for the locals to recognize their value.
That's why an outside perspective is necessary. However, outsiders shouldn't arbitrarily create value. Their role is to find what's already within the community, shed light on it, and translate it into modern language. That's where the role of editing lies, I believe.

Shimamura:Overseas brands are incredibly skilled at storytelling. For example, even with something as simple as olive oil, they might say, "It's made from olives harvested from trees that are 100 years old." That alone allows you to imagine the landscapes and the accumulation of time behind it.

Because Japanese people are serious and humble, they hesitate to talk about their own values. But communicating one's values ​​is not exaggeration. If you don't communicate them, it's as if they don't exist.

The same applies to traditional crafts and fashion. The quality is high, and the skills are there. But the way they present and communicate their brand is weak. As a result, things that should be valued much more are sometimes undervalued.

Ichikawa:Value isn't conveyed simply by existing.
Things and experiences in a region may seem to have value on their own, but in reality, they only become truly valuable when they are integrated with the lifestyle, history, and human activities that lie behind them.

Normandy cider and Calvados are appealing not simply because they are alcoholic beverages, but because they are intertwined with the landscapes of apple orchards and the lives of the people.
There are many similar values ​​in Japanese regions as well. However, we still lack the words to express them effectively.

Culture cannot survive simply by being "preserved." What is needed is a cycle of value.

Ichikawa:I don't think of culture as something special. Culture is simply a continuation of activities that have become integrated into daily life. Food, festivals, crafts, traditional performing arts, agriculture, manufacturing, and daily life—they are all culture.
I believe it's important to view a region as a whole, rather than separating it into industry, nature, culture, and lifestyle.

The various things that have been intertwined with daily life—that is what has value. That is where the unique character of the region lies, and where the charm of the region is found.

Shimamura:At the same time, many regions face the challenge of a decline in the number of people who carry on festivals, traditional crafts, and traditional performing arts, putting their continuation at risk.

Ichikawa:I believe that simply thinking in terms of "protection" is insufficient.

Simply trying to preserve something isn't enough; it would make it impossible for creators to make a living. Culture can only continue when its value is recognized, it's chosen, and it receives fair compensation.
Preserving culture and traditions is not about saving the past; it's about ensuring they continue to hold value in the lives of people living today.

Shimamura:I think Japan lacks producers who can create that cycle. Traditional crafts and performing arts cannot continue if the people who carry them out cannot make a living. The artisans and artists themselves are being burdened with everything from production and promotion to sales.
What's really needed is a producer who can find value, communicate it, connect people, and turn it into a viable business.

Ichikawa:In a sense, we may be neglecting the creators and those who carry on the tradition.
However, culture can only continue if the people who carry it can make a living from it. To pass on culture to the future, we need to increase the number of people who can find its value, share it, and support it.

It is not the "leaders" but the "initiators" who change a region.

Ichikawa:I believe that communities need "initiators" to take the first step, rather than "leaders" who simply give orders. It doesn't have to be the mayor or town head. It could be a young employee at the town hall, or even a local resident. The important thing is whether there are people who will actually start something. That seems to be the crucial point.
It's not just systems that change a region; it's people.

Shimamura:One example is the case of Sakai Town in Ibaraki Prefecture. They dramatically changed the town's image through bold educational policies, migration policies, and the introduction of self-driving buses. Sakai Town didn't have any particularly famous tourist attractions, but they created new value and transformed the region's brand.

Ichikawa:Projects that don't involve local people won't last.
Instead of doing something because there's a subsidy available, the desire to "keep our community going" and "do something about it" should come first.
There is absolutely no need for the government to do everything.
Rather, the government should act as a coordinator, connecting people. Putting these two people together might lead to something new. I believe that this kind of mediating role is the true value of government.

When dealing with city or town halls, there are cases where people become too focused on doing something because they feel they are part of the government, which can be counterproductive.
Before being a player, the government should be an entity that prepares the environment, connects people, and supports challenges.

When light is shone on it, value begins to move.

Shimamura:What were your reasons for participating in the activities of the Japan Cultural Promotion Organization and the Premium Japan Awards this time, Ms. Ichikawa?

Ichikawa:My interest lies not so much in cultural promotion itself, but rather in how to discover and communicate the value of a region. Value cannot be conveyed simply by existing; it needs someone to shine a light on it.
The Premium Japan Awards are not solely about awarding prizes. The goal is to shine a light on these things, thereby increasing the number of people who discover their value, supporting them, and creating more people who will carry them forward.

I believe there is great significance in conveying not only individual things and events to the world, but also the local activities and contexts that nurtured them.
I believe that receiving an award is not the finish line, but the beginning.

When a certain value is highlighted, people gather, funding is attracted, and new challenges are born. Regional value is not something fixed; it comes into motion when it is discovered, refined, and communicated.

Shimamura:As you said, the Premium Japan Awards are a "catalyst." We aim to be a guidepost for encountering outstanding things, events, and people that embody Japanese aesthetics, both domestically and internationally.

Ichikawa:I believe that discovering, refining, and connecting the unique values ​​of each region to the world will be crucial for Japan's future.

Shimamura:Thank you for your time today.

Atsushi Ichikawa

Born and raised in Nagano Prefecture in July 1964. After graduating from the Faculty of Law at the University of Tokyo, he joined the Ministry of Construction (now the Ministry of Land, Infrastructure, Transport and Tourism) in 1989. Subsequently, he served in the Ministry of Finance, the OECD (in Paris), Fukushima Prefecture, and as a Cabinet Councillor in the Cabinet Secretariat. At the Ministry of Land, Infrastructure, Transport and Tourism, he held positions such as Director of the Policy Division, Director of the Accounting Division, Counselor in the Minister's Secretariat (responsible for comprehensive policy and land and construction industry), and Counselor for Land Policy. Furthermore, in 2022, he became a Cabinet Councillor in the Cabinet Secretariat (Deputy Director-General of the Secretariat of the Digital Rural City National Concept Realization Council), and from 2023, he served as Director-General of the Cabinet Office's Regional Revitalization Promotion Secretariat, playing a central role in the government's promotion of regional revitalization. He retired in 2024. He became an advisor to Sumitomo Mitsui Trust Bank, Limited. He is also a director of the Japan Cultural Promotion Organization (JCCO).