Technical Articles Japan 2018 1 TABLE OF CONTENTS Important Points in Mid- and Long-Term Policy for Ports ‘PORT 2030’ 3 Implementation of the Comprehensive Projects of the Fishing Ports, the Fishing Grounds and Fishing Communities 12 History of the Port of Kobe – As a Gateway Port on the Seto Inland Sea 21 ‘Calcia Improved Soil’ for Utilising Dredged Soil and Steelmaking Slag 32 Recent Progress in Earthquake Resistant Design of Port Structures in Japan 53 Recent Technical Measures of Breakwaters against Tsunami in Japan 67 Environment-Friendly Port Development in Japan 79 Dredging and Reclamation Considering Impact on Environment 92 Rapid Construction Technology of Container Terminal Construction Project in Myanmar 101 Introduction of Wave-Dissipating Block Technologies Developed in Japan and Dissemination Activities Abroad 114 Rubber Fender Technology in Japan: Design, Tests and Maintenance 131 The ‘Frontier Fishing Ground Enhancement and Development Project’ in the EEZ of Japan 147 Introduction of Countermeasures against the Deforestation of Seaweed Beds ‘Isoyake’ in Japan 162 2 IMPORTANT POINTS IN MID- AND LONG-TERM POLICY FOR PORTS ‘PORT 2030’ by Planning Office, Ports and Harbours Bureau, Ministry of Land, Infrastructure, Transport and Tourism [email protected] Keywords: maritime transport network, cruise hub, carbon free ports, aI terminal, CIM (Construction Information Management/Modelling) Mots-clés : réseau de transport maritime, hub de croisière, ports sans carbone, terminal intelligent, CIM (Construction Information Management/Modélisation) 1 INTRODUCTION Basic Direction of Mid- and Long-term Policy for Ports ‘PORT 2030’ and Specific Measures The world's economic environment is drastically changing. In the manufacturing industry, many private companies have established a system of international divisions of labor beyond national borders and implemented advanced supply chain management. In addition, the development of ICT (Information and Communication Technology) is accelerating the digitisation of various economic and logistic activities; analysing and applying ‘Big Data’ allows it to create new economic value in distribution markets worldwide. As a nation entirely surrounded by the sea, ports and harbours play important roles as social assets that support economic growth and the livelihood of the people. It is therefore vital to continue evolving these ports and harbours by introducing up-to-the-minute innovative technology so that Japanese companies can maintain their international competitiveness amid enhanced economic efficiency and intensifying competition due to ICT development. Under these circumstances, we embarked on a revision of the mid- and long-term policy for ports, ‘PORT 2030’, to clarify the role that ports will play and the direction in which to promote port policy. Focusing on the future around 2030, we released the final version in July 2018 after reviewing the policy for over two years. ‘PORT 2030’ targets three roles that Japanese ports should play in 2030: (1) ports that connect and open the country to the world (‘Connected Ports’); (2) spaces that create new value (‘Premium Ports’); and (3) platforms that lead the fourth industrial revolution (‘Smart Ports’) in light of changes in the circumstances surrounding Japanese ports and the problems they face. First, the two aspects of ‘networking’ and ‘creation of space’ were already mentioned in the previous vision. As they remain important roles, the new policy also keeps them as targets to achieve with a new approach under the concepts ‘Connected Ports’ and ‘Premium Ports’. In addition, the new policy delivers a new concept that takes advantage of innovative technology, including ICT, which continues to evolve at breakneck speed, connecting not only physical space but also information space and leading the fourth industrial revolution, ‘Smart Ports’. Based on those envisioned three roles, the functions required of ports in the 2030s and the specific measures necessary to realise them are summarised in the following eight themes. 3 2 CREATING A MARINE TRANSPORT NETWORK THAT SUPPORTS THE GLOBAL VALUE CHAIN We will introduce structural and non-structural measures to strengthen direct services from major domestic ports while positioning shuttle routes to accelerate growth of the Southeast Asian region as strategically important routes. The aim is to shorten the lead time of international cargo transport and improve the locational competitiveness of Japanese private companies. Taking in cargoes from the Asian region supports the international container strategic port policy that aims to maintain and expand port calls of vessels on long-haul core routes connecting Japan to major markets in Europe, the United States, and the rest of the world. It is our goal to gather cargoes not only from various parts of Japan but also from Asian countries and the rest of the world by forming a number of logistics hubs capable of providing new added value. Arctic Ocean Upgrade and expansion of shuttle services, direct services, ferries and the RORO transport network to Southeast Asia and other areas North America Europe China Middle and South America South Asia Middle East Maintenance and expansion of Africa port calls by vessels on long- haul core routes through wide- Southeast area cargo gathering from Southeast Asia and other Asia Oceania areas Figure 1: Marine transport network that supports the global value chain This value encompasses advanced distributive processing, quarantine, and dispatching as well as export of recycled parts and cross-border repair services. The strategy takes advantage of the advanced technology of Japan’s manufacturing industry to create new value, earn foreign currency, and promote creation of jobs in the port hinterland. Furthermore, we will encourage joint procurement and transport of small-lot cargoes among companies to boost exports of Japan-made agricultural, forestry and fisheries products that have recently attracted a lot of attention, mainly in the East Asian region. In addition, in order to respond flexibly to the ever-growing complexity of enterprise supply-chain management, we will strengthen international ferry and RORO routes and container shuttle routes centering on the Asian region and aim to form a multi-layered route network comprising a variety of speed zones. 3 ESTABLISHING A DOMESTIC LOGISTICS SYSTEM THAT CREATES SUSTAINABLE NEW VALUE Since flexible capability is required for domestic ferry and RORO routes, such as the ability of allowing vessels to dock at a quay wall confirmed to be safe in the event of a disaster, it is necessary to promote standard integration or standardisation of quay walls through cooperation with shipping companies. To this end, the Japanese government will collaborate with shipping companies willing to carry out reform, administrators of ports as ports of call, and other cooperating parties to set up a Unit Load Productivity Reform Council (working title). The council will study how to significantly upgrade equipment of both vessels and ports and their operating systems to enhancing transport productivity. In addition, we will locate international container terminals close to domestic unit load terminals by reorganising wharves and realise seamless connections between ports and their hinterland roads, as well as develop and improve quay walls able to receive larger vessels to promote the gathering of cargoes to strategic international container ports. To ensure better safety and efficiency of marine transport, we will promote the introduction of automatic vessel navigation and navigation assistance technology that applies artificial intelligence (AI) and develop and spread the ‘next-generation high- standard unit load terminal’. 4 This terminal concept features various capabilities including high-standard cargo-handling machinery and embarkation/disembarkation facilities, an automatic berthing/leaving system coordinated with automatically navigated vessels, automatic drayage in the terminal compound at domestic terminals, and an efficient charge settling system. We also plan to obtain the ability to identify the locations of trucks and chassis with GPS and other ICT techniques, optimising transport operations. In addition, since it is necessary to reinforce the capability to export and ship agricultural, forestry and fisheries products, we will boost quality control by introducing a reefer container-temperature monitoring system to ensure the quality of agricultural, forestry and fisheries products. Chassis joint management using Integrated terminal information and communication standards through technology (ICT) collaboration with shipping companies Automatic charge settling Automatic ship navigation Accommodations and resting facilities Unit load terminal is Automatic operation Automatic automatically connected of vehicles Onshore power berthing/leaving to individual logistics supply facility facilities system Schematic illustration of the next-generation high-standard unit load terminal Figure 2: Establishing a domestic logistics system that creates sustainable new value 4 THE ARCHIPELAGO AS A CRUISE HUB We will take all necessary steps to increase the number of cruise services that originate in Japan and form a ‘Northeastern Asian cruise hub’ in Japan. This will include establishing international cruise bases through public-private partnerships and promote ‘fly and cruise’ programmes. Especially to attract foreign cruise tourists as repeater visitors, the plan involves employing