Human Foundation and Organization that Supports the Defense Force, and Active Participation of Female SDF Personnel

Transcription

1 Chapter 3 Human Organization that Supports the Defense Force Section 1 Human Foundation and Organization that Supports the Defense Force, and Active Participation of Female SDF Personnel Section 1 Human Foundation and Organization that Supports the Defense Force In order to exert its defense capabilities with the maximum effectiveness, it is extremely important that the MOD/SDF further enhances and strengthens its human foundation and organization, which supports the defense force. 1 Recruitment and Employment 1 Recruitment It is vital to secure highly qualified personnel for the MOD/SDF to carry out various missions appropriately. Expectations from the public for the MOD/SDF have continued to rise. In Japan, however, due to the recent economic and employment upturn, as well as the advancement of declining birthrate and popularization of higher education, the environment surrounding the recruitment of uniformed SDF personnel is severe. In such a situation, it is necessary for the MOD/SDF to recruit excellent human resources with a strong desire to enlist, by explaining sufficiently to them the missions, roles, duties, and working conditions of the SDF. Fig. III The number of year-olds (thousand people) 20,000 19,000 18,000 17,000 16,000 15,000 14,000 13,000 12,000 11,000 Changes in the Number of People Eligible to Join the SDF The number of year-olds: About 17 million About 11 million (down by about 40%) About 17 million people About 12,000 people See Fig. III (Changes in the Number of People Eligible to Join the SDF) For this reason, the MOD/SDF holds recruiting meetings at schools and also maintains Provincial Cooperation Offices in 50 locations throughout Japan to respond to the individual needs of applicants, with the understanding of educators and support from recruitment counselors. Moreover, local governments are also carrying out some of the administrative activities regarding the recruitment of uniformed SDF personnel and candidates for uniformed SDF personnel, such as announcing the recruitment period and promoting the SDF as a workplace, for which the MOD allocates them the requisite budget. Number of newly-employed personnel (people) 30,000 The number of newly-employed personnel The number of year olds (thousand people) 25,000 The number of newly-employed personnel: varies from year to year (approximately equal to or larger than that of FY1994) About 14,000 people About 11 million people 10, (FY) 20,000 15,000 10,000 5,000 Material sources: Data before FY2014 (excluding data for FY2005 and FY2010) are based on Population Estimates of Japan and Annual Report on Population Estimates, Statistics Bureau, Ministry of Internal Affairs and Communications. Data for FY2005 and FY2010 are the proportionally adjusted populations of unknown age ascertained by the National Institute of Population and Social Security Research based on Population Census, Statistics Bureau, Ministry of Internal Affairs and Communications. Data from FY2015 onward are based on Population Projection for Japan (medium estimates in April 2017), National Institute of Population and Social Security Research. 394

2 Part Initiatives to Protect the Lives and Property of the People as well as Securing the Territorial Land, Water and Airspace Fig. III Overview of Appointment System for SDF Personnel <Rank> General (GSDF, ASDF), Admiral (MSDF) to Second Lieutenant (GSDF, ASDF), Ensign (MSDF) Officer Warrant Officer Warrant Officer (Note 1) 2 Employment (1) Uniformed SDF personnel Based on a voluntary system that respects individuals free will, uniformed SDF personnel are recruited under various categories. See Fig. III (Overview of Appointment System for SDF Personnel) Due to the uniqueness of their duties, personnel management of uniformed SDF personnel differs from that of general civilian government employees, 1 including Early Retirement System and Fixed Term System to maintain the SDF s strength. After employment, uniformed SDF personnel are assigned their branch of service and duties at units all around Japan, in accordance with their choice or aptitude, following basic education and training at respective training units or schools of respective SDF services. See Sergeant Major (GSDF), Chief Petty Officer (MSDF), Senior Master Sergeant (ASDF) Master Sergeant (GSDF) Petty Officer First Class (MSDF) Master Sergeant (ASDF) Sergeant First Class (GSDF) Petty Officer Second Class (MSDF) Technical Sergeant (ASDF) Sergeant (GSDF) Petty Officer Third Class (MSDF) Staff Sergeant (ASDF) Leading Private (GSDF) Leading Seaman (MSDF) Airman First Class (ASDF) Private First Class (GSDF) Seaman (MSDF) Airman Second Class (ASDF) Private (GSDF) Seaman Apprentice (MSDF) Airman Third Class (ASDF) Legend Leading Private (Note 4) 3rd Class 2nd Class 1st Class : Exam or selection GSDF High Technical School Student (3 years, Leading Private upon graduation) Junior high school, and others Enlisted (upper) (Note 3) :Employment exam SDF Personnel (u) in short-term service Candidate for SDF Personnel (u) (3 months) (2 officers per appointment, two/ three years per term) (Note 2) Aged 18 or older and under 27 Reference 68 (Authorized and Actual Strength of Uniformed SDF Personnel) Reference 69 (Status of Application and Recruitment of Uniformed SDF Personnel (FY2016)) Fig. III (Rank and Retirement Age of SDF Personnel) General candidate for enlistment (Upper) (2 officers per appointment, 3 sergeants through screening) Student airmen (MSDF, ASDF) (2 officers per appointment, Second Lieutenant/ Ensign after about 6 years) :Appointment after completing the program National Defense Academy Student (4 years: Sergeant Major/Chief Petty Officer/ Senior Master Sergeant upon graduation) Officer Candidate Division of Medicine National Defense Medical College student (6 years: Sergeant Major/Chief Petty Officer/ Senior Master Sergeant upon graduation) (Note 5) Senior high school, and others Division of Nursing National Defense Medical College student (4 years: Sergeant Major/Chief Petty Officer/ Senior Master Sergeant upon graduation) Notes: 1. Staff candidates for the medicine, dentistry, and pharmacy faculties will be promoted to the position of First Lieutenant if they pass the national examinations in medicine. 2. Student candidates for enlistment (upper) refers to a candidate who has been appointed as an officer with the premise that he/she will be promoted to a fixed-term position of Enlisted (upper). Until FY2006, there were two programs consisting of Student candidates for enlistment (upper) and Enlisted (upper) candidates. However, these two programs were reorganized and combined, and since 2007, candidates have been appointed as General candidates for enlistment (upper). 3. As for the SDF candidates, in order to enhance the initial education of SDF personnel in short-term service, in July 2010, it was decided that their status for the first three months of their enlistment would be as non-sdf personnel, and they would engage exclusively in fundamental education and practice as non-regular Ministry of Defense personnel. 4. GSDF High Technical School trains people to be SDF personnel who will be capable not only of operating and making full use of equipment in the GSDF but also of conducting missions in the international community. For SDF students, starting from FY2010 appointments, their status was changed from SDF officer to students, which is a new non-regular status. New students receive a high school diploma at the conclusion of a student course (three years) through distance learning. From the FY2011 appointments, a new recommendation system was introduced in which those who are considered appropriate to be a GSDF High Technical School student are selected from among the candidates based on the recommendation of the principal of their junior high school etc., in addition to the conventional general examination. 5. A three-year program ended in FY2013. A new four-year program was established at the National Defense Medical College, Faculty of Nursing in SDF personnel are designated as special national government employees under Article 2 of the National Civil Service Law Fig. III Civilian universities and colleges (Includes students on loans) Rank and Retirement Age of SDF Personnel Rank Designation Mandatory Retirement Age General (GSDF), Vice Admiral (MSDF), General (ASDF) Sho Major General (GSDF), Rear Admiral (MSDF), Major 60 Shoho General (ASDF) Colonel (GSDF), Captain (MSDF), Colonel (ASDF) Issa 56 Lieutenant Colonel (GSDF), Commander (MSDF), Lieutenant Colonel (ASDF) Nisa Major (GSDF), Lieutenant Commander (MSDF), Major (ASDF) Sansa 55 Captain (GSDF), Lieutenant (MSDF), Captain (ASDF) Ichii First Lieutenant (GSDF), Lieutenant Junior Grade (MSDF), First Lieutenant (ASDF) Nii Second Lieutenant (GSDF), Ensign (MSDF), Second Lieutenant (ASDF) Sani Warrant Offi cer (GSDF), Warrant Offi cer (MSDF), 54 Juni Warrant Offi cer (ASDF) Sergeant Major (GSDF), Chief Petty Offi cer (MSDF), Senior Master Sergeant (ASDF) Socho Master Sergeant (GSDF), Petty Offi cer First Class (MSDF), Master Sergeant (ASDF) Isso Sergeant First Class (GSDF), Petty Offi cer Second Class (MSDF), Technical Sergeant (ASDF) Niso Sergeant (GSDF), Petty Offi cer Third Class (MSDF), Staff Sergeant (ASDF) Sanso 53 Leading Private (GSDF), Leading Seaman (MSDF), Airman First Class (ASDF) Shicho Private First Class (GSDF), Seaman (MSDF), Airman Second Class (ASDF) Isshi Private (GSDF), Seaman Apprentice (MSDF), Airman Third Class (ASDF) Nishi Notes: 1. The mandatory age of retirement for SDF personnel who hold the rank of General (GSDF and ASDF) or Admiral (MSDF), and serve as Chief of Staff of Joint Staff Offi ce, GSDF Chief of Staff, MSDF Chief of Staff, or ASDF Chief of Staff, is The mandatory age of retirement for SDF personnel who hold positions such as physician, dentist, pharmacist, musician, military police offi cer, or information analyst, is DEFENSE OF JAPAN 2017

3 Human Foundation and Organization that Supports the Defense Force Section 1 (2) SDF Reserve Personnel, SDF Ready Reserve Personnel, and Candidates for SDF Reserve Personnel It is essential to secure the required number of uniformed SDF personnel promptly depending on situational changes in the event of a crisis. To secure the required number promptly and systematically, the MOD maintains the following three systems: the SDF Reserve Personnel system, the SDF Ready Reserve Personnel system, and the Candidates for SDF Reserve Personnel system.2 SDF Ready Reserve Personnel carrying out water supply assistance activities Many other countries also have reserve personnel systems. The call-up orders refer to the defense call-up order, civil protection call-up order, and disaster call-up order for SDF Reserve Personnel as well as the defense call-up order, civil protection call-up order, security call-up order, and disaster call-up order for SDF Ready Reserve Personnel; they do not include the training call-up orders for SDF Reserve Personnel and SDF Ready Reserve Personnel. In response to the Kumamoto Earthquake in April 2016, a call-up order for SDF Ready Reserve Personnel was issued for the second time in the SDF s history, and 162 Ready Reserve Personnel engaged in activities such as livelihood support to the affected people. In this case, a considerable number of the SDF Ready Reserve Personnel who had received the call-up order arrived at their respective SDF units prior to the date they were supposed to appear. A system for recognizing companies that cooperate with the SDF Reserve Personnel program was introduced in FY2015. In that fiscal year, the directors of Provincial Cooperation Offices gave out certifications and issued special certificates to those companies. In FY2016, the Minister of Defense gave out certifications. The certified companies are listed on the websites of the MOD and the Provincial Cooperation Offices. A bill for the partial revision of laws including the Act for Establishment of the Ministry of Defense, which included the development of a framework to provide such information, was passed at the 193rd ordinary session of the Diet (Act No. 42 of 2017), and currently relevant ministerial ordinances are being prepared (to enter into force on September 1, 2017). 396 Human Foundation and Organization that Supports the Defense Force, and Active Participation of Female SDF Personnel Students graduating from the National Defense Academy to become SDF personnel See Fig. III (Overview of Systems Related to SDF Reserve Personnel) Chapter 3 SDF Reserve Personnel become uniformed SDF personnel upon the issuance of a defense call-up order or other orders, and carry out logistical support and base guard duties. SDF Ready Reserve Personnel become uniformed SDF personnel and are assigned to carry out their mission together with incumbent uniformed SDF personnel as part of frontline units following the issuance of a defense call-up order or other orders. SDF Reserve Personnel candidates, some of whom are recruited among those with no prior experience as uniformed SDF personnel, are appointed as SDF Reserve Personnel after completing the necessary education and training. Previously, it was stipulated that SDF Reserve Personnel and SDF Ready Reserve Personnel who received a disaster and other call-up orders3 would begin their service as SDF personnel five days or later (ten days in the case of a defense call-up order for SDF Reserve Personnel) after the issuance of the order. However, based on the performance of calling up the SDF Ready Reserve Personnel in response to the Kumamoto Earthquake in April 2016,4 the Order for Enforcement of the SDF Law was partially revised in August 2016 to make it possible to shorten the number of days, provided that those personnel have no objection. As SDF Reserve Personnel and others work in their civilian jobs under normal circumstances, they need to adjust their work schedule to participate in periodic training exercises. Therefore, understanding and cooperation from the companies that employ these personnel are essential for the smooth operation of the systems. For this purpose, the MOD provides a special subsidy to the companies that employ SDF Ready Reserve Personnel and take necessary measures to allow such employees to attend training sessions for 30 days a year, by taking into consideration the burden on such companies. Also, the MOD issues special certificates5 to companies that create an environment for SDF Reserve Personnel they employ to participate in training sessions. Moreover, the MOD takes various measures to gain understanding and cooperation from the companies that employ SDF Reserve Personnel. For example, the MOD has been developing a framework6 that allows the MOD/ SDF to provide such information as the scheduled term of a training call-up and scheduled term that SDF Reserve Personnel are called up to perform actual operations and are appointed as uniformed SDF personnel, when requested by their employers. Also, the MOD promotes the use of SDF Reserve Personnel in a wide range of fields, such as the appointment of retired SDF pilots, who are to be reemployed in the

4 Part Initiatives to Protect the Lives and Property of the People as well as Securing the Territorial Land, Water and Airspace Fig. III Overview of Systems Related to SDF Reserve Personnel Basic concept Candidate Age Employment Rank designation Term of service Education/ Training Promotion Benefi ts, allowances, and other terms Call-up duty and other duties Commentary After the issuance of defense call-up order and others, serve as SDF Personnel Former SDF Personnel, former SDF Ready Reserve Personnel, former SDF Reserve Personnel Enlisted (Lower): years old Offi cer, Warrant Offi cer, Enlisted (Upper): Under the age of two years added to respective retirement age Employed by screening, based on application Candidate for SDF Reserve Personnel is appointed as SDF Reserve Personnel upon completion of education and training Former SDF Personnel: Designated rank at the point of retirement in principle Former SDF Reserve Personnel and Former SDF Ready Reserve Personnel. Designated rank at the point of retirement in principle Candidate for SDF Reserve Personnel General: Private Technical: Designated based on skills The 20th Anniversary of the SDF Ready Reserve Personnel System and Comments of Ready Reserve Personnel SDF Ready Reserve Personnel actively serve on the front line with the standing SDF personnel in various situations. The SDF Ready Reserve Personnel system was introduced in FY1997 and will celebrate its 20th anniversary in FY2017. SDF Ready Reserve Personnel have been called in twice so far in the wake of natural disasters to conduct activities such as livelihood support for the affected people. They play an active part as a component of the human infrastructure supporting Japan s defense capability. oice V SDF Reserve Personnel SDF Ready Reserve Personnel SDF Reserve Candidate Personnel Serve as SDF Personnel in a pre-designated GSDF unit, as part of Appointed as SDF Reserve Personnel in the GSDF or the basic framework of defense capability MSDF upon completion of education and training Former SDF Personnel, former SDF Reserve Personnel Enlisted (Lower): years old Offi cer, Warrant Offi cer, Enlisted (Upper): Under the age of three years subtracted from respective retirement age Employed by screening, based on application Former Personnel: Designated rank at the point of retirement in principle Former Reserve Personnel: Designated rank at the point of retirement in principle Sergeant First Class (GSDF) Masao Yamashita, Ready Reserve Personnel, 24th Infantry Regiment (Miyazaki Prefecture) I joined the SDF as Ready Reserve Personnel in March 1999, and 18 years have passed since then. I am truly grateful to my company and family for their understanding, which has enabled me to balance my work at my company and my duties with the SDF. I left the SDF due to personal circumstances, but I applied to become SDF Ready Reserve Personnel as soon as the system was launched. Since I had to leave the SDF despite my intention to serve as SDF personnel, I was eager to contribute to the SDF for which I have admiration. For this reason, I still continue serving as SDF Ready Reserve Personnel. Sergeant First Class (GSDF) Hiroko Takahara, Ready Reserve Personnel, 48th Infantry Regiment (Gunma Prefecture) I serve as SDF Ready Reserve Personnel while being a housewife. When the Great East Japan Earthquake occurred, I was also affected. My house was washed away by the tsunami, and I was at a loss right after the disaster. However, when I happened to fi nd things I had used in SDF training in my collapsed house, I calmed myself down and responded to a disaster call-up order to engage in relief activities in the affected areas. The experience of participating in the disaster relief dispatch made me aware of the duties and missions of SDF personnel, and still remains in my mind as my pride. (Common to General and Technical Employment Categories) Those with no experience as SDF personnel (including those with less than a year of SDF experience) General: years old; Technical: between the age of 18 and depending on technical skills possessed General: Employed by examination, based on application Technical: Employed by screening, based on application Not designated Three Years/One term Three Years/One term General: Within of three years Technical: Within of two years Although the Self-Defense Forces Law designates a maximum of 20 days per year, actual implementation is 5 days per year as a standard Promotion is determined by screening the service record of personnel who have fulfi lled the service term (actual serving days) Training Call-up Allowance: 8,100/day SDF Reserve Allowance: 4,000/month Defense call-up, civil protection call-up, disaster call-up, training call-up 30 days per year Promotion is determined by screening the service record of personnel who have fulfi lled the service term (actual serving days) General: 50 days within three years (equivalent to Candidate SDF personnel (private level) course) Technical: 10 days within two years (training to serve as SDF Personnel by utilizing their special skills) Since there is no designated rank, there is no promotion Training Call-up Allowance: 10,400 14,200/day SDF Ready Reserve Allowance: 16,000/month Continuous Service Incentive Allowance: 120,000/one term Special subsidy for corporations employing SDF Ready Reserve Personnel: 42,500/month Defense call-up, civil protection call-up, security call-up, disaster Education and training call-up call-up, training call-up Education and Training Call-up Allowance: 7,900/day Allowance as Candidate for SDF Reserve Personnel is not paid because defense call-up duty or any other duties are not required Sergeant First Class Yamashita, Ready Reserve Personnel, on duty Sergeant First Class Takahara, Ready Reserve Personnel, during training 397 DEFENSE OF JAPAN 2017

5 Human Foundation and Organization that Supports the Defense Force Section 1 private sector, to SDF Reserve Personnel through the reemployment system. 7 (3) Administrative Officials, Technical and Engineering Officials, Instructors, and Other Civilian Personnel There are approximately 21,000 civilian personnel administrative officials, technical and engineering officials, instructors, and others 8 in addition to uniformed SDF personnel in the MOD/SDF. Civilian personnel are mainly recruited from those who have passed the Recruitment Examination for Comprehensive and General Service National Public Employees conducted by the National Personnel Authority (NPA), and those who have passed the Recruitment Examination for Ministry of Defense Specialists conducted by the MOD. After participating in the common training course, civilian personnel recruited in this process work in a wide range of fields. Administrative officials are engaged in defenserelated policy planning in the Internal Bureaus of the 2 Daily Education and Training 1 Education of Uniformed SDF Personnel Enhancing the ability of the individual uniformed SDF personnel who comprise SDF units is essential for the execution of the units duties. For this purpose, the respective SDF training units and schools provide opportunities for phased and systematic education according to rank and duties to nurture necessary qualities and instill knowledge and skills. A considerable extent of human, temporal, and economic efforts such as securing instructors with special skills, and improving equipment and educational facilities, are necessary for providing education. In the event that personnel need to further improve their MOD and at the Acquisition, Technology and Logistics Agency (ATLA); analysis and research at the Defense Intelligence Headquarters; and administrative works at the SDF bases, the Regional Defense Bureaus, and other locations throughout the country. Technical and engineering officials are working in the Internal Bureaus of the MOD, ATLA, the SDF bases, the Regional Defense Bureaus, and other locations throughout the country. They are engaged in constructing various defense facilities (headquarters, runways, magazines, etc.), carrying out R&D, efficient procurement, maintenance and improvement of a range of equipment, as well as providing mental health care for SDF personnel. Instructors conduct advanced research on defense and provide high-quality education to SDF personnel at the National Institute for Defense Studies, the National Defense Academy, the National Defense Medical College, and other organizations. See Reference 70 (Breakdown of Ministry of Defense Personnel) professional knowledge and skills, or that it is difficult for them to acquire such knowledge and skills within the SDF, the MOD/SDF commissions education to external institutions, including those abroad, as well as domestic companies and research institutes. 2 SDF Training Newly joined members of the GSDF, MSDF, and ASDF conducting basic training (1) Training by Each SDF Training conducted by units in each service can be broadly divided into training for individual SDF personnel to improve the necessary proficiency for their respective fields, and training for units to enhance 7 The reemployment system for SDF pilots aims to prevent the outfl ow of active young SDF pilots to civil aviation companies in an unregulated manner. This system is also designed to utilize SDF pilots over a certain age as pilots of commercial airlines, and is also signifi cant from the perspective of the development of the airline industry in Japan as a whole. 8 Among the employees of the MOD, special national government employees are called SDF personnel, which include administrative offi cials, technical and engineering offi cials, instructors, and others in addition to uniformed SDF personnel. 398

6 Part Initiatives to Protect the Lives and Property of the People as well as Securing the Territorial Land, Water and Airspace their systematic capabilities. Training for individuals is conducted one-on-one in stages based on occupational classification and individual ability. Training for units is conducted depending on the size of unit, from small to large; meanwhile, large-scale comprehensive training including coordination between units is also conducted. In addition to training for national defense, the MOD is endeavoring to improve training corresponding to the diversified SDF roles required in recent years, such as peacekeeping operations and large-scale disaster relief operations. Moreover, in order to strengthen joint operational capabilities and to respond to various situations, the MOD is making efforts to widen the scope of joint exercises and bilateral and multilateral exercises participated by the individual SDF services. 9 See Reference 71 (Major Exercises Conducted in FY2016) (2) Training Environment SDF training has been planned and conducted under conditions that are as close as possible to actual combat 3 Measures Aimed at Ensuring Effective Use of Human Resources 1 Measures for Personnel System Reform and for the Improvement of Pay and Conditions With regard to the personnel structure of the SDF, the fixed number of SDF personnel has been constantly reduced. On the other hand, there has been the need for further skilled and professional personnel in order to respond to the advancement of equipment as well as diversification and internationalization of SDF missions. In light of such circumstances, it is stated in the NDPG that measures are to be implemented with situations, yet many restrictions remain. Therefore, the SDF makes maximum use of its limited domestic training areas, including further use of the prime training environment of Hokkaido stated in the National Defense Program Guidelines (NDPG) and other guidelines. They also strive to carry out more practical combat training by conducting joint exercises and other training and exercises in the United States and surrounding sea and airspace where they can secure training conditions not available in Japan. See Reference 72 (Results of Firing Training and Related Training by Dispatch of Each of the Self-Defense Forces to the United States (FY2016)) 3 Safety Management Initiatives Any accident that can cause injury to the public, damage to its property, or the loss of life of SDF personnel, must be avoided at all costs. Therefore, during routine training, the MOD/SDF makes a united effort to ensure the constant management of safety by giving utmost attention to ensuring safety. regard to personnel system reform in order to ensure the robustness of the SDF and to make effective use of human resources under the constrained budget. Specifically, the MOD will implement the following measures to ensure an appropriate age distribution, taking into account the various missions and characteristics of each branch of the SDF: the retirement age of 60 will be reviewed; an early retirement system will be proactively adopted; more suitable management of personnel will be implemented; and the reemployment of aircraft pilots in the private sector SDF personnel talking with his family by video conference on an MSDF destroyer dispatched to the Gulf of Aden SDF personnel picking up goods sent by their families at the camp in South Sudan 9 Training includes SDF Joint Exercises, Japan-U.S. Bilateral Joint Exercises, and Ballistic Missile Response training which are to prevent and repel direct threats to Japan. Other additional training includes International Peace Cooperation Exercises that assumes SDF s international peace cooperation activities and Joint International Humanitarian Operation Training, in which the treatment of prisoners of war and other detainees is practiced. 399 DEFENSE OF JAPAN 2017

7 Human Foundation and Organization that Supports the Defense Force Section 1 oice V Implementation of the Family Support Training, Bonding of Echigo Colonel Yutaka Okada, then Commanding Officer of the Operation Unit, GSDF Camp Takada (Joetsu City, Niigata Prefecture) When a large-scale natural disaster occurs, SDF personnel are sent on disaster relief dispatches, even if they themselves or their families are also victims of the disaster. Therefore, the MOD/SDF offers family support measures in collaboration with relevant external groups and organizations such as the JSDF Family Association and Taiyukai (a public interest incorporated association for retired SDF personnel and candidate reserve personnel). This is to ensure that SDF personnel can commit themselves to their missions without worrying about their families while they are on duty. In Niigata Prefecture, GSDF Camp Takada plays a central role in this initiative and conducted a family support training called Bonding of Echigo, the largest-scale training of its kind, in The training was conducted based on a scenario in which an earthquake with a seismic intensity of 7 occurred in Niigata Prefecture. It reconfi rmed the collaboration procedure between the SDF and relevant external groups/organizations for confi rming the safety of disaster-affected families, and also identifi ed issues to be examined. I, as a coordinator for the prefecture, worked in close cooperation with the Commanding Offi cers of GSDF, MSDF, and ASDF within the prefecture, and the presidents of the JSDF Family Association and Taiyukai to deepen the understanding and shared perception of the situation among the people involved. At the same time, we also aimed to establish a human relationship with confi dence and trust of the people involved and a mutual relationship of trust that enables consultations with each other with true intentions anytime. Despite being the fi rst initiative of its kind carried out by Niigata Prefecture, Bonding of Echigo succeeded in holding passionate exchanges of honest opinions by all of the participants and unifying their views on the direction of future collaboration and other matters. Following the training, inquiries were received from all over Japan, and we have felt fi rst hand that bonding for family support is expanding nationwide. I expect that family support initiatives will further evolve at the national level, making the best use of the achievements of Bonding of Echigo. will be carried out. Furthermore, final promotion rates of officers, warrant officers, sergeants and petty officers will be reviewed, and in order to maintain the strength of the SDF, more appropriate personnel management, which takes into account physical attributes, will be adopted. Furthermore, due to the harsh environmental circumstances under which uniformed SDF personnel have to perform their duties, the MOD/SDF strives to provide salaries, allowances, welfare and other benefits that reflect the special nature of their duties in order to let uniformed SDF personnel concentrate on their duties with pride, relieved of anxiety. The MOD/SDF also promotes measures relating to awards and honors, beginning with the expansion of the system of Defense Meritorious Badges. 2 Initiatives to Support Families In addition to exchanges between units and personnel s families, as well as between the families, the MOD in cooperation with relevant external groups and organizations is also actively working to develop a family support system to be implemented in the event of large-scale natural disasters and other events, which will Colonel Okada (center) giving a presentation at the Family Support Training Bonding of Echigo include receiving cooperation in confirming the safety of the family members of SDF personnel. All of these are conducted as routine initiatives. Furthermore, specific welfare services for SDF personnel deployed overseas include facilitating direct communication between SDF personnel and their families in Japan by means such as and video conference systems. Support for sending comfort items from their families on a later day is also provided. Moreover, briefing sessions for families of the dispatched personnel are held to provide them with a variety of information, and a consultation desk exclusively for families of the dispatched personnel (family support centers) and similar facilities have been established to answer the various questions and concerns raised by the families. 3 Initiatives to Maintain Strong Discipline The MOD/SDF strives to foster well-disciplined personnel by impressing in them an awareness of compliance with the law through setting up such campaign periods as the Anti-Drug Abuse Month, Self-Defense Forces Personnel Ethics Week, Self-Defense Personnel Sexual Harassment Prevention Week, and Self-Defense 400

8 Part Initiatives to Protect the Lives and Property of the People as well as Securing the Territorial Land, Water and Airspace Personnel Power Harassment Prevention Week. With regard to the prevention of power harassment in particular, the MOD established a directive in April 2016 with the aim of creating a healthy work environment in which its personnel can fully perform their abilities and their individuality and dignity are respected. Measures to prevent power harassment include providing education to personnel, assigning counsellors to units and organizations around the country, and setting up hotlines connected to the Internal Bureaus, as well as the Staff Offices of the GSDF, MSDF and ASDF. 4 Initiatives to Prevent Suicide among SDF Personnel SDF personnel suicides was a record 101 in FY2005, but have subsequently declined, with 65 suicides in FY2016. The suicide of SDF members is truly a great tragedy for both the individuals themselves and their bereaved families. It also represents a great loss to the MOD/SDF in terms of the loss of capable personnel, and the MOD/SDF is taking ongoing measures to prevent suicides, including the following initiatives: (1) Expansion and enhancement of the counseling system (internal/ external counselors, a 24-hour telephone counseling hotline, assignment of clinical psychotherapists at camps and bases, etc.); (2) Strengthening of education to raise awareness about mental health for commanders as well as enlisted personnel; and (3) Establishment of a campaign period for enhancing mental health care, close monitoring by commanders of the mental health condition of their subordinates whose working environment has been changed due to personnel transfers, etc., and distribution of various reference materials. 5 Commemorating Personnel who Perished in the Line of Duty Since the establishment of the National Police Reserve in 1950 and through its evolution via the National Safety Force and the Coastal Safety Force into the SDF today, SDF personnel have been striving to accomplish the noble mission of protecting the peace and independence of Japan. They have been devoting themselves unstintingly to training, day and night, to live up to the expectations and trust of Japanese citizens, regardless of danger, and with a strong sense of responsibility. During this time period, however, more than 1,900 personnel have lost their lives in the line of duty. In the MOD/SDF, funeral ceremonies in order to express condolences are carried out by each unit to which the personnel who perished in the line of duty belonged. Moreover, in order to eternally recognize the achievements of the SDF personnel who perished in the line of duty, and to express deep honor and condolences, memorial ceremonies are carried out in various forms, such as the Memorial for SDF Members Killed in the Line of Duty conducted with the participation of the Prime Minister Dealing with Retirement and Re-Employment of SDF Personnel In order to maintain the strength of the SDF, many uniformed SDF personnel retire in their mid-50s (personnel serving under the early retirement system) or in their 20s (most uniformed SDF personnel serving under the fixed-term service system). Therefore, many of them need to find another job after retirement in order to secure their livelihoods. Since supporting re-employment is the responsibility of the Japanese Government (the MOD) as the employer, and is crucially important both for resolving any concerns that uniformed SDF personnel may have about their future as well as for securing qualified human resources, the MOD conducts support measures such as occupational training useful for their re-employment. The measures to support the re-employment of retired uniformed SDF personnel is also important from the perspective of enabling them to give back to society with their various skills, thereby reinforcing human resources infrastructure. As the MOD does not have the authority to provide them with employment placement, the Foundation for the SDF Personnel Support Association provides free job consultation services with permission from the Minister of Health, Labor and Welfare and the Minister of Land, Infrastructure, Transport and Tourism. Retired uniformed SDF personnel have excellent abilities in planning, leadership, faculty, cooperativeness and responsibility gained through their work performance, education, and training. Furthermore, they have various qualifications and licenses acquired through their duties and vocational training. Therefore, they are making positive contributions in a broad range of sectors, including manufacturing and service industries, as well as finance, insurance, real estate, and construction industries, in addition to the areas of disaster prevention and risk management at local governments. Based on 10 The Monument for SDF Personnel who Perished in the Line of Duty was constructed in 1962 in Ichigaya. In 1998, the Memorial Zone in its current form was completed by combining this monument with other monuments located in the same area. The MOD holds an annual memorial ceremony for SDF personnel who perished in the line of duty with the attendance of surviving family members, the Prime Minister, high-ranking offi cials of the MOD/SDF including the Minister of Defense, former Defense Ministers, and others. At the Monument for SDF Personnel who Perished in the Line of Duty in the Memorial Zone, there is an iron plate containing the names and other information of personnel who perished in the line of duty. When foreign dignitaries such as Defense Ministers visit the MOD, they make offerings of fl owers, expressing their respect and condolences to personnel who perished in the line of duty. Memorial ceremonies are also held at individual SDF posts and bases. 401 DEFENSE OF JAPAN 2017

9 Human Foundation and Organization that Supports the Defense Force Section 1 the NDPG, the MOD has promoted further utilization of retired uniformed SDF personnel in the areas of disaster prevention and crisis management at local governments, and has provided supports for these retired personnel s re-employment in the sectors that lack sufficient human resources in collaboration with relevant ministries and agencies. The MOD will make further efforts to improve the re-employment environment for retired SDF personnel. See Reference 73 (Main Measures for Re-employment Support) Reference 74 (Employment Situation of Retired Uniformed SDF Personnel in Disaster Prevention-related Bureaus in Local Government) For the purpose of ensuring an environment where uniformed SDF personnel can devote themselves to their duties without any concerns, the MOD allows uniformed SDF personnel to be reappointed for fixed terms within three years before the age of 60 (one year for SDF administration officials and others). The Mid- Term Defense Program (MTDP) states that the SDF will actively reappoint retiring personnel possessing advanced knowledge, skills and experience where such personnel prove beneficial to the SDF s strength. Meanwhile, with regard to the re-employment of SDF personnel, new regulations about re-employment were introduced in October 2015 replacing the former prior approval system. As are the cases in other national government employees, the following three regulations were oice V put in place in order to ensure the trust of the public regarding the fairness of official duties: 1) regulation on requesting re-employment of other personnel and retired personnel and requesting information; 2) regulation on seeking employment opportunities at companies in which retired personnel had a stake whilst in office; and 3) regulation on re-employed personnel making requests. 11 In order to ensure strict observation of these regulations, bodies comprised of academic experts with no history serving as SDF members (Defense Personnel Review Board s Separate Meeting for Monitoring Reemployment and Cabinet Office s Reemployment Surveillance Commission) monitor the situation and any violation will be met with penalties. Additionally, for the purpose of appropriate implementation of unified management and disclosure of re-employment information by institutionalizing notification and announcement of such information by the Cabinet, it has been decided that information on the re-employment status of retired SDF personnel who were in managerial positions (equivalent to the position of Senior Coordinator in the MOD or higher) is to be published every fiscal year by the Cabinet. In response to the introduction of this system in FY2015, notifications of re-employment of the retired SDF personnel who were in managerial positions submitted during FY2015 were compiled, and a total of 136 cases were officially announced in September First Retired SDF Personnel to Become a Disaster Prevention Official in Okinawa Prefecture! Masahito Ujiie (former Lieutenant Colonel (GSDF)), Deputy Chief of the General Affairs Department, Tomigusuku City, Okinawa Prefecture I joined the SDF in 1977 and completed my 40-year career with the SDF in February I spent most of that time fl ying across Japan as an aviation pilot, and also planning, coordinating, and implementing various missions and trainings as an SDF offi cer. In particular, the duties while stationed in Okinawa included air transportation of emergency patients, and I was dispatched for 216 air transports. Air transportation of emergency patients refers literally to transporting emergency patients by air from an isolated island in Okinawa Prefecture to its main island where Mr. Ujiie on his job at Tomigusuku City Hall large hospitals are located. Through this duty, I began wondering, Are there any other jobs through which I can contribute to other people further, or any other jobs in which I can make use of my skills? In considering my own re-employment, I consulted with an offi cer in charge at an SDF Provincial Cooperation Offi ce. Then, I was asked, Do you prefer local government or a private company? Without hesitation, I answered that I prefer working at a local government where I would be able to contribute directly to the local people. From April this year, I am serving as a Deputy Chief of the General Affairs Department at Tomigusuku City Hall. I am also the fi rst retired SDF personnel to be tasked with disaster prevention in Okinawa Prefecture. Going forward, I will work hard to ensure the safety and security of the people in Tomigusuku City by making use of my experience with the SDF, and through assisting the Mayor in an emergency as well as planning and implementing disaster prevention drills. I thank everyone who helped me with my re-employment. 11 Stipulated in Parts 2, 3 and 4 of Article 65 of the SDF Law 402