JAPAN INTERNATIONAL COOPERATION AGENCY ANNUAL REPORT

JICA 2012
Inclusive and Dynamic Development
Foreword

Akihiko Tanaka
President
Japan International Cooperation Agency (JICA)

In the aftermath of World War II the international community provided the assistance to kick-start Japan’s shattered
economy, financing the rebuilding of roads, dams, power systems and the development of innovative projects such as the
revolutionary Shinkansen bullet trains.
In 2011 nations across the world once more responded to one of Japan’s darkest moments, providing help and support in
the wake of the devastating earthquake-tsunami which claimed around 20,000 lives.
In the intervening decades Japan had rebuilt its economy, rejoined the global community of nations and through its Official
Development Assistance (ODA), became a major development partner to many of the world’s most vulnerable nations.
Those early developments were the forerunners of what we today label globalization and international interdependence—
a movement which will surely become even more important in the years ahead.
And a central tenant of globalization is that international cooperation is not a one-way street, but rather a broad two-way
highroad on which Japan’s own economic and social advancement is inextricably linked with the economic and social health
of countries in Africa, Latin America, the Middle East, Asia and other regions.
As the country’s comprehensive development institution, the Japan International Cooperation Agency is dedicated to
strengthening this movement under the rubric of ‘Inclusive and Dynamic Development,’– continuing our traditional
cooperation projects, but also forging new alliances and partnerships, exploring new approaches to new challenges and
creating new ideas and ‘knowledge centers’ between Japanese and overseas experts, academics, technicians and private
business.
This ‘two-way highroad’ is complex and challenging. New, middle income countries are emerging. China, South Korea,
Thailand, Brazil and India among others are becoming donors. The so-called Arab Spring highlighted the increasing clamor
for democracy, social and economic justice. Entrenched poverty, natural disasters and conflict threaten tens of millions of
people and the environment, energy, food security and aging populations are more recent global issues.
JICA provides technical cooperation, concessional loans and investment, and grant aid and its operations are based on the
concept of providing both the type and level of cooperation appropriate to individual countries or regions, ranging from peace-
building to sustainable economic and social growth.
Through such efforts, combining ‘tried and tested’ approaches and innovative, dynamic new ideas, we hope not only to
revitalize the world’s developing nations but Japan itself. I hope that the JICA Annual Report 2012 will contribute to both your
understanding and support of my agency’s activities.

November 2012

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 The cumulative number of JICA volunteers who have been sent to
developing countries (as of March 31, 2012). Volunteers have been
assigned to 88 countries. All of these activities are made possible
by the voluntary participation of ordinary people in Japan. These
grassroots activities have earned the gratitude of the many
people who benefit from these programs.
Tonga: A science and mathematics teacher who belongs to the Japan Overseas Cooperation
Volunteers (JOCV) teaches a physics experiment. [Photo by Kenshiro Imamura]

The total length of highways that were constructed or

rehabilitated with JICA’s cooperation between fiscal 2007 and
2011 (five years). This is approximately equivalent to building a
highway from Tokyo to Bangkok, Thailand.
Viet Nam: The Saigon East-West Highway [Photo by Koji Sato]

The number of airports and ports that were constructed or

rehabilitated with JICA’s cooperation between fiscal 2007 and 2011
(five years). This includes support
for Noi Bai International Airport in
Viet Nam, Mombassa Port in
Kenya, and Kabul International
Airport in Afghanistan.

Sri Lanka: Port of Colombo North Pier Development

Project [Photo by Shinichi Kuno]

The number of vaccine doses given

to infants and small children thus far
in 64 countries. In addition, JICA has
constructed or rehabilitated 1,391
healthcare facilities in 54 countries.
Mali: Le projet de renforcement du système de vaccination

JICA at a Glance
JICA Activities in Numbers

2
The number of eligible voters in countries that have received election
assistance from JICA. Since 2000, JICA has provided cooperation for the
elections of 14 countries by sending experts and providing training.
Elections took place in Egypt. [Photo by Shinichi Kuno]

The number of elementary and junior high school classrooms

established in 47 countries since the 1980s. About 2.1 million
children have studied in these
classrooms and training has
been provided to as many as
approximately 200,000 teachers.
The number of countries that have received support Benin: Projet de Construction des Ecoles
from JICA for peacebuilding. In fiscal 2011, JICA Primaires

contributed to the promotion of peace and prevention

of conflicts in 31 post-conflict and conflict-affected
countries.
South Sudan: Project for Improvement of Basic Skills and Vocational Training in
Southern Sudan Phase 2 [Photo by Shinichi Kuno]

Soybean production has increased from 430,000 tons in 1975

to 16.6 million tons by the agricultural development of Brazil’s
The number of people who were supplied with safe tropical savannah (the Cerrado) through a joint program of
water during the past five years due to wells and Japan and Brazil. Further-
other water supply facilities constructed in 48 more, this experience will
countries. JICA also trained 14,000 water supply be extremely valuable for
engineers during this period. agricultural development
of the tropical savannah
in Mozambique, a project
conducted jointly by
Japan and Brazil.
The Cerrado region of Brazil

Cambodia: Capacity Building for Water Supply System in

Cambodia [Photo by Kenshiro Imamura]

3
 HIGHLIGHTS 2011 Key Topics from Fiscal 2011

March 2011~
Providing Lodging and Assistance for Overseas Disaster Relief Teams
and Conducting Reconstruction Seminars
The Great East Japan Earthquake that
occurred in the Tohoku region of Japan inflicted
enormous damage on many areas of East Japan.
With its long record of providing assistance to
developing countries through ODA and other
measures, over 160 grateful countries around the
world extended aid to Japan after the disaster.
As an emergency response, JICA opened up
the JICA Nihonmatsu Volunteer Training Center,
50km from Fukushima Daiichi Nuclear Power
Station, as a temporary evacuation shelter,
accepting about 450 disaster victims. JICA also
provided lodgings for the disaster relief teams of
other countries and cooperated with their
activities.
In addition, in gratitude for the world’s
generous assistance during the disaster, JICA
established reconstruction and disaster
prevention and management related training
courses and seminars to utilize Japan’s
experiences from the disaster, bringing
approximately 1,000 people from developing
countries to participate in the training.
The head of Indonesia’s Sub Directorate/ Protection and Empowerment of IDPs of the National Disaster
Related article Management Agency listens intently to an explanation of the damage caused by the tsunami in the Great
East Japan Earthquake disaster. Indonesia also suffered tremendous damage from a tsunami caused by a
Page 97, Page 156
major earthquake that occurred off the coast of Sumatra in December 2004.

August 2011 October 2011~

Collaboration with Gates Foundation to Promote
the Eradication of Poliomyelitis in Pakistan
JICA signed an ODA Loan agreement
with the Government of Pakistan to provide
a loan of up to 4,993 million yen to
assistance for the Project for the Eradication
of Poliomyelitis. Along with Afghanistan and
Nigeria, Pakistan is one of the last three
countries in the world where polio is still
being transmitted among the population.
Using the loan, the Government of Pakistan
plans to vaccinate children under the age of
five with the goal of eradicating the disease.
The project uses an innovative financing
Comprehensive Assistance
for Flood Disaster
approach referred to as a
in Thailand
“Loan Conversion” mechanism, which has —From Emergency Relief to
drawn a great deal of attention worldwide. Medium- to Long-term Assistance
Under the mechanism, the Bill & Melinda
Gates Foundation will repay the loan on
behalf of the Pakistani government if the
project is successfully implemented.
Related article
Page 9
JICA website→“News,”August 15
and 18, 2011 press releases

Sadako Ogata, the then
President of JICA, and
Gates Foundation co-chair
Bill Gates signing a
strategic partnership
agreement to ensure
continued progress in the
fight against polio
Thai Prime Minister Yingluck Shinawatra (left) and
JICA Visiting Senior Advisor Kimio Takeya (right)
exchange opinions on flood control measures.
Senior Advisor Takeya is the only foreigner serving
on the Thai government’s Strategic Committee for
Water Resources Management.
（Courtesy of Metropolitan Waterworks Authority,
Thailand）

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April 2011~
Promoting Public-Private Partnership
(PPP) under Japan’s New Growth Strategy
Guided by the New Growth Strategy approved by the Japanese
government’s Cabinet, JICA is leveraging Japan’s technology as an
effective tool for resolving the development issues of developing
countries. The goal of JICA’s actions under the strategy is the
mutual prosperity of developed and developing nations. To further
step up its efforts in fiscal 2011, JICA concluded a loan agreement
and an investment agreement for overseas investment projects and
experimentally commenced surveys regarding promoting
partnerships with small to medium-sized enterprises.
JICA also took proactive action in other areas. It conducted
Preparatory Surveys to formulate business plans for PPP
infrastructure projects proposed by the private sector and
Preparatory Surveys for formulating
Related article
measures to promote collaboration with
Page 132-133
Base of the Pyramid (BOP) business.
July 2011
JICA Continues to Provide South Sudan
Assistance after Independence
Directly after the 2005 Comprehensive Peace
Agreement in Sudan, JICA set up a field office in what was
then Southern Sudan and began providing assistance. JICA
stepped up its efforts after the region became the Republic
of South Sudan in July 2011, strengthening assistance in
such areas as increasing the capacity of the government
and building infrastructure in an effort to consolidate the
peace. The field office established in 2006, just a tent at the
time, steadily expanded and after South Sudan
independence officially became the JICA South Sudan
Office. Going forward, JICA is seeking to explore
cooperation with Japan’s Self-Defense Forces participating
in the United Nations Mission in the Republic of South
Sudan (UNMISS) and with construction efforts in the
infrastructure field, assisting with the development of the
new country and the consolidation of the peace.
Related article
JICA website →“Countries,”South Sudan

The Juba River Port was

In collaboration with Terumo established in 2007 with
Corporation, JICA invited JICA cooperation.
Mexican physicians to Japan, Currently, JICA is
conducting the first PPP continuing to provide
training course in medical assistance to increase the
treatment using the method of capacity of the port system
inserting catheters in the and to further extend the
patient’s wrist. jetty with Grant Aid.

December 2011
JICA Bonds: The First Issuance of Retail Bonds
In 2011, the Kingdom of Thailand was struck by to Individual Investors
massive flooding on a scale seen only once every
100 years. Approximately 18,000 square kilometers In December 2011, JICA issued a yen-denominated retail bond, becoming
were inundated, including industrial zones and the first government organization to issue retail bonds to individual investors.
agricultural areas. Since many local Japanese Investment in this JICA bond enables individuals to contribute to solutions to
companies also suffered damage, the flooding had a global issues, such as the development of the economies and societies of
serious impact not only on Thailand’s economy, but developing countries and climate change.
also on Japan’s economy. In conjunction with the issue of the Related article
To provide flood countermeasure assistance and retail bond, JICA held a seminar in Tokyo JICA website →“News,”
December 5, 2011
also contribute to the activities of Japanese local to familiarize potential investors with news from the field
companies, JICA quickly conducted a needs survey, JICA’s activities.
provided emergency supplies and dispatched Japan
Disaster Relief (JDR) expert teams. In addition, JICA
provided comprehensive cooperation with such
measures as the formulation of a medium- to
long-term flood management plan (master plan for
Chao Phraya River Basin in view of utilization of
water and flood control) that was praised by Thai
government offices at such venues as the
Japan-Thailand Prime Ministers Summit.

Related article
Page 15, Page 139
About 250 retail investors attended the seminar.

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 South Sudan: Livelihood Development in and around Juba for Sustainable Peace and Development [Photo by Shinichi Kuno]

Special Feature
Japan and the World
—Searching for Solutions to Common Issues 8
Requirements for Japan to Grow and Develop Along with the Rest of the World
ODA’s Strategy for the Globalization Age ･･････････････････ 9

International Assistance Trends and Japan ･･･････････････ 11

Contents
Foreword ･････････････････････････････････････････････････････････ 1

JICA at a Glance ･････････････････････････････････････････････････ 2

HIGHLIGHTS 2011 ･･･････････････････････････････････････････････ 4

Contents ･･････････････････････････････････････････････････････････ 6

Cover photos, from left, are from the following project sites.
Myanmar: Project for Strengthening of Child Centered Approach Phase 2
Bolivia: El Proyecto de Desarrollo de Aguas Subterraneas en las Areas Rurales (Fase III) Program Goals and Overview
Nepal: A class on trash recycling and other environmental subjects [Photo by Koji Sato]
Kenya: Strengthening Mathematics and Science Education (SMASE)
Japan’s ODA ･････････････････････････････････････････････････････ 18

Back cover photo An Overview of JICA’s Programs ････････････････････････････ 21

Bangladesh: Jamuna Multipurpose Bridge Project (ODA Loan) [Photo by Mika Tanimoto]
JICA’s Path for Development Activities ･････････････････････ 24

6
Concrete Initiatives of JICA’s Programs in Fiscal 2011
Region-Specific Activities and Initiatives
Southeast Asia ･･････････････････････････････････････････････････
East Asia ･･････････････････････････････････････････････････････････
Central Asia and the Caucasus･･･････････････････････････････
South Asia ････････････････････････････････････････････････････････
Middle East･･･････････････････････････････････････････････････････
Africa ･･････････････････････････････････････････････････････････････
Central America and the Caribbean ･････････････････････････
South America ･･･････････････････････････････････････････････････
The Pacific ･･･････････････････････････････････････････････････････
Europe･････････････････････････････････････････････････････････････
Nan-pro: We cannot overlook 5.5 billion people
Efforts from the Second Year ･･･････ 112
Implementation System
Cooperation Modality
Technical Cooperation ･････････････････････････････････････････ 114
Science and Technology Cooperation on Global Issues････････ 115
ODA Loan and Private Sector Investment Finance ･･･････ 116
Grant Aid ･･････････････････････････････････････････････････････････ 118
Follow-up Cooperation･････････････････････････････････････････ 120
JICA’s Training and Dialogue Programs ････････････････････ 122
JICA-Net ･･････････････････････････････････････････････････････････ 124
Japan Centers ･･･････････････････････････････････････････････････ 125
Volunteer Programs ････････････････････････････････････････････ 126
Citizen Participatory Cooperation ････････････････････････････ 128
Partnerships with NGOs and Other Organizations ････････ 130
Public-Private Partnerships ･･･････････････････････････････････ 132
Support for Japanese Emigrants and Their Descendants ･････ 134
Securing and Training Human Resources ･････････････････ 136
Emergency Disaster Relief ････････････････････････････････････ 138
Enhancing Development Partnerships･･････････････････････ 140
Data and Information
History of JICA ･･･････････････････････････････････････････････････ 158
Organization Chart ･･････････････････････････････････････････････ 160
Executive Officers and Auditors･･････････････････････････････ 161
Budget ････････････････････････････････････････････････････････････ 162
JICA’s Mid-term Plan/Annual Plan ･･････････････････････････ 163
Statistics on Program Results ････････････････････････････････ 176
Issue-Specific Activities and Initiatives
26 Millennium Development Goals (MDGs) ････････････････････ 66
32 Economic Infrastructure Development ･････････････････････ 68
34 Public Policy ･････････････････････････････････････････････････････ 74
36 Gender Mainstreaming ････････････････････････････････････････ 80
42 Peacebuilding････････････････････････････････････････････････････ 82
46 Poverty Reduction ･･････････････････････････････････････････････ 84
52 Human Development ･･･････････････････････････････････････････ 86
56 Global Environment ･････････････････････････････････････････････ 92
60 Rural Development ･････････････････････････････････････････････ 98
64 Industrial Development ････････････････････････････････････････ 104
Research･･････････････････････････････････････････････････････････ 110
Operation, Management and Evaluation
Public Relations Activities･････････････････････････････････････ 142
Information Disclosure ･････････････････････････････････････････ 144
Compliance･･･････････････････････････････････････････････････････ 145
Guidelines for Environmental and Social Considerations ･･････ 146
Risk Management of ODA Loan Account ･･･････････････････ 150
Safety Management Operations Conducted Overseas ･････････ 151
Performance Evaluation System ･････････････････････････････ 152
Operations Evaluation System ･･･････････････････････････････ 153
Efforts to Improve Operations ････････････････････････････････ 154
Efforts toward ISO Certification ･･････････････････････････････ 155
Response to the Great East Japan Earthquake/Tsunami ･･････ 156
Financial Statements･･･････････････････････････････････････････ 208
Financial Conditions ････････････････････････････････････････････ 224
Domestic and Overseas Offices ･･････････････････････････････ 232
Glossary･･･････････････････････････････････････････････････････････ 234
Index of Case Studies ･･････････････････････････････････････････ 236
7
 Special
Bolivia: Children at the experimental farm of the Yapacani City Agricultural Promotion Center (Photo by Fernando Javier Cuellar Otero)

Feature

Japan and the World

—Searching for Solutions
to Common Issues
Requirements for Japan to Grow and Develop Along with
the Rest of the World
While the advance of globalization has led to greater economic activity around the world, it has also raised
issues that cannot be handled by individual countries or regions alone. Examples include widening of the
income gap and the instantaneous overflow of local economic and financial crises onto the global stage. In
2011, the Great East Japan Earthquake disaster and the flooding in Thailand had a tremendous impact on
global manufacturing sectors dependent on Japanese corporations—natural disasters and environmental
problems are global issues.
Finding solutions to these issues requires breaking out of the previous framework that had developed
countries playing the central role to cooperate with emerging and developing countries. As a member of the
international community, finding solutions to these global issues is important to Japan. Leveraging its record
in this field and deepening its collaboration with countries around the world, Japan will utilize its knowledge
and technology to grow and develop along with the rest of the world.

8
 not only have high
1. ODA’s Strategy for the Globalization Age economic growth rates,
but high performing
Impact of Globalization on Achieving MDGs policies and systems.
In contrast, the

Special Feature
Through the UN’s Millennium Declaration, the international countries that have
community defined a set of Millennium Development Goals fallen behind in MDGs
(MDGs) in 2000. With a target achievement date of 2015, the programs are countries
MDGs are eight specific goals that aim to eradicate extreme with low economic
poverty and hunger; achieve universal primary education; growth and fragile
promote gender equality and empower women; reduce child government policies
mortality; improve maternal health; combat HIV/AIDS, malaria, and systems. Moreover,
and other diseases; ensure environmental sustainability; and they are often dealing
In the Palestinian Authority, JICA is providing
develop a global partnership for development. with serious conflicts assistance with improving maternal and child
More than ten years have passed, and results of the within their borders or health. It is distributing maternal and child health

Program Goals and

notebooks to Palestine refugees at Aqabat Jaber
cooperative efforts of the international community are with other countries. refugees camp. (Photo by Kenshiro Imamura)

emerging. The World Bank reports that approximately two
thirds of developing countries are within reach of meeting the
MDGs. Among the countries on track, many are emerging
countries from Asia and other regions. They are countries that
Overview
Regionally, Africa is
relatively behind in the drive to achieve the MDGs.
One of the forces that has had a positive impact on such
efforts to achieve the MDGs is the progress of globalization. It

Case Study Pakistan Polio Eradication Project

After Elimination of Smallpox, Partnership with Gates Foundation on Poliomyelitis

Concrete Initiatives
In August 2011, JICA signed an approximately ¥5.0 billion ODA loan agreement with adopts an innovative financing approach that
Pakistan, a country where polio continues to be transmitted among the population. The the Gates Foundation will repay the loan on
loan is being used to fund polio campaigns to eliminate polio virus in that country by the Pakistani government’s behalf if the
vaccinating children under the age of five. This new form of assistance is epoch-making campaign is successfully implemented. The
because the Bill & Melinda Gates Foundation (the Gates Foundation) will repay the loan on approach provides an incentive for the
the Pakistani government’s behalf if the campaign is successfully implemented. Pakistani government to implement the
campaign while avoiding a financial burden
There were four countries in the world where Foundation to address major global issues for the activities—making it possible to
polio continues to be transmitted— over a five-year period, with the first project move ahead with an effective polio
Afghanistan, Nigeria, India, and Pakistan. being this collaboration for polio eradication campaign. The third is that the project is
However, as of January 2012, India has in Pakistan. JICA is utilizing its strong being implemented with the cooperation of
reported no new reported case of polio for a relationship with the recipient country in multiple development partners, such as the

Implementation System
year. India is no longer on the list. Following providing aid and its valuable on-the-ground World Bank for co-financing as well as
the world successful eradication of smallpox experience to play a catalyzing role in the UNICEF for vaccine procurement and the
declared in 1980, the global effort to relationship between Pakistan and the Gates World Health Organization (WHO) for service
eradicate polio is reaching its final stage. Foundation. The second is that the project delivery of the polio campaign.
However, recent floods and the migration of
the population in Pakistan have resulted in
large increase of reported cases. The
P a k i st a n i g o v e r n m e n t a n n o u n c e d th e
National Emergency Action Plan 2011 for
Polio Eradication to kick off a nationwide
effort to eliminate polio virus.
Since the 1990s, Japan has cooperated
with United Nations Children's Fund (UNICEF)
through its Grant Aid projects for procuring
Data and Information

polio vaccine. This time, JICA has scaled up

its assistance with ODA loans to implement
polio campaigns to support measures being
taken by the Pakistani government to
eradicate polio.
The project has three special features.
Th e f i r s t i s t h e c olla b o ra tio n with a n
emerging private donor, the Gates
Foundation. In August 2011, JICA signed a
strategic partnership with the Gates Oral vaccination of children in Pakistan

9
 has made it easy to move people, goods, funds, information
and other resources around the world, bringing many benefits,
such as more efficient economies and lifestyles. Conversely,
globalization has bred intense international competition, raising
concerns of a widening income gap in countries with weak
social and economic infrastructure. Soaring global prices have
exerted great pressure on the fiscal finances and economies of
countries lacking in natural resources, energy or food supplies.
Even emerging countries frequently experience economic
slumps because of global economic trends. Among recent
examples, there was the jump in oil prices in 2004, soaring
grain prices in 2007, the worldwide economic recession in
2008, and the most recent economic crisis in Europe. It seems
the world is continually fighting off major crises.
Furthermore, countries are dealing with issues that mutually
affect various countries. These issues include global risk
factors, such as climate change, food supply, and major
disasters as well as cross-border issues, such as infectious
diseases and international crime.
Toward Inclusive Development through
World Cooperation
These worldwide issues can cast a dark shadow on people’s
lives. This effect is particularly noticeable in those classes of
the population that are socially and economically vulnerable,
resulting in a widening of the income gap further. The political
revolution that occurred in the Arab world in 2011—the so-
called Arab Spring—is said to have been spiked by the
international rise in food prices that fueled people’s growing
anxiety over living conditions. Included in this background were
high unemployment among the young and the well-educated
and repressive political systems. People’s dissatisfaction with
their political systems suddenly surfaced because of an
expanding income gap driven by globalization and rapid
economic growth.
The turmoil in the Middle East not only effects world peace
and security, it also poses a major problem for Japan, which
depends on the Middle East for approximately 80% of its
Egyptians gathering in Cairo’s Tahrir Square (Liberation Square), the stronghold of the
democratic movement
10
imported oil. In addition, the same type of issues are developing
within countries in Africa, Asia, South America, and other
regions, accelerating political and economic crises.
To avoid and overcome these crises, it is essential that the
countries of the world cooperate in controlling the negative
aspects of globalization while aiming to maintain sustainable
growth. The world must assist underdeveloped and emerging
countries to provide solutions to their political, economic and
social problems and to prevent and correct the income gap. At
this point in time, the world needs to achieve inclusive
development where all the people of a country benefit from
growth.
Japan’s ODA Strategy— Assistance That Is
“Win-Win”
With its ties to many countries around the world,
globalization is truly a blessing for Japan.
Japan depends on other countries for approximately 96% of
its natural resources and energy and about 60% of its food.
Japanese companies not only export industrial products, but
also have made extensive direct overseas investments to
increase their proportions of overseas production. Moreover,
Japanese companies have proceeded aggressively with
international division of labor in their operation, such as
procuring parts abroad rather than domestically. Through this
process, Japanese companies’ economic ties with other
countries around the world are becoming increasingly stronger.
Quite simply, global political, social, and economic stability is
essential for Japan because global economic trends directly
affect its economy, which is so closely interlinked with other
countries.
With these circumstances in mind, Japan has focused its
ODA strategy on building win-win relationships with
development partners. It does so through cooperation that takes
advantage of Japan’s technology capabilities and knowledge.
For example, the global demand-supply balance for natural
resources and energy is under pressure from the high economic
growth of emerging countries. Maintaining the stability of that
balance is an extremely important issue to ensure Japan’s
security and growth. At the same time, the export of natural
resources is an important source of foreign currency for
developing countries with natural resources. However,
developing those resources requires investment in mining and
oil and gas field development in conjunction with supplying
electric power and building infrastructure, such as roads,
railway, and harbors.
Here in lies an extremely significance aspect of Japan’s
development cooperation. JICA has continued to provide
assistance that contributes to stable supplies of natural
resources for Japan. In the past, JICA has provided ODA loans
for the building of roads, railways, harbors, and electric power
facilities required for the development of iron ore mining
operations in Brazil. It has also cooperated in planning the
construction of a geothermal electric power facility for mining
 Nacala harbor, a necessary port for the Nacala Corridor that
links the east coast of Africa with the inland. JICA has also
worked with countries in the Mekong river basin of Indochina, a
promising investment area for Japanese companies, to provide
“win-win” assistance. Its projects in this region have included

Special Feature
building social infrastructure, promoting regional and economic
development, and the nurturing of human resources, such as
technicians and skilled workers.

2. International Assistance Trends and Japan

Partnerships for Developing and Growing

Port of Colombo North Pier Development Project (1) in Sri Lanka Along with the Rest of the World

Program Goals and

development in Bolivia. It has pursued assistance that enables With globalization spreading throughout the world, it has

Overview
the effective development of natural resources by developing become difficult for Japan to grow on its own. In today’s world,
countries, such as aid for building facilities for Mozambique’s the world must grow in order for Japan to grow.

Case Study Malawi Project for Establishment of Integrated Geographic Information System
(GIS) Database for Mineral Resources
Providing Assistance with Geological and Mineral Resource Information and Capabilities
Development through Public-Private Partnership
Malawi has abundant mineral resources, including rare earth and other precious providing assistance with the collection,

Concrete Initiatives
minerals. However, the government is lacking in basic geological and mineral resource processing, and analysis of geological data
information and has limited human resources with analytical skills. Therefore, the Malawi using remote sensing; establishment of a GIS,
government appealed to Japan for assistance. and enhancing the capabilities of GSD.
As of March 2012, JICA commenced assistance with developing geological and mineral Through information exchanges between the
resource information and enhancing the capabilities of the relevant government Japan Oil, Gas and Metals National Corporation,
organization. JOGMEC’s Botswana Remote Sensing Center
and other stations, the team built an
The plentiful mineral resource potential of In particular, it is essential to have a sufficient information base with the goal of sparking
Malawi has drawn international interest. In geological information system (GIS) at the greater promotion of investment in the
recognition, the government of Malawi has initial stage of mine development—mineral development of the mineral resources of
considered the promotion of the mining sector deposit exploration. Unfortunately, the Malawi.
as a top priority for achieving sustainable Geological Survey Department (GSD) of the JICA’s future approach to natural resource
economic growth. Malawi Ministry of Natural Resources, Energy development will require keeping in mind the

However, mining development requires a
broad range of technology. Mining utilizes
various technologies for mineral deposit
exploration, for extraction and processing, for
refining, and for recycling. It also involves
environmental protection technologies for
mining pollution prevention and other issues.
and Environment does not have any electronic
data on geological formations with the
exception of some digitized old geological
maps from the British colony era. Moreover,
there is a lack of adequate staff and skills to
update and maintain the information.
To fill this gap, in 2012, JICA started
Implementation System
possibility of public and private sector
collaboration. It will endeavor to put together
comprehensive packages of development
assistance that will contribute to the
development of the mining business in the
partner country and ensure a stable supply of
natural resources for Japan.
Data and Information

Scene from the first day of a local training seminar on remote sensing theory and Initiating spectral measurement of rock mid-way through the local training seminar at
other topics the request of counterparts that have become accustom to the technology

11
 Entering the 2000s, Japan, the United States, and other
developed countries suffered from stagnant economic growth,
while emerging countries, such as China, enjoyed robust
growth. However, when Japanese companies began to develop
their businesses locally in these rapidly growing countries, they
faced many difficulties and risks. These countries still had a
lack of adequate infrastructure, such as water and electric
power supply and transportation, as well as insufficient skilled
labor pools and legal frameworks.
Solving these issues in developing countries through ODA
and assisting with the development of stable societies and
economies has contributed to the promotion of foreign
investment by the private sector, including Japanese
companies. This is expected to be of great benefit to
development and led to sustainable growth in developing
countries through the creation of jobs, increased trade, and the
transfer of technology and knowledge from the private sector.
The point that needs to be made here concerns the MDGs
“develop a global partnership for development.” In the past,
assistance for developing countries was primarily carried out by
developed countries through ODA. However, in the past 10
years, conditions have changed substantially.
Consider the development assistance provided by the
Development Assistance Committee (DAC) member countries of
the Organisation for Economic Co-operation and Development
(OECD), an organization comprised of developed countries.
During the period from 1995 to 1998, DAC accounted for more
than 80% of the assistance provided developing countries.
However, during the period from 2005 to 2008, this figure had
dropped to 56%. In contrast, the assistance expenditures of the
private sector and OECD countries other than DAC member
countries increased from 18% to 38%. As new development
assistance donors, emerging countries and the private sector
are playing a much more significant role.
This trend can lead to more effective assistance for
developing countries. The world needs to encourage these
activities and recognize the roles of the various players in the
development of these countries as well as strengthening broad-
ranging cooperation and partnerships.
Growing South-South and Triangular
Cooperation
In recent years, China, India, Brazil and other emerging
countries have actively been providing development assistance
(South-South cooperation) from the perspective of being
developing countries themselves. Their development assistance
has been highly independent and has taken a different track
than the assistance provided by developed countries (South-
North cooperation).
JICA assists South-South cooperation because it finds the
fact that developing countries are mutually deepening their ties
by helping each other achieve independent development highly
significant. Further advancing this format, JICA is also
collaborating widely in triangular cooperation, where developed
12
Japan-Brazil-Mozambique Triangular-Cooperation-based African Tropical Savannah
Agricultural Development Program (ProSAVANA-JBM): Running multiple area
cultivation trials in the Nacala Development Corridor in Mozambique
countries, international institutions, and developing countries
work together to provide development assistance. In ASEAN
countries, governments are proceeding with the Initiative for
ASEAN Integration to redress intra-regional gaps. JICA is
providing assistance to the region by promoting South-South
cooperation as a tool for more developed ASEAN countries to
offer aid to their less developed neighbors.
This new type of framework for partnerships is being utilized
globally to address global environmental and food supply issues
as well.
New developments in South-South and triangular
cooperation were explored at the Fourth High-Level Forum on
Aid Effectiveness (HLF4) in Busan, Republic of Korea in
November 2011.
At the Busan High-Level Forum, cabinet-level representatives
of developed countries, emerging countries, and developing
countries and of NGOs and other organizations got together
under one roof to discuss effective development assistance,
resulting in a Busan Partnership Document as the outcome
document that was ratified even by the emerging countries. In
addition to the principals of ownership, mutual accountability,
and results put forward in the Paris Declaration on Aid
Effectiveness at the second High-Level Form (2005) and in the
Accra Agenda for Action at the third High-Level Forum (2008),
the Busan High-Level Form verified the importance of wide-
ranging cooperation such as South-South cooperation,
triangular cooperation, private sector partnerships and
cooperation with climate change finance organizations.
Going forward, JICA will strengthen its cooperative ties with
assistance organizations in the United States and Europe and
international organizations. At the same time, JICA will aim to
further reinforce its cooperative relationships with new
emerging country donor, seeking to contribute to the
international community through effective assistance through
South-South and triangular cooperation.
 Converting to Green Economies
Global environmental problems are issues common to the
entire world.
In June 2012, the United Nations Conference on Sustainable

Special Feature
Development (Rio + 20) was held in Rio de Janeiro, Brazil. In
1992, the United Nations Conference on Environment and
Development (Earth Summit) was also held in Rio de Janeiro.
Representatives of 172 countries attended the Earth Summit,
producing the Rio Declaration on Environment and Development
that created a worldwide partnership aimed at achieving
sustainable development. The Earth Summit also formulated
the Framework Convention on Climate Change and the
Convention on Biological Diversity, marking the start of a new The forests are shrinking in the Kyrgyz Republic. In order to pursue joint forest
management, JICA is providing assistance with developing the capabilities of forest
international trend regarding environmental issues.

Program Goals and

caretakers through practical experience and with building a forest management
The Framework Convention on Climate Change became system.

Overview
effective in 1994. At the third meeting of the Conference of the
Parties (COP3) held in 1997 at Kyoto, Japan, participants reduction goals for developed countries. Work also continues
adopted the Kyoto Protocol, which set greenhouse emissions on the Convention on Biological Diversity, which was addressed

Case Study Project for the Strengthening of the Utilization of Indonesia-Japan Economic
Partnership Agreement (IJEPA)
Providing Assistance for Application of a Bilateral Economic Partnership Agreement
(EPA) in a Developing Country for the First Time

Concrete Initiatives
In August 2007, Japan and Indonesia concluded an Indonesia-Japan Economic With the cooperation of Japan Customs,
Partnership Agreement (IJEPA), which went into effect on July 1, 2008. JICA is also sending Japanese customs
IJEPA was the first bilateral trade agreement formed by Indonesia. JICA has studied officials to work with the persons in charge of
cases of use of the certificate of origin (COO)-based preferential tax system under IJEPA IJEPA-COO-based trade development affairs
and their economic benefits. The results are being applied to promoting greater use of the in local governments as short-term experts.
system by companies in Indonesia and assistance provided for the development of human The customs officers give seminars on the
resources to appropriately use the system. Indonesia trade managers by providing
specific examples of problems that occurred
In addition to achieving free and smooth municipal government organizations, JICA in the past and encourage improvement by
trade in goods and services, Japan concludes experts visited companies using the IJEPA- pointing out the problem areas. Through this
EPAs for the purpose of increasing mutual COO system to survey their use of the system process, JICA is helping develop the
collaboration between countries in a wide and to provide information to assist with necessary human resources to enable

Implementation System
range of economics-related areas. Examples solutions to problems and issues. JICA is also companies from both countries to utilize the
include the smooth exchange of personnel actively sharing and utilizing this information system without problem.
and the establishment of investment rules and at seminars and other events in other regions.
intellectual property systems. The hope
behind the conclusion of EPAs is that they will
promote further trade and economic
development.
To ensure the success of IJEPA, it is
important that Indonesia fully realizes that the
trade structures of Japan and Indonesia are
mutually complementary and that application
of the IJEPA will have positive benefits for
Indonesia’s economy.
JICA’s projects include 1) a study and
analysis of cases of use of the COO-based
Data and Information

preferential tax system under JIEPA and their

economic benefits, 2) promotion of greater
utilization of the system by companies in
Indonesia and 3) conducting a variety of
activities focused mainly on the development
of human resources in government-related
IJEPA-COO training seminar being held in Indonesia with invited Japan Customs staff. The participants in the
organizations to enable appropriately use of seminar were staff from local government organizations in charge of COO-based trade development and
the system. representatives of local export-related companies that use the COO system (March 19, 2012, Surabaya, East Java
For example, together with staff from Province).

13
 at the tenth meeting of the Conference of the Parties (COP10)
held in 2010 at Nagoya, Japan.
Twenty years after the Earth Summit, Rio + 20 focused on
the two major themes of “How to build a green economy to
achieve sustainable development and lift people out of poverty,
including support for developing countries that will allow them
to find a green path for development” and “How to improve
international coordination for sustainable development by
building an institutional framework.” Reflecting on the
measures implemented thus far regarding sustainable
development, the conference looked at ways to achieve further
progress in initiatives and activities.
Global environmental issues previously were only the
concern of developed countries. However, as evidenced by
China becoming the largest producer of carbon dioxide, a
greenhouse gas, without including emerging countries where
industrialization is progressing rapidly, it is impossible to
proceed with any fundamental measures. It can be said that the
theme of addressing air and water pollution and waste and
other issues must be considered on a global scale to be
effective.
The same is true of the biodiversity issue.
A low carbon development project in Malaysia provides a
good example of joint assistance provided by JICA and the
Japan Science and Technology Agency (JST) through the
Science and Technology Research Partnership for Sustainable
Development (SATREPS) program. In this project, Kyoto
University, the National Institute for Environmental Studies,
Okayama University are collaborating with the University of
Technology, Malaysia (UTM) and the Iskandar Regional
Development Authority (IRDA) to develop a low-carbon society
scenario for the Iskandar region of Johor, which is undergoing
large-scale industrial development. The goal of the project is to
achieve results that can be used as a role model for other
regions in Asia dealing with similar issues.
Based on the themes of natural conservation, environmental
management, water resources, disaster prevention and
Trainees participating in the JICA Tsunami Disaster Prevention and Management
Course visit an area in Ofunato City, Iwate Prefecture that was devastated by the Great
East Japan Earthquake. The trainees are questioning a local resident (center) about
current conditions in the area. The trainees are expected to return to Indonesia,
Malaysia and Peru and play a central role in their country’s tsunami countermeasures
organization in future.
14
management, climate change, and preserving biodiversity, JICA
is involved in a wide range of initiatives to achieve sustainable
use of natural resources by local people, and to encourage
Capacity Development for environmental management.
Disaster Prevention As a Common Global
Issue
Natural disasters pose a major problem for the world.
Earthquakes, floods, draught and other natural disasters
cause loss of human life and property. They also have a large
impact on people’s dignity, livelihood and on past development
efforts, obstructing the sustainable development of society. In
this sense, measures to prevent and manage disasters can be
said to have great significance in terms of ensuring the security
of humanity. Many developing countries, particularly least
developed countries, are located in regions of the world prone
to large-scale disasters. It has been pointed out that when
large-scale disasters occur, the costs in human lives is greater
in least developed countries compared with developed
countries. Among the reasons for the higher casualty rate
besides physical location are a lack of funds to implement
measures to deal with the disaster, the characteristic high
population growth in these countries, insufficient capabilities of
governments to handle such situations, a lack of technology,
and inadequate knowledge and information about disaster
prevention and management among citizens.
Nevertheless, disasters can strike anywhere. The Great East
Japan Earthquake disaster that happened in Japan as the result
of an earthquake off the coast of the Tohoku region of Japan on
March 11, 2011 is a case in point. A wide section of the Pacific
coast of the Tohoku region was struck by tsunami, damaging a
nuclear power facility and causing enormous loss in human
lives and property. More than one year after the disaster, Japan
is still working as a nation to achieve an early recovery in the
disaster-struck region in terms of people’s lives and economic
activity.
In the disaster, many factories that produce components
essential to automobiles, electronics products, and other
manufacturing industries around the world were damaged. The
resulting disruption of the supply chain had a major impact on
the global economy. The flooding in Thailand in 2011 produced
a similar reaction. Clearly, disaster prevention and management
is not just an issue for Japan, it is a common global issue.
Japan is frequently visited with many natural disasters,
including earthquakes, typhoons, landslides and volcanic
eruptions. As a result, the country has accumulated a great deal
of experience with disaster prevention and management and
effecting quick recoveries from disasters. Despite this
experience, the unforeseen scale of the Great East Japan
Earthquake disaster caused extensive damage. Including this
experience, Japan’s natural disaster measures and experience
and capability in rebuilding can be used to help deal with
disasters in other countries. During the flooding in Thailand,
JICA quickly provided assistance. Utilizing Japan’s technology
and knowledge of disaster prevention and management and its
experience with international cooperation to assist disaster-
stricken countries is one way for the country to give back to the
international community and can lead to substantial
contributions to the world.
JICA is placing high expectations on greater collaboration
through diverse partnerships as being one of the key elements
for the Post-2015 era. Through broad ranging collaboration with
emerging country donors, the new stakeholders in international
assistance; domestic and foreign private sector companies;

Post 2015, Greater Collaboration with
Diverse Partners
Only three years away, the 2015 target date for MDGs is fast
approaching.
Currently, Japan’s government and those of other countries
and related institutions are reviewing the progress made with
MDGs and remaining issues. At the same time, these bodies
are beginning a dialogue on pressing development issues for
Special Feature
public organizations; universities; and NGOs and other civil
society organizations, JICA will aim to achieve effective
assistance programs.
In June 2011, JICA participated in discussions about
emerging development issues with China, Korea, Thailand, and
others at the Second Asian Development Forum. The forum
expressed high expectations for achieving even better results
with assistance programs, including triangular cooperation, for
least developed ASEAN countries and African countries by
leveraging the experiences and records of Asian countries that

Program Goals and

the international community after 2015 and new shared goals. have achieved great success partially with the help of Japan’s

Within this process, JICA is proceeding with the discussions
for establishing a post-2015 international development agenda
with Japan’s government, and examining specific contribution
measures. It is basing its deliberations on its previous
assistance experiences and on-the-ground knowledge of
projects, taking into consideration changes in the environment
of developing countries.
Overview
development assistance.
JICA already has a record with assistance to triangular
cooperation projects. In partnership with Brazil, JICA is
providing agriculture-related assistance to Mozambique in
Africa. Through a partnership with India, JICA is assisting with
the capacity development of African engineers for roads,
railways, and other infrastructure. Moreover, with the Technical

Case Study Thailand Assistance for Post-Flooding Restoration Strategy

Concrete Initiatives
Creating a Master Plan of Flooding and Flood Control Measures
The rainfall during Thailand’s monsoon season in Thailand in 2011 was unusually Other contributors were the University of
heavy, with the Chao Phraya river basin and many other rivers overflowing and causing Tokyo, the Ministry of Land, Infrastructure,
substantial damage. Among other aid, JICA sent Thailand emergency supplies and expert Transport and Tourism, the Ministry of
teams for drain pump vehicle, contributing to a quick recovery [ See the case study on Economy, Trade and Industry, the International
page 139]. Centre for Water Hazard and Risk Management
Furthermore, in response to the government of Thailand’s flood recovery plan, JICA also (ICHARM), the Japan Aerospace Exploration
cooperated with such medium- to long-term measures as formulating a flood control Agency (JAXA), and other related organizations.
measures master plan. JICA also is assisting with building farms and

During the 2011 monsoon season,
Thailand experienced heavy rain the likes of
which is seen only once in 100 years. The
ensuring flooding inflicted heavy damage to
an approximately 18,000 square kilometer
area, equivalent to the size of Shikoku, Japan,
encompassing residential and agricultural
areas. Because industrial areas were also
inundated, many local Japanese companies
suffered damage. The resulting interruption of
the supply chain and other consequences had
an extremely large impact not only on
Thailand’s economy, but also on Japan’s
other social infrastructure and pumping out
water from industrial zones and residential
districts.
As part of its strategic measures for
recovery from the flooding, the Thai government
formed a Strategic Committee for Water
Resources Management. The only foreigner
on the committee, JICA’s Visiting Senior
Advisor Kimio Takeya, assisted with the
formation of policies on flooding measures.
The government of Thailand revised its flood
control plans, formulating an integrated water
management plan combining such measures
Implementation System
farming communities that were more disaster
resistant and constructing infrastructure with
Grant Aid that would also contribute to
assisting local Japanese companies.
In this manner, JICA is utilizing its
experience with flooding and flood control
measures in Japan to continue to respond to
the needs of Thailand from disaster relief to
medium- to long-term assistance. JICA is
pursuing comprehensive cooperation that also
contributes to the local activities of local
Japanese companies.
Data and Information

economy. as promoting afforestation and improved

Even before the seriousness of the
flooding became evident, JICA carried out a
survey of the needs of the flooded area.
Taking into consideration the requests of the
Thai government, it sent emergency supplies
and expert teams of Japan Disaster Relief for
drain pump vehicle. JICA also quickly provided
such assistance as damage surveys of
airports, subways, water supply system, and
operations of dams, controlling man-induced
flooding in the middle sections of rivers and
constructing flood control channels to protect
necessary downstream portions in Bangkok
and other areas. In response, JICA jointly
provided assistance with the formation of a
master plan based on scientific and
engineering analyses of flood control
measures for the Chao Phraya river basin. Inspection of levee monitoring at Suvamabhumi

15
 and Vocational Training Center established in the Republic of
Senegal with assistance from JICA at the core of the program,
JICA supports South-South cooperation by working with
Senegal in offering triangular training courses to citizens of the
Democratic Republic of the Congo and other events.
JICA has also introduced new forms of partnerships, such as
the collaboration with the Gates Foundation to ensure the
smooth execution of a polio vaccination program in Pakistan.
In Japan as well, in response to the package-type overseas
infrastructure development measures put forth under Japan’s
New Growth Strategy, JICA is providing assistance on various
public-private partnership programs globally. They include the
new passenger terminal at Vietnam’s Noi Bai International
Airport in Hanoi and development studies for hydroelectric
power plants in the Republic of Turkey. Moreover, through ODA
Loans, JICA is providing assistance to India with the
construction of subways to help alleviate its congested traffic
conditions and automobile emissions pollution issues. Japan’s
advanced construction and vehicle technologies have been
highly praised by those involved with the project. Going forward,
JICA intends to provide assistances for contributions to energy
conservation and environmentally friendly overseas development
using Japan’s advanced technologies. Furthermore, JICA plans to
implement a wide-range of cooperation, including at the
grassroots level, for establishing the recycling society in
Oceania countries. That cooperation will include partnerships
with Japanese local government and civil society organizations.
JICA is also proceeding with assistance plans for Africa, which
is relatively behind in development. As the proposing country of
the Tokyo International Conference on African Development
(TICAD), Japan is committed to accelerating economic growth in
Africa. JICA is extending assistance in developing the economy of
the Nacala Corridor that links Mozambique, Malawi and Zambia.
It also is providing various assistance to promote agricultural
development and create manufacturing industries. JICA is
pursuing its assistance programs through diverse partnerships
for triangular cooperation with countries in Asia and South
America as well as South-South cooperation with African
countries.
JICA is committed to accelerating its contributions to the
achievement of the MDGs. It also will pursue more effective
assistance programs with the goal of implementing solutions to
the world’s next generation of common global issues.

Case Study Japan-India African Triangular Cooperation

Collaboration with India in Assistance for Road Construction and Maintenance in Africa
JICA and the Indian Academy of Highway Engineers (IAHE) invited practitioners in Up to this point, the joint project has held
Africa’s roads field to New Delhi, jointly holding training seminars four times since three-week road construction and maintenance
December 2011. The training seminars have attracted a great deal of attention as a new training seminars four times. The seminars
form of Japan-India triangular cooperation involving joint activities by the two countries. have been held jointly, with a total of 136
participants from 25 African nations, such as
At the Fourth Tokyo International three year under lines of credit and announced Tanzania and Uganda. During the training,
Conference on African Development (TICAD its cooperation in the building and operation Japanese experts introduced specialized
IV), Japan indicated that it was strengthening of eight Material Testing Laboratories for technology for road maintenance and safety
its assistance efforts in Africa, announcing the Highways across the continent. measures and road inspection methods using
doubling its ODA for the continent. India has JICA is building closer ties with India, which the latest equipment. On the other hand, Indian
deep historical, social, and economic ties with is increasing its presence as a new partner in instructors lectured on such topics as the
East Africa, and has been increasing its African assistance. As part of that process, partnership between the public and private
presence as an “emerging donor” and has JICA collaborated with IAHE in a joint Japan- sectors related to road construction and
steadily increased its activities in Africa since India developing country assistance (triangular maintenance.
the 1950s. In 2011 it offered $US5 billion for cooperation) project in the roads field.

Lecture on inspection methods for road structures by Japanese Japanese experts who acted as instructors and Practical training
expert trainees from Africa

16
Program Goals and Overview
Rwanda: After school, children fill receptacles with water to take home in a rural area near the capital city of Kigali. [Photo by Atsushi Shibuya]

Japan’s ODA ･･･････････････････････････････････････････ 18

An Overview of JICA’s Programs ･･････････････････ 21

JICA’s Path for Development Activities ･･･････････ 24

17
 Issue-Specific Activities and Initiatives
Japan’s ODA
1 What is ODA?
Various organizations and groups, including governments,
international organizations, non-governmental organizations
(NGOs) and private companies, carry out economic cooperation
to support socioeconomic development in developing countries.
The financial and technical assistance that governments
provide to developing countries as part of this economic
cooperation are called Official Development Assistance (ODA).
2 Types of ODA
ODA is broadly classified into two types: bilateral aid and
multilateral aid. Multilateral aid consists of financing and
financial contributions to international organizations, while
bilateral aid is provided in three forms: Technical Cooperation,
Loan Aid and Grant Aid. In addition, other schemes of bilateral
aid includes the dispatch of volunteers.
3 J I C A’s I n t e g ra t e d I m p l e m e n t a t i o n o f
Assistance Schemes
In recent years, developed countries in Europe and North
America have expanded ODA as a means of strengthening the
efforts to address global issues such as climate change and
poverty reduction. Furthermore, new donor countries including
China and the Republic of Korea have emerged. Japan,
conversely, has decreased its ODA budget as a result of its
severe financial circumstances.
In view of this international situation as well as the flow of
domestic administrative reforms, the Japanese government has
undertaken reforms that strategize ODA policies and strengthen
implementation systems with the objective of further raising the
quality of its ODA. With the aim of integra ting ODA
implementation organizations as part of these reforms,
Overseas Economic Cooperation Operations of the Japan Bank
for International Cooperation (JBIC) and Grant Aid Operations of
the Ministry of Foreign Affairs of Japan (MOFA) (excluding those
Table 1 Economic Cooperation and ODA
Economic Official Development Bilateral Aid
Cooperation Assistance (ODA)
Multilateral Aid
Export Credit
Flow of Other Official Funds
Direct Investment Financing, etc.
(OOF)
Financing to international organizations, etc.
Bank Loans
Flow of Private Funds (PF) Private Export Credit
Direct Investment
Purchase of securities and bonds of developing
NGO Grants countries and international organizations
18
which MOFA continues to directly implement for the necessity
of diplomatic policy) were transferred to JICA as of October 1,
2008, thereby creating a “New JICA.” Through this integration,
the three schemes of assistance have become organically
linked under a single organization, which better enables JICA to
provide effective and efficient assistance. The principal
schemes of assistance are outlined below.
Bilateral Aid
Technical Cooperation
Technical Cooperation draws on Japan’s technology, know-
how and experience to nurture the human resources who will
promote socioeconomic development in developing countries.
Moreover, through collaboration with partner countries in jointly
planning a cooperation plan suited to local situations, Technical
Cooperation supports the development and improvement of
technologies that are appropriate for the actual circumstances
of these countries, while also contributing to raising their overall
technology levels and setting up new institutional frameworks
and organizations. These enable partner countries to develop
problem-solving capacities and achieve economic growth.
Technical Cooperation includes acceptance of training
participants, dispatch of experts, provision of equipment and
implementation of studies aimed at supporting policymaking
and planning of public works projects (Technical Cooperation
for Development Planning).
Loan Aid
Loan Aid supports the efforts of developing countries to
advance by providing these nations with the capital necessary
for development under long-term and substantially lower
interest rates than commercial rates. The primary types of Loan
Aid are ODA Loans and Private-Sector Investment Finance. ODA
Loans in particular enable the provision of finance in larger
amounts compared with Technical Cooperation or Grant Aid,
and therefore this form of aid has been well utilized for building
Technical Technical Cooperation Projects
Cooperation
Acceptance of training participants
Dispatch of experts
Provision of equipment
Technical Cooperation for Development Planning
Loan Aid ODA Loan
Private-Sector Investment Finance
Grant Aid Economic development, etc.
(Grant Aid for General Projects, etc.)
Aid for increase of food production, etc.
(Food Aid, Grant Assistance for Underprivileged Farmers)
Others Dispatch of Volunteers
Emergency Disaster Relief
Citizen Participatory Cooperation
large-scale basic infrastructure in developing countries.
Unlike Technical Cooperation or Grant Aid, Loan Aid requires
full repayment by the recipient country, which encourages the
beneficiary country to focus closely on the importance and
priority of projects and to make efforts to allocate and utilize
on Counter-Terrorism and Security Enhancement; Grant Aid for
Disaster Prevention and Reconstruction; Grant Aid for
Community Empowerment; Grant Aid for Fisheries; Cultural
Grant Assistance; Emergency Grant Aid; Food Aid; Grant Aid for
Underprivileged Farmers; Grant Aid for Environment and Climate

Special Feature
the funds as efficiently as possible. Change; Grant Aid for Poverty Reduction Strategies; and Grant
Grant Aid Aid for Conflict Prevention and Peacebuilding [ for portion
Grant Aid, which is an assistance method that provides implemented by JICA, see page 130].
necessary funds to promote socioeconomic development, is
financial cooperation with developing countries with no Providing Financing and Contributions to
obligation for repayment. Particularly in developing countries International Organizations through Multilateral Aid
with low income levels, Grant Aid is broadly implemented for Multilateral aid is an indirect method of providing assistance
building hospitals, bridges and other socioeconomic to developing countries by providing financing or donating
infrastructure, as well as for promoting education, HIV/AIDS funds to international organizations. Funds are contributed to
programs, children’s healthcare and environmental activities, the various bodies of the United Nations, including the United

Program Goals and

which directly support the improvement of living standards. Nations Development Programme (UNDP), United Nations

Overview
Grant Aid is divided into the following categories according Population Fund (UNFPA) and the United Nations Children’s
to its content: Grant Aid for General Projects; Non-Project Grant Fund (UNICEF), while financing is provided to multilateral
Aid; Grant Aid for Grassroots Human Security Projects; Grant development banks (MDBs) such as the World Bank, the
Assistance for Japanese NGO Projects; Grant Aid for Human International Development Association (IDA, also known as the
Resource Development (Scholarship); Grant Aid for Cooperation Second World Bank) and the Asian Development Bank (ADB).

Table 2 Japan’s ODA in Calendar Year 2011 (According to Aid Type and Provisional Figure)

Type of Assistance (Calendar Year 2011) Dollar Base (US$ million) Yen Base (¥ billion) Percent of Total
Disbursements in Change from the Disbursements in Change from the
Aid disbursements Disbursements Disbursements ODA Total
the Previous Year Previous Year (%) the Previous Year Previous Year (%)
Grant Aid 4,273.71 3,465.59 23.3 340.644 304.142 12.0 40.6
ODA
Bilateral ODA
Grants

Concrete Initiatives
 Debt Relief 1,401.16 20.88 6,609.6 111.682 1.833 5,993.9 13.3
 Grants through International Organizations 1,091.03 1,269.15 -14.0 86.962 111.381 -21.9 10.4
 Grant Aid Excluding the Above 1,781.53 2,175.56 -18.1 142.000 190.928 -25.6 16.9
Grant Aid (Excluding Disbursements for Eastern European and Graduate Countries) 4,272.07 3,463.74 23.3 340.513 303.980 12.0 40.3
 Debt Relief 1,401.16 20.88 6,609.6 111.682 1.833 5,993.9 13.2
 Grants through International Organizations 1,091.03 1,269.02 -14.0 86.962 111.370 -21.9 10.3
 Grant Aid Excluding the Above 1,779.89 2,173.84 -18.1 141.869 190.777 -25.6 16.8
Technical Cooperation 3,627.61 3,488.50 4.0 289.145 306.153 -5.6 34.5
Technical Cooperation (Excluding Disbursements for Eastern European and Graduate Countries) 3,614.11 3,478.48 3.9 288.069 305.274 -5.6 34.1
Grants Total 7,901.32 6,954.09 13.6 629.789 610.295 3.2 75.1
Grants Total (Excluding Disbursements for Eastern European and Graduate Countries) 7,886.18 6,942.23 13.6 628.582 609.254 3.2 74.4
ODA Loan and Other ODA Credits -1,719.93 473.95 -462.9 -137.090 41.594 -429.6 -16.3
  (ODA Loan and Other ODA Credits Excluding Debt Relief) -95.53 480.77 -119.9 -7.614 42.193 -118.0
 (Figures for Loans Provided) 7,614.07 8,323.84 -8.5 606.893 730.505 -16.9

Implementation System
 (Figures for Loans Repaid) 9,334.00 7,849.88 18.9 743.983 688.910 8.0
  (Figures for Loans Repaid Excluding Debt Relief) 7,986.28 7,843.07 1.8 636.561 688.312 -7.5
ODA Loan and Other ODA Credits Excluding Disbursements of Eastern European and Graduate Countries -1,623.76 394.75 -511.3 -129.424 34.643 -473.6 -15.3
  (ODA Loan and Other ODA Credits Excluding Debt Relief) -276.04 401.57 -168.7 -22.002 35.242 -162.4
 (Figure of Loans Provided) 7,536.97 8,201.95 -8.1 600.747 719.808 -16.5
 (Figure of Loans Repaid) 9,160.72 7,807.20 17.3 730.172 685.165 6.6
  (Figure of Loans Repaid Excluding Debt Relief) 7,813.00 7,800.39 0.2 622.750 684.567 -9.0
Bilateral ODA Total 6,181.39 7,428.04 -16.8 492.699 651.889 -24.4 58.7
Bilateral ODA Total Excluding Disbursements for Eastern European and Graduate Countries 6,262.42 7,336.97 -14.6 499.158 643.897 -22.5 59.1
Contributions and Financing to Multilateral Organizations 4,341.98 3,684.00 17.9 346.086 322.951 7.2 41.3
Contributions and Financing to Multilateral Organizations (Excluding Contributions to the EBRD [partially]) 4,341.98 3,684.00 17.9 346.086 323.310 7.0 40.9
Net ODA Total 10,523.38 11,107.95 -5.3 838.785 974.840 -14.0 100.0
Net ODA Total (Excluding Disbursements to Eastern European, Graduate Countries and EBRD [partially]) 10,604.41 11,020.98 -3.8 845.243 967.207 -12.6 100.0
Gross ODA Total 19,857.37 18,957.83 4.7 1,582.768 1,663.751 -4.9
Data and Information

Gross ODA Total (Excluding Disbursements to Eastern European, Graduate Countries and EBRD [partially]) 19,765.13 18,828.18 5.0 1,575.415 1,652.372 -4.7
Nominal Gross National Income (GNI) Figures for Each Category (US$ billion, ¥ billion) 6,056.73 5,629.29 7.6 48,276.230 49,403.030 -2.3
Proportion of GNI (%) 0.17 0.20 0.017 0.020
Proportion of GNI (Excluding Disbursements to Eastern European, Graduate Countries and the EBRD [partially]) 0.18 0.20 0.018 0.020
Notes) 1. The following 17 countries are graduate countries that have received ODA: Hong Kong, Singapore, Brunei, Bahrain, Israel, Kuwait, Oman, Qatar, Saudi Arabia, United Arab Emirates, Barbados, Trinidad and
Tobago, New Caledonia, Cyprus, Malta, Slovenia and Croatia.
2. 2011 DAC designated exchange rate: US$1.00=¥79.7068 (an appreciation of ¥8.0538 compared with 2010)
3. Individual totals may not be equal to the sums of the individual parts because some numbers have been rounded off.
4. Following the decision of OECD DAC Working Party on Statistics (WP-STAT), from fiscal 2009, contributions for European Bank for Reconstruction and Development (EBRD) will be partially calculated as ODA.
5. Debt relief includes waiver of ODA Loans and debt reductions of collateralized commercial obligations, but excludes deferring of repayments.
6. In the past, grants through international organizations were treated as “contributions and financing to multilateral organizations.” However, from 2006, donations for recipient countries identified at the time of
contribution are treated as “Grant Aid” for these countries.

19
 International Trends in
4 from the previous year (a year-on-year decrease of 12.6% to
Developmental Assistance ¥845.2 billion on a yen basis). With this amount, Japan ranked
As exemplified by the Millennium Development Goals (MDGs) fifth among the member countries of the Development
[ See page 78–79], an international trend in aid has recently Assistance Committee (DAC) of the Organisation for Economic
been the accelerating move toward the establishment of Co-operation and Development (OECD), after the United States,
common goals by the international community, where various Germany, United Kingdom and France.
countries and organizations implement aid in coordination with Historically, Japan became the world’s top contributor of
each other to achieve the goals. Compared with aid coordination ODA in 1989, surpassing the United States, which until that
in the past which emphasized cooperation and coordination on time had held the top position. Japan then remained the leader
an individual project basis, development assistance in recent among the DAC countries, maintaining its top rank for eight
years has placed greater emphasis on ownership by partner years from 1993 to 2000. However, the country’s contribution
countries, in which donor countries and aid agencies jointly dropped in 2001 and began a gradual decline, with the
support developing countries’ own development plans and exception of a temporary notable increase in 2005.
priorities and work together to achieve the development goals Meanwhile, Japan’s ODA was equivalent to 0.18% of its
of these countries. Providers of aid thus need to offer assistance gross national income (GNI), ranking it at the low level of 21th
in accordance with the priorities set out in the development among the 23 DAC countries.
strategies of developing countries. *MOFA’s ODA budget in fiscal 2012 amounted to ¥418.2 billion including the restoration and
reconstruction budget managed under a Special Account.

5 Japan’s ODA Contribution Level Table 5 Overview of MOFA’s ODA Budget in Fiscal 2012 (Unit: ¥ billion)
On a net disbursement basis, in 2011 Japan contributed
FY2011 FY2012
approximately US$6,262.4 million (approximately ¥499.2 Budget Percentage increase Budget Percentage increase

billion) in bilateral ODA (excluding aid to Eastern Europe and Entire government 572.7 -7.4% 561.2 -2.0%
Within the Ministry 417.0 0.9% 418.0 0.3%
graduate nations) and contributed and donated approximately Grant Aid 151.9 -1.5% 161.6 6.4%
US$4,342.0 million (approximately ¥346.1 billion) to Management grants (General Account) 145.7 -1.6% 145.4 -0.2%
international organizations. Accordingly, total ODA contributions Contributions and donations 60.7 18.0% 51.2 -15.6%
Aid for assistance activities 58.8 -1.7% 59.8 1.8%
amounted to approximately US$10,604.4 million, down 3.8%
*Overview of MOFA’s ODA Budget in Fiscal 2012

Table 3 Trends in Major DAC Countries’ ODA (Net Disbursement)

(US$ million)
30,000
United States
25,000 Germany
United Kingdom

20,000 France
Japan

14,489 13,508
15,000
13,239 12,162 13,146
11,151 11,259 9,439 10,640
9,358 8,880
10,000
9,847 11,136 11,021 10,604
9,283 9,579 9,480
8,922 7,679
5,000

0
92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11
(Calendar year)
Sources: OECD DAC
Note) 1. Excluding aid for Eastern Europe and graduate countries. 2. Figures for the United States of 1992 exclude military-related debt relief. 3. Figures for 2011 are provisional.

Table 4 Proportion of ODA to Gross National Income of DAC Countries

(%)
1.2
1.02 1.00 0.99
1.0
0.86
0.75
0.8

0.56 0.53
0.6
0.52 0.52 Ranked 21st among 23 DAC countries
0.46 0.46
0.40 0.35
0.4
0.31 0.29 0.29 0.28 0.27
0.20 0.19 0.18
0.2
0.12 0.11

0.0
Sweden

Norway

Luxembourg

Denmark

Netherlands

Kingdom
United

Belgium

Finland

Ireland

France

Switzerland

Germany

Australia

Canada

Spain

Portugal

New Zealand

Austria

United States

Italy

Japan

Korea
Republic of

Greece

Source: OECD DAC (2011 provisional figures)

20
 Issue-Specific Activities and Initiatives

An Overview of JICA’s Programs

Special Feature
JICA began implementing a New Growth Strategy in fiscal 2011 that places priority on support for achieving sustained
development in developing countries; the achievement of the Millennium Development Goals (MDGs), mainly through support
for African countries; peacebuilding in Afghanistan and other countries; environmental and climate change measures; and
other activities.
In accordance with the New Growth Strategy, JICA provided cooperation for infrastructure development, mainly in Asia,
and for institutional development for the facilitation of trade and investment, and performed other activities. In addition, JICA
formulated and implemented programs primarily in Africa that contribute to achieving Japan’s assistance pledges as well as
MDGs for health, education and other fields. In Afghanistan, the highest priorities for assistance programs are infrastructure
development and agricultural and rural development. JICA has started long-term training to increase the capacities of
government officials, university instructors involved in these two fields. For environmental and climate change measures,

Program Goals and

JICA extended cooperation involving new and renewable energy sources, the preservation of biodiversity, and other

Overview
activities. Furthermore, JICA responded quickly to emergencies during fiscal 2011, such as the Arab Spring movement, the
drought in the Horn of Africa and flooding in Thailand.
Table 6 Distribution by Type of JICA Program in Fiscal 2011 (Unit: ¥ billion)

FY2011 FY2010
Fiscal 2011 Overview of Technical Cooperation *1 188.9 168.8
JICA’s Activities Acceptance of training participants 20.1 20.7
Dispatch of experts 64.7 24.2
Dispatch of study team members 40.3 10.5
Japan’s ODA Disbursements and JICA’s Activities Provision of equipment 8.8 4.2
In 2011, Japan’s total ODA disbursements (provisional Dispatch of Japan Overseas Cooperation Volunteers 9.9 12.5
figure) amounted to US$19,857.4 million (¥1,582.8 billion), 3.9 4.6

Concrete Initiatives
Dispatch of other volunteers
including aid to Eastern Europe and graduate nations and Others 41.3 92.0
Loan Aid *2 609.7 677.7
assistance to the European Bank for Reconstruction and Grant Aid *3 107.6 102.4
Development (EBRD). Of this total, Grant Aid accounted for Note) Because the numbers for each project are rounded off to the nearest whole number, the figures do
US$4,273.7 million (¥340.6 billion), Technical Cooperation not always match the total numbers.
*1 Includes costs of dispatching volunteers and other costs.
US$3,627.6 million (¥289.1 billion) and Loan Aid US$7,614.1 *2 Amount disbursed within the fiscal year
*3 Amount provided under concluded Grant Agreements (G/A basis)
million (¥606.9 billion).
Turning to JICA’s disbursements in fiscal 2011 (Table 6), Table 7 Fiscal 2011 JICA’s Operation Scale

Technical Cooperation implemented by JICA amounted to ¥188.9 *1 Technical Cooperation expenses

excluding management expenses
billion, an increase of 11.9% from the previous fiscal year. *2 Amount of Loan Aid disbursed
Grant Aid*3 Technical
As to Grant Aid, which JICA began implementing from ¥107.6 billion Cooperation*1 *3 Amount provided under concluded Grant

Implementation System
¥188.9 billion Agreements (G/A basis)
October 2008, JICA concluded 163 Grant Agreements amounting
to approximately ¥107.6 billion (Grant Agreement [G/A] basis).
JICA also implemented 10 projects amounting to ¥3.6 billion
(Exchange-of-Notes [E/N] basis) for which JICA was responsible Loan Aid*2
¥609.7 billion
for the promotion of Grant Aid (Table 7 and Table 10).
Loan Aid disbursement amount totaled ¥609.7 billion and
was provided to 51 countries and one organization, and Private-
Table 8 Trends in Technical Cooperation Disbursements for the Past 10 Years
Sector Investment Finance disbursement amount totaled ¥10
(Unit: ¥ billion)
million and was provided to one organization 200
Tables 8 to 10 show trends in the scale of JICA’s programs
188.9
176.0

for Technical Cooperation, Loan Aid and Grant Aid over the past
168.8

Data and Information

150
10 years.
153.9
150.6

151.2

150.8
147.6

146.1
141.6

In fiscal 2011, Technical Cooperation expenses amounted to

¥188.9 billion, an increase of 11.9% (¥20.1 billion) from the 100
previous fiscal year.
The Loan Aid commitment amount totaled ¥949.4 billion in
50
fiscal 2011. Meanwhile, the scale of Grant Aid programs also
decreased from the previous fiscal year and reached a total
amount of ¥111.2 billion in fiscal 2011. 0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
(FY)

21
 Table 9 Trends in Loan Aid Agreement Amounts for the Past 10 Years Table 10 Trends in Scale of JICA’s Promotion and Management of Grant Aid
(Unit: ¥ billion) (Unit: ¥ billion)
1,000 200 The total amount provided under Exchange of The total amount provided under Grant Agreement

967.6
Notes concluded in the relevant year concluded in the relevant year (that portion for which

949.4
929.4
(that portion for which JICA was JICA was responsible for the implementation and

901.2
responsible for the promotion of Grant Aid) management of projects after October 2008).
800

798.6
150

763.7

102.0
600

123.2
587.7

117.1

102.4
37.1
569.8

110.4
553.6

107.6
538.9
100

103.4
103.8

96.4
400

74.0
50
200

34.8

12.9

3.6
0 0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
(FY) (FY)
Note) Total ODA Loan and Private-Sector Investment Finance Note) JICA was responsible for expedition of implementation of Grant Aid until fiscal 2007. From October
2008, JICA has also been performing project management of a portion of Japan's Grant Aid.

Composition of Distribution by Region On the other hand, the proportion of Grant Aid to Africa was
Table 11 shows distribution for Technical Cooperation, ODA 44.9%, while Asia received 43.2% and Pacific 5.4%. As in fiscal
Loans and Grant Aid in fiscal 2011 by geographic region. 2010, Africa and Asia accounted for a large proportion of Grant
Looking at disbursements for Technical Cooperation by Aid.
geographic region, Asia accounted for 35.6%, Africa 24.5% and
North and Latin America 8.9%, in descending order. The 21.8% Composition of Distribution by Sector
in “Others” include disbursements for interna tional Table 12 shows the composition of distribution by sector in
organizations and worldwide projects across countries and fiscal 2011.
regions. Disbursements for Technical Cooperation by sector were, in
Looking at commitment amounts for new ODA Loans by descending order, 26.7% for Others, 20.8% for public works
region in fiscal 2011, Asia accounted for 81.1%, Middle East and utilities, 13.2% for planning and administration, and 12.5%
8.1% and Europe 4.8%. Following-on from fiscal 2010, Asia’s for agriculture, forestry and fisheries.
share increased from the previous fiscal year. For ODA Loans, a large portion, i.e., 49.8%, were allocated

Table 11 Distribution
地域別の実績構成比 by Region (Unit: %, ¥ billion)

Asia Middle East Africa North and Latin America Others

Technical 35.6% 5.3% 24.5% 8.9% 21.8%
Cooperation*1 （67.2） （10.1） （46.3） （16.8） （41.2）
Pacific 2.5% （4.8） Europe 1.3% （2.5）Others
0.9% （8.4）
North and
Asia Middle East Latin America Europe
ODA Loans*2 81.1% 8.1% 4.3% 4.8%
（769.5） （77.3） （41.2） （45.3）
Africa 0.8%
（7.7）
Pacific 0.0%（0.0）
North and
Asia Africa Latin America Pacific
Grant Aid*3 43.2% 44.9% 5.2% 5.4%
（46.5） （48.3） （5.5） （5.8）
Middle East 0.9%
（1.0） Europe 0.4%
（0.4）

Table 12 Distribution
図表-12 分野別の実績構成比 by Sector (Unit: %, ¥ billion)
（単位：％／億円）
Human Health and
Technical Planning and administration Public works and utilities Agriculture, forestry and fisheries Energy resources medical care Others
13.2% 20.8% 12.5% 3.8% 9.5% 7.2% 26.7%
Cooperation*1 （25.0） （39.4） （23.6） （7.3） （18.0） （13.7） （50.5）
Mining and industry1.5% （2.9） Business and tourism Social welfare 1.9%（3.6）
2.6% （5.0） Others 0.9% （8.4）
Mining and
Electric Power and Gas Transportation manufacturing Social Services
ODA Loans* 2
16.6% 49.8% 5.3% 16.8%
（157.8） （472.8） （50.2） （160.0）
Irrigation and flood control 3.6% （34.2） Commodity and other loans 1.7% （16.6）
Agriculture, forestry and fisheries 5.2%
（49.4） Social welfare 0.0%（0.0）
Public works and utilities Human resources
Grant Aid*3 64.2% 16.7%
（69.1） （18.0）
Planning and administration 3.5%
（3.8） Agriculture, forestry and fisheries 5.6%
（6.1） Health and medical care 7.5% （8.0）
Mining and energy 2.5%
（2.7） Others0.0% （0.0）

*1 Expenses that also include expenses required for dispatching volunteers and emergency aid groups.
*2 Amounts are based on loan agreements (L/A basis).
*3 Itemization of ¥102.4 billion (concluded Grant Agreements) for projects to be implemented and managed by JICA.

22
for projects in the transportation sector, including the
development of railways, roads and ports. This was followed by
social services at 16.8% and electric power and gas at 16.6%.
For Grant Aid, the share of distribution increased for public
works and utilities at 64.2%, followed by human resources,
participants (new) was 27,847, while JICA dispatched 9,082
experts (new), 8,527 study team members (new), 1,046 Japan
Overseas Cooperation Volunteers (new) and 297 other
volunteers (new). As a result, to date JICA has accepted a total
of 489,786 technical training participants (FY1954–FY2011) and

including education and vocational training, at 16.7%, and
health and medical care at 7.5%.
Number of Personnel by Type of
Technical Cooperation
The number of personnel by type of JICA program in fiscal
2011 was as follows. The number of technical training
Special Feature
dispatched a total of 116,814 experts (FY1955–FY2011),
235,082 study team members (FY1957–FY2011), and 37,346
Japan Overseas Cooperation Volunteers (FY1965–FY2011).
Trends in the number of personnel by type of cooperation
since fiscal 2002 are shown in Table 13.

Table 13 Trends in Number of Personnel by Type of Cooperation

Program Goals and

(People)
40,000

Overview
Technical training
36,319 participants
489,786
(Cumulative total 1954–2011)

30,334 Experts
30,000
27,847 116,814
29,982 (Cumulative total 1955–2011)

Members of study teams

235,082
24,504 23,978 (Cumulative total 1957–2011)
19,683 21,280
20,000 Japan Overseas
20,089 Cooperation Volunteers
37,346
16,277 (Cumulative total 1965–2011)

Concrete Initiatives
Other volunteers
9,082 5,618
10,000 8,505 8,296 (Cumulative total 1999–2011)*
7,753 7,548
6,862 6,659 8,527
5,747 6,104
4,624 7,046 * Includes senior volunteers, senior
4,340
3,488 5,788 volunteers for overseas Japanese
2,802 2,946 4,541 4,940 4,597
1,708 communities, UN volunteers and
1,234 1,422 1,804 1,529 1,482 1,365 1,459 1,046
1,310 Japan overseas development youth
0 volunteers. Until 1998, these figures
529 539 457 633 395 410 492 515 433 297 had been included in other totals.
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 The dispatch of immigrants ended in
(FY) FY1995. The cumulative total from
FY1952 to FY1995 was 73,437.

Implementation System
Data and Information

23
 Program Goals and Overview
JICA’s Path for Development Activities
JICA’s Path for Development Activities
in Fiscal 2012
Based on JICA’s missions as the implementing agency of
Japan’s ODA ((1) addressing the global agenda, (2) reducing
poverty through equitable growth, (3) improving governance,
and (4) achieving human security), JICA will formulate and
implement programs that address seven priority issues in
accordance with the items listed below, while ensuring
consistency with the policies of the Japanese government (e.g.,
“ODA Review Final Report,” Priority Policy Issues for
International Cooperation, the New Growth Strategy, Strategies
to Revitalize Japan, and other items).
The current instability in the global economy and labor
markets is expected to continue. Furthermore, prices of
resources, energy and food continue to increase rapidly. The
result is growing pressure on low-income countries and
vulnerable people. Consequently, there is a need for more
inclusive development in programs to promote human security.
ODA is a means for pursuing the shared interests of the
world. Bearing this in mind, JICA must target global issues like
environmental problems that can impede economic growth.
In addition, JICA will work even harder on “win-win”
cooperation that utilizes alliances with private-sector Japanese
companies that plan to start overseas operations. This
cooperation will reflect the current status of Japan’s economy
and be consistent with the overriding premise of contributing to
poverty reduction and sustained economic growth in developing
countries. To provide this cooperation, JICA will aggressively
consider the use of Technical Cooperation and financial
cooperation (Development Policy Loans (DRL), etc.) that
contribute to revisions to policies and systems needed to
improve the investment climate.
Furthermore, the positions of traditional partners are
declining because of the European economic crisis and tight
government budgets. On the other hand, the Fourth High Level
Forum on Aid Effectiveness that was held in Busan, South
Korea, in November 2011 spotlighted the growing importance
of emerging countries and the need to strengthen dialogues
with these countries. From the standpoint of development
effectiveness and efficiency as well, there is an urgent need to
build effective relationships based on partnerships and
cooperation through dialogues and support for partnerships
with emerging countries. At the same time, assistance alliances
with traditional partners will continue to be strengthened.
When implementing these programs, research and other
activities will be used for the effective creation, sharing,
provision and accumulation of knowledge across the entire
organization. The aim is to use this knowledge to help solve
problems in developing countries.
24
Priority Issues
1. As part of assistance for reducing poverty and achieving
sustainable economic growth in developing countries,
incorporate the New Growth Strategy, particularly the
consideration of alliances with Japanese companies,
primarily SMEs planning on starting overseas operations. In
addition, increase aid in the Asia-Pacific region based on the
4th Mekong-Japan Summit, 15th Japan-ASEAN Summit and
6th Pacific Islands Summit in the current fiscal year.
2. Environmental and climate change measures based on the
U.N. Conference on Sustainable Development (Rio+20) and
the 18th session of the Conference of the Parties (COP 18) to
the U.N. Framework Convention on Climate Change
3. Cooperation for disaster preparedness, including support for
establishing infrastructures that can withstand natural
disasters
4. Achievement of MDGs with a focus on assistance to Africa
since 2012 is the target year for achieving the TICAD IV
pledge
5. Support for peacebuilding in Afghanistan and other countries
6. Support for democratization and new nation-building
following the Arab Spring movement in the Middle East
7. Other priorities
In addition to the above priorities, one significant item is
support for democratization in Myanmar, a process that is
beginning to advance rapidly, in order to achieve regional
stability. The primary standpoint is the reduction of poverty.
Extending aid to Myanmar is also important from the
standpoints of promoting alliances with Japanese companies
and supplying aid in concert with ASEAN. While closely
monitoring the political status of Myanmar, JICA will study
the formulation of projects and business plans that are timely
and effective as well as reflect the policies of Japan.
 Concrete Initiatives of
JICA’s Programs in Fiscal 2011
Viet Nam: Project for the Capacity Development for Transition to the New CNS/ATM Systems in Cambodia, Lao PDR and Vietnam

Region-Specific Activities and Initiatives Issue-Specific Activities and Initiatives

Southeast Asia ･･･････････････････････････ 26 Millennium Development Goals (MDGs) ･･･ 66

East Asia ･･･････････････････････････････････ 32 Economic Infrastructure Development ･･･ 68

Central Asia and the Caucasus････････ 34 Public Policy ･･････････････････････････････ 74

South Asia ･････････････････････････････････ 36 Gender Mainstreaming ･････････････････ 80

Middle East････････････････････････････････ 42 Peacebuilding･････････････････････････････ 82

Africa ･･･････････････････････････････････････ 46 Poverty Reduction ･･･････････････････････ 84

Central America and the Caribbean ･･･ 52 Human Development ････････････････････ 86

South America ････････････････････････････ 56 Global Environment ･･････････････････････ 92

The Pacific ････････････････････････････････ 60 Rural Development ･･････････････････････ 98

Europe･･････････････････････････････････････ 64 Industrial Development ･････････････････ 104

Research･･･････････････････････････････････ 110

25
 Region-Specific Activities and Initiatives

Southeast Asia—Strategic Cooperation for Sharing Prosperity

between Japan and Southeast Asia

Southeast Asia is attracting attention as the growth center in the global economy with its high economic growth rate and
population of 580 million. This region is also becoming increasingly important for Japan. The Association of Southeast Asian
Nations (ASEAN) is moving forward with economic, socio-cultural, and political-security integration with the goal of
establishing the ASEAN Community by 2015. Myanmar as well continues to work on opening its markets amid rapid progress
with democratization. Timor-Leste is aiming at early accession to the ASEAN.
In 2011, floods in Thailand and the vicinity showed the vulnerability of the region to natural disasters. Floods also
demonstrated the close economic relationship between Southeast Asia and Japan through various supply chains. As there
still remain several issues in Southeast Asia, such as the development gap among countries in this region, urbanization,
environmental issues, and conflicts, JICA continues to support this region to achieve stable development.

Key Aid Promotion of Regional Economic Growth and the New Growth Strategy,
Strategies Inclusive Development and a Regional Approach

Promotion of Regional Economic Growth and
the New Growth Strategy
While JICA extends assistance that matches each country’s
development stage, JICA also strengthens its alignment with
the New Growth Strategy of the Government of Japan. This
entails the provision of assistance for infrastructure
development, improvement of the investment climate and
development of supporting industries. By strengthening
partnerships with the private sector, such as the promotion of
private finance and collaboration with corporate activities, JICA
supports the activities of Japanese companies that contribute
to the development of Southeast Asian countries.
Promotion of Inclusive Development
JICA promotes inclusive development in order to eliminate
disparities. This includes narrowing the development gap
between the ASEAN’s original members—Indonesia, Malaysia,
the Philippines, Singapore, Thailand and Brunei—and its newer
members, namely Cambodia, Laos, Myanmar and Viet Nam. In
the newer ASEAN members, JICA provides assistance for basic
education and health care to strengthen the foundations of
socioeconomic development, as well as for soft and hard
infrastructure development and industry-related human
resources development that are in line with each country’s
stage of development.
Disparity within a country is also a destabilizing factor for
society. JICA is promoting inclusive development through the
development of transportation and logistics facilities, the
development of regional hubs, the establishment of institutional
frameworks for regional development, responses to disasters,

JICA Programs in Southeast Asia (Fiscal 2011)

Southeast Asia Laos 5,998 (2.1%)

Total: 286,285 Viet Nam 121,811 (42.5%)

(Unit: millions of yen)

Philippines 31,675 (11.1%)

Myanmar 2,633 (0.9%)

Brunei Darussalam 0 (0.0%)

Thailand 22,012 (7.7%)

Cambodia 10,572 (3.7%)

Malaysia 15,220 (5.3%)

Singapore 32 (0.0%)

Indonesia 75,608 (26.4%)

The figure shows the total value of JICA programs in each country including Technical Cooperation
(Training Participants, Experts, Study Teams, Provision of Equipment, JOCV and Other Volunteers,
Timor-Leste 724 (0.3%)
and Other costs), ODA Loans (Disbursements) and Grant Aid (Newly concluded G/A Agreements).
Note: Figures in parentheses denote the percentage share of overall JICA programs in the region.
Note: Figures exclude JICA’s cooperation for multiple countries and international organizations.

26

strengthening of disaster management frameworks, the
establishment of safety nets, and other measures.
Promotion of a Regional Approach
The ASEAN launched the Master Plan on ASEAN Connectivity
for strengthening physical, institutional and people-to-people
connectivity and realizing the ASEAN Community by 2015. The
Government of Japan established the Japan Task Force to
Support ASEAN Connectivity, which includes both the public and
private sectors, and announced the visions of the “Vital Artery
for East-West and Southern Economic Corridor” and “Maritime
Special Feature
For urban issues, JICA formulates and develops urban
master plans and establishes urban planning systems.
Transferring Japan’s technologies in the fields of public
transportation system, energy and water supply systems, waste
treatment system and others and assisting infrastructure
development, JICA promotes efficient and environmentally co-
existing cities.
With respect to “soft” infrastructures (institutions), JICA is
helping with industry-related human resources development,
strengthening the protection of intellectual property rights and
using other measures in order to overcome the “middle income

Program Goals and

ASEAN Economic Corridor” to support the master plan. trap”* and make various industries more technologically
As a member of the task force, JICA is extending assistance advanced.

to the prioritized projects in the master plan and other
programs. In addition, to support the Initiative for ASEAN
Integration (IAI) for narrowing development gap among ASEAN
member states, JICA is providing support through South-South
cooperation, in which original ASEAN member states cooperate
with newer ASEAN members. JICA’s activities also include
support to improve education and research capabilities of key
universities in order to develop human resources in engineering
field, as well as to deal with such common regional issues as
disaster management and climate change.
Overview
The frequent occurrence of natural disasters in the ASEAN
region is an impediment to sustainable economic growth.
Once a natural disaster occurs, JICA provides not only
humanitarian assistance but also reconstruction and
development assistance and other support for medium to
long-term disaster prevention, such as the establishment of
early warning systems. To address climate change, JICA has
m a ny a ct ivit ie s t ha t include f o r e st f ir e pr e venti on,
development of geothermal and other renewable energy
sources, the construction of urban high-speed rail systems to

Priority Issues and Efforts
Assistance for ASEAN’s Original Member States
To sustain growth, tackling urban issues and eliminating
disparities within a country are urgent issues for original ASEAN
members.
Concrete Initiatives
alleviate traffic congestion and reduce motor vehicle
emissions, and adaptive measures for regions that are
particularly vulnerable to the effects of climate change.
Other support to original ASEAN members includes
assistance for preparing the social security system to deal with
issues associated with aging in Thailand and other countries
and support for the consolidation of peace in the Mindanao

Case Study Malaysia The Malaysia-Japan International Institute of Technology

Implementation System
A Higher Education Institution Opens after 10 Years of Preparations
The Malaysia-Japan International Institute of Technology (MJIIT) began operations in developed country by 2020. One strategy to
September 2011 in Kuala Lumpur, the capital of Malaysia. The idea for MJIIT was achieve this goal is to place emphasis on
originated in 2001 by former Prime Minister Mahathir bin Mohamad, who promoted the upgrading and expanding higher education.
Look East Policy. Since then, the governments of Japan and Malaysia conducted As an international base for engineering
discussions and studies for 10 years to establish this institution. education, MJIIT is expected to help make
Malaysia and the ASEAN region more globally
competitive as well as to contribute to
With undergraduate and graduate schools, Malaysia-Japan International Institute of
economic and social development through
MJIIT is dedicated to fostering the Technology, an ODA Loan program, to assist
human resources development.
development of highly trained individuals with in the procurement of research equipment,
adaptability and R&D skills. The institute uses and in the development of curriculums.
Data and Information

the “Kohza system” that is centered on
research activities, which is a defining
characteristic of engineering education in
Japan. There are four departments at the
institute: Electronic Systems Engineering,
Mechanical Precision Engineering,
Environmental and Green Technology, and
Management of Technology.
For the establishment of MJIIT, JICA
operates the Development Project for
Support also included Technical Cooperation,
such as the dispatch of a JICA expert to serve
as a deputy dean of MJIIT. Furthermore, a
consortium formed by 24 Japanese
universities (as of April 2012) has nominated
Japanese professors for assignments at MJIIT
and has cooperated with the institute in many
other ways. Students at MJIIT attend a class led by a professor
from Japan
The Government of Malaysia has
established the goal of making Malaysia a

27
 region of the Philippines.
*A situation where a country with a newly industrialized economy that has overcome poverty and reached
the middle-income level cannot proceed to advance to the level of developed countries due to economic
stagnation and the loss of international competitiveness caused by rising wages and other factors.
Cross-Border Development of the Mekong Region
The Mekong River Basin in the Indochinese Peninsula is
called the Mekong region. In this region, Cambodia, Laos,
Myanmar and Viet Nam have fallen behind in economic
development, and are struggling with high poverty rates.
Despite these problems, the region is attractive for investments
because of its strong economic growth and political stability.
With prospects for significant growth in the future, this region is
expected to have a stronger relationship with Japan.
JICA is implementing a broad range of projects to narrow the
development gap within the region and to develop the region
further. These projects are based on the Tokyo Strategy 2012
for Mekong- Japan Cooperation, which was announced at the
April 2012 Mekong-Japan Summit Meeting as well as the
Vision of the Vital Artery for East-West and Southern Economic
Corridor, which is part of Japan’s support for ASEAN
connectivity, and other initiatives.
Country Overviews and Priority Issues
Indonesia
Indonesia’s real GDP growth rate was 6.5% in 2011, the
country’s highest rate of growth since the 1997 Asian currency
crisis. With a population of 240 million, Indonesia is expected to
see more growth in private-sector consumption and
investments. This will reinforce the Indonesia’s position as a
major source of economic growth in the ASEAN region.
There is a severe infrastructure shortage in Indonesia,
particularly in the capital of Jakarta. In 2011, based on an
agreement between the governments of Indonesia and Japan,
Master Plan Study for Metropolitan Priority Area (MPA) was
started to promote investments in the JABODETABEK (Jakarta
metropolitan) area. The study also incorporates knowledge on
infrastructure investment and needs of private-sector. The aim
is to formulate and share plans for the infrastructure projects
needed to achieve the 2020 vision for JABODETABEK. This
cooperation is intended to improve the investment climate with
respect to both hard and soft infrastructure.
The Public-Private Partnership (PPP) approach is attracting
attention to efficiently provide quality public services by
encouraging private-sector companies to participate in
infrastructure projects. JICA provides comprehensive support for
promoting PPP approaches. One way is by providing support to
the concerned government ministries and agencies for
establishing the relevant policies and regulations. In addition,
through, formulating model programs, JICA provides cooperation
aimed at developing the capacities of government institutions.
When completed, the Jakarta Mass Rapid Transit System, the first subway in
Indonesia consisting of elevated and underground sections, is expected to help
alleviate traffic congestion.
28
Philippines
Economic growth in the Philippines was 7.0% in 2010 and
3.7% in 2011. But the country’s economic growth rate over the
past 50 years is lower than in Indonesia, Thailand and Malaysia.
Moreover, progress with poverty reduction is slow and income
disparities are substantial. The Philippines must also deal with
an annual average population growth rate of approximately
2.0% and its vulnerability to natural disasters.
To become a middle income country, the Government of the
Philippines is promoting infrastructure development through
utilization of private-sector resources and improving the
investment climate. JICA’s cooperation to the Philippines
focuses on the following priority issues: 1) sustainable
economic growth by promoting investments; 2) overcoming the
country’s vulnerabilities; and 3) establishing peace in Mindanao.
Under the above priority issues, JICA provides assistance
for: infrastructure development through Public-Private
Partnership; policy and institutional improvement aimed at
improving the investment climate; disaster risk reduction and
management; and in conflict affected areas, human resources
development and other support. In particular, for infrastructure
development using Public-Private Partnership, JICA is providing
Technical Cooperation for improving institutions in order to
strengthen the capabilities of concerned government agencies.
One example of JICA’s comprehensive support is the Central
Luzon Link Expressway Project, which is a public-build and
private-operate undertaking. An ODA Loan agreement for this
project was signed in March 2012.
Arterial highways will carry commuters and cargo between
Manila and neighboring areas.
Thailand
The Government of Thailand is implementing the 11th
National Economic and Social Development Plan, which is
based on the national vision of creating a happy society with
equality, fairness and resilience. Under the plan, Thailand is
working on sustainable and comprehensive economic and
social development. With a GNI per capita of US$4,210 (2010),
Thailand has joined the ranks of upper-middle income
countries. However, there are still many issues: making
industries more competitive; measures for an aging society;
environmental problems and climate change; and strengthening
connectivity with neighboring countries.
JICA is extending its cooperation to Thailand in three priority
areas: 1) Enhancement of Competitiveness for Sustainable
Growth; 2) Responses to Issues that emerge with Maturing of
Society; and 3) Joint Assistance to a Third Country.
During the severe flooding of 2011, JICA activities were not
limited to emergency aid. JICA also provided comprehensive
support that included medium and long-term assistance.
Activities include a review of the master plan for flood
countermeasures; the use of Grant Aid to raise the elevation of Phnom Penh constructed with Grant Aid were put to use during
national industrial road and construct floodgates; and the Mekong River flood. And the special economic zone at
cooperation for the reconstruction and revitalization of the Sihanoukville Port*, which was constructed using an ODA Loan,
private sector [ See the Case Study on pages 15 and 139]. started advertising for tenants.

Special Feature
Cambodia *The Sihanoukville Port special economic zone was completed in May 2012.

In Cambodia, nominal GDP in 2010 was US$11.6 billion,

about twice as high as five years ago. However, Cambodia
continues to rank low among the ASEAN countries regarding its
per capita GNI, infant mortality rate and other development
indexes.
In anticipation of ASEAN integration, in order for Cambodia
to achieve further economic development and overcome
poverty, the country must develop its economic and social
infrastructure and continue to engage in institutional and
organizational capacity development and human resource
Laos
The GDP of Laos has been increasing at an annual rate of
almost 8% and nominal GDP per capita surpassed US$1,000 in
2010. However, access to social services is limited in rural
areas, which are mostly mountainous, which creates the risk
that Laos will be unable to attain the Millennium Development
Goals (MDGs) concerning health and education.
The Government of Laos established the 7th National Socio-
Economic Development Plan in June 2011. The goals are to

Program Goals and

development. reach the 2015 MDGs and leave the ranks of least developing
JICA is assisting with the development of critical economic countries (LDC) by 2020.

infrastructure, such major arterial roads and electric power
facilities. JICA is also supporting the formulation of policies and
capacity building in the industrial sector in order to stimulate
the private sector and the establishment of irrigation facilities
for raising productivity in the key agriculture sector. To achieve
inclusive development, JICA is extending assistance in rural
areas for the establishment of water supply systems, the
enhancement of healthcare services, and human resources
development in the education sector. JICA is also helping
strengthen the nation’s economic foundation and enhance
Overview
JICA’s aid approach is centered on support for the
achievement of the MDGs and for building a foundation for
economic growth that will be a driving force for the country’s
self-reliant and sustainable growth. JICA is providing
cooperation for the following priority areas: increasing access
to basic education, expansion of healthcare services, rural
development, social and economic infrastructure development,
strengthening of the private sector and improvement of
administrative capabilities.
In March 2012, the decision was made to proceed with the

governance as the backbone for social development. These
initiatives include assistance for improving the legal system;
improving administrative capabilities including for local
government; and strengthening national taxation- and customs-
related capabilities.
In 2011, there were many symbolic events that
demonstrated the benefits of JICA’s assistance. Cambodia
enacted the Civil Code and Code of Civil Procedure that were
established with Technical Cooperation. Wastewater facilities in
Concrete Initiatives
Southern Region Power System Development Project, the first
Project-type Loan in Laos in seven years. The project will create
a national electricity grid by directly linking the separate
transmission networks in southern Laos. This is expected to
contribute to rural electrification and the stability of the
electricity supply.
In addition, JICA has started assisting with countermeasures
regarding the large volume of unexploded ordnance in Laos.

Case Study Timor-Leste Industrial Infrastructure Program

Implementation System
Upgrading National Road No. 1 Using the First ODA Loan to Timor-Leste
In March 2012, JICA and Timor-Leste signed an ODA loan agreement of up to ¥5.278 nucleus of the economy. Upgrading National
billion for the National Road No. 1 Upgrading Project, in the commemorative year of the 10th Road No. 1 is one of the major national
anniversary of independence of Timor-Leste and the establishment of diplomatic relations projects listed in the Strategic Development
between Japan and Timor-Leste. The project is to make the National Road No.1 passable Plan (2011-2030) to accomplish this goal and
and safe throughout the year in any weather by upgrading the 116km road from the capital is expected to contribute to mobilizing more
city of Dili to the second largest city, Baucau, based on an international standard. business and economic development
opportunities in Timor-Leste in the future.
When Timor-Leste became independent in for the operation and maintenance of those
2002, almost 80% of the buildings in the facilities, and human resources development.
Data and Information

capital city, Dili, were destroyed and refugee
camps were overflowing. Peace-building
activities of the United Nations started in this
challenging environment. JICA opened its
office in Timor-Leste in 2000 and has been
providing a diverse array of cooperation in the
areas of rehabilitation of basic infrastructure
(roads and bridges, ports, irrigation, water
treatment plant, etc.), capacity development
Since its independence, Timor-Leste has
made significant progress in security
restabilization, which brought double-digit
economic growth to the country. The country’s
medium-term vision is “to step forward from
post-conflict status to the development
Timor-Leste Finance Minister Emilia Pires, H.E.Prime
stage.” The country wants to reduce its Minister Xanana Gusumao and JICA Vice-President
dependence on energy resources and develop Izumi Arai (from left) shake hands after signing the
new business opportunities that can be the ODA Loan agreement on March 19, 2012.

29
 Myanmar
The new administration that took over in March 2011 has
been implementing reforms for democratization and
reconciliation with the people of Myanmar.
JICA is supporting the reforms of the Government of
Myanmar and altered its economic cooperation policy in April
2012 to enable the people of the country to see for themselves
the benefits of these reforms. As a result, JICA has decided to
enlarge the scope of aid programs, which had previously been
restricted to the field of basic needs for living. To formulate
programs, JICA plans to identify needs in the fields of
agriculture, healthcare and education as well as in the
infrastructure sector in order to promote economic growth.
Specifically, JICA will continue to implement existing
programs, such as the prevention of the three major infectious
diseases of malaria, HIV/AIDS and tuberculosis [ See the Case
Study on page 89] and support for production of alternate crops in
northern Shan State as a drug control measure. In addition,
JICA plans to provide cooperation that contributes to economic
development. Examples include the Economic Reform Program,
which uses human resources development, Yangon urban
development, and the construction of port facilities and
transportation networks.
JICA also plans to increase assistance for minority ethnic
groups, use Technical Cooperation for agricultural technology
guidance, assist with infrastructure projects and provide other
support.
Viet Nam
In 2011, the strategic partnership between Japan and Viet
Nam became even stronger with the announcement of the
Japan-Viet Nam Joint Statement by the leaders of the two
countries. At a summit meeting, Viet Nam asked for cooperation
to upgrade universities to international standards and conduct
high-quality human resources training activities. In response,
JICA started conducting a survey in order to hold discussions
with Viet Nam concerning cooperation in the fields of higher
education and industry-related human resources development.
For infrastructure development, an ODA Loan was provided
for the Lach Huyen Port Infrastructure Construction Project, the
first Public-Private Partnership project in Viet Nam. Support was
also extended for technologies to cope with disasters and
climate change and for more advanced disaster prevention
measures. For this support, Viet Nam received the first ODA
Loan for satellite procurement and education to develop and
utilize earth observation satellites.
Based on the Viet Nam Socio-Economic Development
Strategy (to 2020) that was adopted at the January 2011
Communist Party convention, JICA is also providing support for
the creation of strategic industry proposals to make Viet Nam
an industrialized country by 2020.
There are many important issues in Viet Nam that require
action: efficient infrastructure investments, industrialization,
improving productivity, rapid urbanization and widening
disparities. By helping make Viet Nam more globally
competitive, JICA is helping Viet Nam to achieve sustained
growth, overcome vulnerabilities, and progress with nation-
building and creating an equitable society.
Timor-Leste
Timor-Leste celebrated the 10th anniversary of its
30
independence in May 2012. Being ready to graduate from the
reconstruction stage and embark on full-fledged economic
development, the Government of Timor-Leste announced the
Strategic Development Plan (2011-2030) in July 2011. In
accordance with its basic policy of building a foundation to
advance from reconstruction to development, JICA has
established three cooperation programs: building a base for
economic vitality; agriculture and rural development; and
upgrading the capacity of governments and the public sector.
To support medium-term economic and social development,
JICA will offer cooperation that emphasizes invigorating and
diversifying business activities for contributing to economic
development.
In 2012, as a commemorative event for the 10th anniversary
of diplomatic relations between Japan and Timor-Leste, the first
ODA Loan agreement was signed between JICA and the
Government of Timor-Leste, for the National Road No. 1
Upgrading Project, which links the capital of Dili and Baucau, the
country’s second-largest city [ See the Case Study on page 29].
Malaysia
Malaysia is undergoing steady growth as an upper-middle
income country in ASEAN; it has quickly recovered from the
global financial crisis and has returned to a stable growth track.
The Malaysian government announced the New Economic
Model (NEM) in March 2010. The NEM outlines policies that aim
to double annual per capita income by 2020 by shifting to
knowledge-intensive industries, among other strategies.
JICA is providing assistance with a focus on the following
priority areas: 1) cooperation for balanced development toward
a developed country; 2) contribution toward common issues in
the East Asian region; and 3) Japan-Malaysia development
partnership that goes beyond the East Asia region.
In December 2011, a Japanese ODA loan agreement was
signed with the Government of Malaysia for the Development
Project for Malaysia-Japan International Institute of Technology
(MJIIT). This institute started operating in September 2011 for
the purpose of introducing Japanese-style engineering education
in Malaysia. With the cooperation of 24 universities in Japan (as
of April 2012), JICA is providing assistance including Technical
Cooperation with the aim of creating even better research and
education institutions [ See the Case Study on page 27].
Singapore
Singapore, which “graduated” from JICA’s ODA assistance
in fiscal 1998, and Japan have been cooperating with each
other as partners carrying out approximately 15 to 20 training
courses a year mainly for other ASEAN nations under the
Japan-Singapore Partnership Programme (JSPP) since 1994.
By fiscal 2011, 313 courses had been conducted with the
participation of 5,363 individuals from 88 countries.
From fiscal 2009 to 2012, JICA has dispatched a research
fellow to the Lee Kuan Yew School of Public Policy of the
National University of Singapore to build networks that can
enhance JICA operations, through such activities as joint
research and seminars.
 Case Study Customs Cooperation to Realize the Asia Cargo Highway

Support for Modernization of Customs Operations for Smooth Trade between Asian Countries and Japan

Special Feature
The continuing expansion of the Asian economy is a driving force of the global economy. including Japanese firms, have been starting
One result of economic growth is a rapid increase in the volume of trade within Asia and operations in Viet Nam in recent years and the
between Asia and Japan. To accommodate this increasing volume, there is an urgent need volume of international trade is growing
to improve the efficiency of customs clearance and other trade procedures in Asian rapidly. Using this electronic customs system
countries. The Government of Japan is promoting the “Asia Cargo Highway” initiative that with advanced Japanese technologies is
aims to facilitate the seamless movement of goods in Asia. To help make this vision a reality, expected to make Viet Nam’s trade procedures
JICA is providing support for the modernization of customs operations. The assistance more efficient and strengthen connectivity
includes institutional reforms, training for customs personnel, establishing electronic between Viet Nam and the global economy,
customs clearance systems and other activities. Through these measures, JICA is including Japan.
contributing to building even stronger partnerships between Japan and the ASEAN countries.
*The Authorized Economic Operator (AEO) system eases and
One Facet of ASEAN Integration with customs of ASEAN countries, JICA is simplifies customs procedures for companies that fulfill the
Increasing physical, institutional and working with the Japanese Customs and Tariff required cargo security management and legal compliance

Program Goals and

people-to-people connectivity within the Bureau, Asian Development Bank and World capabilities.
ASEAN region is vital to achieving ASEAN Customs Organization (WCO) to realize this
integration by 2015. The Master Plan on vision.

ASEAN Connectivity was approved at the 17th
ASEAN Summit meeting in 2010 and measures
to realize this plan are being implemented.
For physical connectivity, JICA is providing
support based on “Japan’s Vision for
Supporting ASEAN Connectivity,” which was
announced by the Japanese government at the
occasion of 17th ASEAN Summit. The vision
consists of two parts: Vision 1: Formulation of
Vital Artery for East-West and Southern
Economic Corridor and Vision 2: Maritime
ASEAN Economic Corridor. Activities include
Achieving the Vision with Support that
Matches Each Country’s Needs
JICA started providing cooperation to
customs in ASEAN countries in the 1990s. The
Philippines, Indonesia, Malaysia, Thailand and
Viet Nam received assistance for improving
customs systems and operational processes,
establishing customs data systems, upgrading
customs personnel training systems, and other
improvements. In recent years, JICA has
expanded its assistance to other ASEAN
Overview
From Our Expert
Project for the Promotion of E-Customs in
Viet Nam
Hiroki Sakurai
Viet Nam joined the WTO in 2007 and has
been working hard on modernizing customs
procedures to ensure even smoother trade
procedures. To further increase the pace of
these activities, JICA has provided Grant Aid
for the introduction of an electronic customs
clearance system that is based on NACCS, a
technology that was developed and used over

infrastructure projects like roads, bridges and
seaports for the East-West and Southern
Economic Corridors in the Mekong region, as
well as the establishment of a RoRo (roll-on,
roll-off) ship network, and other measures. For
people-to-people connectivity, JICA is
implementing the ASEAN University Network/
Southeast Asia Engineering Education
Development Network (AUN/SEED-Net) Project
to develop human resources in ASEAN
countries in engineering field, through (1)
enhancement of educational and research
capacity of Member Institutions in ASEAN; and
(2) strengthening of a network among Member
countries, i.e., Myanmar, Laos and Cambodia.
The Asia Cargo Highway initiative sets
goals in a step-wise manner in order to reflect
the diverse conditions in each partner country.
The first step for achieving the vision is
ratification and adoption of the international
rules (tariff classification, custom valuations,
etc.) prescribed by the WCO. This step also
includes training people on the new rules,
introduction of advance rulings, post-clearance
audits, and time release surveys (TRS) that set
the target time and verify the result. The
second step is support for the establishment of
an efficient risk management system,
Concrete Initiatives
a period of more than 30 years by Japan
Customs. The system is expected to become
operational in 2014.
However, similar to any other electronic
system, the benefits of this electronic customs
clearance system will depend greatly on how it
is used. This is why we need to pay great
attention to soft aspects such as amendments
of laws and regulations to match the new
system, improvement of operational
processes, and training of maintenance and
management personnel. The Technical
Cooperation project, where I am currently
assigned, provides assistance for these soft

Institutions and Japanese universities. introduction of an electronic customs
As a part of this support for connectivity, clearance system, and creating one-stop
the Asia Cargo Highway initiative is the most service for customs, immigration, quarantine
important effort for strengthening institutional and other procedures. The third step involves
connectivity. Building upon past cooperation the adoption of the AEO system*and mutual
recognition among the related
countries, establishment of
Trade Facilitation under “Asia Cargo Highway” Initiative
national single window, and
international interoperability of
Asia Cargo Highway
the systems among ASEAN
countries and Japan.
Final Goal
In conjunction with these
ASIA
Cargo measures, JICA signed an
Highway
agreement with the Government
of Viet Nam in March 2012 to
Implementation System
aspects in order to maximize the benefits of
using the new system.
From the Grassroots
Modernization Committee, General
Department of Viet Nam Customs
Deputy Director
Nguyen Manh Tung,
To introduce NACCS, we will amend our
laws and regulations as needed while referring
to Japan’s laws and regulations on customs.
We want to use Japan’s electronic customs
clearance system with as few changes as
possible with the goal of significantly
Data and Information

AEO and MRA; 3rd Stage

Single Window and System provide Grant Aid for the modernizing Viet Nam’s customs procedures.
International Interoperability
establishment of an electronic We will also incorporate know-how
Risk Management; Compliance Scheme;
2nd Stage
customs clearance system. The concerning risk management used in Japan in
Electric Clearance System; system will be based on two order to perform customs operations effectively
Coordinated Border Management
customs systems used in Japan: and efficiently. To do this, I think that we have
Membership of WCO and WTO;
Primary Requirements the Nippon Automated Cargo to perform a major review of operational
HS Convention; WTO Valuation;
Advance Ruling; Post Clearance Audit; Time Release Survey;
and Port Consolidated System processes within Viet Nam Customs. I want to
Revised Kyoto Convention; Proper Legal Framework; and others (NACCS) and the Customs make steady progress with adopting the new
Source: Ministry of Finance Japan Intelligence Database System system with the cooperation of JICA and the
(CIS). Many foreign companies, Japanese Customs and Tariff Bureau.

31
 Region-Specific Activities and Initiatives

East Asia—Strengthening of Strategic Partnerships

Aiming for a Mutually Beneficial Relationship

China must deal with numerous issues including environmental problems resulting from the country’s dramatic economic
growth, as Mongolia advances toward rapid development underpinned by its abundant mineral resources. The consistent
and sustained development of these countries has become increasingly important for Japan as well as the world.
JICA’s cooperation in this region is contributing to building stronger economic relationships with China and Mongolia that
are both reciprocal and mutually complementary. Furthermore, as China becomes increasingly influential as an emerging
donor, JICA is promoting dialogues, seminars and other measures to strengthen collaboration with China as fellow donor
nations.

Key Aid
Strategies Support regional stability and growth that is sound and sustained

China (2)Assistance for the open and reform policy (including

The Government of Japan established the Economic
Cooperation Program for China in October 2001 with emphasis
on six sectors. Based on China’s economic growth and
technological progress in recent years, JICA is currently
concentrating on the following three priority areas. Cooperation
is extended with regard to shared challenges faced by both
countries (for example, measures against pollution, yellow
sand, and infectious diseases that cross into Japan, and the
resolution of other such issues, as well as the creation of
systems and standards to increase the predictability of
companies that enter the Chinese market) and promoting
mutual understanding at multiple levels.
(1)Cooperation to confront global issues such as infectious
diseases and environmental problems
promotion of good governance)
(3)Promotion of mutual understanding
Mongolia
JICA is focusing on cooperation on areas in accordance with
the three priority areas stated in the Mongolia Aid Policy
announced in April 2012.
(1)Sustainable development of the mining sector and
enhancement of governance: Establish systems and train
personnel to achieve sustainable development of mineral
resources, the key element of Mongolia’s economic
advancement, as well as establish systems for the proper
management of revenues from natural resources.
(2)Assistance for inclusive growth: Create employment primarily

JICA Programs in East Asia (Fiscal 2011)

East Asia

Total: 45,896 Mongolia 7,341 (16.0%)

(Unit: millions of yen)

China 38,555 (84.0%)

The figure shows the total value of JICA programs in each country including
Technical Cooperation (Training Participants, Experts, Study Teams, Provision
of Equipment, JOCV and Other Volunteers, and Other costs), ODA Loans
(Disbursements) and Grant Aid (Newly concluded G/A Agreements).
Note: Figures in parentheses denote the percentage share of overall JICA
programs in the region.
Note: Figures exclude JICA’s cooperation for multiple countries and
international organizations.

32

at SMEs and smaller companies to diversify industrial
activities, and improve basic social services.
(3)Enhancement of the capacity and function of Ulaanbaatar as
an urban center: Improve the city’s infrastructure facilities,
and upgrade urban planning and management capabilities.
Country Overviews and Priority Issues
Major projects in this region for priority issues are as follows.
Special Feature
Mongolia
Project for Capacity Development of Business Persons
through Mongolia-Japan Center for Human Resources
Development: In this project, JICA provides professional
development training through the Mongolia-Japan Center for
Human Resources Development, constructed through Grant Aid,
to nurture individuals who can play key roles in the creation of
a market economy. The center offers business courses and
provides assistance to SMEs and microenterprises.
New Ulaanbaatar International Airport Construction Project:

Program Goals and

China Construction of a new airport in Ulaanbaatar will improve the

Overview
The Project for Promotion of Municipal Solid Waste safety and reliability of air access for the capital city and
Recycling: The goal of this project is to promote proper provide greater convenience for travelers, contributing to
management of urban waste materials and recycling (reuse) of further economic development in Mongolia.
waste materials. In addition, the project supports the
establishment of national policy and legislative systems through
joint research and exchange of Japanese and Chinese experts.

Case Study China Environment Construction at Co-existent Areas of Human Beings and Crested Ibis

Concrete Initiatives
For Co-existence of People and Crested Ibis
The beautiful Crested Ibis often referred to as the “jewel of the Orient,” is in danger of In 2010, JICA initiated a five-year project to
extinction, and her protection is a global agenda. Although Crested Ibis was thought to be assist Chinese government to tackle the issue
extinct in China, seven birds were found in the Shaanxi province in 1981. Since then, in both Shaanxi and Henan provinces.
continuous effort has raised the population to more than 1,600. The current seven crested Supports include breeding and protecting
ibis in Japan are the descendants of these birds in China. Japan and China have been Crested Ibis in the region, as well as restoring
cooperating for more than 30 years for this endangered species. paddy fields and supporting organic
agriculture. The project also has
The success in restoring the population fertilizers and chemicals result in the income environmental education program for
has been remarkable worldwide. However, drops from these fields. China is currently elementary school students in order to foster

this protection effort has caused another
problem. Since Crested Ibis feeds in paddy
fields, restrictions in the application of
struggling with such difficulties in co-
existence of human lives and the birds
protection.
Implementation System
an understanding of Crested Ibis.
In Japan, the city of Sado in Niigata
Prefecture is well known as a Crested Ibis
habitat, and programs are underway to
facilitate the co-existence of people and
Crested Ibis. For instance, the area produces
a brand of rice that is grown in a safe
environment for the birds. The community
also promotes Crested Ibis to attract tourists
and for environmental education for children.
In the city of Toyooka in Hyogo Prefecture,
similar activities to protect Oriental Stork have
produced benefits and succeeded in
revitalizing the area. Chinese government and
Data and Information

people show high interests in these initiatives

in Sado and Toyooka. The project in China
continues to further facilitate mutual learning
of people in Japan and China, and create an
abundant environment for coexistence of
people and Crested Ibis.

A crested ibis in flight (photo taken in Shaanxi Province, China)

33
 Region-Specific Activities and Initiatives

Central Asia and the Caucasus

—A Region with Many Natural Resources Opened for Asia and Europe That Is Attracting the World’s Attention

The Central Asia and the Caucasus region, located in roughly the center of the Eurasian continent, comprises five Central
Asia countries—Kazakhstan, the Kyrgyz Republic, Tajikistan, Turkmenistan and Uzbekistan—and three Caucasus
countries—Armenia, Azerbaijan and Georgia that gained their independence from the former Soviet Union in 1991.
Achieving balanced development of the entire region is an important global issue because of the increase in economic
disparities within this region. Furthermore, Afghanistan, a country that is still unstable, is located nearby.

Key Aid
Strategies Supporting Intra-Regional Cooperation for Stable Economic Development

In this region, JICA is concentrating on intra-regional Kazakhstan

cooperation and the promotion of democracy and market
economies. Cooperation priorities are: (1) programs for
improving the electric power and transportation infrastructures
in the Central Asia and (2) programs to enhance market
economies by activating the private sector.
Country Overviews and Priority Issues
Uzbekistan
To maintain economic growth that is backed by high prices
of natural resources such as natural gas and gold, JICA is
supporting three sectors: (1) improving and building the
economic infrastructure, focusing on electric power and
transportation; (2) supporting human resources development
and institution-building to facilitate a market economy and
develop industries through the Uzbekistan-Japan Center for
Human Development and support for the legal framework; and
(3) social support for rural areas.
Kazakhstan is endowed with abundant natural resources,
including the world’s second largest uranium reserves.
Diversification of industry in the country is needed to achieve
balanced and sustained economic growth. JICA is assisting in
this endeavor, with its main emphasis on training human
resources through the Japan Center for Human Development
and on the economic infrastructure that serves as a foundation
for industry.
Tajikistan
Tajikistan overcame 10 years of civil war after its
independence from the former Soviet Union, and has been
working on achieving economic and social stability while
enacting structural reforms. JICA has three priority areas for
assistance: the development of basic social services, rural
development and industry promotion, and transportation.

JICA Programs in Central Asia and the Caucasus (Fiscal 2011)

Central Asia Uzbekistan 1,946 (12.6%)

and the Caucasus

Total: 15,501
(Unit: millions of yen)

Kazakhstan 1,372 (8.8%)

Azerbaijan 6,183 (39.9%)

Georgia 1,251 (8.1%)

Armenia 223 (1.4%)

The Kyrgyz Republic 1,193 (7.7%)

Tajikistan 3,307 (21.3%)

The figure shows the total value of JICA programs in each country including Technical Cooperation
(Training Participants, Experts, Study Teams, Provision of Equipment, JOCV and Other Volunteers,
and Other costs), ODA Loans (Disbursements) and Grant Aid (Newly concluded G/A Agreements). Turkmenistan 26 (0.2%)
Note: Figures in parentheses denote the percentage share of overall JICA programs in the region.
Note: Figures exclude JICA’s cooperation for multiple countries and international organizations.

34

The Kyrgyz Republic
The Kyrgyz Republic is a mountainous country with few
significant natural resources other than gold. The economy is
stagnant because it is not on the track of stable economic
growth. JICA has set a goal of assistance in promoting the
reduction of poverty through economic growth based on the
transition to a market economy. To create a foundation for
economic growth, JICA is cooperating in the fields of
transportation infrastructure, development of agricultural and
rural areas, and human resources development for the
transition to a market economy.
Special Feature
country’s large reserves of petroleum and natural gas.
Improvement of the infrastructure and the development of non-
petroleum sectors are major issues for the country. JICA is
providing support for the construction of a power plant near the
capital of Baku and for the construction of water and sewer
systems in provincial cities.
Armenia
Since its independence from the former Soviet Union,
Armenia has proactively pursued democratization and a market
economy. JICA is focusing on assistance for infrastructure

Program Goals and

development to overcome the aging economic infrastructure

Turkmenistan
Turkmenistan has an economy supported by large reserves
of natural gas. In recent years, the country has been
strengthening ties with the United States, Europe and
neighboring countries. Japanese cooperation for Turkmenistan
focuses on training so that government workers can learn about
Japanese experiences and on other activities.
Azerbaijan
Overview
and prevent environmental degradation.
Georgia
Georgia aims to use its geographically advantageous
position between Europe and Asia to expand its economy and
reduce poverty. JICA is providing support for improvement of
the East-West Highway, which is an arterial road in Georgia, to
develop regional economies by strengthening the transportation
capacity.

Concrete Initiatives
Azerbaijan’s economy has been expanding due to the

Case Study The One Village One Product Project in the Kyrgyz Republic

Small Business Promotion by Ryohin Keikaku and JICA

Issyk Kul, which means “hot lake,” is located along the Silk Road, which
passes through the Kyrgyz Republic. The lake is nine times larger than
Japan’s Lake Biwa and is well known as a resort area among the people in
the Commonwealth of Independent States. The One Village One Product

Implementation System
Project is taking place in the region around Issyk Kul. An expert shows how to measure the size of products

The One Village One Product Project,
which is the Community Empowerment
Project through Small Business Promotion by
One Village One Product (OVOP) Approach,
aims to bring together ambitious people to
form an association in each village for a
particular product. At the same time, the
project’s concept of using local materials to
make products will be extended to other
areas. Taking these actions will promote
business activities by facilitating information
sharing within regions and building efficient
discussions with producers of handicrafts that
resulted in technical training programs for
fabricating felt products such as eyeglass
cases made of locally produced wool. When
production began, though, it was much more
difficult than expected. Everything from
procuring raw materials to shipping final
products was a new experience for the
workers. As a result, problems had to be
solved one by one.
The producers complained about the
receipt of payments after production and the
Total production was more than 13,000
eyeglass cases. Fabricating the cases
required more than 300 people and
approximately four and a half months. The
experience was sufficiently effective to alter
the communities’ attitudes. People learned
many things, such as the strict quality
standards of Japanese companies and the
benefits of working as a team. Furthermore,
completing a task that involved entirely
manual labor gave everyone confidence and a
positive attitude. Currently, the associations
Data and Information

frameworks for manufacturing.
However, many people are still unable to
abandon the mindset of the Soviet-era. The
concepts of OVOP and manufacturing products
remind most people of investments to build
large factories and constructing one factory in
each village. When seeking a way to end this
way of thinking, a joint project with Ryohin
Keikaku Co., Ltd. was considered.
The newly formed associations held
rigorous quality standards. Managing
production was the most difficult task of all. It
was extremely difficult to monitor the
production activities of 33 groups located
around a lake with a shoreline of almost
700km. Monitoring was performed by the
project’s staff with the support of Japan
Overseas Cooperation Volunteers (JOCV). They
worked nights and days during the days
leading up to shipments.
are seeking production technology and sales
opportunities rather than credit and the
provision of free machinery. In addition, the
number of people participating in this project
has increased
This joint project of JICA and Ryohin
Keikaku is under way again in 2012. Everyone
is working hard with the goals of tackling new
challenges and using even more efficient
production methods.

35
 Region-Specific Activities and Initiatives

South Asia—Cooperation for Long-term Growth in Asia

While Reflecting the Region’s Diversity

South Asia is about the same size as Europe but has a population that is twice as large. The region is in a geopolitically
key position because of its many land and sea links with the Middle East, Central Asia and East Asia. As a result, South Asia
is very influential with regard to international politics and economic activity. Countries in this region have many religions,
ethnic groups, cultures and languages, making South Asia a region with sources of instability that include income
disparities, religious conflicts and other problems. Ensuring economic and social stability and progress in South Asia is vital
to the stability and advancement of the entire Asian region, including Japan. JICA is providing a diverse array of cooperation
in response to the needs of each country.

Key Aid Assistance for Sustainable Growth, Peacebuilding and Reconstruction Assistance,
Strategies Environmental and Climate Change Measures, Vitalizing of Private Sector Economy

South Asia includes the nations of India, Bhutan,
Afghanistan, Pakistan, Sri Lanka, Maldives, Bangladesh and
Nepal. One-third of the approximately1.5 billion people who live
in the region are considered to be impoverished. Poverty
reduction is a challenge for the entire region. Numerous
challenges exist with regard to health, education and other
fields, too. Furthermore, gender disparity is still a serious
problem. Consequently, many South Asian countries may be
unable to achieve the Millennium Development Goals (MDGs).
In emerging countries with rapidly growing economies, there
is an urgent need for transportation, electric power, water and
sewerage, and other infrastructure projects to attract the
domestic and foreign investments needed to sustain growth. In
countries affected by conflicts, peacebuilding and
reconstruction assistance are needed. Countries vulnerable to
cyclones, flooding, earthquakes and other natural disasters
require disaster prevention measures.
JICA has established the following four priority areas in
South Asia.
(1) Assistance for Sustainable Growth
South Asia requires sustained economic growth as well as
measures to deal with widening income disparities, which are a
source of instability in this region. Achieving well-balanced
economic progress in this region is the goal. One way is support
for infrastructure projects that form the foundations of economic
growth, including transport, electric power, water and sewerage
systems, urban transportation and other sectors. JICA is also
engaged in measures to address poverty such with as health
and medical care, education, agriculture, rural development,
and other programs.

JICA Programs in South Asia (Fiscal 2011)

Pakistan 18,386 (7.5%)
South Asia

Total: 245,044 Nepal 5,338 (2.2%)

(Unit: millions of yen) Bhutan 3,043 (1.2%)

Afghanistan 19,186 (7.8%) India 142,034 (58.0%)

Bangladesh 17,462 (7.1%)

The figure shows the total value of JICA programs in each country including
Technical Cooperation (Training Participants, Experts, Study Teams, Provision Sri Lanka 39,321 (16.0%)
of Equipment, JOCV and Other Volunteers, and Other costs), ODA Loans
(Disbursements) and Grant Aid (Newly concluded G/A Agreements).
Note: Figures in parentheses denote the percentage share of overall JICA
programs in the region.
Note: Figures exclude JICA’s cooperation for multiple countries and Maldives 274 (0.1%)
international organizations.

36

(2) Peacebuilding and Reconstruction Assistance
JICA is formulating and implementing programs that
contribute to the peace and stability of regions and countries.
There are programs in Afghanistan and Pakistan as well as in
Sri Lanka, which is shifting from the reconstruction to
development stage following the May 2009 end of 25 years of
internal conflict. JICA is also active in Nepal, which is in the
process of establishing a government under a new constitution.
(3) Environmental and Climate Change Measures
South Asia is highly vulnerable to the effects of climate
Special Feature
Country Overviews and Priority Issues
India
India has a rapidly growing presence in the world. The
country’s population topped 1.2 billion in 2011 and India ranks
fourth after the United States, China and Japan in terms of
gross national income based on purchasing power parity. In
every sense, India has become one of the world’s major
countries. However, construction of important infrastructure
such as highway, railways, power, water supply and sewerage

Program Goals and

change and natural disasters as was shown by flooding in has not kept pace with economic growth. As a result, load-
Pakistan, Sri Lanka and Bangladesh. Furthermore, this is a shedding, traffic jams and other infrastructure problems

globally important region for the preservation of biodiversity,
particularly in the northern mountainous areas of South Asia.
This is why JICA creates and implements projects involving
climate change and disaster prevention. Activities include
energy efficiency, forest protection, urban transportation and
mainline railway networks, disaster prevention, and other
programs.
(4) Vitalizing of Private Sector Economy
Japanese companies are becoming increasingly interested
Overview
seriously affect Indian economic activities. Early development is
expected for infrastructure such as roads, railways and other
urban transportation networks, power, water supply and
sewerage. JICA is extending cooperation to India by using
Japanese experience with infrastructure development.
One major example is the Delhi Mass Rapid Transport
System (Delhi Metro) Project to provide efficient transportation
to most of the Delhi metropolitan area. As well as ODA Loans
for construction, JICA provides technical transfers through

in India and Bangladesh because of the rapid and strong
economic growth, and other regions of South Asia. Based on
the New Growth Strategies of the Japanese government, JICA
is establishing PPP and BOP programs that include participation
of the private sector. In addition, JICA is promoting human
interaction and technical partnerships and conducting many
projects that help improve the investment environment.
Concrete Initiatives
training and sending experts from Japan for safety measures at
construction sites, car maintenance and rail system operation
management. JICA aims to transfer Japan’s advanced railway
system to India through capacity development together with
financial assistance.
More than 450 million people in India are forced to live on
less than $1.25 each day. There is an urgent need for measures
to reduce poverty. To achieve inclusive development, the

Case Study India Subway Construction

Bengaluru Metro Backed by ODA Loan Starts Operations Implementation System

India’s population is becoming more concentrated in large cities as the population

grows. The result is chronic traffic congestion and air pollution from motor vehicle
exhaust. The Government of India is building metro systems in large cities and JICA is
extending support in the form of ODA Loans. In November 2011, part of the Bengaluru The Mahatma Gandhi Road Station of the recently
Metro system began operations. opened Bengaluru Metro

Located in southern India, Bengaluru has the soil on the site, which varies from soft to mass transportation (metro) systems in all
seen its population surge over the past decade hard. A Japanese company is also supplying cities with a population of more than 4 million.
from 5.7 million to 8.1 million. One result is energy-efficient, high-performance metro JICA extended ODA Loans for construction of
Data and Information

chronic congestion on major highways.
To deal with this problem, a plan was
created to construct a 43.2 kilometer
Bengalura Metro with an east-west and north-
south line. JICA provided an ODA Loan of
¥64.5 billion, which is 20% of the total cost of
¥306.8 billion. Japanese companies
participated as consultants for construction of
the Bengaluru Metro. The project uses
Japan’s advanced tunnel boring machines for
vehicles and other equipment and
technologies. Furthermore, safety systems
and environmental measures developed in
Japan have been adopted for construction
sites and these technologies have been
transferred. Seven kilometers of the east-west
line opened in November 2011. The entire
system is scheduled to be operational in
2013.
India is moving forward with plans to build
the Kolkata Metro north-south line in the
1980s and the Delhi Metro in the 1990s and
2000s (Phase 1 and 2). Furthermore, JICA has
provided ODA Loans for the ongoing
construction of the Chennai Metro and east-
west line of the Kolkata Metro and the Delhi
Metro (Phase3). These projects will further
contribute to establishing urban transport
systems in India as well as to reducing traffic
jams and air pollution.

37
 Government of India has been working even harder on the
issues of poverty, urbanization, and rural development under
the 12th Five Year Plan that started in 2012.
More than 800 Japanese companies are currently operating
in India. The number of companies has approximately doubled
over the past four years. As a result, the relationship between
Japan and India is becoming stronger and deeper rapidly. In
August 2011, a Comprehensive Economic Partnership
Agreement between Japan and India went into effect, and 2012
is a significant year as the 60th anniversary of Japan-India
diplomatic relations.
JICA is extending assistance for Japan-India cooperation
such as the Delhi-Mumbai Industrial Corridor (DMIC) Project
and the Chennai-Bengaluru Industrial Corridor (CBIC) in South
India, as well as assistance to strengthen Japan-India
academic-industry networks, and human resources
development for industries such as manufacturing. JICA is
extending its assistance to contribute to stronger relations
between Japan and India.
Bhutan
In Bhutan, which has a population of 700,000, agriculture,
forestry and livestock used to be the main industries for its
economy. However in recent years, the country has been
promoting sales of electricity to India, generated by water
power utilizing its mountainous terrain and abundant water
resources, and now it leads steady economic growth in this
country. The GDP has increased at an annual rate of more than
8% over the past five years. Moreover, GNI per capita has
increased from $800 to $1,880 between 2000 and 2010,
showing that Bhutan will soon graduate from the ranks of
Lower-Middle-Income Countries.
The Government of Bhutan has proclaimed the fundamental
concept of developing Gross National Happiness (GNH), which
defines creating a society where everyone can live in happiness
as the ultimate goal; economic growth is not the overarching
mission.
Based on the priority areas of the Government of Bhutan,
JICA is focusing aid programs on four sectors: (1) agricultural
and rural village development, (2) establishment of an economic
foundation, (3) social development, and (4) strengthening
governance. In all areas, JICA is conducting balanced activities
that incorporate Technical Cooperation, Grant Aid, Japanese
ODA Loan and Japan Overseas Cooperation Volunteers.
Afghanistan
With an area about 70% larger than Japan, Afghanistan
borders six countries and has a multi-ethnic population of about
26 million. The largest ethnic group is the Pashtuns, which
account for about 40% of the population. There are also Tajik,
Hazara, Uzbek and other groups. The population is 90% Islam
with most belonging to the Sunni branch, but there are also
Shiite followers. Approximately 40% of the country is
mountainous and only about 12% is arable.
Continuous warfare since the 1970s has largely destroyed
the country’s economic and social infrastructure, forcing many
people to flee the fighting and become refugees. Following the
creation of a new government when Taliban rule ended in

Case Study Afghanistan Training Core Personnel for Nation-building

Training Programme for People Who Can Support Nation-building

Development programs have been under way in Afghanistan since 2002 with training in Japan. Preliminary training will be
international support for the purpose of creating a peaceful and stable country. But prepared before going to Japan in order to
conflict in Afghanistan has reduced opportunities for education, prompted many skilled enhance basic academic skills. PEACE also
individuals to leave the country and created other problems. Consequently, the shortage of includes the resumption of work and
human resources who can play a central role in nation-building is a serious issue. participation in JICA projects after returning to
Afghanistan.
A long-term is needed for programs to
When Taliban rule ended in 2001, JICA agricultural and rural village development.
train people to start producing benefits. The
resumed aid programs for the new In October 2011, the first group of almost
first group of students who went to Japan in
Afghanistan that was starting to lay the 50 government officials and lecturers arrived
2011 will return to Afghanistan in 2013. There
groundwork for democracy. Cooperation has in Japan to begin their studies. Up to 500
are great expectations for the contributions
been extended while recognizing the leading individuals from Afghanistan are expected to
that these people will make to the country’s
role played by Afghanistan in the fields of participate in this program until 2015.
future.
social infrastructure projects, the development Unlike with conventional support for
of agriculture and rural areas, and education international students,
and health care. Using this cooperation as the PEACE focuses on
base, JICA started the Project for the research themes in the
Promotion and Enhancement of the Afghan priority areas of JICA’s
Capacity for Effective Development (PEACE) cooperation. The goal
that aims to enable Afghanistan to perform is to utilize the results
nation-building on its own. PEACE gives of this research directly
government officials and lecturers the for the development of
opportunities to earn master’s degrees or Afghanistan. PEACE is
conduct research in Japan in fields associated also a fine textured
with the project’s main areas of emphasis: programme to support
urban development and infrastructure and b e f o r e a n d a f t e r The first group of PEACE students in Japan with PEACE program officials

38
2001, about 5.7 million refugees were repatriated. The number
of people attending schools increased from 1 million in 2001 to
7 million in 2009. However, Afghanistan still ranks among the
world’s poorest nations, placing 172nd out of 187 countries in
the 2011 UNDP Human Development Index. There are severe
shortages regarding electricity, transportation, water and sewer
systems, and other infrastructure components.
JICA carries out projects that contribute to economic growth,
including the creation of employment opportunities and stabilizing
the lives of citizens. At the same time, JICA implements the
maximum level of safety measures due to the country’s unstable
security situation. Working closely with the Government of
Afghanistan, JICA has been extending aid in two priority
categories: urban development infrastructure projects, mainly in
the Kabul metropolitan area; and the development of agriculture
and rural areas. Work is under way on development projects
involving social and economic infrastructure, such as highways
and electric power, construction of a new city called Dehsabz,
the redevelopment of Kabul, and other areas. Completion of these
projects will enable operations involving highways, water
resources and other infrastructure components to begin.
For agricultural and rural village development, JICA has
established a comprehensive aid framework that covers the
next five to ten years and follows the development plan of the
Government of Afghanistan. Assistance will have four main
elements: (1) Change Management through Capacity
Development at the National and Sub-National level; (2) Support
for Water Resource Development and Management to vitalize
Agriculture and Rural Development sector; (3) Increase in
agricultural productivity; and (4) Promotion of Farming System
Diversification and Value Added Agriculture.
Assistance also covers improving administrative services
and the establishment of systems. In addition, the Project for
the Promotion and Enhancement of the Afghan Capacity for
Effective Development (PEACE) has started [ See the Case Study
on page 38 ]. For medium and long-term human resources
development, PEACE will send 500 long-term trainees to
Japanese graduate schools over a five-year period.
JICA works with the Aga Khan Foundation and other
international NGOs, too. Trials are under way to extend aid to
areas that have been difficult to reach in the past. In 2011, a
liaison office was opened in the city of Bamiyan in order to
provide even more effective aid.
Pakistan
Pakistan ranks sixth among the nations of the world, with a
population of about 180 million, and is also one of the most
important countries in geopolitical terms. Following the U.S.
terrorist attacks of September 11, 2001, since Pakistan has
been at the center of the war on terrorism, the international
community is placing much importance on the stable and
sustainable development of Pakistan. The country’s large
workforce could be a driving force for economic growth and
Pakistan has much potential as an emerging economic market.
About one in four residents, however, is poor in Pakistan.
Furthermore, there are many other problems, including a weak
economic infrastructure and unstable political situation.
The emphasis
o f J I C A ’ s
assistance for
Pakistan is
centered on three
Special Feature
themes: (1)
ensuring human
security and
human resources
development; (2) A water pipe is repaired in the Pakistan city of Lahore
development of a sound market economy; and (3) achievement
of balanced regional socio-economic development.
For the first theme, JICA uses three schemes (Technical
Cooperation, Loan Aid and Grant Aid) in a flexible manner to
strengthen polio countermeasures and vaccination programs,
Program Goals and
build water and sewer systems and establish systems in large
cities, and support national initiatives for disaster management.
Overview
For the second theme, JICA supports the construction of
electricity transmission and highway networks by ODA Loans,
and also promotes capacity development in industrial sectors
through Technical Cooperation. For the third theme, JICA
extends assistance to stabilize Pakistan-Afghanistan border
areas, and to revitalize the greater Karachi area, the largest
regional economy in the country.
Poor water and sewer systems in cities are a serious issue
with regard to ensuring the safety and security of the people of
Concrete Initiatives
Pakistan. In Lahore, the country’s second-largest city, demand
for water has increased along with rapid urbanization and there
is a growing need for the efficient use of water. JICA has sent
experts to Lahore and provided other support in order to
strengthen institutional management as well as operation and
maintenance capacity of the water and sewer public utilities,
and establish legal systems. In addition, JICA uses Grant Aid to
supply equipment for managing and cleaning sewage and
drainage and sewage pumps. There is also an urgent need to
be prepared for natural disasters, which have become more
severe and frequent in recent years in Pakistan. A powerful
Implementation System
earthquake hit the country in 2005 and there was massive
flooding in 2010. JICA quickly provided reconstruction aid
following these disasters. Furthermore, starting in 2010 JICA
co-worked with the Pakistan government to develop a National
Disaster Preparedness Management Plan, based on our own
knowledge and experience of disaster management in Japan.
JICA will continue to support the activities of the Pakistan
government to implement the plan.
Sri Lanka
Sri Lanka has an area that is about 80% as large as the
Data and Information
Japanese island of Hokkaido and a population of about 20.45
million. Approximately 70% of its citizens are Buddhists. The
country suffered from continuous conflict for almost 30 years
between the government, which is composed mainly of the
majority Sinhalese ethnic group, and an armed anti-government
organization that wanted independence for Sri Lanka’s northern
and eastern areas. After this war ended in May 2009, economic
growth was backed by increasing domestic demand associated
mainly with reconstruction activity. In 2011, Sri Lanka’s real
39
 GDP growth rate was 8.0%, one of the highest in South Asia.
Sri Lanka is now in a full-scale growth period and is positioned
as a medium-income country with a per capita gross national
income of $2,290 (2010).
To achieve balanced reconstruction and economic
development after the prolonged conflict, the Government of Sri
Lanka made utilizing private-sector investments to strengthen
the economic infrastructure, such as for transportation and
electric power, a key part of its fundamental policy for
development. Reducing the income disparity between cities and
rural areas is another key element of this policy. The country is
moving faster with development activities and has an income-
doubling plan by 2016.
In response to Sri Lanka’s cooperation needs, JICA placed
priority on aid for the purpose of rebuilding the lives of people
affected by the conflict and improving their livelihoods. JICA
provided extensive assistance for infrastructure projects, too. In
addition, JICA is involved with disaster prevention measures
because Sri Lanka is highly vulnerable to seasonal heavy rain
and other natural disasters that occur every year. JICA is
strengthening activities in Sri Lanka by focusing on three
primary development themes: (1) establish an economic
infrastructure for growth; (2) improve the social environment in
lagging regions; and (3) mitigation for vulnerabilities.
There were several major initiatives in the 2011 Japanese
fiscal year involving these primary themes. To help establish a
transportation network for the Colombo area, the nation’s
capital, the decision was made to provide financial cooperation
needed to enlarge the terminal at Sri Lanka’s only international
airport. Aid to expand electricity transmission and distribution
and highway networks was provided, too. Furthermore, in the
northern part of Sri Lanka that was affected by the conflict,
JICA assisted with public facilities like water supply equipment
and piers, promoting the development of agricultural and
fishing villages, and with preparing a plan for the entire region.
Actions include improving the livelihoods of people in areas
where progress with development is slow, improving small
dairy farms and other measures. In addition, JICA is engaged in
a broad range of other activities such as enhancing the capacity
of disaster prevention in response to climate change and
emergency recovery support for severe flooding.
Maldives
Maldive is in a geopolitically important position that links
Southeast Asia and the Middle East. Consisting of about 1,190
small islands, the country has a population of only 320,000
(2009). The economy is weak and it is difficult to conduct
comprehensive social development programs. Maldive has
traditionally had a friendly relationship with Japan. Following the
tsunami of 2004, JICA extended emergency humanitarian aid and
after the recovery from the tsunami has consistently provided aid
for redevelopment and disaster prevention programs.
Tourism and fishing are the foundation for the Maldives
economy, accounting for about 40% of the country’s GDP. In
2008, the global economic crisis brought down the number of
tourists from Europe, which represent about 70% of all tourists.

Case Study Sri Lanka Project for Improvement of Basic Social Services Targeting Emerging Regions

Comprehensive Aid Including ODA Loans to Enhance the Management of Non-communicable Diseases
Due to improvements in basic health indicators, Sri Lanka now ranks high among Japanese technologies will be used to
countries in South Asia with regard to public health. However, major diseases are shifting install a highly reliable pharmaceutical
to heart disease, brain disorders and other non-communicable diseases (NCD) become production line (tablet production,
more prevalent. Creating a healthy society is one of the priorities of the Government of Sri measurements, packaging and other
Lanka. To accomplish this, Sri Lanka is formulating an efficient health care system by materials, equipment) and provision of
strengthening NCD countermeasures with emphasis on prevention, encouraging people to ambulances. Furthermore, JICA plans to
lead healthy lives, and early treatment. implement programs that use all three aid
schemes (Loan Aid, Technical Cooperation,
Assistance provided by JICA since the another policy of the Government of Sri Lanka. Grant Aid) in order to expand the NCD
1970s for building core hospitals, improving However, there are shortages of materials and prevention model created with Technical
capabilities and other health care programs medical specialists. Furthermore, demand for Cooperation to all areas of Sri Lanka and
has earned praise from the Government of Sri pharmaceuticals is increasing rapidly along strengthen comprehensive NCD management
Lanka. In response to a shift to NCD as major with the rising number of NCD patients. As a capabilities.
diseases in recent years, JICA has result, increasing production of drugs has
implemented a Development Study that become a priority issue. To deal with these
includes strengthening NCD management and issues, an agreement was reached in March
offered proposals for programs. The Technical 2012 to extend a new ODA Loan (¥3,935
Cooperation project “Project on health million) for the Project for Improvement of
promotion & preventive care measures of Basic Social Services Targeting Emerging
Chronic NCDs” is supporting the formulation Regions. The objective is to contribute to
of an NCD prevention model centered on strengthening NCD management through
primary health care facilities, which are improving secondary health care facilities that
closest to the residents of Sri Lanka, and are the core facilities in each region of Sri
promoting the use of this model. Lanka is one aspect of this project. Improving
Upgrading NCD management at secondary the State Pharmaceutical Manufacturing
health care facilities, which perform the early Corporation (established with 1987 Grant Aid) This project has made people in Sri Lanka aware of
detection and treatment of these diseases, is and other initiatives are also part of this project. the need for regular medical check-ups.

40
Real GDP growth became negative as a result. However, the
GDP expanded by more than 4% in 2010 as tourism recovered.
This demonstrates how much the Maldives economy is
vulnerable to the effects of external factors.
JICA provides cooperation in fields (including adapting to
climate change) that can contribute to economic and social
development as well as the stability and improvement of the
lives of the people of Maldives. Recent activities include the
installation of solar power systems and assistance for
upgrading the sewer treatment system design and maintenance
capabilities that are needed for the proper construction and
maintenance of sewer facilities.
Bangladesh
Bangladesh is only about 40% the size of Japan but has a
population of approximately 150 million. The country has the
highest population density in the world, other than city-states.
About 90% of the country is lowlands (elevation of under 10
meters) and roughly one-third of the country is flooded during
the monsoon season. Bangladesh is also highly susceptible to
cyclones, flooding and earthquakes. Furthermore, the country is
extremely vulnerable to the effects of climate change. Reducing
poverty is an enormous issue because approximately 50 million
residents, one-third of the population, are poor. On the other
hand, with average annual economic growth of 6% during the
past decade, Bangladesh is attracting international attention as
a market and a destination for investments. However, the
country’s basic infrastructure is still extremely inadequate with
regard to electricity, transportation, water and sewerage
systems, and other components.
The Government of Bangladesh has established the goal of
becoming a middle-income country by 2021. To help the
country accomplish this goal, JICA is providing assistance for
achieving sustainable economic growth and eliminating poverty.
For economic growth, JICA continues to provide assistance
for building infrastructure facilities such as a power plant.
Furthermore, JICA has provided ODA Loans to supply funds to
SMEs for capital expenditures in order to foster the
development of industries, particularly in the manufacturing
sector. Assistance for disaster preparedness is another element
of aid in Bangladesh. Grant aid was provided to build multi-
purpose cyclone shelters in 117 locations and establish weather
radar facilities and Technical Cooperation is provided to
strengthen the capacity of the Meteorological Department.
These programs and other aid activities have reduced damage
caused by cyclones in Bangladesh. Since the country is highly
susceptible to earthquakes, JICA’s assistance also includes
Technical Cooperation for creating standards for earthquake-
resistant buildings and reinforcing implementation structure to
be prepared for earthquakes.
To achieve the Millennium Development Goals, Bangladesh
is working on making improvements in education, health and
other fields, too. JICA is extending aid with particular
emphasis on improving health of pregnant women and
newborn babies in the field of maternal and child health care.
Along with Technical Cooperation, JICA also provided the first
ODA Loan in this sector to support the dissemination of the
outcome of JICA’s
cooperation.
Nepal
Nepal still has the
Special Feature
lowest income level
in South Asia. Nepal
has much diversity in
its geography and Road construction in mountainous areas contributes
to improving connectivity and accessibility.
climate, being located
between the Himalayas with 8,000 meter peaks at its northern
part and flat lowlands with an elevation of around 60 meters at
its southern part. The population is about 26.6 million (2011)
and consists of more than 100 castes and ethnic groups who
speak more than 90 languages.
Program Goals and
Nepal experienced 10 years of conflict starting 1996, which
formally ended with the signing of the comprehensive peace
Overview
accord in November 2006. The newly elected Constituent
Assembly declared Nepal a federal republic, ending its
monarchy. But the country is still politically and socially
unstable and there are some imminent political issues such as
developing a new constitution.
Per capita income in Nepal is $490 (2010). Industries with
much potential, which include the hydropower and tourism
sectors, have not been developed into viable industries that can
drive economic growth. The greatest impediment to private
Concrete Initiatives
economic activities is inadequate infrastructure. The poverty
situation has improved as proportion of poor people declined in
recent years. On the other hand, some social indicators are still
low and widening disparities between urban and rural areas
and those related to castes, ethnic groups, and gender are
concerns. In the Three Year Plan (2010-2013), the Government
of Nepal set the long-term vision of creating a prosperous,
peaceful and just Nepal by transforming Nepal from a least
developed country (LDC) into a developing nation within a two-
decade period.
JICA’s overall assistance strategy to Nepal focuses on three
Implementation System
fields: (i) Infrastructure and institutional development for
sustainable economic growth; (ii) consolidation of peace and a
steady transition to a democratic state; and (iii) rural poverty
reduction.
For “infrastructure and institutional development for
sustainable economic growth”, JICA supports construction of a
road connecting the Kathmandu metropolitan area and Tarai
Plain in the south, a hydropower plant, and water supply
facilities. For “consolidation of peace and a steady transition to
a democratic state”, JICA is extending support for the
democratization process, such as drafting civil code and
Data and Information
dialogue with members of Constituent Assembly, and
strengthening the administrative capacity of the central and
local governments. For “rural poverty reduction”, JICA has been
continuously supporting the agriculture sector, such as
irrigation, and the cultivation of fruits and vegetables,
education, and the health sector.
41
 Region-Specific Activities and Initiatives

Middle East—Achieving Regional Stabilization

through Inclusive Development

The political protests of 2011 in the Middle East brought about a new nation- building movement following democratic
elections in some countries. However, some development issues like unemployment and poverty that were the background
for the turmoil still exist. Additional political and economic turmoil might be taken place in this region if these situations are
overlooked. Since Japan relies on the Middle East as the provider of 90% of its crude oil, peace and stability in this region is
important for the security of Japanese economy.
JICA is working on achieving peace and stability in the Middle East through support for democratization and nation-
building under the concept of inclusive development that yields benefits for all segments of citizens, along with continuous
efforts for peace-building and reconstruction.

Key Aid Supporting Democratization, Employment and Industrial Development,

Strategies Human Resources Development, and Peacebuilding and Reconstruction

The Middle East has undergone continual conflicts in its
history, such as the Arab-Israeli War, Gulf War and Iraq War.
Since the Middle East occupies a crucial position as an energy
resource for the world, peace and stability of this region is a
major issue not only for Japan but also the entire world.
Political protests in Tunisia in January 2011 swiftly spread to
other countries in the region like Egypt, Yemen, Libya and Syria.
The public’s dissatisfaction with unemployment and social
disparities soon expanded to the demand for democratization,
which made the region politically unstable.
New nation-building movements like the selection of new
leaders through democratic elections have occurred in many
countries including Tunisia, Egypt, Morocco, Jordan, Yemen
and Libya. However, a tumultuous situation still continues in
Syria that makes outlook of the region unclear.
High unemployment, among the young people above all, is a
serious problem in these countries. Moreover, the negative
economic impact of political turmoil, like the severe blow to
tourism and other key industries, can not be overlooked.
Dissatisfaction among people with this situation is likely to be a
source of instability for the entire region.
In response to these movements, the Government of Japan
has announced measures to support the Middle East and North
Africa that are centered on three major pillars; 1) support for
“fair political process and government” through institutional
transition and advancement of reforms; 2) support for “job
creation and fostering of industries” in order to resolve the
serious unemployment problem; and 3) support for “human

JICA Programs in Middle East (Fiscal 2011)

Syria 525 (0.8%)

Tunisia 5,682 (8.2%)
Jordan 1,298 (1.9%) Iraq 29,753 (42.8%)

Lebanon 2,574 (3.7%)

Palestine 848 (1.2%)

Morocco 10,530 (15.1%) Egypt 16,503 (23.7%)

Iran 748 (1.1%)

Libya 3 (0%)
Algeria 181 (0.3%)

Middle East Saudi Arabia 42 (0.1%)

Total: 69,537 United Arab Emirates 3 (0.0%)

(Unit: millions of yen)

The figure shows the total value of JICA programs in each country including Technical Cooperation
(Training Participants, Experts, Study Teams, Provision of Equipment, JOCV and Other Volunteers,
and Other costs), ODA Loans (Disbursements) and Grant Aid (Newly concluded G/A Agreements).
Note: Figures in parentheses denote the percentage share of overall JICA programs in the region. Yemen 778 (1.1%)
Note: Figures exclude JICA’s cooperation for multiple countries and international organizations. Oman 70 (0.1%)

42

resource development” for economic revitalization and
stabilization.
Japan has gained the confidence of Middle East countries by
adhering to neutral stance regarding this region. While utilizing
this position, JICA will continue to conduct activities in
coordination with international community mainly focusing on;
1) support for democratization; 2) job creation and fostering of
industries; 3) human resource development that matches local
needs of each country; and 4) peace-building and
reconstruction (Iraq, Palestine, Yemen, Libya and other
Special Feature
following four priority areas: 1) Strengthening the foundation for
economic growth (improving production and export capacity for
oil and gas, improving agricultural productivity); 2) Energizing
the private sector (electric power reconstruction, transportation
and telecommunication infrastructure); 3) Improvement of the
quality of life (water supply and sewage systems, improving the
quality of medical care and education); and 4) strengthening
governance (building a foundation for administration and
developing human resources).
Since the end of the Iraq War, JICA used 15 ODA Loans

Program Goals and

countries). totaling ¥364.6 billion to support infrastructure projects that are
vital to the country’s economic revitalization. In addition, JICA

Country Overviews and Priority Issues
Iraq
The repeated conflict and economic sanctions that Iraq has
suffered since 1980 have led to the destruction of much of the
country’s economic and social infrastructure and impoverished
the country. Today, many Iraqis are still living in abysmal
conditions with shortages of electricity and clean water.
However, Iraq has one of the world’s largest oil reserves and
there is enormous demand for infrastructure because of the
Overview
has used Technical Cooperation for training programs for
around 5,000 people in Iraq.
In August 2011, JICA started Technical Cooperation for the
agricultural sector, which is important with respect to industrial
diversification, job creation and other goals. This cooperation
included sending Japanese experts to Iraq for the first time
since the Iraq War ended. In November 2011, the Government
of Japan pledged to provide new ODA Loans to Iraq totaling ¥67
billion for four projects: two projects for oil and gas, Iraq’s core
industry; one project in the telecommunication sector, which is

country’s high economic growth rate and population of more
than 30 million. Due to the country’s significant potential as a
market, another important issue is the creation of an
environment in which the private-sector can be utilized.
In order to meet Iraq’s massive reconstruction and
development needs, JICA has provided assistance in the
Concrete Initiatives
vital to energizing the private sector; and one project in the
health sector to improve the quality of life of the Iraqi people.
As a result, Japan expects to achieve the US$3.5 billion of ODA
Loans that the country announced at the 2003 Iraq
Reconstruction Conference.
To further strengthen support on a local level, JICA opened

Case Study Basrah Refinery Upgrading Project

Improving Quality and Lowering the Environmental Impact by Using Japanese Technologies
The oil industry is vital to Iraq, accounting for about 70% of the country’s GDP and government has great expectations for Implementation System
about 90% of government revenues as well as serving as a source of foreign currency. technologies of Japanese companies.
However, oil refinery capacity has plummeted because of conflicts and economic sanctions Programs that link Japanese technologies
since the 1980s. Currently, Iraq’s refineries are operating at about 70% of capacity. with the reconstruction needs of Iraq would
JICA is using ODA Loans to provide assistance that includes upgrading large refineries. have a significant impact on the country’s
economy. As a result, these programs are
Even though Iraq is an oil-producing refinery, which is one of the largest in Iraq. The attracting much attention among Iraqi
country, the nation is forced to import gasoline main element of the plant will be a fluid government officials as well as members of
and other petroleum products from other catalytic cracking (FCC) unit. Building this plant the Japanese business community.
countries because of the effects of wars and will boost the refinery’s productivity and the
economic sanctions. Expenditures for these quality of its products. For example, daily
Data and Information

im p o r t s a r e e x e r t i n g p r e s s u r e o n t h e gasoline output will rise by 20,000 barrels.

government budget. There is an urgent need
to upgrade refineries in Iraq, which has
massive recovery and reconstruction needs.
Improving refineries will prevent outflows of
foreign currency to buy imports of petroleum
products and earn foreign currency through
exports of petroleum products from Iraq.
JICA is using an ODA Loan to assist in the
construction of a new plant at the Basrah
Another benefit will be a lower environmental
impact. This is the first use of a FCC unit in
Iraq. The design stage is almost finished and
Japanese companies are expected to
implement this program by applying the Special
Terms for Economic Partnership (STEP).
The Government of Iraq is placing priority
on development of the oil industry and wants
to upgrade and build many refineries. The The Basrah Oil Refinery

43
 its office in the capital of Baghdad in August 2011. JICA is
providing extensive reconstructive assistance by talking directly
with government officials in Iraq and through project site visits
and other activities.
Palestine
In 2006, the Japanese Government proposed the Corridor for
Peace and Prosperity concept as a medium- to long-term
framework for future co-existence and co-prosperity of Israel
and Palestine. This concept is based on the idea that a “two
state solution” is crucial to achieving peace between Israel and
Palestine. The framework is intended to strengthen the
socioeconomic foundation of the Palestinian Authority in order
to ensure a smooth transition to economic independence for
future statehood, while building trust with neighboring countries
through regional cooperation among Palestine, Israel and
Jordan. Working towards realizing the Corridor for Peace and
Prosperity concept, JICA is providing Technical Cooperation for
improving agricultural technologies and supporting the
promotion of sustainable tourism and boosting small and
medium sized enterprises (SME), assisting the Agro-Industrial
Park located in the Jericho area through Technical Cooperation,
and constructing related infrastructures.
Furthermore, from the perspective of supporting future
nation-building of the Palestinians, JICA is extending support
for human resources development and institution building in the
following seven priority areas in accordance with the Palestine
National Development Plan: 1) SME Development and Trade
Promotion; 2) Agriculture; 3) Tourism; 4) Local Governance; 5)
Finance; 6) Water and Sewage; and 7) Maternal and Child
Health.
Since 2011, JICA has been enhancing collaboration with
East Asian countries, especially Indonesia and Malaysia, for
capacity development of the people of Palestine. Working with
these countries allows providing many types of assistance that
utilizes the experiences of East Asian countries concerning
economic and social development and their resources.
Expectations are increasing on both of the Palestine and
Eastern Asian sides for this approach that helps increase the
number of actors that can contribute to peace in the Middle
East.
Egypt
In February 2011, long-time Egyptian President Hosni
Mubarak resigned as a result of the democratization
demonstrations that started in January. After the collapse of the
Mubarak administration, Egypt’s constitution was temporarily
suspended and presidential authority was entrusted to the
Supreme Council of the Armed Forces. Elections for the
People’s Assembly were held between November 2011 and
January 2012 and Shura Council elections took place in
January and February. This was followed by a presidential
election in May and June and the inauguration of a new
president, Mohammed Morsi. Next, the constitution will be
amended. This process is expected to result in a transition from
rule by the armed forces to a civilian government.
The political unrest in Egypt is said to be due to the large
number of people that have failed to receive the benefits of
44
development despite the country’s strong macroeconomic
growth. For example, youth unemployment is high and the poor
face skyrocketing food prices.
JICA provides cooperation that includes sending experts to
Egypt with the aim of resolving the urgent issue of establishing
an equitable political system and administrative management.
One activity is explanations of the electoral systems and role of
the media in elections to prepare for conducting democratic
elections. Helping create a master plan for a new national
development plan is another form of support. In addition, JICA
has for some time been providing cooperation with emphasis
on sustainable growth and creating jobs, reducing poverty and
improving living standards, and other goals. This cooperation is
in response to political change in the country, and the
importance of these issues has not changed even after the
change in Egypt’s government. JICA is providing support in
many ways to improve living standards in Egypt and utilize the
limited supply of water effectively. There are economic
infrastructure programs for transportation, electricity and other
sectors, including the Greater Cairo Metro Line No. 4 Project
[ See the Case Study on Page 117 ]. Assistance for human
resources development includes the establishment of the
Egypt-Japan University of Science and Technology (E-JUST),
which will promote interest in science and technology in Egypt.
Other activities include aid for school health services in upper
Egypt, which has a low level of income, and wastewater quality
management and reuse systems in the Nile Delta area.
Morocco
Morocco has been able to steadily achieve economic growth
and reduce poverty. One reason is the implementation of
economic liberalization policies since the 1990s. Another
reason is the adoption since 2005 of the National Initiative for
Human Development (INDH), a measure centered on human
resources development for reducing poverty and eliminating
regional and social disparities. As a result, there was no
significant unrest in Morocco even after the political and
economical movement began in 2011. However, there are still
pressing issues in the country, notably high unemployment
among young people and regional social disparities, which
were two causes of the movement. The country is enacting
measures to make improvements.
Cooperation from JICA focuses on measures to reduce
regional and social disparities that are a source of social
instability and to achieve sustained economic growth. The goal
is to contribute to regional stabilization and balanced economic
growth in Morocco. Specifically, JICA supports the development
of water and sewage systems in rural areas, improvement of
urban environments, construction of rural roads, regional
development in Er Rachidia prefecture, and other programs.
Furthermore, in cooperation with the Government of Morocco,
which is an active participant in South-South Cooperation, JICA
places emphasis on third-country training under its Assistance
Program for Francophone African Countries. Support is provided
for highway maintenance, improving agricultural machinery,
assisting small fisheries, and in other sectors.
 Tunisia
In Tunisia, longstanding President Zine El Abidine Ben Ali
stepped down from office on January 14, 2011. The political
unrest in which citizens went into the streets to force the
president out of office is called the Jasmine Revolution, taking
demonstrations broke out are rural areas with higher poverty
levels than in Tunis, the capital. Therefore, it is also necessary
to address the issue of rectifying regional disparity.
JICA provides assistance for developing Tunisia’s industries,
mitigating disparity, and preserving the environment.

Special Feature
the name of Tunisia’s national flower. This led to subsequent Specifically, in addition to using ODA Loans for economic
pro-democracy movements in nearby countries. infrastructure such as railways and roads, JICA constructs
Holding elections was an urgent issue following this higher education institutions and research institutes, provides
revolution. JICA sent election experts to Tunisia, held seminars science and engineering training, and supports local economic
on political contributions, election systems and the role of promotion programs.
media in elections, and conducted other activities. For the
constituent assembly election in November 2011, the head of
JICA’s Tunisia office and other staff members were part of an
election monitoring group provided by the Japanese
government. Election oversight was performed for voting, ballot

Program Goals and

counting, compliance with rules, and ensuring the
transparency, fairness and efficiency of election operations.

Overview
This support helped Tunisia hold a fair and transparent election.
The Jasmine Revolution was triggered by the self-
immolation suicide of a young man without a job. Tunisia has a
high unemployment rate, particular for younger people, and
unemployment is particularly severe for individuals with higher
education levels. The issue is that industries have yet to
advance sufficiently to create employment opportunities for JICA personnel were part of the election monitoring group from Japan for the Tunisia
these individuals. Furthermore, the areas where the first constituent assembly election.

Concrete Initiatives
Case Study The Political Movement and JICA Election Support

determine the future of the country.

Assistance for Creating a New Government in Egypt JICA has accumulated knowledge and
expertise concerning assistance for elections.
The political movement so called “Arab Spring” ended the 30-year rule of Egyptian This includes respecting the right of a
President Hosni Mubarak. Immediately after the revolution, political power was temporarily country’s residents to make their own
given to the Supreme Council of the Armed Forces rather than revolutionary forces. Egypt decisions, understanding the effectiveness of
then faced the issue of how to create a new government. It is often said that “destroying a dual approach using equipment and
things is much easier than making them.” Egypt embarked on the historic process of knowledge, and understanding that media
creating a new assembly, president and constitution. Elections were critical to determining support is the key to holding a neutral and fair
if the event so called “Arab Spring” would truly be spring for Egypt. election. JICA fully utilized this know-how

Following the February 2011 revolution,
Egypt was determined to shut out
unnecessary influences from other countries.
The country was even cautious about
accepting international assistance for
elections. However, Egypt asked Japan and
JICA due to Japan’s political neutrality.
JICA sent election support experts to Egypt
in March 2011. Next, an election seminar was
held in Cairo in July. Experts from Japan
explained the electoral systems, how to hold
an election, the use of political funds and
other subjects. The aim was to strengthen the
addition, JICA supplied materials for the
media center and operations room, two new
functions of the Election Commissions, which
is independent of the government. Equipment
included computers, TV conferencing
components, equipment to operate a website,
and other items. Supplying this equipment
helped Egypt supply voters with information
about this new election, raise the voter turnout
rate, and reduce the number of
invalid ballots.
Due in part to the benefits of
these activities, Egypt held
Implementation System
once again for assistance for Egypt.
Normally, several years are required to
firmly establish reforms associated with
frameworks and institutions. This is why more
time will probably be needed until spring truly
begins in Egypt. JICA’s support for elections in
Egypt is expected to lead to support for the
newly formed parliament as well as for the
permanent central and regional Election
Commissions.
Data and Information

election preparation framework, including elections in 2011 and 2012 as

Election Commissions and other associated
agencies that had not yet been created.
In October, shortly before election day,
JICA experts held a media seminar at the
Egyptian Radio and Television Union (ERTU),
Egypt’s public broadcaster, on the themes of
democratic election reporting in Egypt and the
use of media for democratizing elections. In
scheduled. The People’s
Assembly and Shura Council
convened as planned. The
Egyptian public was aware of the
election results and respected
these results. As a result, the
people of Egypt understood that The new People’s Assembly of Egypt that was chosen through a
t h e n e w a s s e m b l i e s w o u l d democratic election includes members who were imprisoned during
the previous administration.

45
 Region-Specific Activities and Initiatives

Africa—Strong Economic Growth Presents

an Excellent Opportunity for Poverty Reduction

Strong economic growth continued in Africa in 2011 as this region posted an economic growth rate second only to Asia.
The 5th Tokyo International Conference on African Development (TICAD V) will take place in Yokohama in June 2013. This
conference is expected to discuss a number of new themes, such as the increasing role of the private sector in African
development, collaboration between the private sector and ODA, and strengthening partnerships with emerging countries.

Key Aid
Strategies Continue to Energize Africa

Progress and Issues Concerning the
Development of Africa
In 2011, the average real GDP growth rate was 5.3% in Sub-
Saharan Africa (estimate)* 1 and the 2012 forecast calls for
growth of 5.5%* 2 to 5.8%* 3 . Furthermore, foreign direct
investments in this region in 2010 were higher than in India*4.
In particular, there has been rapid growth in African
investments and aid by China, India, Brazil and other emerging
countries. Overall, this region is attracting much attention on a
global scale.
Four African countries, Ethiopia, Ghana, Malawi and Cape
Verde, are expected to achieve the MDGs by about 2015* 5.
These countries have made significant progress with improving
the child and material mortality rates and stopping the spread
of HIV/AIDS and malaria.
However, about half of Africa’s population lives on a daily
income of less than $1.25. Furthermore, the Horn of Africa in
eastern Africa is struggling with the worst drought in 60 years.
Approximately 12.4 million people in Djibouti, Ethiopia, Kenya
and Somalia require assistance. The central issue in Africa is
how to use strong economic growth to overcome these
weaknesses, reduce poverty and create jobs.
Looking Ahead to TICAD V
JICA has been providing support for economic and social
development in Africa based on the Yokohama Action Plan that
was adopted at the 4th Tokyo International Conference on
African Development (TICAD IV). The plan has four main
components: boosting economic growth, achieving the MDGs,
addressing environmental and climate change issues, and
consolidation of peace.
TICAD V, which will take place in June 2013, will be held by
the Government of Japan, United Nations, World Bank and
African Union Commission. Governments of African countries,
*1 World Bank Group, Africa Regional Brief 2012
*2 World Bank Group, Africa Regional Brief 2012
*3 IMF, World Economic Outlook , September 2011
*4 World Bank Group, Africa Regional Brief 2012
*5 World Bank Group, Africa Regional Brief 2012

JICA Programs in Africa (Fiscal 2011)

Burkina Faso 1,889 (1.7%) Mali 2,559 (2.4%) South Sudan 1,958 (1.8%)

Africa Cameroon 2,233 (2.1%)

Sudan 3,353 (3.1%)
Senegal 3,641 (3.3%)
Total: 120,762 Ethiopia 6,763 (6.2%)

(Unit: millions of yen)

Djibouti 486 (0.4%)

Sierra Leone 711 (0.7%)

Togo 1,417 (1.3%)

Uganda 5,293 (4.9%)
Ghana 7,370 (6.8%) Kenya 16,915 (15.6%)

Benin 1,609 (1.5%) Rwanda 1,360 (1.3%)

Nigeria 4,837 (4.4%) Tanzania 9,072 (8.3%)

Malawi 3,157 (2.9%)

Democratic Republic of the Congo 5,982 (5.5%)

The figure shows the total value of JICA programs in each country Burundi 2,351 (2.2%)
including Technical Cooperation (Training Participants, Experts,
Study Teams, Provision of Equipment, JOCV and Other Volunteers,
and Other costs), ODA Loans (Disbursements) and Grant Aid (Newly
concluded G/A Agreements).
Zambia 6,514 (6.0%) Madagascar 986 (0.9%)
Note: Figures in parentheses denote the percentage share of overall
JICA programs in the region. Botswana 437 (0.4%)
Note: Figures exclude JICA’s cooperation for multiple countries and
international organizations.
Mozambique 4,770 (4.4%)

South Africa 971 (0.9%)

46 Other 23 countries 12,063 (11.1%)
 Special Feature
Case Study Support for the “Horn of Africa” Struggling with Drought

Assistance for Enhancing the Region’s Resilience to Drought

In 2011, the Horn of Africa (Somalia, Kenya, Ethiopia and other countries) suffered the
most severe drought in 60 decades. According to the United Nations, more than 13 million
residents of this region required emergency humanitarian aid. Even now, the drought is
having a serious impact on a large number of people.
JICA has provided emergency aid along with support in Kenya and Ethiopia for

Program Goals and

increasing the capacity of communities to respond to this disaster.

The Horn of Africa has suffered from make these people more resilient to drought

droughts and received humanitarian aid
repeatedly since more than 30 years ago,
partly because of the effects of climate
change. During the current drought as well,
humanitarian aid in the form of emergency aid
supplies has produced benefits to some
degree. However, this crisis has once again
demonstrated that short-term humanitarian
aid alone is insufficient as a response to the
underlying problems associated with droughts
that are expected to continue occurring
to transform them from recipients of
humanitarian aid into contributors to the
economy. In the semi-arid areas of Kenya,
mainly the central and southern parts of the
country, JICA plans to implement a project*2
to increase the use of small irrigation systems
in order to secure a reliable supply of
agricultural water.
For the host community of the Dadaab
refugee camp for refugees from Somalia, JICA
has greatly expanded its activities within the
Overview
The Kebri Beyah refugee camp in Ethiopia does not
have an adequate supply of water.
Somalia
To support Somalia, which has been
severely impacted by the current drought,
JICA for the first time in 20 years conducted
third-country training in Kenya and other
neighboring countries to improve the capacity
of government officials in the fields of health

frequently in this region.
JICA believes that it is important to
strengthen the residents’ resilience to drought
based on a medium to long-term development
framework. Full-scale activities for this
purpose are under way in Kenya and Ethiopia.
In addition, JICA resumed the provision of
aid in Somalia for the first time in 20 years
due to the severity of the drought crisis,
including about 250,000 people in danger of
starvation.
Kenya
framework of an ongoing Technical
Cooperation project*3. For example, a water
supply truck and water supply tank have been
provided to the community.
Ethiopia
Droughts occur repeatedly in Ethiopia.
JICA has started projects targeting the fields
of water and agriculture. For the water sector,
the project involves drawing a map of water
sources and a water supply master plan. The
objective is establishing a water supply
system for the arid area including the refugee
Concrete Initiatives
and roads.
Furthermore, in Mogadishu, the capital of
Transitional Federal Government at the time,
there are large numbers of refugees from
other regions of the country due to the
drought and continuous civil war. It has also
caused an increase in people suffering from
infectious diseases by contaminated water. In
collaboration with International Organization
for Migration (IOM), JICA implemented a
survey to find condition of water supplies and
hygiene at camps for internally displaced
persons (IDPs) near Mogadishu. JICA plans to

JICA has medium and long-term activities
in the arid region of northern Kenya to assist
people who raise livestock. One is a project
that aims to facilitate the sustainable
management of natural resources like grass
and water and to diversify sources of
income* 1. The goal is to use measures to
camps and nearby communities. For the
agriculture sector, JICA implements a variety
of projects to increase resilience to unstable
weather. One is to assist former pastoralists
in raising agriculture productivity by
establishing irrigation facilities. Another is to
assist farmers to improve livestock raising
skills and establish
livestock markets. There
is also a project for
weather insurance for
farmers that will ensure a
minimum level of income
even with small harvests.
Implementation System
continue supporting in Somalia while
identifying the needs of this country.
Collaboration with Development Partners
These responses to the drought in Africa
led to an agreement arranged by the
Intergovernmental Authority on Development
(IGAD) for comprehensive programs covering
the entire Horn of Africa region. JICA will
respect the framework for aid that is centered
on IGAD in order to work with the World Bank,
U.K. and U.S. international development
agencies, and other organizations assisting
drought victims with the goal of helping
Data and Information

The goal of these projects upgrade the resilience of this region.

is to strengthen the
resilience of residents
from a medium- to long-
term perspective.
A water supply facility in Gode in the Somali region of Ethiopia
*1 The Project for Enhancing Community Resilience against
Drought in Northern Kenya
*2 Sustainable Smallholder Irrigation Development and
Management in Semi-Arid Lands Project (SIDEMAN-SAL)
*3 Water Supply and Hygiene Improvement Project in Host
Communities of Dadaab Refugee Camps
*4 Rural Resilience Enhancement Project and Jarar Valley and
Shebele Sub-basin Water Supply Development Plan, and
Emergency Water Supply Project

47
 international organizations and agencies, private-sector
companies, emerging countries and Asian countries, NGOs and
many other participants will discuss a new action plan for 2013
and afterward.
The environment for development activities in Africa is
undergoing significant changes along with the growing roles of
the private sector and emerging countries. Africa must no
longer be viewed simply as region that requires aid, as in the
past. Japan and African countries need to build mutually
beneficial partnerships with both sides functioning as equals in
order to deal with issues shared by Japan and Africa. Specific
measures to achieve this goal will be debated at TICAD V.
Priority Issues and Efforts
1. Acceleration of Economic Growth in Africa
(1) Building infrastructures to support economic growth
Africa has many landlocked countries. As a result, building
an international transport infrastructure is vital to promoting
trade, increasing economic activity and reducing poverty.
The volume of traffic in Africa has been increasing in recent
years because of trade and other factors. However, the
transportation infrastructure is not sufficient to accommodate
this volume. This causes chronicle traffic congestion. In
addition, different customs procedures of individual countries
pose another barrier to the smooth flow of goods.
In order to enable the efficient flow of goods at border areas,
JICA is not only providing assistance for physical infrastructure
such as highways, but also introducing the One Stop Border
Post (OSBP) system, by which neighboring countries share and
apply common and simplified border procedures. One
illustration is Rusumo, the border crossing between Tanzania
and Rwanda, a key economic corridor in eastern Africa. The
highway in this region has been improved and an OSBP system
established.
Trucks wait at Rusumo, Rwanda, to cross the border between Rwanda and Tanzania.
48
Plans call for the use of the OSBP system throughout Africa.
But using OSBP requires coordination in many categories. JICA
has used its experience in this field to prepare an OSBP Source
Book that lists the steps needed to implement this system. This
book is used not only in areas receiving JICA aid but also in
other countries and by other aid organizations. The purpose is
to contribute to the efficient implementation of the OSBP
system in all areas of Africa.
Many African countries are not improving and building
highways networks fast enough. This is creating a number of
problems, notably the inability to rapidly transport agricultural
goods from producers to markets. Consequently, inadequate
highways also have an effect on food security. JICA is assisting
with highway improvement and rehabilitation projects to ensure
the efficient movement of agricultural and other goods, thereby
helping to revitalize and expand industries.
(2) Promotion of trade and investments
Foreign direct investment in Africa has grown rapidly from
$10 billion in 2000 to $55 billion in 2010. These investments
have created jobs in Africa as well as many opportunities for
economic growth.
However, there are still numerous problems. For example,
many African countries still have inadequate policies and
systems for private-sector development and the promotion of
trade and investments. Moreover, most private-sector
companies are SMEs and even smaller businesses. This
situation is creating a large number of issues, including the
need to make companies more competitive in terms of their
technologies and ability to develop products.
JICA is supplying aid in three sectors: (1) establishing an
environment for investments and supporting Japanese
companies; (2) supporting the local private sector; and (3)
increasing exports of products made in Africa.
In Ethiopia, JICA is implementing the Project on Capacity
Building for Dissemination
of Quality and Productivity
Improvement (KAIZEN ).
This project incorporates
the bottom-up approach
that is utilized in Japanese
manufacturers. The aim
of this project is to
strengthen companies’
global competitiveness by
upgrading manufacturing
skills and improving the
working environment.
In Japan, an Africa
Caravan that started in
Hiroshima traveled to all
areas of the country. The
caravan promoted African
trade and investments by
Japanese companies in
order to support economic
growth in the developing countries of Africa.
(3) Ensuring food security for everyone
In 2011, the United Nations announced a famine declaration
for the Horn of Africa because of a drought of unprecedented
In all areas of Africa, the demand for food exceeds the
supply and imports of food to the continent are about the same
as Japan’s total imports. JICA is providing support to increase
rice productivity in Africa under the Coalition for African Rice
Development (CARD), an initiative with the goal of doubling

severity. JICA sent emergency relief supplies. In addition, to
address the food crisis caused by the constant drought, JICA
started providing support to improve access to water and to
strengthen the resilience of farmers and livestock holders in the
region [ See the Case Study on page 47].
Special Feature
Sub-Saharan Africa’s rice production during the 10-year period
ending in 2018. Thus far, rice production in the 23 countries
receiving CARD assistance has increased by 30%. At the 4th
CARD conference that took place in November 2011,
participants discussed productivity improvement, market
access, and private sector engagement. These activities will
contribute to strengthening upcoming CARD programs.
For example, to increase agricultural productivity and the
income of farmers in Mozambique, the Tropical Savanna
Agricultural Development Program (ProSAVANA) was started.

Program Goals and

R&D, infrastructure improvement and other activities that have
started under this program are expected to attract private-

Overview
sector companies to Mozambique in the future.

2. Achieving the MDGs, Prerequisite for Growth

The 5S program was introduced at this Ethiopian factory participating in the KAIZEN
project.
(1) Education for the promotion of economic growth
Primary education is the first step in the realization of each
person’s full potential and thus forms the basis for
development. JICA is implementing the School for All Project in
western Africa, where the school enrollment rate is extremely

Concrete Initiatives
Case Study Kenya Water Supply and Hygiene Improvement in Host Communities of Dadaab
Refugee Camps
The North Eastern province of Kenya, which borders Somalia, is the site of the Dadaab Schools serve as regional bases for
refugee camps, which are home to about 450,000 refugees from Somalia. This is a semi- drought aid. In addition to supplying water,
arid region with annual rainfall of less than 300mm and limited amounts of water, grazing schools provide meals for children and
grass and other resources. Many reports indicate that Kenya has suffered more than any distribute food to nearby residents and
other country from the summer 2011 drought in the Horn of Africa. perform other roles. Consequently, JICA gave
desks, dormitory beds and other supplies to
Hosting a long-term refugee camp with the had sent 16 more water supply trucks, 450 13 schools in host communities. These
increasing number of the refugees is an more water supply banks and other additional activities have increased the interest of

Implementation System
enormous burden for local communities, who supplies. In association with the expansion of residents towards school education. There are
must cope with a challenging environment support, the Northern Water Service reports that applications to attend school are
themselves. Refugees receive water, health Committee, which is the counterpart agency, increasing as a result. This leads to
and hygiene services, education and other contacted the water supply managers in each expectations for a major benefit for this region
support. In comparison, the livelihoods of local district to quickly explain the nature and where the school enrollment rate is low.
communities have become even more volume of support.
difficult. In response to this situation, JICA
decided to start extending support for the
supply of water to the local communities near
Dadaab refugee camps.
The Water Supply and Hygiene
Improvement Project in Host Communities of
Dadaab Refugee Camps started in November
Data and Information

2010. Initially, the project covered four

districts in the North Eastern province within a
100km radius of the camps. The primary
activities were the drilling of 11 deep wells
and construction of two ponds. Then, in
response to a request for drought aid, JICA
enlarged the project to cover the entire North
Eastern province (21 districts) as an Desks from JICA at a Dadaab One of the water trucks provided by JICA
emergency response. By March 2012, JICA refugee camp

49
 low. By supporting school management with the participation of
the local population, this project is improving school
management and raising the enrollment rate. In recent years,
the primary education enrollment rate in Sub-Saharan Africa
has been improving. JICA is taking the School for All Project
even farther with the aim of providing high-quality education.
In addition, improving the quality of mathematics and
science education is important given the possible contribution
of future engineers to economic growth. JICA is implementing
science education training programs for teachers in many
countries. JICA’s activities also include sending Japan Overseas
Cooperation Volunteers who assist in these training programs.
Furthermore, Kenya has played a pivotal role for establishing
the regional network for the strengthening of mathematics and
science education in African countries. In 2011, JICA has
strengthened its efforts by, for example, expanding the
operations of the Centre for Mathematics, Science and
Technology Education in Africa.
(2) Improvement of health and medical services to support
public health
Health management and preservation is vital to the
development of a country. However, there is an enormous
number of issues to tackle in Africa, such as epidemics of
infectious diseases or the lack of suitable health and medical
services.
JICA is implementing the Better Hospital Services Program
with the aim of extending support for improving the quality of
hospital services. The program uses Japan’s total quality
management and KAIZEN methods to improve the quality of
these services. One example is Mali where, with the objective
of providing safe and suitable medical services, the program is
implemented very extensively through activities such as
keeping medical facilities neat and clean and organizing the
process for sorting waste.
Mathematics and science
education training for
teachers in Sub-Saharan
Africa (Kenya)
3. Consolidation of Peace and Good Governance
In recent years, conflicts that have continued for many years
have come to an end in many African countries. As a result,
countries are advancing step by step toward consolidation of
peace. Consolidation of peace will require the formation of a
society in which all residents of a country feel that they can live
in peace and safety.
JICA is using development assistance in many ways to
support peace building. Supporting landmine removal in Angola
to ensure the safety of residents is a good example. In addition,
JICA has reopened its office to restart operations in Cote
d’Ivoire, where the situation is stabilizing.
The Republic of South Sudan became an independent state
50
in July 2011. Immediately after the 2005 peace accord in
Sudan, JICA began providing support for the development of
both northern and southern Sudan. With the goal of enabling as
many people as possible to live in a peaceful society, assistance
has been provided for highways, water supply systems, job
training, education, health and many other fields. Furthermore,
aid programs were implemented not only in the capital city but
also in rural areas that suffered damage caused by the long-
lasting conflicts.
4. Climate Change Countermeasures and Disaster
Reduction for Sustainable Development
Africa is highly vulnerable to droughts, flooding and other
effects of climate change, creating an urgent need for
countermeasures. For instance, Kenya has an average of about
5,000 flood victims every year. JICA has started extending
support for disseminating community-based activities for
disaster reduction.
Japan has extensive knowledge about dealing with disasters
because of the frequency of earthquakes. Examples include the
Great Hanshin Earthquake of 1995 and the Great East Japan
Earthquake of March 2011. To pass on this knowledge, JICA
invited government officials involved in disaster response
activities from many African countries to attend an Africa
Disaster Relief Management Seminar. The seminar confirmed
that Japan and Africa share many of the same issues
concerning disasters even though the types of natural disasters
that threaten Japan and Africa are different.
Africa has one of the largest areas of forests in the world.
The Congo River watershed in central Africa is the world’s
second-largest tropical forest. This region requires proper
management and protection from the standpoints of forest
resources and the preservation of biodiversity. In fiscal 2011,
JICA started sending specialists to the Central Africa Forests
Commission (COMIFAC). The purpose is to coordinate forestry
and environmental policies based on the collection of
information about forests and collaboration with aid agencies of
other countries.
5. Promotion of South-South Cooperation
The TICAD process is fulfilling its role of serving as a “forum
to facilitate sharing Asia’s development experience with Africa.”
South-South cooperation is a key element of this process. Asia-
Africa cooperation is expected to enable the provision of
effective assistance in Africa. This cooperation utilizes
technologies, human resources and good practices that have
been accumulated in Asia over the many years of JICA
assistance provided in this region. Japan and India have started
a joint training program targeting the capacity development of
engineers and workers in Africa for highway construction and
maintenance. The program utilizes the respective strengths of
Japan and India, such as by having instructors from Japan
handle subjects where India has little experience.
South-South cooperation within Africa or regional
cooperation has been well utilized in the region. JICA as well is
planning on upgrading training programs conducted in African
countries such as Kenya, Senegal and Egypt. The Senegal-
Japan vocational training center (CFPT) has been providing
technical training courses for engineers to improve their
vocational skills by accepting trainees from more than 10
countries in French-speaking African countries [ See the Case

Special Feature
Study].

Case Study Project for Vocational and Technical Training in Senegal and Republic of the Congo

Program Goals and

Using the Senegal-Japan Vocational Training Center for Education of Instructors in the

Overview
Democratic Republic of the Congo

The Senegal-Japan vocational training center (CFPT) was established in 1984 with the These activities include training in the
support of Japan. With the backing of JICA, the CFPT has educated engineers in Senegal Democratic Republic of Congo and Japan and
and served as a third-country training facility to educate many trainees from French- also mutual cooperation with the CFPT for use
speaking African countries. as a third-party training center and for
For the Democratic Republic of the Congo, which is starting reconstruction activities sending specialists from the CFPT to the INPP.
following a period of conflict, third-country training has been provided in cooperation with Cooperation with Senegal, which has
the CFPT. This training is part of JICA’s activities to develop the capacity of instructors at economic and cultural similarities with the
the Congo’s National Institute for Professional Preparation (INPP). Democratic Republic of the Congo as a

JICA has been providing support to the
INPP for training engineers in the fields of
electricity and electronics, automobile
mechanics, freezers, and other fields since
the 1980s. However, cooperation was
suspended in about 1991 because of growing
unrest in the Democratic Republic of the
Congo. Due to progress with establishing
peace starting in about 2000, JICA started a
vocational training program in 2010 for
human resource development to contribute to
industrial development.
One part of this program is a Technical
Cooperation project for developing the
capacity of instructors at the INPP Kinshasa
School. The aim is to upgrade and improve
training skills by strengthening instruction
methods for basic technologies and
specialized technologies (automotive
mechanics, freezing and air conditioning).
Concrete Initiatives
French-speaking country, facilitates the
efficient transfer of technologies. Furthermore,
mutual cooperation between African countries
holds the promise of leading to new channels
for international interaction.
Thus far, the CFPT has trained about
2,300 intermediate and advanced engineers
in the fields of electronics, electricity,
mechatronics, automobile maintenance,
information processing and automation.
Approximately 15% of these students came
from countries other

Implementation System
than Senegal.
Ousseynou Gueye, who
has been the director of
the CFPT since 1992,
received The Order of
the Rising Sun, Gold and
Silver Rays, from Japan
in the spring of 2011.
Data and Information

An instructor explains the operations of a processing machine to students at the CFPT in Dakar, Senegal.

51
 Region-Specific Activities and Initiatives

Central America and the Caribbean

—Promoting Effective Development Cooperation as a Partner

Mexico and the countries of Central America and the Caribbean*1 share many commonalities with respect to language,
culture, etc. At the same time, however, the region has diverse needs due to marked differences in the size and
socioeconomic situation of each country.
While taking into consideration the unique context of each country as well as the regional integration and intra-regional
cooperation initiatives to overcome region-wide development issues, JICA assists in the stable development of this region by
placing a priority on the following three areas: 1) Infrastructure development for sustainable economic growth; 2) Addressing
global issues (measures against climate change, environmental conservation and improvement, and disaster prevention);
and 3) Poverty reduction from a human security perspective.

Key Aid Establishing an Economic Infrastructure, Dealing with Global Issues

Strategies and Supporting Impoverished People

The Central American Crisis (a collective term for the series
of civil wars that occurred in numerous Central American
countries), which continued for over 10 years starting in the late
1970s, severely impacted the social and economic development
of the Central American region. Later, as the various conflicts
wound down and the peace process advanced in the 1990s,
democracy began to establish itself and today most Central
American countries are experiencing stable economic growth.
The Caribbean region is also maintaining a certain degree of
economic growth thanks mainly to its tourism industry and to
remittances from migrants residing in the United States.
However, Central America and the Caribbean continue to
face numerous challenges, as every year the region experiences
natural disasters such as hurricanes, and also on account of its
vulnerable economic structure, which remains dependent on
the export of primary commodities and on remittances from
overseas. With the aim of overcoming these common issues,
regional organizations such as the Central American Integration
System (SICA) and the Caribbean Community (CARICOM) work
actively to promote regional integration and intra-regional
cooperation.
In consideration of language and cultural commonalities and
regional integration as well as intra-regional cooperation
frameworks, JICA works to provide assistance on a regional
scale (regional cooperation) to overcome common development
issues that affect each country. JICA works in partnership with
international organizations such as the Inter-American
Development Bank (IDB) and other aid-donors.
Celebrating 70 years of diplomatic relations between Japan
and five Central American countries,2005 was designated as
the Japan-Central America Year and was marked by the Japan-
Central America Summit, which led to the adoption of the Tokyo
Declaration and the Action Plan*2.
Using the Action Plan as a guideline, JICA implements
assistance for the establishment of peace and democracy,
further economic cooperation, development, promotion of

JICA Programs in Central America and the Caribbean (Fiscal 2011)

Mexico 769 (4.4%)
Dominican Republic 729 (4.2%)
Central America
and the Caribbean Haiti 629 (3.6%) Saint Christopher and Nevis 28 (0.2%)

Total: 17,342 Cuba 373 (2.2%)

Antigua and Barbuda 54 (0.3%)

Dominica 59 (0.3%)
(Unit: millions of yen)
Saint Lucia 161 (0.9%)

Belize 87 (0.5%)
St. Vincent and the Grenadines 53 (0.3%)
Guatemala 1,677 (9.7%) Jamaica 149 (0.9%)
Barbados 164 (0.9%)

El Salvador 1,265 (7.3%) Grenada 13 (0.1%)

The figure shows the total value of JICA programs in Honduras 1,259 (7.3%)
each country including Technical Cooperation (Training
Participants, Experts, Study Teams, Provision of Equipment,
JOCV and Other Volunteers, and Other costs), ODA Loans
Nicaragua 2,407 (13.9%) Panama 5,667 (32.7%)
(Disbursements) and Grant Aid (Newly concluded G/A Suriname 7 (0.0%)
Agreements). Costa Rica 1,362 (7.9%)
Note: Figures in parentheses denote the percentage share of
overall JICA programs in the region.
Note: Figures exclude JICA’s cooperation for multiple Trinidad and Tobago 6 (0.0%) Guyana 423 (2.4%)
countries and international organizations.

52

tourism, and disaster prevention.
In consideration of the agreement concluded at the 2nd
Japan-CARICOM Ministerial-Level Conference held in 2010,
JICA is providing the CARICOM member states with assistance
for environmental and climate change countermeasures,
mitigation of the impacts of the economic crisis, reconstruction
following the Haiti earthquake, etc.
Through frameworks like the Japan Mexico Partnership
Program (JMPP), JICA promotes triangular cooperation for the
purpose of providing assistance to developing countries in the
region by working with Mexico and other emerging countries.
Priority Issues and Efforts
Infrastructure Development for Sustainable
Economic Growth
This region has fallen behind in building and restoring a basic
economic infrastructure due to many years of civil war and
frequent natural disasters like hurricanes. The lack of this
infrastructure is one impediment to economic growth in the region.
JICA is providing support for the construction of highways
and bridges in order to facilitate the efficient movement of goods
throughout the entire region. In Nicaragua, the Government of
Japan and JICA have provided Grant Aid to replace many
bridges on the international arterial highway that links the capital
of Managua on the Pacific coast to the Port of El Rama on the
Atlantic coast. Facilitating the smooth and safe domestic and
international movement of cargo is expected to stimulate
regional economic growth along the coasts of Nicaragua.
This region has been recovering from the global financial
crisis that started in the fall of 2008, but the pace of this
recovery has been slow. As a result, there is an increasingly
greater need for initiatives to achieve sustained economic
growth and eliminate socio-economic disparities. In Costa Rica,
the Government of Japan and JICA have provided Grant Aid,
and JICA has implemented Technical Cooperation to establish
the Centro Para la Formación de Formadores (CEFOF, now the
A geothermal well drilled by the Costa Rican Electricity Institute (ICE). JICA is
implementing the Preparation Study for the Geothermal Energy Development in
Guanacaste Province to assist in steam data analysis for this well and other activities.
Special Feature
UTN-CEFOF, Universidad Técnica Nacional-Centro de Formación
de Formadores y Personal Técnico para el Desarrollo Industrial
de Centroamérica) and develop human resources for small and
medium-sized enterprises (SMEs). Instructors at UTN-CEFOF
have been training local people to be facilitators for supporting
SMEs in Central America and the Caribbean. This regional
cooperation project is aimed at contributing to strengthening
SMEs support activities in this region.
Japan has been strengthening its economic ties with Mexico
following the enactment of an economic partnership agreement
Program Goals and
(EPA) in 2005. In 2011, JICA implemented its first training based
on public-private partnership to instruct Mexican physicians on
Overview
the use of a surgical procedure called transradial coronary
intervention (TRI)*3, in response to a proposal from Terumo
Corporation, one of the world’s leading manufacturers of
catheterization products. The number of deaths in Mexico caused
by ischemic heart disease is expected to decline due to this
training. This program is consistent with the aim of the
Government of Mexico to increase international health care
interaction as part of its new growth strategy. Furthermore, the
program is an opportunity to share Japan’s highly advanced
catheter technology with other countries. As a result, the program
Concrete Initiatives
is highly beneficial for both the public and private sectors.
Addressing Global Issues
Climate Change Measures (Renewable Energy, Energy
Conservation, and Disaster Prevention)
In the area of climate change, JICA assists mitigation
measures by such means as developing renewable energy and
introducing methods for energy conservation. JICA also assists
climate change adaptation measures, such as enhancement of
disaster prevention. In March 2012, a framework agreement
Implementation System
was signed between JICA and the IDB for the implementation of
co-financing under the CORE (COfinancing for Renewable
energy and Energy efficiency) scheme for Central America and
the Caribbean. Under this new scheme, JICA will provide ODA
Loans for projects aimed at reducing greenhouse gas emissions
in the region.
In July 2011, JICA started a study concerning the construction
of a geothermal power plant in northwestern Costa Rica. This
country has announced the goal of becoming carbon neutral*4
by 2021 and is aiming to balance economic growth with
environmental protection. The Government of Costa Rica
focuses on geothermal energy, which is a renewable energy
Data and Information
source, to provide a stable supply of electricity throughout the
year, anticipating support from JICA.
*1 Antigua and Barbuda, Bahamas, Barbados, Belize, Costa Rica, Cuba, Dominica, Dominican Republic,
El Salvador, Grenada, Guatemala, Guyana, Haiti, Honduras, Jamaica, Mexico, Nicaragua, Panama, Saint
Christopher and Nevis, Saint Lucia, Saint Vincent, Surinam, and Trinidad and Tobago.
*2 As a follow-up to the Tokyo Declaration and Action Plan, Japan and the Central American countries
hold the Japan-Central America Forum every year in order to continue dialogue and strengthen relations.
*3 TRI is a surgical procedure in which a catheter is inserted through a vein in the wrist. This method has
a smaller physical and economic impact on patients than with conventional procedures.
*4 Carbon neutral aims to cancel out CO2 emissions from human activity by absorbing the same or
greater amounts of CO2.
53
 Hurricanes, earthquakes and other natural disasters occur
frequently in Central America and the Caribbean. Due to the
high vulnerability of this region to these disasters, there is an
urgent need to make this region more resistant to disasters.
JICA has been supporting reconstruction efforts of the
Government of Haiti following the devastating earthquake of
January 2010. In addition, JICA is sharing and promoting the
application of community disaster preparedness expertise by
using Japan’s knowledge in this area. In El Salvador, JICA is
extending support to create an infrastructure reconstruction
plan for El Salvador following damage from heavy rains in 2011
[ See the Case Study below].

Support for Impoverished People for Ensuring

An expert from Mexico holds a training session for physicians and nurses concerning
neonatal emergency resuscitation (Guatemala).
Human Security
Although countries in Central America and the Caribbean are
achieving economic development to some degree, there are
still large numbers of people living in poverty who have no
access to basic education, health and medical services, and
safe drinking water. Based on the principles of human security,
JICA is aiming for inclusive development in Central America and
the Caribbean, a region with significant socio-economic
disparities. JICA plans and implements programs that place

Case Study El Salvador Plan for Economic Infrastructure Rehabilitation Assistance and a
Regional Disaster Preparedness System
Support for Disaster Preparedness and Recovery Extending from Communities to Regions
Like Japan, El Salvador experiences frequent natural disasters such as floods,
landslides, earthquakes and volcanic eruptions that cause injuries, deaths, and property
damage. JICA implements Japanese technology and experience to provide a broad range
of support that extends from the community level to infrastructure reconstruction.
Social” Project, JICA provided solutions for the
construction of earthquake-resistant
residential buildings and promoted the use of
earthquake-resistant construction methods by
making residents of El Salvador more aware
of the issue. These activities have produced
positive effects.
Upgrading Disaster Prevention
The La Zorra Bridge in La Paz Province in southern El Information
Salvador was damaged by rain from a tropical
The “BOSAI” Project, which JICA is
depression in October 2011.
conducting in six Central American countries
Suffering Natural Disasters in El including El Salvador, assists in enabling not
Salvador only disaster response agencies but also
In El Salvador, there were more than 200 residents themselves to gather and
deaths due to Hurricane Mitch in 1998 and communicate information to be prepared for
more than 500 deaths due to landslides in disasters, which leads to prevent or reduce
residential areas near the capital of San the loss of life and property. Meanwhile, El
Salvador, when a major earthquake hit in Salvador does not have sufficient equipment
January 2001. In order to mitigate the for the measurement of the magnitude of
country’s vulnerability to natural disasters, earthquakes and height of tsunamis. The
JICA has extended cooperation based on country needs more equipment in order to
technology and experience accumulated in collect the accurate information that is
Japan. In the Project on Capacity Development needed for the evacuation of residents.
for Disaster Risk Management in Central JICA started a survey in 2012 for the Grant
America “BOSAI” (The “BOSAI” Project), JICA Aid project for Improvement of Equipment for
supported community-level initiatives to Disaster Risk Management (tentative name).
protect people’s lives and property from The goal is to provide local residents with
natural disasters. In the Enhancement of the faster evacuation instructions by installing
Construction Technology and Dissemination equipment, ocean height meters and the
System of the Earthquake-Resistant “Vivienda systems for transmitting the data from these
meters, all of which apply Japanese
technologies and experience.
Support for Economic Infrastructure
Reconstruction
In recent years, damage to social and
economic infrastructures from heavy rains has
become more frequent and severe in El
Salvador. Rainfall from a tropical depression
in October 2011 caused immense damage.
For instance, 12 bridges on main highways
collapsed and 37 were damaged. Trucks with
large trailers carrying agricultural goods and
other cargo were blocked, which created a
major obstacle for economic activity in the
country.
To support the rapid restoration of the
economic infrastructure, JICA implemented
the Economic Infrastructure Rehabilitation
Assistance Project from March to November
2012. Through this project, JICA is providing
assistance to create plans that will enable
rapid repairs to damaged bridges. Restoring
the country’s land transportation network is
expected to return El Salvador to normal
economic activity.
Runoff from heavy rain washed away part of the
downstream side of this bridge, which was closed off
by nearby residents.

54
priority on increasing the capacities of governments,
communities and people.
In the health sector, a Technical Cooperation program is
under way in three particularly impoverished western
departments of Guatemala. The goal is to provide proper
[ See the Case Study on page 91]. Furthermore, JICA continues to
provide assistance through Third-Country Training and other
activities to share the results of this project with other countries
in this region and promote these programs.
Haiti is the poorest country in Central America and the

healthcare services to mothers and infants.
In the governance sector, JICA is implementing Technical
Cooperation programs in Honduras and other countries to
enable local governments to plan, formulate and execute
development projects that meet the needs of their residents.
The aim is to upgrade administrative services of these
governments, thereby building stronger ties with residents
based on trust and increasing transparency.
With regard to assistance for individuals with disabilities, the
Kaloie Project in Costa Rica one of JICA’s Technical
Special Feature
Caribbean. Here, a triangular cooperation project*5 is under way
for the purpose of upgrading the skills of agricultural engineers
in Haiti. This project was realized by means of collaboration
with the Government of the Dominican Republic, which has
gained knowledge about agriculture from cooperation provided
by the Japanese government and JICA. Dissemination of
agricultural techniques of the Dominican Republic that are
suitable and applicable to Haiti is expected to increase
agricultural productivity in Haiti.
By conducting these activities, JICA is also promoting efforts

Program Goals and

Cooperation programs, assists in enabling people with to share the experiences of individual countries and results of
disabilities to become self-reliant. By participating in this previous cases with other countries in Central America and the

project, people who previously stayed at home and were not
part of society have become empowered. JICA played a leading
role in establishing an independent living center and has
encouraged governments in Costa Rica to support disabled
people and improve systems for providing them with subsidies
Overview
Caribbean, a region where all countries are confronting
common issues.
*5 Triangular cooperation involves three countries: a partner country (Haiti), a country that provides aid
resources (Dominican Republic), and cooperation provided by the Government of Japan and JICA.

Case Study Dominican Republic Project for Sustainable Tourism based on Public-Private Partnership

Developing New Tourism Destinations with a New Approach by Using Tourism Product

Concrete Initiatives
Development and Community Participation

In the Dominican Republic, the government has promoted expansion of the tourism expectations for this project because the
industry by attracting and utilizing foreign capital since the 1960s. However, it is often said tourist product development process meets
that tourists seldom step out from resort hotels in the country because most facilities for their needs, too. In the past, communities
tourists, so called all-inclusive resort hotels, have their own shops and restaurants. In have had almost no involvement with tourism
response, JICA has provided cooperation for establishing a new framework for tourism in development in the area. This project is
which local residents receive benefits, too. expected to help establish a win-win
relationship for residents and hotels.
The Province of Puerto Plata is the third- information to these resources allows the In March 2012, this project received the
largest tourist destination in the Dominican development of tourism products with Puerto Plata Outstanding Achievement Award,

Implementation System
Republic, but local residents receive limited distinctive regional characteristics (like a which is given to the organization that makes
benefits from the tourism industry. With JICA’s particular product, such as high-quality the greatest contribution to the Province of
cooperation, the Sustainable Tourism based coffee). This public-private partnership with Puerto Plata. Receiving this honor has further
on Public-Private Partnership project has residents playing a central role leads to give heightened the motivation of the participants
started. the Puerto Plata area a new type of appeal for in this project.
To implement the project, a working group tourists.
was formed in each of the nine municipalities Hotel and the
in the Province of Puerto Plata. Members tourism sector are the
include representatives from local most important
governments, NGOs, civic organizations, local industry for the
companies and other participants from the residents of Puerto
public and private sectors. Each group Plata. However, the
identified natural and cultural resources in its number of tourists has
Data and Information

respective area and created its own map been decreasing

showing the locations. This process is giving steadily because of
local residents a renewed sense of pride in competition with other
their home regions, thereby further motivating resorts in the
all participants in this project. Local residents Dominican Republic
are gaining a feeling of pride in local and nearby countries.
resources that had not been attracting As a result, hotel and
An expert from Japan gives advice concerning a hands-on tour (making
attention before, such as a product or a type tourism operators as
chocolate by hand from cacao) under development by a working group
of music. Adding episodes and other well have high consisting of local residents.

55
 Region-Specific Activities and Initiatives

South America—Promoting Effective Aid

While Advancing Inter-Regional Partnerships

South America, gifted with fertile soil and abundant natural and mineral resources, is achieving strong economic growth
spurred by the recent increases in worldwide demand and prices of resources and foods. At the same time, however, South
American countries are still characterized by large disparities in both income and access to social services, where large
numbers of people are forced to live in poverty in the shadows of economic growth. Taking into account the specific
circumstances under which each country lives, JICA addresses the issues that are considered to be priorities in each
country, and also focuses on environmental conservation of the region’s resources, such as the Amazon Basin, which have a
significant impact on the global environment.
Going forward, JICA will focus on extending cooperation on economic infrastructure development, global issues, and
mitigating disparities, while assisting the development of countries inside and outside of the region through private sector
partnerships and partnerships with countries in the region that have achieved relatively high income levels and possess
advanced technology, such as Brazil.

Key Aid Contributing to Regional Stability by Developing Economic Infrastructure,

Strategies Addressing Global Issues and Mitigating Disparities

South American economies depend heavily on the production
and export of primary products, which makes them extremely
vulnerable to global economic and market trends. In the future,
these countries will need ongoing industrial development, trade
promotion, and an improved investment environment, as well
as economic development that facilitates sustainable growth. It
is also essential to strengthen the administrative capacities of
the governments and maintain stable security as a foundation
for encouraging private sector economic activity. Moreover,
there are many areas in which urban environmental problems
are growing more serious due to economic growth, and these
problems require an urgent response as well.
In the shadows of the strong economic growth of recent
years, there persists considerable social anxiety created by the
presence of economic disparities at the national and regional
levels. Under these circumstances, in addition to undertakings
to foster economic growth, efforts are being made to mitigate
disparities and stabilize the economy and society in the region.
It is important to address global issues in South America
because the Amazon, the world’s largest rainforest, greatly
impacts global climate change, and because this area still
offers significant potential for developing both agricultural land
and natural resources, which are related to food and energy
security.

JICA Programs in South America (Fiscal 2011)

Colombia 826 (3.8％)
Venezuela 172 (0.8％)
South America

Total: 21,890 Ecuador 952 (4.4％)

(Unit: millions of yen)

Brazil 2,523 (11.5％)

Peru 11,785 (53.8％)

Bolivia 1,464 (6.7%)

Paraguay 3,116 (14.2％)

Chile 360 (1.6%) Uruguay 173 (0.8％)

The figure shows the total value of JICA programs in each country
including Technical Cooperation (Training Participants, Experts,
Study Teams, Provision of Equipment, JOCV and Other Volunteers,
and Other costs), ODA Loans (Disbursements) and Grant Aid (Newly
concluded G/A Agreements). Argentina 362 (1.7％)
Note: Figures in parentheses denote the percentage share of overall
JICA programs in the region.
Note: Figures exclude JICA’s cooperation for multiple countries and
international organizations.

56

South America has witnessed frequent major natural
disasters in recent years, including an earthquake in Chile and
flooding in Brazil, Colombia, and Venezuela, making disaster
prevention countermeasures an important issue.
While placing a priority on utilizing this key aid strategy, JICA
implements assistance by keeping the next three points in mind:
1) Mitigating disparities both within regions and within
countries
2) Contributing to development while maintaining respect for
the ownership of the recipient countries
Special Feature
In addition, JICA is strengthening its relationships with
Brazil, Argentina and Chile, where income levels have grown
higher and technological capabilities have also improved
compared to other countries in the region, by reinforcing
partnerships to address development in neighboring countries
and in Africa.
In recent years, Japan has been importing more and more of
its resources and food from this region. Based on the large
Japanese immigrant community numbering more than 1.6
million people, the relationship between Japan and South

Program Goals and

3) Ensuring that the benefits of growth are extended to the America is likely to deepen further in future.
poorest segment of the population

Overview
Case Study Ecuador Vocational Training for Socially Vulnerable People

Vocational Skills for Ending Poverty and Aiming for a Better Future
In Ecuador, JICA has been continuously providing aid for training industrial workers their lives due to an increase in income, new
through the Vocational Training Improvement Plan (Grant Aid) and the Vocational Training job, start of a new business, better quality
Improvement Project (Technical Cooperation). During the three-year period from 2008 to job, new job with a higher income or other

Concrete Initiatives
2011, JICA conducted the Project on Strengthening of the Occupational Training for the improvements. To increase employment
Vulnerable Sector (Technical Cooperation). Under the leadership of President Rafael Correa opportunities and improve the livelihoods of
of Ecuador, who has committed to helping socially vulnerable people, this project has socially vulnerable people, the Government of
helped to reduce poverty among these people. More than 70% of people who completed Ecuador has decided to expand the model of
the training reported that they received additional benefits such as by raising their basic skills training to all 18 training centers in
incomes, starting small businesses or receiving a higher-paying job. the country.

From the Grassroots

Daily Income Below $2 for About 40%
of Residents
The Andes mountain range covers about
one-third of Ecuador. There are many more
impoverished small farmers in mountainous
areas of the country than along the coast,
to foster the development of industrial human
resources. In addition, JICA received another
request from the Government of Ecuador for aid
for basic skills training that is specially targeted
to socially vulnerable people. In response, JICA
started the Project on Strengthening of the
Shiro Kikuchi, Project Leader (descendant
of emigrant to Paraguay; recipient of a 2011
JICA Recognition Award)
Before the start of this training, socially
vulnerable people had no opportunity to gain

resulting in a high poverty rate. Although
Ecuador has a gross national income of more
than $3,000 per capita, about 40% of the
country’s population of approximately 14
million is impoverished with a daily income
below $2. Many of these impoverished people
are women, people with disabilities, refugees
from Colombia* and other socially vulnerable
individuals. They are unable to break away from
poverty mainly due to the lack of skills required
to find a job.
Basic Skills Training Follows Industrial
Human Resources Development
The new administration of Ecuador is taking
Occupational Training for the Vulnerable Sector.
Assistance was provided for the development
of model courses for basic skills training for
vulnerable individuals and for the creation of
a framework for widely utilizing these models.
A needs survey was performed so that the
project could contribute to reducing poverty
among socially vulnerable people. Based on
the survey, model courses were developed
for six sectors: food preparation, sewing,
electricity, building construction, machinery
and metals, and automobile maintenance. The
developed models were then implemented
at eight vocational training centers that are
representative regional centers and where there
Implementation System
new skills that could be used as a source of
income. This is why they studied so hard and
expressed their sincere appreciation after
finishing the course. I hope that the useful
knowledge and technologies they acquired will
enable them to find jobs and start businesses
that can increase their incomes.
*Colombia suffered from a prolonged internal conflict between
the government and left-wing guerillas and a right-wing militia.
Many people were forced from their homes and became refugees
who now live in Ecuador, Panama, Venezuela and other nearby
countries.
Data and Information

actions to support socially vulnerable people
and help impoverished people. Under this
policy, Ecuador has been offering Basic Skills
Training Courses for socially vulnerable people
at vocational training centers nationwide since
2007. However, there is insufficient know-how
to operate these courses as well as a need to
strengthen the capabilities of instructors.
JICA has been providing support in the
vocational training sector of Ecuador in order
are large numbers of refugees from Colombia.
Training Improved the Lives of 70% of
Participants
This project developed a curriculum and
teaching materials for 20 basic skills training
courses in seven fields. In all, 425 courses were
conducted and approximately 7,500 people
attended the courses. About 70% of people
who completed these courses had improved Students in the bread baking and confectionery course

57
 Priority Issues and Efforts
Building a Foundation for Sustainable Economic
Growth
Blessed with abundant natural resources, South America
has achieved steady economic growth in recent years, primarily
driven by private-sector investment. Although the region was
impacted by the global economic crisis in 2008 and by volatile
prices for natural resources, the economy recovered in 2010.
JICA is providing support to reinvigorate the economies of rural
areas in consideration of mitigating domestic income
disparities, which is an important development issue faced by
various countries in the region.
In Paraguay, 87% of the roads are unpaved and are
frequently unusable in the rainy season. This threatens the
country’s social foundation, as it hinders sales channels for the
livestock industry, Paraguay’s major industry, as well as
slowing down economic activity and restricting access to
schools and hospitals. JICA is implementing the Rural Roads
Improvement Project with emphasis on regions with particularly
low pavement ratios.
The Altiplano region of Bolivia, which is a plateau high in the
Andes, has lead, zinc and other mineral resources as well as
tourism resources like Salar de Uyuni salt flats and the Potosi
silver mine, which is a UNESCO World Heritage site.
Nevertheless, this area has the country’s highest poverty ratio.
Average monthly income is less than half the national average
and the income disparity between urban and rural areas is
more than four times. Agriculture and livestock are the primary
industries in this region. However, the infrastructure is
inadequate and the climate is challenging because of the
altitude of more than 4,000 meters. In addition, the effects of
climate change have been lowering agricultural and livestock
productivity in recent years. As a result, livelihoods in the future
is a main problem that residents concern.
Japan is strengthening its economic ties with this region by
constructing geothermal power plants and developing mineral
resources. Along with these activities, JICA is supporting the
creation of plans for industrial promotion in the tourism sector
and agriculture and livestock sector with the aim of improving
the livelihoods of residents by increasing the scale of these two
sectors.
In Peru, there are expectations for even stronger economic
ties with Japan since an Economic Partnership Agreement
between the two countries became effective in March 2012.
JICA plans to provide financial support for economic growth in
the entire country while contributing to help Peru to eliminate
disparities within the country, such as through tourism
development projects in the country’s poorest areas.
Addressing Global Issues
South America tends to be affected by global issues such as
climate change, but at the same time the region can have a
significant impact on the resolution of such problems.
Accordingly, JICA is cooperating in this field with many South
American countries. Since this is a region where some
58
countries have relatively advanced levels of technology, JICA
pursues research cooperation together with Japanese
universities and other research institutes by utilizing Japanese
science and technology in order to contribute to resolving global
issues.
Chile is a country with many earthquakes and tsunamis, just
as in Japan. In 2010, the sixth most powerful earthquake ever
recorded devastated a large area of the country. Damage caused
by the tsunami was particularly severe. This disaster raised many
questions in Chile. JICA has been sharing with other countries
information and lessons learned regarding the Great East Japan
Earthquake of March 11, 2011 and working on measures to
strengthen tsunami preparedness in order to prevent this type
of tragedy. Starting in 2011, JICA has been implementing the
Research Project on Enhancement of Technology to Develop
Tsunami-related Communities under the Science and
Technology Research Partnership for Sustainable Development
(SATREPS) with a research team consisting of universities and
organizations in Japan (Lead research institute: Port and Airport
Research Institute). Objectives of this joint research project
include developing tsunami damage prediction technologies
and a highly accurate tsunami warning method in Chile.
Ninety-nine per cent of the world’s tropical glaciers are
concentrated in the Andes Mountains of South America, and
these glaciers are disappearing rapidly due to climate change.
Through the Study on Impact of Glacier Retreat on Water
Resource Availability for cities of La Paz and El Alto Project
(SATREPS) in Bolivia, conducted jointly with Tohoku University
and other partners, JICA is supporting the research and
development of a water resource management model that
reflects climate change and changes in the social environment
in order to reduce the impacts of disappearing glaciers.
In Argentina and Chile, JICA cooperated with the Project to
Strengthen the Capacity to Measure the Ozone Layer and UV
Radiation in Southern Patagonia and the Projection towards the
Community (Technical Cooperation) with the National Institute
for Environmental Studies and Solar-Terrestrial Environment
Laboratory of Nagoya University and other organizations. This
project supports activities related to observing the ozone layer,
and warning and educating residents about limiting the health
impacts that result from ozone layer depletion.
Poverty Reduction and the Correction of
Disparities
Measures to address poverty and the correction of disparities
are an issue common to all South American countries as well
as a cornerstone of each nation’s governmental policy.
In Colombia, more than 40 years of internal armed conflict
has caused many serious and complex problems. For
peacebuilding in this country, it is vital to eliminate the poverty
problem through improvements in the lives of internally
displaced persons (IDP) and other socially vulnerable people by
enabling them to earn incomes. JICA supports the “One Village,
One Product” project, which aims to enable impoverished and
socially vulnerable people to earn incomes and improve their
lives. Under the strong leadership of the Government of
Colombia, as part of the national strategy of strengthening the
capabilities of local governments, the “One Village, One
Product” project is being implemented on a nationwide scale.
Peru has enacted macroeconomic policies that achieved
rapid growth but is still working on correcting disparities. JICA
economy in comparatively higher income countries, where
private sector economic activity drives development.
In South America, Japanese private companies have entered
the mining industry to start with in particular because of the
region’s rich mineral, energy and other resources. The progress

is providing support for fighting poverty and improving the
livelihoods of rural residents of the Amazon regions of Peru.
JICA supports Peru with two ODA Loans; 1) the Rural Amazonia
Water Supply and Sanitation Project, which aims to build water
supply and sanitation facilities in rural villages of Amazonia;
and 2) the Sierra Small and Medium Scale Irrigation Project,
which aims to improve agricultural productivity in mountainous
regions, and a Technical Cooperation, the Project for Improving
the Livelihood of Small-scale Farmers in Cajamarca. In addition,
JICA provided Technical Cooperation for the care of victims of
Special Feature
of these private sector economic activities will serve to promote
further economic development, while also contributing to
strengthening the relationships between these countries and
Japan.
With demand for electricity expected to continue to climb in
Brazil, the country needs to secure sources of electricity needed
to support sustainable growth. In response, the country is
moving forward with smart grid and smart community*
initiative. By collaborating with the New Energy and Industrial
Technology Development Organization (NEDO), JICA invited key

Program Goals and

domestic and social violence through the Project of members of the electricity sector in Brazil to Japan to explain
Strengthening the Integrated Health Service for People Affected initiative of the Japanese government and advanced case

by Violence. As a result, there have been rapid increases from
2009 to 2011 in the number of small medical care districts that
can provide comprehensive health care services and in the
number of under-controlled victims served, the number of
people who receive medical care, and the number of referrals
to associated institutions.
Strengthening Relationships with the Japanese
Government and People
Overview
studies at Japanese companies. Smart grid technology is one
of the central elements of the Japanese government’s New
Growth Strategy. These activities are helping to build a network
of relationships among key stakeholders in Japan and Brazil. It
is expected to increase understanding and interest involving
extremely advanced technologies, thereby contributing to the
use of these technologies in Brazil.
*The smart grid and smart community use electricity supply systems that incorporate IT in order to make
all functions of a city more efficient, resulting in substantial energy conservation.

Concrete Initiatives
Aid from national governments themselves or from foreign
countries has a relatively smaller impact on the overall

Case Study Carbon Dynamics of Amazonian Forests

Working with Global Partner Brazil to Deal with Global Issues

A joint research project is under way of a method for the accurate and efficient operating in two teams: the on-site team and
in the Amazonian forests with the aim of calculation of carbon sequestration in forests remote-sensing team. The on-site team consists
contributing to the establishment of a new that are changing due to deforestation and primarily of the Forest Products Research

framework for fighting climate change.
Discussions are ongoing worldwide about
the establishment of the REDD-plus mechanism
(reducing greenhouse gas emissions from
deforestation and forest degradation and other
causes). One of the major issues involving
the design of this mechanism is the creation
forest degradation. To devise a method, the
Carbon Dynamics of Amazonian Forests Project
is being implemented as part of the Science
and Technology Research Partnership for
Sustainable Development (SATREPS), a joint
undertaking of JICA and the Japan Science and
Technology Agency (JST).
The project is performing research by
Implementation System
Institute of Japan and National Institute for
Amazonian Research of Brazil. Team members
have been repeatedly performing on-site
surveys to calculate as accurately as possible
the amount of carbon stored in the Amazon
rainforest.
Members of the remote-sensing team come
mainly from the University of Tokyo and the
Brazil National Institute for Space Research. The
team uses information from on-site surveys to
obtain highly accurate carbon storage volume
data for each type of forest. The team also
performs research concerning methods to
Data and Information

calculate the volume of carbon sequestration

In the central Amazonian forest, where very few
surveys have been performed, data on plants and
other subjects have been collected at about 1,000
locations by measuring tree diameters, collecting
flowers and conducting other activities.
In the upper Amazon basin, members of the on-site
team weigh a tree to estimate the amount of carbon
inside.
in the Amazon region by using satellite images
and other remote sensing information.
This cooperation that combines the scientific
technologies of Japan and Brazil is expected to
make a valuable contribution to international
discussions that may lead to establishment of
the REDD-plus mechanism.

59
 Region-Specific Activities and Initiatives

The Pacific—Using Region-Wide Cooperation to Overcome the Island

Country Challenges of Small Size, Isolation and Remoteness

The countries of the Pacific Region have a number of common characteristics. One is their small domestic markets due to
limited land areas and populations. Another is isolation because countries consist of many islands separated by vast
expanses of ocean. A third characteristic is remoteness because of the poor access to international markets. In addition, this
region is vulnerable to natural disasters and the effects of climate change as well as to the environmental burden from waste
materials and other sources. Furthermore, countries in the Pacific Region have very little resilience to economic crises such
as sharp increases in the price of fuel or food.
Taking the situation of each country into consideration, JICA is providing a wide range of cooperation to overcome such
challenges. JICA is also extending region-wide cooperation to address common concerns throughout the region, such as
disaster risk management and the environment.

Key Aid
Strategies Region-Wide Cooperation Using Japanese Resources Applicable for Island Countries

JICA provides assistance to the following members of the
Pacific Islands Forum (PIF): Fiji, Kiribati, the Marshall Islands,
Micronesia, Nauru, Palau, Papua New Guinea, Samoa, the
Solomon Islands, Tonga, Tuvalu, Vanuatu, the Cook Islands and
Niue. These countries are dispersed across the three sub-
regions of Polynesia, Melanesia and Micronesia, each with its
own diverse languages and cultures.
The island countries of the Pacific have shifted to import-
dependent economies as the influx of modern economic and
cultural influences altered their traditional self-sufficient
economies. Many countries have large trade deficits as a result.
Countries must also deal with the environmental issue of
accumulations of waste materials that cannot all be treated on
the islands. Furthermore, since these countries consist of many
small islands, they face a lack of transportation infrastructure
and cannot easily deliver such social services as education and
health. These problems have made it difficult to achieve social
and economic development and become self-reliant.
JICA is providing region-wide cooperation in order to
address issues common to these island countries while paying
due regard to the uniqueness of each country. In this kind of
cooperation, JICA’s approach involves the creation of
development models to be shared across the region by sending
experts to countries that play key roles. These models are then
extended to neighboring countries through such schemes as
third-country training programs. As declared at the Sixth

JICA Programs in the Pacific (Fiscal 2011)

The figure shows the total value of JICA programs in each
country including Technical Cooperation (Training Participants,
The Pacific Experts, Study Teams, Provision of Equipment, JOCV and
Other Volunteers, and Other costs), ODA Loans (Disbursements)

11,456
and Grant Aid (Newly concluded G/A Agreements).
Note: Figures in parentheses denote the percentage share of
Total: overall JICA programs in the region.
Note: Figures exclude JICA’s cooperation for multiple countries
(Unit: millions of yen) and international organizations.

Marshall Islands 192 (1.7%)

Palau 253 (2.2%) Micronesia 288 (2.5%)

Kiribati 495 (4.3%)

Nauru 5 (0.0%) Tuvalu 878 (7.7%)

Samoa 1,495 (13.1%)

Papua New Guinea 2,139 (18.7%)

Solomon Islands 2,250 (19.6%) Niue 5 (0.0%)

Vanuatu 453 (4.0%)

Cook Islands 7 (0.1%)

Fiji 986 (8.6%) Tonga 1,896 (16.6%)

60

Pacific Islands Leaders Meeting (PALM6) of May 2012, JICA is
also providing cooperation that utilized Japanese resources,
such as Okinawa’s experience in overcoming issues unique to
islands.
Priority Issues and Efforts
Protecting the Environment
Waste management is a challenge for all of the small islands
in the Pacific. JICA has supported Samoa since 2000 in its
efforts to improve waste disposal sites and enhance
management and operation capacities. JICA subsequently
supported activities in neighboring countries for improving
waste management practices. In cooperation with the
Secretariat of the Pacific Regional Environment Programme
(SPREP)*, JICA has provided support to 11 countries in the
region since 2011. The goals are building systems for
sustainable waste management and training programs.
Cooperation is provided at the regional level and the individual
country level for implementing the Solid Waste Regional
Strategy 2010-2015, which is the target of the entire region. By
conducting these activities, JICA is supporting a reduction in
the environmental impact of human activity, such as the
generation of waste materials, and helping to establish a sound
A JICA expert and counterparts examine the volume and contents of trash at a disposal site.
Special Feature
material-cycle society on these small islands [ See the Case
Study on page 63].
*SPREP: An organization consisting of 21 Pacific island countries and Australia, France, New Zealand and
the United States.
Natural Disasters and Climate Change
Countries in the Pacific Region are highly vulnerable to
damage from frequent natural disasters including cyclones,
earthquakes, tsunamis, and floods. Communications and
transportation are limited due to the large number of remote
Program Goals and
islands, which makes it difficult to provide residents with
Overview
disaster warnings as well as to deliver emergency aid.
JICA is combining Technical Cooperation and Grant Aid to
make the entire region better prepared for natural disasters. One
theme is enhancing capabilities involving weather observation
and issuing forecasts and warnings. In Fiji, experts from
neighboring countries gathered to participate in training at the
country’s Meteorological Service. JICA also provided support for
weather observation facilities in Samoa and for other activities.
In Tuvalu and the Solomon Islands, radio broadcast networks for
Concrete Initiatives
disaster information were established to give residents quick
access to the information. In Fiji and the Solomon Islands, JICA
is offering cooperation for creating a framework for enabling
residents to evacuate properly in accordance with the
Implementation System
Data and Information
61
 information provided. Overall, JICA is supplying a broad range of
cooperation for disaster preparedness.
Pacific Region countries are very vulnerable to the effects of
climate change, too. In particular, Tuvalu and other low-lying
coral reef countries are vulnerable to sea level rise and other
events associated with climate change. With the cooperation of
the University of Tokyo and the Japan Science and Technology
Agency (JST), JICA is providing Science and Technology
Cooperation for bioengineering research concerning the
mechanism by which coral reefs, foraminifera and other
organisms produce, transport and pile up sand.
Scientists study a beach in Tuvalu.
Transportation Infrastructure
Consisting of islands that cover a vast area of the ocean,
Pacific Region countries have a critical need for infrastructures
for the transportation of people and cargo. Marine transport is
truly a lifeline for these countries. JICA has provided Grant Aid
for rehabilitation of harbors and provision of passenger and
cargo vessels in Micronesia, Samoa, Tuvalu, Tonga and other
countries in this region. In June 2012, an ODA Loan agreement
was signed for the construction of an international cargo wharf
in Port Vila, the capital of Vanuatu. By implementing this
project, JICA will help facilitate stable imports of vital household
goods as well as the development of the tourism industry,
which supports Vanuatu’s economy.
The Lady Samoa III, a ferry given to Samoa, operates between the islands of Upolu,
the capital city of Apia, and Savaii.
62
Social Services
In the Pacific Region, the World Health Organization (WHO)
and many other donor organizations have been achieving some
successes, including the eradication of Poliomyelitis from the
region. Previously, many countries in the region had an
insufficient capacity to manage the networks needed for the
transport and storage of vaccines. As a result, systems required
for safe immunizations were not adequately established. To
address this issue, in 2004 the governments in the region,
international aid organizations such as the WHO and United
Nations Children’s Fund (UNICEF), and bilateral donor agencies
from countries such as Australia, New Zealand, the United
States and Japan committed themselves to extending
cooperation for the Pacific Immunization Programme
Strengthening (PIPS) framework as a means of invigorating
immunization projects. Since 2005, JICA has been playing a
leading role in PIPS by supporting the dissemination of
technology and human resource development related to the
management of immunization projects and vaccines in the
Pacific Region.
In remote areas and islands, limited access to education is a
serious issue. JICA is providing cooperation for using television,
radio and satellite communication networks, as well as other
methods, to increase opportunities for education and improve
the quality of education. With the support of Australia and New
Zealand, Grant Aid was provided in 1998 to the University of the
South Pacific (USP), which was established by 12 Pacific Region
countries, for establishing a satellite network. This network
allows interactive communication between the main campus in
A junior high school class in Papua New Guinea that uses video teaching materials
prepared with the cooperation of JICA
Fiji and branch campuses located throughout the region. JICA is
currently providing support to upgrade facilities and equipment
and enhance the ICT education implementation system [ See
the Case Study on page 73]. In Papua New Guinea, where the basic
education enrollment rate is low, JICA has constructed a
national education media center and provided cooperation for
the production of educational programs. Cooperation has also
been provided for using television for delivering classes in
model schools to elementary and junior high schools in other
areas of the country. These activities are making basic
education available to more people and upgrading the quality of
this education.
 Case Study Pacific Region Program for Supporting the Creation of a Sound Material-cycle
Society on Small Islands
Preserving the Beauty of Islands for a Better Future

Special Feature
At small, isolated islands, there is a great impact on the overall possible the local capacity developed through
environment from the growth of cities and modernization. For example, the past cooperation. This is why we are increasing
mutual horizontal transfers with counterparts in
accumulation of large volumes of waste and declining water and air quality the region. Furthermore, many former JOCVs
can have a negative effect on public health. Since tourism is critical to these and other people from Japan who were involved
islands, the deteriorating coastal environment, which ruins an island’s in this project have come back and are working
scenery, is a serious problem. with J-PRISM again. We will continue to support
JICA is working with the SPREP to assist in formulating a waste material the creation of systems for sustainable solid
waste management and the training of the
strategy for the entire region in developing waste management systems and people to operate these systems.
training people in each country. JICA and the SPREP have also been working
on a model project. The objective of this support is to establish a sound From Our Partner
material-cycle society that will facilitate economic and environmental

Program Goals and

David Sheppard
sustainability for small islands.
SPREP Director-General

Obtaining the Cooperation of Local
Governments, Universities, Residents
and Others
JICA has been working on waste management
since 2000, which is an issue for all countries
in the Pacific Region. In Samoa, the Tafaigata
disposal site was upgraded to serve as a landfill
that can be operated and managed at a low
cost. The facility is based on the semi-aerobic
landfill method developed by Fukuoka City and
University of Fukuoka. The same method was
then used to upgrade landfills in Palau, Vanuatu
a new cooperation program based on more than
10 years of experience in order to achieve the
targets of the Solid Waste Regional Strategy,
which is a goal for the entire Pacific Region.
Cooperation is provided for human resources
development within the Pacific Region by people
trained by past cooperation, strengthening
cooperation among countries in this region,
and implementing sustainable solid waste
management using the know-how of the 11
Pacific Region countries.
Overview
SPREP has been
cooperating with JICA
since 2000 with initiatives
involving the solid waste
management, which is one
of the most important challenges in the Pacific.
Our partnership has enabled Pacific island
countries to benefit from an outstanding
Japanese waste disposal technology called
the Fukuoka method in the Pacific. In recent
years, our collaboration has become even
greater with the launch of the J-PRISM project.
With the cooperation of JICA, we are working

and Micronesia.
Proper disposing of waste is vital. Equally
important are measures to prevent the one-
way flow of goods to islands from external
sources. Islands must do as much as possible
to stop the accumulation of waste materials.
Countermeasures include limitations on inflows
of goods, promotion of on-island recycling, and
shipping recyclable and hazardous materials off
the islands. In collaboration with Shibushi City
in Kagoshima Prefecture, which has devised
a way to reduce the amount of waste and
raised the recycling rate without the use of
an incinerator, JICA assists Pacific countries
Concrete Initiatives
The Sixth Pacific Islands Leaders on improving the capacities of governments
Meeting in this region for reducing the volume of
Japan held the first Pacific Islands Leaders waste, promoting recycling, and collecting and
Meeting in 1997 and the sixth meeting took disposing waste materials properly.
place in May 2012 in Nago City in Okinawa
Prefecture. At this gathering, participants
reaffirmed the importance of initiatives Before
concerning environmental problems that
include waste and water management.
Okinawa is similar to Pacific island countries
in terms of its climate and geography. Over time,
Okinawa has overcome many problems while
struggling with issues that are unique to islands.
JICA is planning to provide comprehensive

to promote waste separation to reduce the
volume of waste and raise the recycling
rate. In Palau, there is an organic garbage
composting program with the cooperation of
Mie Prefecture and the International Center for
Environmental Technology Transfer. In Tonga,
JICA is helping reduce the amount of waste
produced and use waste materials effectively
with the cooperation of Naha City in Okinawa
Prefecture and the Okinawa Citizens Recycling
Movement. Through programs like these, JICA
is providing cooperation in association with
local governments and non-governmental
organizations in Japan.
Implementation System
support for the establishment sound material-
cycle societies for the sustainability of people’s
lives and the environment on Pacific islands. To
accomplish this, the experiences of Okinawa
Prefecture and other locations will be used After
for solid waste countermeasures as well as
for protecting water resources and other
components of the environment.
From Our Expert
Japanese Technical Cooperation Project
for Promotion of Regional Initiative on
Solid Waste Management in Pacific Island
Countries (J-PRISM)
Data and Information

Formulating a Strategy for the Entire Shiro Amano

Region
JICA formulated the Solid Waste Regional
Strategy for the Pacific in 2005 with the
cooperation of the SPREP. Based on this
strategy, JICA has subsequently provided
support for creating national plans for dealing
with solid waste in each country and training
people in the field of waste management.
In January 2011, JICA and the SPREP started
Chief Advisor
J-PRISM is region-wide The Tafaigata landfill in Samoa
Technical Cooperation This landfill adopts the Fukuoka method, the standard
based on cooperation structure for ordinary landfills in Japan that can be
extended over the past used at a low cost to match the needs of developing
countries.
10 years. The project truly demonstrates that
“endurance makes you stronger.” To enable
residents of this region to acquire and pass on
skills themselves, we want to use as much as

63
 Region-Specific Activities and Initiatives

Europe—Support to Set the Stage for Becoming an EU Member

Europe is a complex region with a heritage of economic and social development. Most countries belong to the European
Union (EU) and countries that are not yet members are working on economic and social development in order to become a
member.
JICA’s cooperation leverages its own expertise and Japan’s strengths while taking into consideration the recipient
country’s EU ties and potential to graduate from ODA in the future. Measures include support for nation-building in countries
in the western Balkans region, which has experienced ethnic conflicts. Cooperation utilizes JICA’s knowledge and sectors
where Japan has much expertise and is focused on three sectors: (1) Environmental protection; (2) Peace consolidation; (3)
Market oriented economies.

Key Aid Support for Environmental Protection, Peace Consolidation

Strategies and Market Oriented Economies

Environmental Protection
Countries aiming to join EU must establish environmental
standards that conform to EU standards. For example, countries
will have to comply with restrictions on pollution from thermal
power plant emissions and produce 30% of their electricity
from renewable energy sources. Aid from JICA is also intended
to provide support for achieving these requirements.
The Flue Gas Desulphurization Construction Project for
Thermal Power Plant Nikola Tesla is the first ODA Loan to
Serbia. Installing this equipment will reduce SO2 and dust
emissions. This will both improve Serbia’s environment and
help the country meet EU environmental standards in order to
achieve EU membership in the future.
ODA Loans for environmental equipment at thermal power
plants have been extended to Bosnia and Herzegovina and
Romania, too. JICA extends cooperation in Kosovo for waste
management and has many other environmental programs.
Overall, cooperation for protecting the environment is a major
element of JICA’s activities in Europe.
Peace Consolidation
Countries in the western Balkans have achieved a measure
of reconstruction from ethnic conflicts and civil wars in the
1990s. However, these countries face many challenges that
include high unemployment and simmering ethnic tensions.
Building stable social situations in which different ethnicities
can coexist is a major theme, and international support will be
needed to accomplish this. At the Conference on Peace

JICA Programs in Europe (Fiscal 2011)

The figure shows the total
value of JICA programs
Europe in each country including
Technical Cooperation (Training
Participants, Experts, Study

32,136
Romania 6,346 (19.7%) Teams, Provision of Equipment,
Total: JOCV and Other Volunteers,
and Other costs), ODA Loans
Ukraine 7,691 (23.9%) ( D i s b u r s e m e n t s) and Grant
(Unit: millions of yen)
Aid (Newly concluded G/A
Agreements).
Note: Figures in parentheses
Serbia 337 (1.0%) denote the percentage share
of overall JICA programs in the
region.
Note: Figures exclude JICA’s
cooperation for multiple
c o u n t r i e s a n d international
Croatia 221 (0.7%) organizations.

Moldova 693 (2.2%)

Bosnia and Herzegovina 187 (0.6%)
Bulgaria 47 (0.1%)

Montenegro 15 (0.0%）

Albania 349 (1.1%)

Turkey 15,470 (48.1%)

Kosovo 142 (0.4%)

The Former Yugoslav Republic of Macedonia 499 (1.6%)

64

Consolidation and Economic Development of the Western
Balkans, which was held in 2004, participants agreed that
stability of the Balkans would be achieved within the framework
of EU membership.
JICA is providing assistance, primarily in Bosnia and
Herzegovina, for progress with ethnic coexistence and
encouraging countries to achieve EU membership. The Project
for Confidence-Building in Srebrenica on Agricultural and Rural
Enterprise Development, which is Technical Cooperation,
supports activities for agricultural and rural development based
Special Feature
[ See the Case Study]. The airport is expected to increase social
and economic vitality in Ukraine by helping attract more
investments and tourists from other countries.
Turkey
Due to remarkable economic growth, Turkey has urgent
needs for environmental improvement and human resources
development, and JICA has been contributing to these needs
through Japanese ODA loans and technical cooperation. Since
Turkey is an earthquake-prone country like Japan, JICA is also

Program Goals and

on joint measures by residents of different ethnicities. By providing technical cooperation including training in Japan for

facilitating interaction among ethnic groups, this project is
making steady progress with fostering bonds based on trust.
Private Sector Development
The Balkans along with Moldova and Ukraine has the
potential to become major sources of exports to EU countries.
In particular, the Balkans is a huge market because of the
region’s relatively high per capita gross national income and
population of more than 50 million. Furthermore, there are no
Overview
disaster preparedness over the long term. In January 2012,
JICA signed a memorandum of understanding with the Turkish
Cooperation and Coordination Agency (TIKA) in order to promote
joint projects, and technical cooperation projects have begun in
cooperation with Turkey in Central Asia and the Middle East.

Concrete Initiatives
tariffs within this region because of the Central European Free
Trade Agreement (CEFTA).
Due to these opportunities, JICA is extending aid aimed at
increasing economic activity, such as by promoting tourism, the
growth of SMEs and infrastructure projects.
In Ukraine, work was completed in May 2012 on the Boryspil
State International Airport Development Project, which used an The signing ceremony for the ODA Loan for the Coruh
ODA Loan for enlargement of the international terminal River Watershed Rehabilitation Project (June 2011)

Case Study Ukraine Boryspil State International Airport Development Project

New Terminal Welcomes European Football Championship Players and Spectators Implementation System

The Boryspil State International Airport
Development Project used an ODA Loan for
the enlargement of the international
terminal of this airport, which serves Kiev,
the capital of Ukraine. A ceremony was
held in May 2012 to mark the completion
of this project.
Boryspil Airport is the largest international
Ukraine. Work encompassed the international
passenger terminal and associated facilities
such as the apron, highway and parking area.
Ukraine and Poland jointly hosted the 2012
UEFA European Football Championship over a
period of about one month starting in June
2012. The terminal was completed in time for
this major international event,
allowing players and fans from all
new terminal to make a significant
contribution to Ukraine’s economic and social
vitality by attracting more tourism and
business travelers as well as more foreign
investments.
*IMF, World Economic Outlook
Data and Information

airport in Ukraine and serves as the gateway
to the country. The number of passengers and
volume of cargo at this airport have been
increasing steadily as EU expanded eastward
and Ukraine’s economy grew. Enlargement of
the international passenger terminal was
needed to accommodate the higher number
of passengers.
This was the first ODA Loan project in
over Europe to enjoy this new
facility.
The economic crisis of 2008
dealt a severe blow to the Ukraine
economy. The economy
subsequently began recovering and
the country posted growth rates of
4.1% in 2010 and 5.2%* in 2011.
There are big expectations for the The international departures lobby at Boryspil Airport

65
 Issue-Specific Activities and Initiatives
Millennium Development Goals (MDGs)
The Attention and Cooperation of the International Community are
—Essential in the Resolution of Issues of Poverty and Human Development
Defining Millennium Development Goals
(MDGs)
During the Millennium Summit held in September 2000 in
which 189 countries participated, the United Nations (UN)
Millennium Declaration was adopted, and it set the goals to be
achieved by the international community in the 21st century.
The Declaration served to clarify the direction and role of the
UN on issues of peace and security, development and poverty,
the environment, human rights, and protecting the vulnerable.
The Millennium Development Goals (MDGs) were then
established as a common framework by integrating this
Millennium Declaration and the international development goals
adopted by major international conferences and summits in the
1990s. The MDGs consist of eight goals to be achieved by
2015.
At the UN MDG Summit held in September 2010, it was
deemed that the achievement of the MDGs by 2015 is feasible
with the further efforts of the international community, while the
progress towards the MDGs varies by goal and region and
challenges remain, including rising food prices, economic
crises, climate change, and conflict. In this context, the
Government of Japan unveiled the Kan Commitment, which
sets out specific measures in the areas of health, including
maternal and child health, and education, beginning with basic
education—the areas where progress has been slow.
In order to follow-up on the MDG Summit, JICA co-hosted
the MDGs Follow-up Meeting in Tokyo in June 2011 with the
Government of Japan, the World Bank, the United Nations
Development Programme (UNDP), and the United Nations
Children’s Fund (UNICEF). At this meeting, participants shared
lessons learned and other knowledge that is useful for the
achievement of the MDGs. The event was the beginning of an
international debate for establishing a post-2015 international
development agenda. Later, the Post-MDGs Contact Group on
The Eight MDGs
Eradicate extreme poverty and hunger
Achieve universal primary education
Promote gender equality and empower women
Reduce child mortality
66
the initiative of Japan held informal meetings for a policy
dialogue on the post-2015 development agenda that also
included JICA.
The United Nations established a High-level panel on the
post-2015 development agenda in July 2012 and appointed
Naoto Kan, former Prime Minister of Japan, as one of the
panel’s members. The UNDP as well believes that the future
development agenda should incorporate the citizens’ voices. To
accomplish this, national-level dialogues in more than 50
developing countries and thematic dialogues were started that
include NGOs, private organizations or enterprises and many
other stakeholders. Discussions for the establishment of the
post-2015 development agenda are becoming increasingly
widespread as they span many regions and institutions.
JICA Activities to Achieve the MDGs
JICA has been working toward poverty reduction through a
comprehensive approach integrating human resource
development and capacity development, improvements in
policies and institutions, and development of social and
economic infrastructure in developing countries.
JICA is taking initiatives for the achievement of the MDGs
based on these perspectives.
Human Security and the MDGs
—JICA’s Philosophy to Achieve the MDGs
JICA recognizes “Human Security” as an important concept
for achieving the MDGs, which focuses on people and takes a
holistic view of the various threats that they face. As one of the
vital approaches to realize “Human Security,” JICA supports
“Capacity Development” in developing countries, which helps
them overcome problems and manage risks. Further, the role of
infrastructure in development is critical. JICA expands
cooperation in “infrastructure development” as a foundation
Improve maternal health
Combat HIV/AIDS, malaria and other diseases
Ensure environmental sustainability
Develop a global partnership for development
Logos created by the NPO Hottokenai Sekai no Mazushisa (Don’t let it be – World Poverty)
JICA’s MDGs Achievement Efforts force of development, and that continuous inclusive growth is
essential to sustain and scale up outcomes of development,
Millennium Declaration / MDGs
including the achievement of the MDGs. JICA continues to share
the successful lessons learned from Asia with people around
Perspective Approach
the world.

Special Feature
Freedom from Fear Capacity
Peacebuilding, preventing Basic principle Development
disasters, infectious diseases,
Human Security Top-down approach
Overcoming Global Risks around the MDGs
environmental problems, etc.
(Protection) —Taking Measures to Tackle Global Issues
Freedom from Want
Support for People/communities
Problems such as climate change and rising energy and
Pro-poor growth, social
development, improving
infrastructure food prices are high risk factors that could be detrimental to the
development Bottom-up approach
governance, etc.
(Empowerment) achievement of the MDGs, and it is essential to take appropriate
measures against those global risks. Also, the achievement of
The MDGs are the specific objectives of the development agenda outlined the MDGs and peacebuilding are closely related to one another,
in the Millennium Declaration. JICA is working toward achieving the MDGs and hence more efforts need to be made for the consolidation
and sustaining the outcomes of this achievement by providing cooperation
of peace through prevention of armed conflicts and their

Program Goals and

based on the principle of “Human Security.” This principle has two aspects:
1) Perspective: Addressing the need for not only “freedom from want” but recurrence.

also “freedom from fear”
2) Approach: Applying both top-down and bottom-up approaches to support
the endogenous process of enhancing the capacities of developing countries
for dealing with their own problems (“Capacity Development”)
Underpinning these efforts is cooperation in the area of infrastructure
development.
that underpins people’s potential.
JICA will continue to strengthen the following actions toward
the achievement of the 2015 targets.
Overview
JICA aims to achieve the MDGs and ensure that results
remain into the future by boosting efforts directly related to the
MDGs such as education, health and water, and by countering
potential risks detrimental to achieving the goals.
Catalyzing Development Partnerships
In recent years, emerging countries are actively expanding
international cooperation, and actors engaging in development
issues have become more diverse, as seen in the expansion of
the South-South cooperation between developing countries.

Applying the Experiences of Asia to the World
—Poverty Reduction through Sustained and
Inclusive Growth
In Asia, integrated efforts for developing economic and social
infrastructure, human resources and institutions have promoted
the growth of the private sector and led to economic growth
and more employment opportunities. Economic growth has
contributed to strengthen the financial foundations of
governments and expanding public expenditures in social
Concrete Initiatives
NGOs and private foundations are also increasingly involved in
development cooperation, and private enterprises are also
expanding corporate social responsibility (CSR) activities. It is
important to build and utilize effective networks among those
actors to enhance the quality of development cooperation.
Further, to strengthen collective efforts to achieve the MDGs
through these partnerships, more financial resources are
required from such sources as ODA, private investment and
innovative mechanisms including International Solidarity Levies.
JICA continues to enhance development effectiveness by

Implementation System
sectors such as education, health and medical fields. facilitating South-South and triangular cooperation, and
Through its own experiences with modernization, postwar exploring close partnerships with NGOs and the private sector.
reconstruction and cooperation to Asian countries, Japan has
learned that ownership of developing countries is the driving
Data and Information

Children plant mangrove seedlings (Philippines: Improvement of QOL through Pipes link the water storage tank with houses in the community (Bolivia: “Water is Health
Means of Reforestation of Mangroves in Negros Island Project) and Life” Project)

67
 Issue-Specific Activities and Initiatives

Economic Infrastructure Development

—Infrastructures that Fulfill the Hopes of People

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

In developing countries, the insufficient economic growth is caused by the lack of public infrastructure itself or the absence
of basic frameworks for its operations and maintenance.
Although rapid urbanization can boost the efficiency of economic activities and drive economic development, it can also
trigger problems such as worsening living environments and public safety. Urbanization also increases disparities between
urban and rural areas. The promotion of effective urban and regional development requires not only region-specific approaches
but also macro-scale planning, linked with the relation among the other countries, cross-border economic zones.
To develop sustainable economic infrastructures, JICA establishes urban and regional development plans that incorporate
studies of suitable social systems and institutions. Based on these plans, JICA extends cooperation for the development of
transportation infrastructures and information and communication networks, as well as for strengthening the organizations
and human resources that maintain and manage these infrastructures and networks.

Urban and Regional Development
Overview of Issue
The world’s population has currently estimated to be 7
billion. In developing countries, the urban population has grown
from 680 million in 1970 to 2.56 million in 2010. By 2030,
about 80% of the world’s urban population is expected to be
centered in developing countries.
Growth of urban areas is vital to a country’s economic
development. However, large cities in developing countries
cannot provide enough housing, infrastructure and employment
institutions to keep up with the rapid inflow of people who are
seeking jobs. As a result, many people are forced to live on
unstable incomes in poor living environments. Furthermore,
growth of urban populations causes pollution due to traffic
congestion and the large volume of garbage, a decline in public
security, and many other urban problems that are becoming
more complex and serious every year.
JICA Activities
In the postwar years, Japan as well experienced urbanization
at an unprecedented pace that created a variety of urban
problems. To solve these problems, Japan constructed
infrastructures and developed housing while establishing the
standards required for urban development. Japan also focused
on the development of new technologies in order to reduce
pollution and boost productivity. In addition, Japan quickly
began taking actions for disaster preparedness and recovery in
order to reduce risks associated with earthquakes, typhoons
and other natural disasters. JICA uses Japan’s experience and
technologies involving urbanization to support urban and
regional development in developing countries in the following
six sectors.
1. Establish a basic infrastructure that contributes to economic
activities
2. Establish quality housing
3. Establish low-carbon urban areas
4. Establish urban areas that can withstand natural disasters
5. Establish sound city management systems
6. Achieve the revitalization of urban areas
Inclusive and Dynamic Urban Development
JICA provides support for the creation of cities that can
generate a positive cycle of economic growth and poverty
reduction. Activities are based on rapid responses from medium-
and long-term perspectives to the problems encountered by
urban areas in all developing countries. To accomplish this
goal, JICA is guided by the vision of “inclusive and dynamic
urban development.” JICA places priority on development
projects in which all types of people can participate in order to
prevent the benefits of urban development from being
concentrated on a particular group of people.
Comprehensive Support from Creating Development
Concepts to Human Resources Training
JICA is dedicated to meeting the diverse needs associated
with urban and regional development in developing countries.
Meeting these needs requires assistance at many stages,
including the preparation of development plans, implementation
of development programs in line with plans, and operation and
maintenance of the completed facilities. To execute these
processes in a self-reliant manner, the capacities of

68
 Case Study Viet Nam Noi Bai International Airport

Laying the Groundwork for Package

Infrastructure Overseas Operations

Special Feature
The number of passengers is increasing rapidly at Noi Bai
International Airport, which serves Hanoi, the capital of Viet Nam.
The passenger terminal that was designed to accommodate 6 million
passengers every year is already far above capacity, having served 9.5
million passengers in 2010. JICA extended an ODA Loan to construct
a second passenger terminal at this airport and is assisting in the
establishment for systems to operate and maintain the terminal. Opinion exchange among public and private relative parties

Rapid Growth in Passenger Volume maintain the terminal after the building has Using Public-Private Partnership to
Establish a Framework for Aid from

Program Goals and

Expanding the passenger capacity of Noi Bai been completed, the project requires quickly
International Airport is vital to the continued creating the necessary organization and Japan
growth of Viet Nam’s economy. In 2010, training program within the limited time that is The Terminal 2 Concurrent Preparations

JICA signed an ODA Loan agreement for the
Terminal 2 Construction Project in Noi Bai
International Airport. The loan is for construction
of a second passenger terminal, which will
raise the airport’s annual capacity to 10 million
passengers, along with all associated facilities.
Construction has started and the terminal is
expected to begin operations in 2015.
Plans call for Terminal 2 to incorporate
state-of-the-art technology used for the first
available. Concurrent preparations also include
coordination with associated agencies and other
measures.
In response to the requests of ACV, JICA
used an aid scheme (loan account Technical
Cooperation) to provide know-how concerning
airport operations that use public-private
partnership. The goal is to maximize the
development benefits by using knowledge
and experience about the operation and
Overview
Committee was formed in November 2011
primarily to provide centralized oversight of
preparations involving the airport project.
Committee members come from the associated
agencies of Japan and Viet Nam. The committee
is chaired by the president of ACV. Other
members from Viet Nam are directors of ACV
and managers of departments involved in the
project. Committee members from Japan come
from JICA, the Ministry of Land, Infrastructure,

time in Viet Nam. To allow Airports Corporation
of Vietnam (ACV) to properly operate and
maintenance of state-of-the-art Japanese
systems so that Terminal 2 can be fully utilized.
Concrete Initiatives
Transport and Tourism Civil Aviation Bureau
and Narita International Airport Corporation.
Furthermore, since the Special Terms for
Economic Partnership (STEP) are applied to
this project, Japanese companies are serving
as the contractors and construction supervision
consultants. Under this entirely Japanese
framework, the strengths of each company
will be leveraged to extend support for the
construction as a public-private partnership
of a passenger terminal with highly advanced
operating systems. The goal of this support
is to enable ACV to conduct sound airport

Implementation System
management.

Japan’s First Management Support

for Operating a 10 Million Passenger
Terminal
This project is the first time that Japan
has extended support for the operation of
an enormous airport terminal. Assistance
involves establishing a committee with
authority to oversee progress with concurrent
preparations, the use of a JICA aid scheme,
and the participation by Japan in a committee
that uses private-public sector collaboration.
Data and Information

The infrastructure project is being conducted

as a single package that combines the
building and other facilities with support for
management skills. Using this approach will
make it possible to take full advantage of
Terminal 2’s capabilities in order to increase
the development effectiveness of this project.

Individuals involved in the Terminal 2 project in Viet Nam tour Narita International Airport

69
 organizations and people involved in implementing urban and
regional development plans must be increased, the necessary
legal systems must be improved, and other measures are also
needed. JICA uses a diverse aid menu that includes Technical
Cooperation, financial cooperation, volunteer programs and
other activities in order to provide comprehensive aid for urban
and regional development.
Transportation
Overview of Issue
In developing countries, the slow development of
transportation infrastructure, including roads, railways, ports
and airports, has impeded economic growth and contributed to
poverty. Transportation infrastructure is the means for the
movement of people and goods, and its development is
indispensable to sustainable growth.
The demand for transportation infrastructure development is
high worldwide, and the need to maintain, repair and upgrade
aging structures has been rising rapidly. Securing funds is a big
challenge because these projects require significant financing.
The limited public funds available are not sufficient to develop
all necessary infrastructures. Other funding sources need to be
secured, including private capital, in order to provide
transportation services without waste in a sustainable manner.
Furthermore, assistance is needed for initiatives which
enhance the environment and society of the counterpart
country, including initiatives for the elimination of traffic
Engineers examine cables of the Matadi Bridge in the Republic of the Congo, which was constructed about 30 years ago with an ODA Loan. The bridge is still properly maintained after
all these years.
70
congestion through the introduction of modes of public
transportation and changes in transportation methods; CO 2
reductions through more efficient distribution means; and air
pollutant control.
JICA Activities
JICA’s main goal for cooperation in transportation is the
swift, smooth and safe transportation of people and goods in
order to vitalize socioeconomic activities and to ultimately
improve income levels and enrich people’s lives.
When developing transport infrastructure in developing
countries, it is not enough to simply build roads and bridges.
Establishment of a plan to ensure an efficient transportation
system, development of human resources and the
strengthening of organizations that will appropriately maintain
and manage the infrastructure, and creation of social and
institutional arrangements that support the organizations are
necessary. JICA actively promotes participatory cooperation
with the residents and collaboration with NGOs with a focus on
the beneficiaries, including users and residents, in view of who
will use the system and for what purpose.
In addition, cooperation for the transportation sector needs
to consider a variety of perspectives, including: “international
transportation” for promoting the international flow of goods
and people and the development of regional economic zones
which transcend borders; “national transportation” which
ensures people’s fair access to transportation and balanced
national development; “urban transportation” which supports
sustainable urban development and enhances living standards;
and “rural transportation” for improving the living standards of
rural areas which tend to be left behind from development. The
aim of JICA is indeed to pursue “inclusive and dynamic
development.”
Japanese government in 2010, includes the goal of using ODA
to support the entry of private-sector companies in developing
countries and provide aid for sustainable economic growth in
these countries. In response, JICA has been strengthening
public-private partnerships and programs that involve science

Special Feature
and technology. In addition, in the field of transportation, JICA
Contributing to New Growth Strategy is supporting overseas railroad projects, which are one of 11
The New Growth Strategy, which was announced by the key fields of “package of infrastructure-related system

Case Study South Sudan Comprehensive Planning and Support for Urgent Projects on Social
Economic Infrastructure
Responding to the Greatest Needs for Nation-building

Program Goals and

In South Sudan, which gained its independence in 2011, JICA is
extending cooperation for social economic infrastructure development

Overview
in Malakal Town (state of Upper Nile), one of the country’s three major
cities. Projects will make improvements in highways, rivers, water
supply systems and other elements of the infrastructure.

South Sudan has succeeded in becoming an independent country. But

a new nation cannot be built without progress in developing all regions of
the country.
JICA aims to conduct inclusive development for the purpose of meeting
the greatest needs for nation-building that are recognized by everyone in the
Government of South Sudan. To perform this development, JICA in February
2012 started a project in Malakal Town, a regional city in South Sudan.

Concrete Initiatives
Following the peace accord, there was clearly visible progress with A water purification facility constructed more than 50 years ago supplies very poor
quality water. Residents must use water directly from the Nile River instead. South
development programs in the capital city of Juba. Roads were paved with
Sudan is believed to have the lowest water supply ratios in eastern Africa.
asphalt, water supply systems constructed and schools reopened. But
Malakal Town, one of the country’s three major cities, is separated both
politically and geographically from Juba. Though Malakal Town was once
well developed as a fortified city, it is the base of the biggest opposition
political party and is 600km from Juba. Furthermore, there is no highway
between this city and Juba. As a result, there has been absolutely no
development in this region after independence was declared.
Providing “dividends of independence” to residents of this geopolitically
important city is therefore critical with respect to assisting the residents of
Malakal Town and establishing peace throughout South Sudan.

Implementation System
The project aims to establish a comprehensive infrastructure development
plan for this “forgotten city” in about six months. Then pilot projects will
take place over the next 18 months to improve community roads, rivers and
ports, and water supply facilities. South Sudan has a strong desire not only
for infrastructure projects but also for infrastructure training programs. JICA Malakal Town has almost no paved streets and the city’s so-called “black cotton
therefore plans to assist in the revitalization of Malakal Town with three- soil” makes streets impassable even to four-wheel-drive vehicles and donkeys
during the monsoon. This turns the city into a virtual land-locked island.
point support consisting of infrastructure projects, training and on-the-job
training.
Data and Information

South Sudan needs training programs due to the absence of skilled people following
20 years of conflict. In December 2011, JICA invited people from the leadership class
of the state of Upper Nile to talk about how to proceed with reconstruction and regional
Malakal Port is used as the main harbor for the entire region. But the port’s aging
development in South Sudan and Upper Nile while learning from Japan’s own postwar
facilities create difficulties for workers regarding efficiency and safety.
reconstruction and development experience.

71
 exports,” a major element of the New Growth Strategy. As part
of this support, JICA invited individuals from the national
railways of developing countries to Japan to attend a high-
speed railway seminar, conducted an exchange of thoughts
about overseas operations with companies in railway-related
industries, and used other activities to create an environment in
which Japanese companies can easily do business in other
countries.
Information and Communication
Technology (ICT)
Overview of Issue
Information and communication technology (ICT) has been
advancing remarkably in developed countries. Applicable in the
administrative, social and economic fields, ICT has been used
to computerize central government operations (e-governance),
educate via the Internet (e-learning) and facilitate digital trade
and commerce (e-commerce). ICT also has the potential to
support a variety of improvements that can enhance the quality
of life, including increasing the efficiency of the economic and
social systems of countries, raising productivity and conserving
energy.
In many developing countries, however, the spread of ICT
has been slow. This has led to a digital divide with developed
countries, which in turn has worsened economic disparities.
Students attend classes at the University of the Philippines Information Technology Training Center, which is part of the Advanced IT Human Resources Development Project in the
Philippines.
72
JICA Activities
JICA believes closing the digital divide is necessary to
increase the effectiveness and efficiency of various cooperation
programs. To close this divide, JICA is contributing to the
greater use of ICT in developing countries.
At the G8 Kyushu-Okinawa Summit of July 2000, Japan
asserted its stance to help bridge the digital divide in developing
countries by promoting the use of ICT in development aid, such
as through distance learning. Furthermore, Japan announced
the establishment of ICT bases in 30 locations to use ODA funds
more efficiently. Through activities like these, JICA is providing
cooperation for the greater use of ICT in developing countries,
mainly in Asia.
ICT Policies Linked to Social and Economic Development
JICA offers the following five approaches to increase the use
of ICT in developing countries:
1) Improve ICT policy-planning capabilities: Dispatch advisors
to support the formulation of IT policies in such areas as
national strategy concerning electronic communication and
development of relevant industry.
2) Develop ICT infrastructure: Formulate a plan to develop
central communication networks and rural communication
infrastructure, and reinforce their maintenance and
management systems.
3) Improve aid effectiveness and efficiency through ICT use:
Increase project effectiveness and efficiency by adopting ICT
in government administrative departments and using ICT for
cooperation projects in a variety of sectors, including
education, health care, and commerce.
4) Train skilled ICT personnel: Implement a human resource
development project to enhance the capabilities of
technicians and policy planners in order to further spread ICT
usage. This step comprises a large proportion of JICA’s ICT
support efforts.
5) Broadcasting: Extend cooperation to spread Japanese-style
digital terrestrial broadcasting, which can withstand
interferences and permits stable reception, etc.

Special Feature
Case Study Fiji JCT for Human Development and Human Security Project

Expanding Distance Learning by Using a Satellite Communication Network

The University of the South Pacific, which Suva, the capital of Fiji. In addition, due to result, JICA is implementing the ICT for Human
was established by 12 South Pacific nations, the geographic characteristics of the South Development and Human Security Project, a
receives support from JICA. About 48% of Pacific, classes are also provided via a satellite Technical Cooperation project that goes from
students already use distance learning. network to students in other countries in this February 2010 to January 2013. The aim is to

Program Goals and

By upgrading the satellite communication region. In fiscal 2011, 48% of the university’s provide opportunities for higher education to
network, even individuals living in remote approximately 22,000 students used the residents of Oceania and improve the quality

islands will have the opportunity to receive
an advanced education.
The University of the South Pacific was
established in 1969 by 12 island nations: Fiji,
Vanuatu, Tuvalu, Tonga, Tokelau, Solomon
Islands, Samoa, Niue, Nauru, Marshall Islands,
Kiribati and Cook Islands. Created by financial
contributions from all these nations, the
university is the highest-ranking international
institution of higher learning in this region.
satellite network.
Grant Aid from Japan has been provided
to upgrade educational programs using ICT
in order to handle the increasing number of
students. Aid was used for the construction
of the Japan-Pacific ICT Centre, which is the
nucleus of ICT in Oceania, and a multi-purpose
lecture hall in Suva. The official opening for both
buildings was in February 2012.
There are few institutions of higher learning
in Oceania and the remote campuses of the
Overview
of this education. The project includes support
for bachelor’s degree programs, strengthening
the satellite communication network, improving
distance learning systems, effectively using the
Japan-Pacific ICT Centre, and other activities.
Satellite antennas have been placed even in
remote islands that previously did not have
access to distance learning. By giving residents
access to the same remote classes as in their
respective nation’s main islands, this program
has eliminated the digital divide for learning.

Concrete Initiatives
Exchange students from other countries attend University of the South Pacific are the only form
classes at the university’s main campus in of advanced education in many countries. As a

Implementation System
Data and Information

Upper left: Students attend a satellite communication network class at the Vava’u campus in Tonga.
Center: A class at the main campus of the University of the South Pacific in Suva, Fiji
Upper right: The satellite communication network of the University of the South Pacific

73
 Issue-Specific Activities and Initiatives

Public Policy—Realizing High Quality Public

Services Based on Peoples’ Needs

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

To achieve stability and sustainable development in developing countries, it is essential that the countries become capable
of mobilizing, allocating and managing their resources efficiently and in ways that reflect the will of the people. To this end,
“governance,” or the mechanisms to manage a country’s affairs encompassing not only the government but also the civil
society and the private sector, will be key. JICA’s public policy assistance helps to strengthen governance in developing
countries through cooperation for developing legal and judicial systems which support the backbone of society, increasing
administrative efficiency and transparency, and improving administrative capacity of local government, and by strengthening
fiscal and financial systems. This support aims to promote sustainable growth in these countries and realize a fair and
democratic society.

Many developing countries suffer from weak institutions and
foundations, including legal and judicial systems, administrative
organs and fiscal management, as well as lack human resources
to operate these processes properly. Inadequate social
infrastructure can be a hindrance to a country’s development
and may significantly undermine the efficacy of development
assistance.
Recognition of the importance of good governance and
a strong sense of ownership of developing countries are
indispensable elements in ensuring effective public policy
assistance for strengthening the countries’ basic mechanisms
and institutions. JICA places emphasis on the notion of capacity
development (CD) as a means to support intrinsic developmental
processes at individual, organizational and societal levels.
Legal and Judicial Systems
Assistance for Establishing Legal and Judicial
Systems
Overview of Issue
Establishing the "rule of law," namely the assurance of the
legitimacy of established rules, the establishment of impartial
dispute-resolution systems and the guarantee of access to these
systems, is essential to the building of good governance.
People may resort to violence or payoffs to resolve disputes in
societies that do not have suitable rules or a fair and transparent
procedure for conflict resolution. This could lead to violations of
the rights of disadvantaged groups such as the poor and women,
and even to social unrest. In addition, methods of resolving
conflict may be unreasonable and unpredictable, which could
add to the cost of transactions and hinder economic activity.
Capacity development for the legal and judicial sector also
helps prevent corruption through improving transparency and
accountability of administrative execution and by increasing the
clarity of standards for conflict resolution. However, it takes a
long time for this process to take hold since it is not sufficient to
simply set in place rules and institutions. It is also necessary to
gain the trust of the public in legal and judicial systems.
JICA Activities
Beginning from the Meiji Restoration in the late 19th century,
while Japan has incorporated the advanced legal systems of
other states, it has customized and adapted those laws to the
cultural and societal factors present within the existing system.
The Japanese experience contained useful knowledge that can
contribute positively to the "rule of law" promotion processes,
which many developing countries are undertaking today.
These experiences include those of drafting, promulgating and
revising laws and systems in accordance with the conditions
and changes particular to the development of the nation, and
which has led to the upgrading of legal systems in line with
international standards and the realization of social stability and
economic growth.
JICA provides support for the process of strengthening legal
and judicial systems in developing countries with the aim of
improving governance to ensure social stability and sustainable
development, mainly in countries shifting to a market economy
and those undergoing the reconstruction process. JICA’s
support rests on the following core elements: 1) supporting
the development of rules and regulations; 2) supporting the
improvement of the capacity of public organizations that
implement laws; 3) supporting the legal empowerment of
people and society; and 4) supporting the development of legal
professionals.
JICA believes in the importance of laws and legal systems
that are in harmony with existing systems, culture and social
and economic norms. Attention also needs to be given to the
stage of development in the country and changes in the social
landscape. JICA emphasizes dialogue in its approach and
respects the ownership of a developing country in supporting the
process of drafting rules and strengthening the judicial system.

74
The aim is to provide support that takes root in the society itself.
JICA began its involvement with Technical Cooperation in the
legal and judicial sector in 1996 with the launch of the Project
in the Legal and Judicial Field in the Socialist Republic of Viet
Nam. Since then, JICA's cooperation in this field has expanded
Support for Establishing Democratic Systems
Instead of merely imposing political reforms, JICA’s main
objective is to provide support in establishing a political system
that the public can trust and widely participate in the policymaking
process. Support efforts in this respect include strengthening of

toward developing countries shifting to a market economy or
post-conflict countries.
JICA’s cooperation in this field primarily involves assistance
for drafting basic civil laws (Viet Nam, Laos, Uzbekistan,
Cambodia, Nepal, China, Timor-Leste), economic laws, e.g.,
competition law (Viet Nam, China, Indonesia) and development
of a civil dispute resolution mechanism (Mongolia, Indonesia).
Since it takes time to promote the establishment of the
“rule of law,” JICA respects each country’s ownership over the
process and supports their self-help efforts so that countries,
Special Feature
election management committees to ensure fair elections, as well
as strengthening legislative bodies and improving capabilities
of the mass media, which can keep watch over government
authority. When the Arab Spring movement emerged in 2011,
JICA provided support to countries going through change of
government and elections through strengthening the media’s
capabilities so that the people in these countries could receive
information about the elections from a neutral and fair viewpoint
[ See the Case Study on page 43]. Also in South Sudan, which gained
its independence in July 2011, we extended assistance by helping

Program Goals and

even those that have been assisted in this regard, promote legal to improve the skills of journalists.

Overview
and judicial development by themselves in the future.

Case Study Cambodia Legal and Judicial Development Project (Phase 3)

New Civil Code Enacted Four Years After Promulgation

Following the termination of all laws of the Pol Pot regime in the 1970s and expiration The new Code of Civil Procedure was
of the former Civil Code, Cambodia had no structure for basic laws concerning social applied in 2007, one year after its promulgation.
activities. There were no laws or regulations to underpin such important systems as On the other hand, the Civil Code, which has

Concrete Initiatives
inheritances and contracts. JICA started providing legal and judicial development 1,305 articles, was promulgated in 2007.
assistance in 1999, which included support for drafting a Civil Code and Code of Civil However, this code required consistency with
Procedure and enacting these laws and for drafting associated laws and regulations. many associated laws and regulations as
well as the creation of the necessary systems
In drafting the laws, a Cambodian drafting and customs, as well as Japan’s Civil Code and and other actions. Therefore, a separate Civil
team held extensive discussions with working civil codes of other countries such as France Code Implementation Law was formulated to
group members and experts from Japan. Drafts and Germany. Creation of new legal terminology decide on the date of enactment. During this
for each article were prepared by referring to was also necessary since some concepts and period, JICA extended support for drafting the
Cambodia’s former Civil Code and current laws laws were new to the Khmer language. Civil Code Implementation Law, registrations
and other related laws
and regulations. The
Civil Code was applied

Implementation System
on December 21, 2011,
four years after its
promulgation.
JICA will continue
providing assistance
to Cambodia to ensure
that the new Civil Code
and the Code of Civil
Procedure are utilized
in a suitable manner
so that the people of
Cambodia can lead
stable lives, including
Data and Information

support for rooting and

familiarizing the new
laws among Ministry of
Justice members, legal
professionals, university
instructors and others.

Ceremony marking the enactment of the new Civil Code

75
 Support for Public Safety
In the field of public safety, JICA extends assistance to
countries working to establish police forces that serve the
people, such as support for training programs and improvement
of scientific investigation techniques. Our support efforts include
providing assistance for civilian police activities in Indonesia and
improving the ability to respond to crimes in the Philippines.
Additionally, to reinforce public safety in post-conflict countries
like Afghanistan and Timor-Leste, we provide assistance such
as training of police officers.

Instructors from Japan share their knowledge with journalists at Tunisia’s national A workshop at the Civil Procedure Code Seminar in Laos that is part of the Laos
broadcasting station during the Tunisia Media Seminar. Project for Human Resource Development in the Legal Sector

A training session on the State Redress Law that was held in Viet Nam (Photo by Mika Tanimoto)

76
Public Governance systems; to enhance the capacity of administrative agencies; and
to advance decentralization aimed at formulating development
Overview of Issues in Public Administration plans close to citizens, the beneficiaries of public services, and
JICA defines the role of public administration as managing providing efficient public services.

society’s resources, providing services and developing rules
and environments for private-sector activities in order to fulfill
the three missions of 1) guaranteeing the people’s social rights
and their right to exist, 2) enhancing social justice and adjusting
disparities, and 3) promoting economic stability and growth.
The provision of efficient government services is an issue that
requires initiatives in all fields.
In many developing countries, the number of administrative
officials is limited, the tax revenue structure is often weak and
resources are not properly focused on key government services,
Special Feature
JICA Activities in Public Administration
JICA provides assistance in numerous areas for strengthening
public administration. This includes strengthening the capacity
of civil servants in the formulation and management (e.g.,
monitoring and evaluation) of development projects aimed at
strengthening administrative functions. JICA also supports
efforts aimed at decentralization and enhancing the capabilities
of local administrative officials so that local governments
can provide services that satisfy the needs of local residents.
Elsewhere, JICA supports the development of statistics, such as

Program Goals and

making the efficient provision of various public services difficult.
Furthermore, there is often a lack of transparency in public population and economic censuses, which are indispensable to

works projects planning and tendering processes, as well as
insufficient participation by local citizens and the private sector
and lack of oversight by the mass media, which in some cases
lead to fraud, corruption and graft.
In order to tackle these challenges in developing countries, it
is necessary to 1) boost administrative quality and efficiency, 2)
ensure optimal allocation of financial and human resources by
increasing and strengthening their capacities, and 3) increase
transparency by encouraging participation by citizens and the
Overview
the formulation of a country’s development plan.
From the perspective of improving the efficiency and quality
of administrative functions, JICA provides assistance bearing
in mind: the delivery of better public services to community
residents and organizations; extending support from a mid- to
long-term perspective while strengthening the ownership of
the partner country; enhancing the capabilities needed for the
institutions developed to function; and urging the efforts of
relevant ministries, agencies and organizations at multiple levels.
Also as part of the measures to support local governments,

Concrete Initiatives
private sector. Therefore, it is necessary to promote administrative
reform aimed at improving administrative institutions and we aim to make public administrations more transparent by

Case Study Cambodia Project on Improving Official Statistics in Cambodia (Phase 3)

Support for Cambodia’s First National Census

While civil war and other issues prevented Cambodia from establishing a framework in this economic census. The Ministry of
for collecting statistics, in March 2011, the country conducted its first economic census. Commerce hopes the census will help
JICA provided Technical Cooperation and Grant Aid to help Cambodia gather highly reliable resolve the difficulties in collecting trademark

statistics.
An economic census is a national survey to
gather information about a country’s businesses
and establishments. In this censes, information
about the location, workforce, sales, assets and
other aspects of businesses in Cambodia were
collected.
JICA provided both Technical Cooperation
and Grant Aid for this project, dispatching
experts from Japan to hold
various training sessions for
provincial guidance personnel
and census takers, and
utilizing counterpart funds
to recruit approximately
4,000 census takers. As a
Implementation System
registrations data. The National Bank of
Cambodia commented on the importance of
the census in determining the national income
and GDP.
Results of the fiscal 2011 census are
expected to be utilized by the national and
local governments in various policymaking
and planning, as well as by universities and
research institutes for academic researches,
and by businesses for formulating strategies
and conducting market researches.
From the Partner Country’s Government Official
Data and Information

result, Cambodia was able

to produce highly reliable
statistics that clearly show the
current status of businesses
throughout the country for the
first time.
Ministries and agencies of
the Cambodian government
A census taker visits a business to gather information are showing high interest
Chhay Than,
Minister of Planning
The economic census
makes possible planning
based on data, which
will greatly contribute to
social and economic development. I believe
this census will be valuable to many people.

77
 encouraging the participation of local residents.
JICA Activities in the Fiscal and Financial
Our support efforts also take into consideration the
Sector
improvement of government budgeting systems, which is
It is important to expand the tax base and increase tax
essential for achieving proper allocation of public-sector
revenues in order to implement policies and provide government
resources in order to provide efficient and effective government
services in developing countries. For that reason, JICA’s
services as well as to ensure the sustainability of development
initiatives aim to strengthen the administrative capacity of
plans.
collecting agencies of national tax and tariffs. JICA supports
efforts to enhance the policy formulation capabilities of the
Overview of Issues in the Fiscal and Financial central government and governmental agencies, including the
Sector Ministry of Finance. JICA also promotes capacity development of
Sound fiscal management and financial systems are vital
tax administration agencies to ensure appropriate tax collection
to a country’s sustainable economic development. If these
based on laws as well as the suitable management and utilization
systems collapse, the impact on people’s assets and livelihood
of tax revenues. In addition, JICA provides assistance to internal
as well as on economic activities in the private sector would
auditing functions in the public sector and auditing capabilities
be devastating. The breakdown of the system may lead to a
of supreme audit institutions and other inspection agencies to
decline in the provision of government services and in financial
strengthen their ability to perform audits that identify whether
intermediary functions, and inflation. In addition, all kind of
their finances are being appropriately managed.
support assistance for developing countries is more effective
To reinforce financial systems, JICA provides support with
with sound fiscal and financial systems and economic stability as
regard to boosting capacity in financial supervision, enhancing
its underpinning. However, foundations of the economy in many
financial intermediary functions and improving small business
developing countries are fragile and economic management
finance. Stability in financial systems and efficient management
unstable.
of these systems underpins the foundations for a country’s
Many ASEAN countries suffered from the loss of their assets
stable economic policies; therefore, JICA supports development
and employment in the Asian financial crisis that hit in 1997,
of capacity of central banks and development banks.
causing enormous economic loss. Vulnerability in ASEAN
For the development of a macroeconomic management
countries’ financial systems was cited as one of the main factors
infrastructure, JICA provides support for the establishment
behind the crisis. The global financial and economic crises of
of economic laws such as competition law, the formulation
2008 reconfirmed the need to bolster financial systems.
of macroeconomic models and the improvement of economic
It is essential to utilize limited financial resources effectively
statistics including industry-related tables.
and efficiently in public financial management, such as by
Since there are a number of donors with a proven track
properly managing income and expenditures, allocating funds to
record in general budget support* in the fiscal and financial
priority areas of development based on a budget, and efficiently
sector, it is important to harmonize with their support and
implementing plans that have budget allocations. However,
promote collaboration between financial support and technical
such initiatives have not been adequately implemented in many
assistance. Raising the profile of Japanese assistance while
developing countries.
taking limited cooperation resources into account is a future
JICA’s support in this sector is aimed at fundamentally
challenge in the fiscal and financial sector.
strengthening the structure of developing countries to handle
fiscal and financial matters. *General budget support: A method of assistance aimed at driving development at the national level in
which funds are injected directly into the general account of the recipient country in accordance with an
agreed-upon strategy between the developing country and donor countries/institutions.

Bhutan Local Governance and Decentralization Support Project (Phase 3) Rule books for international trade that was prepared as part of
The district manager and staff from a neighboring province observe a pilot project the Indonesia Project on Capacity Development for Trade-related
Administration

78
 Special Feature
Program Goals and
Overview
An anti-monopoly law seminar held in China

Concrete Initiatives
Case Study Philippines Analytical Survey of Preferential Taxation Systems

Use of Preferential Taxation Systems and Proposals for Improvements

The Philippines offer a number of preferential taxation measures such as tax of proposals was presented at a seminar
exemptions, deductions and refunds in public service fields like education, health and attended by government officials, legislators,
environment. However, the government has not been able to grasp how these systems NPO representatives and others. We look
were being used, how much tax revenue was being lost and if they were achieving their forward to seeing the proposals being applied
policy objectives. Thus, JICA conducted a survey to determine the usage of these systems, to produce benefits in the future.

Implementation System
and proposed reforms and formulated action plans to improve their effectiveness and
*A clause that automatically terminates a preferential taxation
efficiency.
system at the end of a certain period.

The utilization survey revealed that about
40% of preferential taxation systems were
not in use. Moreover, it showed that it was
impossible to estimate the amount of lost tax
revenue because there is no monitoring in
place. (An estimate using a different statistical
From the Partner Country’s Government Official
data showed that the largest source of lost
tax revenue was corporate tax exemptions for Gil Beltran, Deputy Minister,
NPOs and cooperative associations in addition Ministry of Finance
to VAT exemptions for seniors.) Furthermore, I believe the
weak auditing and supervisory functions were results of this
allowing for the preferential taxation systems to survey will help
be abused or used for other purposes, revealing improve our
how the systems were creating an inefficient preferential
condition in respect to achieving policy targets. taxation systems,
Data and Information

JICA took the findings to make a number particularly

of proposals for improvements, such as
establishing guidelines for actions that
include auditing, tax investigations, sharing of
information among associated departments and
agencies, publicizing data on tax expenditures
and confirming eligibility for preferential
taxes. Introducing sunset clauses* was
The final survey report another recommendation. A compiled report
regarding
management
of these systems and monitoring their use,
as well as ensuring the transparency of
procedures. Moreover, I think that some of the
suggestions can lead to the improvement of the
systems’ framework itself.

79
 Issue-Specific Activities and Initiatives
Gender Mainstreaming—Clarifying Gender-Based Development
Issues, Needs and Impacts
Gender can be defined within social and cultural contexts, and can refer to the roles of men and women as well as their
mutual relationship. On a global basis, females are far more likely to be placed in socially, politically and economically
disadvantaged positions than men. As such, one of the Millennium Development Goals of the United Nations is “gender
equality and the empowerment of women.”
JICA promotes “gender mainstreaming,” a comprehensive approach to incorporate the perspective of gender in all stages
of planning, formulation, implementation, monitoring and evaluation in all policies, programs and projects to clarify gender-
based development issues, needs and the impacts.
Overview of Issue
The ultimate goal of gender mainstreaming is to achieve
“gender equality”* 1 in all fields of society. It is a process of
identifying men’s and women’s development issues and needs,
as well as the impact on men and women of development
policies, programs and projects, at each of the stages of
planning, implementation, monitoring and evaluation, on the
premise that the formulation processes and impacts of
development policies, programs and projects are not neutral
but affect men and women differently.
Gender is often unconsciously constructed based on the
mentality, culture, traditions and customs of a country and
therefore also affects various policies, systems and
organizations. Consequently, it is essential to support national
machinery (national agencies, mechanisms and organizations
striving for gender equality) such as the Ministry of Women’s
Affairs to ensure that the policies and systems in partner
countries adopt a gender-based perspective.
In most cases, however, statistics, data and indices are not
tabulated according to gender. If a philosophy of gender is
introduced without fully comprehending the society in a target
region, it may in fact produce negative results such as
exacerbating gender disparity. It is critical to collect and
comprehensively analyze fundamental data needed for plans
and projects by gender, age, ethnicity and religious affiliation,
and to develop human resources who have this perspective.
Although it is important to promote women’s empowerment
as part of efforts to advance gender mainstreaming, focusing
solely on women may not achieve the desired results. This also
requires changing the consciousness of men, decision-makers
and socially influential people such as administrative officials,
educators, politicians and religious leaders. In other words, it is
necessary to reform the social structure and systems
surrounding women. It is essential to review areas and projects
that at first glance may appear not to require a gender
perspective and provide support based on the different roles of
men and women. For example, one form of support would be
80
Of the eight Millennium Development Goals (MDGs),
relevant goals are shown in color.
developing agricultural equipment that is easy for women to
use since they are responsible for the majority of agricultural
work. Another example would be encouraging the participation
of women in water quality control organizations.
JICA Activities
For many years, JICA has considered the importance of
gender issues and developed a basic strategy for implementing
gender-responsive projects. JICA has also established an
organizational framework for gender mainstreaming.
Actual assistance includes strengthening organizational
capacity and creating policies and systems for gender equality
in Afghanistan, Cambodia and Nepal by supporting national
machinery. To promote the empowerment of women, JICA
provides support in wide-ranging areas. JICA works to activate
women’s centers in Nigeria, nurture entrepreneurs, particularly
women, in poverty-stricken areas of Honduras, and improve
education for women in Yemen.
Moreover, efforts are made to ensure that the perspective of
gender is reflected in the results and actions in various fields. In
the forestry industry in India, in addition to simply employing
women, additional support was provided to increase their
income so that women don’t have to cut young trees to get
firewood; they can purchase alternative fuel instead. Under the
Smallholder Horticulture Empowerment Project (SHEP) in Kenya,
JICA focused on the role that women play in agricultural
activities. The project secured the equal participation from both
men and women in all types of farming activities, and conducts
educational activities for men and women about gender related
issues.
In recent years, there has been increasing recognition of the
*1 According to the “DAC Guidelines for Gender Equality and Women’s Empowerment in Development
Co-Operation” issued by the OECD Department of Assistance Committee (DAC), “Gender equality does
not mean that men and women need to become the same, but that their opportunities and life chances
are equal. The emphasis on gender equality and women’s empowerment is not based on a single model
of gender equality for all societies and cultures, but reflects a concern that women and men have equal
opportunities to make choices about what gender equality means, and work in partnership to achieve it.
Because of current disparities, equal treatment of women and men is insufficient as a strategy to achieve
gender equality.”
need to address new issues in gender and development, such
as trafficking in persons and other forms of gender-based
violence. Trafficking in persons is a serious crime and a grave
violation of human rights that inflicts severe emotional and
physical suffering on the victims, who are mainly women and
“Attention,” which is the other measure, is for responding to
problems that have already occurred in communities and
families. To deal with the social risks that threaten women and
children, the project will formulate a training plan and conduct
a survey in the communities with gender perspectives.

Special Feature
children, but include men as well. It calls for prompt and
appropriate response from a humanitarian perspective, as well
as from the perspective of putting a stop to international
organized crime. In 2009, JICA started a project in Thailand to
strengthen the capacity of organizations and staff to combat
trafficking in persons [ See the Case Study].
In Nicaragua, serious crime problem are increasing, and
young people account for a large share of both criminals and
victims. Domestic violence and sexual abuse are also
increasing. These social risks for young people face in this

Program Goals and

country have become an enormous problem. To reduce these

Overview
social risks, the project has now been working on developing
an integrated service mechanism for social risk prevention and
attention that effectively responds to the needs of communities
and families. The preventive measures are aimed at improving
family relationships and rebuilding regional societies. A local official provides advice on the registration of child’s birth in the community

Case Study Measures against Trafficking in Persons—Region-Wide Cooperation in the Mekong Region

Activities in Thailand and Other Mekong Region Countries country training program Capacity Building on

Concrete Initiatives
the Return, Repatriation and Reintegration of
Trafficking in persons has been a serious problem in Thailand since the 1980s because Trafficked Persons has been implemented in
of the country’s rapid economic growth and the globalization of information. JICA and the order to develop networks in the Mekong
government of Thailand have been jointly implementing the Project on Strengthening of region.
Multi-Disciplinary Teams (MDTs) for Protection of Trafficked Persons in Thailand since JICA will launch two new projects in 2012
March 2009. to reinforce regional measures to combat
trafficking in persons in the Mekong region,
Thailand is an origin, destination and strengthen the MDT’s functions, formulating based on the experience in Thailand. In
transit country for human trafficking. As an plans to assist victims, and nurturing case Myanmar, the project will enhance the
origin country, Thai people are trafficked to managers. In addition, the project provides capacity of social workers for protecting
Japan, Middle-East, Europe and other areas. support for the activities of peer groups, victims of trafficking in persons and providing
As a destination country, people from the which consist of victims. Based on the self-reliant support. In Viet Nam, JICA is

neighboring countries are being trafficked to
Thailand. As a transit country, people pass
through Thailand on the way to neighboring
countries. The government of Thailand
established the legal framework required for
comprehensive measures, such as national
policies and a plan to combat trafficking in
persons in 2003, and the Anti-Trafficking in
Persons Act was enacted in 2008.
To combat trafficking in persons, it is
necessary to use a comprehensive approach
composed of four dimensions: policy,
prevention, prosecution and protection. The
information received through the peer group
support activities, MDTs strengthen their
efforts to supply services from the perspective
of victims.
In conjunction with moves to achieve the
integration of the ASEAN region, there are
worries about growth in the number of victims
of trafficking in persons as integration
increases movements of people in this region.
JICA is also helping with support to
enhance the network in ASEAN countries and
strengthen capacities of related personnel
who are associated with the problem of
Implementation System
providing assistance to set up a hotline to
help prevent trafficking in persons and
support the victims. Also, due to the
complexity of issues of human trafficking,
knowledge and lessons learned from these
JICA projects in the region will be shared
through a network within the Mekong region.
These efforts will lead to strengthening
overall capacities of the Mekong region.
Data and Information

project focuses on protection and trafficking in persons. In February 2012, the

reintegration of trafficked persons and aims
to strengthen multi-disciplinary team (MDT)
functions, which consist of various related
agencies and NGOs, coordinated by the Thai
government’s Ministry of Social Development
and Human Security. Ongoing activities
include holding workshops and classes,
developing operational guidelines to
Third Mekong Regional Workshop took place
in Bangkok. About 90 people from Japan,
Thailand, Viet Nam, Myanmar, Laos and
Cambodia attended this event to discuss
ways to share information and work more
closely together to combat trafficking in
persons. Furthermore, with the cooperation of Individuals who have received vocational
Thailand’s Chiang Mai University, JICA’s third- training at shelters

81
 Issue-Specific Activities and Initiatives

Peacebuilding—Peacebuilding Support for

Preventing Relapses of Conflicts

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

Most conflicts are internal disputes that take place in developing countries, primarily in the poorest countries and regions.
In such internal conflicts, not only combatants but also ordinary citizens and children become both victims and perpetrators.
Consequently, the impact on people’s lives is significant even after the conflict ends.
In order to contribute to the promotion of peace and the prevention of conflicts and their recurrence, JICA is making
concerted efforts toward the reconstruction of social capital and economic recovery to solve economic disparities—one cause
of conflict—and provide equal opportunities as well as restoring the state system and functions and enhancing security.

Overview of Issue
The majority of conflicts in the world today are internal
conflicts in developing countries, most of which take place in
the poorest countries and regions in economic terms. While
increasing number of ordinary citizens are victimized, the divide
between the military and civilians is fading as the number of
conflicts where ordinary citizens or children are perpetrators
increases.
Armed conflicts do more than just destroy the infrastructure
that serves as a foundation for people’s livelihoods; they also
tear the bonds holding the society together and increase mutual
distrust and hatred. They destroy and leave a bitter legacy on
the path to reconstruction. According to some statistics, close
to 50% of countries return to a state of war within five years of
signing a peace or cease-fire agreement.
Aid for peacebuilding requires a comprehensive approach
that combines three frameworks: military, political and social/
economic. Military measures and political methods, such as
preventive diplomacy, are important factors in the prevention
and resolution of conflicts and the consolidation of peace, as is
development assistance to correct economic disparities, and
improving unequal opportunities and other factors that lead to
conflict.

Case Study JICA’s Assistance Responding to the Issue of Landmines and Unexploded Ordnances

Eradicating the Insidious Legacy of Conflicts CMAC plan to continue holding these workshops
for sharing their know-how. In addition, JICA
plans to continue providing assistance to UXO
Landmines and unexploded ordnances (UXO) that remain after a conflict
Lao for removing UXO in Laos. Support includes
pose a serious threat to people for many years and are also an impediment to sending experts to assist with poverty reduction
agriculture and economic development. JICA has provided aid in Cambodia to by improving training and management
remove landmines and is drawing on this experience for UXO removal in Laos capabilities and helping with the safe disposal
through South-South cooperation. of UXO. JICA also supplies ordnance detection
equipment and materials for improving logistics
In Cambodia, landmines and UXO are said to the demining rate and creating a stronger support.
exist or may exist in about 46% of agricultural organization and workforce, making it possible
settlements. JICA has been providing assistance to provide aid through CMAC under the South-
since 1999 for the purpose of strengthening the South cooperation framework for demining
capacity of the Cambodia Mine Action Centre activities and UXO clearance in other countries.
(CMAC), a government agency responsible In 2011, the Lao National Unexploded
for removing landmines, providing Technical Ordnance Programme (UXO Lao) and CMAC
Cooperation by sending experts to Cambodia. began holding joint workshops to share their
JICA also assisted with the procurement of knowledge. The objective is to use CMAC’s
metal detectors and heavy machinery for know-how to assist in the removal of the
removing vegetation and landmines as well estimated 78 million UXO in Laos that remain
as the procurement of materials to strengthen from the Viet Nam War era. Workshops have
Members of UXO Lao visited Cambodia for a
logistics support systems (tents, communication been held in Vientiane, Phnom Penh and
knowledge sharing workshop with CMAC and
equipment, vehicles, etc.). Cooperation provided Okinawa, where about 800 unexploded bombs observed a bomb disposal facility and removal
to CMAC produced benefits by improving are still discovered every year. UXO Lao and activities.

82
 JICA Activities
JICA is working to contribute to the prevention of both the
occurrence and recurrence of armed conflicts, taking into
account the need for conflict prevention and pursuing positive
impacts of the projects. JICA has assisted in attempts to
implementing an emergency reconstruction project in Malakal
in the South Sudan state of Upper Nile, which is near the border
with Sudan. Development of the city of Malakal is vital to
establishing peace in all of South Sudan, where the pace of
reconstruction is slow. This cooperation is aimed at eliminating

alleviate the various difficulties faced by people during and
immediately after the conflicts and to subsequently achieve
stable development over the medium and long term.
Specifically, JICA supports 1) the reconstruction of social
capital, 2) economic recovery, 3) rebuilding the governance
system, and 4) security enhancement.
In recent years, JICA has been placing emphasis on
strengthening links between central and regional governments
in the post-conflict statebuilding process to eliminate disparities
among different regions, which is one cause of conflicts. For
Special Feature
disparities among different regions and building stronger ties
between the central and regional governments.
In addition, JICA is reviewing its experiences in past projects
in order to identify lessons that can be used to conduct projects
that are effective at improving livelihoods and securing jobs for
the residents of post-conflict countries and regions.
Going forward, JICA will strengthen its support in conflict-
affected countries and regions, and intensify its support in the
field of peacebuilding, through efforts such as human resource
development to supply experts who can become involved in the

Program Goals and

example, JICA is extending aid for urban planning and process.

Overview
Case Study Support for Sudan

Reconstruction Aid in Post-Conflict Sudan

Sudan has faced several domestic conflicts in its west,
south, and east, which have been having a severe impact on
the lives of residents. In order for the country to recover from

Concrete Initiatives
conflicts, JICA has been providing comprehensive support,
including capacity building of government officials for the
proper delivery of public services.

Farmers in the village of Abuda in Kassala learn how to operate agricultural

The Darfur region has faced fierce conflicts provincial governments in
machinery.
between the government and anti-government formulating development
groups since 2003. A number of causes, such plans and in other areas
as scarce rainfall, desertification, conflicts over including public financial
natural resources, population pressure, and management, staff training for water supply,
From Our Expert
ethnic conflicts, are intertwined. In this region, a health, and vocational training.
comprehensive peace agreement has not been In eastern Sudan (states of Red Sea, Kassala Kiyofumi Tanaka, Project Manager

signed, though some of the anti-government
forces signed a peace agreement.
The three protocol areas, the states of
Blue Nile and South Kordofan and the Abyei
district—along the border between Sudan
and South Sudan are home to many internally
displaced persons (IDPs) from southern Sudan,
and the conflicts continue to produce large
numbers of IDPs. The conflicts also have
caused growing concerns about starvation.
To end the conflict, and reconstruction of the
region is a major issue in the country.
Given the impact of the prolonged conflict,
and Al Qadarif), there was an armed uprising by
anti-government group against the government
in 1994 that was sparked by dissatisfaction
over underdevelopment. In 2005, a battle with
the Sudanese military took place in this region.
After the battle, the two sides reached a peace
agreement in 2006. Although the security
situation of this region has been improving
since then, assistance to the region is still
limited. As a result, development of the region
has fallen far behind.
Furthermore, Kassala has been absorbing
refugees who escaped from conflicts and
Implementation System
As leader of the Capacity Development
Project for the Provision of Services for Basic
Human Needs in Kassala in the eastern Sudan
state of Kassala, which has fallen behind other
states in Sudan in terms of development, our
aim is to prevent another conflict from breaking
out by improving public services in areas
where the needs of residents are the greatest.
We hope to achieve sustainable regional
development so that the people can see for
themselves the benefits of peace.
The project respects the ownership of
the state government of Kassala. We provide
Data and Information

the Three Protocol Areas and Darfur are
suffering underdevelopment in basic public
services and human resources.
In this regard, JICA has been extending a
variety of Technical Cooperation since 2009 in
these areas (except in Abyeil due to security
reasons) to improve the capacity for better
services including water supply, healthcare,
and vocational training. JICA also supports
political instability in neighboring Eritrea and
Ethiopia, and IDPs who escaped from starvation
and droughts.
Since May 2011, JICA has been extending
comprehensive support to the state government
of Kassala to strengthen the capacity of service
delivery in the fields of water supply, health,
vocational training agricultural/livelihoods, and
project formulation.
Technical Cooperation in order for the
government to analyze problems, select priority
issues and make an action plan to resolve
those issues. As a result, the government
has made this undertaking its highest-priority
project, approving a budget with 100% of the
government’s share of the project’s cost.

83
 Issue-Specific Activities and Initiatives

Poverty Reduction—Supporting the Development of

Essential Capabilities of the Poor

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

The proportion of the poor in developing countries as a whole has declined from 41.7% in 1990 to 25.7% in 2005 due in part
to economic development in Asia. Nonetheless, nearly half of the population in Sub-Saharan Africa still suffers from extreme
poverty. Moreover, recent increases in food prices and financial crises have led to fears that an increasing number of people
will fall into poverty.
In order to promote JICA’s vision of “inclusive and dynamic development,” JICA identifies “reducing poverty through
equitable growth” as one of its four strategies. JICA extends assistance for human resources development, capacity building,
improvement of policies and institutions, and the development of social and economic infrastructure in developing countries.

Overview of Issue to enable each and every person in poverty to escape from it by
Poverty is an issue that cannot be ignored from the perspective reinforcing five capabilities and supporting the development of
of “human security,” as outlined in the Japanese ODA Charter. an environment in which these capabilities may be manifested.
The number of people living in poverty on less than US$1.25 per Specifically, JICA both: 1) carries out “poverty measures”
person a day is estimated at over 1.4 billion worldwide. to directly assist the poor; as well as 2) makes “poverty
In addition, natural disasters, environmental destruction and considerations,” by incorporating creative approaches into
other factors make it difficult to continue traditional means of projects in order to improve the circumstances of the poor by
livelihood. This means some people are extremely vulnerable maximizing the projects’ benefits to the poor.
to poverty. Problems such as disease, unemployment, lack To this end, JICA gathers information on where and what
of education and social discrimination each impact the other. kind of people suffer from poverty (targeting) and accumulates
Once a person falls into this vicious cycle, the situation becomes methods that are effective for poverty reduction. In addition,
even more serious, as the original problems lead to other regarding methods that have been attracting attention in
problems and a person cannot escape from this cycle easily. recent years, JICA furthers concerned-persons’ understanding
This is sometimes referred to as the “deprivation trap” and has through trainings and study meetings. The goal is to enable
become an urgent issue when tackling poverty
reduction. Neglecting poverty and vulnerability
may widen the gap between the rich and poor
and intensify competition over resources,
causing instability in society.
In recent years, the notion that poverty is the
state in which the following five capabilities are
lacking has become dominant: Ability to ensure
stable and sustainable livelihood (1. economic
capability); Ability to be healthy, receive basic
education, and live in a sanitary environment
(2. human capability); Ability to cope with
various “threats” which threaten peoples’
lives (3. protective capability); and Ability to
participate in a society in which people’ dignity
as humans and their culture and customs are
respected (4. political capability, (5. socio-
cultural capability).

JICA Activities Local residents help build community roads (Timor-Leste)

In order to advance equitable growth and The construction of nearby community roads allows people to visit clinics, schools, markets and other places with
ease. In addition, since the residents themselves took part in building these roads, the project helped increase
sustainable poverty reduction, JICA will strive their self-reliance as well as their commitment to maintaining the community roads.

84
the poor who are living on an unstable income to be able to
make stable expenditures every month on items such as health
care, education, and food. These meetings cover topics such
as “microfinance,” which provides savings services and very
small loans; “conditional cash transfers (CCT),” in which a
cash equivalents to individuals or households on the condition
that they are qualified and fulfill certain obligations; and “labor-
based technology (LBT),” which can generate short-term
employment for the poor.

Special Feature
government redistributes income by directly providing cash or

Case Study Initiatives for Microfinance (Capability Enhancement Training)

Promote a Broad Understanding of Microfinance

About 2.5 billion working-age people in the world do not have access to formal financial services. This is a serious
impediment to achieving sustainable economic growth. JICA supports microfinance through Technical Cooperation

Program Goals and

and Loan Aid in order to contribute to poverty reduction by providing access to financial services.

Financial inclusion, which has been
attracting much attention recently, refers to
providing access to high-quality and affordable
financial services to everyone, including the
poor. Activities are under way worldwide to
achieve financial inclusion. Microfinance is
viewed as an effective tool for assisting the poor
to become economically self-reliant by giving
them access to financial services.
JICA has incorporated microfinance in its
(7) Roles of governments, donors and the
private-sector in microfinance
(8) Evaluation methods for microfinance
(9) Component-type microfinance
(10) Case studies at JICA and other organizations
The subjects of the course include basic
theories about microfinance and case studies.
They also include new measures that utilize IT
such as mobile banking. In addition, participants
Overview
microfinance organizations, and other people
served as instructors.
There were many positive responses
from participants. One said the event had a
well-organized curriculum that gave everyone
a good understanding of issues involving
microfinance. Another remarked that he had
viewed microfinance as similar to aid but now
understands the importance of sustainability
as finance. Another participant said that the

projects for rural development, forest protection
and other purposes. JICA also provides financial
assistance for financial services for the poor
through government and other public-sector
financial institutions.
Microfinance has been used to achieve
progress in developing countries but is still a
newly emerging field that is rapidly growing. As
a result, there is an urgent need to train people
who can conduct microfinance projects based
on an understanding of the latest developments
in this field.
Concrete Initiatives
studied how to measure the social performance training course gave him a comprehensive
of microfinance, consumer protection and other understanding of JICA’s microfinance activities.
topics of international interest. The curriculum JICA plans to continue to conduct this
was structured to increase the understanding of microfinance training program.
all items that must be considered when starting
and operating a microfinance project at project
sites. Furthermore,
participants in the
training program
assumed the viewpoints
of the microfinance
organization and its

Implementation System
JICA held a Capability Enhancement customers to practice
Training – Microfinance Course in February how to determine
2012 for Technical Cooperation experts and customers’ needs and
others who want to play a part in poverty develop loan products.
reduction in developing countries in the future. The course had practice
Participants studied the theory of microfinance sessions for financial
and case studies, acquiring knowledge and analysis of microfinance
technologies that are vital to using microfinance organizations and the
to supply aid. Giving participants a better preparation of business
understanding of the microfinance program plans that can achieve
of JICA was another objective of this training. financial sustainability
Overall, this training course had 10 major as a financial institution
themes. while meeting the social
Data and Information

goal of contributing to
(1) Poverty reduction and microfinance poverty reduction. To
(2) The transition of microfinance and give participants a broad
international trends perspective on this
(3) Benefits and issues of microfinance subject, a prominent
(4) Services and markets of microfinance individual in the field of
(5) Legal framework for microfinance microfinance research,
(6) Operation and management of microfinance donors, individuals
organizations from NGOs that support Microfinance in Djibouti (Photo by Osamu Funao)

85
 Issue-Specific Activities and Initiatives
Human Development—Helping People the World Over
to Lead Richer Lives
The international community is making concerted efforts to achieve the Millennium Development Goals (MDGs) by 2015.
Yet, there are still many people who are unable to live decent lives. For instance, there are as many as 67 million out-of-
school children around the world, and more than 20,000 children die under five years of age every day.
With the aim of enabling people to live healthy and creative lives each day and seek their own meaningful goals, JICA has
been cooperating in the fields of education, healthcare, and social security, based on the concept of human security.
Education
Overview of Issue
Education is the cornerstone of all development. Acquiring
knowledge and skills through education enables people to open
up and improve their prospects in life. In addition, people’s
building of their own capacities promotes poverty reduction,
economic growth, and scientific and technological development.
Furthermore, the promotion of mutual understanding across all
religions and ethnic groups is essential for the stability and
peace of the world, and education plays an important role in
this regard as well.
Developing countries, however, face many problems both in
terms of the quantity and quality of their education. Although
the number of children not attending school has decreased by
as many as 38 million compared with 1999, more than 67
million children are still not attending school. In addition, in the
least developed countries, one third of the children who enroll
in elementary schools drop out before graduation. Even in
countries where primary education is generally accessible, the
enrollment rate of secondary education (including technical
86
Of the eight Millennium Development Goals (MDGs),
relevant goals are shown in color.
education and other specialized courses) has remained low.
Furthermore, interest in higher education has been
increasing rapidly in recent years in developing countries. There
are considerable expectations for higher education institutions
to play a central role in responding to the needs of creating a
knowledge-based society in each country by such means as
creating knowledge and innovation (research), developing
human resources that drive socioeconomic development
(education), and resolving development issues that are
becoming increasingly complex in keeping with the steady
globalization of the economy and society, as well as by
returning benefits to industry and society (social contribution),
with a focus on the post-MDGs period.
For Japan, the enhancement of partnerships between
universities in Japan and those in Asia in particular is important
from the perspective of promoting the internationalization of
higher education institutions as well as of boosting economic
growth in the region through fostering the highly skilled human
resources required by industry, which can also lead to an
increase Japan’s social and economic vitality.
There is a clear need for regional collaboration. One
illustration of this need is the shift of factories
and parts supply bases out of Japan following
the 2011 Great East Japan Earthquake.
Disruptions of Japan’s supply chains caused
by widespread flooding in Thailand further
underscores the need for collaboration. On the
other hand, in reality, many institutions of
higher education in the developing countries
face issues such as shortages of sufficiently
qualified and skilled academic staff and of
facilities and equipment for education and
research, making it difficult for them to provide
high-quality education and research activities.
These points show that there is a significant
need for aid for higher education.
Students view flowers as one part of a “research class” in
which instructors open their classes to other instructors to
further improve their teaching methods. (Zambia)
 JICA Activities
1. Basic Education
Basic education refers to education that provides basic
knowledge and skills such as reading, writing and numeracy,
and includes not only primary and secondary education but also
May 2008, for i) expansion of access (provision of educational
opportunities to about 400,000 children through construction of
1,000 elementary and secondary schools with 5,500
classrooms), ii) improvement of the quality of education
(provision of training for 100,000 science and mathematics

early childhood development and non-formal education
(including literacy education and community education).
Developing countries are facing diverse issues in the basic
education sector. Among them JICA places a particular priority
on the three issues of 1)enhancement of access to primary and
secondary education, 2) improvement of the quality of primary
and secondary education, and 3) improvement of education
management (education administration and school
management).
In particular, JICA is promoting cooperation with a focus on i)
Special Feature
teachers), and iii) improvement of school management
(expansion of the School for All project, a community-
participatory model for improving school management, to
10,000 schools). Due to this support, these countries are on the
verge of accomplishing these goals.
It is the responsibility of the international community to
provide support to enable as many people as possible in the
developing countries to receive quality education. JICA is
continuing to provide steady support for basic education leading
up to 2015, the target year of the Education for All (EFA) and

Program Goals and

capacity building of teachers through the improvement of MDGs.

teacher training, ii) establishment of participatory school
management systems that involve the community, iii)
construction of school facilities by local contractors, and iv)
capacity development of administrative officers of central and
local governments in charge of education, which is essential for
sustaining the effects produced by these other efforts.
In particular, in the Sub-Saharan African countries that are
the least-developed in the area of education, JICA is providing
focused and comprehensive support in accordance with the
Yokohama Action Plan that was announced at the 4th Tokyo
Overview
2. Higher Education
Higher education is positioned as the final stage of a
country’s education system. With a view to improving the
quality, quantity and equality of higher education, which have
been attracting particular attention in recent years, JICA is
implementing efficient and effective projects with the
cooperation of Japanese universities. With the main targets
being the core universities that play a leading role in promoting
the higher education sector of each respective country or

Concrete Initiatives
International Conference on African Development (TICAD IV) in region, JICA provides support for the improvement of their

Case Study Myanmar Project for Strengthening of Child-Centered Approach Phase 2 (SCCA2)

Education to Promote Skills for Creativity, Deep Thinking and Problem Solving
Myanmar has been making steady progress in increasing access
to primary education and the primary school enrollment ratio has
increased to 97%. However, only about 70% of students complete all
five years. One of the reasons for the low completion rate is the

Implementation System
quality of education. The classes are mainly memorization and
recitation, which fails to make students more interested in learning.

JICA started providing cooperation in the evaluation methods, and

field of basic education in 1997 and introduced other activities.
Child-Centered Approach (CCA) that encourages Phase 2 started in
children to improve learning skills which include 2008. To disseminate
critical thinking skills, creative thinking skills, CCA na tionwide in
inquiry learning skills and problem solving skills. Myanmar, cooperation
JICA also recommended to Myanmar revise the w a s p r o v i d e d t o Fostering children's ability to think by incorporating group work in classes
primary education curriculum on Basic Science, reinforce the teacher
Social Studies and General Studies. training mechanism, to
Data and Information

Upon the request from the Myanmar Ministry
of Education to support its introduction of CCA
in the country, the Project for Strengthening
of Child-Centered Approach (Phase 1) started
in 2004. The support included the capacity
building of counterparts at the Basic Education
Resource Development Center (BERDC), training
for in-service teachers, revising the curriculum
of Education College, development of education
establish a system for continuous training for
in-service teachers, and to improve classroom
teaching by teachers. By the end of the Phase
2 in March 2012, the total number of teachers
who benefited from this program reached about
50,000. Technical support was also provided
for CCA training for officials of the Ministry
of Education, 20 instructors from Education
Colleges and primary teachers from 64
townships. Furthermore, teaching materials
for this training, arithmetic teaching materials
and other materials were developed.
Due to the remarkable results of these
activities, the Government of Myanmar is
conducting their own training programs that
will extend CCA to the remaining 261 townships
of all areas of the country by 2015.

87

An E-JUST engineering class on mechatronics and robotics
education and research capabilities through such means as
improving the capabilities of academic staff, improving the
campus and the education and research equipment, enhancing
the university’s governing structure, promoting industry-
university-community links, and establishing a network
between universities.
In Asia, while focusing support on the ASEAN University
Network/Southeast Asia Engineering Education Development
Network Project (AUN/SEED-Net), JICA is also extending
cooperation to other core universities, when necessary, and
endeavoring to foster highly-skilled human resources through
long-term training in the formal courses at Japanese graduate
schools. As for India, where there are increasingly stronger
economic ties with Japan but there can be more active mutual
academic interaction, a project has been started to strengthen
ties among industry, the public sector and academic institutions
both in Japan and in India.
In the Middle East and Africa, JICA extends its cooperation to
foster the highly-skilled human resources required by industry
with a focus on support for Egypt-Japan University of Science
and Technology (E-JUST) that was partially opened in February
2010.
At this time of rapid advances in technology and the
associated dramatic social changes, JICA will continue to
support the fostering of human resources who can meet the
needs of the world today, promote innovation and contribute to
the progress of their home countries.
Health
Overview of Issue
In developing countries, many people lose their lives because
they are not able to receive adequate health care or medical
services. In the health sector, it is generally recognized that it will be
difficult to achieve health-related MDGs by 2015 despite the large
contribution made by various partners including donor countries,
88
private funds, and international organizations
such as the World Health Organization (WHO).
The Government of Japan has also made a
commitment to providing continuous support
at TICAD IV, the MDGs meetings and other
conferences. JICA is addressing issues such as
the improvement of maternal and child health,
infectious disease control, and strengthening
health systems, in coordination with other actors
involved in global health issues.
JICA Activities
1. Improving Maternal and Child Health
Approximately 99% of the 360,000
pregnant women who die during pregnancy
or childbirth and the 8.1 million children who
die before reaching their fifth birthday every
year live in developing countries. This fact indicates that the
health and well-being of pregnant women and young children is
one of the most serious issues facing the developing countries.
In fiscal 2011, JICA prepared a thematic guideline for
maternal and child health and has been extending its
cooperation for strengthening health systems that make a
comprehensive “Continuum of Care for maternal and child
health” more widespread and sustainable. Specific measures
being taken under this framework include: developing
administrative and management capacity of central and local
health authorities; improving and upgrading health facilities;
strengthening capabilities of midwives and other health service
providers; improving community solidarity and systems; and
strengthening the coordination among health centers, primary
and referral health facilities.
In fiscal 2011, JICA started the Project for Cordillera-wide
Strengthening of the Local Health System for Effective and
Efficient Delivery of Material and Child Health Services in the
Philippines and the Project for Improving Material and Child
Health Care System in Khatron Oblast in Pakistan. Both projects
are aimed at enhancing the implementation system for enabling
safe deliveries for expectant mothers and providing adequate
care for newborn babies. In Bangladesh, JICA conducted the
Safe Motherhood Promotion Project (SMPP) under the
government’s health care program and the approach for
improving health services for expectant mothers and newborn
babies taken by this project was recognized by the Government
of Bangladesh as a package worthy for replication. In order to
incorporate the approach in health policies and strategies for
maternal and child health in Bangladesh and to extend this
approach to all areas of Bangladesh, JICA has been extending
its cooperation through the Safe Motherhood Promotion Project
(Phase 2), the dispatch of a policy adviser for the Ministry of
Health and an ODA Loan for training people, supplying
equipment and building facilities in order to improve maternal
and child health care.
 Case Study Myanmar Comprehensive Cooperation for Health Care

Priorities are Fighting Major Infectious Diseases and Strengthening the Capacity of
Basic Health Staff

Special Feature
Bilateral aid organizations around the world have long been unable to extend aid to Project for Strengthening Capacity of Training
Myanmar because of the prolonged period of political instability. From the standpoint of Teams for Basic Health Staff (BHS). The project
human security, JICA has been providing continuous aid in humanitarian sectors like supported strengthening the capacities of the
health and education that support human rights. central training team established by the Ministry
In the health sector, the Major Infectious Diseases Control Project (MIDCP) started in of Health, and training teams in states, divisions
2005 and the Project for Strengthening Capacity of Training Teams for Basic Health Staff and townships. The project supported continuous
started in 2009. Both are Technical Cooperation projects. medical education for BHS through the
This aid of the MIDCP is helping to prevent HIV/AIDS, tuberculosis and malaria and development of systems and tools for effective
promote treatments for these diseases. training, such as methods for teaching, training
management and training evaluation.
In Myanmar, the number of people who are fight these diseases, covering larger areas and In addition, a training information system is

Program Goals and

afflicted with three major diseases (HIV/AIDS, improving the quality of activities. built to collect and analyze the training
tuberculosis and malaria) and deaths from these “By conducting activities with deep local information from each township covered by the

diseases are high. Fighting these three diseases,
which pose a serious threat to the people of
Myanmar, is the highest priority of the country’s
national health plan. Based on this situation,
JICA started the Major Infectious Diseases
Control Project in 2005.
To combat HIV/AIDS, the blood donor
selection system was upgraded, HIV tests
strengthened and skills of the staff enhanced
in order to improve the national AIDS Control
roots and working with the Ministry of Health,
JICA is the only organization that is providing
direct technical assistance to the ministry,” says
Project Formulation Advisor Kayo Yokomori of
the JICA Myanmar Office. We will use the
relationships of trust we have established with
the government and people of Myanmar as the
base for taking Phase 1 to the next step. Due
to Myanmar’s political stability, The Global Fund
to Fight AIDS, Tuberculosis and Malaria and
Overview
project. This system can assist to improve the
training plan.
From Our Expert
Strengthening of Basic Health Staff Project
Chiyoko Hashimoto, Chief Advisor
The project has been implemented for three
years. We prepared “Handbook for Training
Teams” for training management, evaluation

program. One result was a drop in the HIV
prevalence of blood donors nationwide from
0.7% in 2005 to 0.4% in 2008. Furthermore,
the HIV prevalence of blood donors at seven
major hospitals fell from an average of 1.27%
to an average of 0.26% in 2010.
To combat tuberculosis, the Project has been
conducted in two administrative regions, Yangon
and Mandalay, to strengthen the national
tuberculosis control program. Improving
tuberculosis laboratory service, strengthening
private/public-sector partnership and health
education on tuberculosis were the main
other international aid agencies and NGOs have
started providing aid to the country. JICA will
work and cooperate with these organizations
to fight these diseases on a nationwide level.
We want to contribute to containing and
eradicating these three major diseases.”
Training the Basic Health Staff Who Protect
the Public
Myanmar has an infant mortality rate of 54
per 1,000 births (2009), and under 5 mortality
rate of 71 per 1,000, and a maternal mortality
rate of 240 per 100,000 births (2008). These
Concrete Initiatives
and information systems. The project has
covered a half of Myanmar and training
management is becoming well established at
the township level. Training methods have
changed from the one-way provision of
information from instructors to an interactive
format for instructors and basic health staffs.
Furthermore, a basic health staff has told us
that the establishment of training targets and
objectives clearly shows them what they need
to learn. We are producing consistent benefits
and I want to continue these activities to make
the project even better and more widely utilized.

Implementation System
activities. As a result, the case detection rate figures are generally high even in comparison
(CDR) rose from 70% and 65% in Yangon and with the averages for Southeast Asia (infant
Mandalay, respectively, in 2006 to 82% and mortality rate of 45, under 5 mortality rate of
67% in 2009. Furthermore, the treatment 71 and maternal mortality rate of 240) (WHO,
success rate improved from 78% and 75% in World Health
Yangon and Mandalay, respectively, to 86% and Statistics 2011 ).
83% in 2010. One cause is the
To combat malaria, a community-based inability to provide
malaria program has been implemented in the appropriate health
16 townships in the east and west Bago Division care ser vices.
(the Magway Division and Rakhine State were Basic health staff
added for the extension phase). A package was who provide basic
developed to be able to adopt the extension of health care and
Data and Information

implementation to other areas of Myanmar. are at the forefront

Reinforcing the national malaria program of health care
lowered malaria deaths in east and west Bago services, are so
from 106 in 2004 to 38 in 2010. In Magway and busy that they have
Rakhine, the average number of malaria deaths few opportunities
decreased from 146 and 67 (average from 2006 to upgrade their
to 2009) , respectively, to 57 and 23 in 2010. skills.
MIDCP Phase 2 started in March 2012 with In May 2009,
the goals of further strengthening measures to JICA started the Mosquito nets are distributed in Myanmar

89
 2. Infectious Disease Control
With three major infectious diseases, namely HIV/AIDS,
tuberculosis and malaria, alone claiming the lives of over 4
million people each year, infectious diseases pose a direct
threat to the people in developing countries and they are also a
factor in hindering economic and social development. Infectious
disease control is an issue that needs to be addressed not only
by specific countries or regions, but also by the entire world, as
those diseases spread on a global scale through economic
activities and as a result of the development of transportation.
In the field of infectious disease control, JICA mainly
provides support for the improvement of access to and the
quality of testing, the collection and analysis of health
information, and strengthening service providers’ capacities to
provide necessary treatment and care services. Moreover, JICA
supports policy making at the national level, and enhancing
service delivery at health facilities at the sub-regional level. In
fiscal 2010, JICA launched a project entitled “Health Systems
Strengthening for HIV and AIDS Services Project in Tanzania”,
which provides support to strengthen monitoring and evaluation
systems with supervision in order to improve the quality of HIV
and AIDS responses implemented at health and medical
facilities. In addition, JICA is implementing various projects
under the Science and Technology Research Partnership for
Sustainable Development (SATREPS) in Asia and Africa, utilizing
Japan’s knowledge in the field of research and development on
infectious diseases, and is also promoting joint research on
tropical diseases.
3. Health System Strengthening
“Health systems” refer to the frameworks that form bases
for the provision of health care and medical services to people
(improving governance, improving medical facilities, managing
proper medical products, identifying and effectively utilizing
accurate health information, and securing and managing
financial resources) as well as to the fostering and managing
human resources for health. While it is necessary to take a
balanced approach to addressing the issues of specific
diseases and strengthening of entire health systems a number
of partnerships have been established by various organizations
that specialize in strengthening key components of health
systems. In light of this situation, JICA is expected to play a role
in supporting developing countries, in harmony with
international initiatives and these existing partnerships.
JICA actively contributes to the formulation of national health
plans and budgets, and supports the smooth implementation of
these plans. A preparatory survey was conducted concerning
the provision of an ODA Loan to support the improvement of the
health system in Iraq through the construction of core regional
hospitals. In Kenya, JICA strengthens management capacity of
local health administration and community-level strategies that
support community activities to promote good health based on
the policies of the Ministry of Health. In Tanzania and South
Sudan, JICA provides support to establish databases for health
service providers to support the management of these
90
individuals and for increasing the use of these databases. In
addition, to deal with issues throughout Africa, JICA implements
programs to promote the creation and sharing of knowledge
within Africa and to reinforce self-reliant health systems. One
activity is a health system management personnel training
program. This is a joint program with the Government of Kenya
and the African Health Leadership and Management Network,
which consists of African higher education institutions in the
field of health care. JICA also provides cooperation for the
management of human resources for health in French-
speaking areas of Africa. Another program aims to utilize a
Japanese management method called 5S-KAIZEN to improve
the management of hospitals and other health facilities.
Social Security
Overview of Issue
In recent years, widening economic disparities among the
countries and regions of the world, including both developing
and developed countries, have become an issue and social
unrest associated with these disparities is becoming
increasingly widespread. There are countries as well as larger
regions that have achieved remarkable economic growth in
recent years. On the other hand, many vulnerable people are
being left behind in receiving benefits from economic growth.
In order to establish a stable society while maintaining
economic growth, it is essential to enhance health care and
income security. It is also important to build a safe and sound
society in which society as a whole is prepared to deal with
various risks. Furthermore, providing support for the
independence of socially vulnerable people promotes
participation in social and economic activities, which also has
the potential to contribute to successful nation-building.
JICA is extending comprehensive cooperation in the area of
social security from the perspective of promoting inclusive
cooperation.
JICA Activities
Based on Japan’s knowledge and experience in social
security systems, JICA is undertaking projects aimed at
improving the social security systems of developing countries,
focusing on the three areas of social insurance and social
welfare, assistance for persons with disabilities, and labor and
employment.
1. Social Insurance and Social Welfare
JICA supports the development of social insurance systems
such as health care security and income security (including
pensions), as well as strengthening social welfare policies for
the elderly and the others. There is a great need for people to
study Japanese know-how in Japan so this knowledge can be
used when creating social insurance systems that reflect the
economic and social characteristics of their home countries.
JICA continues to provide cooperation by inviting key personnel
at government ministries associated with social insurance
systems to visit Japan to attend a training courses and
exchange opinions with people involved with social insurance.
2. Support for Persons with Disabilities
3. Labor and Employment
In addition to support for the development of policies for
labor and employment, JICA provides support in such fields as
occupational health and safety and job placement services.
In developing countries, in contrast to the achievement of

Even though support for persons with disabilities is generally
considered as a part of social welfare services, JICA views
persons with disabilities not simply as recipients of welfare
services but also as important actors of development. JICA’s
ultimate goal is to build a society that is comfortable to live in
for all people, regardless of disabilities.
JICA aims at realizing the “full participation and equality” of
people with disabilities in developing countries, with emphasis
on support that ensures active participation of persons with
disabilities in society. JICA is working to empower persons with
Special Feature
economic development, legal frameworks and enforcement of
such legislation in the field of occupational health and safety
tend to be underdeveloped, resulting in a significant increase in
labor accidents. When workers who have been injured at work
cannot receive adequate compensation, they lose their source
of income and face the risk of immediately falling into extreme
poverty. Labor accidents also pose a great risk not only to
laborers and their families, but also to employers and to society.
As a result, employment problems have become a serious issue
worldwide in recent years.

Program Goals and

disabilities through leadership trainings and strengthening JICA is providing support primarily in Asia for the

Overview
capacities of disabled people’s organizations, as well as creating improvement of occupational health and safety and job
barrier-free environments [ See the Case Study on page 91]. placement services.

Case Study Costa Rica Reinforcement of the Integral System of Rehabilitation with Community
Participation
“We All are from the Same Earth” – Promoting Community Participation of People with
Disabilities in Costa Rica

Concrete Initiatives
The Republic of Costa Rica, in Central America has a population of 4.57 million and the started in 2007. The first step was establishing
disability ratio is approximately 5% (2000 Costa Rica National Census). JICA has been a framework to enable many sectors to be
supporting persons with disabilities in Costa Rica since the mid-1980s by dispatching involved under the theme of community
Japan Overseas Cooperation Volunteers (JOCV). To take the next step, a Technical participation of people with disabilities. For
Cooperation project called “the Reinforcement of the Integral System of Rehabilitation networking these sectors, a committee that
with Community Participation in Brunca Region of Republic of Costa Rica, with Focus on consists of national and local government
Human Security” (known as the Kaloie Project, which means “We All are from the Same officials, health care professionals, people with
Earth” in Spanish ), started five years ago in 2007. The goal was to establish a model disabilities and others was formed. Upgrading
mechanism to promote participation of people with disabilities in Costa Rica. The medical rehabilitation services was another
Government of Costa Rica plans to use the model in the Brunca region in order to expand step. This involved the provision of rehabilitation
it throughout Costa Rica. equipment and training for physical therapists
and other specialists. Furthermore, JICA experts

Costa Rica enacted the Equal Opportunity
Act for Persons with Disabilities in 1996.
However, there was little progress on cooperation
among health and medical care, education,
labor, and other agencies. There was also a
shortage of technologies for medical
rehabilitation, difficulties with having
communities gain an understanding of people
with disabilities and other problems. The result
was inadequate social services, making it difficult
for them to become members of the community.
To deal with this issue, Costa Rica formed
a National Council for Rehabilitation and Special
Education of Costa Rica (CNREE) made up of
people from related government ministries and
agencies. The plan was to create a model in a
pilot site and the mechanism
would then be used nationwide.
Costa Rica asked for Japan’s
cooperation to support these
activities.
Implementation System
with disabilities were sent to Costa Rica and
people with disabilities from Costa Rica came
to Japan for Independent Living Training and
other training. These activities were all aimed
to empower people with disabilities in Costa
Rica.
As a result, empowered people with
disabilities in Costa Rica who learned their rights
and responsibilities started to participate in
community activities. Then agencies and medical
institutions can accurately identify their needs,
which leads to improvements in social and
medical services for people with disabilities.
Data and Information

In 2006, JICA conducted a The Government of Costa Rica has

preparatory survey in the Brunca incorporated the concept of “inclusive
region, the potential pilot site to development” in its National Development Plan
the southeast of the capital city and is currently extending this model to all areas
of San Jose. The region has a of the country.
high poverty rate as well as a
large number of people with
disabilities.
People with disabilities who have joined JICA training on empowerment
became empowered instructors to pass their experience to others.
Then the Kaloie Project

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 Issue-Specific Activities and Initiatives

Global Environment—For the Termination of the Vicious Cycle

of Poverty and Environmental Destruction

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

In developing countries, a vicious circle occurs as the destruction of the environment, which is a basis for human life,
causes the further escalation of poverty. Each passing moment brings the further destruction of the irreplaceable natural
environment on which humanity depends, driving the need for the creation of a sustainable society based on the concept of
harmony with the environment. JICA is implementing cooperation widely for the conservation of the global environment. Key
initiatives focus on nature conservation, environmental management, water resources, disaster prevention and management,
and climate change.

Nature Conservation million people benefited from these activities. Because

Overview of Issue
Over the past decades, excessive resource consumption and
large-scale development have led to the rapid destruction of
nature worldwide that includes deforestation and reduction in
wetland, soil degradation and the extinction of wildlife species.
It is reported that the area of forest land is declining by
approximately 13 million hectares, equivalent to one-third of
the land area of Japan, every year due to factors such as
logging wood to be used as fuel or construction material,
conversion to agricultural land, and slash-and-burn cultivation
that does not provide adequate time for forests to regenerate.
As a result, more than 60,000 wildlife species are considered to
be in danger of extinction.
Our existence depends on the bounty of nature. Destroying
the balance of the ecosystem has a huge impact on people’s
lives. In particular, since many of the poor in developing
countries rely on the surrounding forests for the water, food,
medicine, and other natural resources needed in their daily
lives, the destruction of the natural environment leads to a
further deterioration in their lives.
We are faced with conserving the natural environment that
forms the basis for the survival of humanity, including forests
and wetland that are rapidly vanishing from the earth. We need
to achieve a society that can maintain harmony between human
activities and the ecosystem.
JICA Activities
During the period from 2000 to 2011, JICA pursued natural
conservation activities on 13.62 million hectares of land (forest
conservation, 11.3 million ha; ecosystem conservation 2.32
million ha). In addition to conducting activities such as
collecting forest data, formulating management plans and
improving the lives of local residents, JICA carried out
afforestation activities for forest restoration on 3.05 million
hectares in various countries. A total of approximately 10.69
eliminating the vicious cycle of environmental destruction and
poverty and promoting the formulation of a society in harmony
with the ecosystem has become an important issue, JICA
provides cooperation on nature conservation in the following
three areas, with the aim of facilitating harmony between the
maintenance of the natural environment and human activities.
1. Sustainable Use of Natural Resources by Local
Residents
In developing countries, many people use natural resources
in their daily lives. A steep rise in population, however, has
meant that the use of those resources exceeds nature’s ability
to recover, causing the deterioration of the environment that
supports human life.
Working in partnership with governments and citizens of
other countries, JICA aims to build an organization for systems
that can promote the sustainable utilization of natural
resources. It undertakes to spread technology that targets
improving living standards while making effective use of
surrounding natural resources.
2. Conservation of Biodiversity
The blessing of biodiversity sustains our daily life in forms
such as food, clothing, medicine, and wood products. However,
because of such factors as the excessive utilization of natural
resources due to deforestation, overgrazing, and the harvesting
of firewood and charcoal materials, as well as to overhunting of
wildlife, introduction of alien species, and the threat of climate
change, it is considered that an large number of wildlife
species, including unknown species that remain undiscovered,
are becoming extinct every year, and the functions of the
ecosystem are deteriorating all over the world.
With the aim of establishing a sustainable society in which
human activities co-exist in harmony with the natural
ecosystem, JICA is developing protected area management
plans in cooperation with governments and citizens, setting up

92
survey and monitoring and management systems, providing
technical assistance for improving the capabilities of
administrative officers and researchers, introducing and
promoting eco-tourism, and developing and disseminating
agricultural technologies that can help strike a balance between
in establishing systems for properly conserving and managing
forests. In addition, JICA is extending cooperation on the
conservation of forests, with a view to contributing to the
establishment of the REDD-plus system, which has been
advanced by the international community in recent years as

the improved productivity and ecosystem conservation. In
particular, JICA is prioritizing activities for the conservation of
important regions such as Ramsar Convention registered
wetlands, national parks and biodiversity hotspots.
JICA is supporting the efforts of developing countries to
Special Feature
part of the measures against climate change [ See the Case
Study].
* REDD-plus: In addition to Reducing Emission from Deforestation and Forest Degradation (REDD), REED-
plus seeks to support the conservation of forests, the sustainable management of forests and the
enhancement of forest carbon stocks.

contribute to achieving the world’s goals for conserving

biodiversity. These goals were set by the “Aichi Target” that was
adopted at the tenth meeting of the Conference of the Parties to
Environmental Management
the Convention on Biological Diversity (COP 10) held in Nagoya, Overview of Issue
Japan in October 2010.

Program Goals and

Along with recent economic development, environmental
issues such as water and air pollution and inappropriate
3. Sustainable Forest Management

Forests not only function as lumber resources, they also
have the function of retaining and providing stable supplies of
water, conserving soil while absorbing and accumulating CO2
and prevent climate change, conserve nutrients in soil and
prevent natural disasters such as floods and landslides. Amid
accelerating deforestation around the world, not only is it
critical to replace forests by planting trees, it is becoming
increasingly important to make sure existing forests are not
depleted above current levels via adequate conservation and
Overview
disposal of waste have spread throughout the world. This
threatens the health and life of humans and other wildlife, and
inhibits the sound development of economic activities. Japan’s
experiences in the past prove that is too late to address
environmental issues once our ecosystems and human health
are tangibly damaged. Measures that emphasize precaution are
needed. It is very important to strengthen the capacity to
respond to environmental issues such as the ability to assess
and manage the environment and create a framework for

management.
JICA provides technical guidance for determining the state
and monitoring of forests and develops reforestation technology
to regenerate wooded areas. It also works to raise awareness
among citizens of the importance of forests and offers support
Concrete Initiatives
implementing environmental measures.
JICA Activities
Because many environmental issues involve complex factors
in a multilayered manner and are spread over a wide spatial
area, it is difficult to find solutions in a short period of time.

Case Study Reducing Greenhouse Gas Emission by Preventing Deforestation and Forest Degradation

Providing Assistance for REDD-plus and Forest Conservation as a Climate Change Measure

Implementation System
REDD-plus is a concept that adds promoting strategic forest conservation and implementation of
sustainable forest management with the goal of increasing forest carbon stock to the the road map. It will
purpose of REDD—reducing emissions from deforestation and forest degradation in be involved with a
developing countries. JICA is providing cooperation and assistance for REDD-plus variety of activities,
measures in various developing countries, including forest management in Indonesia, such as the setting
forest policy development in Laos, and enhancing forest resource monitoring capabilities of a national REDD-
in Papua New Guinea. plus strategy, on-site
forest conservation Forest observation station
JICA began working with Indonesia, Laos, conversion of forests to farmland, excessive activities, measuring in Indonesia
Papua New Guinea, and other developing harvesting and other factors that come with forest carbon stock,
countries on REDD-plus measures after the economic growth. In 2010, the Cambodian and research and development.
concept was highlighted as a major issue in the government formed a national forestry plan, JICA is also planning to extend the reach of
Data and Information

2009 Conference of the Parties (COP15). In 2010,
JICA signed a Memorandum of Understanding
with the International Tropical Timber Organization
(ITTO), planning to cooperate with ITTO on
promoting REDD-plus measures.
In 2011, JICA commenced a project to assist
Cambodia in initiating a REDD-plus strategy and
formulating policy. Cambodian forests are
shrinking by 1% annually because of the
establishing boundaries for the country’s forests,
strengthened administration of these resources,
and promoted their sustainable use. In addition,
with the assistance of the United Nations, the
World Bank, and other institutions, the
government formulated and began implementing
a REDD-plus Road Map.
Over the period of five years up to 2016,
JICA will be assisting Cambodia with its
its cooperation with REDD-plus programs beyond
Southeast Asia. JICA will be working with such
countries as the Gabonese Republic and the
Democratic Republic of the Congo, home to
Central Africa’s Congo Basin, which along with
the Amazon Basin is known as “the lungs of the
world,” and Southern Africa’s Republic of
Mozambique.

93
 Sound “environmental management” is important as a means
of achieving sustainable development while keeping the overall
burden of human activity on the environment to a minimum.
JICA provides various forms of support in accordance with
the development status of each developing country or region. In
so doing, JICA recognizes that it is essential to enhance the
capacity of the organizations and individuals to conduct
environmental management. Accordingly, in recent years, JICA
has been further strengthening the capacity development of the
environmental management.
1. Water Environment
JICA supports measures to prevent pollution in rivers,
wetlands and oceans. This includes support for increasing the
capability to monitor water quality, for drafting management
plans and making policy proposals. JICA also provides support
for the drafting of plans and the operation and management of
facilities needed to treat waste water from households and
industry and improve the hygienic environment, such as support
for the improvement of sewage facilities.
2. Atmospheric Environment
JICA supports measures to prevent air pollution, such as
increasing the capability to monitor air quality, and improving
capacity for drafting management plans and making policy
proposals. JICA is also providing support for the development of
air pollutant removal facilities, and new methods to measure
contaminants.
3. Waste Management
JICA supports measures for improving waste management,
such as increasing the administrative service capabilities for
the collection, transportation, intermediate treatment and final
disposal of waste, and improving capacity for drafting
management plans and making policy proposals. Recently, JICA
is increasing its support to create a sound material-cycle
society by promoting the 3Rs (Reduce, Reuse, Recycle) of waste
[ See the Case Study on page 63].
4. Other Areas of Environmental Management
In addition to supporting the formulation of a basic plan for
environmental management, JICA also supports more advanced
environmental management such as measures for treating
chemical substances.
Water and Sanitation
Overview of Issue
Water is essential for human life. In addition to drinking
water, water directly and indirectly supports human existence
as a necessity for food production and various economic
activities to maintain lives of people.
However, the water resources available to humans are not
unlimited. The amount contained in relatively easily accessible
rivers and lakes is a mere 0.01% of all water on the earth.
94
Nevertheless, the demand for water continues to rise in
developing countries as their populations expand. Consequently,
these countries are now facing the extremely difficult problem
of how to allocate limited water resources for the survival of
their citizens, for national economic development as well as for
the preservation of the natural environment.
Another issue closely related to water is sanitation. Around
the world, 1.5 million children 5-years old or younger die from
diarrhea annually. Diarrhea in many cases is caused by
infection with pathogenic bacteria discharged from feces
transferred to people’s mouths through water, food, fingers or
other means. Therefore, building sanitation facilities (toilets) is
extremely important to isolate human excreta from the living
environment. In addition, the infection routes can be cut off by
such hygienic practices as washing one’s hands after
defecation and keeping areas around water supply facilities
clean. In other words, a mutually complementary relationship
exists between improved sanitation that is essential to keep
water safe to drink, and water that is vital in such hygienic
behaviors as washing one’s hands. The simultaneous
improvement of water supply and sanitation is extremely
important to reduce water-related diseases.
Japan has experience in steadily developing water supply
and sewage systems to build sanitary society, while overcoming
flooding and drought during postwar economic growth. On the
other hand, Japan remains a major water-consuming country,
importing large volumes from other countries directly or
indirectly. This makes Japan responsible for taking part in
solving the water and sanitation problems of developing
countries.
JICA Activities
1. Water Resource Management and the Efficient Use
of Water
The appropriate management of water resources is essential
in the situation where available water resources are limited
against the growing demand for water. This refers to a need for
coordinating water allocation to different sectors while
preserving the water environment. Avoiding this coordination
would increase the disorderly use of water, resulting in repeated
environmental destruction such as “the Tragedy of the Aral
Sea”. Effectively using limited water resources to improve
sanitation through a stable water supply, and reducing poverty
by simultaneously maintaining stable food production and
promoting industrial development, while protecting the water
environment, are extremely difficult and complex tasks for
developing countries that require mobilization of the wisdom of
Japan and the international community. From the perspective of
promoting integrated water resource management, JICA
actively supports developing countries mainly in the formulation
of water resource management plans.
One of the most important factors in these daunting
challenges is to improve efficiency of water use. This includes
the promotion of water-saving and reuse of treated wastewater.
JICA is proactively providing assistance in this area, particularly
in the reduction of non-revenue water caused by leaks from
pipes, etc., where Japan’s experience and technology can be
put to good use.
2. Improving Access to Safe Drinking Water and
United Nations’ General Assembly held in July 2010.
Nevertheless, in 2010, 780 million people around the world
still did not have access to safe drinking water and 2.5 billion
were without access to basic sanitation facilities.
As a member of the international community, JICA is working

Sanitation Facilities
The access to safe drinking water and basic sanitation
facilities (toilets) is included in the Millennium Development
Goals (MDGs) and is one of the major development challenges
of the international community. Moreover, the access to safe
water and sanitation was declared a “human right” at the
Special Feature
proactively to accelerate the progress towards improving the
situation. Specifically, JICA is promoting construction of water
supply facilities through financial assistance while
strengthening operation and maintenance of the facilities
through technical assistance both in urban and rural settings.
Particularly in urban water supplies, JICA deals with the

Case Study Bhutan Study on Glacial Lake Outburst Floods

Program Goals and

Using Japan’s Science and Technology to Study Glacial Lake Outbursts

Overview
In recent years, global warming has caused glaciers in the Himalayas to retreat. As
they shrink, they have left many glacial lakes behind, raising the concern of damage from
outburst flooding.
Since 2008, JICA has been implementing projects under a new ODA category of Science
and Technology Research Partnership for Sustainable Development (SATREPS). As part of
the program, JICA conducted joint research on glacial lake outburst flooding in Bhutan
that began in 2009 and ended in March 2012.

Joint Research on Sustainable Development topics, including assessing the degree of risk of Surveying of Himalayan glacial lakes in Bhutan
Situated on the southern slopes of the outbursts by glacial lakes, investigating the

Himalayan mountain range, Bhutan is said to
have more than 2,000 glacial lakes. Most of
these lakes have been created by damming of
the water from the melted ice by moraines built
up from soil and rock carried by the glaciers.
Since the moraines are poorly formed, there is
the concern of a sudden outburst of water should
they be broken by glacial ice slides or other
causes. In 1994, there was an outburst from
one such moraine that sent tons of soil and rock
down on the ancient capital of Punakha, causing
substantial damage.
Since fiscal 2008, JICA has been collaborating
with Japan’s Ministry of Education, Culture,
mechanism of the swelling size of glacial lakes,
establishing an early warning system when
outburst flooding occurred, and creating a hazard
map.
To start with, the project team used satellite
data to identify and analyze glacial lakes in the
Bhutan Himalayas and surrounding region that
were considered to be at high risk. Following
this step, the team initiated an actual study of
the Mo Chhu river basin. The glacial lake sits in
a highland more than 5,000 meters above sea
level. The study was carried out under difficult
conditions, occasionally having to clear blocked
mountain paths and fighting with high altitude
Concrete Initiatives
aware of the dangers. The government is
producing hazard maps for other river basins,
proposing setting up other early warning systems,
and using the results of studies to plan locations
for hydroelectric power stations.
From Our Expert
Jiro Komori
Project Assistant Professor, Graduate School
of Environmental Studies, Nagoya University
(Currently affiliated with Teikyo Heisei
University)

Sports, Science and Technology and Japan
Science and Technology Agency on the SATREPS
program to promote science and technology
partnerships between Japan’s universities and
research bodies and counterparts in developing
countries. These partnerships aim to find
solutions to global issues, such as weather
change, food, energy, biological resources,
destruction of nature, and infectious diseases.
During the first year of the program, JICA initiated
12 projects.
One of those projects was the study on glacial
lakes in Bhutan that commenced in 2009.
Professor Kouichi Nishimura of the Graduate
School of Environmental Studies at Nagoya
University led the Japanese team of scientists.
sickness. In addition, to investigate what the
impact of floods would be, the team had to
measure the lower valleys and study the remains
of previous landslides. In the second year of the
project, the team also began active fault surveys
to study the possible earthquakes that could
instigate an outburst.
Over the approximately three years of study
up to March 2012, the team was successful in
building a model that visualizes the degree of
risk of outburst by glacial lakes and the potential
scale of flooding. The team also revised the
assessments of the 25 glacial lakes in greatest
danger of outbreak floods. In addition, they
produced a distribution map of the potential
landslide and active fault areas, distributing the
Implementation System
I was previously involved with a partnership
study done by Japan and Bhutan on glacial lakes
that started in Bhutan in 1998, joining the project
in 2002. That experience provided me with the
opportunity to work on the current project. The
people of Bhutan have a great deal of trust in
the Japanese and my experience with it on
location left a deep impression on me. One of
the major reasons for their trust is the long
history of international assistance provided by
Japan that began with the work done by the late
Keiji Nishioka. He was a JICA advisor who
contributed to the modernization of agriculture
in Bhutan for 28 years, starting in 1964. In
addition, the long years of experience and record
of Japanese researchers in Nepal also contributed
Data and Information

The team included researchers in the fields of
snow and ice, disaster prevention, and remote
sensing. In partnership with the Bhutan’s Ministry
of Economic Affairs’ Department of Geology and
Mines, they formed the Study on Glacial Lake
Outburst Floods in the Bhutan Himalayas Project.
Visualization of the Degree of Risk and
Potential Scale of Flooding
Project research targeted a wide range of
results to Bhutan’s Ministry of Economic Affairs,
but also to regional government and educational
bodies.
Another major success of the project was
the transfer of technology to the Bhutan project
members and the training of a core of people
to carry on the work. Thanks to JICA’s assistance,
steps are being taken in Bhutan to rapidly
respond to the threat of outburst flooding by
making municipal bodies and communities more
to the progress of the project. Since the global
warming problem is serious not only for Bhutan,
but also other countries in the Himalayas, the
technology and knowledge gained on this project
must be widely applied in other regions as well.
Clearly, the SATREPS scheme offers a range of
benefits for Japan and the partnership country
in the areas of assistance and research. As a
result, I am confident that this type of partnership
activity by countries can only continue to grow.

95
 improvement of water supply utilities’ management, mobilizing
private sector financing to meet the huge needs for developing
water supply facilities.
With regard to the stagnant progress towards improving
access to sanitation facilities, JICA is steadily expanding its
intervention primarily in Sub-Saharan Africa.
Disaster Risk Reduction
Overview of Issue
The prevalence and damage of disasters has increased in
the past 30 years or so, as storm and flood damage,
earthquakes, volcanic activities and other disasters occur
across the globe almost daily. People in developing countries
are particularly vulnerable due to urbanization, which
accelerates the concentration of people in cities and delays the
provision of social infrastructure. Natural disasters do more
than claim life; they directly impact people’s livelihood and
aggravate the poverty cycle. Whereas the previous mainstreams
of disaster assistance were centered more on structural
measures such as construction of dams and levees, there is
also a need for compound measures that emphasize non-
structural assistance such as installation of disaster warning
systems, creation of hazard maps, and evacuation drills to
improve the emergency response of people and society to
disasters.
JICA Activities
1. Activity Policy
Based on a disaster management cycle (DMC), which entails
emergency response, recovery and reconstruction, and
prevention and mitigation activities, JICA leverages its
experience to provide assistance in the following areas.
1) Efforts toward a Safe and Secure Society
The risk of natural disasters is increasing in developing
countries. JICA makes use of Japan’s leading technical
capabilities in disaster prevention to evaluate risk in developing
countries, propose measures to mitigate latent risk and
preventive measures for conceivable disasters so that people
can live with peace-of-mind.
2) Supporting the Formulation of Integrated Disaster
Management Plans
JICA supports the formulation of integrated Disaster
Management plans and action plans that include identifying
disaster-related hazards and risks, improving the disaster
management systems and capabilities of administrative
institutions, establishing the relevant legal framework,
enhancing awareness and strengthening response.
3) Support from the Viewpoint of Human Security through
Community-Based Disaster Risk Management
Based on Japan’s experience, in addition to “public-help,”
“self-help” by developing countries and “mutual-help” are
important. However, community-based measures are especially
key in developing countries where the disaster management
capabilities of administrative institutions remain insufficient. To
96
keep such measures operating on an ongoing basis, JICA
directs assistance toward strengthening such capabilities
among communities and individuals, as well as reinforcing
collaboration by these groups with public organizations.
2. Major Activities
JICA collected and analyzed training and other materials
used during the Great East Japan Earthquake [ See the Case
Study on page 97]. Based on that analysis, JICA proposed a new
international disaster cooperation approach aimed at creating a
“Disaster-Resistant, Flexible Society.” The three points of the
approach are 1) The ability to recognize risk and take action
properly (Risk Literacy), 2) mitigating the risk of disaster by
formulating disaster measures for multiple cases and including
a disaster prevention perspective of activities in other fields
(Redundancy) and 3) continuously upgrading disaster measures
to adapt changes in society and scientific verification (KAIZEN ).
Among other activities, major flooding occurred in Thailand
for more than three month commencing in July 2011. The
flooding affected as many as 2.3 million people. Industry,
including Japanese-affiliated companies suffered serious
damages. JICA quickly dispatched investigative and expert
teams and pumper trucks, implementing an emergency
response and activities to support recovery and reconstruction
[ See the Case Study on page 15 and 139].
Climate Change Measures
Overview of Issue
The issue of climate change has an impact on the entire
infrastructure of human life, including the ecosystem, society
and the economy. It is a global challenge that poses an
enormous threat to equitable economic growth, poverty
reduction and human security. Recently, phenomena considered
as negative effects of climate change, such as the submersion
of coastal lowlands due to rising temperatures and sea levels
and increases in extreme weather and natural disasters
including droughts, torrential rain, floods, and declines in food
production and water resources, have been reported in various
places. The impact of climate change is expected to seriously
affect our lives more intensively and extensively in the future.
JICA Activities
1. Supporting Efforts for the Reduction of
Greenhouse Gases
In recent years, greenhouse gas emissions from developing
countries have been increasing rapidly. In order to minimize the
negative effects brought by climate change, it is essential that
the ongoing efforts to reduce emissions of greenhouse gases or
“mitigation measures,” involve not only developed countries but
also developing countries.
For developing countries faced with a large number of issues
including poverty reduction, it is important to take an approach
that both reduces greenhouse gas emissions and bears benefits
such as improvements in livelihood and economic development.
JICA extends cooperation in areas including the introduction of
renewable energy, promotion of energy saving, improvement of
urban public transportation system, solid waste management,
forest management and support for afforestation. JICA also
provides extensive support for the formulation of policies and
Furthermore, JICA is formulating and implementing adaptation
measures tailored for each region and country based on
meteorological observation, climate change prediction and
impact evaluation. Such cooperation will become increasingly
important in the future.

strategies, such as development of national greenhouse gas
inventories, establishment of energy-saving laws and low-
carbon urban development.
2. To Protect People in Developing Countries from
the Negative Impact of Climate Change
Developing countries, and the poor in particular, are
extremely vulnerable to the impact of climate change.
JICA provides support to adaptation measures in accordance
with each country’s needs. These include developing capacity
Special Feature
The climate change issue is closely related to a variety of
issues faced by developing countries in such areas as energy,
transportation, forests, water resources, disaster prevention,
agriculture, and health and sanitation. For the developing
countries, the climate change issue is inseparable from
development.
By drawing on past experiences and achievements in
supporting sustainable development, and on the basis of
international discussions, JICA provides support for climate
change measures in developing countries from a number of

Program Goals and

in shore protection and embankments, construction of drinking angles, from the policy level to implementation of projects,

Overview
water supply facilities, appropriate management of water research, etc., while collaborating with concerned domestic and
resources, ecosystem protection, promoting irrigated agriculture international organizations.
and dissemination of drought-resistant agricultural crops.

Case Study Lesson from the Great East Japan Earthquake

Sharing the Experience of the Major Earthquake with the World

The March 2011 Great East Japan Earthquake and following tsunami

Concrete Initiatives
caused enormous damage primarily to Eastern Japan as well as great loss
of life. After the disaster, JICA opened up its research facilities as
evacuation centers for the victims of the disaster and cooperated with the
aid efforts of NPOs active in the disaster region and with the tsunami
damage assessment efforts of Tohoku University and other institutions.
Furthermore, JICA took action to apply the experience of this major
earthquake to disaster prevention measures in developing countries.
Cooperating with Tohoku University in conducting a survey and study to
review the experience gained and lessons learned from the Great East
Japan Earthquake, JICA is making efforts to reflect those lessons in its Mr. Saroj Jha, Ex-Manager of the World Bank’s Global Facility for Disaster
operations and share them with others.* Reduction and Recovery exchanges opinions with others at the Disaster
Measures Headquarters in Higashi Matsushima’s City Hall.

Three Approaches
In Japan, disaster plans are formulated by
establishing a scenario of the damage that would
be done by a possible disaster, and then
combining hardware and software to create a
disaster plan and prepare countermeasures.
Hardware includes such measures as building
levees and dams, while software covers non-
structural measures, such as disaster drills,
warning systems, and disaster prevention
education. Despite this thorough approach,
regions and communities that had taken these
measures suffered substantial damages in the
As a result of the study, the team considered
that there were various gaps between the
expected capacity of regions and communities
to respond to disasters at the planning stage
and at the point of occurrence of a disaster.
Furthermore, they discovered that developing
countries had these gaps in common with Japan.
In response, JICA set its disaster prevention
cooperation goal as the “establishment of
disaster-resilient communities.” To reach this
goal, it is important to fill in the gaps in planned
and actual capacity. JICA formulated an
integrated approach based on an overall strategy
Implementation System
developing countries, it is not easy for the disaster
prevention center alone to invest sufficient funds
to deal with all issues. However, if a disaster
prevention perspective is added to road, harbor,
and other infrastructure management, it is
possible to further reduce disaster risk.
Adding a disaster risk management
perspective to various fields in this manner is
called disaster risk reduction mainstreaming.
Other countries providing aid to developing
countries besides Japan have also begun to
promote this concept. The question now is what
is the most effective method of achieving disaster
Data and Information

Great East Japan Earthquake. This result forced
Japan to recognize that implementing various
measures was not enough, it was necessary
that the measures be effective. The survey and
research done by JICA aimed to review the major
cases of damage done by the major earthquake
and produce a list of points regarding “the
necessary perspective for implementing effective
disaster measures.”
of reducing the risk of disaster. The approach
incorporates three points of view—KAIZEN, Risk
Literacy, and Redundancy—and has been termed
the Three Principles Approach.
Mainstreaming Disaster Risk Management
Within the Three Principles Approach,
redundancy measures are particularly important,
and therefore require adequate discussion. In
risk reduction mainstreaming. Collaborating with
developing countries and other aid-providing
institutions, JICA intends find answers to that
question and contribute to reducing disaster
risk.
* http://www.jica.go.jp/english/operations/ thematic_issues/
water/earthquake/index.html

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 Issue-Specific Activities and Initiatives

Rural Development—Addressing Global Food Security and Poverty

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

In 2011, the average price of food was as high as in 2008 when a big increase in the cost of food created a serious
problem. One cause is structural due mainly to the vulnerability of international markets to the effects of rising demand for
grain in emerging countries and restrictions on export to certain regions. More costly food was probably caused as well by
short-term factors like unfavorable weather in the Horn of Africa and other regions. Other factors include a sharp increase in
the cost of energy resulting from political instability, such as the Arab Spring, in oil-producing regions and other events.
Rising food prices pose a threat to the food security of developing nations. High food prices are having a particularly severe
impact on the urban poor and on small farmers and fishermen who cannot even produce and catch enough food to meet their
own needs.
JICA is providing cooperation to address the issues of agricultural, maritime and rural development. The goal is to
contribute to the MDGs of “eradicating extreme poverty and hunger” by offering aid involving food production, food supply
and nutrition to the residents of both rural and urban areas.

Agricultural and Rural Development
Overview of Issue
The environment surrounding agricultural and rural
development has been diversifying because of such factors as
the rapid advance of globalization, export restrictions imposed
on agricultural products due to poor harvests, climate change,
skyrocketing food and crude oil prices, growing demand for
biofuels, global competition for farmland, and post-conflict
rehabilitation. In many developing countries farmers account for
the majority of the population and three-fourths of impoverished
people live in rural areas. As a result, rural residents in
developing countries are greatly affected by these changes.
Stable Food Supply
According to an estimate by the Food and Agriculture
Organization of the United Nations (FAO), the number of people
in developing countries suffering from malnutrition reached one
billion for the first time in 2009. This was a reflection of a sharp
increase in food prices and the subsequent global economic
crisis. In 2010, this number remained high at 925 million. It will
therefore be difficult to achieve one of the targets of Goal 1 of
the MDGs, namely to “Halve, between 1990 and 2015, the
proportion of people who suffer from hunger.”
Consistently providing people with the food that they need
(food security) is the foundation for economic and social
stability and an important policy issue. However, the food
security of many developing countries is easily affected by
unstable climates due to such factors as lack of government
planning and implementation capacity, underdeveloped
agricultural infrastructure, low levels of production technology,
and inadequate distribution systems, so that their citizens are
exposed to threats of food security.
Consequently, this situation impacts health deterioration,
causes the outflow of valuable foreign currency to pay for food
imports, and accelerates urban shifts as well as the
abandonment of farming. This in turn leads to a worsening of
poverty in urban areas, which is one a contributory factor to a
country’s social and economic instability.
Reducing Rural Poverty
According to analysis by the World Bank covering the four-
year period since 2008 that was announced at the end of
February 2012, at the current rate of decline, the number of
people who live on below $1.25 a day will still be about 1 billion
even in 2015 compared with 1.29 billion in 2008. In addition,
there are major disparities between the rates of poverty
reduction in different regions. According to the World Bank’s
extreme poverty monitoring survey data for 2005-2008, the
$1.25-a-day poverty rate in Sub-Saharan Africa is 47%, or
almost half, of the total population. In regions such as South
America and Southeast Asia, self-sufficiency rates for major
grains have improved somewhat and the urban middle class is
growing. In these regions, there is a need to devise ways to
narrow the increasing economic gap between urban and rural
areas.
JICA Activities
JICA’s assistance in agricultural and rural development aims
to ensure a stable food supply to people in both rural and urban
areas, reduce poverty in rural communities and thereby drive
economic development at national and regional levels. Through
these activities JICA strives to contribute to achieving Goal 1 of
the MDGs. Sustainable agricultural production is the basis of
food security. This production is also the premise for reducing
poverty by providing a stable food supply nationwide through
the supply of food to urban areas as well as by reducing food
shortages in rural areas.

98
Agricultural and Rural Development Assistance Objectives, Philosophy and Goals
Development Strategy Objective 2:
Stable Food Supply
Provision of food to citizens
Agricultural development
Development Strategy Objective 1:
Sustainable Agricultural Production
Stable food production
National and
regional economic development
Ensuring nutrition for citizens
Rural development
For this reason JICA has established the following three
specific cooperation objectives.
1. Sustainable Agricultural Production
Risks involving the food supply are a complex combination
of short-term factors, such as poor harvests owing to bad
weather and accompanying speculation, and long-term factors,
such as population growth in emerging countries, changes in
the demand structure in those countries, limitations on
production resources such as land and water, vulnerability to
climate change, and competition between rising demand for
biofuel and food. As a result, dealing with these issues requires
determining measures for each cause based on the differing
circumstances of each region. JICA is aiming to achieve
sustainable agricultural production in order to address these
diverse problems.
In its approach to enable stable agricultural production, first,
JICA provides support for drafting agricultural policies that
reflect the characteristics of the partner country’s overall
agricultural sector. Based on these policies, JICA assists in the
improvement of agricultural management. Initiatives include
establishing, maintaining, and managing infrastructures for
agricultural production such as irrigation systems; improving
the procurement and use of seeds, fertilizer and other
agricultural production materials; and establishing and utilizing
production technology for grain, livestock and other items while
supporting institutional strengthening of associated
organizations.
In addition, JICA has started examining and taking actions
regarding increasing the resilience of agriculture to climate
change. Activities include the development of second-
generation biomass energy, which does not compete with food
production; establish stockpiling systems; use agricultural
statistics and introduce weather insurance.
Africa accounts for the largest portion of people suffering
from malnutrition in the world (29% of the
total population in 2008), and is in the greatest
need of increased food production. The
amount of rice consumed in Africa is growing
rapidly and there are excellent prospects for
Special Feature
achieving sustainable growth in rice
production. Therefore, rice is believed to be
the key to eradicating food insecurity on the
continent.
With other donors, JICA launched an
initiative called the Coalition for African Rice
Development (CARD) in 2008. The goal is to
Development Strategy Objective 3:
double rice production in Africa from 14
Promoting Vitality in Rural Areas million tons to 28 million tons over the 10-
Elimination of poverty
year period ending in 2018. To reach this
Program Goals and
target, JICA is supporting the formulation of
Overview
National Rice Development Strategies in the
23 rice-producing countries in Africa and
providing assistance for boosting rice
production in line with the strategy of each
countr y. In the CARD first group of 12
countries, rice production increased 30% from 11.96 million
tons in the 2007 reference year to 15.64 million tons in 2010.
2. Stable Food Supply
Sustainable production is the premise for the provision of a
Concrete Initiatives
stable food supply to the people of a country. In addition,
ensuring a stable supply requires the establishment of food
supply and demand policies for an entire country that reflect
international food security. Creation of a framework for food
imports and the proper use of food aid are also necessary.
For example, Mozambique is in a tropical savanna that has
immense potential for expanding agricultural production. Here,
JICA is implementing triangular cooperation with Brazil, which
has become one of the world’s leading exporters of agricultural
products through the development of its Cerrado , which is also
Implementation System
a tropical savanna. This cooperation is aimed at alleviating
poverty among small-scale farmers and reducing domestic food
problems. In addition, the “responsible investing” initiative by
Data and Information
As part of measures to deal with frequent droughts, a study was performed to select
prospective sites for the construction of small irrigation facilities with the participation
of nearby residents. The study also included confirming activities of agricultural
organizations, the potential for agricultural land, crop growing during droughts and
responses to droughts, and other items (preparatory survey for Sustainable Smallholder
Irrigation Development and management in Semi-Arid Lands Project (SIDEMAN-SAL)
in Kenya).
99
 private-sector companies is being used so that medium and
large-scale farmers can enter international food markets. As a
result, this contributes to international food security. In Ethiopia
and Kenya, which suffer from frequent droughts, JICA is doing
more than providing emergency and welfare measures to assist
in the proper use of food aid. JICA has also started providing
support to increase the capacity of these countries to produce
and maintain a stable supply of food through their own efforts.
3. Promoting Dynamic Rural Communities
For rural development in order to reduce poverty, it is
important to aim for achieving social changes and invigoration
in rural villages from the standpoint of developing agricultural
economies and enhancing the livelihood of people.
Accomplishing this goal requires going beyond simply raising
productivity. Agricultural management must be improved, too.
For instance, the distribution and sale of food must be
improved, the food processing sector energized, export
promotion measures strengthened, and non-agricultural income
increased.
Furthermore, support is needed that brings together a
diverse range of fields. Local administrative functions must be
strengthened and rural infrastructures such as community
roads and drinking water supplies established. The rural living
environment must be improved and level of health and
education for residents upgraded. Other examples of support
are the participatory development of rural areas and elimination
of gender disparities.
To stimula te rural development, JICA helps local
administrative institutions to draft development plans with the
participation of rural residents, for the establishment of
implementation systems that enables the community to raise

Case Study Afghanistan Project for the Development of Wheat Breeding Materials
for Sustainable Food Production
Fostering a Frontier Spirit for the “Second Green Revolution”
JICA positions the development of agriculture, Afghanistan’s core industry, and rural
villages as the highest priorities in this country. JICA is providing aid with the aims of
building a foundation for the sustainable and self-reliant development of agriculture and
rural villages in Afghanistan.
Food for Life: A single seed can save the is true even for wheat, which is the key
world element for food security in this country. Many
A diverse agricultural infrastructure and farmers in the country must deal with
sustainable training for people are needed to difficulties created by frequent droughts and
enable farmers to grow crops that can support floods. Since they use low-yielding varieties,
stable lives. Land (farmland) and water these farmers must use traditional methods
(irrigation) must be maintained and managed, that produce unstable harvests according to
crops must be grown properly based on the amount of rainfall. Furthermore, there is a
accurate information, and other measures are severe shortage of researchers and scientists
necessary. Seeds are one of the most vital in Afghanistan who play a central role in
elements from the standpoint of farmers. They improving agricultural technologies. There are
require access to seeds (varieties) that are also very few extension workers who can
well suited to the region’s natural, social and disseminate new technologies to farmers.
economic environments in order to produce To deal with these problems, JICA is
consistent yields. implementing the Project for the Development
Due to conflict that has been going on for of Wheat Breeding Materials for Sustainable
more than 25 years, Afghanistan has lost Food Production from April 2011 to March
systems for the preservation of genetic 2016 under the Science and Technology
resources and improvement of varieties. This R es ea rc h Pa rtn e rs hi p fo r Su st ai na bl e
Development (SATREPS)
with the Japan Science
and Technology Agency
(JST). The project
involves scientific
cooperation through joint
research with research
institutions in developing
countries for the use of
Japanese technologies
to solve global issues.
The Afghanistan Ministry
of Agriculture, Irrigation
and Livestock is the
Agricultural scientists study methods for growing wheat
counterpart agency for this project. JICA is
also collaborating with the Kihara Institute for
Biological Research at Yokohama City
University, the University of Tottori, RIKEN,
CIMMYT and ICARDA for this project. The
project is training young researchers in
Afghanistan who can contribute to developing
a wheat breeding system for the sustainable
production of food.
Specifically, this program is attempting to
combine modern and old varieties of wheat to
develop a new variety that is highly resistant
to droughts and diseases. The project uses
the genetic resources of conventional wheat
that was collected in Afghanistan in 1955 by
the Karakorum and Hindu-Kush expedition
(led by Dr. Hitoshi Kihara) as well as seeds of
wild wheat (stored at the Kihara Institute for
Biological Research), the ancestor of this
conventional wheat. Japanese scientific
technologies are used for analysis of the
properties of these historically and globally
valuable genetic resources. The project to
develop useful wheat germplasm that can
withstand droughts and diseases using
Afghan genetic resources preserved in Japan
is moving forward under Japan’s leadership at
research institutions in Japan and other
countries.
In November 2011, wheat genetic
resources from Afghanistan returned to Kabul
for the first time in more than 50 years.
Currently, researchers in Afghanistan are
conducting experiments with these seeds. It is
expected that the people who were trained by
this project and the new wheat variety seeds
may contribute to an increase in wheat
harvests in Afghanistan in the near future.

100
income and improve people’s livelihood, as well as for
improving the distribution and sale of agricultural products.
In the Philippines, for example, in order to support farmers
who have acquired new farmland in the course of the currently
ongoing agricultural reform, JICA has been providing Loan Aid
than 10 years. Aid is aimed at developing infrastructure facilities
such as irrigation facilities, postharvest treatment facilities, and
access roads to markets in an integrated manner, while also
improving agricultural productivity and increasing the income
level of farmers by strengthening agricultural cooperatives and

Special Feature
for communities consisting of benefitting residents for more irrigation associations. As a result, there have been

Case Study Iraq Improving and Disseminating Horticultural Technology in the Kurdistan Region

The First Technical Cooperation Project in Postwar Iraq—The First Step to Revitalizing
the Agricultural Sector
In Kurdistan region of Iraq, agricultural technologies have not been passed on to young experts are working at the Ministry of
farmers due to the devastation of rural villages caused by political pressure and turmoil Agriculture and Water Resources and they are

Program Goals and

during the regime of Saddam Hussein. In response to a request from the Ministry of careful to work together with their
Agriculture and Water Resources, Kurdistan Regional Government, Iraq, JICA decided to counterparts at the ministry to plan project

Overview
implement a Technical Cooperation Project for the improvement and dissemination of activities one by one. Furthermore, they are
horticultural technologies that can contribute to increasing income of farmers. trying to encourage the counterparts to
execute the activities by themselves to enable
Suitable Horticultural Technologies That experience from one generation to the next. them to gain experience. This process is
Respond to Market Needs To resolve this problem, the Ministry of exactly the same as the passing on of
The Project on Horticulture Technology Agriculture and Water Resources is taking technologies and experience from generation
Improvement and Extension started in August actions to foster the development of farmers. to generation that used to take place at many
2011. The project’s purpose is to ensure that Within Iraq, rainfall in the Kurdistan region is rural villages before.
“horticulture technologies suitable to local relatively high at 300mm to 1,200mm each To conduct a baseline survey, a Survey
agricultural conditions are disseminated to year. The region has much potential for high Committee was established at the ministry.
target farmers to respond to market needs.” agricultural productivity as a result. Farmers JICA experts worked with ministry personnel

This is the first JICA Technical Cooperation
project since 2003 that includes the dispatch
of Japanese experts in Iraq.
These experts and their counterparts are
struggling to verify the project’s purpose and
disseminate the outcome, working on
establishing the seamless collaboration of the
Ministry of Agriculture and Water Resources
and three directorates in each governorate:
the Directorate of Agricultural Research,
Directorate of Horticulture and Directorate of
Extension.
could obtain cash income by cultivating and
selling horticultural crops (fruit and
vegetables) even in small fields by adopting
intensive cultivation. That means these crops
can help improve the livelihoods of rural
village residents. Based on a thorough
understanding of the advantages of
horticultural crops, the Ministry of Agriculture
and Water Resources has been supplying
vegetable farming facilities, new varieties of
fruit trees and other materials with the aim of
revitalizing rural villages and bringing farmers
Concrete Initiatives
and counterparts throughout the Kurdistan
region for each step from selecting survey
items to preparation of the survey forms.
These experts also assisted their ministry and
regional counterparts with interviews of about
300 farmers in each governorate and other
survey activities. The aim was to achieve
sustainable and self-reliant capacity
improvement without relying on the experts.
Furthermore, the analysis of survey results
and preparation of reports are also being
performed jointly with the Japanese experts.

Initiatives for Rural Villages Revitalization
and Farmers Returning Home
At one time, the Kurdistan region was one
of the prime agricultural regions in Iraq.
However, rural villages were destroyed and
farmers were forced to leave during the rule
of Saddam Hussein and the following period
of conflict. Consequently, many villages are
no longer able to pass on technologies and
back to these villages.
However, the ministry has not been able to
sufficiently update farming to suitable
technologies, educate people involved with
farming or establish a system for agricultural
extension services.
Moving Forward Together Step by Step
In response to this problem, as part of the
project, JICA sent experts from Japan. These
Implementation System
Tests to evaluate the adoptability of
technologies as well were determined by the
experts and counterparts. This too is a step to
enable the counterparts to gain knowledge
and reach conclusions on their own.
Due to the difficult situation in security in
Iraq, the experts use bulletproof vehicles to
travel around the three governorates in the
Kurdistan Region covered by this project. They
extend support for building an implementation
framework that enables people in each
governorate to take the lead in planning,
executing and monitoring project activities.
Data and Information

Although this is a time-consuming process,

Visiting a location in Sulaymaniyah where seedlings
are grown
the experts are working hard so that
counterparts at the Ministry of Agriculture and
Water Resources can acquire first-hand
experiences one by one and will have the
skills to continue these activities on their own
after the project ends, with the cooperation of
A test plot at an agricultural research center in Dohuk
JICA headquarters and the JICA Iraq Office.

101
 improvements in water distribution for irrigation and market
access for ARC and the livelihoods of residents have gradually
improved, too.
Fisheries
Overview of Issue
Fisheries resources from the oceans, rivers and lakes are
important sources of food for people in developing countries
that can be acquired at a relatively low cost. Nearly 20% of
animal protein intake in developing countries is dependent upon
fisheries, according to FAO. The fisheries industry is also a
valuable means of securing food and livelihood for people
without land or steady income. It provides a valuable livelihood
for poorer segments of the population and women as well.
Developing countries account for 50% of the world’s exports of
fisheries products in monetary terms and 61% in volume terms,
making this industry vital to the economies of these nations.
Global production volume of fisheries products increased
almost sevenfold between 1950 (approximately 20 million tons)
and 2008. However, production volume of marine fisheries
reached a peak in the 1990s and the use of marine resources
has been at the limit since then. Amid increasing pressure on
natural resources, production volume in the fish farm industry
has continued to grow since the 1990s, and now accounts for
one-third of total fisheries production.
Even in the developing countries the decline in marine
resources due to overfishing and the destruction of the
environment is a serious problem. However, the concept of
resource mana gement has not yet been sufficiently
disseminated to fishermen, and as people who face hard living
conditions they have a strong tendency to prioritize immediate
benefits. Therefore, it is not easy to manage fishing activities
effectively at a sustainable level. Managing and preserving
fisheries resources and encouraging a sustainable fisheries
industry are key challenges.
JICA Activities
While being a key sector for developing countries, the
fisheries industry faces the problem of resources diminishing
and becoming depleted through poor management and
environmental degradation. Chronic poverty and other issues in
coastal fishing villages are also problems. It is important not
only to develop the fishing industry but also to develop the
fishing villages in order to improve the livelihoods of the people.
JICA’s cooperation in the fisheries industry has three main
objectives: ensure the stable supply of food to local people,
eliminate malnutrition by providing valuable nutrition and
reduce poverty by providing a livelihood to the poor. Appropriate
preservation and management of fisheries resources are
prerequisites to achieving these objectives and key to the
development of fishing villages based on sustainable utilization
of these resources. JICA has established the following three
goals for its cooperation.
1. Vitality in Local Fishing Communities
Bringing vitality to fishing communities to alleviate chronic
poverty requires a comprehensive approach. One element is

Case Study Morocco Fishery Resources Management for Artisanal Fisheries

Artificial Reefs Yield Benefits for the Fisheries

Industry
The depletion of fishery resources caused by overfishing has become a
problem in Morocco in recent years. In response, the Ministry of Agriculture
and Fisheries has shifted its stance. Previously, the ministry encouraged the
development of the fisheries industry to increase the supply of fish. But now
the ministry is focusing on sustainable fishery resources development
based on the proper management of resources. JICA is assisting in these
activities by sending experts to Morocco to help small-scale fisheries to A meeting about an artificial reef project created by fishermen, including
start using fishing methods based on resource management. information about the location and period when fishing will be prohibited

Fishery is one of the major industries of
Morocco and small-scale fisheries account for
about 35% of people who directly work in this
sector. In economically vulnerable small-scale
fishing villages, there is an urgent need to
improve the livelihoods of fishermen while
introducing fishing practices based on
sustainable resource management.
JICA has assisted in the implementation of
sustainable resource management for fishery
at four fishing villages between April 2008
and March 2012. To provide this support, JICA
sent experts in fishery resources management
for artisanal fisheries to Morocco. Activities
also helped energize and strengthen the
fisheries industry organizations and increase
the income of fishermen.
An artificial reef has been used for the first
time as a method of resource-management
for fisheries in Morocco. The reef protects
fishing areas by blocking the entry of illegal
fishing boats. Benefits thus far include the
recovery of major species of fish, which had
largely disappeared, and the creation of a new
ecosystem. Small-scale fishermen as well as
government officials were very impressed as
a result.
Fishermen played a central role in these
activities, but many associated institutions
such as fishing research institutions were also
effectively brought into the project from
planning to implementation. People
recognized this approach as a useful resource
management method and it was voluntarily
implemented in other areas, too.
Furthermore, plans are currently being
made to work with other donors in order to
extend this program beyond the fishing
villages in this project to all regions of
Morocco.

102
support aimed at stabilizing household incomes by giving
people a correct understanding of sustainable fishing and
selecting appropriate technologies. This approach must also
include the vitalization of agriculture and other industries along
with the provision of education and health services and other
social development programs.
JICA supports efficient management and cost reduction of
fishing activities by such measures as the construction of fish
markets and strengthening of fishermen organizations [ See
the Case Study on page 102 ]. JICA also works to improve the
capacity of fisheries organizations as well as activities by
women’s groups in small fishing villages, from fish processing
to sales.
2. Stable Food Supply (Effective Utilization of Fisheries
Resources)
Developing countries face the serious problem of food
shortage due to rapidly rising populations, which puts further
pressure on capturing fisheries resources.
JICA supports the development of extensive fish farming
using traditional low-cost techniques from the perspective of
securing animal protein intake in light of the severe conditions
of marine resources. In inland water aquaculture, JICA supports
the combination of agriculture and livestock with fish farming
for carp, tilapia and catfish by making use of ponds, paddy
fields and irrigation canals. JICA also assists with the relatively
simple ocean aquaculture of seaweed and shellfish. Elsewhere,
efforts are made to construct facilities to promote and
proliferate aquaculture and for the integrated human resource
development of researchers, engineers, promoters and other
human resources in this field.
Because marine products must be refrigerated or frozen for
storage, in developing countries where the distribution
infrastructure, especially for storage is underdeveloped, these
products are often discarded due to deterioration or rotting.
JICA is supporting efforts to improve the freshness and quality
of marine products and promoting the effective use of marine
resources by developing distribution facilities such as fishing
platforms and fish markets, and improving the technologies for
simple processing of dried-salted products and smoked
products, as well as for frozen processing. For example, in
Mauritania, JICA is assisting in the quality management of
octopus through the dispatch of experts for the classification
and quality control of cephalopod products. Most of the octopus
caught in Mauritania is exported to Japan. Therefore, providing
this support contributed to the safety and stability of the food
supply in Japan, too.
JICA is providing aid in Mauritania for
the classification and quality control of
octopus. This photo shows octopus
after sorting by size.
3. Appropriate Preservation and Management of
Fisheries Resources
Fisheries resources propagate and grow within the natural
environment as long as catches can be controlled within certain
limits. Fishing must be conducted while holding the use of
Special Feature
marine resources to an appropriate level while maintaining
volume. It is important to raise awareness among local
governments and fishermen. Furthermore, in addition to
collecting scientific data and promoting broad cross-border
initiatives, it is also necessary to focus not merely on fishing but
also on preservation of the marine environment as well as the
management of rivers and forests upstream. These efforts to
conserve marine resources must be taken from a long-term
perspective with consideration of land and marine ecosystems.
JICA supports the formulation of fishing management
Program Goals and
systems in administration and enhanced operating capacity
Overview
from the standpoints of fisheries resource management and
fish environment preservation. This entails increasing
awareness through a participatory approach that includes
fishermen and local residents. With the participation of small
fisheries, JICA works to regenerate and preserve seaweed
beds, which nurture fisheries resources, and to recover
resources through artificial production and discharge of
experimental seedlings.
4. Joint Research Programs by Scientists in Japan and
Concrete Initiatives
Developing Countries
JICA works with the Japan Science and Technology Agency
(JST) to implement the Science and Technology Research
Partnership for Sustainable Development (SATREPS), which
performs joint research projects with research institutes in
developing countries. One objective is acquiring new knowledge
that can enable the use of Japan’s scientific technologies for
solving global issues. Another goal is using the results of this
research contribute to society in the future (return to society of
specific benefits of research activities). Japan provides
Implementation System
cooperation for international joint research involving the latest
scientific technologies in the marine products sector, a field
where Japan has a relative advantage. In Panama, the decline
in the number of wild tuna is a serious problem. In response,
the Comparative Studies of the Reproductive Biology and Early
Life History of Two Tuna Species for the Sustainable Use of
These Resources research project is under way. The aim is to
acquire the scientific knowledge (about reproductive biology
and early life) needed for the sustainable use of yellowfin tuna
and Pacific bluefin tuna. In Thailand, JICA is implementing the
Development of Aquaculture Technology for Food Security and
Data and Information
Food Safety in the Next Generation Project. The objective is to
upgrade technologies for raising fish and shellfish that are
resistant to diseases and grow quickly. The project is developing
new fish farming technologies needed for the sustainable
production of high-quality fish and shellfish that are highly
marketable, such as sea basses and tiger shrimp.
103
 Issue-Specific Activities and Initiatives

Industrial Development—Supporting Developing Countries in Promoting Industry

and Creating an Economically Independent Society

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

In the field of industrial development, JICA supports the development of the private sector, which serves as an engine for
economic growth. While focusing on promoting trade and investment, tourism development, small and medium-sized
enterprises development, and the vitalization of local industry and economy, JICA provides broad-ranging support to develop
industrial infrastructure in developing countries, including support for the stable supply of electric power, mining, renewable
energy, and energy conservation. The objective is to empower developing countries to build industrial bases, advance
industry, increase job opportunities and create a society in which local residents can receive benefits from economic
development.
Public-Private Partnerships are an important theme in today’s global economy. JICA is placing emphasis on cooperation
by utilizing Japan’s advanced technologies such as in the environment and other sectors as well as yield benefits for
industries in both countries.

Private Sector Development Agreements (EPA).

Overview of Issue
Efforts to develop the private sector aim to promote
economic growth in developing countries by enhancing the
capacity of the private sector and local industries. The growth
and expansion of private sector corporations and local
industries are essential to diversifying and strengthening the
competitiveness of industries in developing countries. Improving
the investment climate for private firms will contribute not only
to energizing industries by making them stronger but also to
developing communities by exploiting local resources and the
self-fulfillment of the people. The governments of developing
countries are being asked to tap the vibrancy of their private
sectors from a dynamic and inclusive perspective in order to
expand job opportunities and thus reduce poverty.
In addition, the New Growth Strategies of the Government of
Japan require building stronger ties between Japan and
countries in Asia and other areas with rapidly growing
economies. This is another reason for the increasing importance
of private-sector development.
JICA Activities
JICA’s private-sector development initiatives have so far
centered on Southeast Asia and East Asia. Today, both of these
regions are experiencing tremendous economic growth. In light
of this fact, there is an increase in requests from Africa to learn
from the experiences of Asian countries.
The volume of trade and investment in the global economy
has risen substantially due to globalization. Asian countries that
have grown into emerging economies on the world stage, as
well as many developing countries in Africa and other regions,
are actively taking part in international frameworks such as the
World Trade Organization (WTO) and Economic Partnership
On the other hand, economic globalization has increased the
likelihood that one country’s economic crisis will spread quickly,
widely and significantly damaging the economies of vulnerable
countries and regions, as witnessed in the global financial and
economic crises that struck in autumn 2008 and the instability
in a number of Middle Eastern countries since early 2011, and
the negative effects of the Great East Japan Earthquake on the
economy of developing countries. As globalization progresses,
JICA supports developing countries in building their industrial
bases, increasing job opportunities and creating societies that
can reap the rewards of economic development through their
own efforts.
1. Promoting Trade and Investment
By increasing trade and promoting investments, developing
countries can create new markets, introduce expert knowledge
such as finance and management know-how and technology,
create jobs and strengthen international competitiveness.
JICA can provide comprehensive support that extends from
industrial policies, a high-level form of cooperation, to the
implementation of programs to increase exports and
investments. Assistance is extended from three perspectives.
First is aid for the development of industrial bases. This involves
creating legislation in areas such as intellectual property rights
and certification of standards that are needed to promote trade
and investments. This perspective also includes establishing the
physical infrastructure for industrial progress. Second is aid for
organizational/institutional reinforcement, which covers
institutions that play key roles in trade and investment
promotion. Third is aid for capacity development for government
officials who create and implement policies and for people in
the private sector.
Recent successful projects include the Project on Enhancing

104
the Investment-related Services of Council for the Development
of Cambodia, the Project for Strengthening Intellectual Property
Rights Protection and the Project on Strengthening of the
Utilization of the Indonesia-Japan Economic Partner Agreement
in Indonesia, and the Project on Strengthening the System and
operations of Japanese companies, JICA sends many
investment policy advisers to provide advice to the investment
promotion agencies of other countries.
In Cambodia, JICA has supported the establishment of a
special economic zone (SEZ) on approximately 70ha of land

Special Feature
Operation on Standards and Conformance in Viet Nam. near Sihanoukville Port, the country’s only international port.
Furthermore, to enable aid activities to assist the overseas The SEZ is expected to attract foreign direct investment for the

Case Study Indonesia Project for Promotion of Clean Coal Technology (CCT)

Aid for the Adoption of High-Efficiency, Low-Carbon, Low-Pollution Coal Power

Generation Systems
While Indonesia is the second-largest supplier of coal to Japan, demand for coal is company), the Japanese government, and

Program Goals and

increasing within Indonesia as well due to rapid growth in demand for electricity resulting power companies in Japan. At the seminar,
from the country’s economic growth. representatives of PLN stated that, based on

Overview
JICA is extending assistance for the introduction of Clean Coal Technology (CCT) that the recommendations of this project, they plan
utilizes technologies for highly efficient coal power generation systems with the aim to assist to start ultra-supercritical thermal power
Indonesia effectively use its coal resources while lowering GHG emissions and pollution. generation in about 2016. They also have a
plan to study the use of IGCC as early as 2025,
Using Coal Efficiently with Minimal critical coal-fired power plants, the primary depending on the status of commercial use of
Environmental Impact means of generating electricity from coal, is IGCC in other countries. JICA’s suggestions are
Coal accounts for about half of the world’s about 36%. Ultra-supercritical coal-fired anticipated to be reflected in the official electric
energy. Demand for coal is growing rapidly in power plants, which generate electricity using power development policy of the Government
emerging countries and has reached the point steam with higher temperatures and of Indonesia.
where even China, the world’s largest pressure, have the potential of raising JICA is also supporting the use of CCT
producer of coal, was also the world’s largest efficiency to 42%. Japan has the world’s through financial cooperation. One example is

coal importer in 2011.
Japan, formerly the world’s largest coal
importer, relied on coal for about 25% of its
electricity. However, coal has become even
more important to Japan due to increased
dependency on coal-generated electricity
following the Great East Japan Earthquake.
As Indonesia is the second largest supplier
of coal to Japan, the governments of the two
countries have established a close, multi-tier
relationship through policy discussions and
collaborative projects regarding the use of coal.
JICA has been extending cooperation in
most advanced technologies and
accomplishments in this field, and also leads
the world in research involving integrated
gasification combined cycle (IGCC) power
generation, in which coal is turned into a gas
for combustion and then both steam and
exhaust gas are used to generate electricity.
This technology of the future aims to boost
thermal efficiency to 50%.
For the implementation of CCT in
Indonesia, JICA has provided suggestions
concerning the formulation of medium and
long-term policies. This includes the
Concrete Initiatives
the provision of an ODA Loan for construction
of the Indramayu coal-fired power plant
(ultra-supercritical), which is scheduled to
begin operations in about 2018. This
cooperation facilitates the transfer of Japan’s
advanced technologies while also helping
secure stable energy resources by
strengthening the relationship between
Indonesia and Japan.
A View from Our Partner
Indonesian official involved in

Indonesia for the efficient use of coal along
with assistance for developing geothermal
power plants and promoting energy
conservation. In April 2011, JICA started
implementing a project to promote the use of
CCT that takes advantage of the Japan’s
latest technologies.
Incorporating Technologies of the Future
for 50% Power Generation Efficiency
CCT encompasses a broad range of
environmentally friendly coal use technologies
for reducing CO2 and other emissions from
activities extending from coal mining to power
establishment of a roadmap extending to the
use of IGCC as well as basic studies for a
model power plant development plan.
As part of these activities, a seminar was
held in November 2011 at the JICA Research
Institute International Conference Hall on
Indonesia’s electric power policies, electric
power development plan and plan for
promotion of the introduction of CCT. The
seminar was attended by representatives of
the Indonesian Ministry of Energy and Mineral
Resources, State Electricity Company (known
as PLN, Indonesia’s government-owned power
Implementation System
policymaking
A reliable supply of electricity is vital to
improving the living standards of the people
of Indonesia. With our economy now posting
strong growth (Indonesia’s economic growth
rate marked 7.5% in 2011), the importance of
electricity is now even greater. Building coal-
fired power plants is critical in Indonesia in
order to meet this demand for electricity while
using our natural resources effectively.
However, we must also keep in perspective to
reduce the environmental impact of these
plants, such as by cutting down on CO 2
emissions.
Data and Information

generat ion and the d isposal of w as te
materials. Reducing emissions from coal-fired
power generation was the focus of this
Technical Cooperation in Indonesia. The
primary objective was to utilize technologies
in the manner best suited to Indonesia for
high-efficiency power generation that
significantly cuts emissions of CO2, oxides of
sulfur and nitrogen, and other gases.
The thermal efficiency (net, LHV) of sub-
A seminar to discuss the latest developments in
Indonesia regarding the implementation of CCT
(November 2011)
Consequently, the cooperation for our
formulation of a plan to start using CCT by
about 2025 was very timely. I hope to see the
results of this plan incorporated in upcoming
activities to build coal-fired power plants.
Using CCT will be important regarding the
effective use of coal resources, lowering GHG
emissions and maintaining a reliable supply
of electricity, and I look forward to receiving
continuous cooperation from Japan.

105
 development of Cambodia’s export-related industries, which
can generate employment opportunities particularly for young
people. The SEZ will also strengthen functions for attracting
investments at many levels.
2. Promoting Small and Medium-Sized Enterprises
Small and medium-sized enterprises (SMEs) perform many
functions and roles in society and the economy, such as
conducting distinctive business activities, creating jobs, and
helping form economic infrastructures. Consequently, many
countries place priority on supporting these enterprises.
However, in developing countries, growth for SMEs has been
stifled by the delayed development of policies and institutions
that support SMEs, coupled with the lack of corporate networks,
insufficient technical and managerial know-how, and poor
access to finance. Efforts to train industry human resources
that can work in these enterprises are also inadequate.
JICA provides cooperation for strengthening implementation
capacity of the government institutions in charge of SME
promotion as well as educational institutions, human resource
development and improving the quality and productivity
(KAIZEN ) at enterprises. Moreover, since it is difficult for SMEs
to receive financing, JICA aims to provide effective support with
financial aid offered in the form of ODA Loans.
Recently, emphasis has been placed on extending
cooperation for developing countries where large numbers of
Japanese firms have established a presence, such as Thailand,
Viet Nam and Mexico. This cooperation is aimed at creating a
mutually beneficial relationship between the partner country
and the Japanese firms operating there. In Viet Nam, for
example, JICA is extending comprehensive support to
government agencies that promote SMEs, educational
institutions, financial institutions and other organizations with
the cooperation of Japanese firms in the country, aiming to
empower industries in Viet Nam to become supporting
industries that supply parts and materials to local Japanese
firms, and to cultivate industry human resources that can work
at Japanese firms.
JICA also extends cooperation for strengthening of public
institutions that provide companies with support services for
Japanese business improvement techniques such as “5S”
activities and the quality/productivity improvement KAIZEN
methodologies. In Cambodia, for instance, policy dialogue
regarding the roles of corporate support services was carried
out in consideration of the results of a model corporation where
the 5S and KAIZEN methodologies were applied, and these
methods were reflected in governmental policy.
Furthermore, JICA is supporting careers at corporations and
entrepreneurship for individuals placed in vulnerable positions,
such as the families of surrendered soldiers in Colombia.
3. Promoting Local Industry and Vitalizing Local
Economies
Regional disparities, as an impact of economic growth, have
become an important issue in many developing countries.
106
Developing countries face an increasing need to create local
employment opportunities and to promote local industries by
vitalizing their local economies. In response to this demand,
JICA supports the development of local industry under a
program called “One Village, One Product” and encourages the
use of local resources in attempt to create employment and
promote regional economies.
In Africa, in particular, JICA has announced that the “One
Village, One Product” project will be implemented in 12
countries as part of the Yokohama Action Plan released at the
4th Tokyo International Conference on African Development
(TICAD IV). Surveys and projects are being implemented in
countries such as Malawi, Kenya, Uganda, and Nigeria, where
efforts are now being carried out to develop governments’
structures for assisting small local producer groups, provide
support for accounting and other basic business skills as well
as production technologies, and strengthening the collaborative
structure that ties together markets and producer groups.
Similar programs are also being carried out in Asia, Central
America, and South America.
4. Tourism Development
Previously the tourism industry in developing countries was
led by foreign-capital entities such as tourism developers, travel
companies and hotel chains. This is regarded as heteronomous
tourism. Although not necessarily adverse, it does not allow
local people to fully reap the benefits of this sector.
JICA initiatives aim to promote autonomous tourism
development, in which the local people develop the industry
under their own steam and sustainably by utilizing their own
resources.
JICA provides support in the following areas: (1) promotion
of Public-Private Partnerships in which public institutions such
as the Ministry of Tourism and local tourist bureaus, private
enterprises such as travel companies and guide associations,
and local people can work together; (2) nurturing of human
resources to convey the necessary know-how to advance
tourism; (3) development of tourism products using tourism
resources such as places of historical importance or
extraordinary scenic beauty in addition to locally produced
items such as handicrafts and folk art unique to a region; and
(4) strengthening tourism promotion and marketing capacity
and the implementation system. Through such support, JICA
aims to ensure sustainable tourism that helps realize regional
advancement contributing to poverty reduction. This is
attainable by increasing the income of local citizens, creating
jobs and strengthening the impetus of social harmony.
For instance, in Palestine and El Salvador, JICA is providing
support for developing tourism products using local resources
and carrying out promotions for those products. In the
Dominican Republic, a project called Sustainable Tourism based
on Public-Private Partnership is being implemented, which aims
to create foundations for tourism development that provide
benefits to the local community in a sustainable manner [ See
the Case Study on page 55].
 The Laos Pilot Program for Narrowing the Development Gap
towards ASEAN Integration (LPP) (tourism promotion
component) aims to rectify disparities among member states of
the Association of Southeast Asian Nations (ASEAN). Under this
project, JICA is providing support to promote tourism
Consequently, securing mineral resources has become a major
issue for countries around the world.
In the energy sector, the world is shifting to low-carbon
energy sources in order to achieve both sustainable economic
growth and the reduction of GHG emissions. For example, the

development for Laos, one of the least developed Southeast
Asian countries, by utilizing natural, cultural, and historical
tourism resources in an appropriate and sustained manner.
In this way, JICA assesses the needs of each country and the
condition of local communities and supports tourism
development that is necessary and suitable for each country or
region.
Energy and Mining
Special Feature
United Nations declared 2012 the International Year of
Sustainable Energy for All and called on all nations to provide
people with inexpensive and efficient access to advanced
energy sources, which will also help achieve the Millennium
Development Goals. Determining how to supply energy is
clearly gaining recognition worldwide as a critical issue for
fighting global warming and reducing poverty. However, while
some developed countries have a strong commitment to
increasing the use of renewable energy sources that are better
for the global environment but relatively expensive and less

Program Goals and

Overview of Issue reliable in terms of stable supply, many developing countries

Momentous changes on a global scale are occurring in the
energy and mining sector. In the mining sector, the structure of
the market has shifted completely from a buyers’ to a sellers’
market. Prices of many mineral resources are rising rapidly in
response to economic growth in emerging countries and other
events. Furthermore, purchasing rare earth metals and other
scarce resources has become difficult for geopolitical reasons
as well as because of the rapid increase in demand.
Overview
are seeking inexpensive and stable energy supplies in order to
support steady and sustainable economic growth, revealing a
significant gap in perception of the issue.
In Japan, the Cabinet approved the Strategies to Revitalize
Japan in December 2011 with the objective to utilize Japan’s
advanced environmental and energy technologies as the world
shifts to a “green” economy.
Assistance for securing low-cost, low-carbon and reliable

Concrete Initiatives
Case Study Turkey Support for the Development of Pumped Storage Power Generation

Japanese Technology in Variable-Speed Pumped Storage

Power Generation to Accommodate Peak Demand
Electricity demand in Turkey is increasing at an annual rate of 7% as the economy
continues to expand. There are fears that peak demand will exceed the supply of
electricity as soon as 2015. Furthermore, due to the addition of substantial output from
wind turbines, Turkey must also deal with AC frequency problems and other issues
involving the stability of its electricity supply.

Implementation System
The Government of Turkey sought assistance from the Government of Japan, and in
response, JICA performed a survey in 2010 to determine the proper composition of energy Electric power technicians from Turkey observing the
sources for electricity and create a plan. The survey showed the need to construct a Kazunokawa Pumped-Storage Power Station

pumped storage power generation system in Turkey. JICA began sending experts to choice with regard to meeting peak demand
Turkey in 2011 and accepting trainees from Turkey to learn the variable-speed pumped and maintaining the stability and quality of
storage power generation system, which is a technology where Japan has a comparative the electricity supply. Two locations were
advantage. then chosen as potential site for the facility.
Government agencies in Turkey associated
Pumped storage systems use surplus Since the 1980s, Japan has been with electric power have high expectations for
nighttime electricity to transfer water from a developing the world’s most advanced the country’s first variable-speed pumped-
lower reservoir to an upper reservoir. During variable-speed pumped storage generation storage power facility. Starting in 2011,
peak demand, water flows back down to systems, leading to Turkey asking Japan for Turkey has received technical advice from
generate more electricity, in effect, creating a assistance with this project. Japan regarding its provisional plan. In
Data and Information

“giant battery.” In addition, supplying
electricity to the generators transforms them
into motors that drive the pumps. With a
variable-speed system, the amount of output
can be adjusted during power generation and
water pumping, which helps maintain
consistency of the AC frequency during peak
and off-peak periods, and resulting in more
efficient use of the power generation system.
JICA experts started performing a study in
2010. While most of Turkey’s electricity came
from thermal power plants, the country aimed
to increase the use of wind, solar, and other
renewable energy sources. However, the
seasonal variations between the wet and dry
seasons and between summer and winter
weather posed challenges. The study
concluded that pumped storage is the best
addition, power company personnel from
Turkey were invited to Japan to participate in
training sessions held at a variable-speed
pumped storage facility. The Turkey Electric
Power Seminar was held concurrently to forge
relationships between the visitors from Turkey
and Japanese power companies and power
generation equipment manufacturers.

107
 energy supply in developing countries is a very difficult task but
a vitally important mission of a nation like Japan that has
advanced and efficient technologies. JICA will provide extensive
aid that can produce substantial benefits for developing
countries and utilize Japan’s strengths in order to achieve
peace and sustained economic growth in the world.
JICA Activities
1. Electric Power and Energy
The key aspects of JICA’s support in the energy and power
sector are, 1) support for sustainable economic growth through
the stable supply of electric power, 2) promoting the reduction
of greenhouse gas (GHG) emissions by implementing optimal
technologies, and 3) promoting rural electrification in view of
reducing poverty.
In order to ensure the stable supply of electric power, it is
important to develop the systems of power generation,
transmission, and distribution facilities in a timely and
coordinated manner, as well as to cultivate administrative and
technical capacity of human resources. Taking this into account,
it is possible to develop electric power facilities in a swift and
integrated manner by providing Technical Cooperation for the
development and planning of facilities in accordance with each
country’s unique circumstances and implementing financial
cooperation via ODA Loans at the construction stage.
Furthermore, providing technical training for the operation and
maintenance of power generation equipment allows the people
of developing countries to operate their new facilities in a
sustainable manner, and realize further benefits from
cooperation.
As the global community steps up efforts to reduce GHG
emissions, developing countries have also started to increase
the use of renewable energy sources such as solar, wind, and
geothermal power generation, and high-efficiency thermal
generation technologies. With extensive knowledge in these
fields, Japan responds to calls to help developing countries
reduce GHG emissions in their energy sectors.
these resources that gives sellers rather than buyers the upper
hand. Prices are climbing fast and it has even become difficult
to secure sufficient amounts of mineral resources without hold-
ing ownership of mines. From a different perspective, the boom
in demand for mineral resources is creating an opportunity for
developing countries with these resources to achieve sustained
economic growth. JICA is conducting aid projects in a manner
that creates a mutually beneficial relationship for developing
countries and Japan. We support systems for the promotion of
sustainable mining development and investments as well as for
human resource development and the creation of master plans
[ See the Case Study on page 109]. We also advise on environmental
countermeasures for mining, development plans for infrastructure
taking into account the environment and related industries, and
support plans for community development.
3. Energy Conservation
JICA provides assistance for the training of energy
management technicians in order to support energy
conservation efforts using sophisticated Japanese technologies.
This program has produced many positive outcomes. For
instance, JICA had provided support for the establishment of
Energy Manager systems and the education of technicians that
can manage thermal and electric power in Thailand, Turkey and
Poland. Due to this cooperation in Turkey, the country is able to
operate an energy-conservation training center on its own. This
center is producing substantial benefits, including its use as a
training facility the people of neighboring countries as well.
In ODA Loans, JICA is providing Two-Step Loans* in India
and Viet Nam focused on energy conservation and renewable
energies. Two-Step Loans strengthen financing and the ability
to establish energy conservation projects, and increase the
effectiveness of support by complementing Technical
Cooperation. Through this scheme, it is easier to provide
financial support for private-sector activities.
* Scheme where ODA Loan funds provided to development finance organizations of the borrowing nation
are used for loans to small and medium-sized enterprises in the borrowing nation.

Rural electrification projects must reflect the characteristics

of people who benefit from these projects. Therefore, it is JICA Activities Involving Aid for Trade
important to provide assistance for creating and implementing
electrification plans that reflects the needs of residents from What is Aid for Trade (AfT)?
AfT refers to assistance provided to developing countries
their viewpoint, the development of local industries and other
that helps to build supply-side capacity and trade-related
development plans. Also, due to the shortage of technicians
infrastructure, so that these countries can benefit from trade
working in power generation and distribution in developing
expansion and reduce poverty. It will enable these countries to
countries, the maintenance and management capacity must be
earn trade profits, and consequently, achieve economic growth
enhanced at the same time.
through these profits.
JICA also implements cooperation in countries that are
undergoing reconstruction, such as Rwanda and Sierra Leone,
including human resource development that contributes to the JICA Activities
JICA is actively engaged in AfT. Approximately 54% of all
management of electric power facilities.
ODA Loan projects were devoted to AfT in 2009.

2. Mining (Mineral Resources)

Demand for mineral resources has been increasing rapidly
along with the economic development of medium-developed
countries. A major structural shift has occurred in markets for

108
Figure 1 Breakdown of AfT by Region (2010)

Europe 6% The Americas 1% Pacific 2% Other 4% t
"G5SFMBUFE
-PBO
"JE
5FDIOJDBM

Cooperation and Grant Aid are
The Americas concentrated in Asia. In 2010, Asia
Middle East 15% 14% accounted for 64% of AfT-related Loan

Special Feature
Europe 2% Technical Asia Aid and 45% of AfT-related Technical
Loan Aid Middle East 9%
Cooperation,
Africa
Grant Aid 45%
Cooperation and Grant Aid.
14%
t
"GSJDB
BDDPVOUFE
GPS

PG
"G5SFMBUFE

Asia 64% Africa 24%
Technical Cooperation and Grant Aid,
second behind Asia.

Figure 2 Breakdown of AfT by ASEAN Country (2010)

Insular Southeast Asia 0.06% Continental Southeast Asia 1% t
0WFS
IBMG
PG
BMM
"G5SFMBUFE
5FDIOJDBM

Cooperation in the ASEAN region takes
Cambodia
Indonesia 23% place in Cambodia, Laos, Myanmar and
Indonesia Myanmar 7% 11%
Viet Nam.

Program Goals and

Viet Nam 37% Technical
39% Loan Aid Laos 12% Cooperation, Malaysia 2%
Grant Aid Philippines 13%

Overview
Viet Nam
Thailand 24% Thailand 9%
22% Singapore
Brunei 0.03% 0.02%

Figure 3 Breakdown of AfT by Industry in ASEAN Countries (2010)

Manufacturing 1% Trade Policy and Regulations 3% t
+*$"
GPDVTFT
PO
EFWFMPQNFOU
PG

Tourism 1%
Mining 1% economic infrastructure in the ASEAN
Manufacturing 6%
Fisheries 4% Transportation region with the aim of promoting
Energy
28% economic growth that will benefit the
Forestry 7% Technical
Transportation lives of every individual.

Concrete Initiatives
37% Cooperation,
Loan Aid 62%
Agriculture Grant Aid Information and
20%
Energy Communications 8%
9%
Business
Services 6% Banking and Financial Services 7% Note: Figures in the charts are rounded to the
nearest whole number. Totals may not add to 100.

Case Study Oman Project for Energy Conservation Master Plan in the Power Sector

Cooperation for Electricity Suppliers Is Followed by Support

for Energy Conservation Measures among Users

Implementation System
Demand for electricity in Oman is expected to increase at an annual rate of more than
10% as the country’s population and economy expand.
JICA extended cooperation from 1997 to 1998 for rationalizing systems used by the
country’s electricity suppliers. Starting in 2012, JICA is providing assistance in creating a
master plan for the promotion of energy conservation by users of electricity.

Thermal power plants fueled by gas
produced in Oman accounts for more than
90% of the country’s electricity. Since
electricity rates are low, people have little
interest in the conservation of power.
However, electricity consumption has been
and demand management system. In this
study, JICA provided advise about a system to
mange power in response to changes in the
demand for electricity. However, there were
no initiatives for the users of electricity.
The Oman Public Authority for Electricity &
A survey to determine electricity use in Oman
up to 2020.This plan is based on on-site
surveys and energy diagnosis to determine
electricity use at factories and other business
Data and Information

rising rapidly in recent years because of
population and economic growth, with
demand increasing in Muscat, the capital, and
other areas in Oman. During the summer,
there are even rolling blackouts at times. As a
result, energy conservation has become an
important issue in Oman.
From 1997 to 1998, JICA performed a
rationalized survey on the electricity supply
Water requested Japan’s support in improving
the management between the supply and
demand of electricity by promoting energy
conservation among users. In response, JICA
started the Project for Energy Conservation
Master Plan in the Power Sector in February
2012.
The purpose of the project is to study a
Master Plan for energy conservation in Oman
sites, buildings, stores and homes. How to
utilize Japan’s experience and technologies in
energy conservation will be determined. The
recommendation may include 1) the creation
of standards for energy-efficient products as
well as promoting their use, and 2) activities
to raise awareness of the need to conserve
energy.

109
 Issue-Specific Activities and Initiatives

Research—The JICA Research Institute Provides Feedback on Development

Work and Input into the World’s Development Agendas

Of the eight Millennium Development Goals (MDGs),

relevant goals are shown in color.

The JICA Research Institute (JICA-RI) carries out research activities with the main objectives of: conducting analysis of
development issues in developing countries and contributing to JICA’s operation strategies; and strengthening the
transmission of information to Japan and abroad and leading the development assistance agenda; while utilizing the wealth
of experience and know-how it has accumulated as a development assistance organization.
The results of this research are published in the form of working papers, policy briefs, books, and are released broadly
through websites and other means.

Basic Policy for Research Activities and
Priority Research Domains
The international community has been grappling with the
problems facing developing countries—including poverty,
armed conflict and environmental degradation—but solutions
to many of the most basic problems remain elusive. To promote
value-added research aimed at producing policy
recommendations, JICA-RI has laid down four basic policies
and four key research areas.
Basic Policies
1. Incorporating a Comprehensive Perspective
JICA-RI will incorporate a comprehensive perspective in its
cross-field research and analysis of development issues,
encompassing individuals, society, the state and the market.
2. Integrating Past and Future
JICA-RI will conduct studies based on the past experiences
and analytic results of development aid organizations
worldwide, including JICA, and make them available for use in
future aid activities.
3. Sharing Experiences in Japan and East Asia
JICA-RI will analyze the growth experiences of Japan and its
East Asian neighbors and explore the applicability of these
experiences to other regions.
4. Sharing Information with the International
Development Community
JICA-RI aims to be a research institute that is open to both
Japanese and international partners, including researchers,
aid-implementing organizations, governmental bodies, private-
sector corporations and NGOs.
analyses past experiences in regional and international efforts
to resolve difficult cross-border problems that cannot be
handled by individual countries, such as infectious diseases,
transnational crime and environmental degradation.
2. Growth and Poverty Reduction
Japan and its East Asian neighbors are considered economic
development success stories, having realized growth and
reduced poverty. JICA-RI studies these cases from the
multifaceted perspectives of individuals, state, market and
society, and conducts comparative analysis with economic
development in African countries.
3. Environment and Development/Climate Change
Regional and global environmental deterioration are major
threats to human security in developing countries. JICA-RI
promotes the formulation of measures to promote
environmental conservation and adapt to environmental change
caused by climate change using the latest knowledge in natural
sciences, and experience and data gained from JICA’s field
operations.
4. Assistance Strategies
Utilizing Japan’s experience and knowledge, JICA-RI makes
recommendations on the roles and functions of international
cooperation while conducting research on the modalities of
assistance based on principles such as the “capacity
development” approach aimed at enhancing the capabilities of
people, South-South cooperation, organizations and society
across diverse domains, and the concepts of “human security”
and “dynamic development that benefits all people.”

Key Research Domains Research Activities in Collaboration with Other

1. Peace and Development Research Institutions around the World
JICA-RI conducts comparative analysis of past experiences An overview of these research projects can be found on the
to uncover ways to effectively prevent and manage armed JICA-RI website* along with preliminary findings in the form of
conflict, and promote post-conflict peacebuilding. It also working papers. Seventeen working papers in English were

110
released in fiscal 2011.
Policy briefs are also published in series, which summarize
in a concise manner the political and practical implications
drawn from the research findings detailed in the working
papers. These policy briefs are intended to offer suggestions for
results of research about triangular cooperation and South-
South cooperation. In addition, JICA-RI co-hosted the East Asia
consultation meeting to discuss the contents of the United
Nations Development Programme’s human development report
for fiscal 2012 and 2013. Furthermore, JICA RI prepared a

the formulation of policies and the consideration of the
directions of assistance.
In fiscal 2011, two books by JICA-RI were published by
internationally prestigious publishers: Catalyzing Development:
A New Vision for Aid (Brookings Institution), published in June,
presents the results of joint research activities by JICA, the
Korea International Cooperation Agency (KOICA) and the
Brookings Institution’s Wolfensohn Center for Development. In
March 2012, Good Growth and Governance in Africa (Oxford
University Press) was published, reporting on the results of joint
Special Feature
background paper for the World Development Report 2012:
Gender Equality and Development.
In conducting research activities, JICA-RI attaches
importance to network-oriented research based on partnerships
with not only local but also international research organizations
and assistance agencies. JICA-RI carries out joint research with
the researchers of overseas institutions, such as the World
Bank and the Asian Development Bank (ADB), Harvard
University in the United States, Oxford University in the United
Kingdom, IPD and the Brookings Institution.

Program Goals and

research conducted by the Initiative for Policy Dialogue (IPD), a In addition to disseminating such information internationally,

U.S. think tank led by Columbia University Professor Joseph
Stiglitz, with the cooperation of JICA.
The results of these research activities have been announced
at many international research seminars, academic gatherings
and other events. In November 2011, JICA-RI held a side event
at the Busan High Level Forum ( see Case Study) to present the
Overview
JICA-RI has also carried out research as the Project History
Series, which analyzes Japan’s contribution to the development
of developing countries from a long-term perspective, and
published the research findings in three volumes in Japanese.
*JICA Research Institute website: http://jica-ri.jica.go.jp/

Concrete Initiatives
Case Study The Pre- /Main-High Level Forum 4 Conference in Busan, Korea

Sharing JICA’s Knowledge on South-South and Triangular Cooperation

The Fourth High Level Forum on Aid Effectiveness (HLF-4) took place in Busan, Republic implement a project to transform the country’s
of Korea, in 2011 from November 29 to December 1, attended by more than 3,000 barren savanna into one of the world’s largest

Implementation System
participants from 156 countries and organizations. South Korean President Lee Myung- agricultural regions. Today, with Japan’s
bak, U.S. Secretary of State Hillary Clinton, U.N. Secretary General Ban Ki-moon, and other cooperation, Brazil is extending aid to
dignitaries discussed issues involving development aid policies Mozambique for growing crops.
In addition, JICA RI Director Hosono spoke
When the high level forum was At the pre- event the topics discussed are on the importance of South-South and
inaugurated in 2003, countries and mainly the major themes of HLF-4, including a triangular cooperation at HLF-4 sessions for
international agencies that were members of conceptual debate about the shift from aid specific themes and at a side event held by
the Organisation for Economic Co-operation effectiveness to development effectiveness, JICA.
and Development (OECD) and Development and topics such as development aid methods
Assistance Committee (DAC) played leading at emerging donors versus traditional donors,
roles. Today, the forum is also attended by capacity development, and measures to build
various parties including private-sector systems.
companies and emerging countries. At this event, JICA RI Director Hosono gave
Data and Information

JICA RI was represented at the pre- and
main events by Director Akio Hosono and two
others.
The pre- event, co-hosted by the Korea
Development Institute (KDI) and Korea
Association of International Development
Cooperation (KAIDEC), focused on the theme
of international initiatives concerning the aid
effectiveness.
a presentation on JICA’s South-South and
triangular cooperation conducted for the past
40 years.
Garnering the most attention was the
successful case study of JICA’s triangular
cooperation, which U.S. Secretary of State
Clinton mentioned in her keynote address at
the opening ceremony. JICA extended Akio Hosono, Director of JICA
technical and financial assistance to Brazil to Research Institute

111
 Nantokashinakya Project
Nan-pro: We cannot overlook 5.5 billion people.

Efforts from the

Second Year
The Nantokashinakya* Project—We cannot overlook
5.5 billion people (Nan-pro), which was started on July
2010, is promoting international cooperation through
public participation. The aim of the project is to expand
awareness, understanding, support, action and participation
in international cooperation, by distributing information in
collaboration with organizations involved in international
cooperation such as domestic citizen’s groups, international
organizations, government agencies, corporations, local
governments, and educational institutions, in order to spread
the concept like a ripple to society-at-large.
*“Nantokashinakya” is a Japanese expression used to say that a problem must be
solved by using a variety of actions or to express the commitment to achieving a
resolution. The Nan-pro first anniversary event at which Akira Ikegami led a discussion about
Japan as a country that receives and gives assistance

Fiscal 2011, the second year of the Nan-pro, began with confusion
about what message to send from Japan, which had just suffered massive
losses from the Great East Japan Earthquake. At that time, we received a
constant stream of information about well-known project members and
international cooperation NGOs moving quickly to provide emergency aid
and reconstruction support in the Tohoku region. Personal relationships and
know-how established over Japan’s many years of international cooperation
activities was utilized to provide assistance in Japan.
Many developing countries as well supplied aid to damaged areas of
Japan. This catastrophe is therefore an opportunity to take another look at
the bonds between Japan and the rest of the world and discuss the best way
to supply international cooperation in the future. To facilitate this debate as
well as mark the first anniversary of the Nan-pro, journalist Mr. Akira Ikegami
hosted a discussion on the subject of Japan that receives and gives aid.
This event included a stage presentation by Dr. Norihiko Kuwayama,
president of the NPO Stage Earth, titled The Stage Earth – The Great East
Japan Earthquake and International Cooperation. While serving as president
of this organization, Dr. Kuwayama continued to work as a physician at the
Tohoku International Clinic, which was damaged by the earthquake. He used
a song to convey his thoughts about people from overseas who rushed to
the area to give aid during the most difficult time and others who came to
help with reconstruction.
In the second half of fiscal 2011, the Nan-pro concentrated on the SOS
Africa Campaign. The purpose is to tell the world about the severe drought
and food crisis in Somalia and other countries in eastern Africa. About 13.3
million people may die in this region because of this disaster. A total of 18
organizations, including UN agencies, international cooperation NGOs and
others, came together to make even more people aware of the dire situation
in eastern Africa. There were information meetings for the media, panel
discussions and other events for this purpose.
A new Facebook page became the most reliable means for this campaign
to send this message to the world. Facebook made it possible to use photos
and videos to show others the current situation and aid activities in eastern
Africa. More than 7,000 people became a “fan*” of this Facebook page over
a four month period. As a result, information about this disaster was sent to
more than 1.9 million people via Facebook.
In early March 2012, the Nan-pro created its own Facebook page. In
fiscal 2012, the third year of this project, we plan to use our website and
Facebook to supply information regarding the themes of environmental
protection, poverty reduction, education and African development.
*Number of people who selected “Like”

A photo of Dr. Norihiko Kuwayama performing The Stage Earth – The Great East Japan SOS Africa Campaign page on Facebook
Earthquake and International Cooperation

112
 Implementation System
Laos: The Second Thai-Lao Friendship Bridge constructed with assistance from Japan [Photo by Shinichi Kuno]

Cooperation Modality
Technical Cooperation ･･････････････････････････････････････････････････････････････ 114
Science and Technology Cooperation on Global Issues･･････････････････････ 115
ODA Loan and Private Sector Investment Finance ････････････････････････････ 116
Grant Aid ･･･････････････････････････････････････････････････････････････････････････････ 118
Follow-up Cooperation･･････････････････････････････････････････････････････････････ 120
JICA’s Training and Dialogue Programs ･････････････････････････････････････････ 122
JICA-Net ･･･････････････････････････････････････････････････････････････････････････････ 124
Japan Centers ････････････････････････････････････････････････････････････････････････ 125
Volunteer Programs ･････････････････････････････････････････････････････････････････ 126
Citizen Participatory Cooperation ･････････････････････････････････････････････････ 128
Partnerships with NGOs and Other Organizations･････････････････････････････ 130
Public-Private Partnerships ････････････････････････････････････････････････････････ 132
Support for Japanese Emigrants and Their Descendants ･･･････････････････ 134
Securing and Training Human Resources ･･････････････････････････････････････ 136
Emergency Disaster Relief ･････････････････････････････････････････････････････････ 138
Enhancing Development Partnerships･･･････････････････････････････････････････ 140

Operation, Management and Evaluation

Public Relations Activities･･････････････････････････････････････････････････････････ 142
Information Disclosure ･･････････････････････････････････････････････････････････････ 144
Compliance････････････････････････････････････････････････････････････････････････････ 145
Guidelines for Environmental and Social Considerations ････････････････････ 146
Risk Management of ODA Loan Account ････････････････････････････････････････ 150
Safety Management Operations Conducted Overseas ･･･････････････････････ 151
Performance Evaluation System ･･････････････････････････････････････････････････ 152
Operations Evaluation System ････････････････････････････････････････････････････ 153
Efforts to Improve Operations ･････････････････････････････････････････････････････ 154
Efforts toward ISO Certification ･･･････････････････････････････････････････････････ 155

Response to the Great East Japan Earthquake/Tsunami ････････････････････ 156

113
 Implementation System: Cooperation Modality
Technical Cooperation—Using Multi-tiered Assistance to Aim for
Capacity Development of Developing Countries
Responding to Diverse Needs
Technical Cooperation is people-to-people cooperation that
supports developing countries in enhancing their comprehensive
capacities to address development challenges by their own efforts.
The needs of developing countries are becoming increasingly
diverse. In addition to the development of agriculture, transport
infrastructures, industries, healthcare services and education, in
recent years, these needs have extended to support for developing
legal systems, transitioning to a market economy, peacebuilding,
reconstruction assistance, and formulating environmental and
climate change measures. Formulating customized cooperation
plans with developing countries enables JICA to provide multi-
tiered assistance for human resources development, organizational
strengthening, policy formulation, and institutional development in
developing countries by utilizing the knowledge, experience and
technologies of both Japan and Developing countries.
Effectively Combining a Variety of Cooperation Tools
1. Dispatch of Experts
Japanese experts are dispatched to developing countries to
disseminate necessary technologies and knowledge to partner
country government officials and engineers (counterparts). At the
same time, they cooperate with these counterparts in developing
and spreading technologies and institutions suited to the conditions
in those countries as well as conducting awareness-raising activi-
ties. In consideration of a partner country’s regional, cultural and
other characteristics, when appropriate, JICA dispatches experts
from third countries (countries other than Japan or the partner
country) in order to deliver services more efficiently.
2. Acceptance of Training Participants
JICA invites competent personnel in developing countries, who
are responsible for social and economic development, to Japan
as training participants. They participate in training programs in
Japan [ See page 122] to acquire the knowledge and technologies
needed in their countries. JICA also organizes training programs
in other countries.
3. Provision of Equipment
Equipment needed by experts for implementing effective
cooperation is provided to partner countries.
4. Technical Cooperation Projects
Technical Cooperation projects, which use the optimal com-
bination of the “Dispatch of Experts,” “Acceptance of Train-
ing Participants” and/or “Provision of Equipment,” are the core
operation of JICA’s Technical Cooperation. Even more reliable
project outcomes can be obtained by working with associated
organizations in the partner developing country for systematic
and comprehensive project operation and implementation from
planning to implementation and evaluation.
Implementation Process
1) Project Identification and Formulation
JICA identifies and formulates projects through discussions
with the government of the partner country, preparatory surveys
and other activities.
2) Request and Approval
114
Based on a request from the partner country, the Ministry of
Foreign Affairs of Japan decides whether or not to approve the
project. JICA and associated ministries and agencies participate
in this discussion. The approved project is reported by the Japa-
nese government to the partner country and an international
agreement is signed for implementation of the project.
3) Plan examination/Ex-Ante Evaluation
In order to clarify details and expected outcomes of the project
and comprehensively examine the appropriateness of imple-
mentation, ex-ante evaluation is conducted based on five
evaluation criteria such as relevance, effectiveness, efficiency,
impact and sustainability.
4) Project Implementation/Terminal Evaluation
JICA and the government organization of the partner country sign
a Record of Discussions (R/D) regarding project implementation,
details of activities and necessary measures.
As the project is implemented, the project’s activities and
implementation process are monitored periodically and the initial
plan is revised as necessary. Before the project is completed, JICA
and the partner country jointly conduct an evaluation (terminal
evaluation) to determine progress made toward reaching the
project’s targets. In addition to a decision whether the project
will be ended or not, this process produces lessons and sug-
gestions that can be shared with the partner country and used
in future projects.
5) Ex-Post Evaluation
Ex-post evaluations are conducted several years after project
completion to check the sustainability and impact of projects.
Evaluation results are used as lessons learned for formulating
and implementing similar projects.
5. Technical Cooperation for Development Planning
While supporting developing countries’ policymaking and
public works plans, JICA transfers technologies, including survey/
analysis methods and planning methods to counterparts in the
partner country.
Following the completion of this cooperation, developing
countries will 1) formulate plans for sector/regional development
or rehabilitation/reconstruction by utilizing recommendations;
2) implement plans (project) by raising funds from international
organizations and others; and/or 3) carry out the recommended
organizational/institutional reforms.
6. Science and Technology Cooperation on Global Issues
As a modality of JICA’s Technical Cooperation, “Science and
Technology Research Partnership for Sustainable Development
(SATREPS)” incorporates elements of joint research for develop-
ing and applying new technologies and acquiring new scientific
knowledge. SATREPS will help address global challenges (envi-
ronmental, energy, natural disasters (preparedness), infectious
diseases, food supplies and other problems that require global
cooperation because no single country or region can resolve these
issues) by using partnerships that encompass universities and re-
search institutions, etc. in Japan and those in developing countries
[ See page 115].
 Implementation System: Cooperation Modality
Science and Technology Improve the development of human resources and self-reliant research capability of research institutions
—of developing countries by promoting international joint research for acquiring new knowledge
Cooperation on Global Issues and utilizing research outcomes for the benefit of society with a view to resolving global issues
Background
In recent years, the importance of international cooperation utilizing
Japanese science and technology for global issues in vulnerable developing
country has been increasing. Global issues, including the environment and
energy, infectious diseases and natural disasters, are difficult to resolve by
one country or region alone and need to be handled by the international
community as a whole.
In order to tackle these global issues, and to support self-reliant, sustain-
able development in developing countries, Japan will provide assistance in
terms of applying and transferring technology from Japan. In addition to this,
joint research will be carried out through collaboration between universities
and research institutes in Japan and developing countries, with the aim of
developing and utilizing new technologies and gaining new knowledge. Such
an approach is necessary because it enables issues to be resolved and at the
same time works to improve science and technology standards and overall
capabilities at universities and research institutions in developing countries.
To respond to these issues, JICA in fiscal 2008 started Science and
Technology Cooperation on Global Issues, which consists of the following
two programs.
(1) Science and Technology Research Partnership for Sustainable Develop-
ment (Project Type Technical Cooperation)
(2) Dispatch of Science and Technology Researchers (Dispatch of Individual
Expert)
Science and Technology Research Partnership for Sustainable
Development (SATREPS)
1. Overview
This program is designed to promote international joint research in which
both Japanese research institutions and those of developing countries work
together based upon the social needs in developing countries under the
framework of JICA project type Technical Cooperation. Its aims are to acquire
new knowledge and to utilize research outcomes to the benefit of the society
with a view to resolving global issues such as the environment and energy,
biological resources, disaster prevention, and infectious diseases.
2. Objectives
(1) Improve the development of human resources and self-reliant research
capability of developing country.
(2) Build a framework for sustainable activities to contribute to solutions
for global issues.
(3) Acquire new knowledge leading to resolving global issues and advancing
science and technology.
(1) SATREPS
International joint research on global issues by research institutions in
developing countries and Japan are promoted by MOFA/JICA and MEXT/JST
in collaboration.
The objectives are elaboration of outcome to lead to problem solving and
capacity building of institutions in developing countries.
MEXT, JST Collaboration MOFA, JICA
Support Technical Cooperation
International joint research
for leading to resolving global issues
Research institutions Research institutions
in Japan Research partnership in developing countries
Reinforcement of capacity in developing countries to find solutions for problems on their own
Special Feature
3. Implementation System
SATREPS is carried out through collaboration with the Japan Science and
Technology Agency (JST). Institution the proposer (Principal Investigator) is
affiliated with and JICA collaborate to carry out research proposal which
was selected in JST’s invitation for application of universities and research
institutions. JICA provides support for expenses for the activities in partner
countries (dispatch of experts, acceptance of counterpart researchers in Japan,
provision of equipment, expenses for experts’ activities in partner countries,
etc.) under the framework of JICA project type Technical Cooperation, while
JST provides support for expenses in Japan and third countries under the
framework of competitive funds for the promotion of science and technology.
4. Eligible Fields of Research
Program Goals and
For fiscal 2012, there was an invitation for applications of research propos-
als in six areas: the environment, low-carbon society, biological resources,
Overview
disaster prevention, infectious diseases, and interdisciplinary areas.
Dispatch of Science and Technology Researchers
1. Overview
This program is designed to dispatch the most suitable researchers from
Japanese research institutions to developing countries for international joint
research and the development of human resources based upon the needs
of developing countries under the framework of JICA Technical Cooperation
experts (dispatch of individual experts).
2. Objectives
(1) Support capacity building for developing countries through international
Concrete Initiatives
joint research.
(2) Create and energize foundations for exchanges between Japanese
research institutions and those in developing countries, provide support
for the formulation of future joint research plans.
3. Implementation System
This program is carried out through collaboration with the Japan Society
for the Promotion of Science (JSPS), which makes effective use of its net-
work of researchers and academic institutions in Japan, and the Ministry of
Education, Culture, Sports, Science and Technology (MEXT) and JSPS will
select researchers.
4. Eligible Fields of Research
This program covers all fields of science and technology. There are no
restrictions other than the requirement for resolving global issues.
Implementation System
(2) Dispatch of Science and Technology Researchers
Researchers are dispatched by JICA for joint research after matching
research needs in developing countries and Japan.
The objectives are to contribute to dealing with more issues and to
reinforce ties between institutes in Japan.
Research Match researchers Research
needs for institutions (JSPS) needs
Data and Information
Dispatch Japanese Research institutes
Japanese researchers
researchers in developing countries
115
 Implementation System: Cooperation Modality
ODA Loan and Private Sector Investment
Finance Terms to Support Ownership by Developing Regions
—
Providing Development Funds with Concessional
For Sustainable Development of Developing Regions
In many developing countries and regions, economic and
social infrastructure encompassing electricity, gas, transportation
and communications services is underdeveloped. Furthermore,
in recent years, global issues such as HIV/AIDS and other
communicable diseases, air and water pollution, climate change,
conflicts and terrorism, and financial crises have emerged in
addition to the problems of poverty. To address these issues,
the international community set the Millennium Development
Goals (MDGs) as common goals, while individual countries have
formulated a host of measures.
Loan assistance provides relatively large amounts of
development funds under concessional terms to developing
countries and regions to support their efforts for growth and
development.
ODA Loan
Support that Emphasizes Ownership by the Developing
Country
Ownership is crucial for economic growth and poverty
reduction in developing countries. An ODA Loan, which requires
repayment, promotes efficient use of the borrowed funds and
appropriate supervision of the projects, thereby bolstering
developing countries’ ownership in the development process. In
addition, as an ODA Loan is financial assistance with a repayment
obligation, this method of assistance places a relatively small
fiscal burden on the Japanese government and represents a
sustainable instrument for ODA.
ODA Loan Project Cycle
1 2
Project
Loan request
preparation
6 3
Project completion/
Ex-post evaluation
ex-ante evaluation
and follow-up
5 4
Project Exchange of
notes and loan
implementation
agreement
116
Flow of ODA Loan—Project Cycle—
An ODA Loan follows six steps and lessons learned from ex-
post evaluations implemented at the final stage will be fed back
into preparations for new projects. This flow of steps is called the
Project Cycle.
Types of ODA Loans
1. Project-Type Loans
1) Project Loans
Project loans, which account for the largest portion of ODA
Loans, finance projects such as roads, power plants, irrigation,
water supply and sewerage facilities. The loans are used for
the procurement of facilities, equipment and services, or for
conducting civil and other related works.
2) Engineering Service (E/S) Loans
Engineering Service (E/S) loans are for engineering
services which are necessary at the survey and planning
stages of projects. These services include reviews of
feasibility studies, surveys on detailed data on project sites,
detailed designs and the preparation of bidding documents.
In the same manner as Project Loans, completion of
feasibility studies or their equivalent and confirmation of the
project’s overall necessity and relevance are prerequisite for
this type of loan.
3) Financial Intermediary Loans (Two-Step Loans)
Financial intermediary loans are implemented through
the financial institutions of the recipient country based on
the policy-oriented financial system of the partner country.
These loans provide funds necessary for the implementation
of designated policies, such as the promotion of small and
medium-scale enterprises in manufacturing, agriculture
and other specified industries and the
construction of facilities to improve the
living standards of the poor. These loans
are known as “two-step loans (TSL)”
because under the process, funds pass
through two or more financial institutions
before the end-beneficiaries receive the
funds. Under this type of loan, funds can
be provided to a large number of end-
Examination/ beneficiaries in the private sector. Since
Appraisal and
these loans are implemented through local
of the project financial institutions, strengthening of the
operational capabilities of these institutions
and the development of the financial sector
of recipient countries are also expected as
the result of these loans.
4) Sector Loans
Sector loans are for materials and equipment, services and
consulting required for the implementation of development
plans in a specific sector consisting of multiple sub-projects.
This type of loan also leads to improved policies and systems
pesticide, agricultural and other kinds of machinery, which are
agreed upon beforehand between the Japanese and recipient
governments.
3) Sector Program Loans
This type of loan is a Commodity Loan used simultaneously

in the sector.
2. Non-Project Loans
1) Program Loans
Program loans support the implementation of national
strategies and poverty reduction strategies of developing
countries that are seeking to improve policies and implement
general system reforms. In recent years, the most common
type of these loans is one in which proceeds are incorporated
into the target partner country budget. In confirming
achievement, consultation proceeds with future reform items
Special Feature
to support development policies in prioritized sectors of
developing countries. Local currency (counterpart) funds
received by the government as payment for foreign currency
sold to importers are utilized for public investments for sector-
specific development.
Private Sector Investment Finance
On January 25, 2011, the Cabinet gave its approval to
“Realizing the New Growth Strategy 2011,” a policy under which
it was decided that JICA would resume private sector investment

Program Goals and

in support of reforms based on a long-term framework. There finance scheme.

Overview
are many instances in which these types of loans take the Given this decision, JICA, taking a pilot approach* to provide
form of co-financing with the World Bank and other multilateral investment through private sector investment finance to
development banks (MDBs). projects that have high aid effectiveness, in accordance with the
2) Commodity Loans development and other policies of developing countries.
In order to stabilize their economy, commodity loans
provide settlement funds for urgent and essential imports
of materials to developing countries that are experiencing a
worsening foreign currency situation and facing economic
difficulties. These loans are often used to import commodities
*Implementing specific pilot projects in order to; 1) Verify and improve the new operation system; and to
such as industrial machinery and raw materials, fertilizer and

Concrete Initiatives
2) Finalize rules concerning project selection.

Case Study Egypt Greater Cairo Metro Line No. 4 Phase 1 Project

Easing Congestion by Using Japan’s Subway Technologies

The Greater Cairo Region is Egypt’s political and economic center with a
population of about 17 million, which is approximately one-fourth of the
country’s population. However, road maintenance and improvements have not

Implementation System
kept pace with the rapid growth of the region’s population and economy. The
result is chronic traffic congestion in Cairo. JICA is using the first ODA Loan to
Egypt since the country’s revolution to utilize Japan’s subway technologies for
the construction of the Greater Cairo Metro Line No. 4.

The Greater Cairo Metro Line No. 4 Phase
1 Project entails the construction of a subway
line of about 17km with 16 stations. The
line will run between central Cairo and the
southwestern part of the Cairo metropolitan
area, which is near the pyramids. Following the
revolution in Egypt, JICA’s activities have been
centered on three areas: assistance for fair
political processes and government activities,
Economic Partnership (STEP) to
enable the utilization of Japan’s
subway technologies. Egyptian
government officials as well
have high expectations for the Mrs. Sadako Ogata, then-President of JICA and H.E.Dr. Galal
use of STEP in order to benefit Moustafa Mohamed Said, Minister of Transport shake hands, after
from the experience of Japanese signing a loan agreement
companies and build relationships operations in 2020 and carry 1.35 million
with these firms. The ODA Loan will be used passengers every day. By 2050, the number
Data and Information

assistance for job creation and fostering of
industries, and assistance for human resources
development. The first project in Egypt since
the revolution funded by an ODA Loan, this
new metro line will contribute to sustained
economic growth and job creation by improving
transportation in the Cairo area.
In response to a request by the Government
of Egypt, this project uses Special Terms for
to fund civil engineering construction, the of passengers per day is expected to increase
construction of stations and subway car storage to about 2.5 million. Furthermore, by linking
and maintenance facilities, the purchase of central Cairo with an area near the pyramids in
subway cars and electrical, mechanical, signal, only 30 minutes, the new line is attracting much
communications and other equipment, and attention as a means of transportation that will
consulting services. The detailed design of be used by large numbers of foreign tourists.
the new line is to be prepared with technical
cooperation from JICA.
The new line is scheduled to begin

117
 Implementation System: Cooperation Modality

Grant Aid—Financial Cooperation for Building Living

Foundations for the Future of Developing Countries

For the Future of Countries with Low Income
Levels
Grant Aid is financial assistance extended to a developing
country (partner country) with no obligation for repayment.
Targeting mainly developing countries with low income levels,
this type of aid covers a wide range of cooperation, including
development of social and economic infrastructure as well as
education, HIV/AIDS, child health, environment and other areas,
to build the foundation for future development in those countries.
Aside from Grant Aid extended directly by the Ministry of
Foreign Affairs of Japan due to the necessity in executing
diplomatic policies, JICA is responsible for providing Grant Aid
and handles related operations, including preparatory surveys,
advice and guidance to a partner country for project
implementation, and post-project management.
A Broadening Frontier to Meet Diversifying Needs
With the progress of globalization, the world faces a number
of new challenges such as climate change, large-scale natural
disasters, conflicts and terrorism. Developing countries are
particularly vulnerable to these challenges, and the areas
covered by Grant Aid have been becoming increasingly broader
in recent years to respond to the diversifying needs for
assistance. One example is peace-building and reconstruction
of conflict affected countries such as Afghanistan, where JICA
extended grants for restoring and building roads, hospitals and
other vital infrastructures. Other areas of growing needs
include: counter-terrorism such as strengthening border control
and maritime security; environment management and
mitigation and/or adaptation to climate change such as the
introduction of renewable energy sources and facility
construction for safe and stable water supplies; disaster
prevention and recovery such as facility construction and
equipment procurement to prepare for and recover from the
increasing number of natural disasters including flooding,
earthquakes, tsunamis and other events. JICA has been
tackling promptly such issues in developing countries in order
to respond to the rapid changes in international circumstances
and needs for assistance. Since many of these are global
challenges, they are also important for Japan to enjoy peace,
stability and prosperity. At the same time, Japanese knowledge
and technologies are, if useful, extensively utilized for this
assistance.
Along with broadening areas of needs, JICA has been
strengthening its integrated approach, where assistance is
provided together with technical guidance and human
resources development. For instance, to provide local residents
with the know-how to enable them to operate and maintain
equipment installed through Grant Aid, experts are dispatched
from Japan, or residents are invited to Japan for training. To
further increase the development impact Grant Aid may also be
Grant Aid was provided for the construction of the international airport terminal in
Kabul, the capital of Afghanistan. The airport is now functioning as a valuable link
between Afghanistan and the world with a large increase of passengers from 300,000
before the project to more than 900,000 at present. (Photo by Sayad Jan Sabawoon)

Types of Grant Aid (Portion implemented by JICA)

Scheme Name Outline
Support for projects implemented for basic human needs, education, etc. (including the construction of
Grant Aid for General Projects
hospitals, schools and roads, or the procurement of materials and equipment for public transport vehicles, etc.)
Grant Aid for Community Empowerment Support for comprehensive skills development in communities faced with threats to human life or safe living
Grant Aid for Conflict Prevention and Peacebuilding Support and others for spreading the necessary economic and social infrastructures in post-conflict countries
Grant Aid for Disaster Prevention and
Disaster prevention assistance and post-disaster reconstruction assistance
Reconstruction
Support for adoption of policies and planning related to climate change countermeasures, etc., and for related
Grant Aid for Environment and Climate Change
projects
Grant Aid for Poverty Reduction Strategies Public financing support for countries implementing poverty reduction strategies
Grant Aid for Human Resource Development
Support for training young administrative officials
(Scholarship)
Grant Aid for Fisheries Support for projects promoting the fisheries industry
Cultural Grant Assistance Support for equipment procurement and facilities development needed for promotion of culture, etc.
Support for purchase of agricultural equipment and fertilizers, etc., to support self-help efforts toward food
Grant Aid for Underprivileged Farmers
self-sufficiency
Grant Aid for Cooperation on Counter-Terrorism
Support for strengthening piracy countermeasures and other public security policies
and Security Enhancement

118
provided in combination with Technical Cooperation. One
example is the construction of training and research facilities
required for human resources development or organizational
reinforcement by Technical Cooperation.
Procedure for the Implementation of Grant Aid
Project Identification and Formulation
Regarding project content, JICA conducts preparatory
surveys and other surveys in discussion with the government of
the partner country, while examining from a variety of
perspectives on the country’s current situation, objectives of
project implementation, scale of cooperation, the operation and
management structures if implemented and the expected
outcome. Based on this information, necessary costs are
calculated.
Project Examination and Approval
Concerning the implementation process and results of
preparatory surveys, JICA shares all information with the
Japanese government, verifies the appropriateness of
implementing a project and then examines the contents of
cooperation.
Based on the results of the surveys, the Japanese
government conducts necessary reviews and procedures for
securing budgets and then submits project proposals to the
Cabinet for a final decision on implementation.
Exchange of Notes and Grant Agreements
After approval by the Cabinet, the government of the partner
country and the Japanese government sign documents
(Exchange of Notes) summarizing the objectives and content of
cooperation for the project.
JICA then signs a “Grant Agreement” with the government
of the partner country that sets the specific conditions for the
grant.
Project Implementation
At the project implementation stage following the signing of
the Exchange of Notes and Grant Agreement, JICA offers advice
and implementation guidance to the partner country and
consultants. This advice and guidance is to ensure that facility
construction as well as materials and equipment procurement
proceed in an appropriate manner without delays, from the time
the agreement is signed through transfer of the materials and
equipment until completion of construction.
Post-Project Management
After cooperation is completed, the government of the
partner country handles operations and maintenance. However,
there will be cases when equipment breakdowns or other
unexpected problems occur. In such circumstances, JICA
provides Follow-up Cooperation in the form of materials and
equipment procurement, dispatch of repair teams and
emergency repair work in order to maintain the effectiveness of
cooperation.
Special Feature
Preparatory Surveys
Formulating Cooperation that Maximizes
the Benefit of the Three Assistance
Schemes of Technical Cooperation,
ODA Loans and Grant Aid
Program Goals and
Overview
Enhancing Implementation of Effective
Projects through Preparatory Surveys
with Flexibility and Speed
Preparatory surveys are performed to formulate a
cooperation program, identify and formulate
individual projects, and confirm a project’s relevance,
effectiveness and efficiency. These surveys are
conducted as needed based on decisions reached
Concrete Initiatives
after consultations with the Ministry of Foreign
Affairs of Japan. When appropriate, a single survey
can be used for a cooperation program and individual
projects. Using this approach allows preparatory
surveys to take place with flexibility and speed.
The preparatory surveys enable JICA to optimize
combinations and synergistic effects of the three
assistance schemes of Technical Cooperation, ODA
Loans and Grant Aid, and thereby increase prospects
for the cooperation to yield greater development
Implementation System
benefits.
The objectives of preparatory surveys can be
divided broadly into the following two categories.
1) A survey to “set a development goal for
cooperation” and “draft suitable cooperation
scenarios (cooperation program) for attaining the
goal” in order to assist partner countries in
solving specific development issues in an effective
and efficient manner
Data and Information
2) A survey to identify and formulate individual
projects, examine relevance, effectiveness and
efficiency of the candidate projects, formulate
basic plans for these projects, and propose
cooperation contents
119
 Implementation System: Cooperation Modality
Follow-up Cooperation—Follow-up Cooperation Adds
Value to Projects
Post-Project Support
Cooperation projects conducted by JICA are completed
after a predetermined period of time. JICA carries out ongoing
monitoring after a project has ended to assess the partner
country’s self-help efforts in maintaining and enhancing the
results of the project. JICA also provides indirect support and
supplementary support when necessary. Such support is
referred to as “Follow-up Cooperation,” which may be broadly
divided into two categories.
1. Follow-up Cooperation to Solve Problems with
Facilities and Equipment
This type of cooperation involves working with the partner
country to solve problems that may have arisen with facilities
constructed by or equipment provided through Japan’s
cooperation projects. Such problems can occur owing to a
variety of factors, including damage caused by natural disasters,
shortage of financial resources in the partner country due to a
worsening economic situation, or problems with the use and
maintenance of the facilities or equipment.
For Tuvalu, Grant Aid was used to build the inter-island ferry
Manufolau. This vessel was given to Tuvalu in fiscal 2001 to
assist in the transport of people and goods within this island
nation.
The government of Tuvalu, which operates and maintains
the ferry, uses this vessel for about 50 voyages each year that
transport almost 4,000 passengers and approximately 3,000
cubic meters of cargo. However, the government had to shift
priority to urgently needed repairs for another inter-island ferry
that was constructed in 1987. Allocating maintenance funds for
the Manufolau became difficult as a result. There were concerns
about problems involving repairs to the engine and other key
components affecting the ferry’s operations. To prevent these
problems, JICA extended Follow-up Cooperation to supply
replacement parts and send repair technicians.
JICA had to take Manufolau to neighboring Fiji because Tuvalu
The Manufolau inter-island ferry sits at a dock in Fiji for repairs (Tuvalu)
120
has no dock for repairing ships. In Fiji, technicians worked on the
engine, pumps, oil-water separator and other major parts of the
vessel. In addition, the crew of the Manufolau received more
training to improve their maintenance skills. Following these
activities, this inter-island ferry is once again providing safe and
reliable transportation services that are a vital lifeline for the
people of Tuvalu.
2. Follow-up Cooperation to Expand Project Benefits
Another type of Follow-up Cooperation is the provision of
additional support to the partner country to add new value to
a completed project or training program in line with the project
goal, thereby promoting and expanding the benefits that accrue
from a project.
As part of cooperation to assist in fighting crime in Brazil,
JICA has conducted two projects in this country between 2005
and 2011: the Project on Community Police of Public Security
and the Project on Implementation of Community Policing Using
the Koban (Police Box) System. The objectives were to use
the Japanese community police system, which is centered on
police boxes, in Brazil and extend this system to all areas of the
country.
To disseminate the benefits of these multi-year projects in
Central American countries, which face an urgent need to fight
crime and share many cultural and social characteristics with
Brazil, JICA and associated organizations in Brazil provided
Follow-up Cooperation. The goal is to use the benefits of these
multi-year projects in Brazil in Central American countries. In
March 2012, government officials and police officers from
Central American countries went to Brazil to observe Japanese-
style community police activities that use police boxes. Seeing
these activities gave these people a better understanding of
the effectiveness of this system. As a result, relationships
were strengthened among Brazil, Central American countries
and JICA. An agreement was reached to continue providing
assistance for improving community police activities in Central
Individuals from Central American countries listen to a presentation on community
police activities (Brazil).
America.
JICA Kansai (formerly called JICA Osaka) is extending support
involving training programs for emergency and disaster response
medical care. Cooperation entails the preparation of an action
plan for teaching trainees from other countries about Japan’s
emergency and disaster response medical care systems so that
this know-how can be used in their home countries. In 2008,
individuals from the Public Health Bureau of the Thai province
of Phuket attended this program. These people had experienced
the difficulties of disaster response medical care following the
catastrophic Indian Ocean tsunami of 2004. The participants
were very impressed with Japan’s disaster response medical
team system and are now working hard on establishing a Thai
version of this system in Phuket. Thus far, about 350 health
care professionals from all over Thailand have completed basic
training about the disaster response medical team system. Due
to this training, these teams are playing a key role in responding
to disasters in Thailand, including the widespread flooding of
2011.
To support further improvements in Thailand’s disaster
response medical team activities, JICA provided Follow-up
Cooperation in December 2011. Instructors from the Osaka
Prefecture Saiseikai Senri Hospital and other organizations that
assisted in JICA Kansai’s training program were sent to Thailand.
The instructors gave practical lessons and conducted drills for
138 health care professionals from all over Thailand. Training
also included lessons learned from emergency health care
services provided after the Great East Japan Earthquake. Health
care professionals who received this training made possible by
this Follow-up Cooperation have the skills to become supervisors
for disaster response medical teams throughout Thailand.
Training for individuals who can become supervisors for disaster response medical
teams (Thailand)
Support for Alumni Associations of Former Training
Program Participants
Follow-up Cooperation also includes support for alumni
associations for ex-participants in JICA’s Training and Dialogue
programs in Japan. Since the program’s establishment, JICA
has hosted in Japan more than 280,000 training program
participants from developing countries. These participants will
play a key role in the future development of their respective
countries while also functioning as “important human assets”
that serve as bridges connecting Japan with many countries
around the world. To maintain and develop friendships with
these ex-participants, who have gained a positive understanding
of Japan, as well as to support the ongoing enhancement of the
skills and knowledge they acquired in Japan, JICA supports
the formation and maintenance of alumni associations of ex-
Special Feature
participants in their home countries. As of 2011, there were 130
such alumni associations around the world.
At many of these alumni associations, participants returning
from training programs in Japan serve as instructors at study
sessions and share their knowledge of JICA activities in their
home countries and the results of their own training through the
alumni association’s website, newsletter or annual meetings.
JICA collaborates with these alumni associations, which it
recognizes as valuable human assets, to further enhance the
effectiveness of its cooperation projects.
Program Goals and
For example, the alumni association in Lebanon (Leba-
Overview
JICA) holds a joint workshop every year that is also attended by
alumni association members in other Middle Eastern countries.
Each workshop focuses on a different theme, such as climate
change and water management. Workshop participants study
good practices and the latest information from Japan as well as
initiatives in countries represented at the workshop. These events
help upgrade the technological know-how of ex-participants
of JICA training and allow them to share their knowledge and
experiences. Furthermore, results of these workshops are used
to submit suggestions to Middle Eastern countries. Overall,
Concrete Initiatives
these workshops are an extremely valuable opportunity to hold
discussions that can lead to solutions for challenges that all
countries in this region need to resolve.
In February 2012, the theme of the joint workshop was
“Japanese industries in the Eyes of the Arabs.” There were
presentations by participants from five countries and regions.
In addition, participants heard a presentation about Japanese
industry by two Senior Volunteers currently assigned to Jordan.
Information about activities in the Middle East and Japan led
to lively discussions because of the importance of developing
Implementation System
industries in the Middle East.
Follow-up Cooperation helps to extend and enhance the
results of past cooperation projects over longer time periods,
thereby increasing the effectiveness and quality of Japan’s
international cooperation efforts.
Data and Information
A JICA alumni association joint workshop on “Japanese industry from an Arabian
perspective.” (Lebanon)
121
 Implementation System: Cooperation Modality

JICA’s Training and Dialogue

Programs—The Cornerstone of an Intellectual Platform
Accumulation and Circulation of Knowledge and
Experience
JICA’s Training Affairs and Citizen Participation Department
and the domestic offices have been managing and operating
JICA’s Training and Dialogue Programs, Citizen Participatory
Cooperation Programs, scholarship programs and collaboration
with local universities to support developing countries in resolving
their development issues by working closely with the overseas
offices, Regional Departments and Issues Departments* engaged
in the implementation of cooperation activities in developing
countries.
As in the diagram shown below, each domestic office has
been accumulating knowledge to address development issues.
It is based on JICA’s strengths in each region and its partnerships
with leading supporters for international cooperation in each
sector and implementing agencies in training. The domestic
offices have been working toward the realization of effective
and high quality cooperation in response to the various needs of
developing countries.
Domestic fields for cooperation activities are being
regarded as “a platform” for knowledge accumulation and
intellectual creation in resolving development issues. Field
experience acquired in developing countries and know-how in
cooperation effectiveness accumulated by leading players such
as JICA’s experts, volunteers and study team members in their
cooperation activities are all effective in domestic cooperation
activities through this platform. Furthermore, these experience
and know-how are integrated with the activities of cooperation
organizations and groups in each region, and drawn upon for the
further development of developing countries.
JICA’s Training and Dialogue Programs are “the platform”
that links cooperation activities in developing countries with
partners in Japan both effectively and organically. Eventually,
this “platform” plays a key function in circulating accumulated
knowledge and experience.
Following the Great East Japan Earthquake, there have been
calls for a unified approach to dealing with issues in Japan and
overseas. People want to seek ways to use knowledge and
experience gained from international cooperation activities to
help solving problems in Japan. There is also interest in ways
to utilize international cooperation activities for solving problems
in Japan. In fact, there is a close relationship between issues in
Japan and in other countries; hence, there have been increasing
numbers of examples recently where international cooperation
does not merely involve a one-way provision of aid, because
Japan also receives benefits from the cooperation.
To date, over 280,000 people have participated in JICA’s
Training and Dialogue Programs and the participants have
acquired much know-how and skills through the programs.
In addition, participants have met numerous Japanese people
during their stays in Japan, and returned home with a deeper
understanding and familiarity with Japan by learning Japanese
culture. JICA provides support to the JICA Alumni Association
and other groups formed voluntarily by the participants in their
respective countries. By expanding its human network, JICA
strives to further consolidate the know-how that participants

Accumulation and Circulation of Knowledge and Experience to Provide Assistance to Developing Countries

Developing country needs (on-site assistance)

Technical Cooperation ODA Loan Grant Aid

Headquarters Domestic offices Overseas offices

Intellectual platform (domestic field for cooperation activities)

Understand realities in
Provide knowledge and
Human resources development developing countries and
technology accumulated
(JICA’s Training and Dialogue Programs, etc.) Citizen participatory cooperation promote participation in
in Japan
international cooperation

Domestic offices

Domestic supporters for international cooperation

(Central and local government units, universities, NGOs, public interest corporations, private-sector enterprises, eminent persons, etc.)

Citizens
(Understanding and support for international cooperation)

122

JICA Hokkaido (Obihiro): A training course on environment-oriented agriculture by utilizing Obihiro’s characteristic as an agricultural production base (International Training and Dialogue:
Environment-oriented Agriculture for Increase of Food Production)
acquired in Japan, and to promote greater understanding of
Japan in developing countries.
JICA’s Training and Dialogue Programs contribute to solving
issues not only in developing countries but also in Japan.
Fostering Japan experts and Japanophiles is another important
benefit of the programs. Consequently, JICA takes the initiative
to identify these benefits and to apply them in the initial stage of
planning programs.
*JICA has five Issues Departments at Headquarters: Economic Infrastructure Department, Industrial
Development and Public Policy Department, Human Development Department, Global Environment
Department and Rural Development Department
Globally Unique Training Programs
The implementation methods for Technical Cooperation
can be divided into two categories; overseas cooperation by
dispatching experts from development sectors and volunteers
to developing countries; and domestic cooperation by inviting
participants from developing countries to Japan. JICA’s Training
and Dialogue Programs refers to a variety of training programs
under the domestic cooperation.
Implementation of training programs in Japan has significance
with regard to utilizing Japan’s development experience and
know-how, rather than sharing Japan’s advanced technologies
and skills. To learn and understand Japan’s “knowledge”, it
is often necessary to use on-site experience upon Japan’s
organizational know-how, and the backgrounds and
transitions underlying its social system. Moreover, a particular
characteristic of JICA’s Training and Dialogue Programs is to
provide an opportunity for participants to become aware of and
to reexamine the experience and the actual circumstance of
their own countries from outside by experiencing Japan. Hence,
JICA Tokyo: A training course on firefighting techniques by sharing Japan’s firefighting
and rescue activity skills that could be applied to developing countries. (Region Focused
Training and Dialogue: Training on Firefighting Command Techniques - Vietnam)
Special Feature
participants are able to tackle various development issues of
their home countries with a different perspective.
Program Goals and
Among the domestic training programs, Training and
Overview
Dialogue Programs” in which group training programs are
provided to participants from several developing countries,
give chances to participants to examine a variety of issues not
only from the perspectives of Japan and/or their own countries,
but also from a multifaceted viewpoint by exchanging opinions
among themselves. The program thus offers valuable insight and
discoveries to each participant.
JICA’s Training and Dialogue Programs are an essential
tool of Technical Cooperation by utilizing Japan’s unique
Concrete Initiatives
“knowledge” to promote human resource development and to
solve development issues in developing countries.
JICA hosts approximately 10,000 training program
participants every year in cooperation with its three branches
and nine International Centers across Japan. The majority of
the participants are affiliated with counterpart governments;
however, there has been an increase in NGO-affiliated participants
reflecting diversified needs of developing countries and capacity
expansion of Japan’s cooperation programs. Training programs
are undertaken in cooperation with universities, private sector
enterprises, public interest organizations, NGOs and other
Implementation System
organizations as well as the central and local governments.
Involvement with various domestic organizations makes possible
programs dealing with sophisticated but vast development
issues. JICA’s Training and Dialogue Programs are truly unique
in terms of scale and sphere of activities, and are an outstanding
characteristic of Japan’s international cooperation.
Effectiveness and Efficiency
Effective and efficient implementation of JICA’s Training and
Dialogue Programs based on the limited budget is a critical
issue. For instance, in the Training and Dialogue Programs where
Data and Information
common development issues are brought up as a course theme,
JICA tries to follow up aid implementation policies of counterpart
regions and countries, and to apply them to the curriculum and/
or contents of each program.
JICA is dedicated to constantly improving and reexamining
JICA’s Training and Dialogue Programs to be effective for
developing countries in an efficient way.
123
 Implementation System: Cooperation Modality

JICA-Net ─ ATranscends
New Form of International Cooperation That
the Restrictions of Time and Distance

JICA-Net is a distance Technical Cooperation modality
promoted by JICA. JICA-Net uses a wide range of information
and communication technologies, including those for providing
remote lectures and seminars, creating multimedia-based
learning materials, and using the website for information about
learning materials and their distribution. By transcending time
and distance restrictions, these activities improve the efficiency
and quality of JICA projects.
JICA-Net was launched in response to the Japanese
government initiative announced at the Kyushu-Okinawa
Summit in 2000. Since then the benefits provided by JICA-Net
have come to be widely recognized along with the growth in the
storage of content, including multimedia teaching materials and
distance lectures and seminars, and an expansion in overseas
videoconference network bases.
In fiscal 2011, videoconferencing was utilized approximately
6,200 times, with around 9,900 connection hours and over
66,000 participants in remote seminars and videoconferences.
At present, videoconference systems have been installed at 18
organizations in Japan, including JICA’s headquarters, and in 72
offices in 68 foreign countries. By using the networks of external
organizations, mutual use is also possible. For the World Bank’s
Global Development Learning Network (GDLN), in addition to
the mutual utilization of facilities, there are measures involving
content, such as the joint planning and implementation of remote
seminars and other events.
JICA-Net endeavors to disseminate remote technical
cooperation through the following methods.
knowledge and experience with persons in developing countries
and people engaged in JICA activities. The materials are used
mainly as learning materials for Technical Cooperation.
To date, approximately 250 types of multimedia teaching
materials have been developed. One example is “An Infrastructure
for Everyone – The Asia Highway”, which was produced in
fiscal 2011 to present information about the national highway
route 1 that links the capitals of Viet Nam and Cambodia.
The purpose is to explain the activities of Japan’s ODA in the
transportation sector. This sector is one of the most important of
the many development issues in developing countries because
highways, bridges and ports are key components of a country’s
infrastructure.
Sharing Digital Content Via JICA Website
JICA stores digital content, including syllabuses and materials
for distance lectures and seminars, as well multimedia-
based learning materials, on the JICA-Net website. This web
environment allows counterparts or partners of JICA activities
throughout the world to share and reuse this content. The website
also introduces practices in distance Technical Cooperation and
on the usage of JICA-Net to promote further use of it.
(JICA-Net URL: http://jica-net.jica.go.jp/en2/index.html)
Upgrading Counterpart Skills with Remote Training
A network that links Japan Centers in eight countries
Using JICA-Net allows performing remote training at Japan Centers
in eight countries. JICA-Net provides several benefits: (1) facilitating

Remote Lectures and Seminars cooperation over a large area, (2) implementing speedy cooperation, and

As a means of enhancing the efficiency and effectiveness (3) cutting cost involving time and the movement of people.

of activities, JICA has held remote lectures and seminars via

a videoconference system in such situations when it’s difficult
to dispatch Japanese experts or when JICA needed to hold a
regional workshop for multiple countries simultaneously. In the
Japan Center Project, for instance, we used videoconferencing
to hold training for partner country counterparts on a regular
basis. All counterparts need to upgrade their skills in the same
areas, such as learning how to operate these centers and
studying Japanese culture. Remote training for a single subject
gives more counterparts the opportunity to participate. Another
advantage is the creation of opportunities for collaborative
learning that exposes participants to new viewpoints from other
countries (See chart below).

Creating Multimedia Teaching Materials

Multimedia-based learning materials incorporate a variety of
media, including video, photographs and text that are recorded
on CD-ROMs or DVD. These materials are created to digitize
knowledge related to JICA projects and to share this JICA

124
 Implementation System: Cooperation Modality

Japan Centers ─ Business Professional Development in

Countries Transitioning to a Market Economy

Centers Established in Eight Countries from 2000
The Japan Centers for Human Resources Development
(“Japan Centers”) were established as bases for business
professional development in countries transitioning to a market
economy, mainly in the nations in the Indochina region and
Central Asia. The first Japan Centers were established in Viet
Nam (Hanoi and Ho Chi Minh City) and Laos in September 2000,
and this network was subsequently expanded with the opening
of additional centers in Kazakhstan, Uzbekistan, Mongolia, the
Kyrgyz Republic, Cambodia and Ukraine. Presently there are a
Special Feature
have been conducting many activities that are creating
networks of local business professionals.
Collaboration with Japanese Companies and Other
Organizations
Japan Centers are often located in countries like Vietnam
and Cambodia where many Japanese companies have business
operations. By using the Business Program know-how and
networks acquired over many years of activities, Japan Centers
are conducting activities for assisting Japanese companies and

Program Goals and

total of nine centers in operation in eight countries. (Note: collaborating with these companies.

Although the projects in Ukraine and Kazakhstan have ended,
the Japan Centers will continue to be operated by these
countries.)
Supporting the Development of Business Professionals
Under the Business Programs provided primarily by the
Japan Centers, training has been conducted for over 88,000
people to date, making a significant contribution to the
development of business professionals. Primarily targeting
Overview
An increasing number of Japanese companies are sending
their local employees to attend the Business Programs of Japan
Centers. Companies want these people to study the culture and
customs of Japanese business activities and gain a basic
knowledge of Japanese-style management and business
practices.
Studying the Japanese language and culture also helps
facilitate sound communications within a company. Many Japan
Centers offer Japanese language classes in conjunction with

proprietors of small and medium-sized businesses, managers,
as well as entrepreneurs, the program provides practical
training covering business management and skills, including
Japanese-style management, as well as on-site diagnostics
and consultation and other skills. This program has earned high
acclaim from local companies and business communities.
Some people who have completed this training have become
executives who achieved significant growth of a business and
others have become entrepreneurs who used the training to
create business plans for launching new businesses. In recent
years, alumni and other associations organized in some
Concrete Initiatives
the Japan Foundation. In recent years, there has been an
increase in demand among Japanese companies to hire people
who understand Japanese and to give workers enough
knowledge of the Japanese language to improve their job
performance. In response, some Japan Centers conduct courses
for local employees that are customized to meet these needs.
JICA is also providing cooperation with the goal of making
Japan Centers well utilized by Japanese companies as well as
universities, other companies, NGOs, government agencies,
local governments and other organizations and enabling Japan
Centers to serve as platforms for cooperation and interaction

Implementation System
countries by graduates of Japan Center business programs between Japan and partner countries.

Case Study Vietnam-Japan Human Resource Cooperation Center

Keieijuku (A Management School) to Train the Future Business Leaders in Vietnam Industry
The Keieijuku (Management School) is one course about Japanese-style management between Vietnam and Japan. In addition,
of the Business Programs of the Japan Center and monozukuri (manufacturing), the there are expectations for members of the
in Vietnam. Started in 2009, the school holds Keieijuku aims to provide participants with Keieijuku Club, who have a good
a program for about 20 young company knowledge that will allow them to become the understanding of how Japanese companies
owners and other businesspeople in Vietnam. future business leaders in Vietnam industry. are managed, to become business partners
Data and Information

Classes are held for one week every month
over a 10-month period. Students study
management strategy, marketing strategy,
production management, human resource
development and other subjects. In addition
to the lectures, the Keieijuku includes a
practical program that includes group
research and discussions, presentations, and
other activities. By providing a structured
Keieijuku Club consisting mainly of for Japanese companies in Vietnam.
graduates of the program has been
established to create a network for
communications among these people. The
club has relationships with economic
associations in Japan, participates in business
discussions with Japanese companies in
Vietnam, and takes part in other activities The opening ceremony for the third class of the
aimed at promoting business network Keieijuku

125
 Implementation System: Cooperation Modality
Volunteer Programs ─ “Work to Change the World, and Yourself”
International Cooperation Led by Citizens
JICA’s volunteer programs support activities by citizens who
wish to cooperate in the economic and social development as
well as the reconstruction of developing countries.
The volunteer programs are widely recognized as
representative programs of Japan’s international cooperation
and are highly praised by partner countries. Furthermore, upon
their return to Japan, the volunteers, having developed a global
perspective, are expected to be a valuable presence in Japanese
society.
Japan Overseas Cooperation Volunteers (JOCVs)
In principle, JOCVs are assigned to developing countries for
a period of two years. As summarized by the phrase “together
with the local community,” JOCVs live and work together with
the communities in the country to which they were sent, speak
the same language of the community and carry out activities
with an emphasis on raising self-reliant efforts while fostering
mutual understanding.
Recruitment campaigns target people between the ages
of 20 and 39, with the areas of cooperation spanning eight
sectors and a diverse range of about 120 sub-sectors, including
agriculture, forestry and fisheries, fabrication, repair operations,
civil engineering, sanitation, education and culture, sports as
well as planning and administration. In fiscal 2011, a total of
1,046 people were sent overseas, with a cumulative total of
36,951 people dispatched to 88 countries since the program
was inaugurated in 1965.
Senior Volunteers
Recruitment targets people between the ages of 40 and
69. In recent years, there has been an increase in applicants
from retirees seeking to spend their “second life” in a more
A JOCV (fabricator of artificial limbs) who has been assigned to an NGO in the Republic
of Malawi explains to coworkers how to make limbs that place the smallest possible
burden on the recipients. (Photo by Koji Sato)
126
meaningful way. In recent years, there has been an increase in
applicants from retirees seeking to spend their “second life” in a
meaningful way.
Areas of cooperation span nine different sectors, including
agriculture, forestry and fisheries, energy, health and medical
care, and human resources (education, culture, sports, etc.). In
fiscal 2011, 246 people were sent overseas. To date, a total of
4,874 people have been dispatched to 68 countries.
Youth and Senior Volunteers for Nikkei (Japanese Descendant)
Communities, too, are dispatched to contribute to the development
of Nikkei communities in Latin America [ See page 134].
Support for Returned Volunteers
There are high expectations for returned volunteers, as human
resources who welcome diverse cultures and societies, who are
open to dialogue, and who take action in a variety of settings,
including community, government, educational and corporate
activities in Japan. Based on information that was confirmed as
of April 1, 2012, the number of local government authorities and
boards of education that have special employment quotas for
returned volunteers has increased to 50 (24 boards of education
and 26 local government authorities).
Hence, JICA has support systems in place to allow volunteers
to make use of their experiences in their assigned countries
upon their return to Japanese society. Moreover, many returned
volunteers take initiatives to address various issues faced by
Japanese society, including the implementation of child-rearing
support and the revitalization of Japanese communities. JICA
will be publicizing its volunteer programs as programs which not
only contribute to the development of developing countries but
as programs that also serve to “energize Japan.”
A Senior Volunteer for road maintenance and management was sent to Bhutan, where
expanding the infrastructure is the highest priority. A rush highway construction project
is under construction that will create a link to Thimphu, the capital of Bhutan. (Photo
by Kazuyoshi Nomachi)
JICA and Fostering People with Global Skills at Private-sector Companies

Special Feature
The operations of companies are becoming increasingly global. Examples include the start of business activities in emerging
countries and the growing interest in base of the pyramid (BOP) businesses in developing countries. The result is an urgent need
to secure employees who have a global perspective and other necessary skills. To help meet this need, the Secretariat of Japan
Overseas Cooperation Volunteers is strengthening its relationships with private-sector companies by using a number of new initiatives.
One is the establishment of a website with information about examples of joint projects by companies and JOCVs. The theme of the
website is seeking possibilities to conduct CSR and BOP businesses by utilizing JOCVs. Other initiatives include project information
meetings for companies and a symposium on the theme of challenges for developing the capacity of people with global skills that
companies require. The following section explains how Suntory Holdings Limited used JOCV assignments for its employees to give
them the skills to do their jobs on a global scale.

Program Goals and

Mr. Hiroyuki Ito
Manager, Career Development Division, Suntory Holdings Limited

Overview
(Interviewed February 2012)

Using JOCV to Give Employees Global
Skills
Training employees so they can do
their jobs anywhere in the world is vital to
starting business operations in emerging
countries and developing countries. We
do this. If we send someone to a country
where we don’t operate, we may not be
able to deal with a problem if something
happens. Then I heard about the JOCV
program where JICA and companies
collaborate to foster the development
of people with a global perspective
person can utilize the ability to speak
the Vietnamese language. Knowledge
acquired as a JOCV will make this
individual a strong candidate for working
at a Suntory office in Southeast Asia.
JICA as a Business Partner

want to create a workforce of people
who have global business skills and
specialized expertise. These employees
must also be able to communicate well
with others anywhere in the world and
do their jobs while adjusting to life in a
different culture. To give our employees
these capabilities, we decided to send
people to participate in JOCV as a new
means of training. I want our employees
and skills. JICA has much experience
in sending people to foreign countries
and ensuring their health and safety.
I decided to take part in this program
because I believed that I could entrust
our employees to JICA with confidence.
It was just what I needed.
One employee of ours will be
dispatched to Hoi An City, Viet Nam, as
a JOCV for environmental educational
Concrete Initiatives
For this assignment, we worked with
JICA to decide on what our employee
would do as a JOCV. Working together
allowed us to create an ideal program
that meets the demands of Viet Nam
while also matching our CSR vision and
employee training objectives. When
we assign employees to our overseas
offices, there are big differences in their

to use this experience to acquire the
skills in languages, accepting other
cultures and communications that are
essential to doing business on a global
scale.
No Concerns about Sending
Employees to Countries Where We
Have No Presence
When we thought about our human
programs in Viet Nam. This individual’s
primary roles will be to train companies’
employees about the importance of
protecting the environment and explain
the environmental programs of Suntory.
We selected a very enthusiastic 28-year-
old employee to participate in JOCV
program. This individual is currently
studying the activities of our Eco
Strategy Department and making other
preparations for going to Viet Nam.
Implementation System
experiences and how they interact with
others in those locations. This is why I
am looking forward very much to seeing
how our JOCV grows and develops after
this experience.
I have high expectations for JICA as
a business partner of ours. Companies
can use JICA as a way to foster their
employees’ global skills and JICA gains
a source of JOCVs who can utilize their
experience at a company. This is an
Data and Information

resources development program
overseas, we decided to send our
employees to overseas locations that
include countries where we have no
presence. This decision is based on
our recognition of the need for up-
front investments in human resources.
However, we could not determine how to
As a JOCV, I hope this individual
acquires the basic knowledge to become
a global businessperson, the ability to
organize others to achieve goals, and
other skills. After returning to Japan,
I want this person to make use of the
skills gained in Viet Nam in our business
operations. For example, I hope this
ideal win-win relationship. Making
JICA’s activities part of our training
program will make us stronger as a
global organization. At the same time,
I hope to use the JOCV program to
reinforce Japan’s stature as a member
of the global community.

127
 Implementation System: Cooperation Modality
Citizen Participatory Cooperation
—Making International Cooperation Part of the Japanese Culture
Citizen participation in international cooperation takes a
variety of forms, including participation in activities of NGOs and
other civic groups as well as JICA’s volunteer programs and
ODA projects, such as Technical Cooperation. Among them, JICA
refers to activities based on the initiative of civic groups or the
volunteer spirit of individuals as Citizen’s Participatory
Cooperation activities for promoting peoples’ understanding of
international cooperation and supports a variety of initiatives of
stakeholders.
International cooperation by citizens is significant for several
reasons. It diversifies approaches for responding to the issues
in developing countries. It also makes more people in Japan
aware of the circumstances of developing countries, familiar
with ODA, and engaged in international cooperation activities.
This framework, Citizen Participatory Cooperation, also
revitalizes Japanese communities, advances internationalization
and, moreover, may make international cooperation “a part of
Japanese culture”.
A distinct feature of Citizen Participatory Cooperation activi-
ties may be their emphasis on the will and initiatives of highly
motivated individuals and groups as well as the opportunity for
all people to participate. Please see page 126 for more details
on Volunteer Programs and Partnerships with NGOs and other
grass-roots organizations [ page 130], regarding the JICA Part-
nership Program and support programs for NGOs.
Using Japan’s Domestic Offices as International
Hubs
JICA has 17 domestic offices that undertake activities
focused on promoting understanding of international
cooperation and providing people in the respective regions with
opportunities for participation in various related programs
throughout Japan. Additionally, JICA’s international cooperation
promotion officers at International Association offices at local
government entities act as liaisons linking JICA with local
communities, hold events or seminars, and also are available
for consultation on the series of international cooperation
programs.
At the JICA Global Plaza in Hiroo, Tokyo and the Nagoya
Global Plaza in Nagoya City, Aichi Prefecture, people with
abundant experience on international cooperation and global-
scale issues serve as “Global Concierges” and lead visitors to
exhibitions that encourage “seeing,” “listening” “touching” and
“thinking”. Through these exhibitions, visitors can virtually
experience various conditions in developing countries and
become aware of global-scale issues faced by people in those
regions of the world. Both Global Plazas feature on-site cafés
that sell fair trade commodities and allow visitors to enjoy
ethnic cuisines. In addition, plazas make available spaces
128
holding seminars and meetings for citizen-led international
cooperation activities as well as presentations on the outcomes
of such activities.
Efforts to Promote Understanding about
International Cooperation
—Programs for Supporting Development
Educations
JICA supports development education programs at
educational forums in partnership with NGOs and schools with
the aim of deepening the understanding of issues in developing
countries and enhancing knowledge of international
cooperation activities, including civic activities.
JICA’s programs include the International Cooperation
Lectures Service (held approximately 2,000 times per year).
This program dispatches ex-Japan Overseas Cooperation
Volunteers (JOCV), ex-Senior Volunteers, Experts, JICA’s Staff,
and others to school classes mainly as instructors to support
development education and international understanding
education.
International Cooperation Lectures Service by an ex-JOCV volunteer
Another program is the Essay Contest on International
Cooperation for Junior and Senior High School Students
(approximately 73,000 applicants per year in total), which is an
essay competition on international cooperation. JICA also holds
a Global Education Contest for photographs, videos, and reports
that contribute to global education in various opportunities.
International Cooperation Reporter Program dispatches civilians
to observe Japan’s ODA project sites in developing countries.
The participants, after visiting the sites, are obligated to report
what they studied by using various opportunities in Japan. “The
Study Tour Program for Teachers dispatches teachers interested
in development educa tion to schools and educa tion
development project sites in developing countries, and the
particiopants are obligated to conduct lectures incorporating
what they studied at the sites in their class after their return to
Japan. JICA also creates educational materials for development
education, international understanding.
These Citizen Participatory Cooperation activities are
JICA Global Plaza features a Virtual Global Experience Area,
where displays facilitate citizens’ understanding of global
issues and international cooperation. The plaza is staffed with
Global Concierges who can provide clear explanations on the
contents of the exhibitions to visitors.

implemented in cooperation with NGOs, local government
entities, etc., which focus on linkages with communities. JICA is
strengthening its activities so that international cooperation will
come to be regarded by Japanese citizens as familiar and
accessible activities, as well as an outstanding characteristic of
Japanese culture.
JICA Essay Contest on International Cooperation
for Junior and Senior High School Students
JICA implements an essay contest on international
Special Feature
The Junior Global Concierge Program for College Students is
a hands-on program for Japanese university students to
examine their involvement in international cooperation, through
their work as supporting staff for Global Concierges, exchanges
with international cooperation practitioners beginning with JICA
staff, and planning/implementation of workshops on global
issues or international cooperation.

Program Goals and

cooperation targeting junior high and senior high school

Overview
students in Japan who will be responsible for the next
generation. The aim of the contest is to deepen students’
understanding of the situation in developing countries and the
need for international cooperation, and to examine what Japan
should do as a member of the international community as well
as what each and every individual should do for sustainable
development.
The following is an excerpt of the winning essay from the
2011 contest for junior high school students:
“I think it is no wonder that countries help and cooperate

Concrete Initiatives
The Junior Global Concierge Program for College Students offers experience to learn
more about global issues and international cooperation.
with each other. However, no country can live in a big family,
namely the “world”, without this mindset. If we are a certain
family, we do our best to support the family member when his/
her country is in trouble, disregarding one’s own intersts. I
believe that this is an indispensable attitude for all of our global
family to be happy.”

Implementation System

Winners of 2011 Essay Contest on International Cooperation for Junior and Senior High
School Students
Data and Information

Junior Global Concierge Program for College

Students
At JICA Global Plaza (Hiroo), the Junior Global Concierge
Program for College Students is offered for Japanese university
students who are interested in international cooperation, have
overseas experience or take some action for global issues, etc.,
during their spring and summer holidays.

129
 Implementation System: Cooperation Modality
Partnerships with NGOs and Other
Organizations of International Cooperation
—
Collaboration with Diverse Actors
As development issues have become more complicated,
there is a greater need for Japanese overseas cooperation to
mobilize people, knowledge, and expertise, based on the
concept of human security, in order to cope with diverse themes
such as the MDGs.
Reflecting this drive to engage more with key actors of
d e v e l o p m e n t , c o l l a b o r a t i o n w i t h n o n - g o v e r nmental
organizations (NGOs), universities, and local governments has
become important for implementing effective ODA in areas
such as education, health, and environment improvement,
community development, peacebuilding, and reconstruction.
JICA has been strengthening its engagement with these actors
of civil society in a variety of forms, namely through dialogues,
partnerships, and support programs.
JICA Partnership Program (JPP)
Joint Implementation of Overseas Development Projects
JICA implements JPP projects jointly with Japanese
organizations that are ardent about implementing international
cooperation projects, including NGOs, universities, local
government entities and public-interest corporations. JPP is
based on proposals from these experienced organizations,
which helps benefit the local people in developing countries.
JPP projects are unique as they directly contribute to improving
the lifestyles and livelihoods of the people by carrying out
detailed activities at the grassroots level. In fiscal 2011, JICA
implemented 219 JPP projects in 48 countries. JPP projects
consist of three schemes: Partner type, in which organizations
with a certain level of experience in developing countries utilize
their experience and skills; Support type, in which projects are
carried out by organizations with less experience in developing
countries; and Local government type, in which local
government entities play a central role and utilize their know-
how accumulated in their localities.
A study of conditions at the beverage can recycling facility in the Vava’u Islands of Tonga
(Tonga Great Vava’u and Okinawa Mottainai Movement Project, a local government type
project backed by the Naha City/Okinawa Citizens’ Recycling Movement)
130
NGO-JICA Japan Desk
Supporting Activities of Japanese NGOs
JICA has “NGO-JICA Japan Desks” in 21 countries to support
the activities of Japanese NGOs operating in developing
countries. These desks offer consultation and information on
various aspects, for example, on local laws, local systems, the
social situation and the state of local NGO activities, which are
also helpful for NGOs in implementing JPP projects.
Support for Capacity Building
Strengthening Human Resources and Organization for
Better International Cooperation
To support international cooperation activities by NGOs and
citizen groups, JICA provides a variety of support programs.
These include Project Cycle Management (PCM) method
training; training for organizational strengthening through
human resource development; and dispatching of advisors with
special expertise. In fiscal 2011, 378 persons participated in the
training courses and advisors were dispatched to 28
organizations and 4 overseas projects.
NGO-JICA Dialogue Meeting
Promoting Equal Partnerships
JICA emphasizes the importance of dialogue between NGOs
for ensuring deeper mutual understanding and promoting
excellent collaboration. Through its headquarters, overseas
offices and domestic offices, JICA exchanges opinions and
information with NGOs on regional and sectoral issues. Also,
JICA holds a quarterly dialogue meeting with NGOs, where both
sides discuss the effective cooperation and promotion of equal
partnerships.
JICA Donation Fund for the People of the World
International Cooperation through Donations
The JICA Donation Fund for the People of the World
encourages citizens, corporations and groups to participate in
international cooperation. The donations are used to support
Japanese civil society groups’ activities aiming to alleviate
poverty, improve healthcare, education, and environment of
developing countries. In fiscal 2011, the fund supported 7
projects.
 Case Study JICA Partnership Program (JPP)

Growth for Forests and People – Establishing Community

Forests by Using Deep and Long-term Ties with Regions

Special Feature
Partner Type Project
Lasta Woreda Community-based Rural Development Project – A Trial for Using
Participation of the Public for a Sustainable Forestry Business
Futaro Fund for Forest (F.F.F.)

There has been a steady deterioration in seedlings and to secure the land for forests.
living conditions in the area around the Ethiopian But on top of that, managing the trees after
city of Lalibela, which is known for churches planting the seedlings was the biggest problem
carved out of a single block of stone, a World of all. The village decided to keep the livestock

Program Goals and

Heritage Site. The cause is the loss of forests in out of the areas where seedlings were planted.
mountainous areas and the improper disposal However, animals entered some of these areas

of trash. This project aims to improve the
situation through planting vegetation by using
compost and fertilizer produced by local resident
groups from organic garbage, and to properly
manage forests and rangeland and moreover to
establish a sustainable system for growing and
harvesting trees through activities centered on
environmental education for children.
NGO Staff
and destroyed many of the seedlings that were
planted.. I realized that all of our efforts would
be worthless without the cooperation of the local
residents. This is why we are now focusing on
two themes. First is to foster the development
of leaders who can oversee self-management
activities by residents themselves. Second is
to build sustainable management systems that
incorporate revenue from sales of grass for
feeding animals.
Fiscal 2011 began with a number of
Overview
Human resources development by holding
environmental education classes for elementary
school students
were very concerned, but after being informed
that the office and staff in Japan were all safe,
Ethiopian people became even more dedicated
to achieving the goals. I believe that everyone
here has become even more supportive of our
activities.
I want to express my gratitude to everyone

Project Coordinator
Kenji Fujimura
This project started in 2009, and aims to
plant more than 1.5 million seedlings in three
years. Hard work was required to grow the
unforeseen difficulties. In particular, the
March 2011 earthquake in Japan cut off
communications with the head office in Soma,
Fukushima prefecture. All the staff and the
local people who were involved in this project
Concrete Initiatives
who helped support our activities even though
they were dealing with the aftermath of the Great
East Japan Earthquake.

Training Teachers Who Can Be Accepted by Children with Disabilities

Support Type Project

Implementation System
The Project for Establishment of Training System on Inclusive
Education in Dong Nai Province
Asia Rainbow

There are about 920,000 children with
disabilities in Viet Nam. Only about 25% of
these children have the opportunity to attend
a school. The Government of Viet Nam has
established an education policy that includes
“inclusive education” for enabling children with
disabilities to attend ordinary public schools.
However, many teachers have not received
training in the field of disabled children. As a
classes and provide them with better education.
The goal is to establish a training system by
the time the project is completed. The system
will enable training key teachers for inclusive
education and conducting continuous disabled
child education training in Dong Nai Province.
In 2012, there are 746 disabled children in the
province who are attending a public elementary
school near their homes and all of their teachers
Classes using portable blackboards and sign
language for children with visual and hearing
disabilities
have a relatively large number of children
in one class. Many people were suspicious
about achieving this inclusive education with
no teachers to give individual support to the
Data and Information

result, school teachers tend to have difficulty
in giving adequate instruction and support to
these children.
This project provides support to instructors
for inclusive education in Dong Nai Province, an
area that has many children with disabilities and
was severely impacted by the use of defoliants.
Lessons for elementary school teachers show
how to make children with disabilities part of
will undergo inclusive education training.
NGO Staff
Project Manager
Yumiko Baba
There were big obstacles to our inclusive
education support project in Viet Nam. Schools
in this country use a unified curriculum and
students. And also the teachers in Viet Nam
were extremely busy, making the preparation
of the individualized support and teaching plans
necessary for inclusive education seem very
difficult to attain. A constant process of trial and
error took place before the project began. One
year has passed since the project commenced
and we are overcoming various obstacles one
by one with outstanding teamwork.

131
 Implementation System: Cooperation Modality
Public-Private Partnerships—New Partnerships that
Support Economic Growth
The demand for social and infrastructure development in
developing countries is enormous, and it is difficult to respond
to this demand with ODA alone. Private sector funding now
accounts for a large proportion of the funds entering developing
countries from advanced nations. Under such circumstances,
there are hopes for even more effective development support
through collaboration with private-sector activities.
Recently, corporations have been more actively expanding
their trade and investment in developing countries and are
focusing their attention on new activities, including public-
private partnership (PPP) infrastructure projects, BOP
businesses, and CSR activities. These efforts have allowed
private sector businesses in developing countries to produce
benefits from development projects, including creating
employment opportunities, cultivating human resources, and
improving technologies. In addition, the technologies and
business ideas of Japan’s many small and medium-sized
enterprises (SME) with outstanding technologies are making a
big contribution to solving problems in developing countries.
Nevertheless, there remain many barriers hindering
corporations from carrying out these activities on their own. For
example, corporate activities in developing countries require a
developed business and investment environment in terms of
both institutional and hard infrastructure aspects, including
well-established legal structures, human resource development,
and peripheral infrastructure development. Accordingly, there
are areas where it is difficult for the private sector to carry out
activities by themselves, creating room for collaboration with
ODA.
In light of these circumstances, it would be ideal for both
developing countries and Japan if ODA and private-sector
activities led to constructing productive partnerships,
intensifying the effects of development in developing countries,
and accelerating the pace of growth.
JICA will advance collaboration with the private sector
through the provision of a variety of schemes as described
below.
Preparatory Survey for PPP Infrastructure Projects
Public-Private Partnerships to Address Infrastructure
Projects in Developing Countries
There is a growing trend in developing countries toward
incorporating the expertise of the private sector into
infrastructure projects that have traditionally been carried out
as public projects. Based on a proper division of roles and risks
between the public and private sectors, PPPs are implemented
in order to engender greater benefits and efficiency in these
projects. This has led to the realization of a public-private
collaboration mechanism to address development issues in
developing countries. JICA is working to form PPP infrastructure
132
projects by providing assistance for preparatory surveys.
In PPP infrastructure projects, it is important to perform
surveys as a collaborative effort between the public and private
sectors from the initial planning stage based on the awareness
of the various related parties, including project owners and
sponsors. For this reason, JICA began the Preparatory Survey
for PPP Infrastructure projects, a scheme for formulating project
plans based on proposals from the private sector. Proposals for
PPP infrastructure business plans are widely solicited from
private corporations. JICA entrusts the organization that
submitted the selected proposal with conducting a preparatory
survey as a feasibility study for project formulation.
During fiscal 2011, two calls for proposals were made and
16 proposals were selected.
Preparatory Surveys for BOP Business Promotion
A New Approach for Supporting Developing Countries
that Uses Corporate Business Principles
Base of the pyramid (BOP) business is also referred to as
“inclusive business,” and is attracting attention as a new
approach to resolve issues in developing countries with
business initiatives.. Aid agencies of various countries and
international organizations have been actively promoting
partnerships with BOP businesses.
One of the keys to the success of BOP business lies in the
establishment of business models by gathering and analyzing
of information on the actual needs of the BOP. However, the lack
of such information is one of the major barriers for their entry to
the BOP business market. For this reason, JICA has started a
scheme called Preparatory Survey for BOP Business Promotion,
in which JICA adopts proposals on BOP business from private
Case Study Bangladesh – Establishment
of Green Mung Bean Growing
System
Yukiguni Maitake Co., Ltd. aims to expand the number of
countries for the procurement of green mung beans, which are
used to produce bean sprouts. As one of the locations for green
mung bean production, the company has chosen Bangladesh as a
promising country, and aims to establish a production system by
the provision of know-how for growing green mung beans and
utilizing the initiatives of BOP. In the survey, the company aims to
establish a business plan while conducting a pilot growing project
to determine methods for organizing farmers for the large-scale
production of green mung beans as well as for assisting farmers
and supervising the bean growing and storing operations. In the
business, the processing of green mung beans (removal of foreign
objects and insects) and sales operations are expected to create
jobs for women. Furthermore, earnings from this business are
expected to be returned to communities growing green mung
beans by the Grameen Group as a social business.
companies. In fiscal 2011, two public calls for proposals were
made and 32 projects were selected in total.
Small and Medium-Sized Enterprise Partnership
Promotion Survey
To strengthen its partnership with Japanese small and
medium-sized companies whose activities contribute to solving
development problems in developing countries, JICA has
introduced a Small and Medium-Sized Enterprise Partnership
Promotion Survey (F/S Assistance) on a trial basis to assist such
companies that wish to formulate new projects overseas, and
has selected 11 proposals.
A public call was made to solicit proposals from small and
medium-sized companies and other entities aiming to directly
expand into developing countries, and the entities that
submitted selected proposals conclude a contract with JICA to
do the survey. JICA will bear up to 10 million yen in survey
expenses. The recent advertisement resulted in 56 proposals
from 101 companies and organizations (total of 115 entities)
from 19 prefectures, demonstrating an extremely high level of
interest. JICA evaluated and selected proposals from various
perspectives including the effects the projects would have on
solving development problems in the developing country, their
feasibility as a project, etc.
Private Sector Investment Finance
Support for Development Projects by Private Enterprises
in Developing Countries
Of the Loan Aid provided by JICA, Private Sector Investment
Finance (PSIF), a scheme supporting development projects by
private enterprises, is another pillar of economic cooperation
along with ODA Loans. Various businesses by private
enterprises in developing countries stimulate the economies
and create employment in those countries, thereby generating
development impact such as improvements in people’s living
standard. At the same time, these businesses contribute to
acquisition of foreign currency and technology transfers.
Nevertheless, due to factors such as high risks associated with
businesses in developing countries, it is difficult for these
businesses to find financial sources from commercial financial
institutions in many cases.
Due to these circumstances, PSIF supports these businesses
of private enterprises in developing countries through the
provision of loans and equity. These operations resumed in
March 2011 based on the New Growth Strategy released in
2010 and other policies of the Government of Japan. PSIF
targets three sectors: achieving MDGs and poverty reduction;
infrastructure development and boosting economic growth; and
mitigation of global warming. Specifically, PSIF is expected to
support infrastructure projects, BOP businesses, microfinance
projects and other social development projects.
In fiscal 2011, a Loan Agreement and Investment
Agreements were signed for the Viet Nam Industrial Human
Resources Development Project and the Pakistan Microfinance
Project, respectively.
Case Study Industrial Human Resources
Development Project
in Viet Nam
Special Feature
JICA signed a loan agreement with the Asia Commercial Joint
Stock Bank (ACB), one of the largest commercial banks in Viet
Nam, for the Industrial Human Resources Development Project.
In this project, JICA provides a loan to Esuhai Co., Ltd. (Esuhai),
a Vietnamese company, through the PSIF scheme for the
construction of a school building in order to assist its business
expansion with the aim of developing competent industrial human
resources in Viet Nam. For conducting the project, JICA provides a
loan to Esuhai through ACB.
It is pointed out that sufficient education and training for human
resources in industrial sectors are urgent issues for ensuring
sustainable development in Viet Nam. Currently, technical trainees
Program Goals and
are dispatched from Viet Nam to Japan and receive practical
training in small and medium enterprises under the Technical
Overview
Intern Training Program of Japan with the objectives of skill/
technology transfers. It is expected that, after returning to Viet
Nam, they will form a basis of economic development in Viet Nam.
Japanese language and job training before going to Japan are
required to ensure that trainees fully acquire skills during their stay
in Japan. Such language education and training provided by Esuhai
is highly valued by Japanese companies accepting those trainees.
This support of JICA is expected to further enlarge such activities
by Esuhai, thereby increasing the quantity and quality of industrial
workers with knowledge about foreign technologies and business
operations. Furthermore, it will contribute to the further expansion
Concrete Initiatives
of direct investment of foreign companies including Japanese
companies in Viet Nam.
Other Partnerships
Beside the aforementioned schemes, JICA is cooperating
with private sectors through Public-Private Partnership trainings
and other programs.
Case Study Alliance with Terumo for
Implementation System
First Public-Private Sector
Joint Training
JICA and Terumo Corporation are working together in a project
aimed at reducing the number of deaths in Mexico caused by
ischemic heart disease. Physicians from national hospitals in
Mexico were brought to Japan to study a treatment method in
which catheters are inserted in the wrist, which reduces the
burden placed on the body. Training was performed with the
cooperation of the Shonan Kamakura General Hospital Iryohogin
(Medical Corporation) Okinawa Tokushukai. Providing this training
is expected to lower the number of ischemic heart disease deaths
in Mexico as well as contribute to Japan’s new growth strategy of
Data and Information
“international health care exchanges.” In addition, this is an
excellent opportunity to make Japan’s catheter technology
available to other countries.
133
 Implementation System: Cooperation Modality
Support for Japanese Emigrants and
Their Descendants Development and Elderly Welfare
—
Focusing on Human Resource
Evolving Issues and Challenges Weighing on Nikkei
Communities and Japanese Emigrants
There are currently more than 2.9 million Japanese emigrants
and their descendants (Nikkei) living around the world, with the
majority living in North, Central and South America. Japanese
emigrants and Nikkei communities make important contributions
in many fields in each country, including politics, business,
education and culture. Their presence plays a key role as an
intermediary between Japan and the countries where Nikkei
reside.
JICA assists the Japanese emigrants who have settled in
Central and South America in line with the Japanese emigration
policy since the end of World War II. JICA has focused on helping
emigrants settle into their adopted countries through programs
including emigrant loans (for the purchase of land and assisting
farming operations), settlement area programs (land development
and subdivision) and infrastructure development programs
(agricultural production, community facilities, medical care,
hygiene and education).
The characteristics of Japanese emigrants have changed
along with the maturing and the generational transition of Nikkei
communities. The first generation of emigrants is aging, and
many Nikkei communities are encountering a situation where the
working age population relinquishes the community as migrant
workers, increasing social and economic vulnerability. Such
communities also face issues involving the loss of their Nikkei
identity, which is emanated from a shared heritage, history and
upbringing. At the same time, Nikkei communities in Japan
confront serious social security-related problems, including
non-participation in pension programs. These communities in
Japan also face educational issues such as truancy among Nikkei
children due to a lack of Japanese language proficiency.
Main JICA Programs and Activities for Japanese Emigrants
and Nikkei
To support the Japanese emigrants and Nikkei confronting
these issues, JICA undertakes the following activities and
programs.
1. Knowledge Dissemination
The Japanese Overseas Migration Museum, which opened in
Yokohama in 2002, aims to disseminate the history of Japanese
emigration to the public in general, especially for the younger
generations who are prospective leaders of Japan and their
respective countries. It also provides opportunities to become
acquainted or re-engaged with the emigrants and Nikkei. The
museum consists of permanent exhibits and special exhibitions
featuring the overseas migration history and the present situation
of Nikkei communities. The museum also provides information
on its website.
2. Support for Emigrants Abroad
1) Medical Care and Hygiene
JICA assists in the management of five Nikkei clinics at
colonial settlements in Paraguay, Bolivia and Brazil. JICA also
supports travelling clinics for the colonial settlements in Brazil.
Furthermore, JICA assists programs involving health insurance,
nursing care, medical examinations and day care services with a
high demand for elderly welfare and medical services in countries
134
such as the Dominican Republic, Brazil and Bolivia.
2) Education and Culture
To enhance Japanese-language heritage education among
Nikkei communities, JICA assists joint training sessions for local
Nikkei Japanese-language teachers, the purchase of teaching
materials, third-country training for local Japanese-language
teachers and research on Japanese-language heritage education
that is conducted by the Brasil Japanese Center in São Paulo,
Brazil. Furthermore, 23 teachers participated in the Pan-American
Joint Training Program for Japanese-language teachers (third-
country training) held in São Paulo in fiscal 2011.
3) Upgrading Facilities and Equipment
In fiscal 2011, JICA provided funds for elderly welfare service
facilities and equipment in Argentina and a basic study concerning
regional development programs in Paraguay.
3. Educational Initiatives for the Children of Emigrants
1) Educational Programs for Students of Japanese-Language
Schools (reorganized as Education Program for Next
Generation Nikkei in 2012)
JICA organizes the program targeting Nikkei children attending
Japanese-language classes run by local Nikkei organizations and
provides a firsthand opportunity to gain a deeper understanding
of Japanese culture, society, and their heritage. This program
includes an educational experience in a public junior high school
in Japan. A total of 49 students from North, Central and South
America participated in this program in fiscal 2011.
2) Scholarship for Japanese Immigrants and Their
Descendants in Latin America (Program for Developing
Leaders in Nikkei Communities)
JICA offers a scholarship covering the living expenses and
tuition to support Nikkei students attending graduate schools
in Japan. In fiscal 2011, nine new students participated in this
program.
4. Support for Nikkei Communities and Local Communities
JICA dispatches Youth Volunteers and Senior Volunteers
( Nikkei Volunteers) to Nikkei communities in Central and
South America to assist with Japanese-language education,
healthcare and welfare services. As a new assistance initiative
in fiscal 2008, JICA established the Special Program for School
Teachers for Nikkei communities, where public school teachers
from Japan are assigned to government-accredited schools in
Brazil. In fiscal 2011, six teachers participated in a long-term (21
months) volunteer program for the first time. Upon returning to
Japan, these ex-volunteer teachers are expected to utilize their
experience to assist with the education of Nikkei children residing
in Japan.
In addition, JICA accepts Nikkei training participants from
Latin American countries. The training program consists of
training proposals from universities, local government and other
organizations in Japan. The program aims to promote nation-
building in the respective countries. In fiscal 2011, JICA accepted
114 Nikkei training participants under this program.
5. Business Loans
The JICA loan program for emigrants and Nikkei organizations
concluded in fiscal 2005. At present, JICA only administrates the
repayment of these loans.
 Case Study Earthquake Recovery Aid from Overseas Nikkei Communities
Nikkei Support for the Recovery from the Great East Japan Earthquake
Japan received aid from many countries for both disaster relief and reconstruction
in the wake of Great East Japan Earthquake. In the immediate response to the disaster,
Nikkei communities in the Americas have played a particularly important role. Many Nikkei
communities have collected donations and conducted charitable activities, raising more
than ¥1.6 billion (as of September 2011, based on the data from The Association of Nikkei &
Japanese Abroad). The support to earthquake victims from Nikkei communities and Nikkei
associations demonstrates the maturity of Nikkei communities, which is the culmination of
JICA’s perennial cooperation to ameliorate lives of the emigrants and their descendants over
many decades.
Soybeans for One Million Packets of
from Program for Developing Leaders in Nikkei
Tofu from Paraguay Communities. The Federation of Japanese
To assist the earthquake victims in Associations in Paraguay receives assistance
Japan with Paraguay’s resources, the Nikkei from JICA in the fields of welfare and Japanese
community has organized a project to send education programs.
one hundred tons of non-genetically modified
soybeans grown by Nikkei farmers for making Overseas Nikkei Donations of More Than
tofu for the disaster survivors. Emigrants ¥1.6 billion
from Japan and their descendants account Overseas Nikkei communities have donated
for a large share of soybean production in more than ¥1.6 billion to earthquake relief and
Paraguay, which is the world’s fourth-largest rebuilding programs in Japan. The donations
exporter. The soybeans are donations from were disbursed through the Japanese Red
the Nikkei members of the Yguazu Agricultural Cross Society and other organizations.
Cooperative, near Yguazu Falls. The Federation Brazil 600 million yen
of Japanese Associations in Paraguay collected Mexico 56 million yen
donations from all over Paraguay for the cost Paraguay 32 million yen
of shipping and producing tofu, with the Argentine 25 million yen
Peru 20 million yen
cooperation of Gialinks Co., Ltd., a Japanese
Bolivia 6 million yen
company with years of experience in importing
United States 760 million yen
soybeans grown by the Nikkei farmers. The Canada 90 million yen
soybeans are used to produce tofu, which are Australia 21 million yen
distributed to victims of the Great East Japan Total 1,610 million yen
Earthquake. By February 2012, this project
Donation Activities were particularly
supplied enough soybeans to make one million
extensive in Brazil, which has the largest
packets of tofu.
Nikkei community in South America with 1.5
JICA provides assistance for medical
million Nikkei. Immediately after the earthquake
clinics, Japanese language schools and other
on March 11, 2011, five major Brazilian
facilities and activities in the Yguazu Nikkei
Nikkei associations, the Bunkyo-Sociedade
community. JICA also dispatches Japanese
Brasileira de Cultura Japonesa, Federação
language Nikkei Volunteers to this area as
das Associações de Províncias do Japão no
teachers in Japanese schools. Consequently,
Brasil, Brazilian Chamber of Commerce in
many people including the younger generation
Japan, and Aliança Cultural Brasil-Japão, and
in this region speak fluent Japanese in addition
the Beneficencia Nipo-Brasileira de São Paulo
to their official language, Spanish. Six students
cooperated to collect donations totaling 600
study medicine, agriculture and other subjects
million yen. These associations established
at graduate schools in Japan with scholarships
the Japan Earthquake Victim Aid Donation
Campaign. By March 14, the associations
submitted a letter of condolence addressed to
the then-Prime Minister Naoto Kan through the
Japanese Consulate in São Paulo. A letter of
gratitude was sent to these organizations from
the Prime Minister through the consulate the
following day.
JICA assists these associations with
A ceremony to deliver a letter of gratitude from Prime
subsidies, Nikkei Volunteers and training
Minister Yoshihiko Noda to representatives of the programs in Japan that focus on elderly welfare
Nikkei community and Nikkei associations took place in and Japanese education.
February 2012 at the official residence of the Japanese
ambassador to Paraguay. (Photo by Minoru Iida)
Special Feature
Letters from Argentina with Messages of
Hope for a Recovery
In Argentina, the Centro de Cultura y Idioma
Japonés en la Argentina played an instrumental
role in managing the TEGAMI Exhibition at the
Japanese embassy in Argentina in January
2012. The event was planned primarily by
Nikkei Volunteers of the Centro de Cultura y
Idioma Japonés en la Argentina. The exhibition
consisted of “picture letters” drawn by students
of the Japanese language school in Argentina to
Program Goals and
encourage their friends in earthquake-damaged
areas. With the support of a Japanese artist
living in Germany, the exhibition also included
Overview
“picture letters” drawn by artists in Japan.
More than 350 people visited the exhibition,
reaffirming the strong bonds between Japan
and Argentina and sending a strong message
of hope for recovery.
“Picture letters”
drawn by students
at the Japanese
Concrete Initiatives
language school in
Argentina (Photo by
Asami Nakano)
Professor Emeritus of Earthquake
Engineering Holds Seminar to Mark
Earthquake’s First Anniversary
The Peru-Japan Cooperation Association
held an event to mark the first anniversary of the
Great East Japan Earthquake at its Peru-Japan
Culture Center in Lima on March 11, 2012.
The commemorative event included an
exhibition of messages to Japan collected
by Nikkei Volunteers from all over Peru. A
Implementation System
charity market was held to sell Peruvian
handicrafts, with all revenues donated to
earthquake recovery activities. In addition, a
presentation was given by Dr. Julio Kuroiwa, a
professor emeritus of the National University of
Engineering in Peru.
Just as Japan, Peru is a country with frequent
earthquakes. Dr. Kuroiwa is a second-generation
Nikkei and an authority in the field of earthquake
engineering in Peru. He participated in JICA’s
technical training course on earthquakes held in
Japan during 1961-1962.
Data and Information
A Japan Overseas Cooperation Volunteer explains to a
visitor at the TEGAMI Exhibition in Argentina the origami
that symbolizes faith in earthquake recovery. (Photo by
Toshiyasu Murai)
135
 Implementation System: Cooperation Modality

Securing and Training Human

Resources Programs and Securing the Necessary Human Resources
—
Training the Personnel Needed for Future International Cooperation

There is a growing need at international cooperation sites for 2. Long-Term Training Program
professionals capable of responding accurately to increasingly – Upgrading abilities in specialized fields
complex and diverse aid needs. In order to respond promptly to This training program is intended to cultivate specialists who
these needs, JICA has been undertaking a variety of programs will work in the field sites of international cooperation programs.
for training and securing human resources that are needed. The program gives people opportunities to acquire a master’s
degree at graduate schools in Japan and overseas, thereby
Overview of Programs in Fiscal 2011 enhancing their expertise and skills in the specialized fields they
No. of participants
Title
(as of March 2012) select.
Comprehensive Career Information for International Cooperation 3. Individualized Training for Expert Development
programs on Website
– Brushing up expertise and skills
PARTNER
This program gives opportunities to personnel with practical
Human Resources Training
1. Associate Expert Program 67 ongoing participants experience to participate in customized individual training at aid
2. Long-Term Training Program Overseas: 6 new trainees agencies and/or educational institutions in Japan and overseas.
3. Individualized Training for Expert
Development 13 new trainees Training under this program allows participants to strengthen their
4. JICA Internship Program capacities to handle more complex and demanding development
(open recruitment-type) 29 new participants
5. Other training programs issues.
1) Pre-Dispatch Training for JICA Experts Implemented 12 times, 302 4. Internship Program – Broadening the perspectives of
trainees
Totally implemented 13 times, people engaged in international cooperation
2) Capacity-Enhancement Training
253 trainees This program provides graduate students who engage in
3) Security Risk Management Training in Implemented 5 courses (5
Collaboration with UNHCR times), 114 trainees research and aspire to a career in international cooperation fields
Pre-Dispatch Training for JICA with one to four months of practical experience at a JICA domestic
4) Other staff, National Staff Training, etc.
Securing Human Resources institution or JICA overseas offices. In fiscal 2011, this program
1. JICA Senior Advisors 85 persons on assignment was extended to include young physicians on a trial basis.
2. Special Advisors 41 persons on assignment (new)

Cultivating Human Resources for the Future Cultivating Mission-Ready Personnel

1. Associate Expert Program – Upgrading practical
abilities of young people
JICA provides opportunities to work in JICA projects in Japan
and overseas to young people who have experience and expertise
involving developing countries and who wish to advance their
careers in the field of international cooperation in the future.
Offering these opportunities enhances the practical capacities of
these young people.
Participants discuss about a project operation at a workshop of the Pre-Dispatch
Training for JICA Experts.
1. Pre-Dispatch Training for Specialists – Orientation and
upgrading skill immediately before departure
JICA provides experts with training programs, prior to
their assignment, through which they can obtain a variety of
information and know-how on subjects such as JICA cooperation
policy, project content, current trends in aid, effective means of
technology transfer, and other items.
2. Capacity Enhancement Training – Short-term intensive
training for enabling experts to start contributing
immediately upon their assignment
JICA recruits as trainees from people who already possess
skills or expertise in certain specialty fields as well as language
proficiency and who expect to be assigned as an expert to a
developing country in the near future. The training provides them
with opportunities to acquire knowledge on current aid trends and
practical skills. The training is implemented based on themes that
give consideration to recent needs in development assistance,
including support for establishment of laws, environmental and
social considerations and peacebuilding.
3. Security Risk Management Training – Security risk
management training in collaboration with UNHCR
JICA implements training programs in security risk
management in collaboration with the Office of the United

136
Nations High Commissioner for Refugees (UNHCR) eCentre. This
training is provided to individuals who are engaged in the fields
of peace-building and reconstruction assistance as well as those
responsible for security management
4. Others
Securing Human Resources
JICA makes efforts to secure people such as JICA Senior
Advisors or Special Advisors, who are equipped with ample
practical experience in developing countries and can immediately
play an active role in on-site development assistance. JICA

In order to strengthen the capacity to deal with problems
and needs in developing countries and to carry out cooperation
programs in an effective and efficient manner, JICA provides
training programs for overseas JICA staff members that improves
the necessary skills and know-how.
Special Feature
Senior Advisors, in particular, fully utilize advanced knowledge
in their respective specialized fields, thereby contributing to the
improvement of the quality of JICA’s programs.

Aiming to improve the quantity, breadth and quality of international cooperation activities

Program Goals and

The Comprehensive International Cooperation Career Information Website “PARTNER”

Overview
What is PARTNER?
PARTNER is a comprehensive career website planned and operated by JICA. The website supplies a variety
of useful information with the objective of serving as a link between people who want to work in the field of
international cooperation and the agencies and groups that are looking for personnel for international cooperation
programs. PARTNER includes information from JICA as well as international agencies, government agencies,
local governments, NPO/NGOs, public-service companies, development consulting firms, universities and other
academic institutions, companies with CSR activities, and other organizations. Overall, this website provides at
no charge a diverse range of information, an e-mail information service and other services for everyone who is
interested in a career in the field of international cooperation.

The Steady Growth of PARTNER
In fiscal 2011, this website posted 3,304
job listings and information on 1,075 training
sessions and seminars. Top page visitors
during the fiscal year totaled 619,560. As
of March 31, 2011, 9,530 individuals had
registered with PARTNER as International
Cooperation Personnel and 668 organizations
that conduct international cooperation activities
were registered. In addition, there were 65
PARTNER Mail Consultations, an e-mail based
career guidance program, and 295 PARTNER
system in June 2011 for people who have
started to become interested in international
cooperation but have no experience in this
field. As of March 31, 2012, 2,800 people had
registered under this system and 315 of these
people moved up to International Cooperation
Personnel registration.
Stronger Ties with External Organizations
JICA is strengthening its relationship with
the Institution of Professional Engineers,
Japan (IPEJ). Collaboration yields benefits for
Concrete Initiatives
Information webpage on March 25, 2011. This
page provides information that links people
who want to participate in reconstruction
activities with organizations registered with
PARTNER that are conducting these activities.
As of March 31, 2012, more than 200 job
listings for reconstruction support personnel
had been posted, enabling this page to play
a part in recruiting people who can perform
reconstruction activities in damaged areas.
A New Look for PARTNER

Career Consultations, which use face-to-face
meetings.
JICA also holds International Cooperation
Human Resources Seminars for individuals
registered with PARTNER who want to enhance
their careers at JICA and other international
agencies, NGOs, development consultants and
other organizations. In fiscal 2011, seminars
were held in Tokyo, Hyogo, Yokohama and
Hiroshima with the participation of 685 people.
Feedback from participants has been very
positive. One participant said “this was a
valuable opportunity because seminars like
both JICA and IPEJ. JICA presented outlines
of overseas projects conducted by JICA and
called for the use of PARTNER at the overseas
technical business cooperation seminars
held by IPEJ in Nagoya and Tokyo. This is an
excellent opportunity because JICA wants to
encourage qualified specialists to register with
PARTNER and IPEJ has an increasing number of
members with engineering qualifications who
are interested in working in other countries.
IPEJ benefits as well through higher attendance
at these seminars because PARTNER publicizes
these events and offers incentives to people
Implementation System
By adopting a renewed commitment to
its original objectives, PARTNER is using a
number of initiatives to make an even greater
contribution to progress regarding the quantity,
breadth and quality of international cooperation
activities. The first step was the June 2012
debut of a redesigned website.
The new PARTNER website adds the
following capabilities to its existing functions.
A My Page function that can match the
requirements of each user
A Simple Registration Organization section
Data and Information

this almost never take place outside the Tokyo
area.” Another participant said “the speakers
were outstanding and gave me information
about many types of organizations.”
Expanding the Range of International
Cooperation Human Resources
PARTNER started a simplified registration
registered with PARTNER, such as a discounted
seminar fee.
Response to the Great East Japan
Earthquake
To provide assistance for recovery activities
following the Great East Japan Earthquake,
PARTNER added the PARTNER Disaster
for small and medium-sized enterprises and
other organizations thinking about overseas
operations; organizations can view information
about people interested in international
cooperation careers and submit job offers
Training videos that enable people to study
on their own, and other new functions and
services

137
 Implementation System: Cooperation Modality

Emergency Disaster Relief ─ Providing Timely Support

to Disaster Victims

Disaster Relief Activities by Team Dispatch and Relief

Supplies
JICA is responsible for administering Japan’s disaster relief
operations as determined by the Japanese government in response
to requests from affected governments or international organiza-
tions following major disasters. JICA’s emergency disaster relief
consists of the provision of people and supplies. We send Japan
Disaster Relief (JDR) teams that include a search and rescue
team, medical team, expert team and/or Self-Defense Force units
to disaster-affected areas and we also send emergency relief
supplies in these areas.
Rescue Team members conducting rescue activities

Stockpiling Supplies Around the World for Rapid Responses

To facilitate the rapid and reliable supply of the large-volume
of emergency relief items, reserve supplies must be procured
and appropriately stockpiled in advance at locations as close as
possible to disaster areas. Eight priority goods are stockpiled—
tents, sleeping pads, plastic sheets (tarpaulins), blankets, portable
water containers (plastic jerry cans), water tanks, water purifiers
and electric generators (with extension cords). JICA stores these
emergency supplies at warehouses worldwide: Germany (Frankfurt),
Medical Team member examining a malaria patient
Singapore and the United States (Miami). In addition, we signed
an agreement in 2011 with the World Food Programme (WFP) to
use the United Nations Humanitarian Response Depot (UNHRD),
which is operated by the WFP. When needed, we use relief sup-
plies stored at the UNHRD by other aid organizations or procure
the necessary items in the country where the disaster occurred.
Emergency relief supplies were distributed in Kenya and Ethiopia
(August-September) to aid refugees from Somalia where there is
a severe drought. With the cooperation of the United Nations High
Commissioner for Refugees (UNHCR), we performed a survey to
Hand-over of emergency relief supplies
determine the needs of the refugees, collected the necessary items,
transported the supplies and distributed them at refugee camps.

Japan’s International Disaster Relief

Dispatch of Japan Disaster Relief (JDR)

personnel Team Carried out by JICA based on orders from the Japanese government (Ministry of Foreign Affairs)

Search and Rescue Team (Search and rescue)

Members from the Ministry of Foreign Affairs, the National Police Agency, the Fire and Disaster Management Agency of the Ministry
of the Internal Affairs and Communications, the Japan Coast Guard, doctors, nurses, construction professionals, and JICA

Medical Team (Emergency medication and public health)

Doctors, nurses, pharmacists and other co-medical staff registered with JICA, personnel from the Ministry of Foreign Affairs and JICA

Expert Team (Disaster response and reconstruction)

Government officials, etc. and JICA

Self-Defense Force Units (Transportation, epidemic prevention and medical care)

Personnel from the Ministry of Defense and Self-Defense Forces

Relief Supplies Provision of emergency supplies Carried out by JICA

Tents, blankets, sleeping pads, plastic sheeting (tarpaulins), portable water containers (plastic jerry
cans), water tanks, water purifiers and electric generators, etc.

Financial Aid Emergency Grant Aid Carried out by the Ministry of Foreign Affairs of Japan

138
Provision of Disaster Relief Supplies in Fiscal 2011 (April 2011 – March 2012, 24 cases)
Value of aid or number of
No Date of aid Country/Region Type of disaster Type of aid Supplies provided
persons dispatched
Provision of
1 May 2011 The United States Tornado
supplies
Approx. ¥10 million Blankets, plastic sheets
Provision of
2 May 2011 Namibia Flooding Approx. ¥12 million Blankets, water tanks, plastic sheets, water purifiers

Special Feature
supplies
Fire accident of petroleum
3 August 2011 Russia
refining plant
Expert team 2 experts of burn injury
Kenya (assistance for Somali Provision of Tents, sleeping pads, plastic sheets, blankets, portable water
4 August 2011 refugees)
Drought
supplies
Approx. ¥50 million
containers, water tanks, generators
Ethiopia (assistance for Somali Provision of
5 September 2011 refugees)
Drought
supplies
Approx. ¥40 million Tents, generators
Provision of
6 September 2011 Pakistan Flooding
supplies
Approx. ¥35 million Tents, purification tablets
Provision of Tents, blankets, plastic sheets, sleeping pads, portable water
7 October 2011 Cambodia Flooding
supplies
Approx. ¥25 million
containers, water purifiers
4 experts of water and
8 Expert team
sewerage
9 Expert team 2 experts of subway
10 Expert team 2 experts of airport
October-December 51 experts of water
11 2011 Thailand Flooding Expert team
discharge or others

Program Goals and

Provision of Tents, blankets, plastic sheets, sleeping pads, portable water
12 supplies
Approx. ¥30 million
containers, water purifiers, water tanks, generators
Provision of Outboard engines for rescue boats, life jackets, temporary toilets,
13

Overview
Approx. ¥25 million
supplies water tanks
Provision of
14 October 2011 Tuvalu Drought
supplies
Approx. ¥8 million Spare parts of seawater desalination unit
Provision of
15 October 2011 El Salvador Torrential rains
supplies
Approx. ¥15 million Sleeping pads, blankets, generators
Provision of
16 October 2011 Honduras Torrential rains
supplies
Approx. ¥13 million Sleeping pads, blankets, portable water containers, water purifiers
Provision of
17 October 2011 Turkey Earthquake
supplies
Approx. ¥30 million Tents
Provision of
18 October 2011 Myanmar Flooding
supplies
Approx. ¥10 million Water purifiers, generators, tents, blankets, sleeping pads
Provision of
19 October 2011 Nicaragua Torrential rains
supplies
Approx. ¥8 million Water purifiers, portable water containers, generators
Provision of
20 October 2011 Viet Nam Flooding
supplies
Approx. ¥20 million Water tanks, portable water containers, generators

Concrete Initiatives
Provision of Water tanks, generators, plastic sheets, tents, blankets, sleeping
21 December 2011 Philippines Typhoon
supplies
Approx. ¥25 million
pads, portable water containers
Provision of
22 January 2012 Fiji Flooding
supplies
Approx. ¥18 million Tents, plastic sheets, portable water containers
Provision of
23 February 2012 Mozambique Cyclone
supplies
Approx. ¥19 million Portable water containers, generators, blankets, tents, plastic sheets
Explosion accident of Provision of
24 March 2012 Republic of the Congo
ammunition depot supplies
Approx. ¥10 million Blankets, tents

Case Study Flooding in Thailand

Japan Disaster Relief Team Uses a Pump Truck Team for the First Time

Heavy rain that began in late July 2011
caused a flooding in the Chao Phraya River
watershed of Thailand on a scale that is said
to occur once in 50 years. The disaster caused
about 700 deaths and a total of about 5 million
people were affected. The economic impact
was enormous as well because approximately
16,000 square kilometers was flooded, including
industrial and agricultural areas.
JICA established a budget of about ¥55
million to send emergency relief supplies to
Thailand in early October and again in the
middle of the month. Flooding in the Bangkok
financial cooperation. In Thailand, these teams
assisted organizations in Thailand with regard to
the operation and maintenance of key elements
of the infrastructure during a flood.
To assist in the quick recovery of the vast
area that was flooded, JICA sent a pump truck
team (with a total of 51 members) to Thailand.
Team members came from the Ministry of
Land, Infrastructure, Transport and Tourism
(MLIT), private-sector companies and other
organizations. Ten pump trucks owned by MLIT
that were shipped to Thailand. The trucks were
also used to remove water left by the tsunami
Implementation System
efficiently. Between November 19 and December
20, a period of 32 days, 8.1 million cubic meters
of water was pumped, which is enough to fill
Tokyo Dome 6.5 times. Furthermore, water was
removed from a total area of about 51.51 million
square meters, which is about 100 times larger
than Tokyo Disneyland.
The team of pump truck experts helped
return the lives of residents of the flooded areas
to normal by responding to Thailand’s needs with
flexibility. Furthermore, the team contributed to
the quick restoration of operations in industrial
areas, where flooding had created fears about
Data and Information

area subsequently became more severe. In
response to worries about the impact on
the area’s infrastructure, the teams of eight
experts were formed and dispatched for
subways, airports, water systems, and other
infrastructure components in late October and
early November. Most members were very
familiar with the situation in Thailand through
their engagement in the JICA’s technical and
that followed the Great East Japan Earthquake. a significant impact on the global economy.
With the cooperation of Thailand’s Ministry of
Industry, the team used the pump trucks to
remove water from industrial parks, residential
areas, universities, farm land and other areas.
The enormous cooperation from members of the
Ministry of Industry, other workers in Thailand
and residents of flooded areas was instrumental Japan’s pump truck team made a big contribution to
to enabling the pump truck team to remove water alleviating flood damage in Thailand.

139
 Implementation System: Cooperation Modality
Enhancing Development Partnerships
Scaling Up Development Outcomes in Coordination with
—International Development Cooperation Organizations
Issues in Recent Years
Since the beginning of the 21st century, Japan and other
donor countries along with international agencies (“donors”
hereafter) have increased their efforts for tackling poverty
reduction and the Millennium Development Goals (MDGs).
International consensus was reached at the Monterrey
International Conference on Financing for Development in 2002
and the Doha Follow-Up International Conference on Financing
for Development in 2008, to secure the necessary funds to
achieve the MDGs. A substantial increase in the amount of aid
through donors has been agreed to since the Gleneagles Summit
in 2005. There are also demands for improving the quality of aid
in order to achieve the MDGs. The Paris Declaration on Aid
Effectiveness (Paris Declaration) of 2005 increased the debate
concerning the effectiveness of assistance. Donors have
accelerated the promotion of aid effectiveness initiatives since
the Accra Agenda for Action of 2008.
However, donors’ development assistances are changing in
many ways. According to the outcome document of the UN
MDG Summit of 2010, more needs to be done because of
differences in progress toward achieving the MDGs in different
countries. Furthermore, the development issues have become
much more globalized and diversified. Such issues include the
role of economic growth in reducing poverty, support to conflict-
affected and fragile states, climate change, food security, job
creation – especially following the Arab Spring – , and disaster
risk management.
Following the Lehman crisis, the amount of ODA provided by
OECD/DAC member countries has been generally flat. Due to
the need to use limited funds for a broad array of development
issues, there are increasing demands for donors to be
accountable and give more focus on results-based delivery. The
Busan Partnership Document of December 2011, which serves
as a compilation of implementing the Paris Declaration, takes
the debate about aid in new directions. Dealing with new aid
architecture is one issue. Development issues are becoming
more diverse and a broader range of actors, such as emerging
countries, private-sector and foundations, etc., are also playing
active roles in development agendas. Another new direction is
placing more emphasis on development effectiveness rather
than on measuring aid effectiveness.
Private-sector companies, foundations, NGOs and emerging
countries have been playing a vital role in development
cooperation in recent years. The diversification in the primary
sources of development cooperation and debate about their role
have become a frequent subject at G20 and other international
forums. Against this backdrop, it is essential for a development
organization to constantly monitor trends in the global
development issues, and to strengthen the ability to gather,
partner and provide up-to-date development agendas at
international forums. Furthermore, more efforts should be made
to promote project collaboration with other donors and to make
intellectual contributions to the donor community. All of these
activities are vital to the efficient and effective implementation
of development cooperation.
140
How JICA Is Responding
With less than four years remaining until the MDG deadline,
discussions about beyond 2015 are gradually increasing. JICA
is participating in this post-2015 debate by sharing with others
its experience, good practices and knowledge of development
cooperation. JICA and the Japanese government jointly held the
MDGs Follow-up Conference in June 2011 with the participation
of other donors and recipient countries.
The main focus is to increase the scale of development
outcomes by promoting strategic alliances and cooperation to
conduct development cooperation effectively and efficiently. For
this reason, JICA has been enjoying partnerships with, for
example, the United States, European donor countries and
international organizations. JICA participates in annual meetings
of and conduct mutual visits with the World Bank, Asian
Development Bank (ADB), Inter-American Development Bank
(IDB), African Development Bank (AfDB) and European Bank for
Reconstruction and Development (EBRD). Strategic approach to
global development issues as well as assistance strategies on
specific regions and countries are shared through such
dialogues. Taking these steps allows effective and efficient
approach, such as co-financing and collaboration of specific
projects and programs.
For instance, JICA joined with the ADB and French
Development Agency (AFD) to hold a seminar on climate change
at the ADB Annual Meeting. Sadako Ogata, then-President of
JICA, participated in the Program of Seminars “Closing the
Loop: Integrated Action for Disaster Resilience” at the 2011
IMF-World Bank Annual Meetings. In addition, JICA provided
insights on human security, an issue that JICA supports, as a
member of the advisory committee for the preparation of the
World Bank’s World Development Report (WDR) 2011 “Conflict,
Security, and Development”. JICA also held a joint seminar with
the World Bank at the launching event of the WDR 2011 that
included the original research program on conflict prevention
and state building performed by JICA Research Institute (RI).
JICA RI is also contributing to the preparation of the WDR 2012;
another way to contribute to setting important development
agendas.
JICA has started a new partnership with the International
Monetary Fund (IMF). JICA and the IMF held their first joint
seminar with the participation of high-ranking members of the
finance ministries and central banks from the low-income Asian
countries. Fruitful discussions at the event included
macroeconomic stability, infrastructure investments and
development of financial sector. Such dialogues with the IMF
will benefit JICA to strengthen its strategy for development
cooperation from the macroeconomic scope.
JICA also works with the United Nations organizations. JICA
holds regular consulta tions with the United Na tions
Development Programme (UNDP) and jointly organizes the
annual director-level meeting on South-South cooperation. The
meeting is intended to strengthen sharing of knowledge and
good practices on South-South cooperation and triangular
cooperation among donors, emerging countries and developing
countries. Another collaboration with UNDP includes the joint
first consultation meeting in East Asia for the preparation of its
Human Development Report. Development experts and
academia from various countries attended this event to discuss
organizations. These new horizons will allow JICA to conduct its
programs more strategically with various potential approaches.
Partnerships with Emerging Countries
Emerging countries are playing an increasingly important

potential issues for the new report. JICA has been working with
the UN High Commission for Refugees (UNHCR) for many years
providing support to returning refugees and host communities.
This year, JICA partnered with UNHCR while the former provided
emergency supplies for the victims of the severe drought in the
Horn of Africa, and the latter transported and distributed them
to the refugee camps in Kenya and Ethiopia. JICA also
dispatched a joint study team with UNHCR to prepare aid
programs in Tunisia and Ivory Coast.
High-level dialogues with the bilateral donors also form
JICA’s efforts to implement development cooperation programs
Special Feature
role as providers of development cooperation. For example,
South Korea joined the OECD Development Assistance
Committee (DAC) in 2010 and hosted the Fourth High-Level
Forum on Aid Effectiveness (HLF4) in 2011. China released its
first white paper on foreign development activities. Furthermore,
the number of countries promoting South-South cooperation is
growing, such as Indonesia, Thailand and Brazil. No longer can
emerging countries be overlooked when holding discussions
about development cooperation. As Japan had been the sole
Asian DAC donor for many years, JICA showcases Japan’s
experience in economic development and the efforts made in

Program Goals and

in many countries. For example, JICA cooperates with the providing development support. The aim is to share with these
United States in a program to support victims of the Horn of countries the knowledge about a variety of approaches for

Africa drought, co-finances the Climate Change Program Loan
with France in Indonesia and Vietnam, and cooperates with
Germany in a water sector program in Africa.
JICA is a member of the International Development Finance
Club (IDFC), a global network formed in September 2011 by 19
national and sub-regional development banks to support
sustainable improvements in economic, environmental, social
and human development. JICA is also a member of the club’s
steering group. IDFC members made a joint statement at COP17
(2011) and are involved with other international conferences
Overview
development activities and how to tackle development issues.
Taking stock of the participation in the First Asian Development
Cooperation Meeting, which took place in South Korea in 2010,
the Government of Japan and JICA jointly held the Second Asia
Development Forum in June 2011 in Tokyo. The discussions
included the roles of cooperation providers in Asia and
development issues to be focused in Asia. Participants included
the Governments of China, South Korea, Thailand and other
Southeast Asian countries, as well as development
organizations, such as European and US donors.

regarding their participation in financing for initiatives to combat
climate change and plans for future activities.
In 2011, JICA established new cooperation agreements with
the UN Relief and Works Agency for Palestine Refugees in the
Near East (UNRWA), Australia Agency for International
Development (AusAID), the international NGO BRAC, the Aga
Khan Development Network, and other development
Concrete Initiatives
JICA holds regular and joint meetings with development
agencies in China, South Korea and Thailand. Mutual visits and
discussions deepen partnerships among the agencies and are
expected to bring about future discussions into view on global
challenges such as green growth and individual cooperative
programs.

Working Towards a Paradigm Shift from Aid Effectiveness to Development Effectiveness

South Korea hosts the Fourth High-Level Forum on Aid Effectiveness in Busan (HLF4)

Approximately 3,500 people gathered in
Busan, South Korea, in November 2011 for a
cabinet-level international conference to
discuss effective methods for supplying
development cooperation and other subjects.
Forum participants included leaders and
other representatives of 156 countries, about
40 international agencies and NGOs, and
many other organizations. The forum
reviewed the outcomes of the Paris
Declaration of 2005 and the Accra Agenda for
Action of 2008. Discussions then covered
new issues for further improving the
development effectiveness such as South-
South cooperation, triangular cooperation,
country, international agency and developing
country in order to provide cooperation to the
developing country. The two approaches have
attracted much attention in that they
contribute to enhance support provided by
developed countries to developing countries
in a more quantitative and qualitative way.
The recent economic growth in emerging
countries and other middle-income countries
gave themselves a supportive push to
promote these approaches if social and
cultural background of a developing country
were deemed similar to theirs.
JICA proactively participated in this Forum
and co-hosted several seminars to share its
Implementation System
Clinton, who gave the keynote address, noted
the importance of cooperation among
emerging countries like China and Brazil. As
a prime illustration of this cooperation, she
noted the triangular cooperation project for
agricultural development in Mozambique that
has started with the initiatives of Japan and
Brazil.
HLF4 shed light on a perspective that
went beyond cooperation that is provided by
developed countries to developing countries
and its effectiveness (aid effectiveness).
Participants instead turned their attention to
the importance of participation in
development programs, inclusive of various
Data and Information

Public-Private Partnerships and climate
change. Participants approved the Busan
Partnership Document as the outcome
document, which also had the support of
emerging countries and NGOs.
South-South cooperation is a means for
enabling developing countries to use their
own experience in development projects to
help other developing countries. Triangular
cooperation brings together a developed
knowledge about South-South cooperation actors, and the results achieved from those
that Japan experienced since the accession programs (development effectiveness).
to the Colombo Plan in 1954. Lessons learned
from South-South and triangular cooperation
along with the importance of utilizing these
forms of cooperation were discussed.
Many dignitaries attended the opening
ceremony, including South Korean President
Lee Myung-bak and UN Secretary-General
Ban Ki-moon. U.S. Secretary of State Hillary The Fourth High-Level Forum on Aid Effectiveness

141
 Implementation System: Operation, Management and Evaluation

Public Relations Activities

JICA actively engages in wide-ranging public relations
activities in Japan and abroad through its headquarters and
domestic offices in Japan and over 90 overseas offices.

Public Relations Strategy and Achievements

To promote further understanding and participation in
international cooperation, JICA actively disseminates
information, such as global issues, its projects and the outcome,
and their impact in Japan, in a way that responds to the JICA website
interests of a variety of people, including the general public as
well as researchers, the media, business persons and others in
Japan.
For the general public, JICA distribute information on an
issue basis. To be more precise, through the website, stories
“ODA mieru-ka site ”
such as what is the global agenda, how the project addresses (website for visualization of ODA)
global issues, how JICA is going to implement projects to tackle
the confronting issues, and what is the project outcome are For the media, JICA’s headquarters and domestic/overseas
shared. JICA’s World , a quarterly magazine in English and offices issue press releases in a timely manner. In addition, JICA
monthly in Japanese, contains a special feature about global organizes media seminars to provide information regarding the
trends and up-coming international conferences. current trends of Japanese ODA, based on media interests.
Furthermore, JICA provides opportunities for Japanese and
overseas media to observe ODA programs implemented in
developing countries and training courses conducted in Japan.
In fiscal 2011, JICA invited overseas media from nine countries
that are highly vulnerable to natural disasters to Japan. These
individuals heard a lecture on Japan’s disaster prevention and
reconstruction activities. They also visited the Tohoku region to
gather information for reports about the damage inflicted by the
Great East Japan Earthquake and reconstruction activities.
For opinion leaders in the media, academia, business sector
and other fields, JICA issued a special edition of JICA’s World to
explain the significance and importance of international
JICA’s World JICA’s World cooperation for Japan. This edition contains a story about the
(a monthly magazine in Japanese) (a quarterly magazine Spanish edition)
contribution of ODA to the Japanese economy, the realization of
In fiscal 2011, JICA has made improvements in its website “opened reconstruction” after the earthquake in the Tohoku
to make it easier to understand for users. Information on the area, and common urgent issues both in Japan and overseas.
top page has been divided between notices and feature stories
and different entrances based on each targeted user have been
prepared. In addition, the number of projects in the “ODA mieru-
ka site ” (website for visualization of ODA), which presents
information including photos about ODA projects, was
significantly increased. This makes public information about
JICA’s ODA projects even easier to understand. Moreover, to
increase the provision of information to Japan’s business
community, JICA cooperated with a Japanese business
magazine company to set up a website for disseminating a
special report about Iraq. This site uses streaming video to
provide “live” information about current situations and issues in
Iraq, the status of Japanese ODA projects, and opportunities for
Overseas media listen to residents of an area affected by the Great East Japan
Japanese companies in that area. Earthquake.

142
 Twitter, which JICA started in fiscal 2010, is used for the
provision of information to as many people as possible about
various subjects ranging from specialized topics to events in
which anyone can participate.
For the overseas audience, JICA is strengthening its
information dissemination through its website and English
magazines. In fiscal 2011, the Central and South America
feature section of the English JICA’s World was translated into
Spanish and Portuguese and widely distributed.
Public Relations Initiatives of Domestic and Overseas
Offices
JICA offices in Japan and overseas conducted a variety of
public relations initiatives in fiscal 2011.
Egypt Office: Protection for the cultural heritage of ancient
Egypt
JICA is providing assistance for construction of the Grand
Egyptian Museum, which will replace the Cairo Antiquities
Museum, which had become too old to use. JICA responded to
many media inquiries when a JICA team measured the Golden
Mask of King Tutankhamun. JICA has also distributed
photographs regarding its assistance for preservation activities
and installed Japanese-language explanation panels at the
Tutankhamun Corner of the Grand Egyptian Museum for the
first time. This helps make tourists from all over the world
understand the assistance provided by Japan.
JICA experts and the Golden Mask of King Tutankhamun
JICA Okinawa: Public relations activities for the center’s 25th
anniversary
When JICA Okinawa reached its 25th anniversary, a strategic
public relations program was implemented that took full
advantage of the network established with the media over the
years. The program was based on the concept of “an
international relationship center for the people of Okinawa.”
JICA cooperated extensively with a local TV broadcast and held
a meeting for discussions with Okinawa media companies.
These activities helped increase the number of people
participating in the anniversary event as well as media
exposure.
Naoko Takahashi Named JICA Official
Supporter
Special Feature
The purpose of JICA Official
Supporters is to use well-known
people to tell the public about
how JICA’s cooperation helps
solve various issues in developing
countries. In September 2011,
Naoko Takahashi, the women’s
marathon gold medalist at the
Sydney Olympic Games, became
the third Official Supporter, in
addition to professional tennis Ms. Takahashi at the press
Program Goals and
player Kimiko Date-Krumm and conference announcing her
Go Kitazawa, a former member installment as a JICA Official
Overview
of the Japan national soccer
Supporter
team.
Her first visit was Myanmar, which is making rapid progress of
democratization. While there is high expectation for strong
economic growth, the country needs to improve care for disabled
and other socially vulnerable people. She inspected JICA’s on-
going projects to encourage social participation of hearing-
impaired people and to strengthen rehabilitation programs for
cerebral palsy patients and other physically challenged people.
In fiscal 2011, Mr. Kitazawa visited Cambodia and Laos. He
saw Japan’s demining program in Cambodia. In Laos, he learned
Concrete Initiatives
about the unexploded ordnances problem and visited the field of
removal operations. After returning to Japan, he had opportunity to
participate in a symposium as a speaker in Okinawa, where the
problem of unexploded ordnances remains. Mr. Kitazawa made a
speech on the casualties caused by land-mines and unexploded
ordinances in Cambodia and Laos. He also sent messages for the
audience to raise their awareness of the problem of unexploded
ordnances, which is occurring among many countries, even in
Japan as well.
Implementation System
Ms. Takahashi talks with people of Myanmar.
Data and Information
Mr. Kitazawa inspects activities to eradicate land-mines in
Cambodia.
143
 Implementation System: Operation, Management and Evaluation

Information Disclosure
In addition to those items identified in each of the following Information Related to Procurement and Agreements
sections, JICA discloses information through its website and other Information related to discretionary contracts; bidding status
means in accordance with Article 22 of the Law Concerning Access lists; etc.
to Information held by Incorporated Administrative Agencies, Etc.
(Law No. 140 of December 5, 2001). Information on Related Entities
Funding activity recipient details; the status of related public-
Information Related to the Organization interest corporations; etc.
Objectives, overview of operations, relationships with Japanese JICA Annual Report, in Japanese and English
government programs; overview of organization; standards for
officer compensation and retirement allowances; standards for For More Information
employee salaries and retirement allowances; etc. For additional information, please refer to the Japan International
Cooperation Agency website.
Information Related to Operating Activities
Operating reports; project performance reports; mid-term Information Related to Disclosure
plans, annual plans; etc. Japan International Cooperation Agency “Home” page e Information
Disclosure
Information Related to Financial Standing http://www.jica.go.jp/disc/index.html (Japanese only)
Financial reports, etc.
Information Related to the Protection of Personal Information
Information Related to the Evaluation and Audit of the Japan International Cooperation Agency “Home” page e Privacy
Organization, Operating Results and Financial Standing Policy
Operating result evaluation documents; audit reports of http://www.jica.go.jp/english/policy/index.html
auditors; audit opinions of auditors; administrative evaluations and
supervisory reports; accounting audit reports; etc.

Information Disclosure
(Reference)
Type or request medium Total
FY2011 FY2010 FY2009 FY2008 FY2007
Postal mail 4 20 8 27 26 85
Headquarters 13 13 24 46 25 121
Contact points
Domestic offices 0 0 0 0 0 0
Forwarded from other organizations 0 0 0 0 0 0
Total 17 33 32 73 51 206

Information Disclosure Determination *Figures in parentheses represent the number of decisions assumed by JBIC

(Reference)
Category Total
FY2011 FY2010 FY2009 FY2008 FY2007

Disclosure
Full disclosure 1 3 5 11 16 36
determination Partial disclosure 14 20 24 54 30 142
measures taken
Completed Information not disclosed 1 9 2 6
（2） 4 22
Withdrawn 1 1 1 0 1 4
Forwarded in full to other organizations 0 0 0 0 0 0
Total 17 33 32 71 51 204
Total including portion assumed by JBIC 73

Notes: 1. This table outlines the manner in which requests for information disclosure, including those forwarded from other organizations, were handled on an individual request basis.
2. Figures recorded under “Forwarded in full to other organizations” indicate the number of requests for information disclosure forwarded in full to other organizations in accordance with Article 12
or Article 13 of the relevant law. Cases in which a request was divided and forwarded to multiple administrative organizations have been counted as a single request. Cases in which a request
for information disclosure was partially forwarded to other organizations have not been recorded under “Forwarded in full to other organizations;” the portion that was not forwarded to other
organizations is recorded as one request under “Disclosure determination measures taken,” “Withdrawn” or “In progress.”
3. Figures recorded under “Withdrawn” represent the number of requests for information disclosure withdrawn by the requesting party following initial receipt by JICA, resulting in completion with
no decision made as to the disclosure of information. This does not include requests not fully recorded, such as information disclosure requests withdrawn by the requesting party following the
provision of information during the request recording process.
4. The table does not include one incident (classification: unreleased) which was handled jointly with the Japan Finance Corporation (JFC), involving the reorganization of the Japan Bank for International
Cooperation (JBIC) on October 1, 2008.

144
 Implementation System: Operation, Management and Evaluation
Compliance
Compliance Policy
(1) JICA shall improve transparency and fairness in its
management of both operating and financial
activities in order to secure trust from the people of
Japan as an incorporated administrative agency.
(2) JICA shall ensure its credibility in the global society
by contributing to sound development of the
international community through development
assistance.
JICA bears heavy social responsibilities and is charged with
a public mission as an incorporated administrative agency. In
order to discharge this social responsibility while responding to
the expectations of the general public and the international
community, as well as in light of changes in the environment
surrounding JICA such as administrative and ODA reform, it is
becoming increasingly important to ensure transparency and
fairness of its operational management in accordance with
laws, internal regulations and social norms. Accordingly,
strengthening compliance is necessary to ensure that
operations are thoroughly conducted along the lines mentioned
above.
Based on this awareness, JICA has identified compliance as
the highest priority management issue to be addressed by the
organization, and is working to practice compliance based on
the behavioral principles that are prescribed in the above
compliance policy.
Specifically, in addition to audits conducted by inspectors
and accounting auditors based on the Act on General Rules for
Incorporated Administrative Agencies, an Office of Audit,
independent of other departments, oversees internal auditing
directly under the control of the President in carrying out
regular audits, thereby working to ensure that JICA operations
are conducted in an appropriate and efficient manner.
Furthermore, an accident report system and whistleblower
report system have been established for the purpose of
preventing violations of laws and internal regulations and
properly responding as the entire organization to violations, as
well as contributing to preventing the reoccurrence of violations.
Also, in order to deliberate and consider various issues related
to compliance, the Compliance Committee, which is chaired by
the Senior Vice-President, is held regularly. Through these
Special Feature
(3) JICA shall satisfy the needs of developing countries
and provide flexible and high quality services.
(4) JICA shall respect natural and social environments
in the performance of its operations.
Program Goals and
Overview
(5) JICA shall communicate widely with society to
maintain a transparent organizational climate.
efforts JICA endeavors to position itself to abide by and put into
action its compliance policy and ensure fairness in its
management operations.
Concrete Initiatives
JICA has also distributed a compliance manual to all of its
officers and staff. This manual identifies, organizes, and
systematizes those compliance policies, laws, rules, and social
demands that must be observed in an easy-to-understand
manner in addition to serving as a guide to behavior for staff.
Based on these platforms and compliance programs
determined by the Compliance Committee, JICA conducts
activities in each fiscal year for the purpose of firmly
establishing an organizational framework for compliance at
JICA.
Implementation System
In fiscal 2011, significant risks in the entire organization
were identified and assessed. In addition, all departments at
the head office and branch offices in locations throughout
Japan include items for improving compliance in their annual
plans and take actions that reflect compliance issues at each
location. Furthermore, all overseas offices prepare country-
specific compliance manuals that cover laws, regulations,
social customers and other items that must be observed. These
manuals are used as the basis for compliance training at
overseas offices for all staff, including local staff members.
Furthermore, responding any new issues involving
Data and Information
compliance, through a variety of activities such as training
programs based on the duties and roles of all executives and
officers, JICA improves each individual staff member’s
compliance awareness.
145
 Implementation System: Operation, Management and Evaluation
Guidelines for Environmental and
Social Considerations
JICA’s Guidelines for Environmental and Social
Considerations
A project aiming for social and economic development
nevertheless may involve a risk of causing negative impacts
on the environment such as adverse impacts on air, water, soil,
or ecosystem as well as negative impacts on society such as
involuntary resettlement or infringement of the rights of indigenous
peoples. In order to achieve sustainable development, the project’s
impacts on the environment and society must be assessed and
means and cost to avoid, minimize or compensate for those impacts
must be integrated into the project itself. This internalization of
environmental and social cost into the development cost is the
gist of Environmental and Social Considerations (ESC). JICA’s
Guidelines for Environmental and Social Considerations (ESC
Guidelines) is a guide that sets forth JICA’s responsibilities and
required procedures, together with obligations of partner countries
and project proponents, in order to put ESC into practice.
The current ESC Guidelines (2010) integrates JICA’s former ESC
Guidelines (2004) and Japan Bank for International Cooperation
Guidelines for Confirmation of Environmental and Social
Considerations (2002), and covers Technical Cooperation, Loan
Aid and Grant Aid. The ESC Guidelines (2010) applies to projects
that were proposed on and after July 2010*.
The ESC Guidelines, in languages including English, Chinese,
French, and Spanish, as well as related documents such as
Frequently Asked Questions are available on JICA’s website at:
http://www.jica.go.jp/english/operations/social_environmental/
guideline/index.html
Application of the ESC Guidelines
JICA’s partners, including host countries, borrowers and project
proponents (herein referred to as “project proponents etc.”), bear
the primary responsibility for ESC. JICA’s role is to examine the ESC
undertaken by the project proponents etc. in their development
projects and to provide necessary support to ensure that the
appropriate ESC are put into practice and that adverse impacts
are avoided or minimized to an acceptable level. Procedures taken
by JICA include the following:
1. Confirmation of ESC
JICA examines and confirms that the ESC is put into practice
by the project proponents etc. at various stages of the project
including formulation, review, implementation, and post evaluation.
JICA’s procedure consists of three processes: Screening in which
projects are classified into different categories based on the
magnitude of their potential impacts; Environmental Review in
which JICA examines and evaluates the ESC during the review
146
of a project proposal; and Monitoring in which JICA follows up
on ESC activities for a certain period of time including the post-
completion stage.
Screening is a process in which JICA classifies the project into
one of four Environmental Categories based on the magnitude
of its impacts inferred from information supplied by the project
proponents etc. The categories are: A (likely to have significant
adverse impacts), B (potential impacts are less adverse than A), C
(minimal or little impact), and FI (JICA provides fund to a financial
intermediary of which sub-projects could not be identified prior to
JICA’s approval). JICA then follows the ESC procedures set by the
ESC Guidelines in accordance with the category of the project.
Environmental Reviews is a process in which JICA reviews the
ESC of the project proposals for Technical Cooperation, Loan Aid,
or Grant Aid. In Environmental Review, JICA confirms the possible
environmental or social impacts together with countermeasures
taken by the project proponents etc., through examination of
documents including an environmental impact assessment (EIA)
report and Environmental Checklist that indicates the state of ESC,
which are provided by the project proponents etc. For category A
projects, JICA holds a discussion with the project proponents etc.
to confirm the positive and negative impacts of the project based
on EIA report and other documents related to ESC. Then JICA
evaluates the proposed measures for avoidance, minimization,
mitigation, or compensation for the adverse impacts, as well as
measures to enhance the positive impacts on the environment
and society. JICA secures the transparency of the Environmental
Review by disclosing relevant documents including the EIA report
on its website prior to the process.
Monitoring for ESC measures is carried out by the project
proponents etc. JICA confirms the result of monitoring for a
certain period of time that covers the implementation stage
and post-completion stage, and discloses the results on JICA’s
website. If any issue is identified or anticipated, JICA urges the
project proponents etc. to devise appropriate countermeasures
and provides necessary support.
*For projects requested before July 2010, either JICA’s former ESC Guidelines (April 2004) or JBIC’s
‘Guidelines for Confirmation of Environmental and Social Considerations’ (April 2002) applies, depending
of the scheme.
Environmental Categories
Category Description
Project that is likely to have significant adverse impacts on environment and society. For example, a large-scale project in a sector that requires
A special attention such as energy development and infrastructure development, or a project in a sensitive area such as a nature reserve or a
living sphere of indigenous people.

Special Feature
B Project whose impacts on the environment and society are less adverse than that of category A.
C Project that has a minimal or virtually no impact on the environment and society.
Project in which JICA funds the financial intermediary or executing agency that selects its sub-projects after JICA’s approval of the funding, and
FI therefore JICA cannot assess the ESC of each sub-project prior to its approval. Such projects are classified as FI if the sub-projects are likely to
have a considerable impact on the environment and society.

Flowchart for Environmental and Social Consideration Procedures Category Composition Trends
Loan Aid

Program Goals and

Category FI 4%
Commence deliberations for project
2009 Category A Category B Category C

Overview
（103） 40% 45% 12%
Screening Category FI 19%
2010 Category A Category B Category C
Disclose the results （84） 24% 29% 29%
A B FI C of the categorization
Category FI 4%
on JICA’s website
2011 Category A Category B Category C
（104） 32% 49% 15%

Advisory Preparatory Survey

Committee (implemented when necessary) Grant Aid
Category A 2%

Concrete Initiatives
2009 Category B Category C
Disclose the
preparatory surveys
（360） 29% 69%
and documents on
Category A 7%
environmental and
social considerations 2010 Category B Category C
on JICA’s website （46） 11% 83%

Category A 3%
Advisory
Environmental Review
Committee
2011 Category B Category C
（61） 36% 61%

Disclose the results

Technical Cooperation Projects

Implementation System
of the environmental
review on JICA’s website (Technical Cooperation and Technical Cooperation for Development Planning)
Category A 4%
2009 Category B Category C
（483） 18% 78%

Category A 3%
Conclusion of agreement documents
2010 Category B Category C
（514） 9% 88%

Category A 2%
Disclose on JICA’s
website the results
2011 Category B Category C
Advisory （318） 12% 86%
Committee
Monitoring of monitoring results
made public by
project proponents
Data and Information

*Figures in parantheses denote the number of agreement documents concluded.

147
 2. Reinforcement of ESC
JICA provides various assistance to the partner countries to
ensure that appropriate ESC is put into practice. For example, in
the planning stage of the project JICA may assist the survey and
other procedures related to ESC within its Technical Cooperation
for Development Planning, Preparatory Survey, or Detail Design.
JICA also enhances the capacity of the partners in ESC through
a Training and Dialogue Programme including the Workshop
on Administration of Environmental and Social Considerations
Process for Implementation of a JICA ODA Loan Project and
Technical Cooperation Projects such as Capacity Enhancement
of Environmental and Social Consideration for Resettlement
implemented with Cambodia’s Ministry of Economy and Finance
and Inter-ministerial Resettlement Committee.
JICA reinforces Japan’s capacity on ESC in international devel-
opment by conducting training courses for government officials
and consultants, such as New ESC for Public Officers and Con-
sultants. To strengthen its organizational capacity on ESC, JICA
is compiling and updating a series of country profiles focused on
environmental and social issues, which are designed to optimize
the ESC procedures of JICA and its partner countries. In addition,
JICA actively engages in dialogues and shares information regard-
ing ESC with developing partners including the World Bank and
Asian Development Bank.
between the Requester (person who raised the objection) and the
project proponents etc. As of March 2012, the Objection Examiners
appointed by JICA are as follows:
Mr. Junji Annen
Professor, Chuo Law School/Attorney-at-law
Mr. Yukihiko Harashina
Director, Professor of Department of Environmental Science and
Technology, Interdisciplinary Graduate School of Science and
Engineering, Tokyo Institute of Technology
Documents providing an outline of Objection Procedures and
the annual reports of Objection Examiners are available on the
Objection Procedures page of JICA’s website at:
http://www.jica.go.jp/english/operations/social_environmental/
objection/index.html
No objection was received in fiscal 2011.

3. Advisory Committee for Environmental and Social Con-

siderations
The Advisory Committee for Environmental and Social Consid-
erations has been established by JICA as an independent council
that advises JICA on its examination and support of ESC. The
committee consists of 24 external experts in the relevant field, A stakeholder meeting for Improvement of the National Road No. 1 Project in Cambodia

who were impartially selected following a public advertisement.

Provisional members are appointed according to the needs.
During fiscal 2011, 12 plenary meetings were held as well as
42 meetings of a Working Group, which is a group of commit-
tee members assigned by the plenary meeting to investigate a
particular project.
The list of the committee members and the minutes of plenary
meetings (in Japanese) is available on JICA’s website at following
http://www.jica.go.jp/environment/advice/index.html
4. Objection Procedures
In addition to measures mentioned above, JICA has established
the Objection Procedure as a fail-safe mechanism to ensure its
compliance with the ESC Guidelines. By following this procedure,
a resident of the partner country who is affected, or is likely to be
affected by the project due to JICA’s non-compliance with the ESC
Guidelines can file an objection to JICA. Contents of the objection
will be reviewed by the Objection Examiners who are independent
of the Operational Department of JICA. Objection Examiners inspect
the facts relating to compliance or non-compliance with the ESC
Guidelines and report the findings to JICA’s president. If a problem
or a dispute arises as a result of JICA’s non-compliance with the
ESC Guidelines, Objection Examiners will encourage a dialogue
5. Information Disclosure
In order to maintain its accountability and transparency, JICA
actively discloses information on ESC. Project proponents etc. is
primarily responsible for the disclosure of information regarding
the project’s ESC, but JICA also supports this process by disclosing
key information with appropriate timing and the proper format
as described in ESC Guidelines. For example, under the new ESC
Guidelines (2010), JICA has disclosed the EIA reports of all category
A projects on its website. JICA also disclosed Resettlement Action
Plans of the projects that involved large scale involuntary resettle-
ments. This information, as well as information on the Objection
Procedure mentioned above, is available on the Environmental
and Social Considerations page in JICA’s website. (http://www.
jica.go.jp/english/operations/social_environmental/index.html)

148
6. Harmonization with Other Development Partners
ESC Guidelines state that JICA’s projects must not deviate
significantly from the World Bank’s Safeguard Policies, and that
JICA should refer to the internationally recognized standards
and good practices, including that of the international financial
partners including the World Bank and Asian Development Bank
by maintaining close coordination and engaging in a joint mission
on ESC in projects that are co-financed by other development
partners. JICA also participates in international conferences and
other events concerning ESC to keep up to date with the global

Special Feature
organizations, when appropriate. To this end, JICA actively seeks trend and to share its experiences, thus contributing to the im-
harmonization of its ESC procedures with procedures of developing provement of the overall ESC.

Objection Procedures Flowchart

Examiner Operational Department

Receipt of Request

Program Goals and

Overview
Acceptance of Request and notification
In principle, within five (5) business days after receiving the Request

Preliminary Investigation
To be completed approximately one (1) month after the acceptance of a Request

Concrete Initiatives
Decision to commence the Procedures or decision to not commence the Procedures

The Examiner shall inform the President and the Requester of the decision.

In the event the Procedures are commenced

Implementation System

Implementation of investigation and encouragement of dialogue

Submission of report to the President Disclosure on website

To be submitted within two (2) months after the commencement of the Procedures (two-month extension is possible)
Data and Information

Submission of opinion by the Operational Department to the President Disclosure on website

Within one (1) month after the submission of the report

Follow-up by the Operational Department

149
 Implementation System: Operation, Management and Evaluation
Risk Management of ODA Loan Account
The operations of financial institutions involve
various risks, including credit risk, market risk,
liquidity risk, operational risk and other risks. As
a government agency, JICA conducts financial
operations to achieve policy objectives. Thus, JICA
differs from private financial institutions in terms
of the nature as well as the extent of risks involved
in its operations and ways to deal with them.
Nonetheless, it is essential to have appropriate
risk management as a financial institution. In
line with the international trend of focusing on
risk management as the basis of operations of
financial institutions, JICA is improving its internal
risk management system.
More specifically, financial risk management of
the ODA Loan Account was taken to be a managerial
issue that needs to be addressed systematically by
the entire organization. JICA has thus adopted a
risk management policy under which it identifies,
measures and monitors various risks to which its
operations are exposed. The objective of this policy
is to ensure sound and effective operations and
to earn returns commensurate with risks.
JICA manages various risks that policy-based
financing institutions are facing. The following
are examples of JICA’s major risk management
activities.
Credit Risk
Credit risk refers to the potential loss from
difficulties or failure to recover credit assets due
to the declining financial position of a debtor. Given
the very nature of financial support for external
economic transactions and overseas economic
cooperation, JICA frequently extends loans to
foreign governments and government agencies.
Therefore, sovereign risk makes up a considerable
part of the credit risk that accompanies JICA’s
operations.
1) Credit Rating System
JICA has established a credit rating system as
part of the organization’s operating procedures and
to be used to cover all the borrowers in principle.
Credit ratings are the cornerstone of credit risk
management, being used for conducting individual
credit appraisals and quantifying credit risks. Credit
ratings are revised when appropriate based on the
organization’s risk profile.
2) Self-Assessment of Asset Portfolio
JICA performs self-assessments of its loan
portfolio to properly reflect the characteristics of
its assets based on the Financial Inspection Manual
prepared by Japan’s Financial Services Agency.
The purposes are to manage credit risk and to
implement write-offs and loan loss provisions
in a proper and timely manner. In this process,
the first-stage assessment is conducted by the
relevant financing departments, while the second-
150
stage assessment is conducted by the corporate Operational Risk
and country economic analysis departments with Operational risk refers to the potential losses
inspection by the Office of Audit. The results of incurred from improper systems, personnel
self-assessments conducted on the asset portfolio activities, work processes or other external events.
are not only used internally for the continuous For JICA, this refers to risks that stem from its
reviews of the loan asset portfolio but also reflected work activities, systems and internal or external
in the disclosure of asset quality to enhance the misconduct. JICA manages this operational risk
transparency of JICA’s financial position. as part of the efforts in compliance with the rules.
3) Quantifying Credit Risk
In addition to individual credit risk management,
JICA is working on quantifying credit risks with
a view to evaluating the risk of the overall loan
portfolio. To quantify credit risks, it is important to
take into account the characteristics of JICA’s loan
portfolio, which holds a significant proportion of
long-term loans and loans involving sovereign risk.
Also to be taken into account is the mechanism of
securing assets, such as the Paris Club, a unique
framework for debt management by official creditor
countries. The credit risk quantification model
incorporating these factors is measuring credit
risks and utilized for internal control.
Market Risk
Market risk refers to the potential losses
incurred through changes in the value of assets
held due to fluctuations in foreign currency
exchange and/or interest rates. In the context
of potential losses stemming from changes in
market interest rates, JICA bears risks due to
the long-term nature of its financing activities,
which are conducted over terms that can reach
up to 40 years. In this regard, JICA is enhancing
its capacity to absorb interest rate risk by capital
injection from the General Account Budget of the
Japanese government. Furthermore, interest-rate
swaps are carried out exclusively for the purpose
of hedging interest rate risk. In order to control
counterparty credit risk of interest rate swaps, the
market value of transactions and credit worthiness
of each counterparty are constantly assessed, and
collateral is secured when necessary.
Liquidity Risk
Liquidity risk refers to risk of having difficulty
securing sufficient funds due to a deterioration of
JICA’s credit or to an unexpectedly large increase
in expenditures or an unexpectedly large decrease
in revenues.
JICA takes full measures to avoid liquidity
risk through management of its financing. This
includes efforts to secure multiple procurement
of funds such as Agency Bonds, and borrowing
under Fiscal Investment and Loan Programs.
 Implementation System: Operation, Management and Evaluation
Safety Management Operations Conducted Overseas
Developing countries are commonly confronted
by poverty issues, which in turn can give rise to
the increased incidence of crime. Some countries
face political instability, the possibility of a coup
d’état and the burden of long-running civil wars.
Even after the conclusion of civil wars, there
are instances that require peacebuilding activities
in countries beset with political instability and
numerous public security issues. Moreover, there
are also regions around the world where there are
threat factors on terrorism. Additionally, there are
nations in which transportation customs differ
from those in Japan, with many of these countries
characterized by a high risk of traffic accidents due
to inexperienced local drivers and underdeveloped
transportation infrastructures.
In this regard, JICA undertakes those security
measures and risk management initiatives outlined
below in an effort to support personnel engaged
in international cooperation to act and work in
safety.
Training and Seminars on Security
JICA conducts pre-departure security measures
training for affiliated personnel, including experts,
volunteers and their families. Training focuses
on such topics as region-specific crime, the
selection of housing, dealing with local residents,
the protection of valuables as well as hold-ups
or car-jacking. In general terms, information is
provided from the standpoint of crime prevention
and emergency response.
An orientation is organized for newly posted
arrivals through JICA’s overseas offices. Topics
covered include information on current public
security conditions and crime prevention measures.
Led by JICA’s overseas offices, affiliated personnel
convene a Security Meeting at least once a year for
the purpose of sharing pertinent experiences and
providing local security information. Through these
meetings, individuals living and working in the
same environment reveal and share their practical
expertise on security measures accumulated
through day-to-day experiences.
Stationing of Security Management
Advisors
To strengthen local safety measures, JICA
assigns personnel with expertise in public
security as “security management advisors.”
These advisors undertake the collection and
dissemination of public security information, and
are charged with the responsibility of responding
to, and taking security measures against such
wide-ranging incidents as residential crime and
traffic accidents. Security management advisors
draw upon their extensive knowledge of both local
crime patterns and Japanese behavior patterns to
provide the appropriate guidance on safety.
In countries without overseas offices, JICA may
assign personnel to collect local information.
Establishment of Emergency Contact
Networks
In each country of operation, JICA builds
communication systems that encompass all
relevant personnel in the event of an emergency.
Means of communication naturally include the
telephone, mobile phones, satellite phones and
radio equipment. Recognizing the essential
nature of information transfer and confirmation
in emergency situations, JICA positions the
emergency contact networks as a vital pillar of
its safety measures.
Dispatch of Security Confirmation
Missions to Prepare Appropriate Safety
Measures
With regard to countries presenting particular
issues in terms of safety, JICA dispatches security
confirmation missions to assess local conditions,
and to then examine specific safety measures. For
example, in order to respond to aid needs, JICA
analyses the region-by-region public security
condition of a particular country and then makes
appropriate decisions on the range of activity by
JICA personnel.
In countries with a high occurrence of crime,
JICA dispatches a security advisory mission to
provide direct safety guidance to locally stationed
personnel, covering such topics as the prevention
of residential crime and actions to be taken when
dealing with armed crime.
Regarding traffic safety measures, JICA
prepares various types of instruction manuals
and distributes these to persons affiliated with
JICA. At the same time, JICA regularly publicizes
information regarding the occurrence of traffic
accidents in various countries and works to foster
an awareness of safety. In response to local
requests, JICA dispatches investigation teams to
provide instruction on traffic safety.
Bearing the Expense of Crime-Prevention
JICA bears such expenses as alarm systems,
the hiring of guards and the installation of crime
prevention equipment for the residences of its
experts and volunteers. As one example, JICA may
arrange for the construction of raised fences, the
installation of steel gratings, the reinforcement
of doors and window frames, the replacement of
locks and the installation of auxiliary locks as and
when considered necessary.
24-Hour Crisis Management
JICA’s Headquarters remains on a 365-day,
24-hour standby status to respond to overseas
emergency situations.
Special Feature
Anti-Terrorism Measures
The steady increase in the number of countries
and regions prone to terrorism is a cause for
concern. One particular feature of terrorism in
recent years has been the increase in the number
of large-scale terror incidents perpetrated by
international terrorist organizations. Until now, acts
of terror have targeted U.S. and European interests
in the Middle East, South Asia and Africa. However,
there is no denying that Japan could also become
a target of terrorism in the future. JICA strives
to raise an awareness of terrorism among JICA
Program Goals and
personnel working in high-risk regions to help them
avoid risk. These efforts include providing specific
precautions on such occasions as pre-dispatch
Overview
training and post-arrival orientation on how to
avoid becoming involved in a terrorist incident to
raise the awareness of these personnel and avert
risk.
Security Measures in Reconstruction
Assistance Activities
JICA conducts programs in post-conflict
countries or countries with ongoing conflicts such
as Afghanistan, Iraq, eastern Democratic Republic
Concrete Initiatives
of the Congo, Darfur region of Sudan, South Sudan
and Pakistan. Drawing on the activities of United
Nations organizations and other agencies active in
the relevant region, JICA routinely monitors volatile
political and public security situations, carefully
surveys regions of activity and deploys necessary
safety equipment such as radios and armored cars
in the ongoing conduct of its projects. As JICA
increases its participation in the peacebuilding
area and in reconstruction assistance projects, a
focus on such safety measures and a high state
of readiness become ever more vital.
Given the nature of unpredictable events such
Implementation System
as kidnappings, coup d’état, riots and terrorism,
practical know-how in dealing with potential
dangers is of the utmost importance. To that
end, JICA has instituted Security Risk Management
Training both in Japan and overseas in conjunction
with the United Nations High Commissioner for
Refugees (UNHCR) eCentre from 2003.
Data and Information
151
 Implementation System: Operation, Management and Evaluation

Performance Evaluation System

JICA, as an incorporated administrative agency (IAA), is required seek ways to improve the quality and efficiency of operations.
to deliver its administrative services steadily by improving and The findings of these monitoring activities are reflected in JICA’s
ensuring quality, efficiency and transparency. operations along with the evaluation results and recommenda-
To this end, the Act on General Rules for Incorporated Admin- tions from MOFA-ECIAA and MIC-CPIAA. Through these processes,
istrative Agencies identifies the systems for mid-term objective- JICA takes consistent measures to improve its operations and
oriented management and third-party performance evaluation. management.
Under the three- to five-year mid-term objectives set by the The Second Mid-term Plan (fiscal 2007 to fiscal 2011) focused
Minister for Foreign Affairs of Japan, JICA establishes mid-term on raising the efficiency of operation management while aiming
and annual plans. Every fiscal year, according to the set mid-term to exercise the benefits of the merger between JICA and the
objectives, plan and annual plans, JICA compiles a report on its Overseas Economic Cooperation Operations (Japanese ODA Loan,
operations and management along with its self-evaluation and etc.) of the former JBIC to improve the quality and effectiveness
submits it to the Ministry of Foreign Affairs’ Evaluation Commit- of projects.
tee for Incorporated Administrative Agencies (MOFA-ECIAA). After The Third Mid-term Plan (fiscal 2012 to fiscal 2016), highlights
receiving the report, MOFA-ECIAA evaluates the performance JICA’s operational efforts, such as 1) addressing issues like poverty
of JICA’s operations and management. Evaluation results are reduction, sustainable economic growth, global issues and peace
made public on MOFA’s website. The Ministry of Internal Affairs building, aligning with the Japanese government’s priority fields
and Communications’ Commission on Policy Evaluation and for development cooperation, 2) promoting the program approach
Evaluation of Incorporated Administrative Agencies (MIC-CPIAA) method that implements Technical Cooperation, Loan Assistance
undertakes cross-cutting secondary evaluations and assesses and Grant Aid in a comprehensive manner, 3) enhancing its project
the evaluation results concluded by individual ECIAA of various designing ability and its information transmission capacity, 4)
government ministries, including MOFA. At the end of the mid-term building more partnerships with organizations within and out of
objectives period, MIC-CPIAA reviews the necessity of each IAA’s Japan. Along with these operational efforts, JICA will continue to
operations, organization and operating portfolio, and then makes take steps to enhance the efficiency of the organization, opera-
recommendations to the relevant competent minister in charge tions and operating expenses [ See page 163 for an overview of the
(for JICA, the MOFA). Third Mid-term Plan and Annual Plan].
JICA implements its operations and monitors the progress every
six months in order to achieve its mid-term and annual plans. Ad-
ditionally, in an Advisory Committee on Performance Evaluation,
external experts examine and discuss JICA’s performance and

Framework for Performance Evaluation and Operational Management Review

Prime Minister of Japan and His Cabinet

Ministry of Foreign Affairs Recommendation Comments Ministry of Internal Affairs and Communications

Evaluation Committee for Commission on Policy Evaluation and Evaluation of

Notification of
Incorporated Administrative Agencies Evaluation Results Incorporated Administrative Agencies (CPIAA)
Comments Comments
Required Actions Recommendation
Mid-term Objectives Indicated

Performance Results Report

Mid-term Plan Approved

Annual Plan Reported

JICA
Comments
(Incorporated Administrative Agency)

152
 Implementation System: Operation, Management and Evaluation

Operations Evaluation

Special Feature
JICA uses the plan-do-check-action The PDCA Cycle
(PDCA) cycle to conduct an evaluation of
all projects and programs, including Technical DO CHECK ACTION
PLAN
Cooperation, ODA Loans and Grant Aid. JICA’s
evaluation utilizes a common framework Mid-term Terminal Ex-post Ex-post
Ex-ante evaluation Feedback
that encompasses the pre-implementation, review evaluation evaluation monitoring

implementation, post-implementation and Prior to project Examines the relevance After the completion Evaluation results are
implementation, the of the plan, progress of of the project, the reflected in the present
feedback stages, while reflecting the features relevance, details and the project, attainability relevance, effectiveness, project for improvement
expected outcome of of the goal, and internal impact, efficiency and and also utilized as
of each aid scheme such as the assistance the project along with and external factors sustainability of the reference for planning and
evaluation indicators are influencing the project. project are examined. implementation of similar
period and timeframe for expected results.

Program Goals and

examined. Ex-post monitoring projects.
By conducting the evaluation at each stage examines measures and
actions taken based

Overview
of the PDCA cycle, JICA aims to improve the on lessons learned and
recommendations offered
development results of the operations. at Ex-post evaluation.

Characteristics of JICA’s Evaluations projects over a certain size. In addition, results of ex-post evalu-
1. Consistency throughout the Project by Reflecting the ations are posted on the JICA website to ensure the transparency
PDCA Cycle (See Table) of these evaluations. Furthermore, as a framework to reflect the
perspectives of outside parties in evaluations, advice on the evalu-
2. Coherent Methodologies and Criteria for All Three ation framework, evaluation structure, and methods is provided
Schemes of Assistance by the Advisory Committee on Evaluation comprising third-party
experts.

JICA aims to conduct evaluation and utilize the findings based
on a consistent philosophy and a standard evaluation framework,
while it takes into consideration the characteristics of each as-
sistance scheme. For example, JICA conducts evaluations based
on the PDCA cycle, using the Criteria for Evaluating Development
Assistance (See Table 2) laid out by the Development Assistance
Committee (DAC) of the Organisation for Economic Co-operation
and Development (OECD) as an international ODA evaluation
perspective. Also, JICA publishes evaluation results based on a
rating system.
Concrete Initiatives
5. Emphasizing Use of Evaluation Results
For JICA’s project evaluations, the results of evaluations at each
stage of the project perform the role of feedback that can be used
to improve the quality of the “Action” phase of the PDCA cycle. This
feedback includes recommendations for improvement of the project
and lessons learned that can be used at other ongoing projects
or future projects. Furthermore, JICA will strengthen feedback
into JICA’s fundamental strategies for cooperation and the JICA
Thematic Guideline. Also, we will provide feedback of evaluation

3. Cross-sectoral and Comprehensive Evaluation through
a Thematic Evaluation
JICA conducts thematic evaluations for the purpose of evaluating
and analyzing many projects in a comprehensive and cross-sectoral
manner. Those projects are selected based on a particular theme.
Then thematic evaluations are performed by using a perspective
that differs from ordinary project evaluations. The goal of this
evaluation is to identify recommendations, and lessons learned
that apply to all of the projects.
In the future, evaluations for JICA’s cooperation programs (a
strategic framework designed to support the achievement of
Implementation System
findings to recipient governments and use other measures so
that the findings can be incorporated in the projects, programs
and upper level policies, such as development policies, of these
governments.
Evaluation Perspectives Using the DAC Criteria for
Evaluating Development Assistance
Relevance Examines the extent to which the aid activity is suited to
the priorities and policies of the target group, recipient
and donor: Does the goal of the aid activity meet the
needs of beneficiaries? Are the activities and outputs
of the program consistent with the overall goal and the
attainment of its objectives?
Data and Information

developing countries’ mid- to long-term development goals) will
also be conducted in line with the progress being made in this
endeavor.
4. Ensuring Objectivity and Transparency
JICA conducts external evaluations, in the ex-post evaluations,
which require objective verification of project implementation
results. An external third-party makes evaluation judgments for
Effectiveness Measures the extent to which a program or a project
attains its objectives.
Impact Examines positive and negative changes as a result of
the project. This includes direct and indirect effects and
expected and unexpected effects.
Efficiency Measures the outputs in relation to the inputs to
determine whether the aid uses the least costly resources
possible to achieve the desired results.
Sustainability Measures whether the benefits of the project are likely to
continue after the closure of the project.

153
 Implementation System: Operation, Management and Evaluation
Efforts to Improve Operations
JICA has carried out a number of activities with the aim of
improving its administrative services. In addition to the continued
monitoring implemented since the merger with the Overseas
Economic Cooperation Operations of the former JBIC in October
2008, in consideration of the ODA Review Final Report released
by the Ministry of Foreign Affairs in June 2010 and the Govern-
ment of Japan’s screening process, JICA places priorities on the
following six points in determining the future direction of work
improvement: 1) the improvement of aid strategies; 2) efforts to
deliver efficient aid; 3) demonstration of leadership within the
international community; 4) promotion of understanding and sup-
port by citizens; 5) enhancing the organizational capacity of JICA;
and 6) appropriate and efficient organizational management.
JICA strives to create and disseminate new value in a self-
sustained and dynamic manner through these efforts.
Efforts for Improving Organizational Structure
To strengthen the management capacity, JICA studied the
involvement of implementation plans, such as refining operations
and developing new cooperation structures, as well as how to
create the organization needed to achieve the plans. Based on
the results of these studies, we have started taking a number of
actions.
As a result of such reviews, in fiscal 2011, the Office for
Reconstruction Assistance for the Great East Japan Earthquake
Disaster was established to collect knowledge, technical data and
other information about earthquakes, to analyze and store this
information, and to make this information available to others. To
further strengthen our ties with international aid organizations,
we also established the Office for Global Issues and Development
Partnership within our Operations Strategy Department.
Currently, the initial new JICA structure of 35 departments
has been realigned into a 31-department structure. JICA is also
taking actions in order to rationalize the internal document ap-
proval process, expedite decision-making, clarify responsibility
and authority, and rectify the scope of management.
154
Efforts for Cutting Costs and Boosting Procurement Com-
petitiveness
In consideration of the screening process and other factors,
JICA is continuing to work on further cutting and rationalizing costs
as well as on making procurement activities more competitive.
One example of JICA’s cost-cutting efforts is to fly economy
class in principle when all staff or experts go on business trips. In
addition, JICA uses competitive bids to purchase airplane tickets.
Measures to make procurement activities more competitive
include comprehensive third-party inspections of noncompetitive
negotiated contracts, the introduction of open bids (Quality and
Cost Based Selection) for outsourcing contracts for periodic admin-
istrative tasks, easier requirements for submitting bids (applying
government registration systems instead of JICA’s own system,
lightening the burden imposed on making proposals), and the pre-
announcement concerning planned projects. JICA will continue to
carry out revisions in an appropriate manner based on the Basic
Policy on Operational Revisions of Incorporated Administrative
Agencies (Cabinet Decision of December 7, 2010).
Strengthening Overseas Functions
In order to strengthen its overseas functions, JICA is reexamin-
ing its network of overseas offices in accordance with measures
to strengthen the capacity of the staff and IT system of each
office based on the political, economic and security condition of
developing countries. In addition, JICA is reinforcing supporting
systems provided by the Headquarters to overseas offices and
assigning staff to the front lines of aid activities.
 Implementation System: Operation, Management and Evaluation
Efforts toward ISO Certification
JICA is active in its efforts to address environmental problems,
striving for a level of environmental conservation that envelops all
of human life in concert with sustainable development. On April
1, 2004, JICA announced details of the Agency’s Environment
Policy as a first step toward the full-scale implementation of
its environmental management system. As a part of its ongoing
environmental endeavors, JICA’s entire organization in Japan,
including the head office, received ISO 14001 certification in fis-
cal 2005. Certification was renewed in fiscal 2010 and has been
renewed afterward following annual inspections.
About ISO 14001
The International Organization for Standardization (ISO) for-
mulated ISO 14001 as a global standard for the construction
and operation of environmental management systems. It was
established against the recent background of enormous concern
over environmental issues. The standard calls for organizations to
prevent and reduce the environmental burden generated by their
activities and to consistently engage in activities that benefit the
environment through the plan-do-check-action (PDCA) cycle.
Environmental Efforts
JICA places the utmost importance on efforts that incorporate
concerns for the environment. This emphasis is the linchpin of its
Environment Policy as follows;
Basic Principles
As stated in the “Law on General Rules of Japan International
Cooperation Agency,” JICA’s mission is to “contribute to the promo-
tion of international cooperation and to the sound development
of Japan and the international socioeconomy by contributing to
the development or reconstruction of the economy and society, or
economic stability of overseas regions which are in the developing
stage,” particularly to global environmental protection in compli-
ance with environmental laws and regulations. Furthermore, in
order to prevent and reduce negative environmental impacts that
result from JICA’s activities, JICA will utilize an environmental
management system and shall work continuously to improve it.
The system will be based on the following policies:
(1) Promotion of environmental measures through international
cooperation activities
Based on the Japanese government’s Official Development
Assistance (ODA) policies, JICA will promote cooperation activities
for the protection and improvement of the environment. JICA will
continue to:
Promote international cooperation and projects that contribute
to environmental protection in developing countries; and
Efforts related to climate change [ See page 96 (Global Environ-
ment and Climate Change)]
Mitigate any adverse environmental impacts of development
Special Feature
programs and projects in accordance with the guidelines for
environmental and social considerations [ See page 146].
(2) Promotion of activities for general environmental awareness
With the aim of raising public awareness, JICA collects infor-
mation about environmental issues. JICA will continue to:
Carry out promotional and educational activities by introducing
JICA’s programs on environmental issues;
Conduct surveys and research on environmental issues, and
develop relevant proposals; and
Program Goals and
Implement continuous training through seminars and guidance
Overview
programs for JICA all employees and personnel engaged in
JICA’s activities.
(3) Promotion of environmentally friendly activities within
JICA offices and other JICA facilities
JICA promotes environmental programs to reduce any negative
impacts caused by its activities at offices and other facilities. JICA
will continue to:
Promote waste reduction, resource and energy conservation,
Concrete Initiatives
recycling; and
Procure environmentally friendly products based on the “Law
on Promoting Green Purchasing” and other relevant laws and
regulations.
(4) Compliance with environmental laws and regulations
JICA will consistently adhere to relevant environmental laws
and regulations.
For details on other efforts, please refer to the following website:
http://www.jica.go.jp/english/operations/social_environmental/
Implementation System
index.html
Data and Information
155
 Response to the Great East Japan
Earthquake Disaster
Drawing on JICA’s Knowledge, Experience and Network

In response to the unprecedented catastrophe of the Great East Japan Earthquake Disaster, JICA made efforts to fulfill
its responsibility as a public organization. For the emergency response stage of its activities, JICA took advantage of its
knowledge and experience accumulated through overseas emergency disaster assistance and disaster prevention activities
to provide assistance utilizing JICA’s human resources, network and facilities.
For the recovery and reconstruction stage of its activities, JICA established the Office for Great East Japan Earthquake
Disaster. This office coordinates activities covering many departments inside of JICA and organizations outside of JICA,
gathers, organizes and stores information to facilitate efficient and effective activities backed by the entire organization.
The office also prepared information about lessons that can be learned from reconstruction programs following other major
disasters in Japan. In addition, this office distributed in Japan and overseas information about case studies concerning
disaster recovery in developing countries where JICA provided support and about knowledge gained from these activities.
The aim is to utilize this knowledge to assist developing countries.

Emergency response stage Recovery and reconstruction stage

On the day of the earthquake, JICA established the Emergency
Response Headquarters chaired by JICA’s President. The Headquarters
acted immediately to assist people in the Tokyo area who could not
return to their homes, provide emergency supplies, serve kidney dialysis
patients at JICA Tokyo International Training Center, find shelter for foreign
exchange students, and provide other forms of assistance. In addition,
JICA Nihonmatsu Volunteers Training Center, 50km from Fukushima
Daiichi Nuclear Power Plant, became an evacuation shelter for Fukushima
Prefecture, serving as a place where people could stay and receive
assistance.
JICA Tokyo International Training Center was used as the base for
the United Nations Disaster Assessment and Coordination (UNDAC) team
that was accepted by the Japanese government. We also provided staff
members to help with the activities of this team. JICA staff members
accompanied a medical team from Israel to coordinate their activities
and provide support. Overall, JICA played a part in cooperation for support
from other countries by using its knowledge and networks gained from
international emergency assistance activities.
JICA sent staff members with experience in support for recovery
activities to NPOs and helped coordinate activities with government
agencies, companies, universities and other organizations. In addition,
JICA Tohoku Branch Office provided office space to NGOs. Activities like
these allowed JICA to assist in recovery programs by extending support
to NGOs and NPOs.
JICA analyzed disaster prevention and response information in areas
damaged by the Great East Japan Earthquake Disaster. University studies
and research were then performed in order to distribute information
about lessons learned to other countries. JICA is holding international
conferences that are attended by well-known people and experts from
Japan and overseas. The purpose is to show that lessons learned from
the Great East Japan Earthquake Disaster are serious issues on a global
scale as well as in Japan.
JICA has accumulated experience over approximately the past decade
in supporting disaster recovery activities in developing countries, including
aid following earthquakes in Turkey and Indonesia. JICA wants to use
knowledge gained from activities to recover from the Great East Japan
Earthquake Disaster to improve assistance provided in the future when a
disaster occurs.

JICA personnel were sent to assist with recovery activities in areas damaged by the earthquake and tsunami.

156
 Data and Information
History of JICA ････････････････････････････････････････････････ 158
Organization Chart ･･･････････････････････････････････････････ 160
Executive Officers and Auditors ･･････････････････････････ 161
Budget ･･････････････････････････････････････････････････････････ 162
JICA’s Mid-term Plan/Annual Plan ･･････････････････････ 163
1. JICA’s Mid-term Plan ･･･････････････････････････････････････････ 163
2. JICA’s Annual Plan ･････････････････････････････････････････････ 171
Statistics on Program Results ････････････････････････････ 176
1. Outline of JICA Operations ･･････････････････････････････････････ 177
2. Geographical Distribution of JICA Operations ････････････････････ 177
3. Regional Distribution of Technical Cooperation･･･････････････････ 187
4. Sectoral Distribution of Technical Cooperation Projects･･･････････ 189
5. Sectoral Distribution of Grant Aid Projects ･･･････････････････････ 189
6. Overview of Loan Aid (Data from the Previous Five Years) ････････ 190
7. Sectoral Distribution of ODA Loan ･･･････････････････････････････ 190
8. Geographical Distribution of ODA Loan (FY2011) ･････････････････ 191
9-1. Debt Rescheduling Based on Paris Club Agreements
(FY2011) ････････････････････････････････････････････････････ 192
9-2. Debt Cancellation (FY2011) ･･･････････････････････････････････ 192
10-1. Principal Contractors under ODA Loan
(FY2011/Goods and Services) ･･･････････････････････････････ 193
10-2. Principal Contractors under ODA Loan
(FY2011/Consulting Services) ･･････････････････････････････ 195
11-1. Terms and Conditions of ODA Loans ･････････････････････････ 196
Bhutan: Children practice volleyball during a physical education class. [Photo by Kensaku Seki]
11-2. Tying Status (Commitment Basis)････････････････････････････ 199
11-3. Nationalities of Contractors
(Including Procurement in Local Currency) ･･･････････････････ 199
11-4. Nationalities of Contractors (Foreign Currency Only) ･･････････ 199
11-5. Nationalities of Contractors (Including Procurement
in Local Currency, Including Commodity Loans) ･･････････････ 199
11-6. Nationalities of Contractors
(Foreign Currency Only, Excluding Commodity Loans) ････････ 199
12-1. Technical Cooperation Projects
(Record of Discussion Newly Signed in FY2011) ･･････････････ 200
12-2. Grant Aid (FY2011 Projects) ･････････････････････････････････ 202
12-3. List of Principal ODA Loan Commitments
(FY2011 New and Approved L/A) ････････････････････････････ 206
12-4. Major Projects of Equity Investments
(As of March 31, 2012) ･････････････････････････････････････ 207
Financial Statements ････････････････････････････････････････ 208
1. General Account ･･･････････････････････････････････････････････ 208
2. Finance and Investment Account････････････････････････････････ 216
Financial Conditions ･････････････････････････････････････････ 224
1. Two-Year Financial Statements ･････････････････････････････････ 224
2. Disclosure of Financial Conditions of
Finance and Investment Account ･･･････････････････････････････ 228
Domestic and Overseas Offices･･･････････････････････････ 232
Glossary ････････････････････････････････････････････････････････ 234
Index of Case Studies ･･･････････････････････････････････････ 236
157
 History of JICA
1954
January 1954 The Federation of Japan Overseas July 1990 25th anniversary of the JOCV.
Associations is established. The cumulative number of participants
The former surpasses 10,000 people.
April 1954 The Japan Asian Association is established.
Japan International January 1991 Evaluation Guidelines are published.
September 1955 The Japan Emigration Promotion, Co., Ltd.
Cooperation Agency is established. September 1992 Environmental Guidelines for Infrastructure
June 1962 The Overseas Technical Cooperation Projects are published.
Agency (OTCA) is established. December 1992 The Handbook for Women in Development
July 1963 The Japan Emigration Service (JEMIS) is (WID) Consideration is published.
established. May 1994 The cumulative number of participants in
April 1965 Japan Overseas Cooperation Volunteers JICA training programs surpasses 100,000
(JOCV) Office is established by OTCA. people.
May 1974 Act of Japan International Cooperation August 1995 Annual Evaluation Report is published.
Agency is promulgated. June 2000 The cumulative number of JOCV
August 1974 The Japan International Cooperation Agency participants surpasses 20,000 people.
(JICA) is established. December 2001 The reorganization and rationalization plan
December 1974 The Statement of Operation Procedures is for special public institutions is announced
implemented. by the Japanese government. Included in
this reform plan is a measure transforming
April 1978 Act of JICA is revised (promotion of Grant JICA into an incorporated administrative
Aid operations is added). agency.
October 1983 The Institute for International Cooperation is June 2002 The Advisory Committee on Evaluation is
established. established.
April 1986 Japan Disaster Relief (JDR) Team is formed.

December 1960 The Overseas Economic Cooperation Fund April 1996 Special Assistance for Development Policy
The former Law is promulgated. and Projects (SADEP) is commenced.
March 1961 The Overseas Economic Cooperation April 1999 The Japan Bank for International
Overseas Economic Fund (OECF) is established to take over Cooperation Law is promulgated.
Cooperation Fund and management of the Southeast Asia September 1999 Cabinet Order related to the execution of the
the former Japan Development Cooperation Fund from the Japan Bank for International Cooperation
Export-Import Bank of Japan (JEXIM). Law is promulgated.
Bank for International Capital of approximately ¥5,444 million is Ministerial Ordinance related to the
Cooperation received from the government, establishing execution of the Japan Bank for
OECF. International Cooperation Law is published
March 1961 The Statement of Operation Procedures is on the official register.
approved allowing operations to commence. October 1999 The Japan Bank for International
March 1966 First OECF ODA Loan (to the Republic of Cooperation (JBIC) is established.
Korea) is provided. December 1999 The Medium-Term Strategy for Overseas
May 1968 The OECF Law is revised (commodity loan Economic Cooperation Operations (October
facility is added). 1, 1999–March 31, 2002) is published.
March 1980 First government-guaranteed OECF bond April 2001 Ex-Ante Project Evaluation for ODA Loan
is issued. operations is introduced.
April 1987 Special Assistance for Project Sustainability September 2001 Japanese GAAP-Based Financial Statements
(SAPS) is commenced. and Statement of Administrative Cost
April 1988 Special Assistance for Project Formulation Calculation are made public.
(SAPROF) is commenced. October 2001 First Fiscal Investment and Loan Program
November 1989 OECF Guidelines for Environmental (FILP) agency bonds are issued.
Considerations is published. December 2001 The Cabinet decides to proceed with the
May 1991 OECF Policy for Consideration of Women in reorganization and rationalization plan for
Development (WID) is published. special public institutions.
April 1992 Special Assistance for Project
Implementation (SAPI) is commenced.
March 1995 The Cabinet decides to merge JEXIM and
OECF.

158
 2012

Special Feature
October 2002 Act on Access to Information Held by
Incorporated Administrative Agencies is
implemented.
November 2002 JICA receives ISO 14001 certification.
December 2002 The Law concerning the Incorporated
Administrative Agency Japan International
Cooperation Agency is promulgated.
September 2003 The Special Public Institution – JICA is
dissolved.

Program Goals and

October 2003 The Incorporated Administrative Agency –
JICA is established.
The first Mid-term Objectives (October 1,

Overview
April 2004
2003–March 31, 2007) are published.
JICA Guidelines for Environmental and New JICA
Social Considerations are published.
April 2006 The Global Plaza Tokyo is opened.
November 2006 A partial revision of the Law concerning
April 2007 The Second Mid-term Objectives (April 1,
the Incorporated Administrative Agency
2007–March 31, 2012) are published.
Japan International Cooperation Agency is
April 2007 The JICA Donation Fund for the People of promulgated.
the World, a public donation program, is
October 2008 Operations of ODA Loans previously
launched.
managed by the former JBIC (Overseas
June 2007 The cumulative number of JOCV Economic Cooperation Operations) and
participants surpasses 30,000 people. a portion of the Grant Aid provided by

April 2002 JBIC Guidelines for Confirmation of
Environmental and Social Considerations
are published.
The Performance Measurement for
Strategic Management is introduced.
The Medium-Term Strategy for Overseas
Economic Cooperation Operations (April 1,
2002–March 31, 2005) is published.
October 2002 Act on Access to Information Held by
Concrete Initiatives
Japan’s Ministry of Foreign Affairs (MOFA)
are succeeded by JICA. However, MOFA
remains responsible for directly providing
Grant Aid in conjunction with the
execution of diplomatic policies.
October 2008 The Second Mid-term Objectives are
modified.
April 2010 The new JICA Guidelines for
Environmental and Social Considerations
are published.
April 2012 The Third Mid-term Objectives (April 1,
2012-March 31, 2017) are published.

Implementation System
Incorporated Administrative Agencies is
implemented.
March 2005 The Medium-Term Operations Strategy
based on the Performance Measurement
for Strategic Management (applicable from
April 1, 2005 onward) is published.
April 2005 The Medium-Term Strategy for Overseas
Economic Cooperation Operations (April 1,
2005–March 31, 2008) is published.
May 2005 The cumulative number of countries to have
received ODA Loans reaches 100.
June 2006 Act on Promotion of Administrative Reform
for Realization of Small and Efficient
Government is promulgated.
March 2008 The period for implementation of policy on
Data and Information

the Medium-Term Strategy for Overseas

Economic Cooperation Operations (April 1,
2005–March 31, 2008) is extended by six
months.

159
 Organization Chart
Organization Chart (As of September 1, 2012)

Number of staff : 1,842 Office of the President

Office of Audit

General Affairs Department

Office of Information System

Office of Media and Public Relations

Personnel Department

Budget and Accounting Department

Treasury Department

Operations Strategy Department

Southeast Asia and Pacific Department

East and Central Asia and the Caucasus Department

South Asia Department

President Latin America and the Caribbean Department

Senior Vice-President Headquarters Africa Department

Vice-Presidents Middle East and Europe Department

Office for Private Sector Partnership

Economic Infrastructure Department

Auditors
Human Development Department

Global Environment Department

Rural Development Department

Industrial Development and Public Policy Department

Training Affairs and Citizen Participation Department

Financing Facilitation and Procurement Supervision Department

Credit Risk Analysis and Environmental Review Department

Procurement Department

Loan and Grant Administration Department

Evaluation Department

Department of Human Resources for International Cooperation

Secretariat of Japan Overseas Cooperation Volunteers

Secretariat of Japan Disaster Relief Team

JICA Research Institute

Domestic Offices

Overseas Offices
[ Please refer to JICA’s website for updates of this information.] Please refer to page 232 for a list of JICA’s Domestic and Overseas Offices.

160
Executive Officers and Auditors

Special Feature
1. Number of executive officers and auditors: Pursuant to Article 7 of Act of the Incorporated Administrative Agency - Japan
International Cooperation Agency, there shall be one President and three Auditors, and there may be one Senior Vice-President and
up to eight Vice-Presidents.

2. Terms of office of executive officers and auditors: Pursuant to Article 9 of Act of the Incorporated Administrative Agency-Japan
International Cooperation Agency, the term of office of the President and Senior Vice-President shall be four years and the term of
office of Vice-Presidents and Auditors shall be two years.

3. The names, current positions and previous positions of executive officers and auditors as of October 1, 2012 are as follows.

Program Goals and

Overview
Title Name Date of Appointment Previous Position

President Akihiko Tanaka April 1, 2012 Vice President, The University of Tokyo

Ambassador in charge of Economic Diplomacy, Ministry of

Senior Vice-President Hideaki Domichi April 25, 2012
Foreign Affairs

April 1, 2010 Executive Secretary of the Development Committee, The World

Vice-President Kiyoshi Kodera
(Reappointment) Bank & IMF Deputy Corporate Secretary, The World Bank

August 1, 2011 Deputy Director General, Manufacturing Industries Bureau,

Concrete Initiatives
Vice-President Masakazu Ichikawa
(Reappointment) Ministry of Economy, Trade and Industry

September 1, 2011
Vice-President Tsuneo Kurokawa Chief Secretary, Office of the President, JICA
(Reappointment)

September 1, 2011
Vice-President Masato Watanabe Director General, General Affairs Department, JICA
(Reappointment)

April 20, 2012

Vice-President Hiroto Arakawa Senior Special Advisor, JICA
(Reappointment)

Vice-President Toshiyuki Kuroyanagi July 1, 2012 Senior Advisor, JICA

Implementation System
Director General, Secretariat of Japan Overseas Cooperation
Auditor Takafumi Ito October 1, 2011
Volunteers, JICA

Auditor Hajime Kurokawa October 1, 2011 Manager, Public Sector, Deloitte Touche Tohmatsu LLC

(Vice-Presidents and Auditors are listed in the order of their appointment.)

Data and Information

161
 Budget
1 General Account Revenue and Expenditure Budget (FY2011 and FY2012) (¥ million)

Item FY2011 FY2012

Revenue: Fiscal year budget plan 147,039 147,296
Revenue from management grants (Initial budget) 145,681 145,379
Revenue from management grants (Supplementary budget) (2,380) —
Revenue from contracted programs 1,512 1,553
Project income 564 358
Donation revenue 9 5
Receipt from facility maintenance fund 1,596 —
Revenue from reversal of reserve carried over from previous mid-term period 57 —
Funds allocated pursuant to Article 35 of the Law concerning the Incorporated Administrative *1
Agency Japan International Cooperation Agency (Fund for grant aid projects) Note 1 0 0
Expenditure: Fiscal year budget plan 147,039 147,296
General administrative expenses 10,296 10,106
Excluding special items 10,238 10,106
Operating expenses 133,626 135,632
Expenses for technical cooperation projects 69,427 70,084
Expenses for the expedition of grant aid projects 290 206
Expenses for public participation-based cooperation 16,852 15,383
Expenses for emigration program 337 333
Expenses for aid personnel recruitment and training 550 368
Expenses for assistance promotion 8039 11,134
Expenses for security, information, internal auditing, etc. 6,883 6,661
Expenses for operation support 30,367 30,583
Expenses for disaster relief activities 880 880
Facility maintenance expenses 1,596 —
Contracted program expenses 1,512 1,553
Expenses for donation projects 9 5
Expenses for the expedition of grant aid projects *1 0 0
*1 Since the plan for Grant Aid projects is determined by the Cabinet, the allocation is shown as zero.

2 Financial Plan for the Finance and Investment Account (FY2011 and FY2012) (¥100 million)

FY2011 FY2012
Investment and loan ODA loans 9,498 8,797
Private-sector investment finance 2 3
Total 9,500 8,800
Source of funds Capital investment from the Government of Japan (GOJ)’s General Account 419 569
Borrowings from the Fiscal Investment and Loan Program (FILP) 4,380 4,270
Own funds, etc. 4,701 3,961
- FILP agency bond issuance 800 800
Total 9,500 8,800
Note: For FY2011, the figures subsequent to the supplementary budget are shown.

162
JICA’s Mid-term Plan/Annual Plan
1 JICA’s Mid-term Plan
In accordance with Article 30, Paragraph 1 of the Act on General Rules for
Incorporated Administrative Agencies, the Japan International Cooperation
Agency (JICA) has established the following Mid-term Plan for achieving its
Mid-term Objectives during a period commencing with fiscal 2012.
Taking into consideration the circumstances surrounding development
assistance set out in its Mid-term Objectives, JICA follows its vision of
“Inclusive and Dynamic Development” in effectively conducting projects in
accordance with the initiatives and policies of the Japanese government
regarding Official Development Assistance (ODA). Guided by the vision,
JICA shall promptly supply comprehensive assistance for people living
in developing regions from the standpoint of ensuring human security.
Its activities shall target issues involving coping with globalization,
achieving equitable growth, reducing poverty, and improving governance.
In following this plan, JICA’s staff members shall remain particularly
conscious of the enormous assistance offered by many countries after the
Great East Japan Earthquake in Japan, as well as the necessity of pulling
together with the rest of the nation in the reconstruction drive following
this catastrophe. With these points in mind, JICA shall move ahead with
cooperation efforts that meet the expectations of other countries. In
addition, taking full advantage of its position as one of the few public
sector organizations that operates projects in developing regions at large
while also having offices across Japan, JICA shall correlate the domestic
challenges and experiences with those of other countries to contribute to
the mutual resolution of issues.
Since its launch as a renewed organization in October 2008, JICA
has become the sole implementing agency for all major Japanese ODA
schemes—Technical Cooperation, Loan Assistance and Grant Aid. This
structure enables JICA to implement optimum aid in developing regions
facing various development issues by effectively combining the three
forms of assistance in a harmonious and efficient manner that takes into
account their special characteristics. Going forward, JICA shall further
build on its efforts to spread the synergetic effects of its merger, promoting
a program based approach in line with the Japanese government policy
as a means to increase internationally competitiveness and become
more strategic in operations. In solving development issues, JICA shall
bring together the knowledge and experience of an “all-Japan” team
of organizations through networking with NGOs, Japanese companies
including small and medium-sized enterprises (SMEs), academic
institutions and municipalities.


JICA shall further raise its level of expertise with regard to analysis and
problem solving skills by incorporating international trends of development
assistance in addition to the knowledge JICA has accumulated in the field.
Additionally, it shall strengthen its external communications skills and
deepen its cooperation with partners in the international community, for
Japan to make intellectual contributions and play a leading role in global
development assistance. Through these measures, JICA shall meet the
expectations of the international community. It shall also enhance the
transparency of its activities and organization, gaining understanding,
support and empathy for international cooperation in Japan among
citizens and at other levels of society.
In addition, JICA shall carefully study the rigorous suggestions made for
incorporated administrative agencies including JICA. To fulfill its mandate
from the people of Japan, JICA shall seek to operate in a more strategic,
effective and efficient manner by constantly pursuing self-improvement
throughout its organization and activities.
In executing the Mid-term Plan, JICA shall make every effort possible
while continuing to collaborate with associated government institutions.
Taking into account the individual characteristics of aid programs, it shall
establish annual fiscal targets that are as quantitative and concrete as
possible.
Special Feature
1 Measures to achieve the objectives related to improvement of
services provided to the Japanese public and other operations.
(1) Measures for conducting effective operations
JICA shall conduct operations in accordance with Japanese
government policies such as the ODA Charter, Japan’s Medium-term
ODA Policy, the Country Assistance Program and the Priority Policy Issues
for International Cooperation as well as the development strategies and
demand for assistance from recipient countries. It shall place emphasis
on the quality of projects as well as the quantity and incorporate the
PDCA (Plan, Do, Check, and Action) cycle in every process. JICA shall
Program Goals and
reinforce its program based approach to provide strategic, effective and
efficient assistance in accordance with the priorities set by the Japanese
Overview
government—poverty reduction, sustainable economic growth,
addressing global issues, and peacebuilding. JICA’s program based
approach involves utilizing its expertise as an aid agency to understand
development needs and current circumstances through country and/
or regional analyses and dialogues with recipient countries and then
combining the three schemes of Technical Cooperation, Loan Assistance
and Grant Aid, flexibly and organically to serve those needs. Moreover,
JICA shall leverage its expertise as an aid agency to strengthen its
project planning ability, establishing a powerful implementation system
to upgrade its project planning and execution capabilities. These efforts
shall not be limited to existing assistance schemes, JICA shall also
Concrete Initiatives
strive to improve its approach, methods and processes. In implementing
projects, it shall endeavor to correlate its challenges and experiences
in Japan such as the Great East Japan Earthquake, disaster prevention,
declining birth rate and aging population, environment and energy, with
those abroad in order to contribute to mutual solutions. At the same
time, JICA shall initiate measures to enhance public understandings and
support for ODA.
Taking into account ODA policy and other policies of the Japanese
government, JICA pursues its vision of “Inclusive and Dynamic
Development.” Guided by the vision, JICA shall formulate and implement
projects of the highest standard ensuring human security in such priority
areas such as poverty reduction, sustainable growth and global issues as
well as peacebuilding.
Implementation System
Specific activities are as follows.
(a) Poverty reduction (contribution towards the MDGs)
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in developing their various latent capabilities and by providing an
environment in which those capabilities can be demonstrated.
(b) Sustainable economic growth
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contributing to the growth in Japan at the same time. It shall share
Japan’s experiences in reconstruction and growth as well as its
knowledge, technologies and systems with the world. In doing so, JICA
shall implement projects with consideration for disparity-reduction to
ensure the benefits of economic growth are shared widely among the
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population including the poor.
(c) Global issues
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to global issues such as global warming, infectious diseases, food and
energy supplies, and disaster risk management.
(d) Peacebuilding
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process, from emergency humanitarian assistance to reconstruction
163
 and development, to prevent conflicts and their reoccurrence and to
consolidate peace.
(e) Strengthening operational strategy and management
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thematic strategies, JICA shall promote a program based approach that
combines a harmonious and efficient mix of Technical Cooperation, Loan
Assistance and Grant Aid.
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strategically, effectively and efficiently to contribute to economic-social
shall fully respect the PDCA cycle including ex-post project monitoring
and follow-up activities, while compiling and transmitting the project
achievements in Japan and overseas.
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in their process of enhancing problem solving abilities, focusing on
holistic capacity development at all levels—individuals, organizations
and institutions and society.
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Cooperation in assisting developing regions, JICA shall strategically
implement triangular cooperation and endeavor to accumulate
knowledge and share it in the process.
(2) Reinforcing project formulation and external communication skills
(a) Reinforcing project formulation skills
(i) To meet diverse and complex development needs, JICA shall promote
developing country and/or regional analysis papers and thematic and/or
sector implementation guidelines.
(ii) JICA shall constantly accumulate knowledge and know-how about
development agendas and project implementation, encouraging the
sharing and effective use of these resources among stakeholders.
(iii) JICA shall share information and knowledge about volunteers, experts
and promote dialogues with Japanese companies and NGOs in order
to contribute to the information gathering and analyzing operations of
country-based ODA Task Forces.
Specific activities are as follows.
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countries by the end of the Mid-term Objectives period) and formulate
thematic and/or sector directions as a solution providing-approach to
find solutions by correctly determining the background and current
situation surrounding development issues.
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financial institutions. Such scheme shall be carried out with suitable
as an aid agency by accumulating knowledge through dialogues with
governments as well as implementing projects.
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failsafe organization is in place with risk assessment, management, and
including relevant knowledge and know-how and share it in country-
based ODA Task Forces.
(b) Research
JICA shall carry out research to enhance strategic, effective and
efficient operation, with insights about changing situations in international
society, including developing regions and Japan. With a medium-long
term perspective, JICA shall set research themes and carry out research
projects in order to generate outcome which can be feed back to
JICA’s projects and to influence the international trends of development
assistance through collaboration with universities and institutes
conducting research on development assistance in Japan and overseas.
JICA shall examine these contributions periodically and expand the
outreach of research outputs.
Specific activities are as follows.
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that can be reflected in operations and can influence global trends in
development assistance, JICA shall reinforce measures to ensure the
quality of research. It shall do so through joint research, commission
and other collaboration with partners in Japan and overseas,
enhancement of internal capacity, peer reviews and evaluation by a
third-party committee, while applying the knowledge cultivated by its
operations. Furthermore, to provide feed back internally and strengthen
its information transmission capabilities, JICA shall ensure opportunities
to communicate research outputs strategically and exercise ingenuity in
164
improving transmitting media.
(3) Measures concerning implementing projects
(a) Technical Cooperation, Loan Assistance and Grant Aid
(i) Technical Cooperation
Technical Cooperation is a human-to-human cooperation that seeks to
assist developing areas in improving their overall capacity to address their
development issues on their own. JICA shall carry out this cooperation
development and improvement of welfare in developing areas. It does
so by providing assistance for human resources development, technical
standard improvement and development plan formulation, pursuant to
treaties and other international agreements.
Specific activities are as follows.
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Technical Cooperation to support developing countries and regions
to solve their problems focusing on human resources development,
development plan formulation, policy formulation, and institutional
development.
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implementing cooperation with tangible development benefits. Based
on the priorities of Japanese Government’s policy, the needs of
developing countries and regions and considerations involving project
implementation.
(ii) Loan Assistance
The Japanese Loan Assistance program lends funds to governments,
government agencies, or local governments, etc., of the developing areas
pursuant to international agreement such as treaty, or to legal entities
in Japan or the developing areas. The funds are lent under concessional
terms and conditions regarding the interest rate, repayment period, etc.
for the purpose of assisting developing areas to undertake independent
efforts to achieve economic growth and become economically self-
sufficient. JICA shall conduct these projects strategically, effectively and
efficiently by assisting recipient countries to enhance their capabilities to
manage project processes in a smoother way and with better systems.
Private Sector Investment Finance is used to fund organizations such as
legal entities in Japan or the developing areas. This loan is provided for
high-impact development projects that cannot be financed by existing
supervision and in line with the policy of the New Growth Strategy
approved by the Japanese Cabinet in June 2010. JICA shall ensure that a
other systems that reflects lessons learned from the pilot approach taken
for the resumption of the private sector investment finance program.
Specific activities are as follows.
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of developing areas, such as achieving economic growth independently
and becoming economically self-sufficient. To accomplish this, JICA
shall appropriately and promptly formulate and implement projects
adequately and promptly while taking into account the needs of the
recipient areas and public-private sector collaboration.
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developing areas and issues involving project implementation, JICA shall
work with the Japanese government to improve the financing system. Its
aim is to further speed up the process and reduce foreign exchange risk
for countries that receive loans and, in turn, formulate and implement
projects that have significant development benefits.
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projects that cannot be financed by existing financial institutions.
Accordingly, JICA shall identify the project needs of private sector
companies and other entities to promote projects in developing areas by
the private sector. In addition, JICA shall endeavor to formulate projects
of the highest standard with risk assessment, management, and other
systems that reflect lessons learned from the pilot approach.
(iii) Grant Aid
Grant Aid is a financial assistance extended to developing areas with
no obligation for repayment. Targeted mainly at developing countries with
low-income levels, this type of aid covers a wide range of cooperation,
including the improvement of Basic Human Needs, the development
of social and economic infrastructure, protecting the environment,
and human resource development, to build the foundation for future
development in those countries.
JICA is responsible for performing necessary operations strategically,
effectively and efficiently for the implementation of the cooperation
through Grant Aid pursuant to treaties and other international agreements.
In addition, JICA shall perform necessary operations such as to
investigate, mediate, and communicate concerning the execution of any
contract pertaining to cooperation through Grant Aid that is designated
by the Japanese Minister for Foreign Affairs as being in need of JICA’s
participation.
JICA shall take steps to maximize the development outcomes of ODA
projects. It shall work to minimize overall costs while optimizing the
scale of each project. JICA also shall enhance competitiveness in the
procurement process by encouraging company participation through
efforts to reinforce the framework for hedging unforeseen risks.
Specific activities are as follows.
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Grant Aid projects to assist developing countries and regions to
solve their problems. Such projects shall focus on economic and
social development associated mainly with Basic Human Needs, the
development of social and economic infrastructure, protecting the
environment, and human resources development.
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implementing Grant Aid projects with tangible development benefits,
which reflects the priorities of the Japanese government’s policy and,
the needs of developing areas.
(b) Disaster relief and other cooperation
Cooperating with the international community, JICA shall take prompt,
efficient and effective action to provide emergency relief for the victims in
developing areas and etc., through deploying a Japan Disaster Relief Team
(JDR) and providing disaster relief supplies.
Specific activities are as follows.
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of the affected country and cooperate with aid agencies in other
countries to quickly and effectively provide the proper scale and type of
disaster relief. It shall also continue to monitor the situation after these
measures have been taken.
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ties between Japan and developing areas and in promoting mutual
exercise and training based on international standards and preserve and
improve the skills of team members on standby. In addition, JICA shall
prepare the necessary materials and equipment required for the team’s
activities. JICA also shall optimize its system for stockpiling disaster
relief supplies.
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organizations in Japan and overseas, such as the United Nations, that
supply emergency humanitarian aid. Through this cooperation, JICA
shall seek to ensure that assistance is provided smoothly and effectively
when an emergency occurs.
(c) Program for support for Japanese emigrants and their descendants
(Nikkei )
JICA shall conduct this program based on the results of the
government’s assessment on the objectives of the individual programs,
the state of their accomplishments, and the decisions regarding the
necessity of such programs. It shall also give special considerations
for the development of residing areas and communities of emigrants
and emigrants’ settlement and stabilization. JICA shall continue to
prioritize welfare aid for elderly and human resources development when
supporting emigrant organizations in recipient countries. Recognizing
the importance of this program in foreign policy, JICA shall enhance the
knowledge about emigration and overseas Japanese communities among
Japanese citizens through educational and public relations activities,
academic research and other means of communicating information. As
for the Loan Program for Emigrants, JICA shall continue to review its
financial condition and to execute debt collection and restructuring in an
appropriate manner, while adopting re-profiling of repayment and other
arrangements, if necessary. JICA shall also prepare a plan to achieve an
early completion of loan management operations. JICA shall downsize
Special Feature
the Individual Technical Training Program for Japanese Descendants.
JICA shall effectively and efficiently conduct the training programs aiming
to nourish Nikkei identity and Japanese heritage, collaborating with the
Japan Foundation by sharing the program information.
(4) Fostering of human resources for international cooperation programs
(Training and securing human resources)
Training and securing personnel with superior skills and expertise who
engage in international cooperation programs constitute not only the basis
for overall activities of JICA but also the key element for the qualitative
improvements in Japan’s international cooperation. JICA, therefore, shall
properly undertake necessary programs for training and securing of
human resources including consultants based on specific development
Program Goals and
needs.
Specific activities are as follows.
Overview
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Resources Center for International Cooperation through effectively
supplying information on participation opportunities in international
cooperation along with training programs for developing human
resources.
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international cooperation, particularly in sectors and themes where
there is a great need but is a shortage of human resources, by providing
training programs and other related activities for necessary capacity
development.
Concrete Initiatives
(5) Promote the understanding and participation of the Japanese citizens
Understanding and support from the people of Japan are vital to
international cooperation. To communicate the significance and current
status of this cooperation to the people of Japan, JICA shall provide
information to the public effectively and efficiently and encourage public
participation in its activities.
(a) Volunteer programs
JICA shall effectively and efficiently conduct volunteer programs.
With the aim of contributing economic and social advancement and
revitalization in developing areas and assisting building friendly
understanding as well as providing an opportunity for volunteers to foster
Implementation System
global perspectives and pass them on to the society. To adapt to changes
in the environment for volunteer programs, the Ministry of Foreign Affairs
and JICA conducted an extensive reexamination of the role of overseas
volunteer programs in July 2011 and a review of how to implement
these programs in the following months (Grassroots Diplomats: Japan’s
Overseas Volunteer Program – For Co-existence and Relationships).
Based on the results of these reviews, JICA shall enhance the quality of
the program and implement measures to improve operation systems and
methods, deepen partnerships with other ODA programs, companies with
useful expertise, local governments, NGOs and other organizations. It shall
also reinforce its activities to enable Japanese citizens to participate in the
program with greater confidence and support returned volunteers to pass
on their experience to society. JICA shall also assess projects appropriately
according to their nature and work to attain “visualization” of the activities
Data and Information
of and results achieved by overseas volunteers and their career path after
returning to Japan.
Specific activities are as follows.
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programs that contribute to solve development issues, and collaborate
with other programs and organizations.
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state of volunteer activities.
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are on assignment in locations receiving aid.
165
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academic institutions and local governments.
its partnership with public sector agencies, private sector companies,
universities and other organizations in its volunteer programs.
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such as NGOs, private sector companies, academic institutions, local
effectively and efficiently secure and train adequate human resources
that match development needs.
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returned volunteers in Japanese society. In addition, it shall reinforce its
indirect support for returned volunteers in passing on their experience to
the society and to furthering their careers.
(b) Citizen participatory cooperation
Citizen participatory cooperation is a cooperation where knowledgeable
and well experienced Japanese organizations such as NGOs,
municipalities and academic institutions, play a key role. The participation
of Japanese citizens contributes to their better understanding of ODA.
The cooperation also facilitates appropriate and efficient technology
transfer that meets the diverse needs of developing countries. In pursuing
JICA Partnership Programs, JICA shall effectively implement grass root
cooperation centering on improving quality of life and livelihood of the
people in developing areas through promoting partnership with NGOs and
other organizations. Additionally, to encourage broad participation of the
Japanese public, JICA shall exercise care in respecting the initiatives of
the partnering organizations’ and endeavor to expedite procedures.

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Specific Activities are as follows
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experience with the international community. JICA shall participate in
comprehensible information and project cases on targeted areas. It
shall also improve operational management and strive to simplify and
expedite administrative procedures. These efforts are intended to ensure
applications that match the objectives of the program are made from


broad spectrum of Japanese citizens.
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activities. To improve the quality of development education, it shall
strengthen collaborations with NGOs, academic institutions, local
governments and other organizations.
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cooperation activities, JICA shall promote such programs aiming
human resources development, organization reinforcement, and project
management advancement.
(c) Public relations
(i) Communicating information on ODA activities
To fulfill its accountability and promote the Japanese public’s trust,
understanding empathy and participation in international cooperation, JICA
shall strengthen collaboration with the media, NGOs and other partners
and utilizes its domestic and overseas offices. Another objective for public
relations is to deepen the understanding of Japanese ODA among the
people in developing areas. JICA shall function as an information hub of
ODA projects for the Japanese public by communicating information on
the formulation and implementation of ODA projects with better access.
(ii) Increasing the visibility of ODA (enhancing transparency)
JICA shall enhance information disclosure through clear communication
of ODA’s effects by shifting focus on outcomes and through the set-up
of a website to systematically provide information on the ODA projects.
JICA shall release information regardless of the success or the failure of
the projects. This aims at enhancing the confidence of the public in ODA
through increasing its transparency and visibility.
(6) Reinforce JICA’s role as a “node” for a variety of associated entities
(a) Collaboration with NGOs, private sector companies and other variety of
associated entities
JICA shall conduct effective operations by using an “all-Japan”
framework that brings together the personnel, knowledge, capital
and technologies of the public and private sectors. With the intent of
contributing to fostering human resources with a global perspective, JICA
shall strengthen its collaboration with a variety of associated entities in
Japan. Examples include NGOs, SMEs and other private sector companies,
166
Specific activities are as follows.
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governments and others. Promoting their participation in JICA projects,
it shall incorporate their knowledge and technologies in these projects.
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developing areas, JICA shall strengthen its partnerships with SMEs and
other Japanese companies while continuing to work with other agencies
on these issues. JICA shall conduct operations based on effective and
efficient collaborations with the private sector and also contribute to
training and recruiting the personnel needed for the global utilization of
the outstanding products and services of these companies.
(b) Contribution to Japan’s leadership in the international community
In order to realize the mutual benefit of the international community and
Japan, JICA shall actively play a part in tackling and raising awareness of
global issues and contribute to Japan’s leadership in these discussions.
JICA shall strengthen partnerships with international organizations and
emerging donors, by way of highlighting Japan’s presence by outreaching
Japan’s assistance policy and approaches while remaining aligned with
the international community.
Specific activities are as follows.
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on valid approaches and other activities based on its extensive
forming international agendas and regional and country strategy, as a
key member, as well as strengthening regional and country specific aid
coordination. In doing so, JICA shall contribute to solving global issues.
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promote triangular cooperation and serve as an interface for aid
coordination frameworks.
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institutions on individual programs and projects.
(7) Cross-cutting issues in JICA’s operations
(a) Environmental and social considerations
When implementing its cooperation projects, JICA shall raise
awareness on avoiding or minimizing environmental impacts and social
impacts, such as involuntary resettlement, among JICA’s staff members
and others concerned and operate in accordance with its ‘Guidelines for
Environmental and Social Considerations’ (effective 1 July 2010) with
support from external experts.
(b) Gender equality
With the distinct understanding of the importance of gender equality in
securing fairness in development and in improving its operational impact,
JICA shall, in its operations, make further efforts to raise the status of
women through sufficient consideration to ensuring active participation
of women in development as well as equitable sharing of benefits of
development. Therefore, JICA shall encourage its staff members and other
related personnel to deepen their understanding of the importance of
promoting gender mainstreaming in development assistance, and strive to
manage its operations from gender perspectives at each step of operation.
(c) Operations evaluation
JICA shall implement efficient and systematic operations evaluations in
an appropriate manner, in accordance with the PDCA cycle. The framework
of JICA’s operations evaluation is consistently established at each stage of
the project; from the ex-ante evaluation which includes objective operation
and effect indicators for outcomes, to the ex-post evaluation which
includes its achievement compared with the prior expected outcomes and
the lessons learned.
JICA shall also publish the results of evaluations to the public in a way
that is easy for people to understand so as to enhance visibility of ODA.
The results of evaluations shall be promptly and properly fed back to new
projects.
Specific activities are as follows.
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steady implementation of ex-post evaluation and appropriate sharing of
evaluation results including lessons learned that serve to strengthen the
feed back function.
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results of JICA’s operations evaluation to the public.
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and properly to the assistance needs of each area and country and
such as evaluation of cooperation programs and impact evaluation.
(d) Reinforced safety measures
JICA shall collect safety information and implement suitable measures

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to ensure safety for all parties associated with JICA projects.
Specific activities are as follows.
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developing areas, the length of projects and other factors.
incorporate safety measures that take into account the security situation,

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transportation infrastructure and other risk factors in each country. From
this point of view, JICA shall implement suitable safety measures for
the experts, volunteers, staff members and other individuals involved in
overseas operations.
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at the field level through such measures as upgrading the ability of
that the governments and executing bodies of the developing country,
consultants, and contractors rigorously implement safety measures.

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JICA shall strengthen the mechanism to support these organizations
when their measures are inadequate.
(e) Unless there is a justifiable reason not to do so, JICA shall immediately
take measures requested by the Minister for Foreign Affairs based on
Article 40 of the Act of the Incorporated Administrative Agency-Japan
International Cooperation Agency.
2 Measures to be taken toward achievement of the objectives
related to increased efficiency in operations management.
(1) Improving flexibility in organizational management
JICA shall establish a system which enables strategic, effective and

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efficient provision of assistance in a flexible manner, responding to
environmental changes in both Japan and overseas, such as diversifying
needs of developing areas and shifts in Japanese ODA policies, through
making steady progress with initiatives based on the Basic Policy of
the Review of the Clerical Work and the Operations of Incorporated
Administrative Agencies (Cabinet Decision on December 7, 2010). From
this standpoint, JICA shall take advantage of the flexibility intended by
the incorporated administrative agency system and continue to reinforce
necessary functions. JICA shall achieve an appropriate streamlining of its
headquarters by realigning its philosophy for organizational changes as
well as its expected functions and roles.
For overseas offices, JICA shall perform necessary reviews to achieve
the appropriate allocation considering changes in the international
circumstances, and others factors. To implement effective and efficient
operations, JICA shall comprehensively reinforce its capability to
accurately grasp diversifying needs of developing areas through enhancing
country analysis, developing JICA Rolling Plan, participating in the ODA
Task Force; to hold dialogues with aid recipient countries and other
donors; to formulate projects, at the field level by shifting personnel from
Japan to overseas offices and other measures. Furthermore, with other
institutions that have overseas offices, JICA shall identify issues including
the preservation of the legal status of overseas offices and personnel and
the application of governance for financial operations involved with Loan
Assistance, and individually consider the functional integration of overseas
offices, and reach a conclusion by the summer of 2012.
For domestic offices, JICA shall examine the necessity and other
factors of individual bases and reexamine the allocation. In addition, JICA
shall verify domestic offices in terms of their objectives of establishment,
functions, and the state of use and take them into consideration in
reviewing of appropriate allocation. JICA shall utilize experience and


networks in each area and contribute to development issues in developing
areas. Furthermore, by using the verification results of third party experts,
JICA shall strengthen its role as a node for international cooperation
in local areas in Japan and take steps to increase the understanding,

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empathy, support and participation of the people regarding international
cooperation.
Specific actions are as follows.
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administrative agency system to review its organizational structure at
Special Feature
headquarters. The review shall aim to enable it to respond promptly
to operate strategically and effectively. Continuing to strengthen
necessary functions, JICA shall streamline its organizational systems at
headquarters by realigning divisions and departments.
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the most appropriate allocation and the size of these offices. The review
reflects international circumstances, such as economic growth in
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improve its training programs and revise its operating systems to make
even greater utilization of national staff of the overseas offices. It shall
also proceed with the steady shift of personnel from headquarters and
Program Goals and
domestic offices to overseas offices in order to strengthen the functions
Overview
headquarters to support overseas operations.
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functions of JICA Global Plaza at Hiroo to other facility and integrate
Osaka International Center and Hyogo International Center. Within this
process, it shall reexamine operations to prevent any degradation
concerning the roles or performance of these offices. In the cases of
Sapporo International Center and Obihiro International Center, JICA
shall implement integration in accordance with discussions with local
governments and other parties. For Tokyo International Center and
Yokohama International Center, it shall consider integration of these
locations based on the role of the long-term training program, the
Concrete Initiatives
handling of the Japanese Overseas Migration Museum, the rate of
utilization of facilities, and other factors to reach a conclusion.
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that take advantage of the characteristics of each location through
the use of technical cooperation, the cooperation program for citizen
participation, programs for supporting development education, public
relations activities and other measures. From the point of view of
increasing the understanding, empathy, support and participation of
the Japanese public regarding international cooperation, JICA shall
establish collaborations with a variety of partners, such as private sector
companies, NGOs, local governments and universities.
(2) Proper and fair organization and operations
Implementation System
In accordance with the nature of its activities, JICA shall use the
following measures to ensure that operations are performed properly and
fairly while also paying attention to preserving the quality of activities.
(a) Increasing competitiveness and transparency in contracts
For contractual transactions, JICA gives consideration to ensuring
competitiveness while taking care to continue to train the development
consultants needed to formulate high-grade projects. In this process, it
shall follow the Examination and Review on the State of Implementation
of Contracts in Incorporated Administrative Agencies (Cabinet Decision on
November 17, 2009), the Fundamental Policy for Reforming Public-service
Activities and other government policies. JICA shall establish conditions
that facilitate the application for positions by development consultants
and others and shall inspect and review contracts to include measures
Data and Information
for improvements regarding the competitiveness of single-party bids and
applications. In conjunction with those efforts, JICA shall prevent fraud
and other improper behavior by taking measures in accordance with laws,
regulations and guidelines to ensure proper operations.
Specific activities are as follows.
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including making them more competitive, JICA shall continue to make
improvements concerning the reduction of single-party bids and
applications and contractual procedures.
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167
 make its selection process, selection standards, selection results,
contract performance and other aspects of contractual transactions
available to the public. In addition, it shall continue to have third parties
check the selection process.
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the current Mid-term Objectives period, JICA shall continue to review
measures in accordance with laws, regulations and guidelines to
operate properly.
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members and staff members, including allowances, JICA shall establish
continue to take actions to ensure competitiveness and transparency,
such as by using competitive bidding open, in principle, to the public.
(b) Improving governance and transparency
To achieve its objectives as an organization, JICA shall improve
management and oversight of performance. It shall seek to expand and
strengthen its governance system through the use of suitable frameworks
and systems and operations (including monitoring). The governance
system takes into account the special characteristics of Loan Assistance,
which requires a governance system for finance operations.
(i) JICA shall conduct internal audits and appropriately follow-up based
on the audit results, which shall also include the results of external
audits.
(ii) JICA shall ensure that operations are conducted properly within the
organization and constantly improved. To that end, it shall reinforce its
internal control functions, including improving the functioning of the
whistle-blowing system.
(iii) JICA shall take the necessary actions to execute suitable
information security measures in line with the Information Security
Strategy to Protect the Public and other government policies.
(iv) JICA shall perform annual evaluations of performance with the
participation of external specialists. The results of evaluations are
reflected in JICA’s operations through the organizational target
management process.
(v) JICA shall create opportunities for incorporating proposals for
improvements by stakeholders in all aspects of its operations. This
shall include the opinions of experts, volunteers, NGOs, consultants,
private sector companies and other associated entities that stand at the
forefront of international cooperation.
(c) Streamlined and appropriate administrative operations
Keeping in mind the special features of each administrative task, JICA
shall maintain an environment conducive to the efficient implementation
of operations. In addition, JICA shall endeavor to improve administrative
processes to enable streamlined and appropriate operations.
Specific activities are as follows.
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operations. It shall simplify all procedures for selections and payments
for contract counterparties; procuring materials more efficiently;
managing contract information more efficiently; establishing a suitable
framework for procurement activities at overseas offices; and taking
other actions.
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experts and others to aid sites, accepting training participants,
performing activities involving volunteers, and for other activities.
(3) More efficient utilization of costs, appropriate salary levels, etc.,
suitable review of assets
(a) More efficient utilization of costs
During the Mid-term Objectives period, while preserving the quality
of operations, JICA shall aim to improve the efficiency of management
grants operations by at least 1.4% in each fiscal year with regard to total
general administrative and operating expenses (except special operating
expenses and one-time items). Measures to reach this target shall include
a proper and stringent review of payments and other benefits for experts,
project formulation advisors, overseas health management personnel and
others; controlling payments to volunteers; and cutting fixed and other
costs. These efficiency measures shall not apply to personnel expenses,
which are provided for in the next section.
168
(b) Appropriate salary levels, etc.
Salary levels at JICA are higher than those of the national government
employees (Laspeyres Index with regional & academic adjustment was
109.3 (JFY 2010)) due to the special nature of JICA’s operations. During
salary levels constantly in the context of those of government employees.
After thoroughly examining the appropriate levels of salaries for board
targets for salary levels and a deadline for achieving the targets. JICA
shall then take actions in accordance with a plan and make a public
announcement of the results of its salary examination and its initiatives.
In addition, JICA shall review total personnel expenses, taking into
account the measures by the Japanese government to reduce its total
personnel expenses. During this process a proper review is done as
quickly as practical on overseas work allowances provided to personnel
sent overseas with reference to such allowances provided to employees
of the Japanese government, private sector companies and other
organizations.
(c) Suitable review of assets
JICA shall continue to disclose detailed information about its assets.
Furthermore, it shall constantly perform reviews of the necessity of holding
these assets. These reviews shall consider the actual utilization of assets
and other possible uses to determine their necessity to the organization.
Necessity shall be reviewed from the standpoint of the degree of possible
other effective uses of assets that would not disrupt JICA’s operations,
the effective disposal of assets, and economic rationality. JICA shall also
undertake a rigorous examination to determine which assets should be
retained, taking into account the current status of its assets. Based on this
assessment, assets shall be sold, returned to the Japanese government
and disposed of in other ways to the extent that operations are not
negatively affected. For employee housing, JICA shall take appropriate
actions that are consistent with the government’s policy for the review of
employee housing at incorporated administrative agencies.
For its portion of the Takebashi Godo Building, JICA shall undertake a
study of effective ways to utilize this space. Should a decision be reached
that the property is not needed and sale is the logical course of action,
JICA shall dispose of the property.
3 Budget (including estimation of personnel costs), income and
revenue planning, capital planning (except accounts for finance and
investment)
(1) JICA shall prepare a Mid-term Plan budget, revenue and expenditure
plan and funding plan for programs that operate on management grants,
while reflecting items prescribed in “2. Measures to be taken toward
achievement of the objectives related to increased efficiency in operations
management.” JICA shall then conduct operations based on the budget
and other items, taking measures to further optimize budget execution
management while preserving the quality of operations. Moreover, JICA
shall calculate the annual subsidy for operations very carefully taking into
account the amount of unexecuted management grants. To provide even
greater transparency about its finances, JICA shall expand segment and
other information supplied with the financial statements. Furthermore,
operational reports and other reports shall provide more specific
information about the causes of unexecuted management grants and
measures for dealing with the issue in future.
(2) JICA shall continue to work on securing its own revenues and properly
managing and using those revenues.
 4 Short-term loan ceilings
General Account: ¥62.0 billion
Finance and Investment Account: ¥220.0 billion
Reasons: The General Account requires loans to avoid late payments of
personnel expenses to staff members and operational expenses in the
event of an approximately 3 month delay in the receipt of management
grants from the Japanese government.
The Finance and Investment Account requires loans to deal quickly and
efficiently with events such as short-term funding gaps involving short-
term loan repayments and the collection of loans receivable, temporary
funding when FILP agency bonds are issued, rapid changes in the amount
of loans extended, and other events.
5 Plan for disposing of assets that are unnecessary or expected to
become unnecessary
JICA shall sell some condominiums used for employee housing. Plans
call for disposing of 34 units in fiscal 2012, 33 units in fiscal 2013 and
33 units in fiscal 2014. JICA shall reimburse the Japanese government
for these assets by paying an amount calculated using the standard
prescribed by the supervising Cabinet minister but limited to the actual
proceeds of these sales. However, should assets prove difficult to sell,
it may instead transfer unnecessary assets directly to the Japanese
government.
JICA shall transfer the property of Osaka International Center to the
Japanese government by the end of fiscal 2012. In the case of JICA
Global Plaza at Hiroo, the property will be transferred to the Japanese
government or sold by the end of fiscal 2013. If the property is sold,
a payment that is calculated using the standard prescribed by the
supervising Cabinet minister, but is not more than the proceeds of these
sales, shall be made to the Japanese government.
6 Plan for transferring or mortgaging of important assets other
than the assets prescribed in Item 5
Not applicable
7 Use of surplus funds (except the account for Japanese ODA
Loans)
If there is a surplus, these funds are used for operations, facilities and
equipment that can improve JICA’s programs while taking into account the
progress of Mid-term Plan.
8 Other items related to operations management stipulated by
ordinances of the competent ministry
(1) Facilities and equipment
JICA shall maintain facilities and equipment from a long-term
perspective for the purpose of achieving objectives concerning making
operations more efficient and improving the quality of operations. JICA
shall endeavor to use these facilities and equipment effectively and
efficiently.
Specifically, JICA shall repair and upgrade facilities and equipment from
the standpoint of operational necessity related to the aging of existing
facilities and other reasons.
Plan for Facilities and Equipment from Fiscal 2012 to Fiscal 2016
(Million yen)
Facilities and equipment Source of funds
Purchase and renovation of facilities at head Subsidy for facility
office, offices in Japan, etc. maintenance expenses, etc.
Total 2,577
Note: The amounts for the facility maintenance subsidy and other items are determined during the
budget preparation process for each fiscal year.
(2) Personnel planning
To conduct its operations effectively and efficiently, JICA shall assign
people to appropriate locations and accords the staff member’s treatment
in keeping with their roles and contributions. In addition, JICA shall
utilize career development, training and other programs to upgrade the
skills of staff members in response to the increasing sophistication and
specialization required by its operations. For career development that
further increases staff members’ specialty skills and utilizes those skills, it
shall encourage staff members to be aware of their career goals, including
a field of specialty, early in their careers. Furthermore, JICA shall use
various methods to increase opportunities for personnel to use their skills
efficiently at the field level.
Special Feature
JICA shall establish a plan to develop personnel suited to effective and
efficient operations.
Specific activities are as follows.
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evaluating their performance and rewarding all staff members with
remuneration and other benefits that reflect their respective roles and
contributions. To improve the quality and efficiency of its operations, it
shall also allocate its human resources properly according to skill and
project needs.
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her career path and shall provide each staff member with training and
opportunities to develop themselves. This shall include increasing their
knowledge of country, area and development issues; improving skills
Program Goals and
for formulating aid cooperation programs and project management;
and upgrading communication skills, including the study of foreign
Overview
languages. Learning opportunities include management experience at
project sites, temporary assignments to international agencies and other
activities. The objective is to strengthen the capabilities of the workforce
to meet the increasingly sophisticated and specialized nature of JICA’s
operations.
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personnel to smoothly perform their duties. Steps shall be taken to
efficiently utilize human resources, including those to facilitate overseas
assignments for personnel who previously could not leave Japan
because of family or other issues.
Concrete Initiatives
(3) Matters related to the disposal of reserve funds and the handling
of assets obtained from the collection of loan payments (Article 31,
Paragraph 1 of the Act for the Incorporated Administrative Agency-
Japan International Cooperation Agency and Article 4, Paragraph 1 of the
Supplementary Provisions of the Law)
When reserve funds remain after the procedure prescribed in
Article 44 of the Act on General Rules for Independent Administrative
Agency, the portion of this amount approved by the supervising Cabinet
minister can be used as follows: for contracts (except Loan Assistance
operations) where liabilities exceed the Mid-term Objectives period due to
unavoidable circumstances in the immediately preceding Mid-term Plan;
for accounting treatment concerning the amount that affects profits and
losses in the account for transitional functions, etc. that were recorded
Implementation System
during the previous Mid-term Objectives period; and in other cases.
For claims recovered and other funds received during the previous
Mid-term Objectives period, amounts received are submitted to the
Japanese government in an appropriate manner based on the Act for
the Incorporated Administrative Agency-Japan International Cooperation
Agency.
(4) Liabilities that go beyond the Mid-term Objectives period
For liabilities that go beyond the Mid-term Objectives period, JICA shall
enter into contracts that cover the next Mid-term Objectives period in
cases where it believes that the liabilities are necessary.
Budget
2,577
Data and Information
169
 Table 1: Budget
(¥ million) [Rule-based Management Grant Calculation Method]
Management grants are calculated using the following formula.
Item
A(y)＝B(y)+C(y)+D(y)+E(y)-F(y)
Revenue Revenue from management grants 709,640 A(y): Management grants
Subsidy for facility maintenance expenses, etc. 2,577 B(y): Property expenses
C(y): personnel expenses
Interest income and other revenues 1,711 D(y): Special operating expenses
E(y): Special items
Revenue from contracted programs 7,496
F(y): Interest income and other revenues
Donation revenue 120
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Revenue from reversal of reserve carried over

1,043 The property expenses B (y) for each fiscal year is calculated by the following method.
from previous mid-term period B(y) is the property expenses for the previous fiscal year B (y-1) x “efficiency coefficient α”
Total 722,587 x “adjustment factor σ”
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Expenditure General administrative expenses 49,988 Specific coefficient determined in the process of creating the budget for each fiscal year.
Excluding special items 49,988 t
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Specific factor determined in the process of creating the budget for each fiscal year taking
Operating expenses 662,405 into account changes in operations in accordance with revisions of laws and increases or
decreases in the size of operations depending on political considerations.
Excluding special operating expenses and special items 658,005
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Contracted programs expenses 7,496 Personnel expenses are determined in the process of creating the budget for each fiscal
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Facility maintenance expenses 2,577 These are operating expenses necessary for dealing with national policy issues for which
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Total 722,587 determined in the process of creating the budget for each fiscal year.
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Notes 1. In some cases numbers do not correspond to the sum total figures because of
Occasional increases or decreases in expenses due to events that cannot be foreseen at
rounding.
the current point in time. Specific figures are determined in the process of creating the
2. The items “Subsidy for facility maintenance expenses, etc.” in Revenue and
budget for each fiscal year.
“Facility maintenance expenses” in Expenditure have been included based on the
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Facilities and Equipment Plan for Fiscal 2012. Actual figures were determined
The project income F (y) for each fiscal year is calculated by the following method.
during the process, etc., of creating the budgets for individual fiscal years.
F (y) = “interest income for the fiscal year” + “miscellaneous income for the previous fiscal
3. Because Grant Aid planning is determine by Japanese Cabinet meetings, the
year G (y-1)” x “the income factor δ.”
budget, income and expenditure plan, and capital plan stipulated under Article
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Specific factor determined in the process of creating the budget for each fiscal year.
Japan International Cooperation Agency (Act No. 136 of 2012), are not included.
The specific coefficients and factors for the above calculations used in determining the
[Estimate of personnel expenses] mid-term plan budget are as follows.
The estimate of personnel expenses for the period of the plan is ¥64,539 million. α : Efficiency coefficient (assumed to be 0.986)
However, the figures included in the table above are those equivalent to the scope of σ : Adjustment factor (assumed to be 1.00)
expenses for basic salaries, work-related expenses and overtime allowances, and δ : Income factor (assume to be 1.03)
administrative leave pay.
[Management Grant Calculation Method]
Adoption of the rule-based Management Grant Calculation Method

Table 2: Income and Expenditures Plan Table 3: Capital Plan

(¥ million) (¥ million)
Item Item

Expenses 720,656 Outflows 739,639

Ordinary expenses 720,656 Payment of operating expenses 719,443
General administrative expenses 49,422 General administrative expenses 49,422
Excluding special items 49,422 Excluding special items 49,422
Operating expenses 662,405 Operating expenses 662,405
Excluding special operating expenses and special items 658,005 Excluding special operating expenses and special items 658,005
Contracted programs expenses 7,496 Contracted programs expenses 7,496
Expenses for donation projects 120 Expenses for donation projects 120
Depreciation expenses 1,213 Payment for investing activities 3,144
Financial expenses 0 Payments for purchase of fixed assets 3,144
Extraordinary loss 0 Payment for financing activities 4,087
Revenues 719,614 Expenses for returning unnecessary assets to Japanese government 4,087
Ordinary revenues 719,375 Expenditures for lending programs 10,797
Revenue from management grants 709,073 Surplus deposits carried forward to the next mid-term period 2,168
Interest income and other revenues 1,472 Inflows 739,639
Revenue from contracted programs 7,496 Proceeds from operating activities 718,967
Donation revenue 120 Proceeds from management grants 709,640
Transfer from liabilities for property management grants 1,162 Project income 1,711
Transfer from liabilities for property grants 52 Proceeds from contracted programs 7,496
Financial revenues 238 Donation revenue 120
Interest income 238 Proceeds from investing activities 4,343
Extraordinary profits 0 Proceeds from subsidy for facility maintenance expenses 901
Net income (loss) (1,043) Proceeds from sales of fixed assets 647
Reversal of surplus deposits from the previous mid-term period 1,043 Proceeds from loans receivable 2,795
Reversal from special purpose reserve 0 Proceeds from financing activities 0
Total income (loss) for the current year 0 Surplus deposits from the previous mid-term period 16,239
Note: In some cases numbers do not correspond to the sum total figures because of Note: In some cases numbers do not correspond to the sum total figures because of
rounding. rounding.

170
 2 JICA’s Annual Plan
In accordance with Article 31, Paragraph 1 of the Act on General

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Rules for Incorporated Administrative Agencies, the Japan International
Cooperation Agency (JICA) has established the following Annual Plan for
the year ending March 31, 2013 based on its Mid-term Plan for a period
commencing with fiscal 2012.
1 Measures to achieve the objectives related to improvement of
services provided to the Japanese public and other operations.
(1) Measures for conducting effective operations
(a) Poverty reduction (contribute to achieving the MDGs)
JICA will formulate and implement exemplary projects in such sectors
as health, education, and water that contribute to achieving the MDGs.
The goal of these projects shall be to assist the developing areas to
achieve equitable growth, and thereby continued reduction in poverty,
through assisting the poor in developing their various latent capabilities
and by providing an environment in which those capabilities can be
demonstrated.
(b) Sustainable economic growth
JICA will formulate and implement exemplary projects that support
sustainable growth, in such fields as infrastructure and investment climate
development (including legal and regulatory frameworks). Within this
process, JICA will implement projects with consideration for disparity-
reduction to ensure the benefits of economic growth are shared widely
among the population including the poor.
(c) Global issues
JICA will formulate and implement exemplary projects that address
global issues such as global warming, infectious diseases, food and
energy supplies, and disaster risk management.
(d) Peacebuilding
JICA will provide seamless aid throughout the peacebuilding process,
from emergency humanitarian assistance to reconstruction and
development. It will also externally communicate its contributions made

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towards the peacebuilding process with the use of actual cases.
(e) Strengthening operational strategy and management
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Cooperation Programs to provide a basis for further progress with its
program based approach to development assistance. At the same time,
JICA will endeavor to compile a program plan based on the guidelines
and create an exemplary program agenda.
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implement a PDCA cycle including ex-post monitoring and follow-up
activities. It will also strive to enhance the visibility of the progress and
results of each project through disclosure.
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feedback for implementation of operations.
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projects by raising the awareness of related personnel through
accumulating and sharing examples of exemplary projects.
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Policy (temporary title). Moreover, in accordance with the policy, it will
seek to formulate and implement higher quality triangular cooperation
projects. JICA will accumulate and organize shareable information on
exemplary projects and establish a consultative framework during the
planning of the project at which the information shall be shared.
(2) Reinforcing project formulation and external communication skills
(a) Reinforcing project formulation skills
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development issues in developing countries, JICA will produce country

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analysis papers on a total of 34 countries.
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lessons learned from its pilot approach and strive to formulate and
regional program policies.
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strengthen its expertise as an aid agency by accumulating knowledge
through dialogues with governments as well as implementing projects
and by formulating and updating issues and guidelines for individual
Special Feature
fields on a rolling basis.
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Task Forces, sharing knowledge gained from discussions with JICA
experts, volunteers, Japanese companies, NGOs and other organizations
or knowledge, experience and information that shall contribute to
solving issues.
(b) Research
Continuing to leverage its accumulated knowledge, JICA’s basic
research stance shall be joint research to cooperate with its research
networks in Japan and overseas. As such, JICA will promote research
that meets international standards and contribute feedback to its
Program Goals and
assistance programs as well as to the formation of international trends
of development assistance. In conjunction with these efforts, JICA will
Overview
disseminate its research outputs through working papers and books
and other documents in English and Japanese. It will also strengthen its
research information transmission by hosting international symposiums
and seminars and by expanding related content on its website.
(3) Measures concerning implementing projects
(a) Technical Cooperation, Loan Assistance and Grant Aid
(i) Technical Cooperation
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Cooperation to support developing countries and regions to solve their
issues focusing on human resources development, development plan
formulation, policy formulation, and institutional development. JICA will
Concrete Initiatives
formulate and implement Training and Dialogue Programs based on
the cooperation program recorded in the Rolling Plan. Moreover, the
lessons learned from systematic reviews after the completion of training
programs shall be reflected in operations.
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Manual (revised in fiscal 2011), and conduct internal survey while
working to achieve consistency between the workflow and the office
reference materials.
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improve project management skills for staff members, experts and other
project-related personnel.
Implementation System
(ii) Loan Assistance
Assistance projects to support developing countries and regions to
solve their issues centering on economic growth and assisting them to
become economically self-sufficient.
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and utilize the knowledge gained through these surveys in formulation,
appraisal and supervision of Japanese ODA Loans. In addition, JICA will
provide training programs on financial and economic analysis and others
to improve our staff members’ appraisal and supervision capabilities.
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to enable even faster ODA, in order to formulate and implement projects
that provide high impact development outcomes.
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Data and Information
system that features high priority in Japanese policy and meets the
needs of developing countries. Discussion shall include such policies
as reducing the exchange rate risk for borrowing countries. In parallel
with those efforts, JICA will also revise as necessary the operating flow,
procedures, and other parts of the current system, and reflect those
changes in its operations execution reference materials and manuals.
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implementation, risk assessment and supervision systems, reflecting
implement new projects that have significant development benefits.
171
 (iii) Grant Aid
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Aid projects to assist developing countries and regions to solve their
issues. In addition, it will accumulate and analyze the results of project
formulation and execution and reflect them in the next annual plan.
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visitors, have over 1,894 people participate in its educational program,
manuals with the aim of improving the implementation of Grant Aid and
related development outcomes.
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and materials and the construction period of Grant Aid projects to
provide feedback from the lessons learned from past projects. It will
appropriately reflect these lessons in the formulation of new projects
and supervision of ongoing projects.
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bidding and contract systems and preliminary expenses (if measures
have been introduced on a full-scale basis, JICA will review and upgrade
measures). These actions are being taken to promote the participation
of companies and to enhance competitiveness in the Grant Aid process.
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previous fiscal year on the International Cooperation Career website
JICA will improve its oversight of operations and procedures to ensure
that measures to promote its program based approach and the feedback
of lessons learned from past projects are properly reflected in the Grant
Aid system.
(b) Disaster relief and other cooperation
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in order to meet diverse development needs. It will hold a capacity
the affected country using various information sources and cooperate
with aid agencies in other countries to quickly and effectively provide
the proper scale and type of disaster relief combining all possible
methods. It will also review its efforts after implementation and reflect
the lessons learned to its next disaster relief mission.
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dispatching surgery capable medical teams. Moreover, JICA will
consider acquiring such skills as providing hospital ward. The Japan
Disaster Relief Team will upgrade its training quality to maintain an
internationally recognized standard for disaster relief. As for provision of
equipment and supplies, JICA will determine the adequateness of supply
provision situation and stockpiling, including use of the United Nations
Humanitarian Response Depot (UNHRD) operated by the World Food
Programme (WFP), seeking to optimize speed and cost-effectiveness of
emergency supply aid. Furthermore, JICA will take measures to make
sure that people receiving emergency supplies in disaster-stricken
countries recognize that the emergency supplies are from Japan.


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hold discussions with international and other organizations and
to international disaster relief framework such as the United Nation’s
International Search and Rescue Advisory Group (INSARAG). JICA will
maintain its network with related organizations and effectively share
information and coordinate relief at disaster sites in an emergency
situation.
(c) Program for support for Japanese emigrants and their descendants
(Nikkei )
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and efficient assistance to emigrant organizations. In providing this
development assistance, JICA will monitor how well emigrants have
settled in their new location and prioritize welfare aid for older people
and human resources development.
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repayment schedules.
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categorize them in order to examine the measures to complete loan
management operations.
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and their descendants (Nikkei ) while downsizing these programs.
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needs of heritage language training for Nikkei .
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measures to enhance awareness among Japanese citizens about
overseas migration history and present situation of Nikkei communities.
172
These measures shall include development of information materials
on overseas migrations and Nikkei communities, implementation of
research, expansion and improvement of museum displays, usage of
educational materials, and collaboration with regional organizations.
The goals of the museum for the fiscal year are to welcome over 30,000
and achieve over 113,182 accesses of the Japanese Overseas Migration
Museum website.
(4) Fostering of human resources for international cooperation operations
(Training and securing human resources)
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careers in international cooperation, to discover new categories
of participants by expanding its collaboration efforts other than
international cooperation organizations and attract registrations by new
organizations. JICA will endeavor to attain the registration of 1,500
new individuals and 65 new organizations and increase the number
of cases of information inquiry responses by 200 compared with the
(PARTNER) of the Human Resources Information Center for International
Cooperation. Moreover, JICA will simplify the registration and application
procedures for people seeking careers in international cooperation. For
organizations, it will work to upgrade the human resource browsing
function and to improve the convenience of its services.
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enhancement training course for immediately deployable personnel with
the potential to act as experts with a goal of 270 course participants.
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cooperation, JICA will steadily implement its current internship program
for students majoring in fields related to international cooperation and
development assistance. Its goal shall be to accept approximately 30
interns.
(5) Promote the understanding and participation of the Japanese citizens
(a) Volunteer programs
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development issues, JICA will be introducing full-scale volunteer group
dispatching in its planning of volunteers dispatch for fiscal 2012. In
addition, by formulating projects along the lines of development issues,
JICA will increase the ratio of matching the development needs of
volunteers, particularly Senior Volunteers.
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cooperate with others in the field to enhance the quality of the program
through collaboration with other programs and organizations.
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hold symposiums and other events to promote the “visibility” of its
volunteer activities.
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the field, JICA will strengthen its assistance with the formulation of their
activity plans and its monitoring of the progress of their activities.
will introduce and implement on a full-scale basis volunteer activities
in collaboration with the private sector. It will also promote volunteer
activities in collaborations with Japanese local governments and
universities.
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will upgrade the Senior Volunteer registration system and begin holding
some of its second round selections in regional areas. Furthermore, JICA
will decide on the new training and study programs for Japan Overseas
Cooperation Volunteers (JOCV) and Senior Volunteers scheduled for
introduction in fiscal 2013.
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on their experience to society and to furthering their careers. It will
increase the number of information meetings held for companies and
local governments to four annually. It will also strengthen assistance
with returned volunteers’ career paths by establishing and operating a
career assistance information website and by taking other measures.
 Furthermore, JICA will collect and disseminate positive examples of
returned volunteers who continued activities that benefit society and
will formulate a proposal for training after returning to Japan and other
assistance measures.
(b) Citizen participatory cooperation
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eligible for development projects to support the activities of NGOs and
other citizen participatory cooperation organizations.
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commencement of JICA Partnership Programs in order to ensure the
smooth start and implementation of the project. In addition, it will hold
an implementation planning meeting that shall continue to review the


plan post-onset and also strive to make a conclusive assessment of the
project at completion.
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discussions on areas of cooperation between NGOs and JICA, and strive
to implement the necessary measures gleaned from those discussions.
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independent attempts at international cooperation in its authorized
regions. In addition, JICA will assemble and disseminate information
on NGOs, companies, citizens and others, creating opportunities
for those interested in international cooperation to network. JICA’s
goals for these activities shall be to increase the number of cases of
providing information by 10% year on year and to improve the degree of


satisfaction of those using its information services. JICA will implement
a user satisfaction survey and aim to achieve ratings of 4 or better
on a 1-to-5 escalating scale of satisfaction in 70% or greater of the
responses.

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programs through collaboration with NGOs, academic institutions, local
governments and other organizations. It will enhance the capacity of
personnel conducting development education as well as improve the
content of each program and other measures. Based these efforts,
JICA will target pushing the number of accesses of its development
education website to above 100,000 by improving and expanding
content and have more than 3,500 people complete training courses for
development education.
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with the goal of reinforcing the organizations of NGOs and other
organizations that aim to conduct international cooperation activities
and to boost their operational capacity.
(c) Public relations
(i) Communicating information on ODA activities
Based on its public relations strategy, JICA will conduct effectively as
one of its core activities, general public relations and specialized public
relations targeting influential individuals, the media, and other opinion
leaders that communicate the significance of international cooperation
and the background issues in an easy to understand manner to a broad
range of Japanese citizens. The goal of these activities shall be to promote
the Japanese public’s trust, understanding and empathy and participation
in international cooperation as well as understanding of Japan’s ODA
programs in developing areas. When carrying out public relations activities,

+*$"
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JICA will strengthen its comprehensive external communications, including
the use of new media and other measures, keeping especially in mind the
promotion of citizen participation and the improvement of the visibility of
its operations.
(ii) Increasing the visibility of ODA (enhancing transparency)
JICA will enhance its disclosure of information, thoroughly pursing
visibility of its activities through a website that systematically provide
information on ODA projects.
(6) Reinforce JICA’s role as a “node” for a variety of associated entities
(a) Collaboration with NGOs, private sector companies and other variety of
associated entities
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entities, JICA will continue to hold collaboration meetings with NGOs.
Moreover, it will reinforce its cooperation with the private sector by
implementing follow up sessions for trainees, partnership seminars, and
other measures for operations that contribute to overseas development
assistance for small and medium-sized enterprises (SME).
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Special Feature
associated entities, JICA will expand its program of holding various
conferences with educational institutions and local governments to
pursue collaboration.
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sector and steadily implement related activities. It also will strengthen
its external communications about its collaboration with the private
sector and determine needs in the market.
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technology capabilities, and capital cooperation of the private sector. It
will also promote the formation of projects where JICA assistance leads
(b) Contribution to Japan’s leadership in the international community
Program Goals and
sectors and measures of solving development issues with international
Overview
organizations and bilateral donors, JICA will disseminate information
and promote aid collaboration in the formation of international trends
for development assistance and development assistance policies for
countries, regions and sectors.
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JICA will encourage discussions with emerging donors and seek to
share operational strategies and development assistance experiences
and approaches with others and to pursue triangular cooperation.
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sectors and measures of solving development issues through meetings
with international organizations and bilateral donors. It also will promote
Concrete Initiatives
collaboration with international agencies and other institutions on
individual programs and projects.
(7) Cross-cutting issues in JICA’s operations
(a) Environmental and social considerations
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Social Considerations, JICA will conduct surveys on environmental and
social considerations and confirm monitoring results with support from
external experts.
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overseas offices, experts, consultants, staff members of counterparty
governments and others regarding its Guidelines for Environmental and
Social Considerations.
Implementation System
(b) Gender equality
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gender mainstreaming measures with the goal of promoting gender
equality in the operations of all sections. Moreover, to ensure that the
implementation of projects appropriately put together from a gender
mainstreaming point of view is managed and that activities are
carried out, JICA will continue to hold gender equality lectures for staff
members, experts, external personnel and others.
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gender mainstreaming, extract lessons and provide feedback for its
operations.
(c) Operations evaluation
Data and Information
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of operations and garner suitable recommendations and lessons.
Furthermore, it will designate special evaluation themes for projects
that seem likely to provide valuable lessons and broadly distribute the
lessons leaved from more detailed analysis within JICA.
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evaluation report in an easy-to-understand format, JICA will promptly
also make it available on its website. Moreover, it will improve the
capability of searching for this information by increasing the number of
postings of evaluation reports and evaluation result tables for individual
operations on the website.
173
 t
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and implement continuous inspections by the Contract Surveylance
and utilizing lessons learned at the ex-ante stage when carrying
out operations. JICA will widely share within its own organization
information on the implementation and results of impact evaluations
used to measure in great detail the impact of the project’s outcome.
(d) Reinforced safety measures
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for related personnel before deployment and continue to carry out safety
measures during their deployment.
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measures to make sure that the governments and executing bodies
of the developing country, consultants, and contractors rigorously
implement safety measures and to strengthen the mechanism to
support these organizations when their measures are inadequate.

+*$"

Those measures shall include producing execution reference manuals,
compiling external-use explanation materials and organizing systematic
improvement measures for each stage of a project of the different
assistance methods (Technical Cooperation, ODA Loans and Grant Aid).
In addition, JICA will conduct safety measure seminars, dispatch experts
and other personnel, and provide advice and take other safety related
action.

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(e) Unless there is a justifiable reason not to do so, JICA will immediately
take measures requested by the Minister for Foreign Affairs based on
Article 40 of the Act of the Incorporated Administrative Agency-Japan
International Cooperation Agency.


2 Measures to be taken toward achievement of the objectives
related to increased efficiency in operations management.
(1) Improving flexibility in organizational management
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Moreover, it will aim at creating greater transparency by publicly
streamlining its headquarters. The review shall aim to enable it to
promptly and properly respond to the assistance needs of each region
and country and to operate strategically and effectively.
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allocation of the overseas offices. In doing so, it will keep in mind
changes in international circumstances, such as the political, economic
and security conditions in developing regions, the duration of the project
and the security conditions required by long slayers. Moreover, JICA will
identify issues including the preservation of the legal status of overseas
offices and personnel and the application of governance for financial
operations involved with Loan Assistance, and individually consider the
functional integration of overseas offices, and reach a conclusion by the
summer of 2012.
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such measures as reinforcing training for national staff members and
revising its operational implementation system.
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JICA Global Plaza at Hiroo to other facility. In addition, JICA will
organizationally and physically integrate Osaka International Center and
Hyogo International Center, restarting operations under a new system

+*$"
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as the Kansai International Center. Moreover, JICA will organizationally
integrate the Sapporo International Center and Obihiro International
Center, commencing operations under a new system as the Hokkaido
International Center.
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its collaborations with a variety of partners, such as private sector
companies, NGOs, local governments and universities (including the
conclusion of collaboration agreements). Through these measures,
JICA will aim to achieve a goal of approximately 470,000 users of its
domestic bases.
(2) Proper and fair organization and operations
(a) Increasing competitiveness and transparency in contracts
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forms of general contracts, simplification of a portion of the selection
including making them more competitive, JICA will implement measures
to reduce single-party bids and applications. It will conduct monitoring
and analysis of the performance of contracts on a regular basis

+*$"
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174
Committee. JICA will also make efforts to improve the methods of
providing information for new participants, such as JICA’s website
and other channels. As measures to further improve the contract
procedure for consultants and others, JICA will review, make public and
disseminate its oversight and inspection guidelines; hold dialogues with
companies through information meetings on its procurement system
and other venues; review the performance evaluations of consultants
and others; and monitor experiments with comprehensive evaluation
bidding methods.
them more competitive, for a non-competitive single tender contract,
JICA will monitor performance status and reflect results in its guidelines
as well as conducting continuous inspections.
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will continue to implement the measures employed to establish them.
It will make its selection process, selection standards, selection results,
contracts with companies that have certain relationships with JICA
and other aspects of contractual transactions available to the public. In
addition, it will continue to establish the practice of having independent
parties check the contacts of consultants and others.
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measures as random inspections of subcontracting agreements
regarding the contracts of consultants and others. It will appropriately
investigate all information regarding fraud and other improper
behavior and deal strictly with any cases of fraud or improper behavior
discovered.
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in principle, based on competitive open bidding. Non-competitive single
tender contracts shall be limited to unavoidable cases. In addition, JICA
will proceed with measures to reduce single-party bids and applications.
announcing contracts with companies that have certain relationships
with JICA.
(b) Improving governance and transparency
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reinforce its internal control system.
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by the auditors and audits and follow up by monitoring conditions.
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based on risk monitoring conduced utilizing the annual operation plan
of each section. In addition, to control the overall risk exposure of the
organization, JICA will regularly hold a variety of committees related risk
management and feedback the results of those meetings and related
risk measures to be taken to all sections. Through these and other
actions, JICA will reinforce its internal control system, including control
of the inherent risks of financing operations.
known throughout the organization, and deal appropriately with notices
received.
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suitable information security measures in line with the Information
Security Strategy to Protect the Public and other government policies.
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annual plan with the participation of external specialists. The results
of evaluations shall be distributed throughout JICA’s organization and
reflected in future operations.
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for improving operations from experts, volunteers, commissioned
organizations, and others.
(c) Streamlined and appropriate administrative operations
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shall include such measures as the standardization of the various
procedures for contracts with consultants and others and introduction of
an electronic bidding system.
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 procurement system and encourage its firm establishment. In addition,
it will review the contract information that it collects and compiles
and consider its collecting system for contract information in order to
manage contract information more efficiently.
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overseas offices. It will produce a guide for service provision contract
(with local consultants), construction contracts, and other contracts and
disseminate these procedures and systematically dispatch short-term
assistant for overseas procurement.
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efficiency of the process of dispatching experts and others. In addition,
it will adjust the relationship between the travel and dispatch allowance
systems. JICA will also investigate the travel and dispatch allowance
systems with regard to their contribution to further improvement of the
dispatching procedure.
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Plan announced in fiscal 2010, JICA will improve the efficiency of the
process of accepting trainees by introducing and using a new Kenshuin
System.
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efficiency of procedures for dispatching volunteers, and produce a
manual and take other actions based on that review.
(3) More efficient utilization of costs, appropriate salary levels, etc.,
suitable review of assets
(a) More efficient utilization of costs
While preserving the quality of operations, JICA will aim to improve
the efficiency of management grants operations by at least 1.4% in
each fiscal year with regard to total general administrative and operating
expenses (except special operating expenses and one-time items).
Measures to reach this target shall include a proper and stringent review
of payments and other benefits for experts, project formulation advisors,
overseas health management personnel and others; controlling payments
to volunteers; and cutting fixed and other costs. These efficiency measures
shall not apply to personnel expenses, which are provided for in the next
section.
(b) Appropriate salary levels, etc.
JICA will take actions to determine appropriate salary levels in
accordance with a plan and make a public announcement of the results of
its salary examination and its initiatives. In addition, JICA will implement
appropriate measures regarding total personnel expenses, taking into
account the policy of the Japanese government. JICA will proceed with
reviewing work allowances provided to personnel sent overseas with
reference to such allowances given to employees of the Japanese
government, private sector companies and other organizations.
(c) Suitable review of assets
JICA will continue to disclose detailed information about its assets. In
conjunction with those efforts, JICA will review its assets and consider the
necessity of holding them. For employee housing, it will take appropriate
actions that are consistent with the government’s policy for the review of
employee housing at incorporated administrative agencies. JICA also will
continue to consider effective ways to utilize its portion of the Takebashi
Godo Building.
3 Budget (including estimation of personnel costs), income and
revenue planning, capital planning (except accounts for finance and
investment)
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affairs, JICA will consider and prepare to introduce improvements to the
disclosure method for segment information on financial statements for
its fiscal 2012.
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managing and using those revenues.
4 Short-term loan ceilings
General Account: ¥62.0 billion
Finance and Investment Account: ¥220.0 billion
Reasons: The General Account requires loans to avoid late payments of
personnel expenses to staff members and operational expenses in the
event of an approximately 3 month delay in the receipt of management
grants from the Japanese government.
The Finance and Investment Account requires loans to deal quickly and
Special Feature
efficiently with events such as short-term funding gaps involving short-
term loan repayments and the collection of loans receivable, temporary
funding when FILP agency bonds are issued, rapid changes in the amount
of loans extended, and other events.
5 Plan for disposing of assets that are unnecessary or expected to
become unnecessary
JICA will sell 34 units of some condominiums used for employee
housing. It will reimburse the Japanese government for these assets
by paying an amount calculated using the standard prescribed by the
supervising Cabinet minister but limited to the actual proceeds of these
sales. Among other assets, JICA will either sell or transfer the property
of Osaka International Center to the Japanese government by the end
Program Goals and
of fiscal 2012 and proceed with plans to dispose of JICA Global Plaza at
Hiroo.
Overview
6 Use of surplus funds (except the account for Japanese ODA
Loans)
If there is a surplus, these funds are used for operations, facilities and
equipment that can improve JICA’s programs while taking into account the
progress of Mid-term Plan.
7 Other items related to operations management stipulated by
ordinances of the competent ministry
(1) Facilities and equipment
JICA will conduct engineering and seismic diagnoses of the facilities of
Concrete Initiatives
domestic offices and others.
(2) Personnel planning
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evaluators, JICA will appropriately implement annual evaluations of staff
members’ work performance and appropriately reflect the previous
fiscal year’s evaluation results in their benefits and compensation.
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project needs in order to improve the effectiveness and efficiency of its
operations and to further strengthen its overseas organization.
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of the careers of staff members. It will also continue and improve
its measures to provide career level based training and differently
Implementation System
categories of specialist training, including the placement of staff
members in international and other organizations.
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assignments and their families. It will also make these measures more
specific.
(3) Matters related to the disposal of reserve funds and the handling of
assets obtained from the collection of loan payments
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of the Act on General Rules for Incorporated Administrative Agency, the
portion of this amount approved by the supervising Cabinet minister can
be used as follows: for contracts (except Loan Assistance operations)
where liabilities exceed the Mid-term Objectives period due to
unavoidable circumstances in the immediately preceding Mid-term Plan;
Data and Information
for accounting treatment concerning the amount that affects profits and
losses in the account for transitional functions, etc. that were recorded
during the previous Mid-term Objectives period; and for other cases.
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Objectives period shall be submitted to the Japanese government in an
appropriate manner based on the Act for the Incorporated Administrative
Agency-Japan International Cooperation Agency.
175
 Statistics on Program Results
Interpreting the Statistics
The following shows statistics relating to JICA’s
operations in FY2011.
The methods of calculation and the range of figures
are as follows.
1. When categorized according to region, figures for
bilateral cooperation are based on classification
into six regions.
(1) Asia (including Central Asia and the Caucasus,
excluding the Middle East);
(2) Pacific;
(3) North America and Latin America;
(4) Middle East (west of Iran and north of Sahara
except Sudan);
(5) Africa (excluding the Middle East);
(6) Europe (including Turkey)
2. The programs are classified into the following five
types in regard to the program results by number
of participants.
(1) Acceptance of technical training participants;
(2) Dispatch of experts; (3) Dispatch of study
teams; (4) Dispatch of Japan Overseas
Cooperation Volunteers (JOCV); and (5) Dispatch
of other volunteers
3. Sectoral classification in regard to the Technical
Cooperation employs the following 10 categories.
(1) Planning/administration; (2) Public works/
utilities; (3) Agriculture/forestry/fisheries; (4)
Mining/industry; (5) Energy; (6) Business/tourism;
(7) Human resources; (8) Health/medical care; (9)
Social welfare; and (10) Others
4. All other data in connection with JICA’s operations
and performance together with revisions and
updates of achievements and results not
appearing in this report shall be posted on JICA’s
website in a timely and appropriate manner.
176
Breakdown of Countries and Regions
Asia Southeast Asia Brunei Darussalam, Cambodia, Indonesia, Laos, Malaysia,
Myanmar, Philippines, Singapore, Thailand, Timor-Leste,
Viet Nam
East Asia China, Hong Kong, Macao, Mongolia, Republic of Korea
South Asia Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal,
Pakistan, Sri Lanka
Central Asia and Armenia, Azerbaijan, Georgia, Kazakhstan, Kyrgyz Republic,
the Caucasus Tajikistan, Turkmenistan, Uzbekistan
Pacific Pacific Australia, Cook Islands, Fiji, Guam, Kiribati, Marshall Islands,
Micronesia, Nauru, New Caledonia, New Zealand, Niue,
North Mariana Islands, Palau, Papua New Guinea, Samoa,
Solomon Islands, Tonga, Tuvalu, Vanuatu
North America and Central America Antigua and Barbuda, Bahamas, Barbados, Belize, Costa Rica,
Latin America and the Caribbean Cuba, Dominica, Dominican Republic, El Salvador, Grenada,
Guatemala, Guyana, Haiti, Honduras, Jamaica, Mexico,
Montserrat, Netherlands Antilles Curacao, Nicaragua, Panama,
Puerto Rico, Saint Christopher and Nevis, Saint Lucia,
St. Vincent and the Grenadines, Suriname, Trinidad and Tobago
South America Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador, Paraguay,
Peru, Uruguay, Venezuela
North America Canada, United States of America
Middle East Middle East Algeria, Bahrain, Egypt, Iran, Iraq, Israel, Jordan, Kuwait,
Lebanon, Libya, Morocco, Oman, Palestinian Authority, Qatar,
Saudi Arabia, Syria, Tunisia, United Arab Emirates, Yemen
Africa Africa Angola, Benin, Botswana, Burkina Faso, Burundi, Cameroon,
Cape Verde, Central African Republic, Chad, Comoros, Congo,
Cote d’lvoire, Democratic Republic of the Congo, Djibouti,
Equatorial Guinea, Eritrea, Ethiopia, Gabon, Gambia, Ghana,
Guinea, Guinea-Bissau, Kenya, Lesotho, Liberia, Madagascar,
Malawi, Mali, Mauritania, Mauritius, Mozambique, Namibia,
Niger, Nigeria, Rwanda, Sao Tome and Principe, Senegal,
Seychelles, Sierra Leone, Somalia, South Africa, South Sudan,
Sudan, Swaziland, Tanzania, Togo, Uganda, Zambia, Zimbabwe
Europe Europe Albania, Austria, Belarus, Belgium, Bosnia and Herzegovina,
Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland,
Italy, Kosovo, Latvia, Lithuania, Luxembourg, Malta, Moldova,
Monaco, Montenegro, Netherlands, Norway, Poland, Portugal,
Romania, Russia, Serbia, Slovakia, Slovenia, Spain, Sweden,
Switzerland, The Former Yugoslav Republic of Macedonia,
Turkey, Ukraine, United Kingdom
Others International
Organizations, etc.
Worldwide Multiregional Cooperation
Note: On a geographic regional classification basis and with regard to ODA Loan data prior to FY2007, Algeria, Egypt, Libya,
Morocco and Tunisia have been included in figures for Africa (North of Sahara), while Turkey has been included in figures
for the Middle East.
With respect to Technical Assistance and Grant Aid data prior to FY2007, Afghanistan, Sudan and Turkey have been
classified under the Middle East.
Country names appearing by region appear in alphabetical order.
 Statistics on Program Results 1. Outline of JICA Operations / 2. Geographical Distribution of JICA Operations

1 Outline of JICA Operations

Content of Cooperation FY2011 FY2010 (reference)
1. Developing Countries/Regions Targeted for Assistance 152 countries/regions 150 countries/regions
2. Japan’s total ODA (Calendar year, including aid for Eastern Europe and graduate nations, etc.) ¥1,582.8 billion ¥1,666.3 billion
3. JICA’s Technical Cooperation Expenses (excluding administrative costs) ¥188.9 billion ¥168.8 billion

Special Feature
4. JICA’s Grant Aid Projects (G/A basis; Ongoing JICA Projects) ¥107.6 billion ¥102.4 billion
5. JICA’s Loan Aid Projects (New L/A Commitments; ODA Loan) ¥949.0 billion ¥538.9 billion
6. Training Participants (New) 27,847 (persons) 23,978 (persons)
7. Experts Dispatched (New) 9,082 (persons) 8,296 (persons)
8. Members of Study Teams Dispatched (New) 8,527 (persons) 7046 (persons)
9. JOCVs Dispatched (New) 1,046 (persons) 1,459 (persons)
10. Other JICA Volunteers Dispatched (New) 297 (persons) 433 (persons)
11. Grassroots Technical Cooperation Projects (New/Ongoing) 219 (48 countries) 211 (48 countries)
12. Technical Cooperation Projects (Ongoing) 664 (93 countries/regions) 732 (91countries/regions)
13. Grant Aid Projects (G/A basis; Ongoing JICA Projects) 163 (63 countries) 163 (70 countries)
14. Loan Aid Projects (New) 64 (22 countries/1 organization) 36 (17 countries)
15. Dispatch of Japan Disaster Relief (JDR), Provision of Disaster Relief Supplies 24 (19 countries) 26 (16 countries)

Program Goals and

DAC Rate: US$1= ¥79.7 ¥87.7

Overview
2
1 JICA事業実績の概要
Geographical Distribution of JICA Operations
Note: The figures within Japan’s ODA (2011) are provisional figures for the calendar year prepared from materials from the Ministry of Foreign Affairs of Japan. Cumulative total persons are cumulative new
personnel (includes data for FY2011).
* Including Technical Assistance expenses managed under Finance and Investment Account
* Grant ceilings of projects for which a Grant Agreement (G/A) was signed. For multi-fiscal-year projects, the fiscal year the G/A was signed denotes the first year of the project, and grant ceilings by fiscal
year for the subsequent fiscal years are listed.
JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)

Concrete Initiatives
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-1 Asia
Persons
2011 0.00
Expense
Brunei Darussalam 0.09
Cumulative
Persons 1,235 114 237
Total 3.944
Expense 1,743,977 1,011,566 675,988 416,318 96,460
Persons 417 43 440 60 241 11 9 44 5 25
2011 4.267
Expense 506,543 2,354,075 882,956 210,996 15,935 183,427 112,973
Cambodia 61.54 49.95 18.56 2.460 3.845
Cumulative
Persons 11,058 3,231 3,907 352 157
Total 63.659
Expense 8,470,628 21,154,600 16,345,655 4,694,374 7,237,177 3,733,916 2,023,047
Persons 1,366 62 980 130 1,074 30 15 35 11 14
2011 9.247
Expense 930,366 4,584,351 2,985,320 207,846 316,146 128,362 94,725
Indonesia 15.54 117.62 -767.83 65.525 0.836
Cumulative
Persons 40,313 13,953 22,751 636 234
Total 321.338
Expense 46,124,353 114,215,535 93,318,748 39,348,255 18,121,602 6,986,271 3,222,743
Persons 420 39 284 58 122 2 37 45 11 18
2011 3.428
Expense 439,912 1,993,808 466,829 211,980 26,049 195,981 93,555
Laos 6.57 37.62 3.28 0.292 2.278

Implementation System
Cumulative
Persons 7,616 2,758 3,545 662 139
Total 57.465
Expense 8,434,863 18,003,853 14,084,158 4,589,026 5,169,714 5,400,483 1,782,934
Persons 448 9 164 15 57 8 23 5 20
2011 1.292
Expense 389,494 549,434 169,714 25,400 8,508 75,606 74,118
Malaysia 4.94 23.94 -49.92 13.928
Cumulative
Persons 15,896 3,162 6,595 1,273 177
Total 111.907
Expense 29,090,612 24,687,603 29,298,063 13,600,623 2,209,783 10,767,184 2,253,166
Persons 426 27 108 18 67 8
2011 1.745
Expense 503,327 670,604 409,122 141,352 20,606
Myanmar 19.05 23.41 0.888
Cumulative
Persons 5,589 1,940 3,055
Total 43.224
Expense 8,963,062 12,084,285 10,016,898 7,955,044 4,204,801
Persons 1,053 16 337 47 477 31 16 75
2011 5.834
Expense 392,587 2,701,685 1,741,146 192,849 518,008 287,962
Philippines 32.76 61.16 -663.51 23.771 2.070
Cumulative
Persons 33,099 6,697 15,030 1,496
Total 203.771
Expense 32,338,084 57,000,324 64,696,162 26,282,798 10,759,079 12,694,755
Persons 3 1 3
2011 0.032
Expense 22 27,085 4,428
Singapore 1.74
Cumulative
Persons 4,820 1,273 778
Total 21.761
Expense 8,133,426 7,703,148 1,745,718 3,630,484 547,788
Persons 464 21 406 26 247 5 11 23 2 23
2011 3.529
Data and Information

Expense 527,947 1,290,503 1,350,508 186,419 18,542 72,836 82,514

Thailand 16.11 47.24 -237.15 18.482
Cumulative
Persons 29,503 9,024 14,143 603 289
Total 216.250
Expense 39,702,411 69,782,093 51,166,564 39,607,617 6,087,124 6,647,125 3,257,361
Persons 116 1 71 14 18 3 4 1
2011 0.724
Expense 94,247 428,794 101,420 77,586 5,201 17,014
Timor-Leste 18.07 8.61
Cumulative
Persons 1,038 534 619 8
Total 7.447
Expense 964,167 2,676,115 2,628,985 231,221 920,158 26,219
Persons 1,195 92 967 102 1,209 50 18 44 14 27
2011 10.486
Expense 1,153,907 4,850,077 3,355,706 534,756 272,306 153,468 165,420
Viet Nam 24.05 126.43 861.24 107.780 3.545
Cumulative
Persons 19,776 5,705 9,372 336 121
Total 107.344
Expense 15,948,965 29,546,125 35,562,014 10,561,309 11,615,516 3,286,673 823,394
Persons 3,746 89 514 64 23 15 50 1 9
2011 3.296
Expense 961,663 1,788,746 101,542 251,736 23,168 139,450 29,627
China 11.60 288.76 -781.70 34.817 0.442
Cumulative
Persons 33,119 8,324 13,522 774 30
Total 177.212
Expense 36,491,014 43,627,884 53,177,682 28,555,448 6,661,433 8,408,514 289,942

177
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-1 Asia (Continued)

Persons
2011
Expense 263
Hong Kong 0.20
Cumulative Persons 653 37 39
Total 1.906
Expense 1,157,472 313,236 46,636 386,594 1,725
Persons
2011
Expense
Macao
Cumulative Persons 1
Total 0.001
Expense 971
Persons 254 8 242 15 123 21 55 6 25
2011 1.766
Expense 287,376 879,861 222,621 93,630 4,615 176,849 100,731
Mongolia 58.39 23.45 -6.25 1.111 4.464
Cumulative Persons 3,365 1,575 2,828 392 127
Total 34.879
Expense 5,164,339 6,699,074 13,354,079 2,769,984 1,721,779 3,927,042 1,242,606
Persons
2011 0.007
Expense 7,280
Republic of Korea
Cumulative Persons 6,178 1,635 1,074
Total 24.448
Expense 9,545,471 3,802,838 1,816,786 9,002,856 279,636
Persons 378 17 221 37 206 5
2011 5.898
Expense 565,100 3,808,041 909,832 48,835 566,278
Afghanistan 683.03 64.50 13.288
Cumulative Persons 2,581 1,337 1,671
Total 33.498
Expense 3,113,100 10,189,574 9,092,857 1,788,218 9,314,503
Persons 1,349 10 274 22 226 6 27 77 1 3
2011 2.904
Expense 294,092 1,457,287 741,128 68,944 67,491 261,947 12,919
Bangladesh 21.19 34.72 11.76 13.852 0.706
Cumulative Persons 7,442 2,152 3,961 1,109 13
Total 61.449
Expense 11,704,641 12,874,572 15,879,029 5,419,851 4,814,746 10,646,302 109,462
Persons 111 1 42 11 23 14 31 5 19
2011 0.719
Expense 83,559 305,245 121,477 42,712 1,228 112,187 52,633
Bhutan 17.11 8.82 5.95 0.378 1.946
Cumulative Persons 1,494 263 749 365 109
Total 14.896
Expense 2,402,964 2,634,183 2,774,273 1,258,267 659,235 3,991,243 1,176,264
Persons 268 3 232 22 378 11 7 14
2011 2.693
Expense 188,784 1,063,539 1,163,071 166,477 64,440 46,782
India 5.23 28.32 762.46 139.221 0.120
Cumulative Persons 6,255 1,361 2,934 173
Total 33.725
Expense 8,381,724 7,950,648 10,932,777 3,439,104 2,270,202 750,511
Persons 26 1 1 10 24 1 2
2011 0.163
Expense 35,790 12,467 111,249 3,356
Maldives 2.31 2.24 0.111
Cumulative Persons 844 78 356 287 10
Total 6.441
Expense 1,389,559 151,274 1,363,885 216,670 249,552 3,019,440 51,020
Persons 155 10 140 22 95 6 20 68 7 28
2011 2.040
Expense 252,399 952,971 433,630 22,277 15,146 244,257 119,665
Nepal 51.29 23.42 -11.24 0.025 3.273
Cumulative Persons 5,003 2,031 3,436 1,058 140
Total 61.779
Expense 8,693,777 17,014,764 14,762,230 7,134,389 2,520,060 10,125,742 1,527,839
Persons 175 6 82 17 272 7
2011 1.928
Expense 245,401 617,411 855,692 109,035 100,174
Pakistan 265.48 27.69 169.26 13.100 3.358
Cumulative Persons 5,417 1,478 3,897 167 54
Total 46.449
Expense 10,125,411 10,853,985 15,409,956 3,981,733 3,755,622 1,750,358 572,017
Persons 422 11 173 19 133 3 20 46 3 4
2011 1.844
Expense 256,468 747,559 633,385 29,228 32,903 130,934 13,764
Sri Lanka 24.81 32.77 110.23 35.688 1.788
Cumulative Persons 11,757 2,067 4,504 827 60
Total 69.455
Expense 15,072,552 14,923,696 18,799,784 7,172,107 5,241,378 7,784,656 460,661
Persons 38 6 0 24 5
2011 0.211
Expense 61,195 19,401 128,506 2,354
Armenia 0.46 3.24 3.71 0.012
Cumulative Persons 459 61 362
Total 2.792
Expense 770,062 234,336 1,551,531 34,992 201,424
Persons 27 2 0 4
2011 0.098
Expense 37,975 1,075 55,628 3,786
Azerbaijan 4.94 1.11 99.54 5.825 0.260
Cumulative Persons 441 9 321
Total 2.974
Expense 631,636 146,606 2,089,169 1,160 105,772
Persons 10 12 0
2011 0.063
Expense 13,706 16,628 29,629 3,250
Georgia 0.75 0.55 3.42 1.188
Cumulative Persons 359 23 178
Total 1.844
Expense 519,404 165,139 914,527 99,554 145,490
Persons 86 11 3 4
2011 0.221
Expense 76,860 111,630 18,444 7,450 6,673
Kazakhstan 1.37 3.75 -26.64 1.151
Cumulative Persons 1,198 299 1,142
Total 12.529
Expense 1,864,010 2,193,872 7,335,537 591,815 544,235
Persons 89 1 30 14 48 6 8 35 2 9
2011 0.964
Expense 121,858 317,665 287,997 21,748 71,388 108,463 34,420
Kyrgyz Republic 20.36 9.81 -0.37 0.2292
Cumulative Persons 1,407 314 780 124 30
Total 12.053
Expense 2,293,996 1,918,852 4,290,103 770,009 1,566,481 1,060,587 153,219
Persons 383 11 6 6 1
2011 0.339
Expense 143,137 138,076 37,892 12,294 4,753 2,986
Tajikistan 18.09 4.35 2.968
Cumulative Persons 1,684 51 291 3
Total 4.416
Expense 2,243,739 455,641 992,309 412,377 304,348 7,375
Persons 23 0 0
2011 0.026
Expense 25,218 435
Turkmenistan 0.4 0.59 -2.74
Cumulative Persons 412 38
Total 0.812
Expense 608,067 62 90,788 113,288
Persons 154 3 48 7 2 11 24 3 11
2011 0.760
Expense 180,280 342,862 46,303 46,297 11,890 82,251 49,659
Uzbekistan 9.37 11.61 -24.60 0.975 0.212
Cumulative Persons 1,775 819 1,018 142 51
Total 13.720
Expense 2,423,019 2,819,515 4,312,102 928,907 1,414,070 1,290,511 531,586

2-2 Pacific
Persons
2011 0.010
Expense 9,661
Australia
Cumulative Persons 1 19 44 426
Total 0.208
Expense 31,795 21,425 78,244 3,954 71,972 934
Persons 5 0 0
2011 0.007
Expense 7,439
Cook Islands 0.07
Cumulative Persons 171 22 43
Total 0.795
Expense 279,367 80,190 398,671 29,861 6,417

178
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-2 Pacific (Continued)

Persons 88 7 85 9 29 22 28 4 12
2011 0.986

Special Feature
Expense 157,102 532,978 30,859 33,581 9,918 156,739 64,455
Fiji 7.82 12.41 -1.52
Cumulative Persons 2,221 572 819 482 117
Total 24.713
Expense 4,738,445 5,800,092 4,641,782 2,303,712 743,651 4,979,471 1,506,272
Persons
2011
Expense
Guam
Cumulative Persons 1
Total Expense

Persons 12 0 1 5 7
2011 0.064
Expense 13,627 10,897 1,333 38,534
Kiribati 2.25 1.59 0.431
Cumulative Persons 439 27 253 23
Total 3.983
Expense 817,726 693,446 2,166,290 137,859 46,355 121,236
Persons 15 0 2 2 10 24 2 5
2011 0.192
Expense 20,018 10,879 36,253 11,556 85,954 27,486
Marshall Islands 3.58 2.63
Cumulative Persons 317 12 215 200 21
Total 4.139
Expense 396,182 197,777 1,047,551 134,379 96,246 2,074,423 192,881
Persons 15 0 3 8 21 6 10
2011 0.288
Expense 15,626 29,737 1,588 111,672 73,505 55,469
Micronesia 24.94 3.43
Cumulative Persons 492 84 353 322 41
7.590

Program Goals and

Total Expense 813,531 915,031 1,288,917 543,414 140,605 3,520,988 367,056
Persons 3 0 0
2011 0.005
Expense 4,883
Nauru 1.46 0.36

Overview
Cumulative Persons 137 2 11
Total 0.207
Expense 152,845 10,928 42,475 1,087
Persons
2011
Expense
New Caledonia 0.01
Cumulative Persons
Total 0.002
Expense 1,582
Persons
2011 0.104
Expense 83,334 21,019 137
New Zealand
Cumulative Persons 6 138 6
Total 0.273
Expense 1,517 140,113 3,471 127,242 345
Persons 4 0 0
2011 0.005
Expense 5,107
Niue 0.04
Cumulative Persons 96
Total 0.148
Expense 144,927 555 2,844
Persons
2011
North Mariana Expense

Concrete Initiatives
Islands Cumulative Persons 1
Total 0.002
Expense 1,736
Persons 7 17 3 15 4 15 4 6
2011 0.253
Expense 13,524 86,570 54,201 1,695 63,847 33,346
Palau 0.66 2.97
Cumulative Persons 286 130 403 160 50
Total 5.653
Expense 551,593 929,587 1,021,008 359,300 318,056 1,858,990 614,893
Persons 66 2 41 7 56 8 15 39 4 9
2011 1.071
Expense 104,954 320,260 365,930 10,165 24,500 155,150 90,347
Papua New Guinea 22.70 11.28 -22.67 0.008 1.059
Cumulative Persons 3,588 582 1,147 580 77
Total 27.400
Expense 5,624,164 5,004,939 5,337,008 1,876,192 1,439,764 6,862,876 1,254,764
Persons 37 4 13 4 2 9 24 1 15
2011 0.328
Expense 87,127 56,467 7,398 7,165 111,522 58,545
Samoa 0.64 4.09 12.63 1.067 0.100
Cumulative Persons 967 172 364 469 95
Total 12.266
Expense 2,026,413 1,743,351 1,239,355 845,886 560,697 4,653,599 1,196,959
Persons 39 25 5 3 9 24 1 2
2011 0.339
Expense 56,557 173,231 7,927 866 13,597 74,789 11,961
Solomon Islands 18.70 5.40 1.911
Cumulative Persons 859 195 522 330 4
Total 9.339
Expense 1,322,374 1,457,349 2,043,041 644,056 578,925 3,266,956 26,289

Implementation System
Persons 28 1 14 2 3 12 24 3 13
2011 0.354
Expense 69,555 44,258 7,930 56,565 8,607 104,299 62,857
Tonga 14.99 3.51 1.542
Cumulative Persons 711 131 289 383 61
Total 9.796
Expense 1,463,004 1,397,357 1,108,053 1,005,698 207,842 3,957,675 656,781
Persons 8 1 24 2 6
2011 0.186
Expense 16,940 62,271 56,925 41,332 8,169
Tuvalu 11.56 2.57 0.692
Cumulative Persons 198 56 149
Total 1.969
Expense 362,940 242,197 862,989 72,958 427,587
Persons 22 4 3 11 2 8 28 3 9
2011 0.388
Expense 45,409 107,208 74,316 9,655 90,807 60,691
Vanuatu 1.86 3.64 0.065
Cumulative Persons 548 68 231 224 47
Total 6.551
Expense 902,414 1,044,871 992,922 323,687 230,629 2,513,784 543,120

2-3 North America and Latin America

Persons 6 1 1 1
2011 0.054
Antigua and Expense 22,230 30,606 670
9.14 0.50
Barbuda Cumulative Persons 70 10 56
Total 0.714
Expense 180,035 230,952 245,603 36,959 20,484
Persons
2011
Expense
Data and Information

Bahamas
Cumulative Persons 22
Total 0.063
Expense 48,655 14,135
Persons 5 15 0 1
2011 0.164
Expense 9,255 147,158 7,541
Barbados 0.61
Cumulative Persons 99 71 11
Total 1.259
Expense 215,413 697,305 50,511 138,292 157,028
Persons 18 0 1 5 14 2 1
2011 0.087
Expense 18,478 11,021 1,658 45,254 10,630
Belize 0.12 1.10
Cumulative Persons 225 6 117 5
Total 1.679
Expense 356,449 47,419 21,975 92,850 43,185 1,083,243 33,707

179
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-3 North America and Latin America (Continued)

Persons 88 3 16 7 22 5 19 6 19
2011 0.509
Expense 107,122 152,955 99,892 6,472 12,199 51,924 78,253
Costa Rica 1.58 5.61 -10.50 0.853
Cumulative Persons 1,781 479 855 511 2 75
Total 20.848
Expense 3,139,601 4,232,040 4,636,687 2,070,470 503,091 5,507,745 758,512
Persons 23 2 34 1 5
2011 0.373
Expense 27,608 269,151 20,472 56,223
Cuba 0.48 4.25
Cumulative Persons 737 145 270
Total 4.551
Expense 1,762,155 874,923 1,159,807 332,361 421,515
Persons 7 1 0 1 8
2011 0.059
Expense 14,732 15,287 29,329
Dominica 2.64 0.76
Cumulative Persons 115 7 89 35
Total 1.445
Expense 272,385 322,647 324,430 155,620 24,534 345,208
Persons 65 3 18 7 19 6 22 7 27
2011 0.729
Expense 95,564 343,284 41,336 7,224 37,612 66,138 137,483
Dominican Republic 2.45 8.60 -17.36
Cumulative Persons 1,662 577 1,200 536 1,335 244
Total 30.339
Expense 3,544,933 7,039,360 6,313,860 2,421,114 1,616,936 6,023,792 3,378,928
Persons 117 6 60 12 62 11 35 4 5
2011 1.265
Expense 171,464 620,451 269,921 50,340 10,688 114,778 27,701
El Salvador 2.75 12.08 -23.57
Cumulative Persons 1,584 536 1,064 454 14
Total 20.434
Expense 2,583,731 4,580,546 5,343,022 1,595,947 1,677,484 4,539,521 114,196
Persons 5 1 0 0
2011 0.013
Expense 13,405
Grenada 8.36 0.12
Cumulative Persons 110 5 95
Total 1.118
Expense 244,054 304,566 458,713 107,710 2,898
Persons 142 6 33 13 10 9 39 2 6
2011 0.884
Expense 180,685 482,163 33,667 37,316 2,692 123,063 24,629
Guatemala 5.91 10.64 -1.37 0.793
Cumulative Persons 1,781 606 1,715 577 25
Total 27.713
Expense 3,022,478 5,406,676 9,117,984 1,600,924 1,617,519 6,717,201 229,969
Persons 1 1 1 3 2 5 4
2011 0.121
Expense 6,922 34,702 34,281 33,178 11,510
Guyana 0.12 0.74 0.302
Cumulative Persons 155 19 100 20
Total 1.375
Expense 405,686 321,578 434,691 92,276 61,666 10,468 49,012
Persons 38 2 4 1 32 1
2011 0.259
Expense 44,384 82,708 129,625 740 1,960
Haiti 17.74 4.50 0.370
Cumulative Persons 343 46 221
Total 2.272
Expense 720,992 487,990 588,107 116,330 358,983
Persons 62 61 8 11 5 32 38 12 5
2011 0.783
Expense 75,359 268,418 71,269 74,349 18,920 216,497 58,529
Honduras 2.65 8.11 0.476
Cumulative Persons 2,584 909 1,707 1,113 2 151
Total 39.571
Expense 3,157,672 8,693,090 8,792,000 4,069,904 1,271,494 11,814,567 1,772,350
Persons 17 5 1 0 1 6 9 4 4
2011 0.149
Expense 57,823 7,665 3,657 45,516 34,576
Jamaica 0.32 2.19 -25.14
Cumulative Persons 497 134 217 292 32
Total 8.514
Expense 1,205,249 1,564,060 759,502 810,896 503,588 3,329,811 340,608
Persons 116 37 79 9 1 2 16 6
2011 0.769
Expense 324,376 326,875 25,075 29,121 4,054 4,207 55,053
Mexico 0.28 11.64 -63.99
Cumulative Persons 6,316 2,120 2,572 231 54 162
Total 70.699
Expense 20,239,968 20,770,184 12,097,413 10,101,212 2,448,127 2,780,051 2,261,665
Persons
2011
Expense
Montserrat
Cumulative Persons 1
Total 0.007
Expense 529 6,144
Persons
2011
Netherlands Antilles Expense

Curacao Cumulative Persons 1 1

Total 0.006
Expense 3,004 2,091 1,329
Persons 91 5 26 16 12 12 37 7
2011 0.721
Expense 124,701 326,500 59,288 42,024 3,784 142,842 22,354
Nicaragua 10.35 9.01 1.686
Cumulative Persons 1,449 442 1,075 506 35
Total 20.281
Expense 2,588,593 3,915,223 5,516,164 1,223,556 1,125,879 5,544,883 366,333
Persons 44 1 28 4 14 7 31 2 20
2011 0.464
Expense 46,848 214,890 1,401 21,870 2,063 92,943 83,765
Panama 1.05 6.48 55.37 5.203
Cumulative Persons 1,660 533 1,184 371 110
Total 27.945
Expense 3,244,652 7,340,458 6,493,588 3,971,916 1,170,644 4,361,684 1,361,918
Persons
2011
Expense
Puerto Rico
Cumulative Persons 1 1
Total 0.002
Expense 982 934 115
Persons 5 0 0 2
2011 0.028
Saint Christopher Expense 15,412 12,254
0.73
and Nevis Cumulative Persons 53 2 42
Total 0.359
Expense 124,943 6,262 142,263 18,710 66,923
Persons 10 2 1 2 6 18
2011 0.161
Expense 28,799 34,057 41,539 56,465
Saint Lucia 0.12 1.90
Cumulative Persons 149 16 95 120 9
Total 2.591
Expense 363,043 427,312 307,647 58,409 62,205 1,231,205 141,110
Persons 2 1 1 0 9
2011 0.053
St. Vincent and the Expense 7,735 8,012 2,200 20 35,323
0.69
Grenadines Cumulative Persons 121 12 78 46
Total 1.576
Expense 338,693 377,091 305,423 71,754 6,472 476,867
Persons 4 0 0
2011 0.007
Expense 7,287
Suriname 0.03
Cumulative Persons 85 8 66
Total 0.707
Expense 233,107 214,831 250,224 4,225 4,404
Persons 2 0 0
2011 0.006
Expense 6,225
Trinidad and Tobago 0.07
Cumulative Persons 159 70 142
Total 3.270
Expense 380,691 1,829,002 633,859 413,255 12,937

180
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-3 North America and Latin America (Continued)

Persons 71 3 13 0 10 30
2011 0.362

Special Feature
Expense 144,908 36,390 2,728 13,538 4,074 7,698 153,051
Argentina 1.51 8.64 -1.43
Cumulative Persons 3,500 1,200 1,686 21 2,819 238
Total 45.995
Expense 8,795,421 12,725,532 10,105,112 7,631,521 2,825,701 802,789 3,108,954
Persons 113 1 54 18 21 13 51 3 17
2011 1.438
Expense 163,662 764,115 129,071 81,191 38,902 184,614 76,058
Bolivia 23.15 15.90 -0.22 0.026
Cumulative Persons 5,596 1,219 2,544 850 1,962 142
Total 67.099
Expense 7,849,144 17,389,849 15,207,304 8,800,212 6,256,190 9,541,596 2,054,284
Persons 221 11 84 6 66 7 31 68
2011 2.319
Expense 500,990 599,185 511,971 129,293 230,329 7,587 339,389
Brazil 1.58 30.71 119.90 0.204
Cumulative Persons 9,931 2,634 3,759 49 53,842 466
Total 104.447
Expense 27,979,570 26,103,179 17,185,722 15,461,012 9,684,922 1,373,673 6,659,227
Persons 71 11 1 27 1 10 7 6
2011 0.360
Expense 115,106 65,385 76,959 16,259 42,938 43,701
Chile 0.39 4.48 -1.27
Cumulative Persons 3,111 1,199 1,844 187 24 71
Total 41.577
Expense 6,788,884 13,524,090 9,961,024 7,870,260 551,634 2,138,136 743,012
Persons 462 2 9 10 4 12 7 6 22
2011 0.759
Expense 296,869 177,705 73,483 9,763 18,168 71,364 111,711
Colombia 3.26 7.95 -9.02 0.0672
Cumulative Persons 4,273 473 1,576 230 59 67
29.339

Program Goals and

Total Expense 7,686,922 4,558,925 10,001,579 3,096,779 648,698 2,639,751 706,467
Persons 84 7 10 8 18 18 4 12
2011 0.454
Expense 91,825 165,657 25,670 4,237 13,597 105,606 47,800
Ecuador 9.52 5.72 -25.56 0.498

Overview
Cumulative Persons 1,665 343 1,214 469 52
Total 21.853
Expense 2,849,875 4,135,095 6,501,968 2,285,433 399,393 5,250,367 430,390
Persons 149 5 94 12 27 5 21 61 9 38
2011 1.214
Expense 127,182 397,003 220,024 79,375 30,527 195,336 164,911
Paraguay 3.72 14.87 -42.52 0.282 1.619
Cumulative Persons 3,588 1,714 2,543 1,072 7,236 300
Total 81.728
Expense 9,376,680 25,145,635 12,021,933 12,856,983 6,588,122 11,689,790 4,049,052
Persons 124 7 59 10 80 1 4 10 4 4
2011 1.271
Expense 187,234 508,762 396,350 26,740 83,114 43,089 25,810
Peru 40.19 22.52 12.33 10.016 0.498
Cumulative Persons 6,559 1,103 2,519 235 16 20
Total 50.321
Expense 13,999,061 10,514,272 13,584,461 6,903,128 3,229,290 1,950,294 140,622
Persons 41 3 1 1 3 17
2011 0.173
Expense 64,335 12,348 6,723 1,449 87,804
Uruguay 0.43 2.45 -2.43
Cumulative Persons 1,352 448 585 3 46 116
Total 14.666
Expense 2,898,403 4,492,581 2,337,212 2,925,322 349,052 104,649 1,559,211
Persons 54 1 0 1 1 3 19
2011 0.172
Expense 89,321 16,087 2,589 63,848
Venezuela 1.40 2.00

Concrete Initiatives
Cumulative Persons 1,442 262 578 87 49
Total 10.281
Expense 2,622,647 2,607,995 3,361,868 764,240 115,444 808,374
Persons 4 0 0
2011 0.003
Expense 1,391 964 1,032
Canada
Cumulative Persons 114 13 25 5,177
Total 0.503
Expense 116,821 205,908 19,329 22,128 138,473
Persons 2 3
2011 0.154
United States of Expense 35,231 80,960 37,622
America Cumulative Persons 11 63 166 388
Total 1.051
Expense 1,295 273,860 208,894 136,945 430,445

2-4 Middle East

Persons 13 1 24 1 3
2011 0.181
Expense 30,503 137,778 12,278 287
Algeria 1.43
Cumulative Persons 675 345 396
Total 6.820
Expense 1,838,965 1,397,357 1,671,612 1,614,678 296,925
Persons
2011
Expense
Bahrain 0.07

Implementation System
Cumulative Persons 241 30 5
Total 1.364
Expense 530,070 770,516 4,084 52,558 6,817
Persons 185 19 229 24 199 4 18 30 3 2
2011 3.542
Expense 296,454 1,205,498 964,226 889,027 65,425 113,423 8,357
Egypt 0.12 33.06 -126.30 12.960
Cumulative Persons 10,080 2,312 4,471 211 34
Total 65.761
Expense 13,700,941 16,765,429 20,999,655 8,090,737 3,806,030 2,111,109 286,698
Persons 58 3 17 9 44
2011 0.748
Expense 61,313 456,655 207,696 18,393 3,515
Iran 7.03 8.73 -31.12
Cumulative Persons 2,992 881 1,680
Total 23.776
Expense 5,825,777 5,829,853 8,279,461 2,849,586 980,470 10,923
Persons 652 36 8 3 80
2011 1.186
Expense 475,236 134,184 406,280 170,768
Iraq 5.78 10.29 353.91 28.566
Cumulative Persons 5,952 113 412
Total 11.116
Expense 5,640,287 881,172 2,380,739 1,080,749 1,133,062
Persons
2011
Expense
Israel 0.24
Cumulative Persons 27 2 33
Total 0.045
Expense 16,423 5,950 22,347
Persons 101 3 9 14 41 4 23 42 10 12
2011 0.923
Expense 113,353 256,091 278,291 24,000 18,591 162,813 69,750
Data and Information

Jordan 2.21 13.86 -129.16 0.107 0.268

Cumulative Persons 1,963 708 1,542 463 188
Total 30.583
Expense 3,314,320 6,907,685 7,106,231 4,136,576 2,014,156 4,768,147 2,336,302
Persons
2011
Expense
Kuwait 0.09
Cumulative Persons 205 35 1
Total 0.935
Expense 378,882 489,426 15,475 43,565 7,997
Persons 6 0 0 2
2011 0.158
Expense 9,231 131,183 17,946
Lebanon 3.65 1.843 1.20 2.416
Cumulative Persons 200 16 155
Total 1.335
Expense 344,117 179,886 799,974 8,414 2,834
Persons
2011 0.003
Expense 3,107
Libya 8.13 0.05
Cumulative Persons 70 10 20
Total 0.133
Expense 94,385 10,764 25,199 130 2,124

181
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-4 Middle East (Continued)

Persons 49 18 8 29 2 36 40 12 17
2011 0.913
Expense 90,761 203,551 226,166 19,767 34,519 217,971 119,838
Morocco 0.98 10.74 18.21 9.617
Cumulative Persons 1,320 435 1,812 912 102
Total 33.337
Expense 2,922,498 6,172,183 10,705,313 2,921,698 660,290 8,821,791 1,132,846
Persons 6 5 1 15
2011 0.070
Expense 7,259 36,977 25,626
Oman 0.54
Cumulative Persons 574 163 1,265
Total 14.074
Expense 1,301,198 3,478,723 8,734,484 467,697 92,281
Persons 174 1 27 9 49
2011 0.848
Expense 95,069 408,540 260,897 71,913 12,055
Palestinian Authority 51.03 10.25
Cumulative Persons 3,972 229 467
Total 9.014
Expense 2,713,471 1,154,536 2,352,839 530,606 2,262,642
Persons
2011
Expense
Qatar 0.05
Cumulative Persons 116 37 33
Total 1.077
Expense 244,744 531,139 257,866 22,987 20,235
Persons 18 1 1
2011 0.042
Expense 9,732 25,113 7,063
Saudi Arabia 1.67 -113.10
Cumulative Persons 2,052 814 1,118
Total 20.874
Expense 4,140,115 9,258,563 4,120,399 3,039,539 315,701
Persons
2011
Expense
South Yemen
Cumulative Persons 29 12 56
Total 0.705
Expense 67,114 333,704 279,004 17,197 6,059 2,266
Persons 109 10 0 18 24 4 1 28 3 11
2011 0.525
Expense 100,139 177,259 94,648 83,201 7,819 33,140 28,323
Syria 9.02 12.02 -55.22
Cumulative Persons 2,376 661 1,409 568 112
Total 29.348
Expense 3,664,198 5,341,235 7,054,545 3,600,534 2,184,512 6,142,256 1,360,442
Persons 49 56 11 55 5 12 2 9
2011 0.791
Expense 84,514 323,771 260,203 36,698 3,436 46,300 36,331
Tunisia 0.10 7.60 17.13 4.891
Cumulative Persons 1,191 422 1,151 338 147
Total 22.884
Expense 2,672,700 3,909,449 7,336,696 2,542,204 1,062,402 3,529,047 1,831,732
Persons
2011 0.003
United Arab Expense 3,313
0.14
Emirates Cumulative Persons 197 145 246
Total 3.734
Expense 299,480 1,889,424 1,266,232 210,747 67,800
Persons 1 11 0 8
2011 0.058
Expense 637 55,311 1,965
Yemen 12.38 2.27 -2.08 0.72
Cumulative Persons 1,041 307 600 68
Total 9.946
Expense 1,422,370 2,833,360 2,701,622 1,668,706 768,582 551,718

2-5 Africa
Persons 230 4 6 3 24
2011 0.428
Expense 93,782 145,292 189,180
Angola 7.65 3.76 0.220
Cumulative Persons 1,523 20 482
Total 4.403
Expense 514,382 284,962 3,262,134 8,128 332,915
Persons 81 2 22 8 6 17 51
2011 0.629
Expense 119,349 232,168 69,952 15,440 192,583
Benin 17.47 7.70 0.98
Cumulative Persons 920 60 299 164
Total 5.994
Expense 1,235,634 955,437 1,847,932 138,333 360,045 1,456,759
Persons 59 6 8 23 7 21 6
2011 0.437
Expense 73,528 97,904 110,425 21,224 760 96,108 36,853
Botswana 0.27 5.29 -5.66
Cumulative Persons 622 26 129 251 28
Total 5.654
Expense 860,828 260,560 878,461 204,216 157,076 2,925,436 367,559
Persons 89 1 61 29 40 3 84
2011 1.411
Expense 180,580 669,238 344,081 43,289 42,428 131,190
Burkina Faso 23.16 16.21 0.478
Cumulative Persons 750 212 568 333
Total 11.746
Expense 1,357,935 1,868,241 3,779,762 381,097 1,307,857 3,051,600
Persons 56 1 30 3 116
2011 0.614
Expense 60,847 142,156 367,149 43,665
Burundi 15.63 3.57 1.737
Cumulative Persons 396 104 264 12
Total 2.922
Expense 490,483 600,208 1,099,248 157,651 526,750 47,960
Persons 54 4 46 4 8 4 10 22 1
2011 0.749
Expense 82,954 405,293 100,631 42,524 589 110,830 5,859
Cameroon 12.84 6.88 3.96 0.518 0.966
Cumulative Persons 729 77 371 59 4
Total 5.611
Expense 1,388,031 682,798 2,089,961 595,575 176,866 650,958 26,530
Persons 21 4 2 0
2011 0.034
Expense 23,539 4,101 6,365
Cape Verde 4.46 1.45 20.63 1.922
Cumulative Persons 256 9 264
Total 2.230
Expense 343,091 357,667 1,087,093 126,419 315,319
Persons 5 0 0
2011 0.011
Central African Expense 9,355 1,490
36.64 0.11 1.23
Republic Cumulative Persons 244 9 223
Total 2.790
Expense 554,707 369,622 1,400,958 451,204 13,254
Persons 27 1 0 0
2011 0.048
Expense 48,329
Chad 20.39 0.43
Cumulative Persons 200 5 43
Total 0.830
Expense 368,091 136,736 224,845 58,402 41,712
Persons 23 1 8 0
2011 0.105
Expense 24,485 38,909 139 41,654
Comoros 2.11 1.55
Cumulative Persons 112 26 40
Total 0.904
Expense 248,547 305,532 190,842 88,892 69,733
Persons 11 0 0 6
2011 0.042
Expense 22,527 18,979
Congo 6.75 0.28 0.529
Cumulative Persons 103 3 30
Total 0.372
Expense 180,771 1,577 119,295 60,176 10,055
Persons 12 0 0
2011 0.032
Expense 6,170 25,318 480
Cote d’lvoire 6.25 0.36 1.56
Cumulative Persons 960 131 509 173
Total 10.637
Expense 2,282,648 2,048,908 3,085,433 817,699 121,546 2,280,540

182
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-5 Africa (Continued)

Persons 2,435 17 11 4 3
2011 0.803

Special Feature
Democratic Republic Expense 479,497 268,645 34,141 20,764
1,161.49 9.66 -1,029.04 5.179
of the Congo Cumulative Persons 22,446 205 573
Total 11.086
Expense 2,411,255 3,875,117 3,291,610 735,982 772,308
Persons 28 6 1 28 20 14
2011 0.486
Expense 37,568 29,326 297,649 4,313 117,036
Djibouti 11.94 4.63
Cumulative Persons 319 24 320 107
Total 3.674
Expense 671,690 185,655 1,360,296 119,325 395,528 941,207
Persons 4 0 0
2011 0.007
Expense 6,823
Equatorial Guinea 0.32
Cumulative Persons 78 1
Total 0.317
Expense 229,051 54,983 2,252 29,240 1,657
Persons 20 6 0 3 3
2011 0.179
Expense 65,705 72,437 17,438 23,625
Eritrea 6.25 2.19
Cumulative Persons 246 39 171
Total 2.066
Expense 364,635 387,137 812,736 213,853 287,476
Persons 165 15 158 41 153 10 21 45 3 6
2011 3.625
Expense 255,587 1,866,265 1,040,427 151,450 90,107 194,144 27,370
Ethiopia 81.16 34.54 3.138
Cumulative Persons 2,083 767 1,264 554 24
30.543

Program Goals and

Total Expense 4,129,842 8,746,651 6,675,140 3,061,426 2,787,957 4,981,218 161,153
Persons 31 5 17 6 7 29 26
2011 0.408
Expense 59,130 163,815 19,909 2,078 5 162,611
Gabon 8.48 4.83 -2.36

Overview
Cumulative Persons 396 56 87 93
Total 2.976
Expense 686,929 481,394 645,583 191,836 155,301 815,423
Persons 11 0 0
2011 0.014
Expense 14,408
Gambia 11.17 0.18
Cumulative Persons 240 7 229
Total 2.788
Expense 497,248 358,543 1,217,644 488,164 226,246
Persons 244 12 101 21 107 10 39 65 2 2
2011 2.483
Expense 363,136 1,228,968 470,261 63,302 31,479 293,799 31,752
Ghana 22.04 23.68 4.887
Cumulative Persons 2,924 1,034 1,489 1,160 22
Total 46.537
Expense 7,606,843 11,301,032 7,760,028 4,541,001 3,345,185 11,766,410 216,365
Persons 12 0 0 20
2011 0.140
Expense 4,803 135,125
Guinea 1.00 0.98
Cumulative Persons 594 30 606
Total 6.352
Expense 1,247,373 929,037 3,672,877 441,552 61,221
Persons 12 1 0 8 3
2011 0.132
Expense 5,383 7,914 118,519
Guinea-Bissau 8.71 1.07 0.998

Concrete Initiatives
Cumulative Persons 145 4 76
Total 0.840
Expense 266,578 150,225 367,590 29,330 26,000
Persons 1,149 15 143 48 147 7 38 85 2 3
2011 4.866
Expense 434,785 2,048,924 1,137,163 868,423 43,201 321,868 11,695
Kenya 98.57 36.39 -57.17 6.438 5.611
Cumulative Persons 8,309 2,438 3,707 1,477 28
Total 101.280
Expense 14,409,054 35,624,009 20,791,476 11,398,996 4,740,481 14,152,646 163,009
Persons 51 2 0 0 3 1
2011 0.055
Expense 50,594 3,701 1,199
Lesotho 19.48 0.74 1.366
Cumulative Persons 543 72 1
Total 1.075
Expense 553,852 307 264,650 182,324 59,524 13,082 1,199
Persons 36 1 4 2 20 1
2011 0.267
Expense 71,468 60,765 131,848 2,734
Liberia 230.64 2.17 -198.24
Cumulative Persons 388 47 200 170
Total 5.040
Expense 932,702 514,742 1,436,251 365,247 127,223 1,663,981
Persons 5 41 15 34 28
2011 0.986
Expense 30,989 622,093 215,339 27,177 18,547 72,225
Madagascar 10.62
Cumulative Persons 886 319 1,132 125
Total 16.817
Expense 1,862,391 4,833,323 5,983,165 1,658,777 1,178,046 1,301,328

Implementation System
Persons 178 14 56 16 45 1 46 74 7
2011 1.961
Expense 311,027 633,743 471,353 114,573 59,350 320,524 50,799
Malawi 11.37 17.16 1.196
Cumulative Persons 2,291 460 1,186 1,557 34
Total 36.487
Expense 4,068,863 6,707,241 6,618,067 2,474,391 1,706,210 14,558,725 353,897
Persons 59 7 4 34 2 9
2011 0.653
Expense 65,891 128,571 403,137 847 85 54,347
Mali 36.17 7.36 1.906
Cumulative Persons 557 40 813 11
Total 9.349
Expense 1,072,956 450,605 7,287,570 148,052 289,932 98,850 837
Persons 42 2 1 7
2011 0.112
Expense 39,270 39,655 32,793 767
Mauritania 9.03 0.96
Cumulative Persons 522 41 624
Total 6.053
Expense 851,110 841,413 4,102,361 239,855 18,655
Persons 27 1 1 11
2011 0.139
Expense 44,281 32,808 61,914
Mauritius 0.12 1.25 -3.85 0.007
Cumulative Persons 411 63 368
Total 4.873
Expense 689,411 1,416,012 2,288,365 353,203 125,749
Persons 131 7 100 14 85 17 13 47 3
2011 2.581
Expense 145,901 1,034,700 1,065,444 113,726 23,472 185,622 12,003
Mozambique 14.18 17.09 17.21 1.272 0.918
Cumulative Persons 15,145 230 994 174 3
Total 13.127
Expense 1,126,764 2,384,937 5,711,192 594,872 1,786,957 1,503,117 19,251
Data and Information

Persons 67 2 6 3 11 3 8 17
2011 0.394
Expense 85,115 133,704 85,925 9,952 79,120
Namibia 0.15 3.35 21.69 2.219
Cumulative Persons 674 29 177 78
Total 3.517
Expense 642,968 347,862 1,348,906 164,472 292,515 720,269
Persons 18 11 12 3 57
2011 0.365
Expense 14,287 262,723 49,592 1,928 5,604 30,532
Niger 11.08 4.27 0.128
Cumulative Persons 789 120 803 694
Total 19.421
Expense 1,484,905 2,598,770 5,527,739 1,176,061 821,007 7,812,722
Persons 327 5 52 6 71
2011 1.084
Expense 189,362 450,773 408,511 21,774 13,401
Nigeria 24.92 13.25 3.753
Cumulative Persons 3,414 350 788
Total 14.270
Expense 3,142,957 3,782,740 5,164,153 1,467,309 712,564

183
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-5 Africa (Continued)

Persons 110 8 79 18 25 17 43 2
2011 1.280
Expense 191,795 701,352 105,197 109,518 16,925 149,778 5,932
Rwanda 11.84 12.43 0.08
Cumulative Persons 778 283 365 157 4
Total 8.125
Expense 1,229,130 1,719,020 1,896,823 402,246 1,432,336 1,423,523 21,902
Persons 18 0 0
2011 0.012
Sao Tome and Expense 12,039
3.08 0.46
Principe Cumulative Persons 171 6 48
Total 0.720
Expense 249,655 150,474 242,081 72,816 4,896
Persons 133 1 87 20 69 3 39 87
2011 2.835
Expense 232,547 1,342,498 695,556 117,398 52,780 394,585
Senegal 56.34 26.47 0.806
Cumulative Persons 3,546 568 1,710 885 6
Total 37.222
Expense 3,866,679 8,037,619 9,793,984 2,675,464 3,373,454 9,429,022 45,333
Persons 12 0 0 15 2
2011 0.137
Expense 13,357 123,854
Seychelles 1.24
Cumulative Persons 314 14 94
Total 1.582
Expense 789,233 257,752 400,625 56,767 77,312
Persons 37 3 62 16 2
2011 0.711
Expense 89,634 547,337 38,196 34,155 2,129
Sierra Leone 16.42 8.11
Cumulative Persons 365 208 162
Total 4.302
Expense 770,410 1,163,361 1,268,521 99,516 999,749
Persons
2011
Expense
Somalia 40.76 0.01
Cumulative Persons 95 21 45
Total 0.871
Expense 241,361 323,910 185,489 106,032 14,479
Persons 44 56 8 29 6 7 12 1
2011 0.971
Expense 45,880 426,517 165,486 239,422 36,291 55,750 1,532
South Africa 0.74 8.27 -1.18
Cumulative Persons 1,273 357 635 75 2
Total 9.643
Expense 2,369,651 2,195,875 3,260,052 397,670 698,562 716,485 4,366
Persons 76 119 17 65 8
2011 1.958
Expense 62,111 1,081,828 720,617 93,897
South Sudan 8.71 16.85
Cumulative Persons 76 119 65
Total 1.958
Expense 62,111 1,081,828 720,617 93,897
Persons 295 1 94 11 87 1 1
2011 2.171
Expense 171,370 1,213,442 215,821 546,085 20,430 3,371
Sudan 58.95 23.28 1.182
Cumulative Persons 1,846 517 793 18
Total 14.431
Expense 2,529,238 2,920,235 3,875,228 1,867,937 3,097,933 140,538
Persons 139 1 0 2
2011 0.075
Expense 54,309 9,630 11,011 442
Swaziland 14.43 0.66 -2.53
Cumulative Persons 779 54 239
Total 4.069
Expense 920,340 817,858 1,820,958 251,587 258,388
Persons 2,897 13 148 29 116 7 28 76
2011 3.548
Expense 317,624 1,859,860 894,800 137,750 16,904 320,838
Tanzania 43.59 37.54 37.91 2.795 2.729
Cumulative Persons 12,333 1,254 3,009 1,393
Total 73.493
Expense 11,107,556 20,101,348 17,959,573 6,588,621 4,421,805 13,313,615
Persons 19 0 0 23 3
2011 0.518
Expense 31,142 464,677 21,946
Togo 126.66 3.10 -120.44 0.899
Cumulative Persons 346 7 113
Total 1.435
Expense 509,388 70,782 770,052 27,603 55,733 1,465
Persons 166 7 58 23 125 1 43 88 1 4
2011 2.307
Expense 208,036 779,493 884,697 76,413 30,821 312,435 15,201
Uganda 28.16 27.77 1.15 0.231 2.755
Cumulative Persons 2,473 342 1,048 493 13
Total 21.384
Expense 3,287,712 5,014,890 6,520,814 1,424,240 1,891,860 3,165,475 78,908
Persons 157 9 109 30 16 7 32 71 3 9
2011 2.108
Expense 328,705 1,217,762 122,587 46,731 53,409 294,220 44,870
Zambia 19.60 25.79 0.59 0.012 4.394
Cumulative Persons 2,873 847 1,832 1,256 55
Total 53.224
Expense 6,319,511 15,385,056 9,898,958 5,634,073 2,661,255 12,714,889 609,868
Persons 101 1 1 1 7 3
2011 0.308
Expense 148,959 12,725 92,726 8,331 15,929 29,049
Zimbabwe 16.08 2.01
Cumulative Persons 1,332 81 759 491
Total 16.670
Expense 2,538,038 1,832,241 4,766,080 968,669 332,524 6,232,932

2-6 Europe
Persons 22 1 0 0 24
2011 0.190
Expense 49,110 137,556 3,587
Albania 6.02 2.22 -2.39 0.159
Cumulative Persons 342 8 226
Total 2.206
Expense 769,961 59,177 1,115,815 122,212 138,795
Persons
2011 0.001
Expense 1,147
Austria
Cumulative Persons 12 4
Total 0.519
Expense 475,498 6,829 30,756 6,347
Persons
2011
Expense
Belarus 0.08
Cumulative Persons
Total Expense

Persons
2011 0.003
Expense 2,888
Belgium
Cumulative Persons 8 7
Total 0.026
Expense 9,395 9,079 8,023
Persons 22 1 4 3 2
2011 0.130
Bosnia and Expense 25,527 70,177 17,450 11,923 5,420
1.36 1.68 -1.53 0.057
Herzegovina Cumulative Persons 628 85 507
Total 5.631
Expense 1,250,204 606,836 2,837,661 182,810 753,194
Persons
2011 0.006
Expense 1,972 4,224
Bulgaria 0.73 0.89 -11.44 0.041
Cumulative Persons 842 243 617 253 2
Total 11.267
Expense 1,703,389 2,052,834 3,110,792 913,402 195,132 3,286,378 5,468

184
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-6 Europe (Continued)

Persons 11 44 1 1
2011 0.221

Special Feature
Expense 16,775 183,573 8,825 11,819
Croatia 0.80 2.75
Cumulative Persons 138 79 72
Total 0.978
Expense 319,169 215,840 405,877 13,496 23,898
Persons
2011
Expense
Cyprus 0.05
Cumulative Persons 30
Total 0.093
Expense 92,652
Persons
2011
Expense
Czechoslovakia
Cumulative Persons 139 3 33
Total 0.596
Expense 438,033 8,169 149,334 684
Persons
2011
Expense
Czech Republic 0.31
Cumulative Persons 185 11 1
Total 0.579
Expense 354,012 149,349 4,392 65,691 5,283
Persons
2011 0.001
Expense 1,065
Denmark
Cumulative Persons 6
0.026

Program Goals and

Total Expense 1,743 3,442 20,866
Persons
2011
Expense
Estonia 0.16

Overview
Cumulative Persons 75
Total 0.129
Expense 128,557
Persons
2011 0.001
Expense 1,137
Finland
Cumulative Persons 5
Total 0.002
Expense 1,542
Persons 0 1
2011 0.062
Expense 7,661 35,384 19,343
France
Cumulative Persons 1 30 263
Total 0.887
Expense 155,869 340,561 6,146 277,868 106,442
Persons
2011 0.010
Expense 9,660
Germany
Cumulative Persons 1 2 28
Total 0.075
Expense 23,941 32,153 18,909
Persons
2011 0.002
Expense 1,692
Greece

Concrete Initiatives
Cumulative Persons 27 8 41
Total 0.346
Expense 138,081 7,559 170,548 26,005 4,040
Persons
2011 0.001
Expense 657
Hungary 1.34
Cumulative Persons 800 103 375 138
Total 7.691
Expense 1,646,968 1,122,749 2,229,214 735,270 21,416 1,935,855
Persons
2011
Expense
Iceland
Cumulative Persons
Total 0.003
Expense 2,861
Persons
2011
Expense
Ireland
Cumulative Persons 2
Total 0.00
Expense 1
Persons
2011 0.002
Expense 2,459
Italy
Cumulative Persons 1 8
Total 0.090
Expense 14,221 8,724 63,000 4,048

Implementation System
Persons 28 14 1 3
2011 0.142
Expense 49,203 65,517 23,614 3,950
Kosovo 0.39 1.49
Cumulative Persons 87 15 11
Total 0.340
Expense 171,538 87,356 30,079 51,307
Persons
2011
Expense
Latvia 0.16
Cumulative Persons 76 6 50
Total 0.431
Expense 137,998 21,952 270,103 1,299
Persons
2011
Expense
Lithuania 0.19
Cumulative Persons 114 10 105
Total 1.112
Expense 141,127 83,729 844,369 42,642
Persons
2011 0.001
Expense
Luxembourg
Cumulative Persons
Total 0.001
Expense 925
Persons
2011
Expense
Malta 0.01
Cumulative Persons 77 18 16
Total 0.399
Expense 252,433 94,536 44,178 5,082 2,614
Data and Information

Persons 18 2 0 14
2011 0.276
Expense 34,036 13,785 209,556 18,749
Moldova 5.47 2.64 0.417
Cumulative Persons 279 10 148
Total 1.665
Expense 500,142 113,793 752,197 236,058 62,912
Persons
2011
Expense
Monaco
Cumulative Persons 2
Total 0.002
Expense 2,430
Persons 4 0 0
2011 0.015
Expense 14,523
Montenegro 4.60 0.07
Cumulative Persons 43 3 33
Total 0.703
Expense 86,654 11,148 523,208 30,175 52,054

185
 Statistics on Program Results 2. Geographical Distribution of JICA Operations

JICA’s JICA’s
Japan’s ODA (2011) JICA’s Technical Cooperation (FY2011)
ODA Loan Grant Aid
Country Technical Technical Cooperation Type (¥1 thousand) Disbursements
(FY2011)
Grant Aid Cooperation Loans Expenses Training Participants* Experts* Study Team Members* Provision of JOCV Other Volunteers (FY2011)
Other Expenses* (¥1 billion)*
(US$1 million) (US$1 million) (US$1 million) (¥1 billion)* New Ongoing New Ongoing New Ongoing Equipment* New Ongoing New Ongoing (¥1 billion)

2-6 Europe (Continued)

Persons
2011 0.001
Expense 1,467
Netherlands
Cumulative
Persons 7 10
Total 0.011
Expense 5,980 5,226
Persons
2011
Expense
Norway
Cumulative
Persons 5
Total 0.008
Expense 54 4,936 3,105
Persons
2011
Expense
Poland 0.75 -14.51
Cumulative
Persons 830 287 593 106 1
Total 8.972
Expense 1,672,727 1,909,527 2,953,027 952,167 41,638 1,427,106 15,346
Persons
2011 0.005
Expense 4,576
Portugal
Cumulative
Persons 9 41
Total 0.205
Expense 32,561 172,773
Persons
2011 0.006
Expense 1,998 3,814 30
Romania 0.12 1.05 50.30 6.340
Cumulative
Persons 988 178 617 118
Total 10.046
Expense 2,166,299 1,635,042 3,463,904 1,055,305 265,434 1,460,286
Persons 2 0
2011 0.002
Expense 760 1,252
Russia
Cumulative
Persons 2 4 8
Total 0.127
Expense 23 760 1,604 124,223
Persons 47 2 53 4 5 1 3
2011 0.337
Expense 73,621 209,889 14,992 19,741 4,503 14,217
Serbia 4.39 4.73 -0.28
Cumulative
Persons 521 163 252 6
Total 3.258
Expense 1,081,039 820,851 747,951 410,565 172,507 25,514
Persons
2011
Expense
Slovakia 0.14 -7.43
Cumulative
Persons 349 23 110
Total 1.487
Expense 629,676 101,547 720,011 35,681
Persons
2011
Expense
Slovenia 0.18
Cumulative
Persons 92 7 40
Total 0.474
Expense 157,844 158,342 149,460 8,533
Persons
2011
Expense
Soviet Union
Cumulative
Persons 34
Total 0.133
Expense 38,074 94,730
Persons
2011
Expense
Spain
Cumulative
Persons 3 2
Total 0.001
Expense 25 117 735
Persons
2011 0.003
Expense 2,827
Sweden
Cumulative
Persons 2 7
Total 0.022
Expense 7,150 9,401 5,032
Persons 0 1
2011 0.034
Expense 19,417 14,136
Switzerland
Cumulative
Persons 35 44
Total 0.228
Expense 139,308 33,933 3,384 51,067
Persons 25 5 10 1 8
The Former 2011 0.217
Expense 68,042 84,485 39,751 21,139 3,455
Yugoslav Republic 0.56 1.83 1.35 0.282
Persons 394 46 338
of Macedonia Cumulative
Total 3.842
Expense 896,915 341,670 2,327,991 72,616 202,857
Persons 73 6 55 2 21 5 2
2011 0.640
Expense 108,040 334,514 159,571 1,639 10,651 25,631
Turkey 11.36 9.73 4.50 14.830
Cumulative
Persons 4,781 1,277 2,112 2 48
Total 42.635
Expense 8,959,854 12,597,805 12,347,091 6,817,944 1,286,863 80,664 544,972
Persons 42 1 2 19
2011 0.155
Expense 39,923 12,272 101,164 251 1,378
Ukraine 0.98 3.21 107.08 7.536
Cumulative
Persons 500 26 131
Total 1.392
Expense 574,746 252,849 307,513 46,027 210,965
Persons
2011 0.012
Expense 7,748 4,268
United Kingdom
Cumulative
Persons 2 5 67
Total 0.328
Expense 157,483 36,738 4,383 129,819

186
 Statistics on Program Results 3. Regional Distribution of Technical Cooperation

3 Regional Distribution of Technical Cooperation

Total Planning/ Health/
Type of New/ Public Works/Utilities Agriculture/Forestry/Fisheries Mining/Industry Business/Tourism Human Resources
Number of Administration Energy Medical Welfare Others
Cooperation Ongoing Development Public Transport/ Social Communications/ Animal Business/ Human Science/
Persons Planning Administration Utilities Traffic Infrastructure Broadcasting Agriculture Industry Forestry Forestry Mining Industry Trade Tourism Resources Culture
Care

3-1 Asia

Special Feature
Training New 13,599 788 3,298 454 604 1,541 108 976 368 1,332 59 11 158 304 322 96 977 8 1,465 339 391
Participants
Ongoing 469 84 44 7 15 15 8 35 7 5 1 2 23 13 181 1 27 1
Total 14,068 872 3,342 461 619 1,556 116 1,011 375 1,337 60 13 181 317 322 96 1,158 9 1,492 339 392
Experts New 5,822 285 1,300 366 527 402 31 476 36 339 33 1 59 250 201 31 506 72 558 272 77
Dispatched
Ongoing 731 58 118 31 53 43 4 102 11 31 9 1 7 9 25 1 65 2 68 25 68
Total 6,553 343 1,418 397 580 445 35 578 47 370 42 2 66 259 226 32 571 74 626 297 145
Members of New 5,198 533 236 602 1,587 266 128 274 31 120 21 5 80 607 159 17 280 8 115 25 104
Study
Ongoing 189 9 8 23 80 5 2 24 5 2 3 7 5 10 4 1 1
Teams
Dispatched Total 5,387 542 244 625 1,667 271 130 298 31 125 23 5 83 614 164 17 290 8 119 26 105
JOCVs New 271 2 22 2 23 1 2 5 1 121 5 67 12 8
Dispatched
Ongoing 714 52 3 15 1 110 9 2 1 24 1 7 242 32 152 54 9
Total 985 2 74 3 17 1 133 10 4 1 29 1 8 363 37 219 66 17

Program Goals and

Other New 78 5 6 4 3 5 1 8 2 11 2 22 2 2 1 4
Volunteers
Ongoing 237 28 7 4 11 8 13 3 3 27 7 18 10 47 13 11 22 5

Overview
Dispatched
Total 315 33 13 4 15 11 18 4 3 35 9 29 12 69 15 13 23 9

3-2 Pacific
Training New 349 8 51 30 25 21 7 10 1 8 9 1 15 14 2 8 73 55 7 4
Participants
Ongoing 15 1 7 1 6
Total 364 9 51 30 25 21 7 17 1 8 9 1 16 14 2 8 79 55 7 4
Experts New 245 63 45 10 12 30 13 1 11 6 43 11
Dispatched
Ongoing 44 9 5 4 1 1 3 1 2 1 17
Total 289 9 68 49 11 13 33 14 3 11 6 44 28
Members of New 142 5 23 13 6 8 11 7 38 4 22 5

Concrete Initiatives
Study
Ongoing 10 7 1 2
Teams
Dispatched Total 152 5 30 13 6 8 1 11 7 38 4 24 5
JOCVs New 102 6 1 12 1 2 1 2 2 49 2 21 2 1
Dispatched
Ongoing 234 24 1 3 27 1 1 1 15 4 99 6 41 9 2
Total 336 30 1 4 39 2 3 2 17 6 148 8 62 11 3
Other New 28 7 5 2 1 3 2 3 1 3 1
Volunteers
Ongoing 81 11 5 2 6 4 5 2 8 8 1 2 15 2 9 1
Dispatched
Total 109 18 10 2 8 5 8 2 10 11 1 1 2 18 3 9 1

3-3 North America and Latin America

Training New 2,262 75 422 147 52 45 97 183 16 92 38 3 54 67 188 34 204 50 197 251 47
Participants
Ongoing 110 1 10 6 4 14 13 4 7 11 4 3 14 4 14 1

Implementation System
Total 2,372 76 432 147 58 49 111 196 20 92 45 3 65 71 191 34 218 54 211 251 48
Experts New 718 26 127 57 50 66 2 66 9 33 43 23 21 23 23 13 3 85 23 25
Dispatched
Ongoing 158 19 12 4 4 5 2 27 4 3 1 1 5 8 1 14 6 42
Total 876 45 139 61 54 71 4 93 9 37 46 1 23 22 28 23 21 4 99 29 67
Members of New 458 10 23 31 94 74 34 2 25 10 73 3 22 7 33 7 10
Study
Ongoing 22 1 12 3 3 3
Teams
Dispatched Total 480 11 23 31 106 77 37 2 28 10 73 3 22 7 33 7 10
JOCVs New 166 1 16 1 1 16 6 4 60 15 35 9 2
Dispatched
Ongoing 457 1 51 4 3 81 4 2 8 5 119 36 109 24 10
Total 623 2 67 5 4 97 10 2 12 5 179 51 144 33 12
Other New 137 11 4 1 3 6 9 2 1 2 1 6 15 1 44 5 6 11 9
Volunteers
Ongoing 318 22 14 1 13 1 26 3 3 7 1 31 1 35 3 98 12 17 22 8
Dispatched
Data and Information

Total 455 33 18 2 16 7 35 5 4 9 2 37 1 50 4 142 17 23 33 17

187
 Statistics on Program Results 3. Regional Distribution of Technical Cooperation

Total Planning/ Health/

Type of New/ Public Works/Utilities Agriculture/Forestry/Fisheries Mining/Industry Business/Tourism Human Resources
Number of Administration Energy Medical Welfare Others
Cooperation Ongoing Development Public Transport/ Social Communications/ Animal Business/ Human Science/
Persons Planning Administration Utilities Traffic Infrastructure Broadcasting Agriculture Industry Forestry Forestry Mining Industry Trade Tourism Resources Culture
Care

3-4 Middle East

Training New 1,421 41 203 148 68 102 11 302 1 4 6 46 272 22 33 33 20 64 36 9
Participants
Ongoing 84 20 31 4 2 10 11 4 1 1
Total 1,505 41 223 179 68 102 11 306 3 4 16 57 272 22 33 37 21 65 36 9
Experts New 394 14 28 30 13 102 4 5 10 9 3 6 89 28 36 2 15
Dispatched
Ongoing 107 7 11 4 1 4 15 3 5 2 3 14 5 11 2 20
Total 501 21 39 34 14 4 117 4 8 15 9 5 9 103 33 47 4 35
Members of New 549 20 46 23 132 24 67 11 3 1 145 30 5 35 7
Study
Ongoing 14 2 4 8
Teams
Dispatched Total 563 22 46 27 132 24 75 11 3 1 145 30 5 35 7
JOCVs New 83 1 1 5 3 25 11 21 15 1
Dispatched
Ongoing 152 8 13 6 56 21 14 32 2
Total 235 9 1 18 9 81 32 35 47 3
Other New 30 1 1 2 3 3 15 3 2
Volunteers
Ongoing 51 6 4 3 1 1 9 1 14 5 2 5
Dispatched
Total 81 7 1 4 5 1 1 12 4 29 8 2 7

3-5 Africa
Training New 9,924 113 2,827 77 142 286 41 487 24 96 106 21 19 166 573 90 4,028 784 31 13
Participants
Ongoing 145 4 25 4 52 4 2 18 1 26 9
Total 10,069 117 2,852 77 142 290 41 539 28 98 124 21 20 166 573 90 4,054 793 31 13
Experts New 1,718 25 135 85 105 145 373 9 52 57 2 14 109 45 17 178 300 20 47
Dispatched
Ongoing 433 32 30 13 14 19 84 1 11 8 2 17 8 60 61 1 72
Total 2,151 57 165 98 119 164 457 10 63 65 2 16 126 53 17 238 361 21 119
Members of New 1,679 91 61 120 282 274 3 177 6 19 24 26 34 193 51 3 173 104 13 25
Study
Ongoing 103 2 1 15 15 17 12 8 4 3 18 7 1
Teams
Dispatched Total 1,782 93 62 135 297 291 3 189 6 19 32 26 34 197 54 3 191 111 13 26
JOCVs New 424 32 3 4 4 99 12 4 5 13 3 2 146 13 63 16 5
Dispatched
Ongoing 1,026 3 84 5 1 16 232 14 5 5 49 1 3 350 44 163 45 6
Total 1,450 3 116 8 1 20 4 331 26 9 10 62 4 5 496 57 226 61 11
Other New 13 2 1 1 2 1 2 1 1 1 1
Volunteers
Ongoing 43 6 2 2 2 4 4 1 1 9 2 8 1 1
Dispatched
Total 56 8 3 2 3 6 5 1 1 11 3 9 1 1 2

3-6 Europe
Training New 292 15 49 9 11 20 51 1 4 2 11 4 15 16 15 21 30 1 17
Participants
Ongoing 15 9 2 1 3
Total 307 15 58 9 13 20 51 1 4 2 11 5 15 16 15 24 30 1 17
Experts New 185 2 21 13 15 67 4 11 4 6 14 3 16 5 4
Dispatched
Ongoing 16 4 3 2 1 1 2 3
Total 201 6 21 13 15 70 6 12 4 6 14 4 18 5 7
Members of New 100 22 3 8 16 11 16 12 2 5 5
Study Teams
Dispatched Total 100 22 3 8 16 11 16 12 2 5 5
Other New 6 1 1 2 1 1
Volunteers
Ongoing 5 1 1 2 1
Dispatched
Total 11 1 1 1 3 3 1 1

3-7 Worldwide
Members of New 401 2 3 7 7 1 11 34 14 7 8 12 9 286
Study
Ongoing 15 3 2 10
Teams
Dispatched Total 416 2 3 7 7 1 11 37 14 7 10 12 9 296

3-8 International Organizations

Other New 5 1 4
Volunteers
Ongoing 11 2 1 8
Dispatched
Total 16 2 2 12

188
 Statistics on Program Results 4. Sectoral Distribution of Technical Cooperation Projects / 5. Sectoral Distribution of Grant Aid Projects

4 Sectoral Distribution of Technical Cooperation Projects (Unit: ¥100 million, %)

Type of Cooperation New Ongoing Total

Sector Number Amount Rate Number Amount Rate Number Amount Rate
Planning/ Development Planning 4 1.03 1.6 13 30.81 7.5 17 31.84 6.8
Administration Administration 17 6.75 10.8 103 50.88 12.4 120 57.64 12.2

Special Feature
Public Works/ Public Utilities 5 6.24 9.9 24 18.85 4.6 29 25.09 5.3
Utilities Transport/Traffic 16 14.90 23.8 29 18.71 4.6 45 33.61 7.1
Social Infrastructure 6 5.30 8.5 31 35.16 8.6 37 40.46 8.6
Communications/Broadcasting 6 3.03 0.7 6 3.03 0.6
Agriculture/ Agriculture 15 6.25 10.0 81 53.01 13.0 96 59.26 12.6
Forestry/ Animal Industry 10 3.22 0.8 10 3.22 0.7
Fisheries
Forestry 1 0.69 1.1 28 19.68 4.8 29 20.37 4.3
Fisheries 2 0.65 1.0 19 9.22 2.3 21 9.87 2.1
Mining/ Mining
Industry Industry 2 3.38 5.4 9 3.93 1.0 11 7.31 1.6
Energy 1 1.69 2.7 11 9.13 2.2 12 10.82 2.3
Business/ Business/Trade 6 1.63 2.6 16 12.77 3.1 22 14.39 3.1
Tourism Tourism 3 2.54 4.1 3 2.86 0.7 6 5.40 1.1

Program Goals and

Human Resources 14 4.36 7.0 71 75.23 18.4 85 79.59 16.9
Health/Medical Care 15 7.15 11.4 84 54.47 13.3 99 61.62 13.1

Overview
Social Welfare 2 0.16 0.3 17 7.77 1.9 19 7.93 1.7
Others
Total 109 62.73 100.0 555 408.71 100.0 664 471.44 100.0
Note: Projects for which contracts for Record of Discussions (RD) were concluded in FY2011 are classified as New and projects for which contracts for RD were concluded in or before FY2010 are
classified as Ongoing.
Technical Cooperation Projects only (excluding Science and Technology Research Partnership for Sustainable Development, Technical Cooperation for Development Planning, and Development
Study).
Disbursement results: Amount disbursed in FY2011 (includes budget for the current year and amount carried forward).
In some cases numbers do not correspond to the sum total figures because of rounding.

5 Sectoral Distribution of Grant Aid Projects (Unit: ¥100 million, %)

FY2011 Note: Ongoing projects implemented and managed by JICA.

Sector * Grant ceilings of projects for which a Grant Agreement (G/A) was signed. For
Number Total * Share

Concrete Initiatives
multi-fiscal-year projects, the fiscal year the G/A was signed denotes the first
Planning/ General Development Plan 1 3.50 year of the project, and grant ceilings by fiscal year for the subsequent fiscal
Administration years are listed.
Integrated Rural Development Plan 2 21.51
General Administration 2 9.90
Environment 1 2.78
Subtotal 6 37.69 3.5
Public Works/ General Public Works and Utilities 2 7.23
Utilities Water Supply 18 174.30
General Transportation 13 98.73
Roads 16 213.71
Land Transportation 5 17.83
Ports 1 4.31
Aviation and Airports 4 71.83
Urban Transport 2 43.38

Implementation System
Meteorology and Earthquake 2 18.71
Rivers and Sand Erosion Control 1 2.84
Water Resources Development 9 37.08
General Communication and Broadcasting 1 0.67
Subtotal 74 690.62 64.2
Agriculture/ General Agriculture 1 0.42
Forestry/ Agriculture Engineering 2 20.06
Fisheries
Assistance to Increase Food Production 9 30.04
Forestry Preservation 1 0.97
Fisheries 1 9.18
Subtotal 14 60.67 5.6
Energy Electric Power 3 27.04 2.5
Human Education 34 109.58
Resources
Data and Information

Basic Education 5 35.75

Secondary Education 1 10.85
Higher Education 8 10.99
Vocational Training 2 10.87
Science 1 0.56
Culture 2 1.17
Subtotal 53 179.77 16.7
Health/Medical Health and Medical Care 11 77.05
Care Basic Health 2 3.23
Subtotal 13 80.28 7.5
Grand Total 163 1,076.07 100.0

189
 Statistics on Program Results 6. Overview of Loan Aid (Data from the Previous Five Years) / 7. Sectoral Distribution of ODA Loan

6 Overview of Loan Aid (Data from the Previous Five Years) (Unit: ¥100 million, %)
FY2007 FY2008 FY2009 FY2010 FY2011
Number Total Share Number Total Share Number Total Share Number Total Share Number Total Share
ODA Loan Asia
Commitments 40 6,259 69.5 37 7,025 75.6 43 6,472 66.9 26 4,087 75.8 48 7,691 81.0
Pacific 1 46 0.5 1 83 0.9
North and Latin America 1 194 2.1 4 166 1.8 3 293 3.0 3 302 5.6 3 412 4.3
Middle East 12 2,147 23.8 7 1,181 12.7 7 1,552 16.0 5 773 8.1
Africa 4 367 4.1 3 121 1.3 5 463 4.8 7 579 10.7 2 77 0.8
Europe 2 481 5.2 3 813 8.4 421 7.8 3 453 4.8
International Organizations, etc. 1 321 3.5 1 84 0.9
Others
Total 58 9,012 100.0 54 9,294 100.0 62 9,676 100.0 36 5,389 100.0 62 9,490 100.0
Disbursements 6,839 7,143 7,450 6,777 6,097
Repayments 6,601 6,798 6,417 6,803 6,287
Outstanding 113,837 113,828 114,809 114,792 113,686
Private- Commitments (loan) 1 2 0.0
Sector (financing) 1 2 0.0
Investment
Disbursements 0 3 1 0
Finance
Recovered 200 8 327 6 111
Outstanding 1,380 1,372 1,279 1,272 1,159
Note: On a geographical regional classification basis and with regard to ODA Loan data prior to FY2007 in this Annual Report, Algeria, Egypt, Libya, Morocco, and Tunisia have been included in figures
for Africa (North of Sahara), while Turkey has been included in figures for the Middle East. Therefore, some figures do not correspond to figures by region prior to FY2007 shown in this table.
The total number of loan commitments in FY2007, FY2008 and FY2010 does not include the commitments to provide additional loans to one project while the total amount includes this total loan
commitment of ¥17,100 million in FY2007, ¥10,500 million in FY2008 and ¥42,100 million in FY2010.
Advanced redemptions (the amount redeemed during the relevant fiscal year out of the amount originally scheduled for redemption in the following fiscal year or thereafter) for each year were as
follows: FY2007: ¥74,600 million; FY2008: ¥67,200 million; FY2009: ¥3,600 million; FY2010: ¥71,500 million; FY2011: ¥13,300 million.
Data for FY2008 and after shows the managed credits and was calculated using a different method than figures calculated based on the Accounting Standards for Incorporated Administrative Agency.

7 Sectoral Distribution of ODA Loan (Unit: ¥100 million, %)

FY2010 FY2011 Accumulated
Sector ODA Loan ODA Loan Private-Sector Total ODA Loan Private-Sector Investment Total
Investment Finance Finance
Number Total Share Number Total Share Number Total Share Number Total Share Number Total Share Number Total Share Number Total Share
Electric Power and Gas 8 1,441 26.7 9 1,578 16.6 9 1,578 16.6 626 61,779 22.1 20 191 3.7 646 61,971 21.7
Multipurpose Dams 61 2,738 1.0 3 8 0.2 64 2,746 1.0
Power Plants 3 842 15.6 2 686 7.2 2 686 7.2 375 42,959 15.3 12 74 1.4 387 43,033 15.1
Transmission Lines and 5 598 11.1 6 592 6.2 6 592 6.2 160 12,526 4.5 2 15 0.3 162 12,541 4.4
Distribution Systems
Gas 16 2,648 0.9 3 95 1.8 19 2,743 1.0
Others 1 300 3.2 1 300 3.2 14 908 0.3 14 908 0.3
Transportation 12 2,213 41.1 19 4,728 49.8 19 4,728 49.8 856 85,304 30.5 32 229 4.4 888 85,533 30.0
Roads 8 1,269 23.5 9 1,253 13.2 9 1,253 13.2 287 25,859 9.2 10 104 2.0 297 25,963 9.1
Bridges 2 340 6.3 2 433 4.6 2 433 4.6 69 5,076 1.8 69 5,076 1.8
Railways 2 603 11.2 5 2,428 25.6 5 2,428 25.6 225 31,619 11.3 8 34 0.7 233 31,653 11.1
Airports 2 496 5.2 2 496 5.2 73 9,316 3.3 1 0 0.0 74 9,317 3.3
Ports 1 119 1.3 1 119 1.3 137 9,869 3.5 5 66 1.3 142 9,935 3.5
Marine Transportation 47 2,211 0.8 5 18 0.3 52 2,228 0.8
Others 18 1,354 0.5 3 7 0.1 21 1,361 0.5
Telecommunications 200 10,119 3.6 11 73 1.4 211 10,192 3.6
Telecommunications 175 9,092 3.2 11 73 1.4 186 9,165 3.2
Broadcasting 24 1,009 0.4 24 1,009 0.4
Others 1 19 0.0 1 19 0.0
Irrigation and Flood 1 132 2.4 5 342 3.6 5 342 3.6 242 14,227 5.1 4 24 0.5 246 14,251 5.0
Control
Agriculture, Forestry and 2 138 2.6 6 494 5.2 6 494 5.2 155 10,263 3.7 259 1,396 26.8 414 11,659 4.1
Fisheries Industry
Agriculture 1 50 0.9 1 61 0.6 1 61 0.6 94 6,251 2.2 123 682 13.1 217 6,933 2.4
Forestry 1 88 1.6 5 433 4.6 5 433 4.6 42 3,557 1.3 75 552 10.6 117 4,109 1.4
Fisheries 19 454 0.2 60 160 3.1 79 614 0.2
Farming 1 3 0.1 1 3 0.0
Mining and Manufacturing 1 50 0.9 3 502 5.3 3 502 5.3 235 18,646 6.7 407 2,462 47.2 642 21,108 7.4
Mining 55 1,921 0.7 158 563 10.8 213 2,485 0.9
Manufacturing 1 50 0.9 3 502 5.3 3 502 5.3 177 16,656 5.9 248 1,865 35.8 425 18,521 6.5
Others 3 70 0.0 1 33 0.6 4 103 0.0
Social Services 5 693 12.9 15 1,595 16.8 2 4 100.0 17 1,600 16.8 511 41,871 15.0 33 396 7.6 544 42,267 14.8
Water Supply, Sewerage 5 693 12.9 8 1,160 12.2 8 1,160 12.2 268 25,802 9.2 7 67 1.3 275 25,869 9.1
and Sanitation
Education 1 67 0.7 1 2 46.2 2 69 0.7 78 4,823 1.7 3 7 0.1 81 4,830 1.7
Public Health and 4 227 2.4 4 227 2.4 33 1,405 0.5 1 0 0.0 34 1,405 0.5
Medicine
Tourism 17 1,214 0.4 7 155 3.0 24 1,370 0.5
Urban/Rural Community 1 70 0.7 1 2 53.8 2 72 0.8 50 4,284 1.5 14 155 3.0 64 4,438 1.6
Infrastructure
Strengthening of
Administrative 16 660 0.2 16 660 0.2
Management
Environmental
Conservation in 1 72 0.8 1 72 0.8 44 2,882 1.0 1 12 0.2 45 2,894 1.0
Multisector
Others 5 801 0.3 5 801 0.3
Commodity Loans 6 624 11.6 4 166 1.7 4 166 1.7 276 36,428 13.0 276 36,428 12.8
Others 1 99 1.8 1 84 0.9 1 84 0.9 16 1,367 0.5 40 439 8.4 56 1,806 0.6
Total 36 5,389 100.0 62 9,490 100.0 2 4 100.0 64 9,494 100.0 3,117 280,003 100.0 806 5,211 100.0 3,923 285,214 100.0
Rescheduling 3 219 208 21,101 208 21,101
Note: There were no commitments for Private-Sector Investment Finance in FY2010.
The total number of loan commitments in FY2010 does not include the commitments to provide additional loans to one project while the total amount includes this total loan commitment of
¥42,100 million.

190
 Statistics on Program Results 8. Geographical Distribution of ODA Loan (FY2011)

8 Geographical Distribution of ODA Loan (FY2011) (Unit: Cases, ¥1 billion)

Commitments Disbursements Repayments Outstanding Accumulated

Region/Country
Number Total Total Total Total Number Total
Asia Southeast Asia Cambodia 2 11.4 2.5 0.2 13.0 13 42.5
Indonesia 65.5 125.0 2,111.1 668 4,548.7
Laos 1 4.2 0.3 0.3 12.6 9 23.1

Special Feature
Malaysia 1 6.7 13.9 17.0 273.7 75 923.8
Myanmar 273.5 67 410.0
Philippines 7 68.3 23.8 79.5 909.5 281 2,267.4
Shingapore 2 1.2
Thailand 18.5 38.1 472.7 242 2,164.4
Timor-Leste 1 5.3 1 5.3
Viet Nam 16 270.0 107.8 28.2 913.3 163 1,862.7
Subtotal 28 365.9 232.2 288.2 4,979.5 1,521 12,249.1
East Asia China 34.8 109.4 1,708.3 369 3,359.7
Mongolia 1 1.6 1.1 1.7 32.7 13 77.4
Others 5 12.5
Republic of Korea 2.4 3.7 92 596.2
Subtotal 1 1.6 35.9 113.5 1,744.8 479 4,045.8
1 0.7

Program Goals and

South Asia Afghanistan
Bangladesh 4 60.0 13.9 10.1 165.9 88 774.0
Bhutan 1 2.2 0.4 3.0 2 5.8

Overview
India 8 266.9 139.2 66.9 1,438.9 229 3,431.8
Maldives 0.1 2.6 1 2.7
Nepal 0.0 0.9 12.9 9 63.5
Pakistan 1 5.0 13.1 3.7 571.5 83 798.5
Sri Lanka 4 49.5 35.7 19.9 369.5 121 847.9
Subtotal 18 383.6 202.4 101.5 2,564.1 534 5,925.0
Central Asia and Armenia 0.0 0.3 30.7 2 31.8
the Caucasus Azerbaijan 5.8 1.3 48.4 4 101.2
Georgia 1.2 0.3 5.8 2 23.1
Kazakhstan 1.2 3.2 74.4 6 95.1
Kyrgyz Republic 0.0 27.8 6 25.7
Turkmenistan 0.2 3.5 1 4.5

Concrete Initiatives
Uzbekistan 1 18.1 1.0 2.6 58.9 10 143.0
Subtotal 1 18.1 9.1 7.9 249.5 31 424.4
Total 48 769.1 479.7 511.1 9,537.8 2,565 22,644.3
Pacific Fiji 0.1 1.3 1 2.3
Papua New Guinea 0.0 1.8 19.0 15 70.4
Samoa 1.1 1.8 1 4.6
Total 1.1 1.9 22.1 17 77.3
North Central Costa Rica 0.9 1.7 16.9 5 59.4
America and America and Dominican Republic 1.4 8.1 4 31.6
Latin America the Caribbean
El Salvador 1.8 24.4 5 39.2
Guatemala 0.8 0.9 16.9 5 26.8
Honduras 6 34.8
Jamaica 2.0 12.5 9 53.4
Mexico 5.1 31.6 9 205.4

Implementation System
Nicaragua 3 21.1
Panama 5.2 0.7 22.2 2 32.3
Subtotal 6.8 13.6 132.6 48 504.0
South America Argentina 4.7 1 8.2
Bolivia 7 47.0
Brazil 1 33.6 0.2 10.4 103.5 19 314.9
Chile 3 24.4
Colombia 0.7 4 46.6
Ecuador 1.7 12.0 7 63.8
Paraguay 0.3 3.4 32.8 16 136.9
Peru 2 7.6 10.0 8.0 118.1 41 381.0
Uruguay 0.2 0.6 1 7.2
Subtotal 3 41.2 10.5 24.5 271.8 99 1,029.9
Total 3 41.2 17.4 38.0 404.4 147 1,533.9
Middle East Algeria 1.5 8 13.9
Data and Information

Egypt 1 32.7 13.0 16.8 288.6 50 534.3

Iran 2.5 19.2 2 46.1
Iraq 28.6 47.9 15 364.6
Jordan 0.1 10.2 103.3 17 190.5
Lebanon 2.4 0.7 7.0 1 13.0
Morocco 2 23.4 9.6 5.6 115.8 33 270.2
Syria 3.5 48.1 4 138.6
Tunisia 2 21.2 4.9 7.0 80.4 38 245.2
Yemen 0.2 23.9 5 49.3
Total 5 77.3 58.6 46.5 735.6 173 1,865.8

191
 Statistics on Program Results 8. Geographical Distribution of ODA Loan (FY2011) / 9-1. Debt Rescheduling Based on Paris Club Agreements (FY2011) / 9-2. Debt Cancellation (FY2011)

Commitments Disbursements Repayments Outstanding Accumulated

Region/Country
Number Total Total Total Total Number Total
Africa Benin 1 3.8
Botswana 0.5 3.5 4 13.2
Burundi 2 3.3
Cameroon 0.5 1.0 4 17.1
Cape Verde 1 6.2 1.9 2.7 2 10.7
Central African Republic 1 0.6
Cote d'Ivoire 20.2 2 12.2
Democratic Republic of the Congo 2 35.6
Ethiopia 2 3.7
Ghana 17 125.1
Guinea 5.1 4 16.0
Kenya 6.4 7.1 100.7 35 266.1
Liberia 1 4.0
Madagascar 5 10.7
Malawi 8 33.1
Mali 2 8.7
Mauritania 3 11.1
Mauritius 0.0 0.3 3.3 4 16.1
Mozambique 1.3 1.8 2 9.3
Namibia 2.2 1.0 8.9 1 10.1
Niger 1 3.2
Nigeria 3 55.1
Rwanda 3 4.6
Senegal 0.9 4 15.5
Sierra Leone 1 2.0
Somalia 6.5 2 6.5
South Africa 0.1 0.9 3 14.1
Sudan 8.1 4 10.5
Swaziland 0.2 4.1 1 4.4
Tanzania 1 1.5 2.8 13.4 16 48.1
Togo 3 9.3
Uganda 0.2 1.9 5 27.7
Zambia 0.0 0.2 7 43.6
Zimbabwe 19.8 6 38.1
Total 2 7.7 15.4 9.1 203.1 161 893.2
Europe Albania 0.2 0.3 5.1 4 18.1
Bosnia and Herzegovina 0.1 0.1 3.7 2 16.7
Bulgaria 0.0 1.3 28.3 6 77.0
Hungary 1 4.9
Poland 1.2 3.5 1 21.4
Romania 6.3 2.1 59.4 5 118.2
Serbia 1 28.3 1 28.3
Slovakia 0.6 7.3 1 11.1
The Former Yugoslav Republic of Macedonia 0.3 0.5 8.3 1 9.7
Turkey 2 17.0 14.8 16.0 279.2 28 609.2
Ukraine 7.5 18.8 1 19.1
Total 3 45.3 29.2 22.1 413.5 51 933.7
International Organizations, etc. Total 1 8.4 8.4 52.0 3 52.0
Grand Total 62 949.0 609.7 628.7 11,368.6 3,117 28,000.3
Note: Outstanding data show the managed credits and are calculated using a different method than figures calculated based on the Accounting Standards for Incorporated Administrative Agency.
The number and total amount do not include debt relief.

9-1 Debt Rescheduling Based on Paris Club Agreements (FY2011) (Unit: ¥1 million)

Country Date of Paris Club Agreement Date JICA Signed Rescheduling Agreement Rescheduled Amount

Not applicable

9-2 Debt Cancellation (FY2011) (Unit: ¥1 million)

Country Debt Cancellation Amount

Democratic Republic of the Congo 86,036
Togo 9,631
Total 95,667

192
 Statistics on Program Results 10-1. Principal Contractors under ODA Loan (FY2011/Goods and Services/Contract Amount: over ¥1 billion)

10-1 Principal Contractors under ODA Loan (FY2011/Goods and Services/Contract Amount: over ¥1 billion)
Contract
Date of Loan
Country Project Name Amount Contractors
Agreement
(¥1 million)
URGENT REHABILITATION PROJECT OF TANJUNG
Indonesia 2004.03.31 8,139 TOYO CONSTRUCTION (Japan)/ PT. ADHI KARYA (Indonesia)
PRIOK PORT

Special Feature
KERAMASAN POWER PLANT EXTENSION
Indonesia 2005.03.31 9,493 MARUBENI CORPORATION (Japan)
PROJECT
Indonesia LOWER SOLO RIVER IMPROVEMENT PROJECT(II) 2005.03.31 1,183 PT. HUTAMA KARYA (Indonesia)/ PT BRANTAS ABIPRAYA (Indonesia)
TANJUNG PRIOK ACCESS ROAD CONSTRUCTION
Indonesia 2005.03.31 10,958 KAJIMA CORPORATION (Japan)/ PT. WASKITA KARYA (Indonesia)
PROJECT (I)
TANJUNG PRIOK ACCESS ROAD CONSTRUCTION OBAYASHI CORPORATION (Japan)/ PT. JAYA KONSTRUKSI MANGGALA PRATAMA TBK
Indonesia 2006.03.29 10,643
PROJECT(II) (Indonesia)
HASANUDDIN UNIVERSITY ENGINEERING FACULTY
Indonesia 2007.03.29 1,536 PT. PEMBANGUNAN PERUMAHAN (Indonesia)/ ITOCHU CORPORATION (Japan)
DEVELOPMENT PROJECT
PEUSANGAN HYDROELECTRIC POWER PLANT
Indonesia 2007.03.29 1,566 PT. WIJAYA KARYA (Indonesia)/ PT. AMARTA KARYA (Indonesia)
CONSTRUCTION PROJECT
DEVELOPMENT OF WORLD CLASS UNIVERSITY AT
Indonesia 2008.03.28 2,923 PT. WASKITA KARYA (Indonesia)
UNIVERSITY OF INDONESIA
COUNTERMEASURES FOR SEDIMENT IN
Indonesia 2009.03.31 1,303 PT. ADHI KARYA (Indonesia)

Program Goals and

WONOGIRI MULTIPURPOSE DAM RESERVOIR(I)
PAHANG-SELANGOR RAW WATER TRANSFER
Malaysia 2005.03.31 4,918 LOH & LOH CONSTRUCTIONS SDN BHD (Malaysia)
PROJECT

Overview
NEW COMMUNICATIONS, NAVIGATION AND
SUMITOMO CORPORATION (Japan)/ THALES AUSTRALIA LTD. (Australia)/ THALES AIR
Philippines SURVEILLANCE/ AIR TRAFFIC MANAGEMENT 2002.03.28 7,670
SYSTEMS S.A. (France)
(CNS/ ATM) SYSTEMS DEVELOPMENT PROJECT
ARTERIAL ROAD BYPASS PROJECT(I)(PLARIDEL C.M.PANCHO CONSTRUCTION INC. (Philippines)/ J.E.MANALO & CO., INC. (Philippines)/
Philippines 2004.03.30 1,043
AND CABANATUAN) D.M. CONSUNJI INC. (Philippines)
EIGHTH BANGKOK WATER SUPPLY IMPROVEMENT
Thailand 2009.12.03 2,999 SUMMIT GRADE LIMITED PARTNERSHIP (Thailand)
PROJECT
EIGHTH BANGKOK WATER SUPPLY IMPROVEMENT SUMMIT GRADE LIMITED PARTNERSHIP (Thailand)/ ST POWER ENGINEERING CORP.,LTD
Thailand 2009.12.03 1,087
PROJECT (Thailand)
HANOI - HO CHI MINH CITY RAILWAY LINE TAISEI CORPORATION (Japan)/ MITSUI ENGINEERING & SHIPBUILDING CO., LTD. (Japan)/
Viet Nam 2004.03.31 4,477
BRIDGES SAFETY IMPROVEMENT PROJECT CIVIL ENGINEERING CONSTRUCTION CORPORATION NO.1 (Viet Nam)
HANOI - HO CHI MINH CITY RAILWAY LINE TEKKEN CORPORATION (Japan)/ YOKOGAWA BRIDGE CORPORATION (Japan)/ THANG LONG
Viet Nam 2004.03.31 3,037
BRIDGES SAFETY IMPROVEMENT PROJECT CONSTRUCTION CORPORATION (Viet Nam)

Concrete Initiatives
MITSUI ENGINEERING & SHIPBUILDING CO., LTD. (Japan)/ NISSAN RINKAI CONSTRUCTION
HANOI - HO CHI MINH CITY RAILWAY LINE
Viet Nam 2004.03.31 5,787 CO., LTD. (Japan)/ TAISEI CORPORATION (Japan)/ CIVIL ENGINEERING CONSTRUCTION
BRIDGES SAFETY IMPROVEMENT PROJECT
CORPORATION NO.1 (Viet Nam)
CAI MEP THI VAI INTERNATIONAL PORT IHI TRANSPORT MACHINERY CO., LTD. (Japan)/ MITSUI ENGINEERING & SHIPBUILDING CO.,
Viet Nam 2005.03.31 6,544
CONSTRUCTION PROJECT LTD. (Japan)
VINH PHUC PROVINCE INVESTMENT CLIMATE
Viet Nam 2007.03.30 3,166 POSCO ENGINEERING & CONSTRUCTION COMPANY LIMITED (Republic of Korea)
IMPROVEMENT PROJECT
VINH PHUC PROVINCE INVESTMENT CLIMATE
Viet Nam 2007.03.30 1,051 VIETNAM WATER AND ENVIRONMENT INVESTMENT CORPORATION (Viet Nam)
IMPROVEMENT PROJECT
HANOI CITY RING ROAD NO.3 CONSTRUCTION
Viet Nam 2008.03.31 4,563 SUMITOMO MITSUI CONSTRUCTION CO., LTD. (Japan)
PROJECT
HAI PHONG CITY ENVIRONMENTAL IMPROVEMENT
Viet Nam 2009.03.31 1,667 HYDRAULICS CONSTRUCTION CORPORATION NO.4 JOINT STOCK COMPANY (Viet Nam)
PROJECT (II)
HAI PHONG CITY ENVIRONMENTAL IMPROVEMENT
Viet Nam 2009.03.31 1,468 BACH DANG CONSTRUCTION CORPORATION (Viet Nam)

Implementation System
PROJECT (II)
CIVIL ENGINEERING CONSTRUCTION CORPORATION NO.8 (Viet Nam)/ THANG LONG
SECOND HANOI DRAINAGE PROJECT FOR
Viet Nam 2009.03.31 2,505 CONSTRUCTION CORPORATION (Viet Nam)/ 319 ONE MEMBER LIMITED LIABILITY COMPANY
ENVIRONMENTAL IMPROVEMENT (II)
(Viet Nam)/ 68 TRADING CONSTRUCTION AND SERVICE JSC (Viet Nam)
SECOND HANOI DRAINAGE PROJECT FOR URBAN INFRASTRUCTURE DEVELOPMENT INVESTMENT CORPORATION (Viet Nam)/ BACH
Viet Nam 2009.03.31 1,670
ENVIRONMENTAL IMPROVEMENT (II) DANG CONSTRUCTION CORPORATION (Viet Nam)
SECOND HANOI DRAINAGE PROJECT FOR
Viet Nam 2009.03.31 2,835 CIVIL ENGINEERING CONSTRUCTION CORPORATION NO.8 (Viet Nam)
ENVIRONMENTAL IMPROVEMENT (II)
NOI BAI INTERNATIONAL AIRPORT TO NHAT TAN
Viet Nam BRIDGE CONNECTING ROAD CONSTRUCTION 2010.03.18 2,934 CIVIL ENGINEERING CONSTRUCTION CORPORATION NO.4 (Viet Nam)
PROJECT (I)
NOI BAI INTERNATIONAL AIRPORT TO NHAT TAN
Viet Nam BRIDGE CONNECTING ROAD CONSTRUCTION 2010.03.18 2,452 KUKDONG ENGINEERING & CONSTRUCTION CO., LTD (Republic of Korea)
PROJECT (I)
NOI BAI INTERNATIONAL AIRPORT TO NHAT TAN
Viet Nam BRIDGE CONNECTING ROAD CONSTRUCTION 2010.03.18 2,937 HANSHIN ENGINEERING & CONSTRUCTION CO., LTD (Republic of Korea)
Data and Information

PROJECT (I)
TERMINAL 2 CONSTRUCTION PROJECT IN NOI BAI TAISEI CORPORATION (Japan)/ VIETNAM CONSTRUCTION AND IMPORT - EXPORT JOINT
Viet Nam 2010.03.18 53,898
INTERNATIONAL AIRPORT (I) STOCK CORPORATION (Viet Nam)
NGHI SON THERMAL POWER PLANT
Viet Nam 2011.01.24 1,206 CONSTRUCTION CORPORATION NO.1 - ONE MEMBER CO., LTD. (Viet Nam)
CONSTRUCTION PROJECT (II)
PHU XUAN CONSTRUCTION AND CONSULTANT JSC (Viet Nam)/ TRUONG XUAN
NGHI SON THERMAL POWER PLANT
Viet Nam 2011.01.24 1,154 CONSTRUCTION JSC (Viet Nam)/ PHU NGUYEN HAI CO., LTD. (Viet Nam)/ MIEN TRUNG
CONSTRUCTION PROJECT (II)
CONSULTING AND CONSTRUCTION JSC (Viet Nam)
NHAT TAN BRIDGE (VIETNAM-JAPAN FRIENDSHIP SUMITOMO MITSUI CONSTRUCTION CO., LTD. (Japan)/ VIETNAM CONSTRUCTION AND
Viet Nam 2011.01.24 5,246
BRIDGE) CONSTRUCTION PROJECT (II) IMPORT - EXPORT JOINT STOCK CORPORATION (Viet Nam)
GUANGXI YULIN CITY ENVIRONMENT
China 2006.06.23 1,283 CHINA OVE ENVIRONMENTAL ENGINEERING CO., LTD. (China)
IMPROVEMENT PROJECT

193
 Statistics on Program Results 10-1. Principal Contractors under ODA Loan (FY2011/Goods and Services/Contract Amount: over ¥1 billion)

Contract
Date of Loan
Country Project Name Amount Contractors
Agreement
(¥1 million)
PROVINCIAL CITIES WATER SUPPLY AND
Azerbaijan 2009.05.29 2,083 AZERSUTECHIZATTIKINTI OPEN JSC (Azerbaijan)
SEWERAGE PROJECT
TODINI COSTRUZIONI GENERALI S.P.A.(Italy)/ TAKENAKA CIVIL ENGINEERING &
Georgia EAST-WEST HIGHWAY IMPROVEMENT PROJECT 2009.12.16 5,863
CONSTRUCTION CO.,LTD. (Japan)
CHINA NATIONAL TECHNICAL IMPORT & EXPORT CORP. (China)/ BEIJING SOUND
Bangladesh KARNAPHULI WATER SUPPLY PROJECT 2006.06.29 3,893
ENVIRONMENTAL ENGINEERING CO., LTD. (China)
Bangladesh KARNAPHULI WATER SUPPLY PROJECT 2006.06.29 8,396 KUBOTA CONSTRUCTION CO., LTD. (Japan)/ MARUBENI CORPORATION (Japan)
DHAKA-CHITTAGONG RAILWAY DEVELOPMENT
Bangladesh 2007.12.11 2,343 MAX AUTOMOBILE PRODUCTS LTD. (Bangladesh)
PROJECT
CHINA RAILWAY MATERIALS IMPORT & EXPORT CO., LTD. (China)/ CHENGDU RANKEN
DHAKA-CHITTAGONG RAILWAY DEVELOPMENT
Bangladesh 2007.12.11 13,379 RAILWAY CONSTRUCTION CO., LTD. (China)/ MAX AUTOMOBILES PRODUCTS LTD.
PROJECT
(Bangladesh)
DHAKA-CHITTAGONG RAILWAY DEVELOPMENT
Bangladesh 2007.12.11 3,068 MARUBENI CORPORATION (Japan)
PROJECT
Bangladesh CENTRAL ZONE POWER DISTRIBUTION PROJECT 2009.03.01 1,272 SIEMENS LTD. (India)
EASTERN BANGLADESH BRIDGE IMPROVEMENT
Bangladesh 2009.03.01 1,152 MONICO LIMITED (Bangladesh)/ DIENCO LTD. (Bangladesh)
PROJECT
EASTERN BANGLADESH BRIDGE IMPROVEMENT
Bangladesh 2009.03.01 2,824 GANNON DUNKERLEY & CO., LTD. (India)
PROJECT
India BANGALORE METRO RAIL PROJECT 2006.03.31 12,724 COASTAL PROJECTS LTD. (India)/ TRANSTONNELSTROY LIMITED (Russia)
ETA ENGINEERING PVT.LTD. (India)/ EMIRATES TRADING AGENCY L.L.C. (United Arab
India BANGALORE METRO RAIL PROJECT 2006.03.31 1,249
Emirates)
India BANGALORE METRO RAIL PROJECT 2006.03.31 1,507 BLUE STAR LTD. (India)
India BANGALORE METRO RAIL PROJECT 2006.03.31 4,541 GUANGDONG YUANTIAN ENGINEERING COMPANY (China)/ COASTAL PROJECTS LTD. (India)
India AMRITSAR SEWERAGE PROJECT 2007.03.30 1,314 M/ S NAGARJUNA CONSTRUCTION COMPANY LTD., HYDERABAD (India)
JYOTI BUILD TECH PVT.LTD. (India)/ ABHYUDAYA HOUSING & CONSTRUCTIONS PVT. LTD.
India AMRITSAR SEWERAGE PROJECT 2007.03.30 2,723
(India)
TRANSMISSION SYSTEM MODERNIZATION
India 2007.03.30 1,059 M/ S ILJIN ELECTRIC CO., LTD. (Republic of Korea)
PROJECT IN HYDERABAD
TRANSMISSION SYSTEM MODERNIZATION
India 2007.03.30 1,633 M/ S ILJIN ELECTRIC CO., LTD. (Republic of Korea)
PROJECT IN HYDERABAD
BANGALORE DISTRIBUTION UPGRADATION
India 2007.03.30 1,285 SATEL OY (Finland)/ EFACEC ENGENHARIA E SISTEMAS, S.A.(Portugal)
PROJECT
India GOA WATER SUPPLY AND SEWERAGE PROJECT 2007.09.14 2,562 SMC INFRASTRUCTURE PRIVATE LTD (India)/ SPML INFRA LTD (India)
PRATIBHA INDUSTRIES LTD. (India)/ SAI SUDHIR INFRASTRUCTURES LTD. (India)/ MEGHA
India GOA WATER SUPPLY AND SEWERAGE PROJECT 2007.09.14 4,387
ENGINEERING & INFRASTRUCTURES LIMITED (India)
India GUWAHATI WATER SUPPLY PROJECT 2009.03.31 1,282 M/ S IVRCL INFRASTRUCTURES AND PROJECTS LTD. (India)
India GUWAHATI WATER SUPPLY PROJECT 2009.03.31 1,548 M/ S IVRCL INFRASTRUCTURES AND PROJECTS LTD. (India)
India KOLKATA EAST-WEST METRO PROJECT (II) 2010.03.31 4,693 ANSALDO STS AUSTRALIA PTY LTD. (Australia)/ ANSALDO STS (Italy)
NATIONAL TRANSMISSION LINES AND GRID
Pakistan 2010.03.31 1,372 NORTHEAST CHINA INTERNATIONAL ELECTRIC POWER CORPORATION (China)
STATIONS STRENGTHENING PROJECT
NATIONAL TRANSMISSION LINES AND GRID
Pakistan 2010.03.31 1,124 NORTHEAST CHINA INTERNATIONAL ELECTRIC POWER CORPORATION (China)
STATIONS STRENGTHENING PROJECT
Pakistan POLIO ERADICATION PROJECT 2011.08.15 2,393 WORLD HEALTH ORGANIZATION(WHO) (Other)
Pakistan POLIO ERADICATION PROJECT 2011.08.15 2,294 UNITED NATIONS CHILDREN'S FUND (UNICEF) (Other)
GREATER COLOMBO URBAN TRANSPORT
Sri Lanka 2011.03.22 32,137 TAISEI CORPORATION (Japan)
DEVELOPMENT PROJECT
PROVINCIAL CITIES WATER SUPPLY AND
Peru SEWERAGE IMPROVEMENT AND EXPANSION 2000.09.04 2,664 COSAPI S.A. (Peru)
PROJECT (II) (IQUITOS, CUSCO AND SICUANI)
KURAYMAT INTEGRATED SOLAR COMBINED
Egypt 2006.01.19 1,883 ARAB ENGINEERING AND DISTRIBUTION COMPANY (Egypt)
CYCLE POWER PLANT PROJECT
GRAND EGYPTIAN MUSEUM CONSTRUCTION
Egypt 2006.05.15 63,278 BESIX SA (Belgium)/ ORASCOM CONSTRUCTION INDUSTRIES (Egypt)
PROJECT
AL-MUSSAIB THERMAL POWER PLANT
Iraq 2008.01.25 7,779 HYUNDAI ENGINEERING & CONSTRUCTION CO., LTD. (Republic of Korea)
REHABILITATION PROJECT
AL-MUSSAIB THERMAL POWER PLANT
Iraq 2008.01.25 9,036 HITACHI, LTD. (Japan)/ TOYOTA TSUSHO CORPORATION (Japan)
REHABILITATION PROJECT
AL-MUSSAIB THERMAL POWER PLANT
Iraq 2008.01.25 9,180 SIEMENS AG (Germany)
REHABILITATION PROJECT
KHOR AL-ZUBAIR FERTILIZER PLANT
Iraq 2008.01.25 6,689 SAIPEM S.P.A. (Italy)
REHABILITATION PROJECT
SAMAWAH BRIDGES AND ROADS CONSTRUCTION
Iraq 2008.01.25 1,952 DAAR ENGINEERING, INC. (United States of America)/ BURJ AL-EMAAR CO. (Iraq)
PROJECT
CRUDE OIL EXPORT FACILITY RECONSTRUCTION
Iraq 2008.01.25 39,706 LEIGHTON OFFSHORE PTE. LTD. (Singapore)
PROJECT
Iraq PORT SECTOR REHABILITATION PROJECT 2008.01.25 3,307 GREEN SHIPBUILDING & HEAVY INDUSTRIES CO. LTD. (Republic of Korea)
Iraq PORT SECTOR REHABILITATION PROJECT 2008.01.25 4,671 AVIC INTERNATIONAL HOLDING CORPORATION (China)
Iraq IRRIGATION SECTOR LOAN 2008.01.25 1,379 TOYOTA TSUSHO CORPORATION (Japan)
Kenya MOMBASA PORT DEVELOPMENT PROJECT 2007.11.20 20,751 TOYO CONSTRUCTION (Japan)
OLKARIA I UNIT 4 AND 5 GEOTHERMAL POWER TOYOTA TSUSHO CORPORATION (Japan)/ HYUNDAI ENGINEERING CO., LTD. (Republic of
Kenya 2010.03.31 14,827
PROJECT Korea)
Mozambique NAMPULA-CUAMBA ROAD UPGRADING PROJECT 2010.03.10 3,674 CHINA HENAN INTERNATIONAL COOPERATION GROUP CO. LTD (China)
Mozambique NAMPULA-CUAMBA ROAD UPGRADING PROJECT 2010.03.10 3,688 CHINA COMMUNICATIONS CONSTRUCTION CO. LTD (China)
Mozambique NAMPULA-CUAMBA ROAD UPGRADING PROJECT 2010.03.10 4,240 GABRIEL A.S COUTO (Portugal)

194
 Statistics on Program Results 10-2. Principal Contractors under ODA Loan (FY2011/Consulting Services/Contract Amount: over ¥100 million)

10-2 Principal Contractors under ODA Loan (FY2011/Consulting Services/Contract Amount: over ¥100 million)
Contract
Date of Loan
Country Project Name Amount Contractors
Agreement
(¥1 million)
SIHANOUKVILLE PORT MULTIPURPOSE
Cambodia 2009.08.21 460 NIPPON KOEI CO., LTD. (Japan)/ORIENTAL CONSULTANTS CO., LTD. (Japan)
TERMINAL DEVELOPMENT PROJECT

RAILWAY DOUBLE TRACKING ON JAVA
Indonesia
SOUTH LINE PROJECT (III) (E/S)
COUNTERMEASURES FOR SEDIMENT IN
Indonesia WONOGIRI MULTIPURPOSE DAM RESERVOIR
(I)
DEVELOPMENT OF BANDUNG INSTITUTE OF
Indonesia
TECHNOLOGY (III)
URBAN FLOOD CONTROL SYSTEM
Indonesia
IMPROVEMENT IN SELECTED CITIES
REGIONAL SOLID WASTE MANAGEMENT FOR
Indonesia
MAMMINASATA, SOUTH SULAWESI
Special Feature
EGIS BCEOM INTERNATIONAL (France)/EGIS RAIL (France)/PT. SUCOFINDO APPRAISAL
2007.03.29 563 UTAMA (Indonesia)/INGEROSEC CORPORATION (Japan)/PT.IREC REKA YASA (Indonesia)/
PT.INTI DAYA KRESICITRA (Indonesia)
NIPPON KOEI CO.,LTD (Japan)/PT. INDRA KARYA (Indonesia)/PT. BINA KARYA (Indonesia)/
2009.03.31 616 PT DDC CONSULTANTS (Indonesia)/PT. GEO ACE (Indonesia)/PT. WIRATMAN &
ASSOCIATES (Indonesia)
YACHIYO ENGINEERING CO.,LTD (Japan)/PT. YODYA KARYA (Indonesia)/PT.PROSYS
2009.03.31 350
BANGUN PERSADA (Indonesia)
YACHIYO ENGINEERING. CO.,LTD (Japan)/CTI ENGINEERING INTERNATIONAL CO.,LTD
(Japan)/PT.TRICON JAYA (Indonesia)/PT. DDC CONSULTANTS (Indonesia)/PT. BINA
2009.03.31 930
KARYA (Indonesia)/PT.GEO ACE (Indonesia)/PT.KWARSA HEXAGON (Indonesia)/PT.TATA
GUNA PATRIA (Indonesia)/PT.MULTIMERA HARAPAN (Indonesia)
NIPPON KOEI CO.,LTD. (Japan)/YACHIYO ENGINEERING CO.,LTD (Japan)/PT. ARKONIN
2010.03.30 363 ENGINEERING MANGGALA PRATAMA (Indonesia)/PT. INDAH KARYA (Indonesia)/PT.
SILCON ADILARAS (Indonesia)/PT.CAPTUR KARSA GEMILANG (Indonesia)

Program Goals and

LUMUT BALAI GEOTHERMAL POWER PLANT
Indonesia 2011.03.29 880 ELC ELECTROCONSULT S.P.A. (Italy)
PROJECT

Overview
KATAHIRA & ENGINEERS INTERNATIONAL (Japan)/NIPPON ENGINEERING CONSULTANTS
CO., LTD. (Japan)/RENARDET S.A. CONSULTING ENGINEERS (Switzerland)/EGIS
ROAD UPGRADING AND PRESERVATION
Philippines 2011.03.31 245 INTERNATIONAL (France)/DCCD ENGINEERING CORPORATION (Philippines)/ENGINEERING
PROJECT
AND DEVELOPMENT CORPORATION OF THE PHILIPPINES (Philippines)/PERK TECHNICAL
CONSULTANTS CORPORATION (Philippines)
SAIGON EAST-WEST HIGHWAY
Viet Nam 2002.03.29 669 ORIENTAL CONSULTANTS CO., LTD. (Japan)
CONSTRUCTION PROJECT(II)
HAI PHONG CITY ENVIRONMENT
Viet Nam 2005.03.31 496 YACHIYO ENGINEERING CO., LTD. (Japan)/NIPPON KOEI CO., LTD. (Japan)
IMPROVEMENT PROJECT (I)
HAI PHONG CITY ENVIRONMENT NIPPON KOEI CO., LTD. (Japan)/CDM INTERNATIONAL INC. (United States of America)/
Viet Nam 2005.03.31 813
IMPROVEMENT PROJECT (I) VIETNAM WATER SANITATION AND ENVIRONMENT JOINT STOCK COMPANY (Viet Nam)
SMALL AND MEDIUM-SIZED ENTERPRISES
Viet Nam 2009.11.10 152 NOMURA RESEARCH INSTITUTE,LTD. (Japan)/VISION & ASSOCIATES (Viet Nam)
FINANCE PROJECT (III)

Concrete Initiatives
SMALL-SCALE PRO POOR INFRASTRUCTURE NIPPON KOEI CO., LTD. (Japan)/THAI ENGINEERING CONSULTANTS COMPANY LIMITED
Viet Nam 2009.11.10 307
DEVELOPMENT PROJECT(III) (Thailand)
NOI BAI INTERNATIONAL AIRPORT TO NHAT
STANLEY CONSULTANTS INC. (United States of America)/CTI ENGINEERING
Viet Nam TAN BRIDGE CONNECTING ROAD 2010.03.18 679
INTERNATIONAL CO., LTD (Japan)
CONSTRUCTION PROJECT (I)
TERMINAL 2 CONSTRUCTION PROJECT IN
Viet Nam 2010.03.18 2,109 JAPAN AIRPORT CONSULTANTS, INC. (Japan)
NOI BAI INTERNATIONAL AIRPORT (I)
HOA LAC HI-TECH PARK INFRASTRUCTURE
Viet Nam 2010.03.18 709 NIPPON KOEI CO., LTD. (Japan)/ORIENTAL CONSULTANTS CO., LTD. (Japan)
DEVELOPMENT PROJECT(E/S)
TWO-STEP-LOAN PROJECT FOR SMALL AND
MIDIUM-SCALED ENTERPRISES
Mongolia 2010.11.19 248 KRI INTERNATIONAL CORPORATION (Japan)
DEVELOPMENT AND ENVIRONMENTAL
PROTECTION PHASE II
CHITTAGONG CITY OUTER RING ROAD
Bangladesh 2010.03.24 1,235 SMEC INTERNATIONAL PTY LTD. (Australia)
PROJECT

Implementation System
RURAL ELECTRIFICATION UPGRADATION SMEC INTERNATIONAL PTY LTD. (Australia)/ACE CONSULTANTS LTD. (Bangladesh)/NIAZ
Bangladesh 2010.03.24 440
PROJECT & ASSOCIATES LTD. (Bangladesh)
India GUWAHATI WATER SUPPLY PROJECT 2009.03.31 814 NJS CONSULTANTS CO.,LTD. (Japan)
India GUWAHATI WATER SUPPLY PROJECT 2009.03.31 2,257 JINDAL WATER INFRASTRUCTURE LIMITED (India)/RANHILL BERHAD (Malaysia)
SIKKIM BIODIVERSITY CONSERVATION AND
India 2010.03.31 305 PADECO CO., LTD. (Japan)/LOUIS BERGER GROUP, INC. (United States of America)
FOREST MANAGEMENT PROJECT
DEDICATED FREIGHT CORRIDOR PROJECT NIPPON KOEI INDIA PVT. LTD. (India)/PB JAPAN CO.,LTD. (Japan)/NIPPON KOEI CO., LTD.
India 2010.07.26 1,525
(PHASE 2) (Japan)/ORIENTAL CONSULTANTS CO., LTD. (Japan)
AECOM INDIA PRIVATE LIMITED (India)/TTI CONSULTING ENGINEERS INDIA PRIVATE
India YAMUNA ACTION PLAN PROJECT (III) 2011.02.17 585 LIMITED (India)/NJS ENGINEERS INDIA PVT. LTD. (India)/NJS CONSULTANTS CO.,LTD.
(Japan)
KHYBER PAKHTUNKHWA EMERGENCY RURAL
Pakistan 2011.02.22 680 NATIONAL ENGINEERING SERVICES PAKISTAN PVT LIMITED (Pakistan)
ROAD REHABILITATION PROJECT
TOURISM RESOURCES IMPROVEMENT
Sri Lanka 2006.03.28 247 NIHON KEIZAI ADVERTISING CO., LTD. (Japan)
PROJECT
Data and Information

NIHON SUIDO CONSULTANTS CO., LTD. (Japan)/NJS CONSULTANTS CO.,LTD. (Japan)/

Sri Lanka WATER SECTOR DEVELOPMENT PROJECT(II) 2008.07.29 262
CEYWATER CONSULTANTS (PVT) LTD. (Sri Lanka)
NIHON SUIDO CONSULTANTS CO., LTD. (Japan)/NJS CONSULTANTS CO.,LTD. (Japan)/
KANDY CITY WASTEWATER MANAGEMENT
Sri Lanka 2010.03.26 797 NIPPON KOEI UK CO., LTD (United Kingdom)/CEYWATER CONSULTANTS (PVT) LTD. (Sri
PROJECT
Lanka)
PROVINCIAL/RURAL ROAD DEVELOPMENT
MG CONSULTANTS (PVT.) LTD. (Sri Lanka)/ENGINEERING CONSULTANTS (PVT.) LTD. (Sri
Sri Lanka PROJECT (CENTRAL & SABARAGAMUWA 2010.03.26 534
Lanka)
PROVINCE)
ENGEVIX ENGENHARIA S/C LTDA.(Brazil)/PROSUL PROJETOS,SUPERVISAO E
SANITATION IMPROVEMENT PROJECT FOR
Brazil 2010.03.31 1,885 PLANEJAMENTO,LTDA.(Brazil)/NIPPON KOEI CO., LTD. (Japan)/CHUO KAIHATSU
SANTA CATARINA COASTAL REGION
CORPORATION (Japan)

195
 Statistics on Program Results 10-2. Principal Contractors under ODA Loan (FY2011/Consulting Services/Contract Amount: over ¥100 million) / 11-1. Terms and Conditions of ODA Loans (Excluding “Climate Change ODA Loan,” Effective from April 1, 2012)

Contract
Date of Loan
Country Project Name Amount Contractors
Agreement
(¥1 million)
AL-AKKAZ GAS POWER PLANT
Iraq 2010.03.31 2,099 TOKYO ELECTRIC POWER SERVICES CO., LTD. (Japan)
CONSTRUCTION PROJECT
DARELOK HYDROPOWER PLANT
Iraq 2010.03.31 1,231 ELC ELECTROCONSULT S.P.A. (Italy)
CONSTRUCTION PROJECT
IGIP (Germany)/NIPPON KOEI CO., LTD. (Japan)/CONSEIL,INGENIERIE ET
Morocco PROVINCIAL CITIES WATER SUPPLY PROJECT 2010.03.19 372
DEVELOPPEMENT (Morocco)
Bosnia and FGD CONSTRUCTION PROJECT FOR UGLJEVIC
2009.10.20 507 HAMON ENVIROSERV GMBH (Germany)
Herzegovina THERMAL POWER PLANT
BUCHAREST INTERNATIONAL AIRPORT RAIL PADECO CO., LTD. (Japan)/ORIENTAL CONSULTANTS CO., LTD. (Japan)/METROUL
Romania 2010.03.10 8,630
ACCESS LINK PROJECT S.A.(Romania)

11-1 Terms and Conditions of Yen Loans (Effective from April 1, 2012)
Repaiment Period Grace Period Conditions for
Category GNI Per Capita (2010) Terms Standard/Option Interest Rate (%)
(Years) (Years) Procurement
Low-Income Countries Minimal Interest Rate “MIRAI” 0.01 40 10
Standard 0.70 30 10
Option1 0.65 25 7
General Terms
Option2 0.60 20 6
Option3 0.55 15 5
Standard 0.55 40 10
Untied
Least Developed Countries Preferential Option1 0.45 30 10
Terms Option2 0.40 20 6
Option3 0.30 15 5
Standard 0.20 40 10
Climate 0.15 30 10
Option1
Change
Option2 0.10 20 6
Standard 1.20 30 10
Option1 0.90 25 7
General Terms
Option2 0.75 20 6
Option3 0.65 15 5
Untied
Standard 0.55 40 10
Preferential Option1 0.45 30 10
Terms Option2 0.40 20 6
Low-Income 0.30 15 5
-US$1,005 Option3
Countries
Standard 0.20 40 10
STEP Tied
Option 0.10 30 10
Standard 0.25 40 10
Climate Option1 0.20 30 10
Untied
Change Option2 0.15 20 6
Option3 0.10 15 5
STEP Standard 0.10 40 10 Tied
Standard 1.40 30 10
General Terms Option1 0.80 20 6
Option2 0.70 15 5
Standard 0.65 40 10 Untied
Preferential Option1 0.55 30 10
Terms Option2 0.50 20 6
Lower- US$1,006 Option3 0.40 15 5
Middle-Income -US$1,915 Standard 0.20 40 10
Countries STEP Tied
Option 0.10 30 10
Standard 0.30 40 10
Climate Option1 0.25 30 10
Untied
Change Option2 0.20 20 6
Option3 0.15 15 5
STEP Standard 0.10 40 10 Tied
Standard 1.40 25 7
General Terms Option1 0.95 20 6
Option2 0.80 15 5
Standard 0.65 40 10 Untied
Preferential Option1 0.55 30 10
Terms Option2 0.50 20 6
Middle-Income US$1,916 Option3 0.40 15 5
Countries -US$3,975 Standard 0.20 40 10
STEP Tied
Option 0.10 30 10
Standard 0.30 40 10
Climate Option1 0.25 30 10
Untied
Change Option2 0.20 20 6
Option3 0.15 15 5
STEP Standard 0.10 40 10 Tied

196
 Statistics on Program Results 11-1. Terms and Conditions of ODA Loans (Excluding “Climate Change ODA Loan,” Effective from April 1, 2012)

Repaiment Period Grace Period Conditions for

Category GNI Per Capita (2010) Terms Standard/Option Interest Rate (%)
(Years) (Years) Procurement
Standard 1.70 25 7
General
Option1 1.60 20 6
Terms
Option2 1.50 15 5
Standard 1.20 25 7
Preferential

Special Feature
Upper- Option1 1.00 20 6
US$3,976 Terms
Middle-Income Untied
-US$6,925 Option2 0.60 15 5
Countrie
Standard 0.60 40 10
Climate Option1 0.50 30 10
Change Option2 0.40 20 6
Option3 0.30 15 5
For consulting services, the interest rate will be minimal (0.01%) and the repayment, grace periods andconditions for
Consulting Services
procurement will be the same as those for main components.
Options for In case of co-financing, it is possible to apply the same repayment terms as co-financer's lending whilemaintaining the
Program Type Japanese ODA Loans concessionality of Yen loans.
∙ STEP (Special Terms for Economic Partnership) is set and reconsidered on January 15 every year to make a tied aid eligible.
∙ The concessionality level of optional terms does not exceed that of standard terms.
∙ Under the EPSA initiative, the loan for projects co-financed with the AfDB are extended using"Preferential Terms",determined for each income category; in the case for low-income LDCs, the terms are
MIRAI.
∙ A two-step loan extended to the AfDB to cover its sub-loans to private enterprises under EPSA is extended using the term and condition of 0.55% interest rate and 40-year repayment period including
10-year grace period.

Program Goals and

∙ Irrespective of the country category, the terms applied for projects assisting recoveries from disasters are MIRAI.
∙ For countries complying with ongoing IMF-supported programs orreceiving grants from IDA,it is possible to modify the terms and conditions of the ODA Loans so as to meet the IMF's concessionality
criteria.

Overview
[Reference] Major Economies Classified by Income Category (Classified by the DAC and the World Bank)
Income Category 2010 GNI per Capita
Afghanistan, Bangladesh, Benin, Burkina Faso, Burundi, Cambodia, Central African Republic, Chad, Comoros, Democratic
Low-Income Countries Republic of the Congo, Eritrea, Ethiopia, Gambia, Guinea, Guinea-Bissau, Haiti, Liberia, Madagascar, Malawi, Mali, Mozambique,
Myanmar, Nepal, Niger, Rwanda, Sierra Leone, Somalia, Tanzania, Togo, Uganda
Angola, Bhutan, Djibouti, Equatorial Guinea, Kiribati, Lao PDR, Lesotho, Mauritania, Samoa, Sao Tome and Principe, Senegal,
Least Developed Countries (LDC)
Solomon Islands, Sudan, Timor-Leste, Tuvalu, Vanuatu, Yemen, Zambia
Low-Income Countries –US$1,005 Kyrgyz Republic, Kenya, Tajikistan, Zimbabwe
Lower-Middle-Income US$1,006–US$1,915 Bolivia, Cameroon, Cote d’Ivoire, Ghana, Honduras, India, Moldova, Mongolia, Nicaragua, Nigeria, Pakistan, Papua New Guinea,

Concrete Initiatives
Countries Uzbekistan, Vietnam
Armenia, Belize, Cape Verde, Republic of Congo, Egypt, El Salvador, Fiji, Georgia, Guatemala, Guyana, Indonesia, Iraq, Republic
Middle-Income US$1,916–US$3,975 of Kosovo, Marshall Islands, Micronesia, Morocco, Paraguay, Philippines, Sri Lanka, Swaziland, Syrian Arab Republic, Tonga,
Countries
Turkmenistan, Ukraine
Albania, Algeria, Azerbaijan, Belarus, Bosnia & Herzegovina, Botswana, China, Colombia, Costa Rica, Dominica, Dominican
Upper-Middle-Income US$3,976–US$6,925 Republic, Ecuador, Grenada, Iran, Jamaica, Jordan, Macedonia, Maldives, Montenegro, Namibia, Palau, Peru, Serbia, South
Countries
Africa, Suriname, St. Lucia, St. Vincent and the Grenadines, Thailand, Tunisia

1 Sectors and Fields Eligible for Preferential Terms t

*OTUBMMBUJPO
PG
FOFSHZ
TBWJOH
GBDJMJUJFT
BOE
FRVJQNFOU

The Global Environment t

1PXFS
QMBOUT
BOE
USBOTNJTTJPO
BOE
EJTUSJCVUJPO
MJOFT
GPS
FOFSHZ

(1) Forest conservation, forestation saving and resource conservation

Implementation System
(a) Forest conservation and management t

$FOUSBMJ[FE
DJUZ
IFBUJOH
TZTUFN
(b) Afforestation and reforestation t

$PHFOFSBUJPO
(c) Research for forest resources (4) Conservation of the natural environment
(d) Others (monitoring system etc.) (a) Protection of wildlife
(2) Prevention of pollution (b) Marine resource research
(a) Prevention of air pollution (c) Genetic resource research
Examples: (d) Conservation of soil
t

*OTUBMMBUJPO
PG
FRVJQNFOU
GPS
UIF
QSFWFOUJPO
PG
BJS
QPMMVUJPO (e) Others (research, monitoring)
t

3FIBCJMJUBUJPO
PG
FYJTUJOH
QPXFS
QMBOUT
DPOUSJCVUJOH
UP
UIF
SFEVDUJPO
(5) New and renewable energy sources
of air pollution Examples:
t

6QHSBEF
BOE
SFIBCJMJUBUJPO
PG
GBDUPSJFT
FUD t

1IPUPWPMUBJD
QPXFS
HFOFSBUJPO
6UJMJ[BUJPO
PG
TPMBS
UIFSNBM
FOFSHZ
t

$PBM
RVBMJUZ
TFMFDUJPO
GPS
UIF
QSFWFOUJPO
PG
BJS
QPMMVUJPO t

8JOE
QPXFS
HFOFSBUJPO
(b) Prevention of water pollution t

6UJMJ[BUJPO
PG
IFBU
BOE
QPXFS
HFOFSBUJPO
UISPVHI
XBTUF
USFBUNFOU
Data and Information

Examples: t

(FPUIFSNBM
QPXFS
HFOFSBUJPO
t

&GnVFOU
USFBUNFOU
SFDZDMJOH
PG
XBUFS t

#JPNBTT
FOFSHZ
t

4MVEHF
USFBUNFOU
SFTJEVF
USFBUNFOU t

6UJMJ[BUJPO
PG
VSCBO
XBTUF
IFBU
t

3FMPDBUJPO
PG
GBDUPSJFT
GPS
XBUFS
QPMMVUJPO
QSFWFOUJPO t

'VFM
DFMMT
t

5SFBUNFOU
GBDJMJUJFT
GPS
QSFWFOUJOH
XBUFS
QPMMVUJPO
JO
IBSCPST
FUD t

6UJMJ[BUJPO
PG
FYIBVTU
HBT
t

4FXBHF
USFBUNFOU
GBDJMJUJFT (6) Protection of the ozone layer
(c) Waste treatment Examples:
Example: Collection, processing, disposal of solid waste t

&NJTTJPO
DPOUSPM
PS
DPMMFDUJPO
PG
$'$
FUD
(3) Energy saving and resource conservation t

5SFBUNFOU
PG
NBUFSJBMT
EBNBHJOH
UIF
P[POF
MBZFS
Examples: t

.POJUPSJOH

197
 Statistics on Program Results 11-1. Terms and Conditions of ODA Loans (Excluding “Climate Change ODA Loan,” Effective from April 1, 2012)

(7) Marine pollution t

"JSQPSUT

Examples: t

6SCBO
NBTT
USBOTJU
TZTUFN
t

.BDIJOFT
PS
WFTTFMT
GPS
UIF
QSFWFOUJPO
PG
NBSJOF
QPMMVUJPO t

0JM(BT
USBOTNJTTJPO
BOE
TUPSBHF
GBDJMJUJFT
t

.FBTVSFT
GPS
QSFWFOUJOH
NBSJOF
EJTQPTBM
PG
XBTUFT t

6SCBO
nPPE
DPOUSPM
QSPKFDUT
t

.POJUPSJOH t

$PNNVOJDBUJPOT#SPBEDBTUJOH1VCMJD
JOGPSNBUJPO
TZTUFNT
(8) Desertification protection t

1PXFS
TUBUJPOT1PXFS
USBOTNJTTJPO
BOE
EJTUSJCVUJPO
MJOFT
Examples: t

5SVOL
SPBET%BNT
MJNJUFE
UP
QSPKFDUT
UIBU
TVCTUBOUJBMMZ
VUJMJ[F

t

"GGPSFTUBUJPO
QSPUFDUJPO
PG
GPSFTUT Japan’s anti-earthquake techniques, ground treatment techniques
t

"HSJDVMUVSF
EFTFSUJmDBUJPO
QSPUFDUJPO and fast implementation techniques)
(9) Water supply for the prevention of infectious disease and poverty reduction t

&OWJSPONFOUBM
1SPKFDUT
MJNJUFE
UP
QSPKFDUT
UIBU
TVCTUBOUJBMMZ

utilize Japan’s air-pollution prevention techniques, water-pollution
Human Resource Development Support prevention techniques, waste treatment and recycling techniques
(1) Study or training in Japan and waste heat recycling and utilization techniques)
(2) Expert dispatch from Japan
(3) Lending to privately-funded foreign students in Japan Interest Rates and Repayment Period
Interest rates and repayment periods are set so as to enable the extension
Small and Medium Sized Enterprises of tied aid under OECD rules, and revised annually on 15 January.
Low-interest loan facilities for small and medium sized enterprises
focusing particularly on smaller sized businesses Procurement Conditions
Primary contracts are tied to Japanese firms, while subcontracts are
Support for Peacebuilding generally untied. Joint ventures with recipient countries are accepted for
Projects and programs for humanitarian improvement, restoration and primary contracts, on condition that the Japanese firm is the leading partner.
reconstruction in peacebuilding countries and their neighboring nations
[Note] 1 In cases where a part of the project is eligible for preferential terms, preferential terms
Coverage Ratio
can be applied to that part. ODA loans may be used to finance up to 100% of the total project cost.
2 Hydro-electric power generation with no significant impact on the environment can be
categorized as a new and renewable energy only in those cases where it can be confirmed
that the project will not create problems as a result of deliberate environmental aspect Country of Origin Rule
investigation.
Not less than 30% of the total amount of the principal contract financed
with ODA loans must be accounted for by either (a) goods originating from
2 In order to assist upper-middle income countries to reduce Japan together with services provided by Japanese firms, or (b) goods
regional income disparities, projects to develop specified economic procured from Japan. See chart below.
and social infrastructure in low-income regions will be funded through Category Examples
ODA Loans. This will be in areas where ODA Loans have been hitherto In the case of projects for which Tunnels, ports, concrete bridges, trunk
limited in-principle to environmental, human resource development, advanced technologies and/or knowhow roads, dams, sewerage systems, urban
and anti-seismic measure projects. of Japanese firms can be identified in underground headrace tunnels, public
services (e.g. construction methods), not information systems, hydroelectric
Regarding “ODA Loan Activities for Supporting Africa” announced only goods but also services must be power, and geothermal power, etc.
in May 2010, in view of Japan’s commitments made at TICAD IV, as a included in the ratio mentioned.
time-limited measure up to the end of fiscal 2012, the categories of In the case of projects, which mainly Communications/broadcasting facilities,
Agriculture and Rural Development Projects and Regional Infrastructure consist of the installation of goods or wind/solar/thermal power generation,
plants and their core technologies that oil/gas transmission and storage
that contribute to poverty through economic growth have been added as
can be identified in goods or plants, facilities, waste treatment sites, waste
eligible fields for ODA Loan in Africa in addition to the above-mentioned only goods shall be included in the ratio incineration plants, steel bridges, urban
four fields. mentioned. mass transit systems, urban flood
control projects, power transmission and
distribution line, etc.
3 Special Term for Economic Partnership (STEP)
Overview
The Government of Japan decided to introduce a new ODA loan scheme Procurement Audits
from July 2002, now called the Special Term for Economic Partnership The procurement process is audited by a third party after bidding to ensure
(STEP), in an effort to raise the visibility of Japan’s ODA among the citizens fairness, utilizing loan funds or JICA research expenses.
of recipient countries as well as Japan. These schemes utilize and transfer
the cutting-edge technologies and know-how of Japanese firms. Note: Please refer to page 197 for the classification of principal country income levels.

STEP Recipient Countries

Low-Income Countries, Lower-Middle-Income Countries and Middle-
Income Countries to which tied aid can be extended under OECD rules
(excluding the Least Developed among Less Developed Countries and
Upper-Middle-Income Countries)

STEP-Eligible Projects
(1) Outline: Projects eligible for STEP will be limited to those that are in the
following sectors and fields; (2), and at the same time, for which Japanese
technologies and equipment are substantially utilized.
Sectors and Fields
t

#SJEHFT
BOE
5VOOFMT
t

1PSUT

198
 Statistics on Program Results 11-2. Tying Status / 11-3. Nationalities of Contractors / 11-4. Nationalities of Contractors / 11-5. Nationalities of Contractors / 11-6. Nationalities of Contractors

11-2 Tying Status (Commitment Basis) (Unit: %)

FY2006 FY2007 FY2008 FY2009 FY2010 FY2011***

General Untied 91.5 93.2 87.4 87.3 75.1 79.4
Partially Untied* 1.3* 1.4* 0.0 0.0 13.4** 0.0
Bilateral Tied 0.0 0.1 0.0 0.0 0.6 0.0

Special Feature
Tied 7.1 5.3 12.6 12.7 10.8 20.6
Total 100.0 100.0 100.0 100.0 100.0 100.0

General untied: Procurement conditions stipulating that associated goods and services may be procured in substantially all countries.
Partially untied: Procurement conditions stipulating that Japan and all countries on the DAC list of ODA recipients are eligible source countries.
Bilateral tied: Procurement conditions stipulating that only Japan and borrowing countries are eligible source countries.
Tied: Procurement conditions stipulating that only Japan is a procurement-eligible source country.
Note: * International competitive bidding by participating countries and member countries as stipulated in the Agreement for the establishment of the African Development Fund (AfDF) and by member
countries as stipulated in the Agreement for the establishment of the Asian Development Bank (ADB).
** Includes the partially untied component of the project whose L/A amount was increased (compound project).
*** AfDB Private Sector Assistance Loan under the Joint Initiative titled EPSA for Africa (III) does not include procurement and is therefore excluded.

11-3 Nationalities of Contractors (Including Procurement in Local Currency) (Unit: %)

FY2006 FY2007 FY2008 FY2009 FY2010 FY2011

Japan 17.0 18.6 20.6 11.6 23.2 19.7

Program Goals and

Developed Countries 6.5 18.1 7.8 14.0 7.7 17.3
Developing Countries, etc. 37.6 23.6 31.5 31.3 29.0 24.1

Overview
Developing Countries, etc. (Local Currencies) 38.8 39.7 40.2 43.1 40.2 39.0
Total 100.0 100.0 100.0 100.0 100.0 100.0

Note 1: Developed countries: OECD member countries excluding Japan

Developing countries, etc.: Countries on the DAC List of ODA Recipients, and OECD non-member countries among the countries removed from the List.
Note 2: Because the figures represent rounded numerical data, the totals do not always equal 100.

11-4 Nationalities of Contractors (Foreign Currency Only) (Unit: %)

FY2006 FY2007 FY2008 FY2009 FY2010 FY2011

Japan 27.8 30.8 34.4 20.5 38.7 32.3
Developed Countries 10.7 30.0 13.0 24.5 12.8 28.3
Developing Countries 61.5 39.2 52.6 55.0 48.4 39.4
Total 100.0 100.0 100.0 100.0 100.0 100.0

Concrete Initiatives
Note: Data for developed countries excludes Japan. Because the figures represent rounded numerical data, the totals do not always equal 100.

11-5 Nationalities of Contractors (Including Procurement in Local Currency, Excluding Commodity Loans) (Unit: %)

FY2006 FY2007 FY2008 FY2009 FY2010 FY2011

Japan 18.0 19.9 22.6 13.5 24.5 20.0
Developed Countries 6.9 14.4 2.5 7.7 6.0 16.0
Developing Countries (Foreign Currency) 34.2 23.2 30.8 27.2 26.9 24.4
Developing Countries (Local Currencies) 40.9 42.5 44.1 51.6 42.6 39.6
Total 100.0 100.0 100.0 100.0 100.0 100.0

Note: Data for developed countries excludes Japan. Because the figures represent rounded numerical data, the totals do not always equal 100.

11-6 Nationalities of Contractors (Foreign Currency Only, Excluding Commodity Loans) (Unit: %) Implementation System
FY2006 FY2007 FY2008 FY2009 FY2010 FY2011
Japan 30.4 34.6 40.4 27.9 42.8 33.1
Developed Countries 11.7 25.0 4.5 15.9 10.4 26.4
Developing Countries (Foreign Currency) 57.9 40.4 55.1 56.2 46.9 40.4
Total 100.0 100.0 100.0 100.0 100.0 100.0

Note: Data for developed countries excludes Japan. Because the figures represent rounded numerical data, the totals do not always equal 100.
Data and Information

199
 Statistics on Program Results 12-1. Technical Cooperation Projects (Record of Discussion Newly Signed in FY2011)

12-1 Technical Cooperation Projects (Record of Discussion Newly Signed in FY2011)

Signing Date of Project Project
Country Project Name Record of Discussion Commencement Date Completion Date

Asia
Cambodia Capacity Development of General Department of Taxation (GDT) under the Framework of PFM Reform 2011. 6. 23 2011. 9. 5 2014. 9. 4
Project for Facilitating the Implementation of REDD+ Strategy and Policy 2011. 5. 27 2011. 6. 1 2016. 5. 31
Legal and Judicial Development (Phase IV) 2012. 1. 4 2012. 4. 1 2017. 3. 31
Project for Educational Capacity Development of Institute of Technology of Cambodia 2011. 10. 13 2011. 10. 13 2015. 10. 12
Indonesia Project on Knowledge Management for South-South Cooperation 2011. 12. 7 2012. 3. 1 2013. 5. 30
The strengthening of the Utilization of Indonesia-Japan Economic Partnership Agreement (IJEPA) 2011. 4. 26 2011. 5. 1 2014. 4. 30
The Project for Research and Education Development on Information and Communication Technology in Institut Teknologi
2011. 10. 24 2012. 1. 1 2014. 12. 31
Sepuluh Nopember Phase 2
Project on Capacity Development of Animal Health Laboratory 2011. 7. 1 2011. 7. 17 2015. 7. 16
Technical Cooperation Project on Enhancing of Vessel Traffic Service System Management Capacity 2011. 11. 25 2012. 1. 27 2015. 1. 26
Laos Project to Enhance the Capacity of Vientiane Capital State Bus Enterprise 2011. 8. 8 2012. 1. 11 2014. 12. 26
Project for Sustainable Development of Human Resource for Health to Improve Maternal, Neonatal and Child Health Services 2011. 12. 6 2012. 2. 22 2016. 2. 21
Project for Improvement of the Road Management Capability 2011. 7. 21 2011. 9. 22 2016. 9. 21
Project for Supporting Community Initiative for Education Development (Phase 2) 2012. 1. 31 2012. 2. 1 2016. 1. 31
Malaysia The Project for Model Development for E-Waste Collection, Segregation and Transportation from Households for Recycling 2011. 7. 15 2011. 9. 26 2013. 3. 30
Project for Capacity Building in Maritime Safety and Security Phase 2 2011. 5. 30 2011. 7. 25 2013. 7. 24
Myanmar Project on Capacity Improvement of Recovery and Reintegration Assistance for Trafficked Persons 2012. 2. 1 2012. 6. 1 2015. 5. 31
Major Infectious Diseases Control Project Phase 2 2011. 12. 19 2012. 3. 19 2015. 3. 18
Philippines The Project for Cordillera-wide Strengthening of the Local Health System for Effective and Efficient Delivery of Maternal and
2011. 11. 23 2012. 2. 1 2017. 1. 31
Child Health Services
Improvement of Quality Management for Highway and Bridge Construction & Maintenance, Phase 2 2011. 7. 21 2011. 10. 1 2014. 9. 30
Disaster Risk Reduction and Management (DRRM) Capacity Enhancement Project 2011. 10. 28 2012. 3. 1 2015. 2. 28
National Industry Cluster Capacity Enhancement Project 2011. 11. 22 2012. 3. 25 2015. 3. 31
Thailand Capacity building on acid deposition and impact assessment analysis 2011. 4. 1 2011. 4. 1 2012. 3. 31
Viet Nam Project for Enhancing Functions of Agricultural Cooperatives in Vietnam (Phase 2) 2011. 10. 26 2012. 7. 1 2015. 6. 30
Project for Strengthening Capacity of Inspection System for Ensuring Safety of Agro-Fishery Foods 2011. 10. 27 2011. 12. 1 2014. 11. 30
Project on Tax Administration Reform in Vietnam (Phase 3) 2011. 9. 1 2011. 9. 1 2014. 8. 31
China Project on Capacity Building on Climate Change and Public Participation 2011. 12. 28 2011. 12. 28 2014. 3. 31
International Taxation Project 2012. 3. 13 2012. 9. 20 2015. 9. 19
Project for legislation and implementation of the antimonopoly law and guidelines 2012. 2. 17 2012. 5. 1 2015. 3. 31
Mongolia Capacity building of Internal auditing and performance monitoring 2011. 10. 24 2012. 1. 1 2013. 12. 31
Project for Capacity Development of Business Persons through Mongolia-Japan Center for Human Resources Development 2011. 12. 26 2012. 1. 22 2015. 1. 21
Bangladesh Safe Motherhood Promotion Project (Phase 2) 2011. 5. 29 2011. 7. 1 2016. 6. 30
Project for Improving Public Services through Total Quality Management 2011. 11. 24 2012. 2. 1 2017. 1. 31
Bhutan Technical Cooperation Project for Farm Road Bridge Design and Implementation 2011. 6. 28 2011. 12. 1 2014. 5. 30
Nepal The Project for the Operation and Maintenance of Sindhuli Road 2011. 8. 22 2011. 12. 10 2015. 12. 9
Project for Strengthening the Monitoring and Evaluation System in Nepal Phase 2 2011. 7. 18 2011. 11. 15 2015. 5. 15
Pakistan The Project for Promotion of Value Added Fruit Products in Gilgit-Baltistan 2012. 3. 12 2012. 5. 15 2015. 11. 30
Non-Formal Education Promotion Project 2011. 4. 1 2011. 4. 1 2014. 6. 30
Sri Lanka The Project for Enhancement of Production System of Certified Vegetable Seed in Sri Lanka 2012. 2. 29 2012. 5. 14 2017. 5. 13
Kyrgyz Republic Community Empowerment Project through Small Business Promotion by One Village One Product (OVOP) Approach in
2011. 10. 3 2011. 12. 15 2014. 12. 15
Issyk-Kul region
Tajikistan Project for improving Maternal and Child health care system in Khatron oblast 2011. 11. 24 2012. 3. 25 2016. 3. 25
Rural Development Project in Tajik-Afghan Border Area of Gorno-Badakhshan Autonomous Oblast 2012. 2. 1 2012. 2. 1 2015. 1. 31

Pacific
Papua New Guinea The Project on Promotion of Smallholder Rice Production (Phase 2) 2011. 10. 4 2011. 12. 1 2015. 5. 31
Project for Enhancing Access and Capacity of EQUITV program (EQUITV Phase 2) 2012. 2. 1 2012. 4. 1 2015. 12. 31
Vanuatu The Project for Promotion of the Grace of the Sea in Coastal Villages Phase 2 2011. 9. 9 2011. 12. 1 2014. 11. 30

North America and Latin America

Cuba Project for extension and diffusion of technologies for certified rice seed production in the central zone of Cuba 2011. 12. 15 2012. 4. 11 2016. 4. 10
Dominican Republic Project on the Capacity Development for Efficient Planning and Development Management in the Province of Dajabon 2011. 10. 1 2011. 12. 1 2015. 3. 31
El Salvador Production Improvement and Extension of Shellfish Aquaculture Project 2012. 2. 1 2012. 6. 20 2015. 6. 19
Honduras Project for Strengthening of the Capacity Development of the Local Governments for Regional Development 2011. 9. 20 2011. 10. 26 2016. 11. 25
Nicaragua Project For Enhancing Integrated Service Delivery for Social Risk Prevention and Attention for Families and Communities 2011. 12. 16 2012. 1. 22 2016. 1. 21
Ecuador The Project "Sustainable Integrated Rural Development in the Prefecture of Chimborazo" 2011. 12. 7 2012. 3. 15 2017. 3. 14
Project for Development and Administration of Competency Basad Vocational Training Courses 2011. 12. 20 2012. 3. 1 2014. 3. 31

200
 Statistics on Program Results 12-1. Technical Cooperation Projects (Record of Discussion Newly Signed in FY2011)

Signing Date of Project Project

Country Project Name Record of Discussion Commencement Date Completion Date

North America and Latin America (Continued)

Paraguay Project for Strengthening Primary Health Care System 2011. 11. 18 2012. 2. 1 2016. 1. 31
Rural Development Project for Strengthening of Territorial Management System in Itapua and Caazapa 2011. 8. 9 2012. 2. 1 2017. 1. 31

Special Feature
Middle East
Algeria Project on Improving Research and Education at Ecole Nationale Superieure Maritime 2011. 12. 28 2012. 2. 1 2015. 1. 31
Egypt The Project on Enhancement of Competitive Strategy for Suez Canal 2011. 11. 28 2012. 3. 1 2014. 2. 28
The Project for Improvement of the Bridges Management Capacity 2011. 10. 30 2012. 3. 20 2015. 3. 19
Mutual Learning Workshop for Control of Cross Hospital Infection, for Middle-East Countries 2011. 9. 15 2011. 5. 1 2014. 3. 31
Iran Capacity Building for Earthquake Risk Reduction and Disaster Management in Tehran 2011. 12. 18 2012. 3. 21 2015. 2. 20
Iraq Operation and Maintenance of Water Supply Facilities Phase 2 2011. 9. 1 2011. 9. 1 2014. 3. 31
Palestinian Authority The Project on Improved Extension for Value-Added Agriculture in the Jordan River Rift Valley 2011. 6. 6 2011. 9. 11 2015. 1. 10

Africa
Angola Project for Rice Development 2012. 3. 1 2012. 3. 1 2017. 2. 28
Project for Strengthening the Health System through Human Resources Development in Josina Machel Hospital and other

Program Goals and

2011. 7. 1 2011. 10. 28 2014. 10. 27
Health Facilities and Revitalization of Primary Health Care in Angola
Burkina Faso Project of Teacher Training Improvement in Science and Mathematics at Primary Level Phase 2 2011. 12. 1 2012. 1. 11 2015. 9. 30

Overview
Democratic Republic
Project on capacity development for bridge management 2012. 1. 6 2012. 4. 14 2015. 3. 31
of the Congo
Ethiopia The Project for Strengthening of Agricultural Pesticide Residue Analysis System 2011. 6. 30 2011. 11. 13 2015. 11. 12
Capacity Development Project for Countermeasure Works for Landslide 2011. 4. 12 2011. 6. 30 2016. 3. 31
Project on Community tourism development through public - private partnership in Simien Mountains National Park and
2011. 8. 4 2011. 11. 1 2014. 10. 30
surrounding areas
Project on Capacity Building for Dissemination of Quality and Productivity Improvement (KAIZEN) 2011. 9. 13 2011. 11. 15 2014. 11. 14
Ghana The Project for Strengthening Operational Capacity of Prevention of Mother-to-Child Transmission of HIV (PMTCT) 2011. 11. 9 2012. 4. 1 2015. 3. 31
Study for safety operation and management of railway in the Republic of Ghana 2011. 8. 19 2012. 2. 1 2013. 12. 27
Project for Formulating a Strategic Model for Quality. Productivity Improvement through Strengthening BDS for MSEs 2011. 11. 23 2012. 3. 25 2015. 3. 31
Kenya Establishment of Rural Electrification Model Using Renewable Energy 2011. 10. 15 2012. 3. 1 2015. 2. 28

Concrete Initiatives
Project for Improving OVOP Services 2011. 9. 15 2011. 11. 7 2014. 11. 6
Malawi Sustainable Land Management Promotion Project 2011. 8. 4 2011. 11. 11 2015. 11. 10
Mali Project for Supporting to School Management Committee Phase 2 2011. 9. 26 2011. 11. 1 2015. 10. 31
Mauritius The Project for Landslide Managemant 2012. 3. 1 2012. 4. 1 2014. 9. 30
The Project for Capacity Development on Coastal Protection and Rehabilitation 2012. 2. 16 2012. 4. 1 2015. 6. 30
Mozambique Project for strengthening capacities of NPCS for HIV responses in Gaza province 2011. 11. 16 2012. 3. 26 2015. 3. 25
The Project for the Capacity Development of road maintenance in the Republic of Mozambique 2011. 5. 19 2011. 8. 1 2014. 7. 31
The Project for strengthening pedagogical and technical skills of teachers of health training institute 2011. 11. 28 2012. 1. 5 2015. 12. 20
The Project for Enhancement of the Capacity of Destination Marketing and Promotion through Strengthening the Linkage
2011. 12. 7 2012. 3. 1 2015. 3. 1
among Tourism Related Organizations
Niger Project on Effective Utilization of Reservoirs and Auto-Promotion of Local Communities in the Sahel 2011. 12. 9 2012. 3. 5 2015. 3. 4

Implementation System
Senegal Project for Reinforcement of CFPT Senegal-Japan 2011. 9. 14 2011. 10. 1 2015. 9. 30
Project for Sanitation and Hygiene Improvement in rural areas of Tambacounda, Kedougou and Matam Regions 2011. 12. 15 2012. 3. 1 2016. 2. 28
Strengthening Mathematics, Science, and Technologies Education Project Phase 2 2011. 6. 3 2011. 9. 1 2015. 8. 31
Sierra Leone Project for Improving Quality of Mathematics and Science Education in Junior Secondary School (IQMAS) 2011. 10. 10 2011. 11. 27 2014. 12. 26
South Sudan Technical Cooperation Project for Capacity Development on Sustainable Road Maintenance and Management in Juba 2011. 7. 4 2011. 9. 1 2014. 3. 31
The Project for Capacity Development on Solid Waste Management in Juba 2011. 7. 4 2011. 10. 31 2014. 10. 30
Sudan Human Resources Development for Water Supply Phase 2 2011. 8. 14 2011. 10. 16 2015. 9. 30
Frontline Maternal and Child Health Empowerment Project Phase 2 (Mother Nile Project Phase 2) 2011. 6. 6 2011. 9. 15 2014. 9. 14
Tanzania Groundwater Development and Management Capacity Development Project in Tanzania 2011. 12. 16 2012. 3. 10 2016. 3. 31
Rural Water Supply and Sanitation Capacity Development (RUWASA-CAD) Project Phase 2 2011. 5. 23 2011. 9. 1 2014. 8. 31
Project for Enhancement of Water Supply Management of Zanzibar Water Supply Authority Phase 2 2011. 7. 25 2011. 11. 1 2015. 10. 31
Project for Capacity Development for the ASDP Monitoring and Evaluation System Phase 2 2011. 6. 8 2011. 8. 15 2015. 6. 30
Data and Information

Rural Road Maintenance System Development Project 2011. 12. 16 2012. 4. 27 2016. 4. 26
Project for Capacity Development in Regional Health Management Phase 2 2011. 7. 28 2011. 10. 25 2014. 10. 24
Uganda Project on Improvement of Health Service through Health Infrastructure Management 2011. 4. 19 2011. 8. 9 2014. 12. 8
National Wetlands Management Project 2011. 10. 28 2012. 2. 15 2016. 3. 14
District and Urban Roads (DUR) Mapping and Roads Database Project 2011. 12. 2 2012. 3. 20 2015. 3. 31
Rice Promotion Project for Hunger and Poverty Reduction in Uganda 2011. 11. 1 2011. 11. 1 2016. 10. 30
Project for Capacity Building of Local Government on Implementation of Community Development Project in Acholi
2011. 9. 23 2011. 11. 25 2015. 11. 24
Sub-Region

201
 Statistics on Program Results 12-1. Technical Cooperation Projects (Record of Discussion Newly Signed in FY2011) / 12-2. Grant Aid (FY2011 Projects)

Signing Date of Project Project

Country Project Name Record of Discussion Commencement Date Completion Date

Africa (Continued)
Zambia The Project for Support in National Roll-out of Sustainable Operation and Maintenance Programme (SOMAP 3) 2011. 6. 29 2011. 9. 15 2016. 2. 15
Strengthening Teachers' Performance and Skills through School-based Continuing Professional Development Project 2011. 9. 13 2011. 10. 30 2015. 12. 31
Development of an Industry Strategy 2011. 4. 12 2011. 8. 20 2013. 5. 31
Food Crop Diversification Support Project Focusing on Rice Production 2012. 3. 21 2012. 6. 20 2015. 6. 19

Europe
Albania Project for conservation and sustainable use of Divjake-Karavasta National Park with participation of local governments and
2011. 12. 12 2012. 4. 30 2014. 4. 29
stakeholders
Bosnia and
Project for Herzegovina International Tourism Corridor Development and Environmental Conservation 2012. 3. 14 2012. 7. 1 2015. 6. 30
Herzegovina
Turkey The Project for Traffic Demand Management of Historical Area in Istanbul 2011. 4. 20 2011. 7. 1 2013. 12. 31
Industrial Automation Technology (IAT) Extension Project for Central Asian/Middle East Countries 2011. 11. 28 2012. 5. 1 2015. 4. 30

Total 109 Projects (52 Countries and Regions)

12-2 Grant Aid (FY2011 Projects) (Unit: ¥1 million)

Signing Date of
Country Project Name Grant Agreement
Amount*

Asia
Cambodia The Project for Human Resource Development Scholarship 2010. 6. 23 99
The Project for Construction of Neak Loeung Bridge 2010. 6. 23 2,902
The Project for Human Resource Development Scholarship 2011. 6. 14 124
The Grant Assistance for Underprivileged Farmers 2011. 7. 13 290
The Project for the Improvement of Educational Equipment of the Department of Geo-Resources and Geotechnical Engineering of the 2011. 8. 23 55.7
Institute of Technology of Cambodia
The Project for Improvement of Medical Equipment in National, Municipal and Provincial Referral Hospitals 2012. 3. 29 374
Indonesia The Project For Construction Of Bridges In The Province Of Nusa Tenggara Barat (phase II) 2010. 1. 12 132
The Project For Improvement Of Bridges In Nias Island 2010. 1. 12 457
The Project for Urgent Reconstruction of East Pump Station of Pluit in Jakarta 2011. 9. 30 247
Laos The Project for Human Resource Development Scholarship 2009. 5. 25 60
The Project for Human Resource Development Scholarship 2010. 5. 14 91
The Project for Human Resource Development Scholarship 2011. 6. 20 109
The Project for Improvement of National Road No.9 as East-West Economic Corridor of the Mekong region 2011. 8. 3 83
The Project for Expansion of Vientiane International Airport in the Lao People's Democratic Republic 2011. 8. 3 1,935
Myanmar The Project for Human Resource Development Scholarship 2009. 10. 30 91
The Project for Human Resource Development Scholarship 2010. 9. 3 138
The Provision of Equipment for Rural Water Supply Project In the Central Dry Zone 2012. 2. 13 629
The project for human resource development scholarship 2011. 9. 28 30
Philippines The Project for Human Resource Development Scholarship 2009. 5. 27 79
The Project for Improvement of the Meteorological Radar System 2009. 11. 13 1,132
The Project for Human Resource Development Scholarship 2011. 7. 4 120
The Project for Evacuation Shelter Construction in Disaster Vulnerable Areas in Province of Albay 2011. 8. 18 739
Viet Nam The Project for Afforestation on the Coastal Sandy Area in Southern Central Viet Nam (Phase II) 2009. 7. 6 97
The Project for Human Resource Development Scholarship 2010. 7. 12 117
The Project for Human Resource Development Scholarship 2011. 7. 20 143
The Project for Development of Traffic Control System for Expressway in Hanoi 2012. 3. 29 527
The Project for E-Customs and National Single Window for Customs Modernization 2012. 3. 22 2,661
China The Project for Human Resource Development Scholarship 2009. 7. 23 160
The Project for Human Resource Development Scholarship 2010. 8. 25 243
The Project for Human Resource Development Scholarship 2011. 8. 12 39
Mongolia The Project for Construction of Railway Fly-over in Ulaanbaatar City 2009. 5. 27 1,911
The Project for Human Resource Development Scholarship 2009. 5. 27 51
The Project for Improvement of Primary Education Facilities (Phase IV) 2009. 8. 18 1,207
The Project for Human Resource Development Scholarship 2010. 5. 4 80
The Programme for Ulaanbaatar Water Supply Development in Gachuurt 2011. 6. 21 233
The Project for Human Resource Development Scholarship 2011. 6. 21 95
The Project for Improvement of Capacity of Fire Fighting Techniques and Equipment in Ulaanbaatar 2012. 3. 12 840
The Project for the Improvement of Diagnostic Equipment of Center for Cultural Heritage 2012. 3. 12 47.4

202
 Statistics on Program Results 12-2. Grant Aid (FY2011 Projects)

Signing Date of
Country Project Name Grant Agreement
Amount*

Asia (Continued)
Afghanistan The Project for Rehabilitation of Airfield Pavements at Kabul International Airport 2010. 10. 12 2,028
The Programme for Increase of Agricultural Production by the Improvement of Productivity in Afghanistan (Phase II) 2011. 6. 6 914

Special Feature
The Project for Infectious Diseases Prevention for Children 2011. 12. 10 716
The Programme for Improvement of Irrigation Systems in Kabul and Bamyan Provinces 2011. 11. 26 1,310
The Project for Construction of Schools in Three Central Highland Provinces 2012. 1. 12 1,895
The Project for Rehabilitation and Expansion of Aircraft Parking Aprons at Kabul International Airport 2012. 3. 10 1,960
The Project for Rehabilitation of Small Irrigation Facilities and Village Accessibility in Dehsabz Area, Kabul Province 2012. 3. 10 696
The Project for Improvement of East-West Arterial Roand Community Road in Kabul 2012. 3. 10 2,509
The Project for Improvement of existing Bamyan Airport 2012. 3. 10 1,260
Bangladesh The Project for Human Resource Development Scholarship 2010. 6. 13 74
The Poverty Reduction Efforts 2011. 9. 13 500
The Project for Human Resource Development Scholarship 2011. 7. 3 90
Improvement of the Capacity of Public Food Storage in the People's Republic of Bangladesh (Detailed Design) 2012. 2. 8 42

Program Goals and

Bhutan The Project for Reconstruction of Bridges (Phase III) 2009. 6. 19 927
The Project for Restoration and Improvement of Vital Infrastructure for Cyclone Disaster 2011. 8. 8 1,019

Overview
India The Project for the Eradication of Poliomyelitis in India 2012. 3. 26 120
Nepal The Project for Construction of Sindhuli Road (Section III) 2009. 6. 23 1,766
The Project for Construction of Sindhuli Road Section III 2012. 2. 15 577
The Project for Basic Education Improvement in Support of the School Sector Reform in Nepal 2012. 2. 24 930
Pakistan The Project for the Improvement of Water Supply System in Abbottabad 2010. 9. 14 2,004
The Project for Strengthening of DAE Mechanical & Architecture Departments in GCT Railway Road of Punjab Province 2011. 7. 6 867
Strategic Strengthening of Flood Warning and Management Capacity 2011. 7. 12 284
The Project for the Control and Eradication of Poliomyelitis 2011. 11. 3 203
Sri Lanka The Project for Human Resource Development Scholarship 2010. 5. 25 76
The Project for Reconstruction of 5 Bridges in Eastern Province 2010. 11. 25 848

Concrete Initiatives
The Project for human resource Development Scholarship 2011. 6. 29 98
The Project for Construction of Manmunai Bridge 2011. 9. 13 41
The Project for Rehabilitation of Killinochchi Water Supply Scheme 2012. 3. 6 677
The Project for the Improvement of Japanese Language Learning Equipment of the University of Kelaniya and Sabaragamuwa University 2012. 3. 6 48.4
Azerbaijan The food security project for underprivileged farmers 2011. 4. 6 260
Kyrgyz Republic The Project for Human Resource Development Scholarship 2009. 6. 18 60
The Project for the Improvement of Judo Equipment of the State Agency of Physical Training and Sports under the Government of the 2011. 10. 7 69.2
Kyrgyz Republic
The Project for Human Resource Development Scholarship 2011. 6. 24 100
Tajikistan The Project for Human Resource Development Scholarship 2009. 6. 5 18
The Project for Human Resource Development Scholarship 2010. 5. 17 36
The Project for the Improvement of Water Supply in Mir Saiid Alii Khamadoni District of Khatlon Region (phase 2) 2011. 6. 2 779

Implementation System
The Project for Human Resource Development Scholarship 2011. 6. 20 56
The Project for the Rehabilitation of Kurgan Tyube - Dusti Road (Phase 2) 2011. 12. 12 1,889
The food security project for underprivileged farmers 2012. 3. 15 190
Uzbekistan The Project for Human Resource Development Scholarship 2009. 7. 29 46
The Project for Human Resource Development Scholarship 2010. 7. 15 76
The Project for Human Resource Development Scholarship 2011. 7. 25 90

Pacific
Kiribati The Project for Expansion of Betio Port 2011. 6. 29 431
Papua New Guinea The Project for Construction of Bridges on Bougainville Coastal Trunk Road 2009. 6. 25 1,059
Samoa The poverty reduction efforts 2012. 3. 23 100
Solomon Islands The Project for Improvement of Water Supply System in Honiara and Auki 2009. 6. 17 1,379
Data and Information

The Project for Reconstruction of Gizo Hospital 2009. 6. 17 532

Tonga The Project for Upgrading and Refurbishment of Vaiola Hospital (Phase II) 2010. 5. 11 1,542
Tuvalu The Project for Improvement of Education Facilities at Motufoua Secondary School 2011. 8. 24 692
Vanuatu The Project for the Redevelopment of Vila Central Hospital (Detailed Design) 2012. 1. 24 65

North America and Latin America

Guyana The Project for the Rehabilitation of the East Demerara Water Conservancy (II) 2011. 9. 6 302
Haiti Le projet de sécurité alimentaire pour les agriculteurs défavorisés 2011. 12. 20 370
Honduras The Project for Landslide Prevention in Tegucigalpa Metropolitan Area 2011. 6. 16 476

203
 Statistics on Program Results 12-2. Grant Aid (FY2011 Projects)

Signing Date of
Country Project Name Grant Agreement
Amount*

North America and Latin America (Continued)

Nicaragua The Project for Construction of the Santa Fe Bridge in the Republic of Nicaragua 2010. 5. 26 917
The Project for Reconstruction of Bridges on Managua - El Rama Road 2011. 6. 20 769
Bolivia El Proyecto de Desarrollo de Agua Potable Sistema del Río San Juan en Potosí 2009. 10. 21 26
Colombia El Proyecto para el Mejoramiento de Equipos de Producción de Programas de Emisoras Comunitarias e Indígenas 2011. 11. 29 67.2
Ecuador El Proyecto de la Construcción del Nuevo Puente Internacional Macará 2010. 3. 17 498
Paraguay The food security project for underprivileged farmers 2011. 7. 7 130
El Proyecto de Mejoramiento del Sistema de Suministro de Agua en Concepción y Pilar 2011. 8. 30 1,489
Peru El Proyecto de la Construcción del Nuevo Puente Internacional Macará 2010. 4. 19 498

Middle East
Jordan The Project for Rehabilitation and Improvement of Water Facilities in Tafieleh Governorate 2011. 6. 14 268
Yemen The Project for Rural Water Supply 2010. 5. 17 720

Africa
Africa The Project for Capacity Building for Sustainable Management of Tropical Rainforests and Biodiversity Conservation in the Congo Basin 2012. 1. 25 278
Countries
Angola The Project for Equipment Renovation of Viana Vocational Training Center 2011. 12. 5 220
Benin Projet d'approvisionnement en eau potable dans la région rurale (Phase VI) 2009. 7. 7 93
Le Projet de Renforcement des capacités de l'école Normale d'Instituteurs à Djougou 2011. 8. 12 677
Contribution to Safeguarding and Disposal of Obsolete Pseticides in Benin 2011. 8. 31 210
Burkina Faso Projet d'approvisionnement en eau potable dans les Régions du Plateau Central et du Centre-Sud 2009. 6. 26 478
Burundi The Project for Rehabilitation of Roads and Infrastructures for Bujumbura City 2010. 6. 7 1,587
The food security project for underprivileged farmers 2012. 3. 2 150
Cameroon The 5th Project for Construction of Primary Schools 2011. 7. 19 966
Central African Projet de construction d'écoles primaires 2009. 7. 10 232
Republic
The Project for Rebuilding Social Facilities in the North and South-East Region 2011. 6. 28 998
Congo The Project for Support to Child-Friendly Environments through Community Participation 2011. 6. 20 529
Democratic Republic Le projet de réhabilitation et de modernisation de l'Avenue des Poids Lourds à Kinshasa en République Démocratique du Congo Phase II 2010. 6. 4 1,964
of the Congo
Le projet d'extension de l'usine de traitement des eaux de Ngaliema dans la ville de Kinshasa 2010. 6. 4 2,604
Le projet d'aménagement de l'institut d'enseignement médical de Kinshasa 2011. 8. 11 611
Ethiopia The Project for Rural Water Supply in Oromia Region 2009. 7. 16 253
The Project for Rural Water Supply in Tigray Region 2010. 5. 14 749
The Project for Replacement of Awash Bridge on A1 Trunk Road 2011. 6. 9 168
The Project for Rehabilitation of Trunk Road, Phase IV 2011. 6. 9 270
The Project for Construction of Secondary Schools in Amhara Region 2011. 6. 9 1,208
The food security project for underprivileged farmers 2012. 3. 6 490
Ghana The Project for Rehabilitation of National Trunk Road N8 2009. 7. 7 4,337
The Poverty Reduction Efforts 2012. 2. 28 200
The Poverty Reduction Efforts 2012. 2. 28 350
Guinea-Bissau The Project for Construction of Schools in Bissau 2012. 2. 13 998
Kenya The Project for Augmentation of Water Supply System in Kapsabet Town 2009. 7. 6 175
The Project for the Construction of Nairobi Western Ring Road 2010. 11. 16 2,243
The Project for Improvement of the Water Supply System in Embu and the Surrounding Area 2010. 7. 26 1,104
The Project for Rural Water Supply (PhaseII) 2011. 8. 8 609
The Project for the Reinforcement of Vaccine Storage in Kenya 2011. 8. 8 899
The Project for the Upgrading and Refurbishment of the Centre for Mathematics, Science and Technology Education in Africa 2011. 8. 8 581
Lesotho The Project for Introduction of Clean Energy by Solar Electricity Generation System 2011. 4. 11 297
The Project for the Construction of New Secondary Schools and Upgrading of Facilities in Existing Secondary Schools 2011. 4. 11 1,069
Malawi The Project for Replacement of South Rukuru Bridge on the Main Road M001 (Phase II) 2012. 3. 30 111
The Project for Re-Construction and Expansion of Selected Community Day Secondary Schools (Phase II) 2012. 3. 30 1,085
Mali Le projet de Construction des ponts sur le Corridor du Sud en République du Mali et en République du Sénégal (phase II) 2009. 5. 22 242
Projet de Construction des ponts sur le Corridor du Sud en République du Mali et en République du Sénégal (phase III) 2009. 7. 7 653
Le Projet de Construction d'Écoles Primaires (Phase lV) 2011. 8. 24 1,011
Mozambique Maputo Fish Market Construction Project 2012. 2. 29 918
Niger Projet d'approvisionnement en eau potable en vue de l'éradication du ver de Guinée dans la Région de Tillabéri 2009. 6. 11 128
Nigeria The Project for Emergency Repair and Overhaul Works for the Jebba Hydro Power Station 2011. 5. 17 1,990
The Project for Improvement of Rural Water Supply 2012. 2. 23 1,163
The Project for Infectious Diseases Prevention for Children 2012. 3. 26 600

204
 Statistics on Program Results 12-2. Grant Aid (FY2011 Projects)

Signing Date of
Country Project Name Grant Agreement
Amount*

Africa (Continued)
Rwanda The Project for Construction of Rusumo International Bridge and One Stop Border Post Facilities 2011. 9. 6 80
Senegal Le projet d'aménagement des infrastructures sanitaires dans les régions de Tambacounda et Kédougou 2009. 5. 29 564

Special Feature
Le projet de Construction des ponts sur le Corridor du Sud en République du Mali et en République du Sénégal (phase II) 2009. 5. 29 242
Sudan The Project for Urgent Improvement of Water Supply Facilities at Kassala City 2011. 4. 6 1,086
The Project for Improvement of Water Supply System at Kassala City (Detailed Design) 2011. 8. 22 96
Tanzania The Project for Rural Water Supply in Mwanza and Mara Regions 2009. 5. 27 367
The Project for Widening of New Bagamoyo Road 2010. 5. 31 2,095
The Poverty Reduction Efforts 2011. 12. 5 150
The Project for Construction of Rusumo International Bridge and One Stop Border Post Facilities 2011. 8. 29 80
The Project for Improvement of Transport Capacity in Dar es Salaam (Detailed Design) 2011. 8. 29 37
Togo Le Projet d'Approvisionnement en Eau Potable et Assainissement en Milieu Rural et Semi-Urbain dans les Régions Maritime et Savanes 2012. 2. 17 899
Uganda The Project for the Rehabilitation of Hospitals and Supply of Medical Equipment in the Central Region in Uganda 2010. 6. 17 1,602
The Project for Rebuilding Community for Promoting Return and Resettlement of Internally Displaced Persons in Acholi Sub-Region in 2012. 2. 23 1,153
Northern Uganda

Program Goals and

Zambia The Project for Improvement of Ndola and Kitwe City Roads 2009. 8. 28 1,204
The Project for Groundwater Development in Luapula Province Phase 2 2011. 6. 2 712

Overview
The Project for the Improvement of the Living Environment in the Southern Area of Lusaka 2011. 6. 29 62
The Project for the Improvement of Water Supply Condition in Ndola City 2011. 6. 29 2,116
The Poverty Reduction Efforts 2012. 3. 28 300

Europe
Moldova The Project for Introduction of Clean Energy by Solar Electricity Generation System 2011. 7. 18 417

Total 163 Projects (63 Countries and Regions**) 1,076.07

Note: Projects under way that are implemented and managed by JICA.
* Grant ceilings of projects for which a Grant Agreement (G/A) was signed. For multi-fiscal-year projects, grant ceilings by fiscal year for fiscal years after the G/A was signed are listed.

Concrete Initiatives
** The Project for Capacity Building for Sustainable Management of Tropical Rainforests and Biodiversity Conservation in the Congo Basin Countries is implemented in Cameroon, Central African
Republic, Congo and Democratic Republic of the Congo. The country and region count does not include this project because there are other projects implemented in all of these countries.

Implementation System
Data and Information

205
 Statistics on Program Results 12-3. List of Principal ODA Loan Commitments (FY2011 New and Approved L/A)

12-3 List of Principal ODA Loan Commitments (FY2011 New and Approved L/A) (Unit: ¥1 million)

Loan Signing/ Loan/Additional Loan

Country Project Name Amendment Date Amendment Amount

Asia
Cambodia West Tonle Sap Irrigation and Drainage Rehabilitation and Improvement Project 2011.8.23 4,269
Siem Reap Water Supply Expansion Project 2012.3.29 7,161
Laos Southern Region Power System Development Project 2012.3.20 4,173
Malaysia Development Project for Malaysia-Japan International Institute of Technology 2011.12.27 6,697
Philippines Forestland Management Project 2012.3.30 9,244
Central Luzon Link Expressway Project 2012.3.30 22,796
Arterial Road Bypass Project (Phase II) 2012.3.30 4,591
Mindanao Sustainable Agrarian and Agriculture Development Project 2012.3.30 6,063
Pasig-Marikina River Channel Improvement Project (Phase III) 2012.3.30 11,836
Flood Risk Management Project for Cagayan River, Tagoloan River and Imus River 2012.3.30 7,546
National Irrigation Sector Rehabilitation and Improvement Project 2012.3.30 6,187
Timor-Leste National Road No.1 Upgrading Project 2012.3.19 5,278
Viet Nam North-South Expressway Construction Project (Ho Chi Minh City-Dau Giay Section) (II) 2011.6.15 25,034
North-South Expressway Construction Project(Da Nang-Quang Ngai Section) (I) 2011.6.15 15,912
Support Program to Respond to Climate Change (II) 2011.11.2 10,000
Lach Huyen Port Infrastructure Construction Project (Port) (I) 2011.11.2 11,924
Lach Huyen Port Infrastructure Construction Project (Road and Bridge) (I) 2011.11.2 9,071
Nghi Son Thermal Power Plant Construction Project (III) 2011.11.2 40,330
Project for Disaster and Climate Change Countermeasures Using Earth Observation Satellite (I) 2011.11.2 7,227
North-South Expressway Construction Project (Ben Luc-Long Thanh Section) (I) 2011.11.2 14,093
Tenth Poverty Reduction Support Credit 2012.3.30 3,500
Southern Binh Duong Province Water Environment Improvement Project – Phase 2 2012.3.30 19,961
Regional and Provincial Hospital Development Project(II) 2012.3.30 8,693
New National Highway No.3 and Regional Road Network Construction Project (II) 2012.3.30 16,486
Terminal 2 Construction Project in Noi Bai International Airport (II) 2012.3.30 20,584
Ho Chi Minh City Urban Railway Construction Project (Ben Thanh – Suoi Tien Section (Line 1) (II)) 2012.3.30 44,302
Hoa Lac Science and Technology City Development Project (I) 2012.3.30 15,218
Protection Forests Restoration and Sustainable Management Project 2012.3.30 7,703
Mongolia Social Sectors Support Program(II) 2012.3.12 1,550
Bangladesh Padma Multipurpose Bridge Project 2011.5.18 34,200
Khulna Water Supply Project 2011.5.18 15,729
Financial Sector Project for the Development of Small and Medium-sized Enterprises 2011.5.18 5,000
Maternal, Neonatal and Child Health Improvement Project 1 2012.1.25 5,040
Bhutan Rural Electrification Project (Phase 2) 2011.6.23 2,187
India Andhra Pradesh Rural High Voltage Distribution System Project 2011.6.16 18,590
Madhya Pradesh Transmission System Modernisation Project 2011.6.16 18,475
Micro, Small and Medium Enterprises Energy Saving Project (Phase 2) 2011.6.16 30,000
New and Renewable Energy Development Project 2011.6.16 30,000
Bangalore Metro Rail Project (II) 2011.6.16 19,832
Rajasthan Forestry and Biodiversity Project (Phase 2) 2011.6.16 15,749
Delhi Mass Rapid Transport System Project Phase 3 2012.3.29 127,917
West Bengal Forest and Biodiversity Conservation Project 2012.3.29 6,371
Pakistan Polio Eradication Project 2011.8.15 4,993
Sri Lanka Emergency Natural Disaster Rehabilitation Project 2011.9.29 7,000
Bandaranaike International Airport Development Project Phrase 2 2012.3.28 28,969
Project for Improvement of Basic Social Services Targeting Emerging Regions 2012.3.28 3,935
Habarana-Veyangoda Transmission Line Project 2012.3.28 9,573
Uzbekistan Karshi-Termez Railway Electrification Project 2012.2.27 18,067

North America and Latin America

Brazil Non Revenue Water Control Project in Sao Paulo State 2012.2.23 33,584
Peru Rural Amazonia Water Supply and Sanitation Project 2012.3.30 3,210
Sierra Small and Medium Scale Irrigation Project 2012.3.30 4,406

Middle East
Egypt Greater Cairo Metro Line No. 4 Phase 1 Project 2012.3.19 32,717
Morocco Fez and Meknes Regions Water Supply Project 2011.7.29 17,440
Rural Road Improvement Project (II) 2011.7.29 5,981
Tunisia Gabes-Medenine Trans-Maghrebin Corridor Construction Project 2012.2.17 15,084
Local Cities Water Supply Network Improvement Project 2012.2.17 6,094

Africa
Cape Verde Electricity Transmission and Distribution Network Development Project 2012.3.30 6,186
Tanzania Eighth Poverty Reduction Support Credit 2011.5.19 1,500

Europe
Serbia The Flue Gas Desulphurization Construction Project for Thermal Power Plant Nikola Tesla 2011.11.24 28,252
Turkey Coruh River Watershed Rehabilitation Project 2011.6.22 4,225
Municipal Sewerage and Wastewater Treatment Improvement Project 2011.6.22 12,784

International Organizations, etc.

African Development Bank Private Sector Assistance Loan under the Joint Initiative titled EPSA for Africa (III) 2011.10.17 8,440

Total 62 Projects (22 Countries, 1 International Organization) 948,959

206
 Statistics on Program Results 12-4. Major Projects of Equity Investments (As of March 31, 2012)

12-4 Major Projects of Equity Investments (As of March 31, 2012)

Share Capital Invested by
Project Name Investment Company Outline of Project Initial Investment Country
(currency unit) JICA (%)
Asahan Hydroelectric and Nippon Asahan Aluminum Electric power generation utilizing water resources of 1975.12 99,985 50.0 Indonesia
Aluminum Project Co., Ltd. Asahan River in North Sumatra, and aluminum smelting (¥1 million)
(about 225,000 tons a year)

Special Feature
Singapore Petrochemicals Japan-Singapore Production of ethylene and other petrochemical products 1977.08 23,877 20.0 Singapore
Project Petrochemicals Co., Ltd. (about 1 million tons of ethylene a year) on the island of (¥1 million)
Merbaw
Amazon Aluminium Project Nippon Amazon Aluminum Production of alumina (about 4.4 million tons a year) 1978.08 57,350 44.9 Brazil
Co., Ltd. and smelting of aluminium (about 450,000 tons a year) (¥1 million)
in the Amazon region
Saudi Arabia Methanol Project Japan Saudi Arabia Production of methanol (about 4.7 million tons a year) in 1979.12 2,310 30.0 Saudi Arabia
Methanol Co., Inc. the Al Jubail Industrial Area (¥1 million)

Saudi Arabia Petrochemicals SPDC Ltd. Production of ethylene glycol (about 1.35 million tons a 1981.06 28,400 37.1 Saudi Arabia
Project year) and polyethylene (about 750,000 tons a year)in (¥1 million)
the Al Jubail Industrial Area
Bangladesh KAFCO Fertilizer KAFCO Japan Investment Production of urea (about 700,000 tons a year) and 1990.07 5,024 46.4 Bangladesh
Project Co., Ltd. ammonia (about 500,000 tons a year) in Chittagong (¥1 million)

Program Goals and

North America Environment North American Investment in the small-scale environmental projects 1993.09 5,852 22.6 Mexico
Fund Environmental Fund, L.P. initiated by the private sector through (Management (US$ 1 thousand)
Company) the Fund

Overview
Musi Pulp Production Project Sumatra Pulp Co., Ltd. Production of pulp (about 450,000 tons a year) in the 1995.04 13,351 42.7 Indonesia
South Sumatra Bilimbing region (¥1 million)

South Asian Regional Apex Fund SARA Fund Trustee Co., Ltd. Establishment of funds to provide investment capital for 1996.04 133,341 22.7 India
small and medium-sized enterprises at the state level (INR 1 thousand)
(co-invested by the ADB and IFC)
UNU Financial Assistance United Nations University Project to support privately financed students from 2003.08 31 100.0 Japan
Programme for Students from (UNU) Trust Fund developing countries studying in Japan, through the (¥1 million)
Developing Countries Studying contribution to a trust fund established by UNU
in Japan

Note: Major projects of equity participation are those with an investment ratio of 20% or more.

Concrete Initiatives
Implementation System
Data and Information

207
 Financial Statements
1 General Account

Balance Sheet (as of March 31, 2012)

Assets
Ⅰ Current assets
Cash and bank deposits 57,339,270,090
Marketable securities 76,000,000,000
Inventories
Stored goods 411,141,789 411,141,789
Advance payments 16,676,229,116
Prepaid expenses 189,590,727
Accrued income 18,110,759
Accrued revenues 1,682,082,336
Short-term loans of development investment and financing 437,279,000
Allowance for possible loan losses (1,949,616) 435,329,384
Short-term loans of migration investment and financing 266,760,215
Allowance for possible loan losses (2,007,541) 264,752,674
Consignment goods 3,198,488
Suspense payments 30,785,690
Advances paid 5,050,640
Total current assets 153,055,541,693

Ⅱ Fixed assets
1 Tangible fixed assets
Buildings 45,937,441,254
Accumulated depreciation (13,995,980,031)
Accumulated impairment loss (2,823,122,082) 29,118,339,141
Structures 1,583,248,254
Accumulated depreciation (884,734,453)
Accumulated impairment loss (18,212,404) 680,301,397
Machines and equipment 195,318,404
Accumulated depreciation (123,743,477) 71,574,927
Vehicles and other transportation devices 1,948,092,632
Accumulated depreciation (1,113,985,792) 834,106,840
Tools, instruments, and fixtures 2,051,320,160
Accumulated depreciation (1,188,384,097) 862,936,063
Land 17,967,106,913
Accumulated impairment loss (542,214,472) 17,424,892,441
Construction in process 17,145,498
Total fixed assets 49,009,296,307
2 Intangible fixed assets
Trademarks 1,840,254
Telephone subscription rights 4,296,350
Total intangible fixed assets 6,136,604
3 Investment and other assets
Long-term loans of development investment and financing 1,841,868,984
Allowance for possible loan losses (136,982,350) 1,704,886,634
Long-term loans of migration investment and financing 1,354,376,382
Allowance for possible loan losses (980,900,464) 373,475,918
Long-term installment principal on sales of settlement 24,716,176
Allowance for possible loan losses (24,716,176) 0
Long-term prepaid expenses 22,168,107
Guarantee money paid 1,498,676,765
Total investment and other assets 3,599,207,424
Total fixed assets 52,614,640,335
Total assets 205,670,182,028

208
 Financial Statements 1. General Account

Special Feature
(Unit: Yen)

Liabilities
Ⅰ Current liabilities
Funds for grant aid projects 90,198,603,848
Donations received 418,962,299
Accrued payments 21,830,720,333
Accrued expenses 291,221,104
Lease liabilities 95,382,393
Deposit received 372,824,316

Program Goals and

Deferred revenue 178,652
Total current liabilities 113,207,892,945

Overview
Ⅱ Fixed liabilities
Property liabilities
Property management grants 2,058,781,796
Property grants, etc 118,075,433 2,176,857,229
Long-term lease liabilities 37,775,727
Long-term deposits received 113,819,809
Asset retirement obligation 272,752,155
Total fixed liabilities 2,601,204,920
115,809,097,865
Total liabilities

Concrete Initiatives
Net assets
Ⅰ Capital
Governmental investment 79,986,116,422
Total capital 79,986,116,422
Ⅱ Capital surplus
Capital surplus (769,819,348)
Accumulated depreciation not included in expenses (15,495,514,437)
Accumulated impairment loss not included in expenses (3,376,899,961)
Accumulated interest expense not included in expenses (3,815,342)

Implementation System
Total capital surplus (19,646,049,088)
Ⅲ Retained earnings
Carryover reserve in the midterm period 1,945,613,317
Reserve 2,825,252,443
Unappropriated income for the current year 24,750,151,069
[Total income for the current year] [24,750,151,069]
Total retained earnings 29,521,016,829
89,861,084,163
Total net assets
Data and Information

Total of liabilities and net assets 205,670,182,028

209
 Financial Statements 1. General Account

Statement of Income (April 1, 2011–March 31, 2012) (Unit: Yen)

Ordinary expenses
Operating expenses
Expenses for technical cooperation projects 76,595,006,283
Expenses for grant aid projects 118,219,155
Expenses for public participation based cooperation 16,847,124,478
Expenses for emigration program 301,085,682
Expenses for disaster relief activities 1,071,686,858
Expenses for aid personnel recruitment and training 520,234,453
Expenses for assistance promotion 11,843,592,234
Expenses for operation support 6,422,520,248
Expenses for accounting support 28,694,607,505
Expenses for grant aid programs 83,432,778,283
Contracted program expenses 868,044,531
Expenses for donation projects 8,444,867
Depreciation expenses 452,631,063 227,175,975,640
General administrative expenses 8,837,394,320
Financial expenses
Interest expense 19,010
Foreign exchange loss 468,052,366 468,071,376
Miscellaneous loss 21,756,874
Total ordinary expenses 236,503,198,210

Ordinary revenues
Revenues from management grants 173,619,290,743
Revenues from grant aid programs 83,432,778,283
Revenues from contracted programs
Revenues from contracted programs from Japanese government and 861,449,801
the local government agencies
Revenues from contracted programs from the other parties 8,691,264 870,141,065
Revenues from development investment and financing 56,651,512
Revenues from settlement affairs 3,484,122
Revenues from migration investment and financing 46,923,004
Donation revenues 8,444,867
Transfer from allowance for possible loan losses 128,819,627
Transfer from liabilities for property management grants 548,978,409
Transfer from liabilities for property grants 36,827,457
Financial revenues
Interest income 49,719,589 49,719,589
Miscellaneous profits 2,327,048,833
Total ordinary revenues 261,129,107,511
Ordinary profits 24,625,909,301

Extraordinary loss
Loss on retirement of fixed assets 16,120,004
Loss on sales of fixed assets 2,368,922
Payment to national treasury 2,411,625
Impairment loss 14,542,097 35,442,648

Extraordinary profits
Profits on sales of fixed assets 13,190,268 13,190,268

Net income 24,603,656,921

Reversal of surplus deposits from the previous mid-term period 146,494,148

Total income for the current year 24,750,151,069

210
 Financial Statements 1. General Account

Statement of Cash Flows (April 1, 2011–March 31, 2012) (Unit: Yen)

Ⅰ Cash flow from operating activities

   Payment of operating expenses (140,438,410,024)
   Payments for grant aid projects (83,495,766,074)

Special Feature
   Payment of contracted program expenses (1,536,027,845)
   Payment of personnel costs (15,227,616,971)
   Other operation payments (948,446,044)
   Proceeds from management grants 143,300,731,000
   Proceeds from grant aid programs 106,701,522,294
   Proceeds from contracted programs 1,023,921,583
   Loan interest income 108,583,367
   Proceeds from settlement affairs 9,318,002
     Interest revenues 3,464,122
     Installment principal 5,853,880
   Donation revenues 27,370,243
   Other operation proceeds 3,039,864,433
     Subtotal 12,565,043,964

Program Goals and

   Interest received 54,061,151
   Interest paid (19,010)

Overview
  Cash flow from operating activities 12,619,086,105

Ⅱ Cash flow from investing activities

   Payments for purchase of fixed assets (1,319,899,499)
   Proceeds from sales of fixed assets 1,015,618,872
   Proceeds from loans receivable 940,043,119
   Putting money for time deposits (450,000,000,000)
   Proceeds from time deposit refund 548,500,000,000
   Payments for purchase of negotiable certificates of deposit (328,000,000,000)
   Proceeds from negotiable certificates of deposit refunds 252,000,000,000
  Cash flow from investing activities 23,135,762,492

Concrete Initiatives
Ⅲ Cash flow from financing activities
   Repayment of lease liabilities (99,037,401)
   Payment to national treasury of unnecessary property (1,166,291,564)
  Cash flow from financing activities (1,265,328,965)

Ⅳ Effect of exchange rate fluctuation on funds (393,148,813)

Ⅴ Net increase in funds 34,096,370,819

Ⅵ Funds at the beginning of year 17,919,899,271

Ⅶ Funds at the end of year 52,016,270,090

Implementation System
Data and Information

211
 Financial Statements 1. General Account

Statement of Administrative Service Operation Costs (April 1, 2011–March 31, 2012) (Unit: Yen)

Ⅰ Business expenses
   (1) Expenses on income statement
    Operating expenses 227,175,975,640
    General administrative expenses 8,837,394,320
    Financial expenses 468,071,376
    Miscellaneous loss 21,756,874
    Loss on retirement of fixed assets 16,120,004
    Loss on sales of fixed assets 2,368,922
    Payment to national treasury 2,411,625
    Impairment loss 14,542,097 236,538,640,858

   (2) (Deduction) Self revenues, etc.

    Revenues from contracted programs (870,141,065)
    Revenues from development investment and financing (56,651,512)
    Revenues from settlement affairs (3,484,122)
    Revenues from migration investment and financing (46,923,004)
    Donation revenues (8,444,867)
    Transfer from allowance for possible loan losses (128,819,627)
    Financial revenues (49,719,589)
    Miscellaneous profits (2,327,048,833)
    Profits on sales of fixed assets (13,190,268) (3,504,422,887)
   Total business expenses 233,034,217,971

Ⅱ Accumulated depreciation not included in expenses 1,569,837,580

Ⅲ Accumulated impairment loss not included in expenses 3,369,006,861

Ⅳ Accumulated interest expense not included in expenses 1,435,266

Ⅴ Accumulated sale differential not included in expenses (316,647,755)

Ⅵ Estimated bonus payment not included in allowance 29,574,069

Ⅶ Estimated increase in retirement benefit not included in allowance 836,975,631

Ⅷ Opportunity cost
   Governmental investments and other opportunity costs 612,812,691
(2,411,625)
Ⅸ (Deduction) Income taxes, payment to national treasury

Ⅹ Administrative service operation cost 239,134,800,689

212

Significant Accounting Policies
1 Standards for reporting revenues from the management grants
The Revenue Recognition Standard based on Accrued Expense is applied.
This is attributable to the difficulties associated with the application of
achievement and time-period standards, specifically, the significant amount
of time required to evaluate operating results as well as other complexities.
2 Depreciation methods
(1) Tangible fixed assets
Straight-line method.
The useful lives of major assets are as follows:
Buildings: 1–50 years
Structures: 1–42 years
Machines and equipment: 1–20 years
Vehicles and other transportation devices: 1–6 years
Tools, instruments, and fixtures: 1–18 years
The estimated depreciation costs for specific depreciable assets
(Accounting Standard for Incorporated Administrative Agency No. 87) and
specific removal costs, etc. associated with asset retirement obligations
(Accounting Standard for Incorporated Administrative Agency No. 91) are
directly deducted from the capital surplus and reported as accumulated
depreciation not included in expenses.
(2) Intangible fixed assets
Straight-line method.
3 Standard for appropriation of allowances and estimation in
relation to bonus payments
An allowance for bonus payments is not appropriated, since the financial
source is secured by the management grants.
The estimated bonus payment not included in the allowance, as shown in
the Administrative Service Operation Cost Statement, is reported as current
fiscal year estimate of allowances in relation to bonus payments which has
been calculated according to Accounting Standard No. 88.
4 Standard for appropriation of allowances and estimation in
relation to retirement benefits
An allowance for retirement benefits is not appropriated since the financial
source is secured by the management grants.
An allowance for retirement benefits is not provided for pension benefits
from Employees’ Pension Funds, since the financial source for EPF’s
insurance fees and reserve shortfall is secured by the management grants.
The estimated increase in retirement benefits not included in the
allowance, as shown in the Administrative Service Operation Cost Statement,
is reported as current fiscal year allowance for retirement benefits which
has been calculated according to Accounting Standard No. 38.
5 Basis and standard for appropriation of allowances, etc.
Allowance for possible loan losses
To provide for loan losses, JICA records the estimated amount of default,
taking into account the actual loss rate for ordinary loans and specific
collectability of doubtful loans, etc.
6 Valuation standard and method for marketable securities
Securities held until maturity
Valued using the amortized cost method (straight-line method)
7 Standards and methods for the valuation of inventories
Stored goods
Cost method as determined by the FIFO method
Financial Statements 1. General Account
8 Translation standard of foreign currency assets and liabilities
into yen
Foreign currency money claims and liabilities are translated into yen
Special Feature
utilizing the spot exchange rate as of the fiscal year-end. Exchange
differences are recognized as profit or loss.
9 Standards for computing opportunity costs in the
Administrative Service Operation Cost Statement
The interest rate used to compute opportunity costs concerning central
and local governments’ investments, etc.
0.985% taking into consideration the yield of 10-year fixed-rate JGBs as
of March 31, 2012.
10 Accounting for lease transactions
The same accounting method applicable to ordinary transactions is applied
Program Goals and
to finance lease transactions with total lease fees of ¥3 million or more.
The same accounting method applicable to ordinary rental transactions
Overview
is applied to finance lease transactions with total lease fees of less than
¥3 million.
11 Accounting for consumption taxes
Consumption taxes are included in financial statement amounts.
12 Change in principal accounting policies
The “Accounting Standards for Incorporated Administrative Agency and
Guidance Notes for the Accounting Standards for Incorporated Administrative
Agency” (February 16, 2000 [Amended June 28, 2011]) and “Q&A concerning
the Accounting Standards for Incorporated Administrative Agency and
Concrete Initiatives
Guidance Notes for the Accounting Standards for Incorporated Administrative
Agency” (August 2000 [Final Amendment, March 2012]) have been adopted
starting in the current operating year.
Due to this change, for the disposal (sale) of specified depreciable assets
(Accounting Standard for Incorporated Administrative Agency No. 87),
the sale differential is not recorded as a gain or loss on the statement of
income and is instead included in the capital surplus. As a result, there were
increases of ¥64,911,890 in net income and total income for the current
year.
13 Change in presentation method
For ordinary expenses in the statement of income, expenses for program
Implementation System
formulation, expenses for follow-up cooperation, expenses for project/
program evaluation and research-related expenses, which were separate
items in the previous fiscal year, have been combined in the expenses for
assistance promotion item due to the rearrangement of budget items.
Data and Information
213
 Financial Statements 1. General Account

Notes

Notes to the balance sheet year to the value of the services that can be recovered. This reduction was
1 Estimated retirement benefits to be provided from the treated as an accumulated impairment loss not included in expenses, which
management grants is deducted from the capital surplus.
¥31,028,481,786 C. Breakdown of each principal fixed asset not appearing on the income
statement but which is included in impairment loss and the overview of the
(1) Breakdown of retirement benefit liabilities (Unit: Yen) calculation method for recoverable service amount (Unit: Yen)
FY2011 Name of Asset Type Impairment Loss
Calculation Method for Recoverable
Service Amount
1) Retirement benefit liabilities (41,877,411,524)
Building 2,777,027,063
2) Plan assets 10,848,929,738
3) Not-accumulated retirement benefit liabilities 1) + 2) (31,028,481,786) Osaka International Center Structures 18,212,404 The value of services that can be
recovered is measured by using the
4) Difference at the change of accounting standards 0 Land 519,548,000 net sales price, which is a third-party
5) Unrecognized actuarial differences 0 Heights Sunrise 607 and Building 31,552,922 valuation less the estimated expenses
for disposal.
6) Unrecognized past service liabilities (decrease in liabilities) 0 27 units Land 22,666,472
7) Net reported amount on Balance Sheet 3) + 4) + 5) +6) (31,028,481,786)
8) Prepaid pension expenses 0
9) Allowance for retirement benefits 7) - 8) (31,028,481,786) (2) Fixed assets indicating impairment losses
(2) Breakdown of pension expenses (Unit: Yen)
A. Outline of the usage, type, and location of fixed assets that indicate an
FY2011 impairment loss
1) Working cost 2,210,566,923 The following assets have an indication of impairment losses. (Unit: Yen)
2) Interest cost 561,642,095 Name of Asset Usage Location Type Book Value
3) Expected return on investment 0 Building 1,115,310,187
4) Amortization of past working liabilities 0 Hiroo Center Program facility Shibuya-ku, Tokyo Structures 1,622,390
5) Amortization of actuarial differences 306,857,178
Land 1,652,251,000
6) Others (premiums collected for Employees’ Pension Fund) (340,323,856)
Machiya Heim 303 and Nagoya City, Aichi Building 448,559,563
Employee housing
71 units Prefecture, etc. Land 457,062,143
(3) Computation basis for retirement benefit obligation, etc. (Unit: Yen)
FY2011
1) Discount rate: Retirement pension 2.0% B. Background relating the determination of an indication of impairment loss
2) Periodic allocation method for expected retirement benefits
Periodic fixed-amount Payment to the national treasury for the Hiroo Center is planned for FY2013
benefits method
in accordance with the Third Mid-term Objectives that start in FY2012.
3) Processing period for actuarial differences 1 year
4) Others (Processing period of differences upon change of Although an impairment loss will probably be recorded, no impairment loss
1 year
accounting standards; actual return rate, etc.) has been recognized as of the end of FY2011 because the timing of the
disposal of this center has not been determined and the center is still used
2 Estimated bonus to be provided from the management grants for JICA operations.
¥775,480,759 Machiya Heim Room 303 and 71 other units are to be disposed of in
accordance with the Mid-term Objectives. Although an impairment loss will
3 Impaired loss on fixed assets probably be recorded, no impairment loss has been recognized as of the end
(1) The fixed assets for which the impairment loss was recognized of FY2011 because the timing of the disposal of these units has not been
A. Outline of the usage, type, location, book value determined and the units are still used as employee housing.
Impairment losses were recognized in the following assets. (Unit: Yen)
Impairment Loss
Accumulated 4 Donated funds for grant aid
Book Value Impairment Loss
Name of Asset Usage Location Type before
Not Included in
Current Year
Not Included in Grant aid is received in the form of funds from the Japanese government.
Impairment Loss Current Year
Expenses
Expenses JICA administers this grant aid based on a presentation contract
Osaka Accommodation Ibaraki Building 3,284,026,330 2,791,569,160 2,791,569,160 with the recipient country's government. At the end of FY2011, the
International facilities for City, Osaka Structures 21,425,234 18,212,404 18,212,404 outstanding balance of unexecuted donation presentation contracts stood
Center training Prefecture Land 780,478,000 519,548,000 519,548,000
Heights Nagoya Building 142,215,413 31,552,922 31,552,922
at ¥155,131,464,507.
Employee
Sunrise 607 City, Aichi
housing
and 27 units Prefecture, etc. Land 161,446,842 22,666,472 22,666,472
Notes to Cash Flow Statement
The funds shown in the cash flow statements are cash, deposit accounts,
B. Background relating to the recognition of impairment losses and checking accounts.
Use of the Osaka International Center stopped at the end of FY2011 (1) Breakdown of balance sheet items and ending balance of funds
because payment to the national treasury for this center is planned for (as of March 31, 2012)
FY2012 in accordance with the Third Mid-term Objectives that start in Cash and deposit ¥57,339,270,090
FY2012. Time deposit ¥(5,323,000,000)
As a result, the book value of this center has been reduced in the current Ending balance of funds ¥52,016,270,090
fiscal year to the value of the services that can be recovered. For assets that
are classified as specified assets, this reduction is treated as an accumulated (2) Description of significant non-financial transactions
impairment loss not included in expenses, which is deducted from the A. Assets under the finance lease
capital surplus. For assets that are not classified as specified assets, the Tools, instruments, and fixtures ¥18,185,764
reduction is treated as an impairment loss (extraordinary loss) and posted
in the statement of income. Notes to Administrative Service Operation Cost Statement
The Third Mid-term Objectives include a plan to dispose of 34 employee Number of the loan employees from governments who are counted as
housing units during FY2012. Asset impairment was recognized for 28 opportunity costs
of these units, which excludes six units that were still used for employee Of the estimated increase in retirement bonus not included in the
housing at the end of FY2011. For 15 of the 28 units, which excludes 13 allowance, ¥49,202,241 was recognized as the current fiscal year increase
units where the value of the services that can be recovered exceeded book of allowance for retirement and severance for 35 loan employees according
value at the end of FY2011, book value was reduced in the current fiscal to JICA’s internal regulations.

214
 Financial Statements 1. General Account

Matters concerning the state of financial instruments (Unit: Yen)

The General Account’s fund management is limited to short-term deposits Fiscal year Name of Asset Type
Book Value at
Time of Transfer
and public and corporate bonds while fund raising consists mainly of Building 0
management grants approved by the state ministers in charge. The General Tokyo International Center Annex
Structures 0
Account does not borrow from the government fund for Fiscal Investment (Hachioji) Tools, instruments, and 492,797
fixtures

Special Feature
and Loan Program, borrow funds from financial institutions or issue FILP Land 145,212,000
agency bonds. Building 183,551,889
FY2010
Structures 8,534,276
Hakone Training Center
Matters concerning the fair value of financial instruments Machines and equipment 634,528
Land 36,896,097
Balance sheet amounts, fair value and differentials at the end of the
Employee housing (51 units) and Building 80,740,043
operating year are as follows. (Unit: Yen) recreational facility (3 units) with Land 213,829,337
Balance sheet amount Fair value Differential sectional ownership
(1) Cash and bank deposits 57,339,270,090 57,339,270,090 0 Building 172,118,285
(2) Marketable securities 76,000,000,000 76,000,000,000 0 FY2011 Employee housing (38 units)
Land 204,635,284
(3) Accrued payments (21,830,720,333) (21,830,720,333) 0

Note 1: Calculation method for fair value of financial instruments and matters (2) Reason for unnecessary property
concerning marketable securities Based on the Mid-Term Plan, etc., it was decided that unnecessary property
(1) Cash and bank deposits will be disposed by sale, ahead of the enforcement of the Act for the Partial

Program Goals and

Cash and bank deposits are short term and fair value approximates book Amendment of the Act on General Rules for Independent Administrative
value. Thus fair value for cash and bank deposits is calculated at book value. Agency (Act No. 37 of 2010). The Act sets forth provisions on payments

Overview
(2) Marketable securities (negotiable certificates of deposit) to the national treasury, etc. for the unnecessary property of incorporated
Negotiable certificates of deposit are valued at book value because fair administrative agencies.
values are almost the same as book values due to the short-term nature of
these instruments. (3) Method of payment to national treasury
(3) Accrued payments According to transfer income pursuant to paragraph 2, Article 46-2 of the
Accrued payments are short term and fair value approximates book value. Act on General Rules for Independent Administrative Agency.
Thus fair value for accrued payments is calculated at book value.
(4) Transfer income from unnecessary property
Finance lease transactions Property sold in FY2010 ¥785,355,819 (excluding tax)
The amount of the finance lease transactions which influences the current Property sold in FY2011 ¥408,106,135 (excluding tax)

Concrete Initiatives
year’s profits and losses was ¥277,198. The current year’s net profit after Total ¥1,193,461,954 (excluding tax)
the deduction of this amount was ¥24,750,428,267.
(5) Costs deducted from transfer income
Matters concerning asset retirement obligation Property sold in FY2010 ¥27,870,198 (excluding tax)
JICA has a building lease agreement for its head office building, and has Property sold in FY2011 ¥13,996,183 (excluding tax)
an obligation to restore the building to its original state at the termination Total ¥41,866,381 (excluding tax)
of the lease. Therefore, this asset retirement obligation has been recorded.
The estimate for the asset retirement obligation has used the five-year lease (6) National treasury payment amount and payment date
period for the projected period of use and a discount rate of 0.529%. Property sold in FY2010 ¥757,485,621; June 10, 2011
At the end of the previous operating year, in line with the application of Property sold in FY2011 ¥394,109,952; February 22, 2012
accounting standards, the amount recorded for asset retirement obligations Total ¥1,151,595,573
was ¥271,316,889. The asset retirement obligation balance at the end of
the operating year was ¥272,752,155–the sum of the above ¥271,316,889 (7) Capital reduction

Implementation System
and the ¥1,435,266 adjustment amount of the asset retirement obligations Property sold in FY2010 ¥2,705,068,809
due to passage of time. Property sold in FY2011 ¥641,681,619
Total ¥3,346,750,428
Matters concerning payments to the national treasury, etc. for
unnecessary property Significant debt burden
For payments to the national treasury for unnecessary property, payments N/A
for property that was transferred in FY2010 and FY2011 were made in
FY2011. These transfer transactions were as follows. Significant subsequent events
Among the transfer transactions, the transfer balance of the transactions N/A
which were designated as “transfer transactions whose transfer balance shall
not be recorded in the profit and loss for calculating profits and losses” of
Article 13-2 of the Ministerial Ordinance for the Operations and Finances The financial statements have been audited by an accounting auditor
and Accounting of the Japan International Cooperation Agency (Ministry of as prescribed in Article 39 of the Act on General Rules for Incorporated
Data and Information

Foreign Affairs Ordinance No. 22 of September 30, 2003 [Final Amendment, Administrative Agencies.
November 26, 2010]) and the costs required for the transfer were not
recorded in the profit and loss for calculating profits and losses and were
deducted from the capital surplus by applying ASBJ Statement No. 99.
(1) Outline of the type, book value, etc. of assets which were transferred,
etc. as unnecessary property

215
 Financial Statements 2. Finance and Investment Account

2 Finance and Investment Account

Balance Sheet (as of March 31, 2012)

Assets
Ⅰ Current assets
Cash and bank deposits 74,880,164,480
Loans 11,032,404,261,842
Allowance for possible loan losses (131,589,282,758) 10,900,814,979,084
Advance payments 4,700,710,593
Prepaid expenses 74,222,421
Accrued income
Accrued interest on loans receivable 46,169,712,784
Accrued commitment charges 816,185,298
Accrued interest receivable 1,525,201 46,987,423,283
Accrued revenues 410,354,918
Consignment goods 801,622
Suspense payments 3,465,469
Advances paid 68,262
Emission reduction assets 302,840,931
Guarantee money paid 7,621,000,000
Total current assets 11,035,796,031,063
Ⅱ Fixed assets
1 Tangible fixed assets
Buildings 3,149,774,812
Accumulated depreciation (496,329,719)
Accumulated impairment loss (675,214,797) 1,978,230,296
Structures 50,328,065
Accumulated depreciation (11,599,874)
Accumulated impairment loss (11,670,468) 27,057,723
Machines and equipment 194,040,596
Accumulated depreciation (47,949,392)
Accumulated impairment loss (102,287,680) 43,803,524
Vehicles and other transportation devices 293,602,164
Accumulated depreciation (125,705,415) 167,896,749
Tools, instruments, and fixtures 547,147,567
Accumulated depreciation (156,755,046) 390,392,521
Land 12,703,270,000
Accumulated impairment loss (6,091,196,973) 6,612,073,027
Construction in process 3,022,101
Total fixed assets 9,222,475,941
2 Intangible fixed assets
Trademarks 133,429
Total intangible fixed assets 133,429
3 Investment and other assets
Investment securities 5,502,411,788
Affiliated companies stock 97,311,546,428
Claims in bankruptcy, rehabilitation,
reorganization or other equivalent claims 24,557,275,808
Allowance for possible loan losses (24,557,275,808) 0
Long-term prepaid expenses 5,357,190
Guarantee money paid 807,075,455
Total investment and other assets 103,626,390,861
Total fixed assets 112,849,000,231
Total assets 11,148,645,031,294

216
 Financial Statements 2. Finance and Investment Account

(Unit: Yen)

Liabilities

Special Feature
Ⅰ Current liabilities
Borrowings from government fund for 323,204,130,000
Fiscal Investment and Loan Program due within one year
Accrued payments 7,470,664,874
Accrued expenses 10,576,300,423
Derivatives 9,201,780,777
Lease liabilities 85,710,045
Deposit received 45,675,496
Allowance for bonuses 206,673,918
Suspense receipt 723,193,893
Total current liabilities 351,514,129,426

Program Goals and

Ⅱ Fixed liabilities
Bonds 200,000,000,000
Borrowings from government fund for 1,896,770,524,000

Overview
Fiscal Investment and Loan Program
Long-term lease liabilities 193,787,810
Allowance for retirement benefits 7,776,522,950
Asset retirement obligation 69,514,322
Total fixed liabilities 2,104,810,349,082
2,456,324,478,508
Total liabilities

Concrete Initiatives
Net assets
Ⅰ Capital
Governmental investment 7,664,455,785,510
Total capital 7,664,455,785,510
Ⅱ Retained earnings
Reserve 942,223,309,638
Unappropriated income for the current year 94,068,154,211
[Total income for the current year] [94,068,154,211]
Total retained earnings 1,036,291,463,849
Ⅲ Valuation and translation adjustments
Net unrealized gains on other securities (44,631,271)
Deferred gains or losses on hedges (8,382,065,302)

Implementation System
Total valuation and translation adjustments (8,426,696,573)
8,692,320,552,786
Total net assets

Total of liabilities and net assets 11,148,645,031,294

Data and Information

217
 Financial Statements 2. Finance and Investment Account

Statement of Income (April 1, 2011–March 31, 2012) (Unit: Yen)

Ordinary expenses
Expenses related to operations of cooperation through finance and investment
Interest on bonds and notes 3,627,165,520
Interest on borrowings 35,646,479,872
Interest on interest swaps 6,126,274,892
Outsourcing expenses 22,564,069,904
Bond issuance expenses 345,537,321
Foreign exchange loss 39,133,983
Personnel expenses 3,350,982,761
Provision for allowance for bonuses 5,736,339
Retirement benefit expenses 543,331,474
Property expenses 11,749,211,304
Depreciation expenses 405,394,155
Taxes 119,661,715
Loss on valuation of investment securities 313,679,590
Loss on valuation of affiliated companies stock 4,184,252,752
Interest expenses 365,796
Provision of allowance for possible loan losses 35,535,314,432
Other ordinary expenses 427,948 124,557,019,758
Total ordinary expenses 124,557,019,758

Ordinary revenues
Revenues from operations of cooperation through finance and investment
Interest on loans 196,680,036,363
Interest on government bonds, etc. 21,607,556
Dividends on investments 19,964,422,800
Commissions 2,123,858,611
Other ordinary revenues 245,481,048 219,035,406,378
Financial revenues
Interest income 13,049,325 13,049,325
Miscellaneous profits 478,935,049
Total ordinary revenues 219,527,390,752
Ordinary profits 94,970,370,994

Extraordinary loss
Loss on retirement of fixed assets 988,760
Loss on sales of fixed assets 902,751,787 903,740,547

Extraordinary profits
Profits on sales of fixed assets 1,523,764 1,523,764

Net income 94,068,154,211

Total income for the current year 94,068,154,211

218
 Financial Statements 2. Finance and Investment Account

Statement of Cash Flows (April 1, 2011–March 31, 2012) (Unit: Yen)

Ⅰ Cash flow from operating activities

   Payments for loans (609,733,698,286)
   Repayment of borrowings from the private sector (31,000,000,000)

Special Feature
   Repayment of borrowings from government fund for Fiscal Investment and Loan Program (318,066,664,000)
   Interest paid (45,835,100,821)
   Payment of personnel costs (3,817,127,843)
   Other operation payments (48,068,525,931)
   Proceeds from collection of loans receivable 629,000,110,465
   Proceeds from borrowings from the private sector 31,000,000,000
   Proceeds from borrowings from government fund for Fiscal Investment and Loan Program 78,200,000,000
   Proceeds from issuance of bonds 59,654,462,679
   Loan interest income 198,162,767,960
   Other operation proceeds 11,289,203,657
     Subtotal (49,214,572,120)
   Interest and dividend income 19,999,116,651
  Cash flow from operating activities (29,215,455,469)

Program Goals and

Ⅱ Cash flow from investing activities

Overview
   Payments for purchase of fixed assets (72,150,589)
   Proceeds from sales of fixed assets 412,185,231
   Payments for purchase of investment securities (11,025,286)
   Proceeds from the collection of investment securities 142,602,015
   Proceeds from the collection of affiliated companies stock 10,538,553,614
   Payments for purchase of negotiable certificates of deposit (658,300,000,000)
   Proceeds from negotiable certificates of deposit refunds 658,300,000,000
  Cash flow from investing activities 11,010,164,985

Ⅲ Cash flow from financing activities

   Repayment of lease liabilities

Concrete Initiatives
(207,709,691)
   Proceeds from government investment 41,900,000,000
  Cash flow from financing activities 41,692,290,309

Ⅳ Net increase in funds 23,486,999,825

Ⅴ Funds at the beginning of year 51,393,164,655

Ⅵ Funds at the end of year 74,880,164,480

Statement of Administrative Service Operation Costs (April 1, 2011–March 31, 2012) (Unit: Yen)

Implementation System
Ⅰ Business expenses
   (1) Expenses on income statement
    Operating expenses 124,557,019,758
    Loss on retirement of fixed assets 988,760
    Loss on sales of fixed assets 902,751,787 125,460,760,305

   (2) (Deduction) Self revenues, etc.

    Operational revenues (219,035,406,378)
    Financial revenues (13,049,325)
    Miscellaneous profits (478,935,049)
    Profits on sales of fixed assets (1,523,764) (219,528,914,516)
   Total business expenses (94,068,154,211)
Data and Information

Ⅱ Estimated increase in retirement benefit not included in allowance 12,331,329

Ⅲ Opportunity cost
   Governmental investments and other opportunity costs 75,288,531,987

Ⅳ Administrative service operation cost (18,767,290,895)

219
 Financial Statements 2. Finance and Investment Account
Significant Accounting Policies
1 Depreciation methods
(1) Tangible fixed assets
Straight-line method is adopted.
The useful lives of major assets are as follows:
Buildings: 2–50 years
Structures: 2–46 years
Machines and equipment: 2–17 years
Vehicles and other transportation devices: 2–6 years
Tools, instruments and fixtures: 2–15 years
(2) Intangible fixed assets
Straight-line method is adopted.
2 Standard for appropriation of allowances and estimation in
relation to bonus payments
The allowance for bonus payments is calculated and provided for based
on estimated amounts of future payments attributable to the services that
have been rendered by executive directors and employees applicable to the
fiscal year under review.
3 Standard for appropriation of allowances and estimation in
relation to retirement benefits
The allowance for retirement benefits is calculated and provided for based
on estimated amounts of future payments attributable to the retirement of
executive directors and employees, and is accrued in line with the projected
benefit obligations and estimated pension plan assets applicable to the fiscal
year under review. The profit and loss appropriation method for actuarial
differences is presented as follows.
Actuarial differences are recognized as a lump-sum gain or loss in the
fiscal year in which they occur.
The estimated increase in retirement benefits not included in allowance,
as shown in the Administrative Service Operation Cost Statement, is reported
as current-year allowance for retirement benefits which has been calculated
according to Accounting Standard No. 38.
4 Basis and standard for appropriation of allowances, etc.
Allowance for possible loan losses
The allowance for claims on debtors who are legally bankrupt (“Bankrupt
borrowers”) or substantially bankrupt (“Substantially bankrupt borrowers”)
is provided based on the outstanding balance and the deductions of the
amount expected to be collected through the disposal of collateral and
execution of guarantees. The allowance for claims on debtors who are not
legally bankrupt but are likely to become bankrupt (“Potentially bankrupt
borrowers”) is provided based on an assessment of the overall solvency or
the debtors after deducting the amount expected to be collected through
the disposal of collateral and the execution of guarantees. The allowance
for claims on debtors other than Bankrupt borrowers, Substantially bankrupt
borrowers and Potentially bankrupt borrowers is provided primarily based
on the default rate, which is calculated based on the actual defaults during
a certain period in the past.
All claims are assessed initially by the operational departments and
secondly by risk evaluation departments based on internal rules for
self-assessment of asset quality. The internal audit department, which
is independent from the operational departments, reviews these self-
assessments, and the allowance is provided based on the results of the
assessments.
5 Standards and methods for the evaluation of securities
(1) Affiliated companies
Cost method as determined by the moving average method.
However, when the equity equivalent has fallen below the cost at
acquisition, the equity equivalent price is used.
220
(2) Other investment securities (non-marketable)
Cost method as determined by the moving average method.
6 Standards and methods for the valuation of
derivative transactions
Market value method.
7 Translation standard of foreign currency assets and
liabilities into yen
Foreign currency money claims and liabilities are translated into yen using
the spot exchange rate as of the fiscal year-end, with exchange differences
recognized as profit or loss.
8 Standards for computing opportunity costs in the
Administrative Service Operation Cost Statement
The interest rate used to compute opportunity costs concerning central
and local governments’ investments, etc.:
0.985% with reference to yields applicable to 10-year fixed-rate JGBs as
of March 31, 2012.
9 Accounting for lease transactions
The same accounting method as ordinary transactions is applied to the
finance lease transactions with a total lease fee of ¥3 million or more.
The same accounting method as ordinary rental transactions is applied to
the finance lease transactions with a total lease fee of less than ¥3 million.
10 Method of hedge accounting
Deferral hedge accounting is used for the method of hedge accounting.
Hedge effectiveness is assessed first by identifying hedged loans and hedging
instruments which offset market fluctuations. Then it is examined to see if
there are any discrepancies of maturity and notional principal between the
two.
11 Accounting for consumption taxes
Consumption taxes are included in the amounts on the financial
statements.
12 Change in principal accounting policies
The “Accounting Standards for Incorporated Administrative Agency
and Guidance Notes for the Accounting Standards for Incorporated
Administrative Agency” (February 16, 2000 [Amended June 28, 2011]) and
“Q&A concerning the Accounting Standards for Incorporated Administrative
Agency and Guidance Notes for the Accounting Standards for Incorporated
Administrative Agency” (August 2000 [Final Amendment, March 2012]) have
been adopted starting in the current operating year. There is no effect on
financial statements.

Notes
Notes to the balance sheet
1 Joint obligations
JICA is a joint debtor in connection with existing bonds issued by Japan
Bank for International Cooperation which were succeeded by the Japan
Finance Corporation (Japan Bank for International Cooperation which was
separated from Japan Finance Corporation on April 1, 2012).
FILP (Fiscal Investment and Loan Program) Agency Bonds
¥800,000,000,000
Government Guaranteed Foreign Debt 4,150,000,000 USD
1,250,000,000 Euro
2 Outstanding balance of undisbursed loans
A large portion of JICA loans cover a long term. Ordinarily, when receiving
a request of disbursement of loan from a customer, which corresponds
to the intended use of funds as stipulated by the loan agreement, upon
confirming the fulfillment of conditions prescribed under the loan contract,
JICA promises to loan a certain amount of funds within a certain range of the
amount required by the customers, with the outstanding balance up to the
limit of the agreed amount. The outstanding balance of undisbursed loans
related to these contracts was ¥4,134,223,714,465.
Notes to the statement of income
Loss on sales of fixed assets
A loss on the sale of the Azabu Training Center, ¥902,420,930, is the main
component of this loss.
Notes to the cash flow statement
The funds shown in the cash flow statements are ordinary accounts and
checking accounts.
(1) Breakdown of balance sheet items and ending balance of funds
(as of March 31, 2012)
Cash and deposits ¥74,880,164,480
Ending balance of funds ¥74,880,164,480
(2) Description of significant non-financial transactions
A. Assets granted under finance lease
Tools, instruments and fixtures ¥297,348,424
Notes to the administrative service operation cost statement
Loan employees from governments who are counted for opportunity costs
Of the estimated increase in retirement bonus not included in the
allowance, ¥12,331,329 was recognized as the current-year increase of
allowance for retirement and severance for 35 loan employees according
to JICA’s internal regulations.
Matters concerning the state of financial instruments
1 Policy regarding financial instruments
The Finance and Investment Account undertakes financial cooperation
operations by providing debt and equity financing. To undertake these
operations, it raises funds by borrowing from the Japanese government
under the Fiscal Investment and Loan Program, borrowing from financial
institutions, issuing FILP agency bonds, and receiving capital investment
from the Japanese government. From the perspective of asset liability
management (ALM), derivative transactions are conducted for the purpose
of mitigating adverse impact caused by interest rate fluctuations.
2 Details of financial instruments and related risks
The financial assets held in the Finance and Investment Account are
loans mainly to developing regions, and are exposed to credit risk attributed
to defaults by its borrowers and interest rate risk. Marketable securities,
investment securities and affiliated companies’ stocks are held for policy-
oriented purposes, and are exposed to credit risk of issuers, interest rate
risk and market price volatility risk.
Financial Statements 2. Finance and Investment Account
Borrowings and FILP agency bonds are exposed to liquidity risk in the way
that their payments/repayments cannot be duly serviced in such a situation
where the Account is unable to have access to markets for certain reasons.
Special Feature
3 Risk management system for financial instruments
(1) Credit risk management
The Finance and Investment Account has established and operates a
system for credit management. This system encompasses credit appraisal,
credit limit setting, credit information monitoring, internal rating, and
guarantee and collateral setting, problem loan management, etc., in
accordance with integrated risk management regulations and various credit-
risk monitoring regulations. This credit management is carried out by the
respective department responsible for each region in addition to the Credit
Risk Analysis and Environmental Review Department and General Affairs
Department. Additionally, the Risk Management Committee and Board of
Program Goals and
Directors are convened on a regular basis for the purpose of deliberating
or reporting. Moreover, the Office of Audit checks on the state of credit
Overview
management.
Credit risk of issuers of investment securities and affiliated companies’
stocks are monitored by the Office for Private Sector Partnership which
regularly confirms their credit information and fair values.
Counterparty risk in derivative transactions is monitored by regularly
confirming the exposure and credit standing of counterparties and by
securing collateral as necessary.
(2) Market risk management
(i) Interest rate risk management
Interest rates are determined in accordance with those methods prescribed
Concrete Initiatives
by laws or business and service documents. Interest swap transactions are
conducted to hedge against the risk of interest rate fluctuations in light of
their possible adverse impact.
(ii) Price volatility risk management
Stocks are held for policy-oriented purposes and changes in the values of
these stocks associated with the market environment or financial condition
of portfolio companies, exchange rate movements and other factors are
monitored. This information is reported on a regular basis to the Board of
Directors by the General Affairs Department.
(3) Liquidity risk management related to fundraising
The Finance and Investment Account prepares a funding plan and
Implementation System
executes fundraising based on the government-affiliated agencies’ budgets
as resolved by the National Diet.
(4) Derivative transactions management
Pursuant to regulations concerning swaps, interest swap transactions are
implemented and managed by separating the sections related to transactions
enforcement, assessment of hedge effectiveness, and logistics management,
respectively, based on a mechanism with an established internal check-and-
balance system.
Data and Information
221
 Financial Statements 2. Finance and Investment Account

Matters concerning fair value of financial instruments (2) Breakdown of retirement benefit expenses (Unit: Yen)
The following table summarizes the amount stated in the balance sheet FY2011
1) Working cost 499,314,672
and the fair value of financial instruments as of March 31, 2012 together
2) Interest cost 140,761,726
with their differences. (Unit: Yen) 3) Expected return on investments 0
Balance sheet amount Fair value Differential
4) Amortization of past working liabilities 0
(1) Loans 11,032,404,261,842
5) Amortization of actuarial differences (17,626,855)
Allowance for possible loan
losses -131,589,282,758 6) Others (premiums collected for employees’ pension fund) (79,118,069)
10,900,814,979,084 10,827,367,137,524 -73,447,841,560
(2) Claims in bankruptcy, (3) Computation basis for retirement benefit obligation, etc.
rehabilitation, reorganization or FY2011
other equivalent claims 24,557,275,808
1) Discount rate: Retirement pension 2.0%
Allowance for possible loan
losses -24,557,275,808 2) Periodic allocation method for expected retirement benefits Periodic fixed-amount
benefits method
0 0 0
3) Processing period for actuarial differences 1 year
(3) Borrowings from government
fund for Fiscal Investment 4) Others (Processing period of differences upon change of
accounting standards; actual return rate, etc.) 1 year
and Loan Program (including
borrowings due within one year) (2,219,974,654,000) (2,302,767,206,370) (82,792,552,370)
(4) Derivative transactions (9,201,780,777) (9,201,780,777) 0
Note: Those recorded under liabilities are shown in parentheses. Matters concerning asset retirement obligation
JICA has a building lease agreement for its head office building, and has
Note 1: Method for calculating fair values of financial instruments an obligation to restore the building to its original state at the termination
1) Loans of the lease. Therefore, this asset retirement obligation has been recorded.
Fair values of loans with floating interest rates are calculated at their book The estimate for the asset retirement obligation has used the five-year lease
values, as policy interest rates (bank rates) are immediately reflected in their period for the projected period of use and a discount rate of 0.529%.
floating interest rates and therefore fair value approximates book value. On At the end of the previous operating year, in line with the application of
the other hand, fair values of loans with fixed interest rates are calculated accounting standards, the amount recorded for asset retirement obligations
by discounting the total amount of the principal and interest using a rate was ¥69,148,526. The asset retirement obligation balance at the end of the
that combines a risk-free rate with respective borrowers’ credit risk. current operating year was ¥69,514,322 – the sum of the above ¥69,148,526
2) Claims in bankruptcy, rehabilitation, reorganization or other equivalent and the ¥365,796 adjustment amount of the asset retirement obligations
claims due to passage of time.
Regarding claims in bankruptcy, rehabilitation, reorganization or other
equivalent claims, the estimated uncollectible amount is calculated based Profit and loss under the equity method
on the expected recoverable amount through collateral and guarantees. JICA does not maintain any specific affiliated companies, and so does not
Therefore, fair value approximates an amount listed on the balance sheet prepare consolidated financial statements. However, profit and loss under
at the settlement date, less the current estimated uncollectible amount and the equity method as it relates to affiliated companies is as follows:
hence is calculated accordingly. (1) Investment amount in affiliated companies ¥98,772,173,856
3) Borrowings from the government under the Fiscal Investment and Loan (2) Investment amount when applying the equity method
Program (including borrowings due within one year) ¥109,963,861,803
Fair value of borrowings from the government under the Fiscal Investment (3) Capital gains amount from investments when applying the equity
and Loan Program (including borrowings due within one year) is calculated method ¥25,103,912,560
by discounting the total amount of principal and interest using interest rates
expected to be applied to new borrowing for the same total amount. Significant debt burden
4) Derivative transactions N/A
Derivative transactions are interest-related transactions (interest swaps),
and fair value approximates the present discounted value. Significant subsequent events
N/A
Note 2: The following are financial instruments for which the calculation
of fair values is deemed extremely difficult. They are not included in the
financial instruments’ fair value information.
(Unit: Yen)
Balance sheet amount
Investment securities 5,502,411,788
Affiliated companies stock 97,311,546,428

These financial instruments have no market prices, and the calculation

of their fair values is deemed extremely difficult.

Notes to retirement benefits

(1) Breakdown of retirement benefit liabilities (Unit: Yen)
FY2011
1) Retirement benefit liabilities (10,495,539,357)
2) Plan assets 2,719,016,407
3) Non-accumulated retirement benefit costs 1) + 2) (7,776,522,950)
4) Difference at the change of accounting standards 0
5) Unrecognized actuarial differences 0
6) Unrecognized past service liabilities (decrease in liabilities) 0
7) Net reported amount on balance sheet 3) + 4) + 5) +6) (7,776,522,950)
8) Prepaid pension expenses 0
9) Allowance for retirement benefits 7) - 8) (7,776,522,950)

222
 Financial Statements 2. Finance and Investment Account

Details of Loans (Unit: Millions of yen)

Balance as of Current Term Decrease

Current Term Balance as of the
Classification the Beginning of Remarks
Increase Collection Write-off End of the Period
the Period
Loans 11,051,139 610,265 629,000 0 11,032,404

Special Feature
Claims in bankruptcy, rehabilitation, 25,089 0 531 0 24,557
reorganization or other equivalent claims
Total 11,076,228 610,265 629,532 0 11,056,962
* Current term increase and collection in current term decrease in FY2011 includes reclassifications between “Loans” and “Claims in bankruptcy, rehabilitation, reorganization or other equivalent claims.”

Details of Borrowings (Unit: Millions of yen)

Balance as of Balance as of
Current Term Average Rate
Classification the Beginning of Current Term Decrease the End of Repayment Remarks
Increase (%)
the Period the Period
Borrowings from government fund for Fiscal 2,459,841 78,200 318,067 2,219,975 1.529 Dec.2012-
Investment and Loan Program (323,204) Jan.2037
* Figure in parenthesis indicates the amount of borrowings repayable within one year.

Program Goals and

Overview
Details of Bonds (Unit: Millions of yen)

Balance as of Balance as of
Current Term
Name of Bonds the Beginning of Current Term Decrease the End of Rate (%) Redemption Remarks
Increase
the Period the Period
JICA Bonds 140,000 60,000 0 200,000 0.380- Dec.2015-
（0） 2.470 Sep.2041
* Figure in parenthesis indicates the amount of bonds redeemable within one year.

Concrete Initiatives
The financial statements have been audited by an accounting auditor
as prescribed in Article 39 of the Act on General Rules for Incorporated
Administrative Agencies.

Implementation System
Data and Information

223
 Financial Conditions
1 Two-Year Financial Statements
1-1 General Account
Balance Sheet (Unit: Millions of yen)

As of As of As of As of
March 31, 2011 March 31, 2012 March 31, 2011 March 31, 2012
Assets Liabilities
Ⅰ Current assets Ⅰ Current liabilities
Cash and bank deposits 121,420 57,339 Management grant liabilities 30,906 —
Marketable securities — 76,000 Funds for grant aid projects 66,918 90,199
Inventories Donations received 392 419
Stored goods 448 411 Accrued payments 18,502 21,831
Advance payments 7,712 16,676 Accrued expenses 214 291
Prepaid expenses 188 190 Lease liabilities 95 95
Accrued income 28 18 Deposit received 250 373
Accrued revenues 1,838 1,682 Deferred revenue 0 0
Short-term loans of development investment and financing 509 437 Total current liabilities 117,277 113,208
Allowance for possible loan losses (10) (2)
Short-term loans of migration investment and financing 210 267 Ⅱ Fixed liabilities
Allowance for possible loan losses (2) (2) Property liabilities
Consignment goods 11 3 Property management grants 2,036 2,059
Suspense payments 32 31 Property grants, etc 70 118
Advances paid 5 5 Long-term lease liabilities 119 38
Total current assets 132,389 153,056 Long-term deposits received — 114
Asset retirement obligation 271 273
Ⅱ Fixed assets Total fixed liabilities 2,496 2,601
1 Tangible fixed assets
Buildings 45,669 45,937 Total liabilities 119,773 115,809
Accumulated depreciation (12,726) (13,996)
Accumulated impairment loss (128) (2,823) Net assets
Structures 1,576 1,583 Ⅰ Capital
Accumulated depreciation (818) (885) Governmental investment 83,333 79,986
Accumulated impairment loss — (18) Total capital 83,333 79,986
Machines and equipment 200 195
Accumulated depreciation (131) (124) Ⅱ Capital surplus
Vehicles and other transportation devices 1,861 1,948 Capital surplus (2,610) (770)
Accumulated depreciation (1,055) (1,114) Accumulated depreciation not included in expenses (14,334) (15,496)
Tools, instruments, and fixtures 2,091 2,051 Accumulated impairment loss not included in expenses (173) (3,377)
Accumulated depreciation (1,132) (1,188) Accumulated interest expense not included in expenses (2) (4)
Land 18,391 17,967 Total capital surplus (17,119) (19,646)
Accumulated impairment loss (36) (542)
Construction in process 24 17 Ⅲ Retained earnings
Total fixed assets 53,788 49,009 Carryover reserve in the midterm period 2,092 1,946
2 Intangible fixed assets Reserve 1,696 2,825
Trademarks 2 2 Unappropriated income for the current year 1,129 24,750
Telephone subscription rights 4 4 [Total income for the current year] 1,129 24,750
Total intangible fixed assets 7 6 Total retained earnings 4,917 29,521
3 Investment and other assets
Long-term deposit 323 — Total net assets 71,131 89,861
Long-term loans of development investment and financing 2,379 1,842
Allowance for possible loan losses (152) (137)
Long-term loans of migration investment and financing 1,762 1,354
Allowance for possible loan losses (1,088) (981)
Long-term installment principal on sales of settlement 31 25
Allowance for possible loan losses (31) (25)
Long-term prepaid expenses 1 22
Guarantee money paid 1,495 1,499
Total investment and other assets 4,720 3,599
Total fixed assets 58,515 52,615

Total assets 190,904 205,670 Total of liabilities and net assets 190,904 205,670

224
 Financial Conditions 1. Two-Year Financial Statements

Statement of Income (Unit: Millions of yen) Statement of Cash Flows (Unit: Millions of yen)

April 1, 2010– April 1, 2011– April 1, 2010– April 1, 2011–

March 31, 2011 March 31, 2012 March 31, 2011 March 31, 2012

Ordinary expenses Ⅰ Cash flow from operating activities

Operating expenses   Payment of operating expenses (133,722) (140,438)

Special Feature
Expenses for program formulation 6,700 —   Payments for grant aid projects (89,377) (83,496)
Expenses for technical cooperation projects 70,636 76,595   Payment of contracted program expenses (1,975) (1,536)
Expenses for grant aid projects 149 118   Payment of personnel costs (14,628) (15,228)
Expenses for public participation based cooperation 19,619 16,847   Other operation payments (1,400) (948)
Expenses for emigration program 342 301
  Proceeds from management grants 151,726 143,301
Expenses for disaster relief activities 917 1,072
  Proceeds from grant aid programs 99,680 106,702
Expenses for aid personnel recruitment and training 708 520
  Proceeds from contracted programs 2,011 1,024
Expenses for assistance promotion — 11,844
  Loan interest income 138 109
Expenses for follow-up cooperation 1,199 —
  Proceeds from settlement affairs
Expenses for project/program evaluation 326 —
    Interest revenues 6 3
Research-related expenses 501 —

Program Goals and

    Installment principal 7 6
Expenses for operation support 7,427 6,423
  Donation revenues 41 27

Overview
Expenses for accounting support 27,735 28,695
  Other operation proceeds 2,632 3,040
Expenses for grant aid programs 90,587 83,433
Subtotal 15,139 12,565
Contracted program expenses 1,881 868
Expenses for donation projects 12 8   Interest received 93 54

Depreciation expenses 448 453   Interest paid (0) (0)

General administrative expenses 8,788 8,837  Cash flow from operating activities 15,232 12,619
Financial expenses Ⅱ Cash flow from investing activities
Interest expense 0 0   Payments for purchase of fixed assets (598) (1,320)
Foreign exchange loss 658 468   Proceeds from sales of fixed assets 1,242 1,016
Miscellaneous loss 19 22   Proceeds from loans receivable 1,136 940

Concrete Initiatives
Total ordinary expenses 238,652 236,503   Putting money for time deposits (511,000) (450,000)
Ordinary revenues   Proceeds from time deposit refund 448,500 548,500
Revenues from management grants 144,254 173,619   Payments for purchase of negotiable certificates of deposit — (328,000)
Revenues from grant aid programs 90,587 83,433   Proceeds from negotiable certificates of deposit refunds — 252,000
Revenues from contracted programs  Cash flow from investing activities (60,719) 23,136
Revenues from contracted programs from Japanese 1,881 861
government and the local government agencies Ⅲ Cash flow from financing activities

Revenues from contracted programs from the other parties 1 9   Repayment of lease liabilities (110) (99)

Revenues from development investment and financing 73 57   Payment to national treasury of unnecessary property — (1,166)
Revenues from settlement affairs 4 3  Cash flow from financing activities (110) (1,265)
Revenues from migration investment and financing 54 47 Ⅳ Effect of exchange rate fluctuation on fund (426) (393)

Implementation System
Donation revenues 12 8 Ⅴ Net decrease in funds (46,024) —
Transfer from allowance for possible loan losses 79 129 Ⅵ Net increase in funds — 34,096
Transfer from liabilities for property management grants 485 549 Ⅶ Funds at the beginning of year 63,944 17,920
Transfer from liabilities for property grants 22 37
Ⅷ Funds at the end of year 17,920 52,016
Financial revenues
Interest income 83 50
Miscellaneous profits 2,272 2,327
Total ordinary revenues 239,805 261,129
Ordinary profits 1,153 24,626
Extraordinary loss
Loss on retirement of fixed assets 22 16
Data and Information

Loss on sales of fixed assets 15 2

Payment to national treasury — 2
Impairment loss — 15
Extraordinary profits
Profits on sales of fixed assets 2 13
Net income 1,117 24,604
Reversal of surplus deposits from the previous 12 146
mid-term period
Total income for the current year 1,129 24,750

225
 Financial Conditions

1-2 Finance and Investment Account

Balance Sheet (Unit: Millions of yen)

As of As of As of As of
March 31, 2011 March 31, 2012 March 31, 2011 March 31, 2012
Assets Liabilities
Ⅰ Current assets Ⅰ Current liabilities
Cash and bank deposits 51,393 74,880 Borrowings from government fund for Fiscal
Loans 11,051,139 11,032,404 Investment and Loan Program due within one year 318,067 323,204
Allowance for possible loan losses (96,054) (131,589) Accrued payments 4,845 7,471
Advance payments 4,568 4,701 Accrued expenses 11,420 10,576
Prepaid expenses 74 74 Derivatives — 9,202
Accrued income Lease liabilities 161 86
Accrued interest on loans receivable 47,652 46,170 Deposit received 441 46
Accrued commitment charges 673 816 Allowance for bonuses 201 207
Accrued interest receivable 2 2 Suspense receipt 16 723
Accrued revenues 432 410 Total current liabilities 335,151 351,514
Consignment goods 3 1
Suspense payments 4 3 Ⅱ Fixed liabilities
Advances paid 0 0 Bonds 140,000 200,000
Emission reduction assets 174 303 Borrowings from government fund for 2,141,775 1,896,771
Fiscal Investment and Loan Program
Derivatives 4,022 —
Long-term lease liabilities 29 194
Guarantee money paid — 7,621
Allowance for retirement benefits 7,707 7,777
Total current assets 11,064,082 11,035,796
Asset retirement obligation 69 70
Total fixed liabilities 2,289,580 2,104,810
Ⅱ Fixed assets
Total liabilities 2,624,731 2,456,324
1 Tangible fixed assets
Buildings 3,298 3,150
Net assets
Accumulated depreciation (391) (496)
Accumulated impairment loss (675) (675) Ⅰ Capital
Governmental investment 7,622,556 7,664,456
Structures 59 50
Total capital 7,622,556 7,664,456
Accumulated depreciation (11) (12)
Accumulated impairment loss (12) (12)
Machines and equipment 194 194 Ⅱ Retained earnings
Reserve 779,252 942,223
Accumulated depreciation (41) (48)
Unappropriated income for the current year 162,972 94,068
Accumulated impairment loss (102) (102)
[Total income for the current year] 162,972 94,068
Vehicles and other transportation devices 249 294
Total retained earnings 942,223 1,036,291
Accumulated depreciation (84) (126)
Tools, instruments, and fixtures 726 547
Accumulated depreciation (417) (157) Ⅲ Valuation and translation adjustments
Net unrealized gains on other securities (132) (45)
Land 13,873 12,703
Deferred gains or losses on hedges 4,420 (8,382)
Accumulated impairment loss (6,091) (6,091)
Total valuation and translation adjustments 4,289 (8,427)
Construction in process 0 3
Total fixed assets 10,575 9,222
Total net assets 8,569,068 8,692,321
2 Intangible fixed assets
Trademarks 0 0
Total intangible fixed assets 0 0
3 Investment and other assets
Investment securities 5,990 5,502
Affiliated companies stock 112,034 97,312
Claims in bankruptcy, rehabilitation,
reorganization or other equivalent claims 25,089 24,557
Allowance for possible loan losses (24,803) (24,557)
Long-term prepaid expenses — 5
Guarantee money paid 832 807
Total investment and other assets 119,142 103,626
Total fixed assets 129,717 112,849

Total assets 11,193,799 11,148,645 Total of liabilities and net assets 11,193,799 11,148,645

226
 Financial Conditions 1. Two-Year Financial Statements

Statement of Income (Unit: Millions of yen) Statement of Cash Flows (Unit: Millions of yen)

April 1, 2010– April 1, 2011– April 1, 2010– April 1, 2011–

March 31, 2011 March 31, 2012 March 31, 2011 March 31, 2012

Ordinary expenses Ⅰ Cash flow from operating activities

Expenses related to operations of cooperation through   Payments for loans (677,748) (609,734)

Special Feature
finance and investment
  Repayment of borrowings from (40,800) (31,000)
Interest on bonds and notes 2,523 3,627   the private sector
Interest on borrowings 42,819 35,646   Repayment of borrowings from government
Interest on interest swaps 2,029 6,126   fund for Fiscal Investment and Loan Program (462,529) (318,067)

Outsourcing expenses 15,876 22,564   Interest paid (47,535) (45,835)

Bond issuance expenses 297 346   Payment of personnel costs (3,728) (3,817)

Foreign exchange loss 30 39   Other operation payments (30,575) (48,069)

Personnel expenses 3,325 3,351   Proceeds from collection of loans receivable 680,389 629,000

Provision for allowance for bonuses 1 6   Proceeds from borrowings from 40,800 31,000
  the private sector
Retirement benefit expenses 737 543
  Proceeds from borrowings from government 192,200 78,200

Program Goals and

Property expenses 13,218 11,749   fund for Fiscal Investment and Loan Program
Depreciation expenses 402 405   Proceeds from issuance of bonds 59,703 59,654

Overview
Taxes 110 120   Loan interest income 209,987 198,163
Loss on valuation of investment securities 30 314   Other operation proceeds 4,452 11,289
Loss on valuation of affiliated companies stock 487 4,184 Subtotal (75,384) (49,215)
Interest expenses 0 0   Interest and dividend income 7,630 19,999
Provision of allowance for possible loan losses — 35,535  Cash flow from operating activities (67,754) (29,215)
Other ordinary expenses 250 0 Ⅱ Cash flow from investing activities
Total ordinary expenses 82,135 124,557   Payments for purchase of fixed assets (119) (72)
Ordinary revenues   Proceeds from sales of fixed assets 213 412
Revenues from operations of cooperation through   Payments for purchase of investment securities — (11)

Concrete Initiatives
finance and investment
  Proceeds from the collection of 127 143
Interest on loans 206,370 196,680   investment securities
Interest on government bonds, etc. 16 22   Proceeds from the collection of — 10,539
Dividends on investments 7,604 19,964   affiliated companies stock

Commissions 1,821 2,124   Payments for purchase of (368,300) (658,300)

  negotiable certificates of deposit
Transfer from allowance for possible loan losses 35,361 —
  Proceeds from negotiable certificates of 368,300 658,300
Other ordinary revenues — 245   deposit refunds
Financial revenues  Cash flow from investing activities 222 11,010
Interest income 10 13 Ⅲ Cash flow from financing activities
Miscellaneous profits 496 479   Repayment of lease liabilities (166) (208)
Recoveries of written-off claims 372 —   Proceeds from government investment 104,400 41,900

Implementation System
Total ordinary revenues 252,049 219,527  Cash flow from financing activities 104,234 41,692
Ordinary profits 169,915 94,970 Ⅳ Net increase in funds 36,702 23,487
Extraordinary loss Ⅴ Funds at the beginning of year 14,691 51,393
Loss on retirement of fixed assets 2 1
Ⅵ Funds at the end of year 51,393 74,880
Loss on sales of fixed assets 2 903
Impairment loss 6,930 —
Impact of application of accounting standards for asset
retirement obligations 9 —
Total extraordinary loss 6,943 904
Extraordinary profits
Profits on sales of fixed assets 0 2
Data and Information

Total extraordinary profits 0 2

Net income 162,972 94,068
Total income for the current year 162,972 94,068

227
 Financial Conditions

2 Disclosure of Financial Conditions of Finance and Investment Account

Average Balance of Interest-Earning Assets and Interest-Bearing Liabilities, Interest and Earning Yields (Units: Millions of yen, %)

FY2010 FY2011
Average Balance Interest* Yield Average Balance Interest* Yield
Interest-earning assets 11,213,983 215,304 1.92 11,185,503 214,305 1.92
Loans 11,041,044 208,191 1.89 10,998,877 198,804 1.81
Investments 119,487 7,087 5.93 108,199 15,466 14.29
Deposits + Securities 53,452 26 0.05 78,427 35 0.04
Interest-bearing liabilities 2,708,565 45,342 1.67 2,478,806 39,274 1.58
Borrowings 2,596,126 42,819 1.65 2,307,057 35,646 1.55
Bonds 112,438 2,523 2.24 171,749 3,627 2.11
* Investments include investment securities and affiliated companies stock. Dividends received, profit and loss associated with the valuation of investment securities, and profit and loss associated with the
valuation of affiliated companies stock are recorded as interest items.

Balance of Deposits and Securities–Application of Surplus Funds (Unit: Millions of yen)

End of FY2010 End of FY2011

Deposits + Securities 51,393 74,880

Yield/Interest rate (Unit: %)

FY2010 FY2011 Note:

Total average interest rate spread
Yields on interest-earning assets
Costs of interest-bearing liabilities
Yields on Interest-Earning Assets = Interest / Average Balance of Interest-Earning Assets
(1.08) (1.49) Costs of Interest-Bearing Liabilities = (Interest Expenses + Bonds and Notes Expenses + Other
Expenses) / Average Balance of Interest-Bearing Liabilities
1.92 1.92 cf.
Interest-Earning Assets = Interest on Loans + Interest on Government Bonds, etc. + Dividends on
3.00 3.41 Investments + Interest Income + Commissions + Profit and Loss Associated with the Valuation of
Investment Securities / Affiliated Companies Stock
Average Balance of Interest-Earning Assets = Loans + Investments + Bank Deposits (excluding
Checking Accounts)
Interest Expenses = Interest on Borrowings + Interest on Bonds and Notes
Bonds and Notes Expenses = Bonds and Notes Issuance Costs
Other Expenses = Outsourcing Expenses + Personnel Expenses (including Provisions to Allowance
for Retirement Benefits/Bonuses) + Property Expenses + Depreciation Costs + Tax
Average Balance of Interest-Bearing Liabilities = Borrowings + Bonds and Notes

Breakdown of Allowance for Possible Loan Losses (Unit: Millions of yen)

End of FY2010 End of FY2011 Note: The allowance for claims on debtors who are legally bankrupt (“Bankrupt borrowers”)
or substantially bankrupt (“Substantially bankrupt borrowers”) is provided based on the
Loans 96,054 131,589 outstanding balance and the deductions of the amount expected to be collected through the
disposal of collateral and execution of guarantees. The allowance for claims on debtors who
Claims in bankruptcy, are not legally bankrupt but are likely to become bankrupt (“Potentially bankrupt borrowers”)
rehabilitation, reorganization or 24,803 24,557 is provided based on an assessment of the overall solvency or the debtors after deducting
other equivalent claims the amount expected to be collected through the disposal of collateral and the execution of
guarantees. The allowance for claims on debtors other than Bankrupt borrowers, Substantially
Total 120,857 156,147 bankrupt borrowers and Potentially bankrupt borrowers is provided primarily based on the
default rate, which is calculated based on the actual defaults during a certain period in the
past.
All claims are assessed initially by the operational departments and secondly by risk evaluation
departments based on internal rules for self-assessment of asset quality. The internal audit
department, which is independent from the operational departments, reviews these self-
assessments, and the allowance is provided based on the results of the assessments.

Principal Assets in Foreign Currency (Units: Thousands of US$, Thousands of INR)

End of FY2010 End of FY2011

Affiliated companies stock (US $) 12 −
Investment securities (US $) 5,814 1,787
Investment securities (INR) 47,044 33,603

228
 Financial Conditions 2. Disclosure of Financial Conditions of Finance and Investment Account

Maturity Structure of Loans as of March 31, 2012 (Unit: Billions of yen)

Maturity Collection from Loans Note: The figures exclude principal in arrears for over three months as of the end of March 2012
from the total projected collection from “Loans” and “Claims in bankruptcy, rehabilitation,
1 year or less 622.8 reorganization or other equivalent claims.”

over 1 year, up to 2 years 644.9

Special Feature
over 2 years, up to 3 years 666.2
over 3 years, up to 4 years 672.4
over 4 years, up to 5 years 666.8
over 5 years, up to 10 years 3,153.1
over 10 years, up to 15 years 2,106.4
over 15 years, up to 20 years 1,137.9
over 20 years, up to 25 years 773.8
over 25 years, up to 30 years 444.7
over 30 years, up to 35 years 131.4
over 35 years, up to 40 years 19.8

Program Goals and

over 40 years 0.0
Total 11,040.4

Overview
Maturity Structure of Long-Term Borrowings as of March 31, 2012 (Unit: Billions of yen)

Maturity Repayment of Borrowings

1 year or less 323.2
over 1 year, up to 2 years 317.1
over 2 years, up to 3 years 275.9
over 3 years, up to 4 years 244.4
over 4 years, up to 5 years 215.1

Concrete Initiatives
over 5 years, up to 10 years 606.9
over 10 years, up to 15 years 138.9
over 15 years, up to 20 years 59.2
over 20 years, up to 25 years 39.3
over 25 years 0.0
Total 2,220.0

Maturity Structure of Bonds as of March 31, 2012 (Unit: Billions of yen)

Maturity Redemption

Implementation System
1 year or less 0.0
over 1 year,up to 2 years 0.0
over 2 years,up to 3 years 0.0
over 3 years,up to 4 years 10.0
over 4 years,up to 5 years 0.0
over 5 years,up to 10 years 10.0
over 10 years,up to 15 years 15.0
over 15 years,up to 20 years 160.0
over 20 years,up to 25 years 0.0
over 25 years,up to 30 years 5.0
over 30 years 0.0
Data and Information

Total 200.0

229
 Financial Conditions
Information on the Quality of Assets of Japan International Cooperation Agency (JICA) Finance and Investment Account
Although the Banking Act and Act on Emergency Measures for the
Revitalization of the Financial Functions of 1998 (the “Financial Revitalization
Act”) do not apply to JICA, JICA has made self-assessments of the quality of
its assets since the fiscal year ended March 31, 2001, in accordance with the
standards set forth in the Inspection Manual for Deposit-Taking Institutions
of the Financial Services Agency of Japan. This was aimed at increasing
disclosure on its asset quality and improving the internal management of
credit risks.
One characteristic of JICA’s operation is that a considerable portion
of its loans is official credit for the governments of developing countries.
Thus, when an indebted country is temporarily unable to service debt due
to economic difficulties, debt rescheduling will sometimes take place,
based on an international agreement among the creditor countries in the
Paris Club, in order to ensure sustainable debt service. A debtor country
receiving such temporary support for overcoming the liquidity problem will
implement economic restructuring programs agreed upon with the IMF to
acquire sustainable debt service capacity.
The loans rescheduled under the agreement in the Paris Club have a
high probability of repayment, because, unlike loans provided by private
financial institutions, their nature as official credit provides an asset-securing
mechanism under the above international framework. Nonetheless, to
facilitate comparison with private financial institutions, JICA, in principle,
discloses the loans rescheduled in the Paris Club and whose debtor countries
are categorized as “needs attention” in its self-assessments of asset
quality, as loan assets require to be disclosed classifying them either as
“Restructured Loans” (under the Banking Act) or “Special Attention Assets”
(under the Financial Revitalization Act).
1 Risk Monitored Loans
The following table shows the classification of Risk Monitored Loans
based on the self-assessments of asset quality in accordance with the
disclosure standard of Risk Monitored Loans applied to commercial financial
institutions (under the Banking Act). Each category of Risk Monitored Loans
is defined as follows:
(1) Loans to Debtor in Legal Bankruptcy
Among loans that are placed in non-accrual status (except the portion
deduced as allowance for loan losses), when collection of either principal or
interest becomes doubtful for the reason that principal or interest is past due
for a considerable period of time or for other reasons, those loans which there
is filing of reorganization procedures under the Corporate Reorganization Act
or bankruptcy procedures under the Bankruptcy Act or special liquidation
procedures under the Companies Act or other relevant laws, or there is
suspension of transactions in promissory notes issued by the borrowers in
the clearing house. (Note 1)
(2) Past Due Loans
Loans that are placed in non-accrual status except those classified as
“Loans to Debtor in Legal Bankruptcy” or those whose interest payments
are deferred in order to expedite the borrowers’ business restructuring or
support their business operations
(3) Loans in Arrears by 3 Months or More
Loans whose principal or interest is past due three months or more
from the date following the contractually scheduled payment date and not
classified as “Loans to Debtor in Legal Bankruptcy” or “Past Due Loans”
(4) Restructured Loans
Loans whose terms and conditions are modified in favor of the borrowers
in order to expedite the borrowers’ business restructuring or support their
business operations by, among others, reducing the stated interest rate,
deferring interest payments or write-downs, and that are not classified as
230
“Loans to Debtor in Legal Bankruptcy,” “Past Due Loans” and “Loans in
Arrears by 3 Months or More” (Note 2)
(Unit: Millions of yen)
March 2011 Reporting Period
Loans to Debtor in Legal Bankruptcy –
Past Due Loans 24,557
Loans in Arrears by 3 Months or More 47,338
Restructured Loans 846,473
Total (1) 918,368
Balance of Loans Receivable (2) 11,056,962
(1)/(2) 8.31%
2 Loan Assets Required to Be Disclosed under the Financial
Revitalization Act
The below table shows the classification of loans based on the self-
assessments of asset quality in accordance with the disclosure standard of
the Financial Revitalization Act.
Each category of Loan Assets to be disclosed under the Financial
Revitalization Act is defined as follows.
(1) Bankrupt or De Facto Bankrupt Assets
“Bankrupt or De Facto Bankrupt Assets” are loans and other credits
to debtors who have begun proceedings under the Bankruptcy Act, the
Corporate Reorganization Act, the Financial Revitalization Act and other
similar laws of Japan and have financially failed. In the asset quality self-
assessments, these loans are loans to debtors who are legally or substantially
bankrupt.
(2) Doubtful Assets
“Doubtful Assets” are loans and other credits to debtors whose financial
and operational conditions have deteriorated and who have a possibility that
payment of principal and/or interest will not be made on a contractual basis.
In the asset quality self-assessments, these loans are loans to the debtors
who are likely to become bankrupt.
(3) Special Attention Assets
“Special Attention Assets” are loans to debtors who are categorized as
“needs attention borrower” in the asset quality self-assessments, and
(i) loans whose principal and/or interest is overdue for three months or
more from the date following the scheduled payment date but which are
not categorized as “Bankrupt or De Facto Bankrupt Assets” and “Doubtful
Assets” (“Past due loans (three months or more)”);
(ii) restructured loans on which JICA granted concessions to borrowers in
financial difficulties through amending terms and conditions of the loans to
assist them to recover and eventually be able to pay to creditors, but which
are not categorized as “Bankrupt or De Facto Bankrupt Assets”, ”Doubtful
Assets” or “Overdue loans (three months or more)”. (Note 2)
(4) Normally Performing Assets
“Normally Performing Assets” are loans to borrowers with no particular
problem in their financial conditions, categorized in the asset quality self-
assessments either as “loans to normal borrowers” or “loans to needs
attention borrowers (excluding Special Attention Assets )”, but which are not
categorized as “Bankrupt or De Facto Bankrupt Assets”, “Doubtful Assets”
and “Special Attention Assets”.
(Note 1)
According to the Ordinance for Enforcement of Banking Law 19, 2-1-5,
which establishes the disclosure standards of risk-management loans held by
private financial institutions, debt owed by foreign debtors must be disclosed
as bankrupt debtor debt for all debtors fulfilling each of the following
conditions: 1) nonpayment of interest or principal within the most recent
previous three-year period from the end of the term; 2) no contract signed
 Financial Conditions 2. Disclosure of Financial Conditions of Finance and Investment Account

regarding the extension of the redemption deadline within the most recent
previous three-year period from the end of the term; and 3) no specific plans
to sign a contract regarding the extension of the redemption at the end of the
term. In making disclosures based on the above, JICA, in line with its asset
self-assessments and taking into consideration the international framework
payments. As a result, a temporary liquidity support program for debtor
nation governments (balance of payments assistance under the framework
of international cooperation) will be shortly executed. In conjunction with this
temporary liquidity assistance, debtor nations will implement an economic
reform program agreed upon with the International Monetary Fund (IMF),

for cooperation, has classified the aforementioned foreign government debt
as debt with bankruptcy concern, while in the disclosure of Risk Monitored
Loans, this debt is included as “Past Due Loans”.
(Note 2)
An international consensus was reached at the creditor nation conference
(Paris Club Meeting) on rescheduling foreign government debt (where the
debtor is a country, and debt originates from such government entities as
trade insurance or export credit agencies) of debtor nations temporarily
unable to make payments due to a deterioration in their balance of
Special Feature
making it possible for the country to continue to service its debt obligations.
The total foreign government debt principal applicable to the debt
rescheduling agreement at the Paris Club Meeting held in JICA’s Finance
and Investment Account was ¥1,130,262 million as of the end of FY2010.
Debt from debtor nations classified as debtor nation of concern that received
approval for rescheduling measures, in principle, classified as “Restructured
Loans”, excluding debt classified as “Loans in Arrears by 3 Months or More”.
These debts account for ¥593,826 million (of this amount the deferred
principal totals ¥517,230 million) under the category “Restructured Loans”
in the above chart.

Program Goals and

(Unit: Millions of yen)
*1 Based on JICA’s self-assessments of assets, the

Overview
March 2011 Reporting Period
difference between the debt exposure to bankrupt
Bankrupt or De Facto Bankrupt Assets − (−) debtors and debtors in bankruptcy and the amount

Loans Payable*1 Doubtful Assets 24,557 (0.22) recognized as recoverable by means of collateral or
guarantees is considered as the projected amount
(% of total credit Special Attention Assets 893,811 (8.05) that cannot be collected on, and so is subtracted
transactions) Sub Total 918,368 (8.27) directly from the total debt exposure. As such, this
Normally Performing Assets 10,185,579 (91.73) figure is not included in the above chart under “Loans
Payable” or “Loan-loss Reserve”.
Bankrupt or De Facto Bankrupt Assets − *2 Coverage amount refers to the combined total of
Doubtful Assets 24,557 the loan-loss reserve set aside for each debt and the
value of collateral and guarantees, while the coverage
Special Attention Assets 91,054 ratio represents the ratio of the coverage amount as a
Loan-loss Reserve*1 Sub Total 115,611 percentage of total loans payable.
General Loan-loss Reserve for loans not requiring close monitoring 40,535
Special Allowance for Foreign Debt −
Total 156,147

Concrete Initiatives
Bankrupt or De Facto Bankrupt Assets −
Doubtful Assets −
Collateral / Guarantees
Special Attention Assets −
Sub Total −
Bankrupt or De Facto Bankrupt Assets − (−)
Coverage Amount*2 Doubtful Assets 24,557 (100.00)
Coverage Ratio, %) Special Attention Assets 91,054 (10.19)
Sub Total 115,611 (12.59)

(Note 1) (Note 2)
Under the framework of the Ordinance for Enforcement of Banking Law An international consensus was reached at the creditor nation conference

19, 2-1-5, which establishes the disclosure standards of risk-management
loans held by private financial institutions, debt owed by foreign debtors must
be disclosed as bankrupt debtor debt for all debtors fulfilling each of the
following conditions: 1) nonpayment of interest or principal within the most
recent previous three-year period from the end of the term; 2) no contract
signed regarding the extension of the redemption deadline within the most
recent previous three-year period from the end of the term; and 3) no specific
plans to sign a contract regarding the extension of the redemption at the end
of the term. In making disclosures based on the above, JICA, in line with
its asset self-assessments and taking into consideration the international
framework for cooperation, has classified the aforementioned foreign
government debt as debt with bankruptcy concern, while in the disclosure
of Risk Monitored Loans, this debt is included as “Past Due Loans”.
Implementation System
(Paris Club Meeting) on rescheduling foreign government debt (where the
debtor is a country, and debt originates from such government entities as
trade insurance or export credit agencies) of debtor nations temporarily
unable to make payments due to a deterioration in their balance of
payments. As a result, a temporary liquidity support program for debtor
nation governments (balance of payments assistance under the framework
of international cooperation) will be shortly executed. In conjunction with this
temporary liquidity assistance, debtor nations will implement an economic
reform program agreed upon with the International Monetary Fund (IMF),
making it possible for the country to continue to service its debt obligations.
The total foreign government debt principal applicable to the debt
rescheduling agreement at the Paris Club Meeting held in JICA’s Finance
and Investment Account was ¥1,096,140 million as of the end of FY2011.
Data and Information

Debt from debtor nations classified as debtor nation of concern that received
approval for rescheduling measures, in principle, classified as “Restructured
Loans”, excluding debt classified as “Loans in Arrears by 3 Months or More”.
These debts account for ¥846,473 million (of this amount the deferred
principal totals ¥742,850 million) under the category “Restructured Loans”
in the above chart.

231
 Domestic and Overseas Offices
Domestic Offices

JICA Hokkaido
(Sapporo)
TEL: +81-11-866-8333
4-25, Minami, Hondori 16-chome, Shiroishi-ku, Sapporo City,
Hokkaido 003-0026

(Obihiro)
TEL: +81-155-35-1210
1-2, Nishi 20-jo Minami 6-chome, Obihiro City,
Hokkaido 080-2470

JICA Tohoku
TEL: +81-22-223-5151
15th Floor, Sendai Daiichi Seimei Tower Bldg., 6-1,
Ichiban-cho 4-chome, Aoba-ku, Sendai City,
Miyagi 980-0811

JICA Nihonmatsu JICA Chubu/Nagoya Global Plaza

TEL: +81-243-24-3200 TEL: +81-52-533-0220
4-2, Aza Nagasaka, Nagata, Nihonmatsu City, 60-7, Hiraike-cho 4-chome, Nakamura-ku, Nagoya City,
Fukushima 964-8558 Aichi 453-0872

JICA Tsukuba JICA Kansai

TEL: +81-29-838-1111 TEL: +81-78-261-0341
3-6, Koyadai, Tsukuba City, Ibaraki 305-0074 5-2, Wakinohama Kaigandori 1-chome, Chuo-ku, Kobe City,
Hyogo 651-0073
JICA Tokyo
TEL: +81-3-3485-7051 JICA Chugoku
49-5, Nishihara 2-chome, Shibuya-ku, Tokyo 151-0066 TEL: +81-82-421-6300
3-1, Kagamiyama 3-chome, Higashi Hiroshima City,
JICA Global Plaza Hiroshima 739-0046
TEL: +81-3-3269-2911
10-5 Ichigaya Honmuracho, Shinjuku-ku, Tokyo 162-8433 JICA Shikoku
http://www.jica.go.jp/hiroba/english TEL: +81-87-821-8824
7th Floor, Nissei Takamatsu Bldg., 1-5, Ban-cho 1-chome,
JICA Yokohama Takamatsu City, Kagawa 760-0017
TEL: +81-45-663-3251
3-1, Shinko 2-chome, Naka-ku, Yokohama City, JICA Kyushu
Kanagawa 231-0001 TEL: +81-93-671-6311
2-1, Hirano 2-chome, Yahata Higashi-ku, Kitakyushu City,
JICA Komagane Fukuoka 805-8505
TEL: +81-265-82-6151
15, Akaho, Komagane City, Nagano 399-4117 JICA Okinawa
TEL: +81-98-876-6000
JICA Hokuriku 1143-1, Aza Maeda, Urasoe City, Okinawa 901-2552
TEL: +81-76-233-5931
4th Floor, Rifare (Office Tower), 5-2, Honmachi 1-chome,
Kanazawa City, Ishikawa 920-0853

232
 (As of October 1, 2012)
Overseas Offices (Alphabetical order)

Special Feature
Program Goals and
Overview
Asia North & Latin America Ghana Office
Afghanistan Office Argentine Office Kenya Office
Bangladesh Office Belize Office Madagascar Office
Bhutan Office Bolivia Office Malawi Office
Cambodia Office Brazil Office Mozambique Office
China Office Chile Office Namibia Office

Concrete Initiatives
India Office Colombia Office Niger Office
Indonesia Office Costa Rica Office Nigeria Office
Kyrgyz Office Dominican Republic Office Rwanda Office
Laos Office Ecuador Office Senegal Office
Malaysia Office El Salvador Office South Africa Office
Maldives Office Guatemala Office South Sudan Office
Mongolia Office Honduras Office Sudan Office
Myanmar Office Jamaica Office Tanzania Office
Nepal Office Mexico Office Uganda Office
Pakistan Office Nicaragua Office Zambia Office
Philippines Office Panama Office Zimbabwe Office

Implementation System
Sri Lanka Office Paraguay Office
Tajikistan Office Peru Office Middle East
Thailand Office Saint Lucia Office Egypt Office
Timor-Leste Office Uruguay Office Iran Office
Uzbekistan Office U.S.A. Office Iraq Office
Viet Nam Office Venezuela Office Jordan Office
Morocco Office
Pacific Africa Syria Office
Fiji Office Benin Office Tunisia Office
Marshall Islands Office Botswana Office Office in Gaza
Micronesia Office Burkina Faso Office Yemen Office
Palau Office Cameroon Office
Data and Information

Papua New Guinea Office Côte d’Ivoire Office Europe

Samoa Office Democratic Republic of Congo Office Balkan Office
Solomon Islands Office Djibouti Office France Office
Tonga Office Ethiopia Office Turkey Office
Vanuatu Office Gabon Office U.K. Office

Please refer to the JICA website for contact information regarding each overseas office.

Home ▶ Contact Us ▶ Overseas Offices http://www.jica.go.jp/english/contact/overseas

233
 Glossary
A African Union (AU)
The world’s largest regional organization
consisting of 54 member countries and
regions in Africa. The AU is based in Addis
Ababa, Ethiopia’s capital city. The AU was
inaugurated with the reorganization and
enhancement of the Organization of African
Unity (OAU) in July 2002. In January 2010,
the New Partnership for Africa’s Development
(NEPAD) was integrated into the AU. The
organization has since increased its role in
development activities.
Asian Development Bank (ADB)
An international financial institution whose
purpose is the promotion of economic and
social development in Asian countries. ADB
carries out lending on a semi-commercial
basis.
B Base of the Pyramid (BOP)
People living in poverty with incomes below
US$3,000 a year. Approximately four billion
people around the world are estimated to form
the BOP. “BOP business” refers to business
which has the potential to improve a variety
of issues that face people in poverty in
developing countries as well as people who
are excluded from society and development
processes.
Biodiversity Hot Spot
Regions with significant reservoirs of
biodiversity where the activities of people
have created the danger of the destruction of
biodiversity. A concept originated by Professor
Norman Myers of Oxford University, this term
refers to areas that have at least 0.5% or
1,500 species of vascular plants where at
least 70% of these species have lost their
original habitat. There are 25 areas that qualify
under this definition, with nine other possible
candidates in the world.
C Capacity Development (CD)
The process by which a developing
country strengthens its own capacity for
solving development issues. In contrast
to capacity building, which is driven from
the outside, capacity development refers
to the endogenous process of a developing
country improving the capacity of individuals,
institutions, systems and society as a whole.
JICA’s cooperation plays a role in supporting
developing countries’ efforts at capacity
development as a facilitator for such efforts.
234
Counterpart
Refers to government officials and technicians
from partner countries in international
cooperation projects who receive policy advice
and technology transfer through such projects.
D Developing Countries
Countries whose level of economic
development is low compared with developed
countries. JICA generally uses it in reference
to countries and regions of the DAC List of
ODA Recipients.
Development Assistance Committee
(DAC)
One of the three major committees of the
Organisation for Economic Co-operation
and Development (OECD). It is comprised
of aid donor countries to discuss issues
surrounding aid, development and poverty
reduction in developing countries. Japan
became a member in 1964 at the same time
it became a member of the OECD.
E Education for All (EFA)
An international initiative commenced in
1990 with the aim of providing education
opportunities to people around the world.
Specifically, the current EFA has established
six goals to be achieved by all countries
and regions by 2015, including ensuring
access to and complete free and compulsory
primary education, eliminating gender
disparities in education, and achieving a
50% improvement in levels of adult literacy
(The Dakar Framework for Action).
Emerging Countries
Developing countries which achieved rapid
economic growth in recent years in such
regions as Central and South America,
Southeast Asia and Eastern Europe.
F Food and Agriculture Organization of
the United Nations (FAO)
A specialized agency of the United Nations.
FAO’s mission is stated as: “achieving food
security for all is at the heart of FAO’s efforts—
to make sure people have regular access
to enough high-quality food to lead active,
healthy lives.”
G Governance
This refers to the building and management of
a country’s overall framework of institutions
to facilitate stability and development. Good
governance should enable the efficient
mobilization, allocation and management of
a country’s resources while also reflecting
the will of its citizens. Governance also refers
to a government’s systems for cooperation
between government agencies, civil
society and the private sector as well as
mechanisms for decision-making. Governance
encompasses three main dimensions—the
national political system, the capability of
the government to formulate and implement
policy, and systems relating to the interaction
between the government and civil society and
the private sector.
Gross National Income (GNI)
The total value of goods and services produced
by the citizens of a country domestically and
overseas during a specified period.
I Inclusive Development
A development approach in which everyone
receives benefits. JICA has for many years
been guided by the vision of “Inclusive and
Dynamic Development.” The aim is to use
inclusive development to achieve poverty
reduction through sustained growth. To
accomplish this, JICA strives to enable as
many people as possible to participate in
“the growth process” broadly and equitably
in order to receive benefits.
International Monetary Fund (IMF)
A United Nations specialized agency whose
purpose is to provide comparatively short-
term funding facilities to member countries
necessary to ensure trade payments and
other normal financial flows are maintained.
L Least Developed Countries (LDC)
Countries that have been designated by
the U.N. General Assembly as significantly
lagging in development based on standards
established by the U.N. Committee for
Development Policy (CDP). These countries
have a per capita GNI of less than $992,
are falling behind in human resources
development, and have extremely fragile
economies. The LDC list is reexamined once
every three years. There are currently 48
LDCs: 33 in Africa, 14 in Asia and one in
Latin America.
M Master Plan
The basic plan for the implementation of many
types of long-term development projects.
Medium-developed Countries
Countries with a per capita GNI between
$3,976 and $6,925 (based on U.N. and World
Bank categories).
Millennium Development Goals (MDGs)
These serve as the goals of the international
community for the 21st century. They draw
together the United Nations Millennium
Declaration and earlier international
development targets agreed at major
international summits during the 1990s,
forming a unified common framework. There
are eight MDGs, which the international
community has agreed to achieve by 2015.
N New Growth Strategy
A policy for promoting the growth of
the Japanese economy. The Japanese
government announced the basic policies
in December 2009. The six strategic areas
are: Strategy for becoming an environment
and energy power through green innovation;
Health power strategy through life innovation;
Asian economic strategy; Strategies for
promoting a tourism-oriented nation and
local revitalization; Science-and-technology-
oriented nation strategy; and Employment
and human resources strategies.
O ODA Graduate Country
Countries removed from the List of ODA
Recipients created by the OECD Development
Assistance Committee (DAC) due to an
increase in income or for other reasons.
This list is reexamined once every three years.
Countries that have recorded a per capita GNI
above the middle-income country level for the
previous three consecutive years or that meet
other conditions are removed from the list.
ODA Review Final Report
A set of recommendations presented by
the Ministry of Foreign Affairs in June 2010
regarding the way forward for ODA in view of
the changes in the domestic and international
environments. The report discusses, among
other items, the ODA philosophy, priorities,
strengthened cooperation with the private
sector and NGOs, strategic and effective
aid, information disclosure, and wider public
participation in ODA activities.
P Package of Infrastructure-related System
Export
A concept for the export of comprehensive
packages that include the provision of
products and the construction of infrastructure
facilities incorporating advanced Japanese
technologies as well as the provision of
operation and management know-how. This
is also a strategic approach using public
private-partnerships within the New Growth
Strategy of the Japanese government that
encompasses 11 fields: water, coal power
generation, coal gasification plants, electricity
transmission, nuclear power, railroads,
recycling, space, smart grids and smart
communities, renewable energy, information
and communication, and urban development
and industrial parks.
Public Private Partnership (PPP)
Utilizing the private sector for the provision
of public services, PPP is a method of
implementing programs through the
coordination of the public and private sectors.
It includes a wide range of schemes which
are tailored to the level of participation of
the private business, ranging from a simple
consignment of a project to build-operate-
transfer (BOT) and full privatization. “PPP
infrastructure project” refers to infrastructure
projects implemented through PPP.
S Sound Material-Cycle Society
A society that decreases consumption
of natural resources and reduces the
environmental burden. To establish a
recycling-oriented society, the Japanese
government established the Basic Act on
Establishing a Sound Material-Cycle Society
in 2000 in place of the traditional concept of
the mass production, mass consumption and
mass disposal society. The practical action
guideline for realizing this sound material-
cycle society called for the 3Rs of reduce
(smaller volume of waste materials), reuse
(reuse of resources) and recycle (recycling
as resources).
South-South Cooperation
The implementation of cooperation programs
for least developed countries lagging behind
in development by developing countries which
are relatively more developed through the
use of their own development experience
and human resources.
Special Terms for Economic Partnership
(STEP)
Terms for ODA Loans introduced in 2002 to
raise the visibility of Japan’s ODA through
technical transfers for developing countries
Special Feature
by utilizing Japan’s advanced technologies
and know-how. More concessional terms
are applied compared with Japan’s tied
procurement and other loan terms.
T Tokyo International Conference on
African Development (TICAD)
An international forum focusing on African
development. Since 1993, TICAD has been co-
hosted by the Government of Japan together
with the United Nations, the United Nations
Program Goals and
Development Programme (UNDP), the World
Bank and other agencies. TICAD has been
Overview
held every five years, and TICAD V will be
held in Yokohama in June 2013.
Triangular Cooperation
The implementation of cooperation programs
by donor countries or international aid
organizations, jointly with other developing
countries, aimed at the further development
of other developing countries.
Concrete Initiatives
U United Nations Children’s Fund (UNICEF)
A United Nations organization which provides
assistance to children with a focus on health
in developing countries, through improving
nutrition, supplying drinking water, promoting
the welfare of mothers and children, and
providing education, among other approaches.
W World Bank
The world’s largest development assistance
agency. Carries out lending to member-
country central governments and agencies
Implementation System
that have received debt guarantees by those
governments.
World Food Programme (WFP)
The United Nations’ food aid agency, which
strives to eradicate hunger and malnutrition.
World Health Organization (WHO)
A United Nations specialized agency whose
purpose is to combat disease on a worldwide
scale and enhance health and nutritional
standards through international cooperation.
Data and Information
World Trade Organization (WTO)
An international organization established in
1995 to promote non-discriminatory free
trade.
235
 Index of Case Studies
Afghanistan Morocco
Training Core Personnel for Nation-building [Concrete Initiatives] P.38 Fishery Resources Management for Artisanal Fisheries [Concrete Initiatives] P.102

Project for the Development of Wheat Breeding Materials for [Concrete Initiatives] P.100 Myanmar
Sustainable Food Production Project for Strengthening of Child-Centered Approach Phase [Concrete Initiatives] P.87
Africa 2 (SCCA2)
Support for the “Horn of Africa” Struggling with Drought [Concrete Initiatives] P.47 Comprehensive Cooperation for Health Care [Concrete Initiatives] P.89

ASEAN Oman
Customs Cooperation to Realize the Asia Cargo Highway [Concrete Initiatives] P.31 Project for Energy Conservation Master Plan in the Power [Concrete Initiatives] P.109

Bangladesh Sector
Establishment of Green Mung Bean Growing System [Implementation System] P.132 Pacific
Program for Supporting the Creation of a Sound Material- [Concrete Initiatives] P.63
Bhutan
cycle Society on Small Islands
Study on Glacial Lake Outburst Floods [Concrete Initiatives] P.95
Pakistan
Brazil [Special Feature] P.9
Polio Eradication Project
Carbon Dynamics of Amazonian Forests [Concrete Initiatives] P.59
Philippines
Cambodia [Concrete Initiatives] P.79
Analytical Survey of Preferential Taxation Systems
Legal and Judicial Development Project (Phase 3) [Concrete Initiatives] P.75
Senegal, Democratic Republic of the Congo
Project on Improving Official Statistics in Cambodia (Phase 3) [Concrete Initiatives] P.77
[Concrete Initiatives] P.51
Project for Vocational and Technical Training
Cambodia, Laos
South Sudan
JICA’s Assistance Responding to the Issue of Landmines and [Concrete Initiatives] P.82
[Concrete Initiatives] P.71
Unexploded Ordnances Comprehensive Planning and Support for Urgent Projects on
Social Economic Infrastructure
China
Sri Lanka
Environment Construction at Co-existent Areas of Human [Concrete Initiatives] P.33
Project for Improvement of Basic Social Services Targeting [Concrete Initiatives] P.41
Beings and Crested Ibis
Emerging Regions
Costa Rica
Sudan
Reinforcement of the Integral System of Rehabilitation with [Concrete Initiatives] P.91
Support for Sudan [Concrete Initiatives] P.83
Community Participation
Dominican Republic Thailand
Assistance for Post-Flooding Restoration Strategy [Special Feature] P.15
Project for Sustainable Tourism based on Public-Private [Concrete Initiatives] P.55
Partnership Flooding in Thailand [Implementation System] P.139

Ecuador Timor-Leste
Vocational Training for Socially Vulnerable People [Concrete Initiatives] P.57 Industrial Infrastructure Program [Concrete Initiatives] P.29

Egypt Turkey
The Political Movement and JICA Election Support [Concrete Initiatives] P.45 Support for the Development of Pumped Storage Power [Concrete Initiatives] P.107

Greater Cairo Metro Line No. 4 Phase 1 Project [Implementation System] P.117 Generation
El Salvador Ukraine
Boryspil State International Airport Development Project [Concrete Initiatives] P.65
Plan for Economic Infrastructure Rehabilitation Assistance [Concrete Initiatives] P.54
and a Regional Disaster Preparedness System Viet Nam
Ethiopia Noi Bai International Airport [Concrete Initiatives] P.69

A Trial for Using Participation of the Public for a Sustainable [Implementation System] P.131 Vietnam-Japan Human Resource Cooperation Center [Implementation System] P125
Forestry Business The Project for Establishment of Training System on Inclusive [Implementation System] P.131
Fiji Education in Dong Nai Province
JCT for Human Development and Human Security Project [Concrete Initiatives] P.73 Industrial Human Resources Development Project [Implementation System] P.133

India Others
Subway Construction [Concrete Initiatives] P.37 Initiatives for Microfinance (Capability Enhancement Training) [Concrete Initiatives] P.85

India, Africa Reducing Greenhouse Gas Emission by Preventing [Concrete Initiatives] P.93

Japan-India African Triangular Cooperation [Special Feature] P.16 Deforestation and Forest Degradation
Lesson from the Great East Japan Earthquake [Concrete Initiatives] P.97
Indonesia
The Pre- /Main-High Level Forum 4 Conference in Busan, [Concrete Initiatives] P.111
Project for the Strengthening of the Utilization of Indonesia- [Special Feature] P.13
Japan Economic Partnership Agreement (IJEPA) Korea
Project for Promotion of Clean Coal Technology (CCT) [Concrete Initiatives] P.105 Earthquake Recovery Aid from Overseas Nikkei Communities [Implementation System] P.135
Iraq
Basrah Refinery Upgrading Project [Concrete Initiatives] P.43

Improving and Disseminating Horticultural Technology in the [Concrete Initiatives] P.101

Kurdistan Region
Kenya
Water Supply and Hygiene Improvement in Host Communities [Concrete Initiatives] P.49
of Dadaab Refugee Camps
Kyrgyz Republic
The One Village One Product Project in the Kyrgyz Republic [Concrete Initiatives] P.35

Malawi
Project for Establishment of Integrated Geographic [Special Feature] P.11
Information System (GIS) Database for Mineral Resources
Malaysia
The Malaysia-Japan International Institute of Technology [Concrete Initiatives] P.27

Mekong Region
Measures against Trafficking in Persons—Region-Wide [Concrete Initiatives] P.81
Cooperation
Mexico
Public-Private Sector Joint Training of Catheter Technology [Implementation System] P.133

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