Delivered on November 26, 2026
35th Year of Promoting Telework
Speakers:
Yukihiro Nakamura, Chief Researcher, Japan Telework Association
Affiliation and position information is as of the time of distribution
Founded in 1991, the Japan Telework Association (JTA) primarily supports labor management in small and medium-sized enterprises and promotes work style digital transformation. Regarding regional revitalization projects, JTA provides matching support through 400 member companies, including 182 local governments and 300 corporations. This time, we discussed the possibility of retirees in their late 50s becoming interested in pursuing second careers in regional areas. He spoke about the challenges the association faces in its 35th year, including the implementation of telework, efforts to meet local demand, and environmental activities.
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The History of the Japan Telework Association and the Advocacy of "Workstyle DX"
JTA is a long-established organization, founded in 1991 as the Japan Satellite Office Association. At the time, the organization was launched under the leadership of the Ministry of Economy, Trade and Industry, with office equipment manufacturers and telecommunications companies such as the NTT Group, Fuji Xerox, and Ricoh at the core, with the aim of creating new industries. It changed its name to its current one in 2000, and its visionary philosophy, "By promoting flexible work styles, we aim to invigorate individuals, revitalize businesses and communities, and contribute to the sustainable development of society," is relevant to modern-day purpose-driven management.
Currently, JTA is focusing on "workstyle DX." This does not simply encourage teleworking, but refers to utilizing ICT to transform work itself and create new added value. According to Nakamura, today's telework has two aspects: "defensive" and "offensive."
"Defensive telework" refers to building the foundation for maintaining an appropriate remote work environment, such as establishing labor management and employment rules. The organization has received an increasing number of inquiries, particularly from small and medium-sized enterprises that are lagging behind in establishing guidelines. "Aggressive telework" refers to areas that utilize technology to expand business possibilities, such as remote work and telemedicine using virtual reality (VR). This area is being explored in depth daily by JTA research groups.
Synergy between "Mobility" and "Workstyles" for Regional Revitalization
JTA and LBMA Japan share a strong commonality: both aim to utilize location and mobility data to revitalize regional areas and expand the "connected population." JTA is running a project called "Challenge: Connecting Japan," which supports matching between local governments and private companies. Approximately 200 local governments and 200-300 private companies are active members.
Going forward, the challenge is to move beyond simple matching and move toward more concrete "social implementation." Specifically, the goal is to create a system that increases the number of people actually working in regional areas through approaches such as dual residence and connected population. For example, practical examples are emerging, such as "integrating mobility and regional revitalization," where people use camper vans as workspaces and travel around regional areas for several months to work.
Combining this "location-independent work style" with the expertise of LBMA Japan, which handles people flow data, can further refine regional revitalization measures.
Second Careers and "Double Work Outside the Company" for Middle-Aged and Senior Workers
With Japan facing a labor shortage and aging society, the active participation of middle-aged and senior workers (aged from their late 40s to 60s) in large companies is an important issue. JTA positions telework as a powerful tool for "supporting second careers for middle-aged and senior workers."
One example is the "double work outside the company" system implemented by the NTT Group and other companies. This system allows participants to devote a certain percentage of their work time to external regional support projects, allowing them to utilize their skills in CSV (Creating Shared Value) initiatives.
More than advanced specialized skills, local communities often seek a passion for improving their communities. Therefore, engaging middle-aged and senior workers in local issues through telework can lead to new career options, such as future job changes, starting their own businesses, or even "double work with a social contribution component."
Social Value Brought by Telework: GX and Diversity
JTA's vision for the future of telework goes beyond workstyle transformation. One is contributing to "decarbonization (GX)." Reducing travel through telework directly reduces environmental impact, and Nakamura, with his experience at the Ministry of the Environment, sees exploring this environmental value as an important mission.
The other is promoting "diversity." Flexible working styles are essential infrastructure for promoting women's participation and enabling people at various life stages to continue to demonstrate their abilities.
Rather than viewing telework as simply a means (tool), we actively collaborate with external organizations like LBMA Japan, which utilizes mobility and people flow data, to accelerate social implementation and thereby enhance the vitality of Japan as a whole.
Summary
The Japan Telework Association is leveraging the knowledge it has cultivated since its founding in 1991 to vigorously promote "workstyle digital transformation" in the modern era. Telework requires both a "defensive" approach, such as thorough labor management, and an "offensive" approach, such as innovation through cutting-edge technology. Achieving both of these aspects strengthens a company's competitiveness.
Furthermore, in the context of regional revitalization, we aim to create a connected population and implement dual residence in society through a platform that connects local governments and companies. In particular, systems that enable middle-aged and senior citizens to contribute to their communities through dual employment outside the company are attracting attention as a model for simultaneously achieving individual career development and resolving local issues.
Going forward, we will need to prove the environmental and social value of telework based on data in response to a wide range of societal issues, such as decarbonization (GX) and diversity. Our collaboration with LBMA Japan, which utilizes location data, will combine this "mobility optimization" with "workstyle transformation" and mark a major step toward building a sustainable society.