Inbound Ambassador

Sustainable (SDG) Tourism Business Facility Idea ‘Full-Circle’

If a destination manager or entrepreneur were trying to think of an innovative facility that would follow a sustainable tourism model, what would it look like? How could you create a profitable business that enhances the lives of local residents, appeals to visitors, and does not damage the environment; yet still maintains steady cash flow?

My idea is to build a multipurpose facility that combines a boutique style hotel experience, event space, dining areas, educational and cultural experience areas all in one facility. I call my plan ‘FULL CIRCLE’ to highlight the fact that all of our actions have consequences on our future well-being. It is also connected to the need to embrace business concepts incorporating zero-waste and taking responsibility for our decisions in government, as business owners, staff and even guests. This idea was conceptualized by looking at the open area next to Hanover Park in Hiroshima city center where the original Carp baseball stadium once stood. However, I think a similar plan could be applied to any destination in Japan once local needs are assessed.

The Full Circle concept is a sustainability-focused zero-waste & energy-efficient facility which meets local community needs with added appeal for inbound tourists. This business concept mission to provide high quality, sustainable products and services which are in high demand, but without rival in the current tourism industry in Japan. High-calibre goods and services at two price points for the luxury market as well as the mainstream traveler looking for meaningful, high-quality experiences, goods and services in Hiroshima.



Future SDG Business Model Idea 今後、新規に取り組もうとしているSDGsビジネスのアイデア

2030年の未来像(長期目標)Long-term View
記載項目 Project Topics
提案 Details of the Proposal
目標とする2030年の未来像 Long-Term targets to be met by 2030

By 2030, this international facility should be barrier-free, smoke-free, easily accessible by public transport, collaborating with companies which share the mission of zero-waste and sustainability. Receive more than 1,000 visitors a day, employ a diverse staff of multilingual people, 50% gender balanced workplace, and provide for all the needs of international visitors without compromising the needs of locals in the community.

All displays will provide a multilingual understanding of all goods and services. Additionally, the facility should be self-sufficient for energy and water, and provide only products and services which are locally sourced and do not create waste. By 2030, the supply chain of all products should also follow sustainable policies to make every effort to reduce and reuse whenever possible.

University students and people working in the hospitality, travel and leisure industry will study this facility as an excellent case of a sustainable and ethical, high-quality tourist attraction which creates added value to a destination.

目標に関連する SDG’sのGoal

Sustainable Development Goals (SDG’s)

Goal 3 (Good health), 5 (Gender Equality), 7 (Clean Energy), 9 (Industry Innovation), 10 (Reduces Inequalities), 11 (Sustainable Cities & Communities), 12 (Responsible Consumption)
(ほかに、17 (Partnerships) にも貢献) 未来像の実現に向けた課題

Barriers & Challenges

There seems to be a general lack of understanding among the general public and businesses in the Hiroshima area in terms of waste and sustainable business operations. Creating infrastructure where all containers are reused and waste material is reused in a new way are unusual concepts which require flexible and creative thinking to effectively implement in business operations. Attaining government funding or venture capitalist funding for the project is another hurdle as the upstart cost investment will be significant. Time and money is also needed to properly plan the facility, train staff and research supply chain for sustainability indicators before opening. Transparency to the public in the development and management process is key to this project’s success.


課題の解決方法 Solutions

Management and staff training by visiting zero-waste facilities and destinations in Japan (such as Kamikatsu, Tokushima) or San Francisco, California (USA) can help people understand the necessity of zero-waste in daily life and business operations. It also helps illustrate the positive branding of higher level of sustainability in operations. Consumers perceive products and services as being of higher quality if they are aware that operations are ethical and sustainable. Half-measures which result in greenwashing and negative perceptions are damaging. Wholehearted efforts to embrace the zero-waste mentality is an essential element of success.

Business Operation Targets by 2030 記載項目 / 提案 / 提案事業概要

Proposed Business Outline
Create a facility using an existing building structure, reusing waste materials disused from construction projects. Invest in solar PV panels on the roof. Invest in water catchment systems to use as grey water in the toilets and garden/grass areas. Hire designers familiar with reusing materials in stylish and attractive ways (such as Hiroshima Nakamura & NAP which is designing the WHY facility in Kamikatsu: ).

現存の施設を他の建設現場から出た再利用可能のものから作り出します。ソーラーパネルを設置、再利用可能排水をトイレや緑地に利用します。廃棄物やゴミ再利用に理解と経験のある建築士やデザイナーを雇います。(例:Hiroshima Nakamura & NAP.徳島県上勝町のWHY施設を手掛けている

The facility has rooms for training, education and networking events which are focused on peace issues, the environment or community building. A central presentation hall can be used for regular performances of Kagura, talks by local celebrities (Carp players, SanFrecce players, Rugby players, musicians & artists) to introduce their latest work can generate ticket sales. Simultaneous translation written on screens or spoken into headsets for multilingual access.
Daily events on rotation for international visitors include: Hibakusha survivor testimony and discussion, Kimono (Yukata in summer) dressing service & rentals, tea ceremony, ikebana classes, kendama making, playing and lessons, origami folding, okonomiyaki making, sushi making, calligraphy painting, shamoji rice-scoop painting, Etagami postcard painting, t-shirt design, Miyoshi wine tasting, Saijo sake tasting, local craft beer tasting, and more.
Visitors can buy a 1 day to 1 week rechargeable pass card (like a SUICA) to attend these sessions (1,500 yen for 1 day to 5,000 yen for 1 week). チャージできる入所カード(一日から一週間)でこれらの体験ができます。(一日で¥1500、一週間で¥5000)
A range of companies and organisations in the community are encouraged to staff the different classes and event with the requirement that no waste is created from classes or events. All containers reused, all tickets electronic on smartphones, etc..
体験 及びイベントの人材を地域の企業や団体から使い、どのクラスやイベントからゴミを出さないのが参加の条件にします。容器の再利用、切符の電子化など
Target Customers
Luxury inbound tourists are target for the Full Circle Luxury Apartments.
Inbound International Tourists are the main target, but services may also appeal to domestic tourists and local residents bringing friends and family who are visiting。
Key Stakeholders
Hiroshima residents, local government, local businesses in need of more sustainable business models that do not sacrifice the needs of the local community and environment in pursuit of income from inbound tourists.

Full Circle Biz Model 2018 Ground Floor
顧客のニーズ Customer Needs

Inbound visitors are in need of facilities that offer high-quality, local cultural experiences. Inbound tourists also need multilingual facilities to offer these locally authentic experiences. Many inbound tourists want to learn about peace, culture and local traditions but do not have the means to visit areas where they can experience it or have the language skills to understand it.
There are sustainable products in Hiroshima that could be first introduced: sake, wine and craft beer in reusable containers and glasses. Kendama toys and shamoji paddles made of Hiroshima area wood. Soaps or foods made of waste material from Sake. Kimono, Ikebana, Kumano brushes and other traditional crafts can be derived from local materials, which can then be reused or composted into the gardens after use.
Foods served should come from local areas and be delivered in and eaten on reusable containers, waste food can be composted. Emphasis should be on low-carbon-impact foods better for health and the environment which also meet inbound tourist demand: gluten-free, vegan, vegetarian, halal and locally sourced. No beef, pork or chicken in principal and seafood must be sustainably sourced.
Energy is derived from the sun and excess energy not used by the facility can either be stored in batteries or sold to the grid for use by businesses nearby.


Creating a new facility which appeals to inbound visitors creates wider appeal for Hiroshima as a destination as visitors will spend a longer amount of time. The initial costs (investment) in creating the sustainable infrastructure will be higher than a standard build, but the superior sustainable functions and stylish design should secure a long-term rate of success in attracting visitors. Solar and water catchment systems should pay for themselves within 10 years as the cost of power and water increases. Self-sufficient power and water supplies adds elements of stability and safety in times of shortage or emergencies.


In Hiroshima : Orizuru tower, peace park museum, peace park, museums, Miyajima.
There is enough inbound tourist demand and a lack of supply in terms of quality cultural facilities which offer internationally accessible experiences in a sustainable way. The sustainable focus will add value to Hiroshima product marketing as well as the branding of the destination. This will be the first and only tourist facility in Japan with a central mission of sustainability.
The WHY tourism multipurpose complex in Kamikatsu, Tokushima is the nearest rival in terms of business concept.

Entrance Fee :
1,000 yen per adult (18 and older), / Value Pass: 10,000 yen per 20 times
500 per school-age child – Value Pass: 5,000 yen per 25 times
Locals, elderly, adult students- additional 20% off regular pricing with ID
Free entry from outside to information center, souvenir shop and booking office
Entry price covers the use of facility, entry to special exhibits, experiences, and events
Estimated entry for 300+ full-paying adults per day (300,000 yen+ /day) by 2030
Estimated entry for 600+ full-paying adults per day (600,000 yen+ /day) by 2040
Entry limited to carrying capacity (max 600) at a time to preserve the quality of experience

大人 ¥1000(18歳以上) バリューパス ¥10000 20回
小中高校  ¥500   バリューパス ¥5000  25回
市民、高齢者 学生(大人) 身分証明の提示で2割引き

Luxury Accommodation:
Large suite rooms (x2) up to 4 adult guests = 100,000 yen/night or 200,000 yen for 3 nights price includes 24 h English on-call concierge to arrange travel, bookings or services needed.
Estimated income (50% occupancy) : 3,000,000 yen/month +
100% occupancy : 4,000,000 ~ 6,000,000 /mo
Estimated cost of 24/7 English concierge staff : 20,000 /day
Medium sized suite rooms (x2) up to 2 adult guests = 50,000 yen/night or 100,000 / 3 nights
Estimated income (50% occupancy) : 1,500,000 yen/month +
100% occupancy : 2,000,000 ~ 3,000,000 /mo
Estimated cost of 24/7 English concierge staff : 20,000 /day
Potential income 4.5 million ~ 9 million /mo
24/7 English concierge cost up to 2.4 mil/mo

スイートルーム(大x2)大人4人一泊¥10万 3泊¥20万 
収益見込み(50%利用率) 一か月¥300万
 100%利用率 一か月¥400万~¥600万
  コンシェルジュ費用 一日¥20万 
全体利益 一月当たり¥4.5百万~¥900万
24時間コンシェルジュ費用 一月当たり ¥2.4百万

様式5:インパクト表 Projected Impact Table

60 room bookings/mo – 720/year
9,000 facility visits/mo – 108,000/yr
部屋予約一月/60 年間/720
来場者一月/9000 年間/108000

120 room bookings/mo -1440/year
18,000 facility visits/mo – 216,000/yr
部屋予約一月/120  年間/1440
来場者一月/18000 年間/216000

経営指標1:売上 Management Indicator Estimated Sales

By 2030 – Full Circle Facility: 108,000,000円/年
Full Circle Luxury Accommodation :
Total Est. Gross Income by 2030: 162,000,000円/年

By 2040 – Full Circle Facility: 216,000,000円/年
Full Circle Luxury Accommodation: 108,000,000円/年
Total Est. Gross Income by 2040: 324,000,000円/年

Consumer Number Estimate (by 2030) 110,880人/年 (by 2040) 221,760人/年

* Target estimates are a rough estimate based on the number of inbound visitors to Hiroshima each year at around 1 million. Hiroshima hotel stays are estimated to be 740,000 per year, this is a conservative estimate of attracting 5% of the market by 2030. Estimate to double growth by 2040.
** Additional revenue streams for ticket sales to special performances and VIP relaxation/viewing areas during concerts and performances.
*** A more detailed cost-benefit-need analysis can be made with access to ticket sale figures for the Orizuru tower.


翻訳:北原アンドレア 安田女子大学 文学部、英語英米文学科、 準教授

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