The recent announcement by the City of Sapporo to train Vietnamese nationals as bus drivers under Japan’s Specified Skilled Worker (SSW) visa program has attracted significant public attention.
Behind this initiative lies a serious labor shortage.
Currently, approximately 70% of bus drivers in Sapporo are in their 50s or 60s. According to reports, many of them are expected to retire within the next decade.
In addition, the number of bus routes in Sapporo has reportedly decreased to roughly two-thirds of what it was seven years ago.
This is not merely a “transportation industry issue.”
It directly affects:
– elderly residents who rely on public transportation,
– students commuting to school,
– employees commuting to work, and
– the overall functioning of local communities.
In other words, this is an issue that concerns the sustainability of urban infrastructure itself.
As an administrative scrivener specializing in immigration and foreign employment matters, I believe this news symbolizes a major turning point for Japanese society and for businesses in Hokkaido.
Japan is entering an era in which maintaining social infrastructure without foreign workers will become increasingly difficult.
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- ■ My Personal Experience Living in Sapporo
- ■ This Is Not Just a Transportation Industry Problem
- ■ Why Many Companies Fail in Foreign Employment
- ■ What Companies Must Prepare for Under the SSW Program
- ■ A Growing Sense of Risk Among Employers
- ■ Hokkaido Businesses Are at a Turning Point
- ■ What Businesses Should Really Be Preparing For
- ■ Our Approach
- ■ Conclusion: Foreign Employment Is Now a Core Management Issue
■ My Personal Experience Living in Sapporo
I moved to Sapporo in 2013 due to a job transfer.
At the time, while searching for housing, a real estate agent told me:
“This apartment is only a one-minute walk from the bus stop.”
That sounded convenient, so I signed the lease.
However, after moving in, I realized that buses came only a few times per hour.
Coming from Tokyo, where buses typically arrive every 10 minutes or so, the difference was striking.
What also surprised me was the type of passengers using the buses.
In Tokyo, buses often felt like a secondary transportation option.
In Sapporo, however, buses were clearly an essential lifeline for:
– elderly residents,
– students, and
– people without private vehicles.
Public transportation in Hokkaido serves a fundamentally different role from that in major metropolitan areas such as Tokyo.
More than ten years have passed since then.
Today, as a self-employed professional, I rarely use public transportation for commuting. However, I recently had an opportunity to take the bus again and immediately noticed something:
The number of buses had clearly decreased.
The reduction reported in the news is not merely statistical — it is visible in everyday life.
Sapporo’s transportation environment has undeniably become more difficult over the past decade.
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■ This Is Not Just a Transportation Industry Problem
The key point is this:
Businesses should not dismiss this issue as “someone else’s problem.”
The same labor shortage is already affecting many industries across Hokkaido, including:
– construction,
– logistics,
– caregiving,
– hospitality,
– food service,
– agriculture, and
– food manufacturing.
Japan’s declining birthrate, aging population, and regional depopulation are accelerating rapidly, especially in Hokkaido.
As a result, relying solely on domestic hiring is becoming increasingly unrealistic.
Foreign employment is no longer simply an “option.”
It is becoming a core business infrastructure strategy.
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■ Why Many Companies Fail in Foreign Employment
One of the biggest misconceptions among employers is the belief that:
“Hiring foreign workers will automatically solve labor shortages.”
In reality, the process is far more complex.
At our office, we increasingly receive consultations regarding issues such as:
– overreliance on recruitment agencies,
– lack of understanding of immigration systems,
– incorrect visa selection,
– compliance and audit risks,
– communication problems, and
– high turnover rates.
The Specified Skilled Worker (SSW) system is not simply about hiring foreign nationals.
In many ways, the real work begins after recruitment.
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■ What Companies Must Prepare for Under the SSW Program
Companies that succeed in foreign employment today are not simply good at “hiring.”
They are good at “retention.”
That requires preparation in areas such as:
– Japanese language support,
– daily life support,
– internal consultation systems,
– career development opportunities,
– multicultural workplace management, and
– integration into local communities.
Successful employers treat foreign workers not merely as labor, but as long-term members of their organization.
On the other hand, companies that hire simply because “they need people immediately” often face higher turnover and operational problems.
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■ A Growing Sense of Risk Among Employers
As immigration professionals, we are increasingly concerned about companies proceeding with foreign employment without fully understanding the legal framework.
For example, many employers still do not fully understand:
– the difference between the Technical Intern Training Program and the SSW system,
– the role and responsibilities of Registered Support Organizations,
– compliance and audit obligations, or
– visa renewal risks.
However, moving forward, failure in foreign employment itself may become a major management risk.
Labor shortages in Japan are expected to become even more severe in the coming years.
In the near future, the question will no longer be:
“Does your company hire foreign workers?”
Instead, it will become:
“Can your company successfully retain and integrate foreign talent?”
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■ Hokkaido Businesses Are at a Turning Point
The City of Sapporo’s initiative to train foreign bus drivers is highly symbolic.
It signals the beginning of an era in which foreign workers help sustain regional infrastructure.
In a few years, having foreign staff will no longer be unusual.
Rather, many businesses may find it impossible to continue operating without them.
In fact, some industries have already reached that point.
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■ What Businesses Should Really Be Preparing For
The issue is not simply whether companies should hire foreign workers.
The real challenge is whether they can strategically design a sustainable foreign employment system.
That includes:
– immigration compliance,
– organizational preparation,
– retention strategies,
– internal communication systems, and
– legal risk management.
Companies that fail to prepare properly may experience:
– rising recruitment costs,
– repeated turnover,
– increased compliance risks, and
– operational instability.
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■ Our Approach
At our office, we provide more than visa application support.
We also assist businesses with:
– implementation of the SSW program,
– foreign employment consulting,
– compliance and audit risk management,
– organizational support systems, and
– retention strategies for foreign employees.
Recently, we have seen a sharp increase in consultations from companies saying:
“We relied too heavily on recruitment agencies.”
“The system is too complicated to understand.”
“We are worried about compliance inspections.”
“We want foreign employees to stay long-term.”
Foreign employment is no longer something businesses can approach casually.
It requires planning, structure, and long-term strategy.
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■ Conclusion: Foreign Employment Is Now a Core Management Issue
The reduction of bus services in Sapporo is not just a transportation issue.
It reflects the broader reality of Japan’s demographic crisis.
Foreign workers are increasingly becoming essential to maintaining local communities and infrastructure.
However, companies that proceed without proper legal understanding and organizational preparation may struggle significantly in the future.
On the other hand, businesses that:
– prepare early,
– focus on retention, and
– treat foreign employees as valuable long-term partners
will gain a major competitive advantage in the labor market.
For businesses in Sapporo and across Hokkaido considering foreign employment or the Specified Skilled Worker system, early preparation is critical.
Five or ten years from now, the gap between companies that successfully adapt and those that do not may become enormous.
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