Startup Visa Support by Kyoto Overseas Business Center: Advocating Fundamental Reform for Cultivating Student Entrepreneurs

The Kyoto Overseas Business Center is positioned as an important institution for the internationalization and economic revitalization of Kyoto, and as a support organization for start-up visas.

However, looking back at the current state of entrepreneurial support for foreign students, we cannot help but have strong concerns. There is a high risk that the government's measures will end up being a "big mountain rumbling and a mouse." Fundamental reform is required to foster foreign human resources who can truly contribute to the Kyoto economy.

In this column, from the perspective of an administrative scrivener, we propose what the Center should be and what its role should be, focusing on measures to improve support for international students.

1. separation of support targets and establishment of a "two-tiered support system

The situation of foreigners who want to start a business is diverse. Foreign students, in particular, face unique challenges, unlike experienced foreigners who already have a business plan and funds. The current support system, which deals with these issues in a uniform manner, is inefficient and is a factor in lowering the success rate. Therefore, we strongly recommend that the target of support be clearly separated into "foreign students" and "foreigners who already have a business plan," and that a "two-tier support system" be established that is appropriate for each.

The three main challenges faced by international students are

• Lack of creditworthiness: Short history in Japan, difficult to gain trust from financial institutions and investors.
• Lack of financial resources: Difficulty in securing initial funding and in laying the groundwork for the business.
• Lack of business performance: Lack of management experience and industry knowledge, and business plans are not realistic.

Ignoring these issues and applying the same support program is a waste of resources. International students should be "brought up from the ground up" and a separate ground-floor development program should be established. For example, basic business education, fundraising workshops, or long-term support with an emphasis on mentorship. The second floor, on the other hand, should focus on financial assistance and networking for those with business plans. With this structure, the center can play a role in efficiently developing human resources and strengthening Kyoto's innovation ecosystem.

2. problems with the current start-up visa support and the need for stricter enforcement

The country's "Management and Administration" visa program has strict criteria for selecting quality entrepreneurs. This is done with the intention of fostering truly competitive ventures. However, in supporting start-up visas, this standard tends to be relaxed,A "well-intentioned and lenient response" on the part of the administration is seen as problematic.As a result, the support will be as light as a temporary "sandbox game. As a result, support becomes as light as a temporary "sandbox game" and its essential contribution to the Kyoto economy is diminished.

As an administrative scrivener, what role do you expect the Kyoto Overseas Business Center to play?Gatekeepers" to ensure the quality of supportThis is to be the case.

We recommend the following three specific improvement measures

① Rigorous checks on financial planning: If the applicant cannot reliably prove a source of funding of 30 million yen at the time of application, the support is immediately denied. This prevents unnecessary administrative costs and risk of failure.

② Thorough guidance during the specified activity visa period: Strengthening advice on how to complete the requirements for transition to a "Management and Administration" visa during the visa period. Mandatory periodic reviews and consulting to improve business skills.

(iii) Strict verification and issuance of certificates during transitionThe Center verifies that the requirements for migration have been met and issues a "Certificate of Assurance of Migration". By requiring this in the documents submitted to the Immigration Bureau, only high quality entrepreneurs will be selected.

With this tightening, the Center will evolve into a program that focuses its support on elite entrepreneurs with global competitiveness and nurtures the talent that will drive the Kyoto economy. The ideal is to see the Center function as a high-quality filter, not merely a support organization.

Conclusion: To establish a rigorous screening and training system

If the Kyoto Overseas Business Center is unable to establish and implement such a rigorous screening and training system, it may be time to reconsider its current role and stance as a start-up visa support organization.

Supporting foreign students to start their own businesses is an investment in Kyoto's future. Through collaboration among government, business, and support organizations, the Center will become a center for producing international innovators through true reform. We hope that this proposal will lead to positive consideration by the Center.