Fujisan, sacred place and source of artistic inspiration

Threat identified at the time of inscription of the property:

• Lack of a fully functional management system

On 27 January 2016, the State Party submitted a state of conservation report, which is available at https://whc.unesco.org/en/list/1418/documents. The report addresses the Committee’s specific requests at the time of inscription (Decision 37 COM 8B.29) as follows:

• The State Party’s response outlines the development of (i) a detailed Vision based on the idea of the mountain as a “sacred place” and a “source of artistic inspiration”; and (ii) strategies for the property, to be implemented in collaboration with key stakeholders. On this basis, a revision of the Comprehensive Preservation and Management Plan was carried out, according to which the property’s 25 components will be managed as a cultural landscape and as an entity, with full participation of all local communities. This will allow management to cover both the property and its buffer zone and to respect the relationships between component parts in spiritual and aesthetic terms ;
• One of the Vision’s goals is to control the number of visitors ascending the mountain and the way they approach their journey, based on cultural traditions dating back to the 17th century and on the need to preserve scenic landscapes. A three-year research programme (2015-2017) on the carrying capacities of the upper access routes is currently underway and, by July 2018, indicators will have been developed for the daily number of climbers. Increased awareness of the cultural values of the mountain has already resulted in a decreased amount of littering caused by climbers. A research programme on the former network of lower pilgrim routes (encompassing different religious beliefs over various periods) is also underway and has clarified relationships between various component parts. This work will eventually lead to the development of interpretation centres and encourage visitors to explore these components and their links to the ascending routes ;
• Development control measures have been strengthened within parts of the property and the buffer zone. Yamanashi Prefecture has adopted a new ordinance governing development for part of the property and the buffer zone, including the area along the shorelines of the Fuji Five Lakes (Fujigoko), and further landscape plans and ordinances are being developed to encourage sustainable land use ;
• Longer-term conservation projects are being planned for Oshino Hakkai springs, Shiraito no Taki waterfalls, fifth station of the Yoshida Ascending Route, and the Mihonomatsubara pine tree grove ;
• Monitoring indicators have been strengthened and a disaster risk management strategy has been prepared.

The State Party has produced a detailed and comprehensive report on work undertaken since the inscription to address the requests of the Committee. In particular, the development of a Vision to overarch a holistic management approach is very welcome. This allows the management of the property as a cultural landscape to bring together work related to various different disciplines such as research, interpretation, visitor management, strengthened protection, and conservation in an iterative process whereby each disciplines reinforces the others.

The revised Management Plan is now a comprehensive document that clearly sets out the scope of the property, its OUV and the attributes of the various components sites in the context of their history. It clearly articulates the need for “sustainable relationships between people and Fujisan by looking forward at land utilization based on the historical land utilization of the areas at the foot of the mountain, together with maintaining and improving upon the hallmarks of beauty and divinity possessed by Fujisan”.

The issues that are being addressed cannot be easily “solved” or “completed”. The crucial need is to embed them within the management framework and to monitor the impact of work being undertaken. Some progress has already been made with the voluntary reduction of litter on the mountain as climbers become more aware of cultural and environmental issues, in the coordination of management for mountain routes, mountain huts and tractor routes; in assembling research on the multiple lower level routes and shrines to allow an understanding of religious approaches and different historical approaches during which  the routes were used; and in strengthening coordination between different authorities to promote more effective use of planning policies. The removal of electric wires from key views of the mountain has also had a significant impact.

The scope and extent of the outlined programme are both impressive and absolutely necessary if the mountain – both its upper summit and lower flanks – is to be understood as a whole and as a place of religious and artistic inspiration in tune with its natural and cultural environments. The development pressures around the property are considerable and it is acknowledged that work on mapping the lower pilgrim routes must be done as soon as possible before development severely compromises essential links.

There has clearly been considerable energy put into addressing the issues since the inscription and this implies significant coordination between all the many authorities involved in the management of the property. If the momentum is to be maintained, there will be a need for strong coordination from the Fujisan World Cultural Heritage Council and effective sharing of information.

It is considered that the multidisciplinary work being undertaken is exemplary in its scope, aims and ambitions. In bringing together experts and communities, cultural and natural dimensions, spiritual and recreational needs, development and conservation on the large canvas of Fujisan and its buffer zone, it is providing an excellent example of how the management of a property can deal not only with conservation but  can add value through enhanced cultural identities and social responsibilities. 

It is suggested that, as much as feasible, the work being undertaken and the lessons learnt should be shared with other extensive cultural landscapes that share similar conservation and management challenges.