Results of Evaluation of the Fiscal Year 2019
Business Achievements of the Public University Corporation,
the University of Aizu (Fiscal Year Evaluations)

September, 2020
Fukushima Prefecture Public University Corporation Evaluation OfficeResults of Evaluation of the Fiscal Year 2019 Business Achievements of the
Public University Corporation, the University of Aizu (Fiscal Year Evaluation)
Part 1 “Overall Evaluation”
Since its 2006 incorporation, the Public University Corporation, the University of
Aizu (“the Corporation”) is seen to be leveraging the advantages of incorporation in
its operations, which have the following traits.
○ Through the leadership by the Chairperson of the Board of Executives, thecorporation has operated independently and autonomously, leveraging its
freedoms in the facets of organization, human resources, budget, etc.
○ The Corporation operates with considerations of a wide range of opinions fromindividuals from outside the university and specialists, as well as the needs ofregional society, etc.
The self-evaluation of the corporation in regards to its business performance for
FY2019, the second year of the third medium-term goal period, is as follows.
Total Items: 170“A: Annual Plan Surpassed” 40 Items (24%)“B: Annual Plan Achieved” 123 Items (72%)“C: Achievement Below Annual Plan” 7 Items (4%)
“D: Achievement Well Below Annual Plan” 0 Items (0.0%)
The Board of Executives, Management Council, Education and Research Council,
and other internal organizations, as well as faculty and staff members worked tocollaborate closely under the leadership of the Chairperson. At the same time, theentire corporation worked together to achieve the medium-term goals through active
efforts related to education, research, regional contribution, and international
exchange. We have high praise for the corporation having achieved results in thesefields.
Further, in order to support recovery from the Great East Japan Earthquake andthe Fukushima Daiichi Nuclear Power Plant Accident as well as regional
revitalization, the university promoted initiatives, leveraging its specialties computer science, industrial information science, food nutrition science and earlychildhood education, thereby contributing to talent development, technologicaldevelopment, and the promotion of industry and culture. In this and other ways, its
reputation was greatly increased.
1 The University of Aizu
The University of Aizu (UoA) is engaged in a number of initiatives that leverage
its unique characteristics, including:*Development of excellent researchers and engineers capable of succeeding at
the domestic and international level in the computer science and engineering field,
as well as human resources with the spirit of being both an instructor andentrepreneur.

*Participation of Aizu Research Cluster for Space Science (ARC-Space) n the
Hayabusa 2 project.
*Promotion of research by the Research Center for Advanced Information
Science and Technology (CAIST).
*Designation as the Center
for Lunar and Planetary Exploration Archive Science.
*Holding “PC Koshien 2019,” which had 1,850 participants.
*Promotion of study abroad and internship programs funded by the “Top Global
University Program” established by MEXT.
These efforts, as well as the fact that the university is continuously publicizingthem domestically and internationally, are worthy of praise.
We can also praise UoA for its contributions to the recovery of the prefecture
through efforts that leverage its characteristics in the creation of new industries
and the expansion of employment including:a. Strengthening of industry-academia-government collaboration including
collaborative activities utilizing the Laboratory for leading-edge ICT in Aizu
(LICTiA), which was established to contribute to the recovery of the region fromthe Great East Japan Earthquake and the Fukushima Daiichi Nuclear Power Plant
Accident, towards the establishment of Aizuwakamatsu City’s AiCT facility.
b. Promotion of the robotics industry, which is being heavily supported in the
Hamadori Region towards the realization of the Innovation Coast Framework(which aims to construct an industrial base in the regions such as Hamadori torestore the industries in these regions that were lost due to the Great East Japan
Earthquake and the Fukushima Daiichi Nuclear Disaster).
c. Supporting the Prefectural Citizens’ Health Survey, which is being conductedin collaboration with Fukushima Medical University.
d. Working on programs to support the employment of females skilled in
information technology (IT), the development of talents who will engage in thedevelopment of leading-edge ICT, and so on.
2 UoA Junior College Division
The University of Aizu Junior College Division (JCD) is actively engaged indeveloping professionals with knowledge and skills in specialized fields(management, design, information, nutrition, food, health, welfare, childcare, earlychildhood education, etc.) who are capable of working closely with the region andcontributing to society. The JCD also contributed to regional revitalization throughindustry-academia-government-civic collaboration and cooperation led by theCenter for Rejuvenation of Local Communities. Further, it worked on securing
quality students despite the declining birth rates, providing career support,
carrying out practical learning and practical education that involve students in theplanning process, etc., improving the quality of classes through theannouncement of class evaluation results and through notifications to facultymembers, as well as holding off-campus lectures. These efforts are worthy ofpraise.
Particularly, the efforts to support revitalization in collaboration withmunicipalities affected by the Great East Japan Earthquake and the Fukushima
Daiichi Nuclear Disaster through, among other things, supporting thedevelopment of future leaders and volunteer activities aimed at solving local
issues are worthy of high praise.
Part 2 “Evaluation by Item”
1 Measures That Should Be Taken to Achieve Goals Related to Increasing
the Quality of University Education and Research, Etc.
[Evaluation] We recognize that “II: The Annual Plan Was Largely CarriedOut.”(1) Measures Taken to Achieve Education Goals[Evaluation] We recognize that “II: The Annual Plan Was Largely
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○, Issues Requiring Work, etc.: △](UoA)① ◎ The UoA strove to make the admission policy known and secure the newstudents it desires through opportunities such as high school visits,
Open Campus and university information fairs. Through these efforts, it
achieved a competition rate of 6.3 for the general admission examination,
surpassing the goal of 5.0.
② △ Aiming at increasing female enrollment, the UoA engaged in PR
activities and dissemination of information. However, 9.4% of newstudents were female, which didn’t reach the goal of 14%. The UoA
needs to discuss the necessity and appropriateness of this goal.
③ ○ 69.6% of first-year undergraduates achieved a TOEIC score of 400 orabove, surpassing the goal of 60%.
④ ○ The UoA proactively engaged in holding the Graduate School Fair,
Open Campus, etc. and conducting PR activities, etc. for national
colleges of technology. However, the master’s program capacity
fulfillment rate of 67.5% fell below the goal of 70%.
⑤ ○ The UoA continued to secure quality faculty members throughinternational open recruitment. As a result, it largely achieved the goal of
having 57% of full-time faculty members, etc. be foreign nationals or
have earned degrees abroad.
⑥ △ For preventing poor academic performance of students, class mentors
conducted individual interviews twice a year. Besides, for students withpoor academic performance and their guardians, a total of 64 interviews

were conducted as a collaboration between faculty members, Student
Affairs Division (SAD) staff members, counselors, and Learning Support
Staff. Although the UoA had the goal to reduce the number of students
with poor academic performance to below 100, 130 students fell into thiscategory. The UoA needs to discuss the causes of poor academic
performance and countermeasures to prevent the situations.
⑦ ○ In order to reduce the financial burden on students, the UoA continued to
implement the tuition reduction and waiver system, started calling for
donations by establishing the University of Aizu Student Life Support
Fund, and provided students with prepaid cards that can be used at the
University shop and cafeteria.
(JCD)① ◎ The JCD strove to secure new students it desires through conducting
high school visits, Open Campus, university information fairs,
home-coming reporter, etc. In addition, the JCD improved PR activities
by updating the campus guide and the layout of its website andimproving the questionnaires. As a result, it achieved a competition rateof 3.1, thereby achieving its goal of maintaining a competition rate ofaround 2.0.
○ With a goal of improving the admissions selection process, the JCD
analyzed past admissions. Based on the analysis, the admission
capacity for recommendation-based admission selection and generaladmission selection. Furthermore, it decided to introduce thesecond-term entrance examination for the Department of Food andNutrition Science.
③ ○ Each department provided support aimed at helping students acquirecertifications and licenses. As written below, almost 100% of students
wishing to acquire licenses and qualifications succeeded in doing so.
Therefore, it largely achieved the goals of 100%.
Department
Color Coordination Test: 80%,of Industrial Eligibility for taking 2nd-class Architect Test: 100%
Information
Science
Department
Certificate for Nutritionist: 100%, Eligibility for taking theof Food and Food Specialist Certification Test: 95.5%, Eligibility for
Nutrition
taking the NR Supplement Advisor Test: 100%
Science
Department
Type 2 Kindergarten Teacher License: 100%、Certificateof
Early for Nursery Teacher: 100%
Childhood

④

⑤

⑥

Education△ Job placement rate to the positions related to the licenses: The goals
and results were as written below. The rate fluctuates depending on
business conditions and we need to take students’ own wishes into
consideration, too. For these reasons, we need to discuss theappropriateness and necessity of the indexes.
Department of Food and Nutrition Science Performance: 70.3% (Goal80%)
Department of Early Childhood Education Performance: 96.0% (Goal95%)○ Aiming at improving living environment in the student dormitory, theJCD directly interviewed dormitory students, etc. and conducted workon increasing the capacitance and repairing the kitchen and theventilators.
○ For supporting students, the JCD continued to provide tuition
reductions and waivers and distribute prepaid cards as economic
support. In addition, it established a consultation counter and planned
and implemented short-term on-campus programs for students whowish to be transferred to UoA and short-term on-campus TOEIC
programs.

(Shared)① ○ Both the UoA and JCD made efforts to support students to findemployment by understanding the needs of students and companies. As
a result, they maintained the high job placement rates.
UoA (Graduate School) Performance: 98.1% (Target:100%)UoA (Undergraduate School) Performance: 98.1% (Target:100%)
JCD Performance: 97.1% (Target: 100%)(2) Measures Taken to Achieve Research Goals[Evaluation] We recognize that “I: The Annual Plan Was Sufficiently
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○, Issues Requiring Work, etc.: △](UoA)① ◎ The number of papers accepted by major academic journals, thenumber of citations of academic papers, and the number of patentapplications exceeded the numerical goals as written below. In addition,
the Aizu Research Cluster for Space Science (ARC-Space) of ResearchCenter for Advanced Information Science and Technology (CAIST) was
designated as a joint usage / research center by MEXT. After being
separated from CAIST and becoming independent as the Aizu Research②Center for Space Informatics (ARC-Space), the center has been
conducting joint research with researchers from across the nation.
Number of papers accepted by major academic journals
Performance: 313 (Goal: 300)
Number of citations of academic papers Performance: 4,743 (Goal:
3,000)
KAKENHI adoption rate of new research projects
Performance:
28.9% (Goal: 30%)
Number of patent application: Performance: 15 (Goal: 10)○ Center for Language Research conducted various research, and all of
its faculty members made presentations at international conferences.
The center also hosted an international conference at the UoA.

(JCD)
① ○ The JCD distributed the Seeds Collection where research themes andresults were summarized, and shared the collection on the university
website. It also accepted commissioned projects from regional
collaborators (industry, government, private sector, and academia) andconducted regional practical research projects, practical education thatinvolves students in the planning process, etc. By doing these, it gaveback the research achievements to regional society.
② ○ The JCD published 129 books, papers, and other results, exceeding thegoal of 100 publications.
(Shared)① ◎ The number of external open research funds acquired and the amountofexternal
research
funds
includingthose
relatedtoindustry-academia-government collaboration greatly exceeded thegoals as below.
Number of open research funds acquired Performance: 130 cases(Goal: 50 cases)
Amount of external funds acquired
Performance: 370 million
JPY (Goal: 150 million JPY)
(3) Measures for Achieving Objectives Related to Internationalization[Evaluation] We recognize that “I: The Annual Plan Was Sufficiently
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○, Issues Requiring Work, etc.: △](UoA)① ○ The quality of internship programs was improved by newly establishing
the overseas training program at the SOVO (Student Office & VentureOffice) where students can learn business planning and IoTdevelopment from the introductory level and the Silicon Valley
Middle-term Internship Program where students conduct leading-edge
R&D activities at local ventures.
②○ For self-sustainment of the Top Global University project, the UoA has
obtained sponsorship from two companies in and outside the country.
Moreover, it implemented an initiative that will be a model case to change
the implementation system of internship programs.
③ ○ The UoA strove to proactively engage in international exchanges withlocal residents including, among other things, conducting visits toelementary schools and exchange events in collaboration with local
municipalities and the Support Association for International Students of
the University of Aizu (SAISUA).
④ ◎ The UoA strove to secure excellent international students from partner
universities with the Dual Degree Program (DDP), Global 3 + 2 Program,
etc. As a result, the percentage of international students grew to 9.5% of
the overall student body and exceeded the goal of 6.3%.
⑤ ○ By thoroughly disseminating the information to students at the newstudent orientation, study abroad fair, etc., the number of Japanese
students who experienced studying abroad exceeded the goal.
(For the goal of 40 students, 41 students had decided to study abroad.
However, 32 of them were unable to do so as their programs werecanceled due to COVID-19.)
2 Measures Taken to Achieve Revitalization Support Goals Following theGreat East Japan Earthquake, Etc.
[Evaluation] We recognize that “I: The Annual Plan Was Sufficiently
Carried Out.”(1) Measures Taken to Achieve Goals Related to Collaboration andCooperation with Local Society, etc.
[Evaluation] We recognize that “I: The Annual Plan Was Sufficiently
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○, Issues Requiring Work, etc.: △](UoA)① ○ “PC Koshien 2019” had 1,850 participants from 43 prefectures and got
sponsorship from 69 companies. The UoA received the Minister of
Education and Science Award of the 23rd Engineering Education
Award (Japanese Society for Engineering Education) in recognition of
the contribution to personnel development through this initiative.
③○ In the collaboration with Aizu-wakamatsu City andrelevant organizations, the UoA held the Computer Science Summer Camp
2019 in which junior and senior high school students from around thecountry participated. It received almost twice as many applications as thecapacity of the camp of 60 students. Based on the results of the drawing, 64
junior and senior high school students participated in the camp. The UoAprovided participants with opportunities to experience the attractions andspecialties of the UoA and Aizu.
③ ○ The UoA conducted off-campus lectures at 33 high schools in theprefecture in total. Faculty members were sent to Aizu Gakuho Juniorand Senior High Schools for conducting lectures on informatics, etc.
④ ○ The UoA continued the collaborative projects with partner municipals
while newly concluding collaboration agreements with Tadami Town andNishi-aizu Town. It also supported solving regional issues through Aizu
Open Innovation (hereinafter AOI) meetings where companies aroundthe country seek technical consultations and exchange opinions.
Furthermore, the UoA visited Iwaki City for exploring the possibility ofcollaboration.
- Aizu-wakamatsu City: In collaboration with Smart City AiCT, the UoApromoted interactions between local companies and students andimplemented practical business technology projects, etc. for learning
how to solve issues.
- Kitakata City: The UoA held a AOI meeting on planning the utilizationof the site of the former prefectural hospital and advised the city.
- Koriyama City: As a digitalization promotion advisor and a member ofthe council for urban transportation strategy in Koriyama City, the UoAadvised the city on relevant programs.
- Shirakawa City: The UoA visited the city and exchanged opinions.
- Koriyama Area Technopolis Promotion Organization: The UoA visitedthe organization and exchanged opinions.
- Tadami Town: The UoA provided assistance to solve their snow
removal issues through AOI meetings.
- Nishiaizu Town：The UoA provided assistance to solve quality control
issues at local companies.
⑤ ○ Fukushima Medical University: The UoA participated in the systemstudy group and gave guidance as an advisor while working on three
joint research projects.
⑥ ○ As a member of the Academia Consortium Fukushima (ACF), the UoA
helped women develop ICT skills through the Female Programmer
Development Project and offered job placement assistance to the project
participants.
⑦ ○ For the World Robot Summit 2020, the UoA was in charge of thedevelopment of control software and supported the participation of

⑧companies in Minami-soma City and their development work. Moreover,
the UoA was engaged in the development of future leaders in robotics
industry through talent development projects by utilizing the UoA Robot
Test Field Research Center, which was established in the Robot Test
Field. (13 training sessions for highs school students and one training
session for college students and adults.)○ The UoA held 340 AOI meetings this fiscal year for supporting
companies, etc. around the country. It also conducted joint research ondata analysis triggered by AOI meetings. Through big data analysis for
manufacturing activities of companies in the prefecture, the UoA
implemented a model project for improving productivity.

(JCD)① ◎ Through distributing 80 copies of the Seeds Collection and other PR
activities, the JCD expanded the possibility for cooperation andcollaboration with municipals and various organizations. In addition, it
achieved the goal of 20 regional collaboration and corporation projects
by implementing 21 projects. Moreover, it conducted 36 practicaleducation initiatives that involve students in the planning process andexceeded the previous fiscal year’s performance.
② ○ The JCD continuously dispatched faculty members for off-campus
lectures as part of local contribution. In addition, to further promote theproject, it proactively strove to advertise it by creating and posting the listof off-campus lectures on the university website. As a result, it had alarge increase of the number of off-campus lectures from 161 to 204 andlargely exceeded the goal.
(Shared)① ◎ Both the UoA and JCD held public lectures and off-campus lectures
written below, and gave back the intellectual resources of the
Corporation to regional society.
Public Lectures
Off-campus
Lectures
UoA
16 lectures
49 lectures
JCD
3 lectures
204 lectures* Number of lectures cancelled due to COVID-19: 5② ○ Both the UoA and JCD proactively advertised availability of university
facilities as a university open to the local community. As a result, thenumber of use of the Lecture Hall increased from 61 to 83. Moreover, theLaboratory for Leading–edge ICT in Aizu (LICTiA) was used by local
residents when the UoA held the Aizu IT Aki Forum and jointly held ademonstration event of transport robots with private companies.

Furthermore, the UoA held the Open Lab, Programing Class, etc.
along with the PC Koshien, and local residents including elementary
school students participated in the events.
* Due to COVID-19, university facilities were closed to visitors since
February 28.
(2) Measures Taken to Achieve Goals on Revitalization of Local Industry[Evaluation] We recognize that “II: The Annual Plan Was Largely
Carried Out.”[Praise-worthy Initiatives in FY2019: ○ (Issues Requiring Work, etc.: △)](UoA)○ The UoA worked on the female programmer training project. In the project,
the UoA provided opportunities to learn ICT to women who wish to workfor IT related companies, etc. in Fukushima Prefecture and provided
them with job placement support. Thanks to that effort, 51 individuals
found employment.
② ○ Two companies were newly certified as UoA-launched ventures. In
addition, the UoA conducted research activities in collaboration with
UoA-launched ventures.
③ ○ Through AOI meetings, the UoA conducted 10 joint research projects
with companies in the prefecture and two commissioned research
projects with municipals.
(3) Measures Taken to Achieve Goals Related to Revitalization Support[Evaluation] We recognize that “II: The Annual Plan Was Largely
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2018:○, Issues Requiring Work, etc.: △](UoA)〇 In order to make the LICTiA as a place for creating innovations throughindustry-academia-government collaboration, we held 340 AOI meetingsand exceeded the goal of 300 meetings as the centerpiece of ouractivities.
② ○ In addition that the UoA continued the big data analysis model project for
optimization of the IHI Soma Plant, the UoA continued joint research
projects with companies which have a base in the prefecture.
Furthermore, through AOI meetings, the UoA conducted the joint
research project with TIS Inc., which is a tenant of the Smart City
AiCT.
③ 〇 The UoA worked on various revitalization projects in collaboration with
Fukushima Medical University and the Fukushima Prefectural Police
Headquarters.

Collaboration with Fukushima Medical University: The UoA
participated in review meetings regarding the management ofprefectural citizen health survey data and a subcommittee discussing
the provision of the data for the purpose of academic research.

Collaboration with the Fukushima Prefectural Police Headquarters:
UoA faculty members commissioned as Cyber Criminal
Countermeasure Advisors by the Fukushima Prefectural Police havebeen giving them advice. In addition, four students were commissioned
as cybersecurity volunteers.
Using the Laboratory for Leading–edge ICT in Aizu, we implemented
a five-day cyber security training (with 20 participants from major
information and communication companies, etc.).
〇 In order to promote the robotics industry which has become a pillar of theindustrial recovery in Hamadori area, the UoA participated in a robot andsoftware study group hosted by Fukushima Prefecture. In addition, it
worked on verification / development support and talent development
through implementing robotics talent development projects for highschool students in Minami-soma City and Techno Academy Hama
students.
(JCD)○ The JCD dispatched lecturers to primary and junior-high schools of Okuma
Town and opened the athletic field, gymnasium, tennis courts and libraryas part of proactive support to foster the children who will play a key rolein shaping the future of Okuma Town.
② ◎ The JCD implemented off-campus lectures in Soso area. It also
implemented 12 local collaboration projects related to revitalization
support.
3 Measures Taken to Achieve Goals Related To Improving and Streamlining
Administrative Operation[Evaluation] We recognize that “II: The Annual Plan Was Largely CarriedOut.”(1) Measures Taken To Achieve Goals Related to Improving andStreamlining Business Operations[Evaluation] We recognize that “II: The Annual Plan Was Largely
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○, Issues Requiring Work, etc.: △](Common Item)① △ Although the Corporation strove to widely inform the University of Aizu

②code of conduct, it couldn’t create the operational policies for theorganization.
○ The ratio of corporate staff increased to 42.3% by switching one
prefectural personnel to corporate staff. (30 of 71 administrative staff
members are currently corporate employees.) In addition, throughinternational open recruitment, twelve faculty members were hired.

(2) Measures Taken to Achieve Research Goals[Evaluation] We recognize that “II: The Annual Plan Was Sufficiently
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○, Issues Requiring Work, etc.: △](UoA)① ◎ By promoting use of the Laboratory for Leading–edge ICT in Aizu
(LICTiA), University-Business Innovation Center (UBIC), etc., the UoA
generated the annual usage fee revenue of 28.03 million JPY and exceeded
the goal of 24 million JPY.
② ○ The UoA strove to publicize technical information through, among otherthings, publishing the results in the FY2019 Seeds Collection andparticipating in technical exhibitions held in Tokyo, etc. In collaboration
with the Technology Licensing Organization (TLO), it concluded twopatent licensing agreements.
③ ◎ The UoA started calling for donations to the Student Life Support
Fund as financial support to students. Moreover, the UoA accepted seven
donations of 26.13 million JPY in total from Aizu-wakamatsu City, privatecompanies, etc. in Aizu-wakamatsu City. The donation was used for
implementing open joint research and collaboration projects with Smart City
AiCT.
④ ○ Responding to the change in Japan’s era name and consumption
taxation system, the UoA updated relevant systems as planned. At thesame time, it created a plan for updating the accounting system focusing
on optimization of administrative processes. Moreover, among the plans,
it implemented the system update for improving the accounting process.
(JCD)
①
○
The JCD proactively called for donations to the Kousho Scholarshipby publicizing its tax incentives on the official website and so on. As a result,it raised donations of 196,000 JPY, which exceeded last fiscal year’s amountof 165,000 JPY. Based on the regulation, it provided eight students with thescholarships.
(3) Measures Taken to Achieve Research Goals

[Evaluation] We recognize that “II: The Annual Plan Was Largely
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○, Issues Requiring Work, etc.: △](Shared)① ○ The Corporation managed the interim progress of the numerical goals
and shared the progress in October in order to use the information forthe latter half of the fiscal year.
② ○ In order to make the UoA and JCD more recognized, the Corporation
proactively disseminated the information about the participation in the
HAYABUSA2 project and the world tournament of ICPC International
Collegiate Programing Contest, awards received by UoA students andpersonnel, industry-academia collaboration, and local contribution.
(4) Measures Taken to Achieve Research Goals[Evaluation] We recognize that “II: The Annual Plan Was Largely
Carried Out.”[Particularly Praise-worthy Initiatives: ◎, Praise-worthy Initiatives in FY2019:○ (Issues Requiring Work, etc.: △)](UoA)① ○ The UoA exceeded the target for the fiscal year in terms of
implementation of repair and maintenance of facilities and equipment. In
addition, it started formulating a plan for extending lifespan of facilities
and formulated the same type of plan for the JCD.
② ○ As a result of guidance sessions on literature search by Librarian andtraining sessions on literature search database by visiting instructors, theelectronic resource usage increased compared to last fiscal year.
(JCD)① ○ In order to promote the library usage, the JCD established the Library
Improvement Study Group to discuss projects such as expansion of
space for studying and reading and the group prepared the repair work
plan. Moreover, it established the JCD Library Material Disposal
Guidelines and started disposing of library materials based on thelong-term plan.
(Shared)① ○ In order to ensure compliance, the Corporation hosted various training
sessions and worked on notifying employees of the code of conduct. In
particular, the Corporation provided online training for researchers inorder to improve the participation rate. The Corporation, furthermore,reviewed the check sheet related to research ethics and discussed theestablishment of the consultation system.

② △ Aiming at improving the annual health checkup participation rate ofstudents, faculty members, and administrative staff, the Corporation emailed
them the date and time of the health checkups.
The participation rate was improved after facilitating an environment
where students find it easy to undergo health checkups through setting
additional dates for health checkups as well as informing them of thehealth checkups. The Corporation had Directors confirm the situation of
their members subject to detailed examinations whether they had taken
the exams.
Health management of students, faculty and administrative staff
members is critical, so all faculty members and administrative staff
should undergo health checkups. However, realistically, having all
students in particular undergo health checkups is difficult. It is necessary
to discuss the appropriateness of setting numerical goals which are
extremely difficult to achieve and the evaluation methods for the goals.
FY2018FY2019Students UoA
88. 3%
90. 7%
JCD
97. 8%
98. 4%
Faculty
UoA
94. 1%
92. 5%and staff JCD
100%100%