My Vision No.63
2022.12

Realizing “Investment in People” with a Focus on
the Different Challenges Faced by Each Individual
The Japanese government is promoting “investment in people.” The challenges faced by young people,
middle-aged people, and the elderly are different depending on their age and the circumstances in which
they find themselves. What are the differences in their needs? What are effective policies?

About This Issue
On Policy Calling for “Investment in People”: Toward Careful Measures Accounting for
Age and Environment
Noriyuki Yanagawa

Executive Vice President, NIRA／Professor, Graduate School of Economics, The University of Tokyo

The government, which is committed to the realization of a “new capitalism,” has announced a policy tostrengthen investment in people, the key to this new capitalism. The issue of “investment in people” may
be different for different age groups, such as the young, middle-aged, and the elderly, and for different
circumstances. To enhance the effectiveness of policies, it is necessary to determine what the needs of each
person are. For the policy to be effective, it is necessary to determine what each person’s needs are andimplement the investment in a detailed manner. What are the differences in their needs? What are effective
policies? We interviewed experts on capacity building among people of different ages and circumstances.
Keywords…Investment in people, capacity building, meticulousness

Expert Opinions
Realizing “Investment in People” with a Focus on the Different Challenges Faced by Each
Individual
Is there a difference in investment in people and the needs of different people?
What are effective policies?

Thoughtful Support for the Needs of Employers,
and Employment Support Together with Livelihood
Security

Delivering Reskilling Opportunities with Career
Development Support to Stagnating YouthMiki Tsutsui

Reiko Kosugi

Professor, Faculty of Lifelong Learning and Career
Studies, Hosei University

Director, Japan Institute for Labour Policy andTraining

Keywords…Employment Assistance, Recruitment andRetention Assistance for Employers, Metropolitan
Coordinating Association (MCA)

Keywords…Motivation for learning, careerdevelopment support, career education

The Need for Both Labor and Management to
Recognize that Learning is a Lifelong Endeavor
Takumi Miwa

Reviewing Investments in the Elderly Generationfrom the Perspective of Contributing to Regional
Communities and the Next Generation
Yoshinori Fujiwara

Professor, Faculty of Business Administration,
Momoyama Gakuin University

Director of Research, Tokyo Metropolitan Institute ofGerontology

Keywords…Reciprocation between theory and practice,
autonomous learning, rewarding management

Keywords…Living and working, giving back to theregional community, work-like activities

Creating an Educational Platform to Develop AI
Human Resources with Depth
Yasunobu Uchiyama
Dean and Professor of the Graduate School of
Artificial Intelligence and Science, Rikkyo
University

Interview period：October, 2022
Interviewer : Ayumi Kitajima (NIRA Research
Coordinator & Research Fellow), Kozue Sekijima (NIRA
Research Coordinator & Research Fellow)

Keywords…Expert level and entry level, highly
specialized courses, increasing faculty headcounts
Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement

My Vision No.63
2022.12
About This Issue

On Policy Calling for “Investment in People”: Toward
Careful Measures Accounting for Age and Environment

Noriyuki Yanagawa
Executive Vice President, NIRA／
Professor, Graduate School of
Economics, The University of Tokyo

In recent years, the importance of investing in humanresources has received renewed attention. As the industrial
structure is rapidly changing due to the advancement ofdigitalization and the development of artificial intelligence (AI),the importance of skill development adapted to the newenvironment is garnering attention globally. It has also been
pointed out that Japanese companies have not been able todevote time and effort to capacity development in theenvironment of prolonged low growth of the Japanese economy.
Against this backdrop, the Japanese government has launched apolicy of “investment in people” to promote investment in humanresources.

However, “investment in people,” or human resource investment, has a broad variety of points
to consider. One aspect, for example, is that it requires people who can adapt to digitalization and areskilled in cutting-edge data science, while another is that it is necessary to support those who do nothave the opportunity to develop their skills due to non-regular employment. Even if we speak of“human resource development” in the same way, what is required for the two is quite different. In
recent years, the need has also been pointed out for skill development for middle-aged and older
workers in order for them to have fulfilling second careers, but the human resource investment
required here would be different from that required for digitalization and non-regular employment.
In this way, what is required for human resource investment in a nutshell will vary depending oneach individual’s position and environment; as such, a meticulously detailed response is necessary
when considering policy.

How to support the capacity development of youth and people with employment
difficulties
In this project, we asked each of the experts to discuss necessary human resource investment
from the standpoint of their respective fields of expertise. First, Professor Miki Tsutsui of the Facultyof Lifelong Learning and Career Studies at Hosei University discussed this issue from the perspectiveof employment support. When it comes to human resource development, the focus tends to be on whatskills a company should equip its employees with to increase profits. However, from the perspectiveof society as a whole, it is important to consider how to provide appropriate education and training tothose who wish to work but have difficulty in doing so. In this regard, it is argued that “social inclusion,”in which people work and contribute to society and are validated and accepted, is significant. However,
employment for people with various difficulties inevitably tends to be low paid; thus, the need toconsider this issue in combination with livelihood security is emphasized.
Reiko Kosugi, Director at the Japan Institute for Labor Policy and Training, focuses on careerdevelopment support for young people. Many young people, who were non-regular staff, are beingbrought into full-time employment, and the employment environment is improving. However, evenamong these, some full-time employees are working in fields where productivity and wage levels are
low, and young people are less motivated due to a lack of career prospects. Dr. Kosugi points out that
Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement

My Vision No.63
2022.12
we should turn our attention to them now: it is natural that these young people need skill development,
but it is important to point out, based on reality, that this must be accompanied by career consulting
and other support. In this case, if the support measures are funded by employment insurance, only
those who are enrolled in employment insurance would be eligible. Dr. Kosugi argues that to broaden
the support available to most non-regular workers, contributions from the general account are alsoneeded. Further, affording these individuals the experience of constructing their own careers usingsocial resources is critical, and she recommends the enhancement of career education for this purpose.

Toward Better Second Careers for Middle-aged and Older Adults
Takumi Miwa, Professor of Business Administration, at Momoyama Gakuin University,
focuses on continuing education for middle-aged and older adults. Japanese companies havetraditionally emphasized on-the-job training in the workplace for human resource development;
however, he points out, it is now more effective for them to autonomously engage in learning throughheterogeneous experiences outside the organization, specialized studies at graduate schools,
theoretical learning through the acquisition of official qualifications, and so on. Nevertheless, since it
is too late to seek autonomy after middle age, he advocates that young people not be confined to theirorganizations and develop the habit of autonomous learning. In addition, to revitalize relearning, bothlabor and management must share the common understanding that learning is a lifelong process andthat the government and companies must establish a system that actively rewards relearning.
Yoshinori Fujiwara, Director of Research, Tokyo Metropolitan Institute of Gerontology,
focuses on the elderly. He points out that it is desirable for the elderly to engage in “Sanpo-yoshi (three
way satisfaction)” activities, in which they are energetic and work not only for money but also to give
their lives purpose; they support the work of the working-age population; they are appreciated byothers and feel a sense of purpose in life; and they are useful to the local community. He also statesthat by establishing a link between lifelong learning and community activities, the elderly will be able
to make use of the knowledge they have learned and give back to the community. To this end, heargues that the challenge is to secure human resources who can connect the welfare field, which
supports the independence of the elderly, with the industrial field, which is a place of work, and thatthe form of social activities for the elderly should be flexible according to individual circumstances.

What Should be a Priority in Terms of Artificial Intelligence Human Resource
Development?
Unlike the previous experts, Professor Yasunobu Uchiyama, Dean and Professor of the
Graduate School of Artificial Intelligence and Science, Rikkyo University, focuses on the AI humanresources that must be trained in Japan in consideration of the developments and advances in AI
technology. He believes that, when AI human resources are divided into three levels, drastic measures
are needed for the second and third levels—“experts” and “entry-level workers”—and that it will bedifficult to utilize AI in the real world unless the quality and quantity of the human resources in theselevels are enhanced. While the development of experts requires graduate-level education, it has been
pointed out that it is difficult to attract a sufficient number of students to highly specialized classes.
Regarding the education of entry-level workers, he argues that this is an area where training canbegin most quickly if measures are taken to create an educational platform and mobilize personnel
from companies who can provide specialized training as university faculty.

Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement

My Vision No.63
2022.12Expert Opinions

Thoughtful Support for the Needs of Employers, andEmployment Support Together with Livelihood Security
After the collapse of Japan’s bubble economy, a cost-cutting
mindset became dominant, and investment in people dwindled. In
particular, employment support for people with various difficulties has
been left behind because it is difficult to see returns. However, the entryof the unemployed and non-employed into the labor market holds thesignificance of “social inclusion,” in that people can work and contributeto society and be validated. It is also critical in terms of preventing
division with those who are working. Support for disadvantaged people
Miki Tsutsui
should thus be positioned as an “investment in society.”
Professor, Faculty of Lifelong
Investment in employment support and other measures for
Learning and Career Studies,
people with difficulty finding work should be made steadily, without
Hosei University
taking a patronizing stance. It is important to increase opportunities
for employers and job applicants to come into direct contact. In particular, people who have been out ofwork for a long period should not be placed in the workplace immediately after completing job training,
but rather, they should be given a series of “trial experiences” leading to employment. It is also essential
to take concentrated measures, such as providing targeted support to companies that are willing to hire
and provide education and training to people with employment difficulties, but cannot afford to do so interms of human resources, experience, time, and finances. It would be good for local governments to seekout companies that have needs and willingness to provide such support through, for example, company
visits and employment support forums attended by companies. When it comes to support, there is atendency to be biased toward providing assistance to those who wish to work; however, it is also importantto carefully identify the concerns of employers, such as companies, and encourage them to hire people andprovide them with education and training.
In Sweden, an organization called the Metropolitan Coordinating Association (MCA) holds
coordinated vocational (rehabilitation) training program through the cooperation of local governments,
labor unions, social insurance offices, and others that targets a diverse range of workplaces and visits themto find “problems” in the field. On behalf of busy managers, the MCA identifies the “problems” as “newjobs,” redesigns job duties to solve these problems, and links jobs to new employment. One of theadvantages of this program is that it creates jobs based on the needs of the field, making it easier for
workers to be accepted into new workplaces. In Japan, employment support is often administered by thewelfare department of the local government, which has a weak link with the industry and it is difficult toreach out to the employers’ side. An organization such as MCA and its efforts could serve as a usefulreference.
Even if the employer meets the needs and the job applicant can undertake the role, the“investment” is not successful if it does not lead to social inclusion. It is rather unfair to try to make people
with various difficulties work for low wages and live solely on the compensation for their labor. An“investment in society” must be considered in combination with livelihood security.
Professor Tsutsui conducts practical research on employment support policies, systems, and organizations for sociallydisadvantaged people, with a focus on employment support by local governments. She is specialized in sociology of education,and in 2002, she finished coursework at the Graduate School of Education, University of Tokyo. She holds a Ph.D. in
Education. After working as an associate professor at the Faculty of Contemporary Society, Kyoto Women’s University, andat the Faculty of Lifelong Learning and Career Studies, Hosei University, she has been in her current position since 2015.

Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement

My Vision No.63
2022.12Expert Opinions

Delivering Reskilling Opportunities with Career
Development Support to Stagnating YouthIn the early 2000s, many focused their attention on the increase in
the number of “freeters” (part-time, fixed-term workers) and non-regular
workers among young people. However, since then, many non-regular younger
workers have advanced to full-time positions during the period of economic
expansion, and the employment environment surrounding young people has
improved. In this context, the group of regular employees working in fields withlow productivity and wage levels, such as retail and social welfare, currently
warrants focus. Although more people tend to enter this fields when comparedto other fields, companies are often reluctant to invest in education and training
Reiko Kosugi
because of the high turnover; in many workplaces, young people have no choiceDirector, Japan Institutebut to think for themselves and develop their skillsets on their own. The otherfor Labour Policy andgroup that deserves attention is the growing number of young, permanent
Training
employees who have spent their entire career in their first company but who do
not feel fulfilled in their jobs and do not see a career path within the company. They feel left behind besidetheir former colleagues, who change jobs and advance their careers. They are unsure if their current job isright for them and have no career prospects. The decline in motivation is also a major problem forcompanies.
Young people naturally need to develop their skills, but the acquisition of skills cannot proceedwithout the willingness of the learner. It is important to situate learning in the individual’s career, and thismust be accompanied by career consulting and other support. This is especially important in the lattercase. Jobseekers can receive free “public job training,” but many courses are based on short-term learning,
and it is difficult to reach reskilling (i.e., skill development that can lead to a job change). On the other
hand, the Specialized Practical Education and Training Benefits Program subsidizes the cost of attending
a professional university, graduate school, or vocational school (up to 70%)—and, in some cases, a portionof living expenses; moreover, the training period is long. Students receive career consulting before enrollingin the program. However, all these programs are available only to those who are enrolled in employment
insurance, and those who are not enrolled, such as freeters (part-time, fixed-term workers) or most nonregular workers, cannot take advantage of the program. This benefit program is financed by employment
insurance; to make this course accessible to as many people as possible, I recommend that contributions
be made not only from employment insurance but also from the general account.
An analysis of the behavior of young people after they leave their jobs reveals that, compared tocollege graduates, high school graduates are in a distinct situation where their career development isstagnant. Access to employment information is unevenly distributed, and consultation partners are limited.
It is necessary to connect these young people to counseling and support at an early stage and link them tojob training with career prospects. While Hello Work (a place where national government employees help
people find new employment) is relatively well utilized, the Ministry of Health, Labour and Welfare’s job
information website (Job Tag) is not yet. It would be better if students could experience building their own
careers using publicly provided social resources from the school education stage. In this sense, it isimportant to enhance “career education” in high schools.
Dr. Kosugi specializes in sociology of education and career guidance theory. Her research focuses on the transition from school
to work and the career and professional development of young people. In particular, she has raised social issues related toyouth employment, such as freeters and those not in education, employment, or training (NEETs). After graduating from the
Department of Sociology, Faculty of Letters, the University of Tokyo, she joined the National Institute of Employment andVocational Research (now the Japan Institute for Labour Policy and Training). She holds a Ph.D. in Education from Nagoya
University.
Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement

My Vision No.63
2022.12Expert Opinions

The Need for Both Labor and Management to
Recognize that Learning is a Lifelong Endeavor
To successfully “invest in people” today and into the future, it isimportant to (1) fundamentally review the method of human resource
development and (2) encourage people to continue their learning pursuits.
First, regarding a review of human resource development, many
Japanese companies have thus far emphasized on-the-job training (OJT)
and considered human resource development through on-site experience
to be the best way to develop human resources. However, an
acquaintance from China once explained to me that “Japanesecompanies do not train their human resources at all, so talented people
quit immediately.” Japanese managers think they are carefully
Takumi Miwa
nurturing local staff, but their education that disregards advanced
Professor, Faculty of Business
Administration, Momoyama
expertise and systematic knowledge is not appreciated by those not
Gakuin University
raised in the Japanese system.
In fact, my research has shown that those who remain active inknowledge work well into their middle and older years apply not only experiential learning in theworkplace, but also learning from heterogeneous experiences outside the organization and theoreticallearning in graduate school, obtaining official certification, and so on, to their work. This kind of
autonomous learning, which goes back and forth between inside and outside the organization and between
theory and practice, is an effective model for developing creative human resources and for relearning andshould be given more importance. Many companies are now asking middle-aged and older workers to work
more independently, but having always worked under a different paradigm, it is too late to suddenly expect
them to be able to do so effectively well into the middle years of their careers. Young people should not be
confined to their organizations, but they should be encouraged to develop the habit of this kind of selfdirected learning.
In addition to reviewing human resource development methods, an important aspect is therevitalization of relearning. To this end, first, both labor and management must share the common
understanding that learning is a lifelong process. Based on this awareness, management and social
structures that actively reward autonomous learning and challenges are required. For example, a highschool graduate who graduates from university while working will receive the same job duties and benefits
as a college graduate; a person who has reached the end of their child-rearing years will find a path to fulltime employment after obtaining some qualifications; a middle-aged or elderly person who develops new
skills will receive appropriate job duties and benefits; and so on. If employment is tied to educational
backgrounds at the time of hiring new graduates, if it does not take advantage of women and middle-aged
and older workers, or if wages are uniformly lowered around the age of 60, workers will not invest inthemselves and will not work autonomously. The state could create benefits and incentives for companies
in recognition of their reforms in employment and human resource development and subsidize active
approaches to continuous education. As careers become longer, continuous education will become an
important theme for all workers. It is necessary to make such relearning (investment) something that canbe expected to yield a return.
Professor Miwa specializes in human resource management and organizational behavior and conducts research on selfdirected career development by middle and senior-aged workers with a main theme of career and human resource
management in knowledge society. He holds a Ph.D. in Business Administration from Kobe University. After working as achief consultant at Mitsubishi UFJ Research and Consulting Co., Ltd. and as a professor at the Faculty of Business
Administration, Kyoto Sangyo University, he has been in his current position since 2021. He is also the editorial board
chairman of the Journal of the Japan Society of Human Resource Management and the public relations chairman of theJapan Society of Human Resource Management.
Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement

My Vision No.63
2022.12Expert Opinions

Reviewing Investments in the Elderly Generation from the Perspectiveof Contributing to Regional Communities and the Next Generation
Among working seniors, those who work solely for income havebeen found to be more likely to suffer from poor health. In contrast, seniors
who work not only for money but also to feel a “purpose of living” tend to
be in good health. This is the result of a 2-year follow-up study conductedby my research group on elderly workers aged 65 and over. In many cases,
a sense of fulfillment in life comes from being connected to society andbeing appreciated by others, such as by supporting the work of working
people in the community where they live, feeling a sense of fulfillment
Yoshinori Fujiwara
from being appreciated by others, and benefiting the local community—
Director of Research, Tokyo
such “Sanpo-yoshi (three way satisfaction)” activities are desirable when
Metropolitan Institute ofit comes to working in old age.
Gerontology
Many municipalities offer lifelong learning programs for theelderly to trigger social activities. However, many of these programs end
with learning, and not only do they not lead to activities in the community, but they can even increase thedemands and complaints from the regional community. The effectiveness of learning for the elderly has
been questioned, and budgets for such programs tend to be lowered in municipalities. However, bydesigning programs that link lifelong learning with community activities, the elderly can make use of theknowledge they have learned and give back to the community. Some advanced examples have emerged,
such as a lifelong learning university in a municipality in Tokyo, where the second half of the program
includes practical training in the community, and senior citizens who are already involved in community
activities come to recruit, creating a conduit to the community.
In this way, a system should be established whereby elderly people who have worked forcompanies can soft-land in local communities through learning. Through learning, it is also possible to takeon more professional work than paid and unpaid volunteer work. Furthermore, “work-like activities”
promoted by the Ministry of Health, Labour and Welfare as a measure to promote social participation inwhich the elderly can continue to live with role and dignity in the community without being bound by an
employment contract, as in the case of regular employment, also reveal the seniors’ potential. The challenge
for the widespread adoption of the system is to secure human resources who can connect the welfare field,
which is responsible for supporting the social participation and independence of the elderly, with theindustry, which is a place of work. Work-oriented activity support coordinators, who find jobs in thecommunity and introduce them to the elderly, will play an important role in helping the elderly find jobs
suited to their abilities and circumstances.
The form of social contribution activities for the elderly—whether working or volunteering—should be flexible, depending on individual circumstances. What is important in investing in the elderly is
to lower the threshold and broaden the base, so that the elderly can encounter social and community
activities that make their lives worth living. “Senior learning” should be placed at the core of the means toachieve this.
Dr. Fujiwara conducts research on dementia and frailty prevention among the elderly from the perspective ofintergenerational exchange, multigenerational community development, and social capital. He specializes in public health,geriatrics, and sociology of aging. He graduated from the Faculty of Medicine, Hokkaido University and completed the
Graduate School of Medicine, Kyoto University (Doctor of Medicine). After working in the Department of Geriatrics at
Hokkaido University Hospital, he was appointed to his current position in 2011. He also serves as Director of the Tokyo
Metropolitan Government’s Center for the Promotion and Support of Long-Term Care and Frail Prevention. He has served
on numerous committees, including as vice president of the Japanese Society for Intergenerational Communication Studies.
Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement

My Vision No.63
2022.12Expert Opinions

Creating an Educational Platform to Develop
AI Human Resources with Depth
Japan’s artificial intelligence (AI)-related human resources
requiring training can be divided into three levels: (1) “high-level
human resources” who are at the forefront of research; (2) the “expert
layer” with sufficient specialized knowledge, which includes those whowill be responsible for product applications in the real world; (3) “entrylevel layer.” The challenges for training are different for each of thethree layers. The challenge for the high-level human resource layer isthat the absolute number is small, but individual abilities are
Yasunobu Uchiyama comparable to those in the United States and other countries. Morepointed and drastic measures are required for the expert and entryDean and Professor of thelevel workers. Without a greater depth of these human resources in
Graduate School of Artificial
terms of both quality and quantity, it will be difficult to utilize AI inIntelligence and Science,
Rikkyo University
the real world.
Graduate-level education is needed to develop the expert layer.
To invite people with cutting-edge knowledge as lecturers, a class size of about 30 students is required,but few universities can attract that many students for highly specialized courses. To solve the problemof the number of students by linking several universities together, the government is supporting theestablishment of consortia among universities, but Japanese universities have individual faculty
members who are independent and have built “their own castles called laboratories.” Trying tocollaborate with other universities at the organizational level will be untenable without a shift inmindset. An organizational system with someone wielding great authority and able to decide how
researchers are treated, such as the dean of a U.S. university, would be able to create a competitive
educational program; in Japan, however, it would be faster to create a university from scratch.
Entry-level workers may not have specialized knowledge or skills, but they know the kind oftechnology that they are dealing with when it is explained to them. The need for personnel at this socalled “entry-level”, is for practitioners who are finding business applications for AI technologies in thereal world. As no people who understand the technology and can make judgments at the decisionmaking level are available, many failures occur during the verification stage, which is the reason why
the utilization of the technology has not taken off in earnest. Because this entry-level group includes
many people, it is not possible to train them in time if only university faculty members are involved.
However, if an educational platform can be created and measures taken to mobilize personnel fromcompanies who can provide specialized training as university faculty for a “side job,” this would be thearea where training could begin the fastest among the three tiers.
For investments in education and research to flourish, we must look 20–30 years into the
future. Short-sighted management that repeatedly overhauls education every few years for the purposeof obtaining subsidies will not foster highly creative human resources. As for research, it starts out on
precarious grounds but later finds their footing. A culture in which those who pioneer the frontier are
valued in later eras is sorely needed.
With research expertise in both applied AI and high-energy astronomy, Professor Uchiyama has promoted the social
implementation of AI technology and led the establishment of Japan’s first AI-focused Graduate School of Artificial
Intelligence at Rikkyo University in 2020, where he was appointed Dean. He is also the President of AI and virtual reality(VR) startup Galaxies, Inc. He holds a Ph.D. from the Graduate School of Science, University of Tokyo and held positionsat JAXA and Stanford University. He was a Panofsky Fellow at SLAC National Accelerator Laboratory before becoming
a Professor of Physics at Rikkyo University in 2016 (current position). He is the recipient of the 21st ASJ Young
Astronomer Award of the Astronomical Society of Japan and the 5th Society for Promotion of Space Science Award.

Editor: Reiko Kanda, Maiko Sakaki and Tatsuya Yamaji. This is a translation of a paper originally published in Japanese.
NIRA bears full responsibility for the translation presented here.
Copyright Ⓒ 2022 by Nippon Institute for Research Advancement