Tokai National Higher Education and Research System

INTEGRATED REPORT

2021
Tokai National Higher Education and Research System

Management Planning Department
Furo-cho, Chikusa-ku, Nagoya-shi, Aichi 464-8601, Japan
E-mail：iroffice@adm.nagoya-u.ac.jp
https://www.thers.ac.jp/

Creating a new university model that generates a virtuous cycle

MAKE NEWcore
regional university thatof development for universities, industries, and communities

STANDARDS.

With the goal of becoming aWith the goal of becoming one of thecontributes to structural reforms in the

Simultaneously

regional community while addressing

improving international

global issues

world’s leading
research universities

competitiveness andbacked by outstanding studies

contributing toregional revitalization
Tokai National Higher Education and Research System

CONTENTS

3 Special Features
3 Cultivated Strengths
5 Research Results
7 Tokai Startup Ecosystem

9 Messages from Leaders
9 Messages from the Chancellor
and Vice Chancellor
1 1 Message from the Chancellor
13 Message from the Vice Chancellor
15 Introducing the Incoming Executive Team

1

Tokai National Higher Education and Research System

16 Value Creation Stories
1 7 Tokai National Higher Education andResearch System Start up Vision
2 1 Specific Strategies to Realize the
Vision (1)25 Specific Strategies to Realize the
Vision (2)29 Specific Strategies to Realize the
Vision (3)3 1 Value Creation Process
33 Risks and Opportunities & Materiality

35 Value Creation Activities
37 Research
42 Education
47 International
48 Diversity
49 Medical Care
5 1 Social Issues

55 Value Creation Base55 Management Base

59 Financial Strategy & Financial Statements
59 Tokai National Higher Education andResearch System Financial Strategy
6 1 Five-Year Financial and Non-Financial
Summary
62 Financial Statements (Summary)
63 Income Statement
64 Income Statement (Recomposed)
65 Efforts to Diversify Financial Resources
67 Efforts to Diversify Financial Resources“University Foundation”
68 Explanation of National University
Corporation Accounting Standards

Editorial Policy
Tokai National Higher Education and Research System (THERS) has published this Integrated Reportin accordance with the framework developed by the International Integrated Reporting Council(IIRC). THERS was created in April 2020 as the first national university corporation to operate
system of one corporation and multiple universities, and is working to construct a new university
model under in line with its startup vision. We at THERS hope that all stakeholders involved will
understand and agree with the university vision we aim to achieve and our method of increasing thevalue creation of universities, which are unlike corporations.
[Scope, etc., of Reporting]
Period covered by this report: April 1, 2020 - March 31, 2021 (including some activities conducted
after April 2021)
Organizations covered: Tokai National Higher Education and Research System, Gifu University, andNagoya University
For inquiries regarding this Integrated Report, please contact the Management Planning Departmentof Tokai National Higher Education and Research System.
[Email address: iroffice@adm.nagoya-u.ac.jp]

Integrated Report 2021

2

Special Feature Cultivated Strengths

C u l t i v a t e d S t re n g t h s

Research

People & Education

Regional Revitalization

For a World-Class Tokai Region

By leveraging the strengths of both universities, and sharing and integrating their advantages, Tokai
National Higher Education and Research System will continue to take on challenges that could not be
accomplished alone. In terms of research, THERS is enhancing collaboration with four research hubs
focused on the fields of glycoscience research, aerospace research, healthcare information technology, andagricultural sciences, and has established Academic Central, a framework to aid in education. Furthermore,as the center for new regional and industrial development, THERS aims to play a core role in forming amodel that generates a virtuous cycle of development for universities, industries, and regional revitalizationin the Tokai area and in promoting regional structural reforms.

Gifu University

Researchers, who serve as sources of knowledge through their research findings
at both universities, have been achieving world-class research results through theiropen-minded, free thinking. As a “central site for knowledge” both regionally and in
the world, THERS aims to provide the region with the world’s highest level of knowledge. THERS works to both qualitatively and quantitatively expand distinctive andcutting-edge hubs of education and research, and to further expand the world’s
most advanced educational and research fields through synergistic effects
between the two universities in order to become a center for the creation of
intellectual achievements.

Research■ Number of papers indexed in Scopus

Nagoya University Since 1939
Producing world-class intellectual achievements in a free
and open-minded academic culture
Nagoya University, which originated as a hospital andtemporary medical school run by the Nagoya Domain, wasthe last of the so-called “imperial universities” establishedunder the former Empire of Japan. In 1949, the university
was reorganized under the new post-WWII education
system with six undergraduate faculties. In 2018, Nagoya
University was labeled a Designated National University
Corporation for showing promise in developing world’s
highest level of educational and research activities.

1,393 papers in FY2016

A 14.0% increase

A 14.9% increase

1,601 papers

in 2020

2020
Tokai National
Higher Education
and Research
SystemestablishedIn terms of people & education, by providing internationally-compatible,
high-quality education, we work to foster human resources capable of leading thenext generation and operating in the Tokai region and beyond. As digital transformation (DX) and globalization continue to progress, conventional education
focused on acquiring knowledge and experience has decreased in relative value,
and the ability to create new value is in demand. Against this backdrop, THERS
provides the world and regional communities with human resources capable ofaddressing social issues through the creation of new value under the shared educational philosophy of “creating the future together with courage.”

Research

People &Education

People &Education■ Number of undergraduate
students

183,081

Regional
Revitalization■ Number of master’s
degree recipients

71,331

26,230In addition to contributing to further developing a diverse range of industrial
sectors in which the Tokai region excels, including manufacturing, agriculture, andforestry, as well as to solving the issues faced by these sectors, THERS also aims tosolve social issues in the region and achieve the targets set forth as Sustainable
Development Goals (SDGs), which cover medical care, welfare, education, mobility,
energy, disaster mitigation, and other issues. In the course of obtaining certification
as a Global Hub City for the development of startup ventures, which are essential in
the creation of new industries, THERS systematically works in collaboration with
regional financial and industrial world, Nagoya City, and Aichi Prefecture.
■ Number of joint research andcontract research projects

1,863 projects in FY2016
A 12.7% increase

2,099 projects
Tokai National Higher Education and Research System■ Number of doctoral
degree recipients(All are figures are cumulative)

Regional
Revitalization

3

in FY2020

Strengths

Fostering Highly Skilled Professionals and Developing “Glocally”
Gifu University was established by transitioning and integrating Gifu Prefectural Normal School, the Gifu Agricultural andForestry College, and other educational institutions into asingle organization, and the university originally consisted ofundergraduate faculties for Arts and Sciences and Agriculture.
Undergraduate faculties for Engineering and Medicine were
established by transferring and merging the Prefectural
University Faculty of Engineering and the Prefectural Medical
College in 1952 and 1964, respectively. Gifu University becamea national university corporation in 2004.

5,615 papers in 2016

6,400 papers

Since 1949

■ Number of patents held

in FY2020■ Number of university-launched venturecompanies
ART UPST

84 companies in FY2016
A 64.3% increase

138 companies

in FY2020

Integrated Report 2021

4

Special Feature Research Result

R e s e a rc h R e s u l t

At the Forefront of Global Advancement Through2001“Outstanding Research Achievements”“Collected Wisdom”

Tokai National Higher Education and Research System has produced Nobel Prize laureates and otheroutstanding researchers in a range of fields. Six of the sixteen Japanese Nobel Prize laureates since thestart of the 21st century have been researchers at Nagoya University, which is a testament to theuniversity’s world-class research capabilities.
Through educational practices that emphasize creative research activities and initiative, our free andopen-minded academic culture – unfettered by existing authorities – fosters flexible thinking that leads
the way in global advancement.

2008

Awarded the Nobel Prize in
Chemistry "for their work on chirally
catalysed hydrogenation reactions"

2008

Awarded the 2008 Nobel Prize in
Chemistry "for the discovery anddevelopment of the green
fluorescent protein, GFP"

Nagoya University

Nagoya University

Ryoji NOYORI

Osamu SHIMOMURA

Born in 1938. Completed amaster’s degree program in
the Graduate School of Engineering at Kyoto University.
Became a professor in the
School of Science, Nagoya
University, in 1972. Awarded
the Nobel Prize in Chemistry"for their work on chirally catalysed hydrogenation reactions."

Born in 1928. Graduated from
Nagasaki Pharmacy College,
an affiliate of Nagasaki Medical College. Became an assistant professor at the Water
Research Laboratory, Schoolof Science, Nagoya University, in 1963. Awarded theNobel Prize in Chemistry "forthe discovery and development of the green fluorescent protein, GFP."

Awarded the Nobel Prize in Physics "for the
discovery of the origin of the broken
symmetry which predicts the existence ofat least three families of quarks in nature"

2014

Awarded the Nobel Prize in Physics "for theinvention of efficient blue light-emitting
diodes which has enabled bright andenergy-saving white light sources"

Nagoya University

Nagoya University

Toshihide MASKAWA

Isamu AKASAKI

Born in 1940. Completed a doctoral
degree program in the Graduate
School of Science at Nagoya University. Awarded the Nobel Prize inPhysics "for the discovery of theorigin of the broken symmetry
which predicts the existence of atleast three families of quarks innature." Served as director of the
Kobayashi-Maskawa Institute for theOrigin of Particles and the Universeat Nagoya University from 2010.

Born in 1929. Graduated fromthe Faculty of Science, Kyoto
University. Became a professor in the School of Engineering, Nagoya University, in 1981.
Awarded the Nobel Prize inPhysics for “for the inventionof efficient blue light-emitting
diodes which has enabledbright and energy-saving
white light sources.”

Nagoya University

Nagoya University

Makoto KOBAYASHI

Hiroshi AMANO

Born in 1944. Completed a doctoral degree program in the Graduate School of Science at Nagoya
University. Awarded the Nobel
Prize in Physics "for the discoveryof the origin of the broken symmetry which predicts the existence of at least three families ofquarks in nature." Director Emeritus of the Kobayashi-Maskawa Institute for the Origin of Particles
and the Universe at Nagoya University from April 2020.

Born in 1960. Obtained credits
in a doctoral degree program in
the Graduate School of Engineering at Nagoya University.
Awarded the Nobel Prize inPhysics together with Distinguished
Professor
Isamu
Akasaki. Professor and Directorof the Center for Integrated Research of Future Electronics in
the Institute of Materials andSystems for Sustainability at
Nagoya University.

2021 Nobel Prize in Physics, Syukuro Manabe, "for the physical modeling of Earth's climate, quantifying variability and reliably
predicting global warming"*Distinguished Invited Professor in the Graduate School of Environmental Studies at Nagoya University from December 2007 to March 2014

Recipients of prominent academic awards other than the Nobel Prize© Nobel Media AB 2014, Photo: Niklas Elmehed

Nagoya University

20 1 6 Hisashi Yamamoto
20 1 8 Masaki Kashiwara
20 1 9 Yoshio Okamoto2020 Masatoshi Takeichi

Gifu University

5

Tokai National Higher Education and Research System

The Roger Adams Award: For contributing to the construction of the new field of “molecularacid catalysts” in synthetic organic chemistry
Kyoto Prize, Chern Medal Award: For contributing to the construction of algebraic analysis
by establishing the theory of D-modules
Japan Prize: Leading contributions to precision synthesis of helical polymers and developmentof practical chiral materials for separating chiral drugs
Canada Gairdner International Award: For contributing to basic medicine beyond theframework of biology through the discovery cadherins and the elucidation of their functions

2020 Kazuma Nakazawa Nishina Memorial Prize: Study of double strangeness nuclei using nuclear emulsion plate

Integrated Report 2021

6

Special Feature

Aichi

Tokai Startup Ecosystem

NagoyaHamamatsu

Gifu

Toward the Formation of
a Tokai Startup Ecosystem
As we enter a period of change, including structural changes in the automotive industry and rapid
progress in the digital revolution, we in the Chubu region – home to numerous global manufacturing
companies – are promoting the construction of a new ecosystem for innovation while dramatically
improving the productivity of existing companies, and working to realize “growth that drives theJapanese economy” and a new form of society, dubbed “Next Society,” in which startups and newindustries continuously develop.

T O K A I S TA R T U P E C O S Y S T E M
Startup Ecosystem in the Chubu Region that Leverages Deep Tech
Attract talented human resources from within Japan and abroad

University Cluster
Implement entrepreneur training andsupport activities at a cluster of universities in
the Tokai region, centered on Nagoya University

Academic Research &Industry-AcademiaGovernment Collaboration
Startup Ecosystem
Global hubs (Aichi
Prefecture, Nagoya City,
Nagoya University, etc.)

Expansion and development of
our overseas network

Entrepreneur training (including researchers)
centered on university groups
Expansion of digital education (including AI), etc.

Formation of an overseas network of hubs thatleverage high concentrations of manufacturers, etc.

Practical implementation and resolution of social issues throughco-creation and increased accessibility that leverages deep techConstruction of mechanisms
for venture financing

Vitalization of the transfer and exchange ofhuman resources inside and outside of the region

Formation of a network of
domestic VCs and foreign investors

Number of startups launched

400
7matchings or more
/ 5 year cumulative total

Tokai National Higher Education and Research System

Entrepreneur training (including researchers)
centered on university groups
Expansion of digital education (including AI), etc.

Clusters of large companies,
leading medium-scalecompanies, andsmall-to-medium-scalecompanies

Practical implementation and resolution ofsocial issues through co-creation and increased
accessibility that leverages deep tech
Vitalization of the transfer and exchange ofhuman resources inside and outside of the region

Expansion and development of our overseas network

Administration

startups or more in the Chubu area

10

companies or more
/ 5 year cumulative total

Attract
companies

Form a clusterof tech ventures
Creation of
growth companies
valued at 100 billion
yen or more

Creation of companies valued
at 100 billion yen or more

5

Formation of a network of domestic
VCs and foreign investors

Formation of an overseas network of hubs thatleverage high concentrations of manufacturers, etc.

300 / 5 year cumulative total
Creation of startups with salesof 10 billion yen or more

Entrepreneurial
Cluster

Construction of mechanisms for venture financing

Number of new businesses co-developed
between startups and regional companies

Number of business matchings between
overseas startups and regional companies

Production of human resources who have received
an outstanding, next-generation education

Amount of Funding

10,000 (target to achieve in 5 years)

1,000

Knowledge Hub Aichi
Nagoya Municipal Industrial
Research Institute
Verification experimentsupportRealization of a new form of society,dubbed “Next Society,” in which startups
and new industries continuously develop

yen or more
100 billion/ 5 year cumulative totalbusinesses or more
/ 5 year cumulative total

Joint research andfunding
Human resource
exchange, career
education

One of the world’s leading economic
zones with a high regional
concentration of manufacturers

Six KPIs for Ecosystem Formation

people per year or more

Gifu University
Administration

Production of human resources who have received
an outstanding, next-generation education

Production of human resources who aspire
to launch businesses and innovate

Enhance the functionality of Academic Researchand Industry-Academia-Government Collaboration• Enhance the support system for Gifu
University-launched ventures• Discover and cultivate business seeds, andmatch administrators• Enhance entrepreneur training (in collaboration
with classes and the Startup Club)

Tokai National
Higher Education andResearch System

Nagoya University

Four Key Concepts Driving Ecosystem Formation( 1 ) Expand creation of university-launched
ventures (startups)(2) Foster and produce entrepreneurs→ Use innovative research results tobenefit society→ Vitalize the Tokai region economy

companies or more
/ 10 year cumulative total

Formation of a unique“manufacturing-infused”
startup ecosystem
Implementation of
deregulation

Innovation Hubs
Nagoya Innovator’s Garage
Nagono Campus
Station Ai

Creation ofnewindustries
Funds to beestablished

Nagoya University
and Tokai region
university-wide
venture fundInvestors

Overseas innovation
network

VCs/Angels
Attracting investors
CVC network

Integrated Report 2021

8

Messages from Leaders

We are building a new model of national university
suitable for the Tokai region, which is making great
advancements into the international community.

In line with the aforementioned perspective, throughout the process of corporate integration,
THERS has worked to accelerate university reforms by deepening discussions among those involved
at the executive level and a broad range of other levels within both universities. We continue to work
together in order to turn the COVID-19 pandemic into an opportunity to promote a sense of unity
between the two universities. The pandemic has significantly altered the world, and there is no longer
a way back to the world we once knew. In acceptance of this, THERS will instead focus its sights on
identifying and pursuing the raison d’être of the universities in this new era.
Now, struggles for hegemony among major powers, the rise of protectionism, as well as thediametrically opposed SDGs and ESG investment initiatives aimed at solving global problems are
extremely important issues that must be taken into account when considering the future of national
universities. At the same time, however, the pandemic is also guaranteed to drastically alterinternational student trends throughout the world. Within this context, it is imperative that weestablish forms of higher education congruent with our “new normal” and continue to pursue
international compatibility. Although we face many challenges that must be overcome for us torealize our vision, we at THERS intend to tackle these challenges with a sense of urgency. Therefore,
I would like to express our sincere gratitude for the generous support that has been provided by all of
our stakeholders. We look forward to your continued support. Thank you very much.

Value Creation BaseIn the process of corporate integration, THERS has formulated TOKAI-PRACTISS (Plan to Renovate
Area-Chubu into Tech Innovation Smart Society) to fulfill our mission as a national university in broadcollaboration with society. Our vision is to transform the industrial structure of the Chubu region, oneof the world’s leading industrial clusters, to be more future-oriented and to make it one of the world’s
leading Tech Innovation Smart Societies. The goal of this association of universities is to transform the
Chubu region into a human-centered Society 5.0 through broad collaboration with industrial world,municipal governments, and the national government. Within this context, Gifu University andNagoya University are joining forces to promote university management through THERS based on
the common understanding that academia forms the core of the region as a source of knowledge

Seeking to ensure that the THERS establishes forms of higher education congruent
with our “new normal” and continues to pursue international compatibility

Value Creation Activities

We work to fulfill our mission as a university under the fundamental concept that“regions influence the world, and the world influences regions”

Value Creation Stories

Society and universities are undergoing a period of drastic change. The digital revolution as well as
scientific and technological innovations are transforming the structure of society, and we are entering
a time for all industries to reexamine their roots. In addition, the proportion of elderly people in Japanis on the rise while the birthrate continues to decline, and this decline in the number of births and in
the ensuing population of 18-year-old will present serious challenges in the future. Under thesecircumstances, in order for education and research conducted at universities to contribute to thesustainable development of society and industry, universities must boldly take up the challenge ofenacting major changes on their own.
Tokai National Higher Education and Research System (hereinafter “THERS”) was established in April
2020 through the corporate merger (integration of administration) between Gifu University and Nagoya
University. The aim of this merger, based on early realization that times are changing, is to become amodel for university reform as a new type of national university corporation – namely Type IV – which
simultaneously develops its ability to contribute to the regional community along with its international
competitiveness under the concept of “regions and the international community in close contact.”

Messages from Leaders

We aim to create a new type of national university corporation that simultaneously
develops its ability to contribute to the regional community along with its
international competitivenessand its key mission is to drive the development of future society.
Society is undergoing significant changes, and in order for Japan to achieve a sustainable, resilient
society, it is necessary for us to shift from a unipolar centralized society to one that is regionallydecentralized. Traditionally, the phrase “the region” has referred to the area surrounding a university,
but I believe that, moving forward, universities should use the phrase in a broader sense, transcending
prefectural borders to encompass larger territories that share political, economic, cultural, andtopographical characteristics.
In addition, within these regions, the concept of regional co-creation – in which the national
government, global companies, and a variety of other stakeholders work together and autonomously– is critical. Moreover, given that the rapid progress of IoT and other areas of digitalization haveprovided local regions and the rest of the world with direct interconnections, THERS holds “regions
influence the world, and the world influences regions” as its fundamental concept. In the future,national universities will be required to serve as key elements in regional co-creation. In addition,
depending on the characteristics of the regions in which they exist, national universities will also needto diversify their missions, visions, and the measures they take to realize them.

Financial Strategy &Financial Statements

Hisataka MORIWAKI
Seiichi MATSUO
President, Nagoya University
Chancellor, Tokai National Higher
Education and Research System

9

Tokai National Higher Education and Research System

President, Gifu University
Executive Trustee / Vice Chancellor,
Tokai National Higher Education and Research System

Integrated Report 2021

10

Messages from Leaders

THERS works to gain international acknowledgment through the results ofeducation and research

Message from the Chancellor

Aiming to be the core of academia in the Tokai region

Tokai National Higher Education and Research System

Financial Strategy &Financial Statements

11

Within this context, the mission of THERS is to become thecore of academia in the region and to promote the transformation and development of the regional community.
In addition, in an era when universities must strive toachieve an ideal globally-oriented state, there are limits towhat each university can do on its own. In this respect, I
believe that launching THERS will serve as a stimulus andas an opportunity to make a great leap toward becoming an internationally acknowledged university institution.
Although the path toward this goal will not be smooth, I
am confident that both universities will be capable of making further improvements through participation in THERS.
I believe that by enhancing cooperation between the
two universities, increasing our cohesion as an organization, and generating various synergies as we move forward, we will be able to enhance the reputations of both
universities on the world stage and create an environmentthat attracts human resources from across the globe.

riculum by incorporating languages, liberal arts, and evendata science. Ultimately, we aim to foster human resources who will contemplate why they want to study at university and seek an answer.
Our challenges have just begun, and there are many issues to be addressed. However, amidst this new format
of a system of one corporation and multiple universities,
it is important for us to have the spirit and conviction toinvent a new paradigm by boldly tackling our numerous
challenges in education and research as well as in financial management and establishment of governance. We
would like to synergistically enhance our value as an organization so that the combination of Nagoya University and
Gifu University totals a collective power not simply two
but rather three or even four.
Moving forward, we will promote initiatives that contribute to solving social issues through THERS, and do our utmost to make THERS an organization that other universities would love to join.

Value Creation Base

Tokai National Higher Education and Research System
contributes to solving social issues, and takes on the challengeof creating new value at the forefront of the times.

In regard to the development of human resources inparticular, efforts are need that go beyond the boundaries of conventional thought as society’s stances on issues
undergo dramatic changes. Traditionally, the main missionof national universities, which were established in prefectures, etc., throughout Japan, was to address to the social issues faced by their respective and limited regions.
However, social issues are no longer limited in scope tojust regional communities and must now be viewed froma broader, more globally-oriented perspective. As an example, the phrase “environmental issues” used to refer tothe problem of pollution in each region. However, now, weneed to focus our efforts toward global decarbonization.
In addition, issues such as overcoming poverty and ensuring diversity must be addressed from a global rather thana regional perspective.
At THERS, we aim to foster human resources with thespirit to tackle these social issues. I believe it is important,
as a concrete way to achieve this goal, to revise the cur-

Value Creation Activities

Fostering human resources with the spirit to tackle social issues

President, Nagoya University
Chancellor, Tokai National Higher
Education and Research System

I serve as president of Nagoya University and thefirst chancellor of Tokai National Higher Education andResearch System (THERS). Prior to assuming the positionof president, I was in charge of industry-academia collaboration, so I am well aware of the importance of cooperation
between universities and regional communities. For several years, I have been working with Dr. Hisataka Moriwaki,
president of Gifu University, in establishing THERS to contribute to solving social issues.
In the face of major changes in society, the raison d’êtreof national universities is also entering an era of change.
THERS was established through a merger with Gifu
University amidst a sense of crisis that our universities might
not achieve significant development in the future if we remained traditional universities. By joining forces, we hopethat our two universities, which are closely related due toour location in the Tokai region, will be able to generate thepower to continue developing together on into the future.

Value Creation Stories

Seiichi MATSUO

through the results of such education and research.
Furthermore, we need to maintain a broad outlook andhigh goals by interacting widely with various sectors in
the world and outside of the university. As such, building networks with the international community and exchanging human resources are important themes for us
in achieving our goal of solving social issues.
I believe that, in the future, the value of a university will
be determined by the sum total of four outcomes: humanresource development, production of intellectual achievements, social innovation, and networking with the international community. Globally speaking, as universities are
expected to contribute to the SDGs, the creation of social
value – as opposed to merely economic value – is of evengreater importance, and this is what will lead to international recognition. Through the establishment of THERS,
both universities will be able to enhance their value as
universities through friendly competition with each other.

Messages from Leaders

When establishing THERS, we decided on the format of asystem of one corporation and multiple universities. This corporate merger is designed so that THERS bears responsibility for common operations, with an emphasis on originality
while still promoting collaboration in education and research.
THERS will continue to pursue the creation of value
in the form of solutions to social issues through university education. Our priority is on producing outstanding
human resources capable of filling leadership roles in a variety of fields by fostering talented individuals through theprovision of higher education. Another of the universities’
critical missions is to ensure that researchers, who serve
as sources of knowledge, achieve world-class research results through open-minded, free-thinking. Through our research activities, we aim to become a national university
corporation capable of making intellectual achievementsthat we then use to benefit society on a large scale. We
are being tested to see how far we can transform society

Toward our 4th medium-term objectives and medium-term plan period, startingfrom FY2022
Our university, our region, and our country as a whole
are at a major turning point. One could even claim that theentirety of human society stands at a major crossroads.
Will Japan be able to move in a direction that will enable
it to build a sustainable and resilient society? Are we able
to become a country or region capable of contributing to
the realization of a society where no one is left behind andeveryone can live happily? Also, under these circumstances, will universities be able to transform themselves andcreate value through education and research that contributes to such a transformation? In the modern age, universities are burdened with high expectations and missions
from society. THERS has taken the first steps toward thisnew challenge, ahead of any other national university. We
will continue to work together with our members while
maintaining high aspirations and enthusiasm so that these
efforts will come to fruition in our 4th medium-term objectives and medium-term plan period.
Integrated Report 2021

12

Messages from Leaders

Promoting co-creation of THERS’s value by expanding the scope of its
educational and research activities

Taking on challenges unprecedented for a university

Message from the Vice Chancellor

It is time for regionally-oriented national universities to reexamine their mission

Tokai National Higher Education and Research System

Financial Strategy &Financial Statements

13

over the next 20 years. Moreover, there are 24 universities in the prefecture while the number of students
is projected to decrease from approx. 4,600 down to3,500 students over the same period. In the future, itwill become difficult for any single university to sustainably secure talented students.
Additionally, even though the university’s mission
is to revitalize the region, we are entering an era inwhich we must reformulate our concept of “region,”since the “region” targeted by our graduates and regional companies alike is the entire world. Therefore,
we felt that it was essential to establish a new entitythat could break through current constraints in order
to convey the future of the university more clearly to
our various stakeholders.

they are permitted to join, so progress is being made.
In addition, we intend to link the education-relatedorganizations of both universities through a new organization called Academic Central (AC), and to create
and promote education based on this philosophy. This
will help students develop creativity through cooperation and openness to different fields, and promotea liberal arts education for tackling the problems
facing modern society. Although AC was not part ofthe original plan for THERS, it could be considered an
important development that will promote educational
reform in a co-creative manner. In the future, we would
like to make AC an educational platform open to thecommunity and further advance its educational system
by building a network linking it to other platforms
across the country or around the world through Sinet5,
an academic information network.

Value Creation BaseAs the first of its kind in Japan, THERS strives to formulate a
new paradigm for education and research institutions, while atthe same time looking ahead to the future.

It is also important to enhance THERS’s reputation.
Specifically, one of our goals is to enhance our assessment in the QS World University Rankings, the world’s
most trusted university ranking system. My dream is
to make a leap forward to become a university thatis highly regarded internationally by accelerating new
initiatives while at the same time leveraging THERS’s
strengths.
In Japan, THERS’s challenges have only just begun.
Legislatively, we are still under development, and there
are many issues to address. As an example, students
must enroll in one university or the other, and are
unable to join THERS itself. However, the Ministry of
Education, Culture, Sports, Science and Technology(MEXT) and other central government agencies areaware of these issues, and we are looking forward to
the reforms they will make. Initially, research institutions
were not allowed into THERS, but at the present time,

Value Creation Activities

President, Gifu University
Executive Trustee / Vice Chancellor,
Tokai National Higher Education
and Research System

Gifu University (hereafter “the university”), where
I serve as university president, has endeavored tofunction as a central site for education and research
aimed at regional revitalization, primarily within Gifu
Prefecture. The university also pursues the goal of becoming a world-class university by demonstrating its
areas of expertise. Specifically, in cooperation with relevant regional agencies, we are currently working todevelop and improve hubs in four fields: glycoscience,
aerospace production technology, healthcare information technology, and agricultural science.
Today, the environment surrounding national universities is undergoing drastic changes. For us, although
the population of Gifu Prefecture currently stands ataround 2 million, it is expected to drop to 1.5 million

Value Creation Stories

Hisataka MORIWAKI

our educational and research activities will lead to theco-creation of value for THERS as a whole.
One pressing issue is the lack of balance among international students. The ratio of incoming international
students to students leaving Japan to study abroad isapproximately 3:1. Moreover, the number of Japanese
students is decreasing year by year. This is not adesirable situation. In recent years, the Joint Degree
Program System has been used to accelerate efforts toequalize the number of incoming and outgoing international students through agreements with overseas
universities, and one of the strengths of THERS lies inour pioneering efforts in utilizing this system. We would
like to leverage this to vitalize the exchange of humanresources over the next five to ten years.

Messages from Leaders

In light of the current situation, we established Tokai
National Higher Education and Research System(THERS) by leveraging the strengths of each field whileobtaining support from Nagoya University in neighboring Aichi Prefecture, as well as from the national
government, municipal governments, and various
companies. Moving forward, the university intends toenhance the sophistication of its education backed byresearch activities under THERS. At the same time, we
intend to provide education not only to conventional
students but also to actively invite working adults andinternational students from overseas. In particular,
the university is focusing on inviting international students, primarily from within Asia. I believe that further
strengthening this aspect and expanding the scope of

Tackling the challenge of solving global-scale social issues through thecapabilities of the Tokai region
At THERS, we believe that one of our importantmissions is to lead the way in creating a model casethat will serve as an example for other national university organizations, while looking forward to the future.
In addition, proposing THERS as an ideal model in thisnew era will likely lead to further breakthroughs.
The world is now focused on carbon neutrality andother contributions toward achieving the SDGs, andthis is one of the most important themes for universities as well. While it would be difficult for a university

to achieve these goals on their own, we believe it ispossible to make a significant contribution towardachieving the SDGs through collaboration – led by
THERS – between national, public, and private universities in the region, as well as through cooperation
with national and regional institutions and privatecompanies. Moving forward, we hope to consolidate
the power of the Tokai region, and aim to ensure that
THERS contributes to the sustainable development ofsociety.

Integrated Report 2021

14

Messages from Leaders

Introducing the Incoming Executive Team

Value Creation through Tokai
National Higher Education
and Research System

Value Creation

From left: Kazuhiro Yoshida, candidate for incoming executive trustee and president of Gifu University; Seiichi Matsuo, candidate for incoming
chancellor of THERS; Naoshi Sugiyama, candidate for incoming executive trustee and president of Nagoya University; Photograph taken at apress conference on September 28, 2021.

15

Aiming to be the best core regional
university in Japan

Accumulating knowledge tochange the world

My name is Kazuhiro Yoshida, director of Gifu University
Hospital (and vice trustee of THERS), and I have been appointed as an incoming executive trustee and a candidate forpresident of Gifu University. From FY2022, in close collaboration with THERS Chancellor Seiichi Matsuo and Nagoya
University President Naoshi Sugiyama, I hope to contributeto the realization of the mission and vision of Tokai National
Higher Education and Research System to “lead the world
and drive regional transformation” by combining the wisdomof Gifu University and Nagoya University. Through “learning,
studying, and contributing,” Gifu University aims to be not
only a place where people develop, but also the best regional core university (tentative name) in Japan by addressing
global issues and contributing to structural reforms primarily in the regional community as a hub of knowledge andhuman resources. Furthermore, by leading and contributing
to TOKAI-PRACTISS, a plan to transform the Tokai region
into a future-oriented society through education, research,social cooperation, and internationalization, we hope tobecome a university capable of contributing to the creationof a society where young people and the elderly can live vibrantly and prosperously in our increasingly aging society.

My name is Naoshi Sugiyama, trustee of THERS andvice president of Nagoya University (Provost, Supervision,and Research), and I have been appointed as a candidate
for incoming executive trustee and president of Nagoya
University. From FY2022, under the leadership of Chancellor
Seiichi Matsuo and together with Gifu University President
Kazuhiro Yoshida, I hope to establish the newly-created
THERS as the new standard for national university corporations. To this end, I intend to take Nagoya University, asa president who will be responsible for education and research, to new heights so that it develops into a world-classresearch university. Nagoya University’s mission is to realize
innovations that will change the world through the accumulation of knowledge and by continuously producing research
results backed by profound research capabilities in both thehumanities and the sciences. I hope to further enhance ourefforts in diversity and development in Asia, for which wehave a proven track record, refine our Academic Central concept, establish internationally compatible education, further
accelerate our growing industry-academia collaboration, andmake Nagoya University a place where all of the members
can be proud and find joy in their work.

Kazuhiro YOSHIDA

Naoshi SUGIYAMA

Candidate for incoming executive trustee and president ofGifu University

Candidate for incoming executive trustee and president of
Nagoya University

Tokai National Higher Education and Research System

Universities that form world-class research centers andprovide high-quality education with international compatibility
Universities that contribute to the international community andregional revitalization through solutions to regional and industrial issues
Universities that value dialogue and respect the diversity of people andsocieties
Through these, we present the value creation story of THERS
as a public enterprise rather than as a corporation.
16 Value Creation Stories
17

Tokai National Higher Education andResearch System Start up Vision

31

Value Creation Process

33 Risks and Opportunities & Materiality

35

Value Creation Activities
37

Research

42 Education
47 International
48 Diversity
49 Medical Care
51

Social Issues

55 Value Creation Base55 Management Base

Integrated Report 2021

16

Value Creation Stories

Tokai National Higher Education andResearch System Start up Vision
Messages from Leaders

START UP VISION

Value Creation Stories

Upon its establishment, THERS formulated a “startup-vision” throughdiscussions at both universities on what it should aim to become inorder to contribute to regional revitalization and promote international
competitiveness as a completely new integrated corporation. Thisvision stipulates the fundamental goals and policies to be achieved overthe next three to five years. We aim to become one of the world’s
leading research universities while at the same time integrating the
research results developed by both universities and utilizing them topromote industrial development in the Tokai region.

while simultaneously contributing to

Value Creation Activities

Development based on the dual goals of

improving international competitivenessregional revitalization

Value Creation BaseTOKAI

Financial Strategy &Financial Statements

Basic
Philosophy
Behind theEstablishmentof THERS

17

1
In modern society, regions
influence the world, and theworld influences regions.

Tokai National Higher Education and Research System

2
In light of the current situation inwhich supply chains and living
areas extend over prefecturalborders, it is important fornational universities tostrategically and organicallyconduct their activities over alarger and broader region.

3
In order to contribute toregional revitalization, it isnecessary to be internationallycompetitive, and improving
international competitivenessis difficult without
simultaneously collaboratingwith the regional community.

4
While taking into consideration thecharacteristics of each university, it isfundamentally important to develop into a
new national university on a larger scale thatsimultaneously contributes to regional
revitalization and enhances international
competitiveness, rather than strictly adheringto the three types of national universities.

The two universities possess
different characteristics within
their respective histories, andwe will actively work to
maximize the benefits ofcorporate integration while
respecting the other’scharacteristics.

Integrated Report 2021

18

Value Creation Stories

Tokai National Higher Education and Research System
Start up Visionaims to build a new model for Japan that creates a virtuous cycle of development for universities, industries,
and communities, and to simultaneously improve international competitiveness and contribute to regional
revitalization.
We aim to become a "central site for knowledge" through the development of world-class research in fields
in which both universities excel, and to provide high-quality education with international compatibility.

Messages from Leaders

By “new model” we mean a center for the future where Gifu University, with deep roots in the community, andNagoya University, which aims to become a world-class research university, can leverage their strengths tocomplement each other. THERS aims to be a unique site for knowledge befitting the Tokai region, one of theworld’s leading economic zones, through collaboration between universities, industries, and communities.
Centered on the concepts of “research,” “education,” and “social contribution,” THERS strives to develop
based on the dual goals of improving international competitiveness while simultaneously contributing toregional revitalization by becoming a center for cutting-edge research that further boosts the strengths of thetwo universities, and fostering and producing human resources who operate internationally in line with the
Academic Central approach.

Tokai National Higher Education and Research System

Value Creation Stories

Other

Social Contribution

Become a site for knowledge
through the development ofworld-class research

Provide high-quality education withinternational compatibility

Contribute to the international
community and regional
revitalization through solutions
to regional andindustrial issues

In the “central site for knowledge,” we provide
internationally-compatible, high-quality education, and foster the next generation ofleaders who will operate in the Tokai region,
elsewhere in Japan, and overseas.
● To
this end, we established Academic
Central as a command tower for planningeducational reforms at both universities
under THERS’ philosophy.
●

We aim to strengthen our financial basethrough a virtuous cycle of funds basedon collaboration with society andindustry, and to develop into a university cluster that can attract excellent
researchers, international students, andstudents, including working adults.

●

THERS works to establish TOKAI-PRACTISS (Tokai
Project to Renovate Area Chubu into Tech
ビジョン実現のための具体的戦略
Innovation Smart Society), a virtuous cycle of development for universities, the industrial world, and
社会・産業の課題解決を通じた
communities.
社会貢献
国際社会と地域創生への貢献● THERS aims to contribute to the international community and regional revitalization by using intellec新しい大学モデルと持続的かつ先導的な東海地域
tual achievements to benefit society and through
TOKAI-PRACTISS（東海地域の大学・産業界・地域発展の好循環モデル）
resolving social and industrial issues.

Based on a deep recognition of theimportance of ensuring diversity withregard to the university’s members, we
aim to create an attractive campus
where young people, women, andforeign nationals can work comfortably.

●

3

●

東海地域は、製造業や農林業をはじめとした、多様な産業分野における強みを多数有しています。
このよう

な強み、
優位性を一層発展させ、社会や産業が直面する課題の解決に貢献します。

●

SDGs
同時に、
医療、
福祉、
教育、
モビリティ、
エネルギー、
減災など、（持続可能な開発目標）
として掲げられている目標の達成と、地域の社会的な課題解決にも貢献していきます。

●

Respect for diversity

Financial Strategy &Financial Statements

As a “central site for knowledge,” we aim tocontribute to regional revitalization by providing the region with the world’s highest
level of knowledge.
● As a “central site for knowledge,” we aim tobecome a source of value-creating knowledge that provides society and people withdirection in life.
●

Strengthen the foundation forexistence as a university cluster

Value Creation Base

Education

Value Creation Activities

Research●

こうした課題解決のためのさまざまな取り組みを通じ、起業精神を持つ人材を育成し、世界最高水準の“知”を活かした大学発ベンチャーの創出を行い、さらに次世代の新たな価値を提供し、地域創生に貢献しSocial Contributionていきます。

東海機構及び大学連合体が“東海地域における地域創生の中核拠点”となり、世界トップレベルの東海国立大学機構が新しい国立大学モデルを目指す上で、“知”と、地域セクターとの緊密な協力支援関係を活用しながら、地域の構造変革を起こしていく

3本柱としているミッションの一つが社会貢献です。社会との●Respond to the globalization of
education and research

連携や国際化を通じて生み出した成果を社会に還元し、それを通じて、誰一人残さず人々が幸福に暮らせる地球を創るため

Horizontal development of
東海における地域創生
regional revitalization
スキームの横展開
schemesin Tokai regionに貢献することも、大学の重要な使命です。
本機構は現在、国連が掲げている SDGsの目標に向かって、さまざまなセクターと協調や連携を行い、人類社会に貢献できる大学を目指しています。
これを実現するためには、産学官連携が重要なコアとなります。
そこで、“東海地域における地域創生の中核拠点”となり、世Municipal
自治体
governments

界トップレベルの“知”と地域セクターとの緊密な協力支援関係を活用しながら、地域の構造変革を起こしていくことを目標と し て 、大 学・産 業 界・地 域 発 展 の 好 循 環 モ デ ル（TOKAI-PRACTISS：Tokai Project to Renovate Area
Chubu into Tech Innovation Smart Societyの略）
を策定
しました。
TOKAI-PRACTISSは大学連合体として、
カーボン・ニュートラルなどの環境に関する取り組みや、地域医療をはじめとした人類社会の課題解決にチャレンジすべく、産学官民の英知を結集して地域創生と国際社会に寄与していきます。
本機構は、東海地域の好循環モデルが、未来のモデルとして世界中から注目される地域構造変革の起爆剤になることを期待して、未来社会の創造を推進してまいります。

Contribution to the solving ofissuesthat human society is facing
SDGｓ達成への貢献等国際社会(SDGs, etc.) Attracting ESGへの貢献や我が国社会への貢献
investments

Attracting
人口
population
惹きつけImprovinginternational
地域産業のcompetitiveness of
国際競争力向上regional industry
Creation of new
新産業
industries and創成
BusinessStrengthening
外部資金
acquisition of
獲得強化
external
funds

Industrial
産業界
world
Reformof
既存産業
industrial
構造変革
structure

Venturesspun
大学発
out ofベンチャー
universities

Contribution
地域創生
to regional
貢献
revitalization

Make policy
proposals
社会課題
for the resolution
解決方策の提言of societal issues

World’sleading
世界屈指のresearch and研究・教育
education

Tokai National Higher Education and Research System

Strengthening
外部資金
acquisition of
獲得強化
external funds

大
Un学
ISS
ive
ISTS
連
AC
rs合
RT
ity体
-PC
alliaT
RIA
KA
-P
ncO
TIO
esKA
Regional Revitalization through
産学官民の英知結集による地域創生
Industry-Academic-Government-Private
人間の生き方・社会の在り方デザイン
Partnership Design of human life and society

Healthcare
and social
医療・福祉課題
welfare issues

19

National/ regional
国・地方機関organizations

Tokai National Higher
東海国立大学機構
Education
and Research System

Educational
教育課題
issuesIncreasing the Reputation
機構・両大学のof THERS and Both
社会的評価の向上
Universities
Acquisitionof external funds
外部資金獲得強化
Attract influential business
有力な事業連携パートナー
alliance partnersの惹きつけAttracting outstanding
優秀な研究者・学生の惹きつけ
researchers and students

●
●
●
●

Population
人口定着
settlement●●

By strategically developing a wide rangeof partnerships with Japanese andoverseas universities and research
institutions, we aim to develop educational and research activities that flexibly
respond to changes in the international
scientific, technological, and academic
environment as well as trends in higher
education as a university cluster.

Integrated Report 2021

20

Value Creation Stories

Specific Strategies to Realize the Vision

Become a Site for Knowledge
Through the Development ofWorld-Class Research

By bringing together faculty members – regardless of their affiliated university – in fields where both
universities excel regarding basic, applied, and developmental research, we will develop into a hub whereworld-class research can be conducted.

●

In order to enhance functionality, we will continue to manage faculty personnel in accordance withmedium-to-long-term strategies. To this end, the institute works to establish mechanisms for dialogue andcoordination between universities within THERS to ensure that faculty personnel affairs are appropriately
determined by each university.

Center for Healthcare Information Technology (C-HiT)

Conceptual Illustration of Tokai National Higher Education and Research System’s “Institute for Glyco-core Research (iGCORE)”

Elucidating Glycan Assemblies

The History of Life Science

Expected effects
Renewed understanding of life
Paradigm shift in life science

Building the foundation of Tokai National Higher Education and Research System’s clinical research platform basedon integration of healthcare information

Innovation in medicine

Clinical research platform
based on the integration ofhealthcare information

Detection of predisease

Nerve

Glycan in feiOrganism L
Glycomics

Nagoya University HospitalChem.
biology

Simulation

Single glyca
n moleculetnexSynthesis
the
g
NMR
n
n
i tio
s
i
Ra nera Technica
l
e
Po
in
t of contgguidanceglycoscien act for Researchce research
consulta

Chemistry

bly
em
Ass

Medical, pharmaceutical,
and veterinary researchers

cs
mati
Infor

Singlemolecule
imaging

Gifu University

ics
nam
Dy

)
rgia ille
Geo of L rsity
y of iversity h Univeitsrnive a, Un riffit
C (U Sinic rta, G
CCR demia f Albeal Ada ersity oiv
ion
nat ion Unrt

Contracted Inte ora
tions anlabalysiscol

Biophysics

Integration of healthcare
information database

Personal glycomics

Collaborative
effects

Mathematicalmodel

Glycan domain

Untapped source ofbig data

Nagoya University

Regional data

Mathematics“The Tokai region as a hub of
glycoscience research”

Gifu University Hospital
Integrated server
Anonymization of
personal information

DPC data

EDC

Regional data

DPC data

NCD data

NCD data
Diseaseregistry data

MEXT grant“Glyconeuroscience”

Integrated server
Anonymization of
personal information

Financial Strategy &Financial Statements

Need topush upTransforming ourunderstanding of life

Aging

Value Creation Base“World-class integrative
glycoscience research institute”

To enhance our research capabilities through the development of a new research hub, THERS has constructed astandardized repository system to serve as the basis for a platform capable of collecting medical information from both
universities.
Since multiple vendors are used in operating the electronic medical record system, each university employs different
specifications and data structures. Therefore, THERS institutes standardization by incorporating a server for integrated useof the electronic medical record data possessed by both universities, and works to further expand the system into an
environment capable of promoting international data-driven clinical research. Along with this, we are also expanding
departments to include professors from many other fields such as mathematical modeling and bioethics.
Establishing a clinical research platform composed of multiple medical institutions promises to improve the level of
medical care by rendering the state of regional medical care more visible and enabling the creation of a regional medical
coordination system. Utilization of these data sets is expected to provide benefits in a variety of clinical research
applications, including state-of-the-art AI analysis.

Value Creation Activities

By bringing together world-class researchers in the fields of glycochemistry and imaging (Gifu University), as well as
glycobiology and medicine (Nagoya University), and by further enhancing the fields of glyco-analysis, glycan-related big
data, and glycan-related mathematical models, iGCORE constitutes the world’s most unique integrated glycoscience
research center. For the first time in the world, this enables the elucidation and application of the principles of complex life
made possible by glycan assemblies, to an extend beyond of even that achieved by nucleic acid and protein research.
iGCORE provides advanced education and fosters world-leading researchers through interdisciplinary research andexchange-oriented operations in a mixed-lab format. As the core institute for glycoscience, iGCORE provides consultation
on glycoscience research, educational training, and – in the long term – contracted analysis and synthesis of glycans, withthe aim of making glycoscience research synonymous with the Tokai region.

The fastest single
glycan molecule
imaging●

Hub focused on development and improvement (2)Institute for Glyco-core Research (iGCORE)“Lagging behind in glycoscience
research”→ A hinderance to understanding
life and improving medical care

By developing a system that enables all faculty members from both universities to flexibly utilize the research
environments and support systems of both universities, we will make the research activities of individual
faculty members more active and accelerate the research activities of the university cluster as a whole.

Value Creation Stories

Hub focused on development and improvement (1)●Messages from Leaders

Research

1

Electronic
Data Capture

CDISC compatible

Nagoya University
Electronic Medical
Record Standardized
Repository

Gifu University
Electronic Medical
Record Standardized
Repository

Diseaseregistry data
EDC

Electronic
Data Capture

CDISC compatible

From a hospital data utilization model toward integration of regional data and the establishment of a platform for international joint research

21

Tokai National Higher Education and Research System

Integrated Report 2021

22

Value Creation Stories

Specific Strategies to Realize the Vision1

Hub focused on development and improvement (3)Hub focused on development and improvement (4)Messages from Leaders

Aerospace Research and Education Hub (AREH)

Education and Research Institute for Agricultural Sciences
Based on the education and research conducted at both universities, we are constructing a glocal hub for agricultural
education and research that supports the development of research both in the Tokai region and around the world by training
researchers and advanced specialists capable of playing active role in Japan and overseas. In particular, with an eye to solving
issues in agriculture and environment-related fields, such as improving productivity through smart agriculture and achieving
low-carbon agriculture, we will continue to play a central role by forming a platform (Tokai Agricultural Station) to support new
developments through industry-academia-government collaboration and other means, with the aim of generating innovations
beyond the conventional framework and creating a future-oriented society in rural areas.
At the Education and Research Institute for Agricultural Sciences, which contributes to achieving SDGs related to food,environmental issues, etc., while achieving regional revitalization, we aim to simultaneously contribute to the realization of Society
5.0 through solving various issues in Japan and around the world by ensuring that international collaborative research develops
to the point of practical implementation.

Value Creation Stories

Approximately 50% of Japan's aerospace production is concentrated in the Tokai region. Integrating aerospace aircraft design
and production, integrating interdisciplinary fields such as engineering, informatics, humanities, social sciences, andenvironmental studies, and incorporating technologies and systems from other industries such as automobiles and machine tools
will transform this region into a world-leading aerospace production cluster, which will in turn contribute to the development oftechnology and practical implementation of flying mobility, as well as the ability to employ these in solving social issues.
To this end, utilizing the strengths of both universities (i.e., Gifu University’s production technology and Nagoya University’s design
technology), we have established the Aerospace Design and Production Integrated Human Resource Development Program toachieve systematic human resource development in aircraft design, manufacturing, and assessment technologies at levels
unprecedented both domestically and globally, and work to foster ‘production technology-oriented human resources whocomprehend the design mindset’ as well as ‘design technology-oriented human resources who comprehend the production mindset’
as highly accessible assets. In addition, we have established the Intelligent Production Technology Research & Development Center
for Aerospace in order to first achieve innovations in production technology through R&D in four research fields (information andcommunication technology, autonomous transport, processing and assembly robotics, and advanced processing technology)
toward the realization of cyber-physical factories, and to also expand into industries beyond aerospace production.

Structure of the Education and Research Institute for Agricultural Sciences (Illustration)

Value Creation Activities

Aerospace Research and Education Hub (AREH) (Illustration)

Agriculture

Application, development,
and utilization

Municipal
governments

Mobility

Humanities &social sciences

Administration

Life sciences

Space-Earthenvironment

Human resource
development

Graduate School of Bioagricultural
Sciences, Nagoya University

Type III University

Sales finance

System integration

Product planning

R&D

Delivery
Testing & type&certification
operation
AI/IoT

Certification

Cyber-physical factory
Cyberspace

New powersystems

Informatics
Compositematerials

Ultra-precision
microfabrication

Tokai-Hokuriku
Regional Bureau ofHealth and Welfare

Chubu Regional
Forest Office

Chubu Bureau of
Economy, Trade andIndustry

Type I University

Education and Research Institute for Agricultural
Sciences (Nagoya University and Gifu University)
Enhancement of functionality
World-classagricultural research

Practical agricultural
education and research

New Type IV University
International
contribution

Solving problems
faced by Japanand the world

Nearby universities
Central Japan
Economic
Federation

Prefectural testing
agencies
Municipal testing
agencies

Gifu University

Regional
contribution

Goals of Tokai National Higher Education
and Research System

To realize Society 5.0 and achieve the SDGs

Privatecompanies

Nagoya University

Research institutions

Tokai Agricultural Station
Basic research

Tokai Regional
Agricultural
Administration
BureauFinancial Strategy &Financial Statements

Integration Production

Faculty of Applied Biological
Sciences, Gifu University

National Agriculture
and Food Research
Organization

Finance

Marketing

DesignImplementation

Value Creation Base

Manufacturers Machine tools

Trading companies

Concept

MarketdemandApplication

Currently

Automobiles
Aerospace

Basics(National Institute for
Basic Biology, National
Institute of Genetics,
Institute of Physical andChemical Research, etc.)

Industry-GovernmentAcademia Collaboration
Promotion Headquarters
NPO Biotech Tokai

Tokai Agricultural Station

Nagoya University and Gifu University drive
regional industries as hubs of agricultural
education and researchEngineering
Physical space

23

Tokai National Higher Education and Research System

Integrated Report 2021

24

Value Creation Stories

Specific Strategies to Realize the Vision

THERS works tirelessly to improve its curriculum with the aim of providing student-oriented, high-quality
education that is also systematically designed to be internationally relevant. For the time being (over the
next 3-5 years), we are focusing on the following initiatives.

Provide High-Quality Education
With International Compatibility●

Further enhancing our liberal arts curriculum and incorporating a style of next-generation educationthat utilizes new technologies.

●

Developing Academic Central, which formulates plans for joint infrastructure to more effectively
provide education in mathematics, data science, language study, etc.

●

Examining measures to implement as a university cluster to address current challenges with the aimof supplementing and supporting each other’s efforts, while working to provide education suited tothe strengths and characteristics of both universities through a joint infrastructure.

Messages from Leaders

Education

2

Value Creation Stories

Educational vision for the next 3-5 years – Toward creating educational value unique to THERS (1)
We are constructing a multi-campus model by making good use of ICT/AI. This multi-campus model enhances our ability tosupport active learning and independent learning, and creates a community where faculty members, staff members, andstudents learn together and support each other. In this way, both universities are able to share their resources and achievements,
which expands the potential for learning.
Furthermore, we are developing a co-creation education system that leverages our networks throughout regional industries
and around the world. While promoting practical learning along the theme of industrial and regional issues by incorporating into
the curriculum the co-creation system that we operate in cooperation with industrial world, etc., we also promote thedevelopment of globally-minded human resources through study abroad programs and interaction with international students.

Developing a system of higher education unique to THERS that istruly student-oriented and leads to genuine academic achievements

Education that emphasizes satisfaction

EDUCATION
PROGRAM

Co-LEARNINGCOMMUNITY●

Individually optimized education model

TOKAI – where you can learn to discover andsolve issues as an individual while expressing
yourself as a teamPractical programs beginning from the basics via co-creation
Educational programs that can be individually designed by thestudents themselves● Individualized meticulous attention provided via flippedclassrooms, etc.

PERSONAL
Ed SYSTEM

TOKAI

VALUE

Truly
studentoriented

Genuineacademicachievements

GLOBAL

STANDARD

25

Tokai National Higher Education and Research System

Interaction between students from a broad range
of generations and demographics● Well-developed international and interdisciplinary
networks●

TOKAI – in the heart of JapanSHARING
Ed ECONOMY

The field of regional revitalization studies, in which students
can learn to solve problems from the perspectives of both
metropolitan and rural areas● The sharing of educational resources unique to each region●

Educational infrastructure with high academic efficiency
World-class educational environment
Universities with a healthy degree of difficulty in graduation
International exchange and inter-connections with foreign universities● English-language lectures and supplementary courses inEnglish for Japanese-language lectures● Universities that provide accountability and assurance of
academic quality● Assurance of proper living environments for international students● Realization of campus life that is both physically and mentally
healthy for all students●●●

TOKAI – “education towns” formed arounduniversities and research institutions
TOKAI – fostering ‘knowledge’ that comes to life
through interactions between differing value systems

Financial Strategy &Financial Statements

Education that provides the foundation for enjoying a long life
Advanced education from genuine Nobel Prize-winning professors● Advanced education that involves cutting-edge technologies andaddresses real issues through collaboration with the industrial
world and individual companies, as well as with municipal
governments that are facing regional issues.
● Education that can be acquired any number of times at any age● Education that continues to improve based on objective assessments
and the needs of stakeholders, including domestic students,
international students, the industrial world, the regional community, etc.
●

Education where the “venue” is also of value
Value Creation Base

TOKAI – where you can acquire andcontinuously refine a foundation for life

Value Creation Activities

At THERS, by integrating the advanced education provided at Gifu University, which serves as central site for regional
revitalization and internationalization in the Tokai region, and Nagoya University, which preserves a tradition of Nobel
Prize-winning research, we have developed a system of education unique to THERS that is truly student-oriented and leads togenuine academic achievements.
In order to foster human resources capable of playing an active role in the world, we work to enhance our liberal arts curriculum
to ensure that students gain not only specialized knowledge and computer skills but also the ability to think and communicate.
We emphasize liberal arts because it serves as the fundamental basis of human education and is an essential component inbecoming an appealing person sought after by society. We also focus on promoting the so-called common basics, such as
mathematics, data science, language study, etc., which will be necessary in creating society as we move forward.

●

The level and content
provided by TOKAI areworld-class

TOKAI – driving educational reforms in Japanthrough the use of cutting-edge digital
infrastructure●●

Education incorporating the latest information technologies
Education that provides access to a diverse range ofprograms through the use of remote systems

Integrated Report 2021

26

Value Creation Stories

Specific Strategies to Realize the Vision2

Educational vision for the next 3-5 years – Toward creating educational value unique to THERS (2)Messages from Leaders

We intend to take the lead in promoting educational reforms while making optimal use of our networks and the region’s highly
developed industrial base by establishing five departments under the Academic Central Planning Office, including the HighSchool-University Articulation Division and the Seamless Mathematical and Data Sciences Education Co-Creation Division.

Value Creation Stories

Illustration of Tokai National Higher Education and Research System platform (scheduled for launch in 2024) (Proposal by Tetsuo Kobori Architects)

Value Creation Activities

Now that the digital revolution and globalization are proceeding rapidly, and society is undergoing such drastic changes, theworld faces environmental problems, population problems, and a variety of other social issues. The structure of the industry is
also expected to change both rapidly and on a large scale, and the Tokai region will need to keep pace with these changes.
Under our mission to solve these issues, the conventional style of education focused on ‘acquiring knowledge’ has become
relatively less valuable, and at the same time, demand is on the rise for human resources capable of contributing to regional
communities and the world through the creation of new value.
THERS aims to provide the world and regional communities with human resources capable of addressing these sorts of social
issues through the creation of new value, and we hold “courageously building the future together” as our shared philosophy
toward education. In addition, we have determined the abilities ‘to deeply contemplate an issue,’ ‘to make headway on projects,’and ‘to communicate effectively’ to be the core value-creation skills that students should acquire, and we continue to promote
initiatives aimed at fostering these skills.
Through the phrase “building the future together,” we aim to convey the message that, in addition to the conventional style ofeducation in which faculty members teach students, we also offer a place where of a range of people from a broad cross-sectionof society – regardless of academic field, nationality or generation – are able gather, think, and grow together.
THERS has established Academic Central to create and promote education based on this shared philosophy by linking
together the education-related organizations of the two universities. Academic Central serves a foundation for designingeducation at THERS, for consolidating knowledge by bringing together a diverse range of people, and for supporting their ascent
onto the world stage.

To serve as the venue for Academic Central activities, we are creating an advanced model of a sustainable, recycling-oriented campus that integrates
people, architecture, and the landscape.

Academic Central
Educational

EDUCATION
PROGRAM

Systems

Truly
studentoriented

PERSONAL
Ed SYSTEM

Genuineacademicachievements

Chancellor
Academic Central

Value Creation Base

TOKAI VALUE

Reforms &Collaborative

Co-LEARNINGCOMMUNITY

Director(Trustee or Vice Trustee of THERS)SHARING
Ed ECONOMY

GLOBAL STANDARD

Academic Central Planning OfficeInstructional Design Team

Career Development Co-Creation Division

Central hub oftransportation in Japan

Well-developed
regional industries
Well-developed networks withand networks
regional communities

Tokai National Higher Education and Research System

High School-University Articulation Division

Enhanced Liberal Arts Education Co-Creation Division

Abundant campus assets

Abundant cultural andindustrial assets from the
450-year period since the timeof Oda and Tokugawa

27

Financial Strategy &Financial Statements

Well-developed industrial
clusters in agriculture,engineering, and services

Seamless Mathematical and Data Sciences Education Co-Creation Division

Transdisciplinary Doctoral Education Division

QTA/GSI Training Center

Integrated Report 2021

28

Value Creation Stories

Specific Strategies to Realize the Vision

Contribute to the International
Community and Regional
Revitalization Through Solutions
to Regional and Industrial Issues●

The Tokai region has numerous strengths in a variety of industrial fields, including manufacturing,
agriculture, and forestry. We contribute to solving the issues facing society and industry by further
developing these strengths and advantages.

●

At the same time, we will continue to contribute to achieving Sustainable Development Goals (SDGs)
relating to medical care, welfare, education, mobility, energy, disaster mitigation, etc., as well as tosolving regional social issues.

●

Through various initiatives aimed at solving these issues, we are contributing to regional revitalization
by fostering human resources who possess an entrepreneurial spirit, creating university-launched
ventures that leverage world-class knowledge, and providing new value for the next-generation.

Messages from Leaders

SocialContribution

3

Value Creation Stories

The Tokai region offers a new university model, while maintaining sustainability and initiative
TOKAI-PRACTISS (a model for a virtuous cycle of development for universities, industries,

As a “central site for regional revitalization in the Tokai region,” THERS and the University
Alliance will stimulate structural changes in the region while making use of world-class knowledge and close cooperative support relationships with regional sectors.
Horizontal development of
東海における地域創生
regional revitalization
スキームの横展開
schemesin Tokai region

Contribution to the solving ofissuesthat human society is facing
SDGｓ達成への貢献等国際社会(SDGs,etc.) Attracting ESGへの貢献や我が国社会への貢献
investments

Attracting
人口
population
惹きつけCreation of new
新産業
industries and創成
Business

Industrial
産業界
world
Reformof
既存産業
industrial
構造変革
structure

Venturesspun
大学発
out ofベンチャー
universities

Make policy
proposals
社会課題
for the resolution
解決方策の提言of societal issues

World’sleading
世界屈指のresearch and研究・教育
education

Tokai National Higher Education and Research System

Strengthening
外部資金
acquisition of
獲得強化
external funds

Tokai National Higher
東海国立大学機構
Education
and Research System

大
Un学
ISS
ive
ISTS
連
AC
rs合
RT
ity体
-PC
allian
RIA
KA
-P
TcO
TIO
esKA
Regional Revitalization through
産学官民の英知結集による地域創生
Industry-Academic-Government-Private
人間の生き方・社会の在り方デザイン
Partnership Design of human life and society

Healthcare
and social
医療・福祉課題
welfare issues

29

National/ regional
国・地方機関organizations

Financial Strategy &Financial Statements

Improvinginternational
地域産業のcompetitiveness of
国際競争力向上regional industry

Strengthening
外部資金
acquisition of
獲得強化
external
funds

Contribution
地域創生
to regional
貢献
revitalization

Value Creation Base

Municipal
自治体
governments

Value Creation Activities

In pursuit of a new national university model, THERS holds
social contribution as one of the three pillars of its mission.
Another important mission of the universities is to contribute to the creation of a planet where no one is left behindand people can live happily by using the results achieved
through internationalization and collaboration with society
to in turn further benefit society.
THERS is currently cooperating and partnering with avariety of sectors in achieving the SDGs put forth by theUnited Nations, with the aim of developing universities
capable of contributing to human society. Collaboration
between industry, academia, and the government is a key
element in achieving these goals.
Therefore, as a “central site for regional revitalization in the
Tokai region,” THERS formulated Tokai Project to Renovate
Area Chubu into Tech Innovation Smart Society(TOKAI-PRACTISS), a model for a virtuous cycle of development for universities, industries, and communities, with theaim of stimulating structural changes in the region while
making use of world-class knowledge and close cooperative
support relationships with regional sectors.
As a university alliance, TOKAI-PRACTISS will contributeto regional revitalization and the international community by
combining wisdom from industry, academia, the government, and the private sector to take on the challenge ofinitiatives addressing carbon neutrality and other environmental issues and of solving the problems faced by thehuman society, including regional medical care.
THERS will continue to promote the creation of a futuresociety in the hope that our model for a virtuous cycle in the
Tokai region will serve as a catalyst for regional structuralreform that will attract worldwide attention as a model forthe future.

and communities in the Tokai region)

Educational
教育課題
issuesIncreasing the Reputation
機構・両大学のof THERS and Both
社会的評価の向上
Universities
Acquisitionof external funds
外部資金獲得強化
Attracting influential business
有力な事業連携パートナー
alliance partnersの惹きつけ● Attracting outstanding● 優秀な研究者
・学生の惹きつけ
researchers and students●●●●

Population
人口定着
settlement

Integrated Report 2021

30

Value Creation Stories

Value Creation Process
Recognition of the External Environment
Climate change and resource
scarcity on a global scale

Emerging regional
issuesAdvances indigital technology

Opportunities

Management

Regional
Revitalization

Management BaseIntellectual
CapitalLibrary collection: 4,288,383 volumes
Number of papers indexed in Scopus(cumulative; 2016-2020):
30,633 papers
Number of patents held: 1,601

SocialCapital

Number of doctoral degree recipients(cumulative): 26,230
Number of academic exchange
agreements: 589 institutions
Number of joint research and contract
research projects: 2099
Number of Industry-Academia Collaborative
Research Lectures, etc.: 54 lectures (Note 1)
Number of Endowed Lectures, etc.: 29
lectures (Note 2)

NaturalCapitalEnergy usage: 1,891,488 GJ
Water usage: 1,413,000 m3
Paper usage: 302 t*The listed representative forms of capital were extracted frominformation as of FY2020 and as of either April 1, 2021, or May 1, 2021.
*The above figures represent the sums of THERS, Gifu University,
and Nagoya University in the relevant area.
(Note 1 ) The sum of the number of Industry-Academia Collaborative
Research Lectures and Industry-Academia Collaborative
Research Divisions established at Nagoya University and thenumber of Joint Research Lectures established at Gifu University(Note 2) The sum of the number of Endowed Lectures and Endowed
Research Divisions established

31

Tokai National Higher Education and Research System

P17

Education

P37

P42

International

Diversity

P47

P48

Medical Care

Social Issues

P49

P51

goals of improving international
ously contributing to regional

Research

Education

Social Contribution

Become a site forknowledge throughthe development ofworld-classresearch

Providehigh-quality
education withinternational
compatibility

Contribute to theinternational community andregional revitalization
through solutions to regional
and industrial issues

Materiality for Sustainable

Value Creation

Materiality regarding theachievement of the vision

Materiality regarding
infrastructure enhancement

Provision of world-class, high-quality
education as the core of higher
education and human resource
development in the Tokai region

Enhancement of environmentallyfriendly initiatives

Implementation of world-class research
as a central site for knowledge in the
Tokai region and use of intellectual
achievements to benefit society

Research

Financial Strategy &Financial Statements

Financial
Capital

Total assets: 349.9 billion yen; Ordinary
revenue: 155.0 billion yen
Land area: 9,548,404 m2
Building area: 1,132,784 m2
Number of overseas hubs: 17; Number ofsickbeds: 1,693

Sustainable approaches

Value Creation Base

Human
Capital

Number of faculty members: 3,314
Number of staff members: 3,869(including 2,557 medical staff members)
Undergraduate students: 15,205;
Graduate students: 7,802
Ratio of international students in regularprogram: 8.7%

Development based on the dual
competitiveness while simultanerevitalization

VisionContribute toregional revitalization

Value Creation Activities

Start upOur Strengths

Differentiators

Internationally
relevant education

Value Creation Stories

As a “central site for knowledge,” wehave fostered the next generation ofhighly skilled human resources whowill lead the world, Japan, and theregion through world-class research.

People &Education

One of the world’s
leading research hubs

Outcomes

Value of the University

Research

Realization of our vision
Tokai National Higher Education and Research System, established as Japan’s first system of one
corporation and multiple universities, aims to achieve a new type of university that simultaneously
contributes to regional revitalization and improves international competitiveness, while leveraging thecharacteristics of both universities to open up the future of the universities and the society.

Messages from Leaders

Risks

Changes indemographics

Contribution to achieving the SDGs

Respect for diversity amongpeople and societies
Sustainable management baseIntegrated Report 2021

32

Value Creation Stories

Risks and Opportunities & Materiality
Materiality (A Key Issue)

Against the backdrop of digital innovations and environmental changes, society and universities are surroundedby dramatically changing circumstances. Under these circumstances, in order for university education andresearch at THERS to contribute to the sustainable development of society and industry, we must understandthe social issues relevant to the organization. We categorize the social issues surrounding THERS, and analyzeeach issue from the two perspectives of risk and opportunity, develop strategies, and identify materiality.

In preparing the first integrated report on THERS, we identified our materiality. Our initiatives
addressing these examples of materiality are designed to also contribute to achieving the SDGs, andthrough these initiatives, we will continue to contribute to enhancing our social and economic value.

Risks and Opportunities
Risks
The need for a shift in businessactivities in line with the transition
to a de-carbonized,
recycling-oriented society●

The risk of losing a base ofactivities due to Nankai
megathrust earthquakes andother frequent natural disasters

Emerging
regional issues●●

Advances indigitaltechnology

33●

The global decline in theworking-age population and rising
university enrollment rates indeveloping countries increasing thedifficulty of attracting outstanding
international students
Increased competition in acquiring
students worldwide due to theproliferation of online classes and openclasses at prestigious universities
The decreased need for university
commuting due to easier access to
specialized information causing an
increase in the importance ofuniversities distinguishingthemselves “phygitally”

Tokai National Higher Education and Research System

Promotion of community
development centered onuniversities to solve environmental
problems

Acceleration of open innovation
with international companies in
the Tokai region● Construction of a sustainablemunicipal model in depopulatingareas throughindustry-academia-government
collaboration● Expansion of sources of funding
through increasing ESG/SDG
investments●●

Expansion of the scope ofrecurrent education in asuper-aged society●

Increased awareness of healthpromotion and preventive
medicine in response to asuper-aging society●

Enhancement of online-based
educational programs●

Expansion of the scope of research
activities through the development of
new technologies such as AI and big data●

Acceleration of the speed of researchthrough the advancement of
globalization triggered by digitalization●

Construction of new medical systems,
such as online medical diagnoses

Implementation ofworld-class research as
central site for knowledge
in the Tokai region anduse of intellectual
achievements to benefit
societyThrough collaboration and mutual complementation in amanner that leverages the strengths of both Gifu University
and Nagoya University, we aim to become a world-class site
for knowledge. In addition, we aim to transform the industrial
structure of the Tokai region, one of the world’s leading industrial zones, to be more future-oriented, and contribute tosolving social issues in cooperation with industrial world andthe administration as a regional hub of academic research.

Enhancement ofenvironmentally friendly
initiatives

We promote the reduction of environmental burdens andefficient energy usage, and contribute to the realization of anenvironmentally friendly and sustainable society and aharmonious coexistence with regional communities.

Respect for diversity
among people andsocieties

In order to promote high quality education and research, it isessential for us to ensure diversity among our members. We
promote diversity and work style reforms with the goal of
creating an organization in which diverse human resources
can shine.

Sustainable management
base

In order to build a resilient organizational structure, we work
to enhance our financial base through collaboration withsociety and industry, improve our management structure
through cost visualization, enhance our governance system
for research ethics, and promote DX.

Integrated Report 2021

Financial Strategy &Financial Statements●●

Materiality regarding
infrastructure enhancement

Changes indemographics

Intensification of competition in
acquiring students due to theaccelerated decline in the birthrate
in Japan

Expansion of the scope of
research into decarbonization andresource recycling technologies

As a central site for fostering of the next generation of highly
skilled human resources the world, Japan, and regions, including the Tokai region, we will produce human resources who
contribute to the realization of solutions to social issues
through the pursuit of knowledge. We will also continue topromote the universal human joy of learning through recurrent education and other programs.

Value Creation Base

The decline in GDP in the Tokai region
due to accelerating concentration of
the population in urban centers● The risk of municipal collapse indepopulating areas, including mountainous
portions of Gifu Prefecture and the
Okumikawa region in Aichi Prefecture● Acceleration of the selection andconcentration of government budgets fornational university corporations in
response to growing demand forresearch on solutions to social issues●●

Provision of world-class,high-quality education as
the core of higher
education and humanresource development in
the Tokai region

Value Creation Activities●

Materiality related to solvingsocial issues through initiatives

Climatechange andresource scarcity
on a global
scale

Opportunities

Value Creation Stories

Social issues to recognize

Messages from Leaders

Risks and Opportunities

34

Value Creation Activities

Tokai National Higher Education andResearch System Value Creation Activities

As a system of one corporation and multiple universities, Tokai National
Higher Education and Research System is engaged in a wide range ofactivities and efforts to create value by enabling our universities to share
their abundant resources and collaborate with each other. This section
highlights some of the challenges we are addressing to build new models
to create a virtuous cycle of development for our universities, industries,
and communities. These efforts are made within six approaches: Research,
Education, International, Diversity, Medical Care, and Social Issues.

International

Research

Value Creation Activities

Nagoya University

Value Creation Stories

Tokai National Higher
Activities of
Education and Research System

Education

Messages from Leaders

Activities

Gifu University

Value Creation Base

Diversity

35

Tokai National Higher Education and Research System

Financial Strategy &Financial Statements

SocialIssuesMedicalCare

Integrated Report 2021

36

Value Creation Activities

Research
iGCORE’s three research divisions

Elucidation of the all-tissue glycome of the zebrafish

Division of Glycan in Organism

The objective of the Division of Glycan in Organism is toelucidate the principles of the functions that glycan assemblies play in living organisms, focusing on specificphenomena and diseases. It is particularly focused on
nerve function, physiological phenomena like development, regeneration, and aging, and diseases including
cancer, infectious disease, and psychiatric disorders.

Glycans control regeneration of nerve axons

Basic Stance on Initiatives

Degeneration

Tokai National Higher Education and Research System
Institute for Glyco-core Research (iGCORE)
and its team of world-class researchers

Glycans are molecules that cover the surface of every
cell in the human body. They establish the individuality ofeach cell, control communication between the cell andexternal entities (other cells, pathogens, etc.) and are
intimately connected with many life phenomena anddiseases. However, not enough research has been done on
glycans yet worldwide.
To better understand life and use this knowledge inmedical care, it is necessary to further glycoscience
research and develop a deeper understanding of theessence of life. The Institute for Glyco-core Research(iGCORE) is a top integrated glycoscience research
center, bringing together researchers from a variety offields, including chemistry, biochemistry, medicine, andimaging.

37

Tokai National Higher Education and Research System

As a world leader in glycoscience research, Japan has
many outstanding researchers in the fields of glycan synthesis, analysis, and biology. In particular, Gifu University has astrong tradition and track record in glycan synthesis andimaging research, while Nagoya University has the same inglycobiology and medicine research.
The Institute for Glyco-core Research brings together excellent glycoscience researchers
from both universities andhighly skilled researchers in peripheral fields at the two.
Furthermore, the institute aims
to be an integrated and interdis- Nagoya University Gifu University
Glycobiology
Glycochemistry
and medicine
and imaging
ciplinary glycoscience research
center by strengthening con"Tokai region is a corefor glycoscience"nections with the fields ofglycan analysis, big data, matheMEXT grant
matical modeling, and others.
“Glyco-neuroscience”

3

Division of Single Glycan Molecule

The objective of the Division of Single Glycan Molecule isto elucidate the principles of the behavior of individual
glycans in cells. To this end, it is necessary to achieve thetotal synthesis of each glycan molecule, develop glycan
probes, and use the developed probes to image single
glycan and perform NMR analysis. Employing these methods will help to explain the behavior of individual glycans oncell membranes and inside cells.
ExamplesSynthesis method of innovative glycochemistry
We recently developed a novel method for the chemical
synthesis of glycans containing sialic acid (Komura et al.,Science, 2019, 364, 677-680). This method allows for the total
synthesis of complex glycan molecules which has been difficult
under existing methods and for the application of single pureglycan molecules to biological and medical research.

HN

Controlling glycan function with enzyme structures and compounds
iGCORE is working to elucidate the reaction control mechanism of glycosyltransferases and glycometabolism enzymes
concerned with the biosynthesis of glycan molecule groups incells and to develop inhibitors and a glycan molecule groupprobe. So far, iGCORE research has solved the 3D structure of
the enzyme involved in N-glycan branching and developed

O

O

O

O

SPh

O

O

O

O

O
O

O

HO

Glycans

OH

HO
AcHN

CO2H
O

CO2H

OH

HO

HO OH
AcHN
O
O

HO OH
AcHN
O

HO

O

CO2H
OH
HO OH
AcHN
O

OH
O

CO2H

OH

HO
O

OH
O

AcHN
HO OH
AcHN
O
O
O
OH

OH

HO
HO

O

O

OH OH
O

HO
O
OH HO
AcHN
HO

OH

OH
O
CO2H

O

O
O

O

HO
HO

O
OH
O
OH

CO2H

OH

HO
O

O
OH

O

Cer

OH
O

HO

OH
O

O
NHAc

O

OH
AcHN
HO

HO
O
OH

O

OH
O

CO2H

OH

HO
O

OH
O
OH

O

Cer

Labeled glycan

OH
O
OH O

O

O

O
O

Sialylated glycans

Glycans in synapse formation
HOO

Biological andmedical research

Total synthesis ofcomplex glycans

HO

O

O

HO

OAc
OAc

Cyclicized sialic acid donor

Division of Glycan Domain

Examples

Cl

O

O

AcO

The objective of the Division of Glycan Domain is toelucidate the assembled and localized states of glycans at
the cellular level, the mechanism that governs those states,
and the principles of how glycans are colocalized andinteract with other biomolecules. The domain also seeks todevelop compounds and methods for regulating these.

O

HO

Cl

AcO

2

Relatedgene
expression
analysisHeart IntestineTestis Ovary

Glycopeptides

Financial Strategy &Financial Statements

Purpose of the Institute for Glyco-core Research

Bringing together Gifu University’s glycochemistry
and imaging expertise with Nagoya University’s
knowledge of glycobiology and medicine

Among other findings, research shows that a glycan
known as extracellular O-GlcNAc controls the functions of
NOTCH protein, an important factor for tissue development and organogenesis, and that dysfunction of extracellular O-GlcNAc compromises the barrier function ofblood vessels (Sawaguchi et al., eLife, 2017, e24419).

Tissueexpression

Gills

Value Creation Base

Loss of glycans causes vascular defects

8 organs

Epidermis

Liver

Brain

Value Creation Activities

Tokai National Higher Education and Research System’s world-class research is shaping it into a central site for knowledge. Nagoya University aims to become a world’s highest-level research university, and its strengths include interdisciplinary chemistry and biology research and research into future electronics, while Gifu University, with its mission ofcontributing to the regional communities, is strong in glycoscience research, aerospace and medical education development. Our universities are working together to become new centers for advanced research. For example, they use eachother’s characteristics to form a source of value-creating knowledge and bring together the world’s wisdom to conduct
interdisciplinary research that reaches beyond their own domains.
To begin, we are developing research hubs in four key areas: glycoscience, aerospace production technologies, healthcare information technology, and agriculture. We are doing this by forming inter-university teams of faculty members
and collaborating with relevant organizations in our regions.

Recently, research has looked at the role that glycans
play in the nervous system, vascular endothelial cells, andelsewhere. For example, large glycans such as polysialic
acid and proteoglycans play crucial roles in the nerves.
Recentresearchhas
DamageNeurons (injury, ischemia)
shown that proteoglycans control regeneration of damaged nerveaxons (Sakamoto et al.,Nat. Chem. Biol., 2019, 15,
Glycans
Axon regeneration
699-709)
andthat
Autophagychanges in the expresInhibition
Glycanof axonreceptor
regeneration
sion levels of polysialic
acid sugar chains are associated with psychiatric disorders like schizophrenia.

Sialic acid quantification

Value Creation Stories

ExamplesIn addition, in order to provide a full picture of glycan assemblies, a report was given on findings of research that included information on the entire glycan structure (glycome)of each internal organ and information on the expression ofrelated genes, using
zebrafish as the model(international collaborative research with
the University of Lillein France) (Yamakawa
et al., Nat. Commun.,
2018, 9, 4647).

Messages from Leaders1

methods of altering and visualizing glycan synthesis withchemical biology (Nagae et al., Nat. Commun., 2018, 9, 3380).

O

O

OH
O

HO
HO O
OH
O
OH AcHN
HO

OH

HO
O
CO2H

OH
O
OH

HO
O

OH
O
OH

Glycans in neurite outgrowthO

Cer

Imaging of single
glycan moleculeon cell membrane

Neuromorphology

The fastest single glycan molecule imaging
Our high-resolution imaging technique successfully visualizes how single synthesized glycolipid molecules assemble
on a cell membrane (Komura et al., Nat. Chem. Biol., 2016, 12,402-410).

Integrated Report 2021

38

Value Creation Activities

Nagoya University

Current-injection
deep-ultraviolet laser withworld’s shortest
wavelength, created byjoint research of Nagoya
University and Asahi Kasei
Corporation

Connect molecules, create value,and change the world
Synthetic Chemistry

3

Kobayashi-Maskawa Institute for
the Origin of Particles and the
Universe (KMI)

39

Tokai National Higher Education and Research System

Gallium nitride offers hope for an energy-conserving society
Gallium nitride (GaN) is one of the best known next-generation semiconductors, which many expect to lead to more efficient use of electrical energy. GaN blue LED technology, which isalready used in energy-saving displays and lighting, was developed at Nagoya University. Applications of GaN are expected to
go beyond blue LEDs and include power devices, high-frequency devices, and other developments that could help achieveenergy savings in society. However, there are many technicalissues that need to be solved to get to practical application.
A hub with a university-wide system
To address these issues, Nagoya University has built a university-wide base to achieve practical use of GaN in society. The cross-departmental Office for GaN Research Strategy was set up as thecommand tower for this effort, while the Center for Integrated
Research of Future Electronics (CIRFE), part of the Institute ofMaterials and Systems for Sustainability (IMaSS), was created as thecentral hub for this research. The personnel, facilities, and research environment are among the best in the world. The GaN Consortium has
also been launched as an all-Japanese organization to advance R&D
as an industry-government-academic partnership. Members take partin the Council for Science, Technology and Innovation (CSTI) project
and/or the Japanese Ministry of Education, Culture, Sports, Scienceand Technology (MEXT)
project for researchingand developing next-generation semiconductorsthat will help realize anenergy-saving society, or
do major collaborative research with private busiCIRFE Transformative Electronics Commons (C-TECs)
nesses.
Accelerating cross-field research under one group
One of the characteristics of CIRFE is that it brings together researchers with wide-ranging specialties like crystal growth, evaluation of physical properties, device processes, device design,and system applications, who together take on the issues with a
total picture from materials to systems. This approach helps
CIRFE to accelerate research and create new techniques andideas. CIRFE has also produced outstanding results aside from
GaN. These include research into next-next-generation semiconductors like aluminum nitride (AlN) and the achievement of laser
oscillation with the world’s shortest wavelength.

6

Challenges new plasma science frontiers by collaboratingwith various disciplinary fields
Low-temperature plasma sciences are responsible for themost important technologies indispensable for manufacturing. Moreover, it is expected to innovate in a wide range offields such as the medical, agriculture, fishery, and the environment.
Center for Low-temperature Plasma Sciences “cLPS” iscommitted to creating new value, pursuing unknown possibilities through the fusion of various fields, and promises tocontribute to future industries, the global environment, andthe sustainable development of human beings.
Our mission is to deepen low-temperature plasma sciences. We have established the world’s leading “Plasma Science
Platform” by consolidating and organizing the university’s
resources and promoting joint use and joint collaborative
research of low-temperature plasma with academic scientists as well as industrial researchers and engineers in Japanand overseas. By breaking the boundaries of disciplines, interdisciplinary research will create innovation and advancethe research as well as the development of challenging andoriginal “plasma science.”
Innovations with sustainable approaches
Our goals are to realize social innovation in an unrivaled
range of engineering applications. Low-temperature plasma
contributes to fundamental solutions to urgent social issues,
including energy, poverty, food, the environment, health, andmedical care; and leads the creation of future society andnext-generation industries in the fields of new energy, communications, transportation, food, clothing, housing, medicine, and nursing care, thereby contributing the sustainable
development of human society.

Financial Strategy &Financial Statements

What is the origin of the universe–and ourselves?
This is a most fundamental question that humanity has longpursued. The Kobayashi-Maskawa Institute for the Origin ofParticles and the Universe (KMI), as an international research
hub for elementary particles and astrophysics, is taking on thisquestion by gathering the wisdom of humankind across theboundaries of specialized fields, languages, and cultures.
In the early years of Nagoya University, Dr. Shoichi Sakata andhis colleague built a foundation for creative research into thetheory of elementary particles, which led to the establishmentof the Kobayashi–Maskawa theory, for which Drs. Kobayashi and
Maskawa were awarded the Nobel Prize in Physics in 2008. In
addition, experimental and observational research in the fields
of elementary particles and astrophysics has produced
first-class results, including the discovery of the charm quark
and the tau neutrino, as well as confirmation of the
Kobayashi–Maskawa theory by B-factory experiments. These
were key experiments in establishing the Standard Model.
KMI was established as an international research base in
Nagoya University’s fertile ground. KMI researchers lead the re-Developing bio-molecules by merging synthetic chemistry
and plant/animal sciences
The Institute of Transformative Bio-Molecules (ITbM) is aninternational research institute, launched at Nagoya
University in 2013 as one of the centers of the World PremierInternational Research Center Initiative (WPI) of theJapanese Ministry of Education, Culture, Sports, Science andTechnology (MEXT). By full -scale collaboration of cutting-edge synthetic chemistry and animal/plant sciences,the ITbM will develop molecules to understand, see, and regulate living organisms. Through the endeavor, ITbM will
deliver “transformative bio-molecules” that change the way
we live and provide molecular solutions to urgent environmental and food problems.
Providing solutions to food, energy, and environmental
problems
ITbM gathers world-leading researchers as principal investigators (PI) in synthetic chemistry, plant science, animal
science, and theoretical science. The institute has established “Mix Labs” to remove barriers and across beyond
borders of research groups and fields. Motivated young
chemists and biologists work side-by-side and have daily
discussions, which allow them to conceive innovative ideas.
Accordingly, ITbM is developing molecules to combat
Striga, a parasitic plant that causes significant damage toAfrica’s food production; molecules that regulate theopening and closing of plant stomata and promote plant
growth; molecules that regulate animal and plant biologicalclocks; and molecules that enable us to look directly insideorganisms. ITbM gathers many researchers from all over theworld, including overseas PIs. Many of Nagoya University’sundergraduate and Ph.D. students are also involved in ITbM
research. ITbM will invite chemists and biologists fromaround the world and “connect molecules, create value, andchange the world.”

Aiming for energy conservation
with research on the practical use
of gallium nitride (GaN)

The research platform challenging
the frontiers of low-temperatureplasma sciences

Value Creation BaseA dedicated academic research organization constantly
searching out the world’s potential while transcending andintegrating disciplines
As an internal academy of Nagoya University, the Institutefor Advanced Research (IAR) promotes learning by introducing outstanding research to university members and enablingthem to share it. The institute aims to foster young researchers and create new fields with such programs as the YLC(Young Leaders Cultivation) Program and young researcher
units for the advancement of new and undeveloped fields.

of Transformative
4 Institute
Bio-Molecules (ITbM) (WPI center)

5

Theoretical Science

Value Creation Activities

2

Creating world-class knowledge
Institute for Advanced Research (IAR)

Toru Iijima (c) KMI/NagoyaU

Animal and
Plant Sciences

Value Creation Stories

The Nagoya University Institute for Advanced Study(NAIAS) was established in October 2019 to further
strengthen Nagoya University’s advanced basic research.
The institute includes three international centers: theInstitute of Transformative Bio-Molecules (ITbM), theKobayashi-Maskawa Institute for the Origin of Particles andthe Universe (KMI), and the Institute for Advanced Research(IAR). These hubs will cooperate to create new academic
and social values via transcending the existing academic
frameworks.

search with their creative and active theoretical ideas and play acentral role in international experimental projects. KMI brings together researchers with various approaches, including theoretical ideas, accelerator experiments, and space observation, andencourages close cooperation among them. It aims to be a research organization with the dynamism only possible at Nagoya
University.

Messages from Leaders

1

Nagoya University Institute for Advanced
Study (NAIAS), pioneering research
frontiers by integrating research disciplines

Research to solve social issues is mainly conducted by theInstitutes of Innovation for Future Society of Nagoya University.
(See page 51)

Integrated Report 2021

40

Value Creation Activities

Education
Gifu University

Water lever, watertemperature, eDNA
sampling, fishing
results
Hydrological modeling forprediction of river flow andwater temperature

Habitat modeling for
freshwater fishes

Fishing, tourism, andregional government

World-class research facilities

Assessment of global warming impact on the Nagara Riverecosystems and study of adaptation options
Extraction of adaptation options and verification of effectivenessOverview of project to impact assessment of warming on Nagara
River socio-ecosystem and co-design of adaptation measures

One project focuses on the ayu (sweetfish) of the Nagara
River, a designated Globally Important Agricultural Heritage
Systems (GIAHS). A monitoring study covering the entire Nagara
River basin is revealing a picture of how ayu move dynamicallythrough the basin and the impact that flooding and water temperature increases have on the lifecycle of the ayu. This effort is
helping to build a common understanding of the impacts ofclimate change and jointly create adaptation measures that eachstakeholder can implement.

41

Tokai National Higher Education and Research System

V2H system

Superinsulated
hot watertank (1 m3)

EV (Leaf & i-MiEV)

Equipment where
electric power
consumption load
occurs

Hot water Control
tankequipment(1 m3)
HP hotwater
heaterHydrogentank

EMS evaluation equipment

Solar power generation (10 kW)

Academic Central Planning OfficeInstructional Design TeamHigh SchoolUniversity
Articulation
Division

Enhanced
Liberal Arts
Education
Co-Creation
Division

Seamless
Mathematicaland Data
Sciences
Education
Co-Creation
DivisionTransdisciplinary
Doctoral
Education
Division

CareerDevelopment
Co-Creation
Division

Tokai National Higher Education and Research System

1

Distance learning with ICT
Educating during the COVID-19
pandemic

Pandemic education policies and status
In the 2020 school year, schools stopped holding
matriculation ceremonies and classes went online toprotect people from infection with COVID-19. When
students stopped coming to campus, they sufferedimmeasurable damage. The two universities worked out
policies for delivering education to deal with the COVID-19
pandemic.
During spring term, Nagoya University used distancelearning with ICT under the management of the Learning
Management System (LMS). Instructors were recommended to use PowerPoint files with audio as instructional
resources for lectures and seminars. Platforms like Zoom
were used as necessary to deliver lectures with the ability
to support simultaneous interactive question-and-answer
sessions. Videos could also be streamed on demand. Lab

experiments and training were done face to face if there
was no other option. In that case, we chose our approachbased on the alert category in effect at the time.
Faculty members assigned problems using LMS’s “shorttest” function and could determine students’ level ofparticipation based on their answers.
Grading

Writing

Financial Strategy &Financial Statements

Socio-economic
modeling

As the digital revolution and globalization rapidly proceed, society is undergoingdrastic changes today. Therefore, the world faces environmental, population, and othersocial issues, and even the structure of the industry is changing on a massive scale. To
solve problems like these, the world needs people who can create new value andcontribute to society.
At Tokai National Higher Education and Research System, our shared philosophy is“Courageously building the future.” As such, we established “Academic Central” to playa lead role in planning educational reform at the two universities.
By using each other's resources, the two schools provide high-quality education thatis internationally useful as a central site for knowledge, and foster the next generationof leaders who will operate in the Tokai region, elsewhere in Japan, and overseas.

Value Creation Base

Collaborative river basin-wide
observation on the Nagara River

Basic Stance on Initiatives

Value Creation Activities

Working with stakeholders to evaluate and forecast
climate change impacts and enhance regional
communities’ and industry’s ability to adaptation
Collaboration with administration and regional stakeholders sets
the basis for all RARC activities. The center has a number of projects proceeding, including evaluation of the compounding impactsof climate change and population decline in the region andco-design of solutions.

Energy management systems (EMS) for mountainousareas
For matching the supply and demand of renewableenergy, it is necessary to optimize the EMS according to
the regional characteristics. Therefore, G-RESRC has
proposed a network-type microgrid energy system thatallows mutual power interchange between small-sized
and/or medium-sized local communities, and has formulated a master plan in Yaotsu-cho as a model case for themountainous region of Gifu Prefecture. G-RESRC
introduced a lab-scale EMS test facility consisting of solar
cells (PV), storage batteries, electrolyzed hydrogen generator, pure hydrogen type fuel cell, and mutual control
systems, and are acquiring their continuous data.
G-RESRC is also building an industry-government-academia joint research system in collaboration with Gifu Pref.
Next-Generation Energy Consortium for Creation of New
Industries. While utilizing such facilities and systems,
G-RESRC is aiming for research toward the realization ofzero carbon and carbon recycling in the multiple areas ofGifu prefecture.
Carbon-neutral campus concept
G-RESRC has proposed a virtual grid energy transportation / self-sustaining system that uses electric vehicles(EVs) at the scale between houses and business office.
EVs are charged with PV while parking, transport powerby their self-moving without commercial power transmission lines, and supply power at demand locations. By
applying this proposed system to the university andelectrifying all scheduled buses serving the university andcommuter vehicles used by all staff and students andintegrating all energy in the campus, G-RESRC has
obtained analysis results showing about 70% reduction
effect of total CO2 emissions including transportation forcommuting to the university of all staff and students.

Value Creation Stories

Promoting practical joint research and practical implementation ofadaptation measures through collaboration between environmental
science and applied research fields and regional stakeholders
The mission of the Regional Adaptation Research Center(RARC) of Gifu University is to collaborate widely with theexperts in environmental science and applied research fields toadvance R&D on how to respond to various needs, including theimpact of climate change as it is emerging regionally andchanges in the social environment, including population declines.
Members come from a wide range of specialties, including
climate and meteorology, forest science, hydrology, water environment engineering, river engineering, agriculture, ecology, andsocial systems. They join forces with regional government officials, industry, and citizens as well as related research communities throughout Japan to accomplish the center’s mission. In April
2020, RARC and the Gifu Prefecture government established theGifu Prefecture Center for Climate Change Adaptation, which
they continue to operate together.

2

Gifu Renewable Energy System ResearchCenter (G-RESRC) Aiming for Zero Carbon
in Gifu Region and Gifu University Campus

Messages from Leaders

1

Regional Adaptation ResearchCenter responds to climate change
adaptation needs from society

SimpleChoice-based problems

Fragmentary evaluation of activities(true/false, fill in the blanks,
multiple-choice, etc.)(answers to questions,observation of activities)

Open-ended
problems(interviews andoral questions)

Skills tests

Demonstration

Performance problems(papers/reports, works, presentations,demonstrations, problem-solving, etc.)

Complex

Performance evaluation

Even distance lectures (common subjects school-wide) delivered with ICT took various forms.
Instructors needed to grade comprehensively, using diverse methods of evaluation.

Integrated Report 2021

42

Value Creation Activities

VR lecture system
Distance

SummerAutumnUsing data provided by companies andother sources, we will conduct Real-World
Data Exercises (Practicum) to resolve
real-world issues through group work.

Task explanations

43

Tokai National Higher Education and Research System

Plan development
Division of roles

Groupwork
Communication tools
Mentoring
Visualization

Classes
Machine learning

Through lectures and seminars, students learn
about machine learning from theory to application.
An omnibus course led by university and outside

Prerequisite
Fundamentals of mathematical science

Real-world data processing lecturers; students learn up-to-date examples ofdata processing.

Data tools

Students learn how to use various programming
languages and software necessary for dataprocessing.

Pattern recognition

Students learn pattern processing techniques
including identification, classification, andtransformation.

Students learn basic statistics and classic data
analytics within the scope of plain mathematics,
through lectures and seminars.

Basic data tools
The wide-ranging class uses demonstrations andhands-on experience to give students an
overview of elementary data analysis tools andexamples of their use.

Domain mathematicalknowledge
Fundamentals of project
management

The purpose is to learn how to mathematicallyunderstand the background knowledge of thedata being analyzed.
Students learn basics and skills for solving
problems as a group.

Video-based courses and learning.

Leadership
Teamwork
Logic
Reports
Presentations

Students who have completed the program will
receive a certificate of completion from Nagoya University.

The program will offer courses thatcultivate the skills required to be a data
scientist. Many courses can be taken using
video materials.

Fundamentals of
Project Management

The Tokai National Higher Education and Research Systemformed Academic Central to promote mathematical anddata science education and language training. This is one
initiative to provide education that is internationally useful.
Mathematical and data science education is an absolutenecessity to try to identify and solve problems we face today

Briefing

Qualification

2

Using inter-university collaboration tofoster practical data scientists withmathematical and data science education

WinterPracticum

DiffuseEmpathize

IdeateDefineProblemPrototype
Test

Convergent
Abstract

Embodied

The Stanford University d.school Five Steps of Design Thinking(partially modified). Tackling challenges with this five-stepprocess can generate ideas through a designer’s thought process.

Long-term practical training to cultivate a sense of the
field while still a student
The mission of the School of Social System Management isto produce human resources who can provide concrete
solutions to problems. The curriculum includes two
18-month long practical training sessions (totaling three
years) to enable students to enter the field while they are stillat university.
To this end, the school offers Project Based Learning (PBL)
style practical training, also known as problem-solving
learning. Here, students visit companies and municipal governments, hold discussions to elicit issues, and then put solutions
into action. We also engage in ‘return-of-results’ training, inwhich the results no matter how small, are always returned tothe stakeholder, such as the development of a label for a
product or finding a way to improve business operations.
Another feature of the curriculum is the establishment of aregional council to facilitate practical training. Businesses,
municipal governments, and various organizations are invited
to participate and advise on the organization, operation,planning, implementation, and results of the practical training.
In the future, with an eye on successors to family businesses, entrepreneurs, and those who will be active in Destination
Management/Marketing Organizations (DMOs), we will work
to develop human resources who can bring innovation to
management and contribute to the realization of a vibrantsocial system.

Financial Strategy &Financial Statements

Participate remotely through an avatar robot“Avatar distance
lecture” that uses not
only textbooks,
graphs, and voice but
also line of sight andgestures to enhancemutual understanding
with a sense ofphysicality

Established with the aim of developing human resourcesthat contribute to regional vitalization
In April 2021, Gifu University established the “School of Social
System Management.” This is an educational organizationequivalent to a faculty where students learn about business,area management, and tourism with a focus on management
and administration. Students and faculty members learn andgrow together in cooperation with other schools, universities,
and society in an inter-faculty framework.
As a university based in the prefecture, Gifu University plays
a major role in contributing to regional revitalization andvitalization. In order to fully fulfill this role, we felt that educationin the field of business management was necessary, and that byadding a managerial perspective to the research results
accumulated by the Faculty of Engineering and the Faculty ofApplied Biological Sciences, we would be able to further
enhance our ability to contribute to the process of vitalization.
The push for education in the field of business management
came from the earnest opinions of regional stakeholders. In
addition to strong demand for personnel in the field of business
management from economic organizations such as the Gifu
Employers' Association, the Chamber of Commerce andIndustry Association, and the Association of Corporate Executives, the Gifu Association of Upper Secondary School Principals and high schools voiced a need for a venue to develop
human resources who contribute to regional vitalization.
Learning about the management of business, area
management, and tourism through design thinking
Many of the issues facing Gifu Prefecture fall into one of
the three categories of business, area management, andtourism. The School of Social System Management offers
management-based education centered on these threeareas. In addition, since many small- and medium-sizedenterprises (SMEs) support regional lifestyles, we would likestudents to focus on SMEs and learn business administrationin order to contribute to the vitalization of Gifu Prefecture,
which will lead to regional revitalization.

Design thinking to develop problem finding and solving skills

Value Creation Base

Lecturer’s
VR perspective

1

School of Social System Management:
Developing human resources that
contribute to regional revitalization

Value Creation Activities

Participant’s
VR perspective

Gifu University

Value Creation Stories

Example of “learning with physicality”

or are predicted to face in future.
In December 2019, we established the Mathematical andData Science Center at Nagoya University. Its purpose is todevelop and provide educational content in this field,
advance scholarship by fostering people of a variety oflevels, and contribute to solutions to social issues.
The center’s Practical Data Scientist Development
Program cooperates with Gifu University to analyze big data
generated by consumers, industrial activity, and the like todevelop persons who can spot new information and value.
Mie University and Hiroshima University also participate, andNorth Carolina State University in the US is also a partner.
The program using data provided by companies and othersources, we will conduct Real-World Data Exercises (Practicum) to resolve real-world issues through group work. The
center also holds lecture courses to help persons develop
the skills needed for the initiatives of the Real-World Data
Practicum.
There is also the Advanced Data Science Course Programfor graduate students and the Industrial Data Science
Course Program for working professionals. Participants inthese programs do groupwork on problems associated withdata provided by businesses and come up with solutions.
Then each group provides a consultation in which they
propose their solutions to businesses.
About five problem themes are suggested. Leaders listen
to the participants’ own desires and then break the participants into groups, taking account of their areas of expertiseand the like and striving to balance university students withworking professionals. Roles are divided among the groups,
a project plan is adopted, and the project proceeds. Eachgroup is assigned a Qualified Teaching Assistant (QTA) toprovide mentoring on each theme, so participants can get
advice and answers to their questions. Groups give progress
reports to program instructors about once a month, sum up
their results, and get a final check by the program instructors. After all this,they visit enterprises to brief them on
their results.

Messages from Leaders

Gifu University similarly practiced distance learning withICT during the last semester. Instructors were recommended
to use PowerPoint files with audio as instructional resources
for lectures and seminars. Platforms like Teams were used asnecessary to hold simultaneous interactive lecture
question-and-answer sessions. Starting in June, we partiallyresumed in-person learning with measures in place toprevent infection. For example, we had no more than 50% of
the students on campus at one time or keep classrooms at
less than 60% capacity.
Looking ahead to education in the post-pandemic era, we
designated the 2020 school year to be a “digitally-based
education trial period.” Our aim was to achieve “cyber-physical learning,” starting with the assumption that we will not begoing back to the days when all learning was in-person. Goingforward, we will seek out the best mix of distance and in-person learning and step up our systems to support that mix.
DX initiatives at Tokai National Higher Education andResearch System
At Tokai National Higher Education and Research System,
DX means not only using ICT to boost efficiency but toexpand the functions of the university in cyberspace. To thisend, we established the Digital University Plan, which would
allow even stakeholders from outside the universities to use
university platforms. In the area of education, we arepromoting cyber-physical (CP) learning to ensure thatlearning has a certain level of physicality, uses repetition ofexperiences, and is adapted to the individual.

・Business Design Program
Students aim to acquire management skills by learning
methodologies to efficiently utilize resources to achieve results
and further the business goals of a company.
・Area Management Design Program
Students deepen their expertise in the structure of rural and urban
areas and environment, and aim to acquire the ability to form
sustainable regional management through cooperative systems.
・Tourism Design Program
Students learn about tourism businesses and the value that
tourism creates, and methods of building regional brands, and aim
to acquire the ability to create ways to utilize regional resources.

Long-term practical training is conducted to put into practice the knowledge
acquired through lectures, in society

Integrated Report 2021

44

Value Creation Activities

2

Medical Education Development
Center (MEDC), Gifu University

Associate

Educational
affairs
training

Starterkit

Seminars andWorkshops in
Medical
Education

Expertise andresearch skills

Understanding

Analyzing

Problem-Solving

Thinking

Proposal

Articulating

PhD Skills

CareerDevelopment

Collaboration

Communication

Leadership

The PhD skills framework
The Doctoral Education Consortium compiles PhD Skills as above. The
various training provided by the Consortium is associated with each skill,such as analyzing and leadership.

Support for both research and daily life on the doctoral
program
We aim to enable doctoral students to play an activerole in diverse positions in society after obtaining theirdegrees. To this end, at the end of March 2021, we established the Interdisciplinary Frontier Fellowship, a support
system for excellent and ambitious students to provide
financial support during the standard term of study andenable them to acquire various skills. As of the end of May
2021, the Fellowship has supported 77 individuals.

Financial Strategy &Financial Statements

Integrity
SelfManagement

Value Creation Base

Aiming to develop future-oriented health professions
education
MEDC is also engaging in international exchange and online
education. For example, MEDC, together with the Gifu Consortium for Training and Recruiting of Physicians, is working hard to
improve the level of health professions education for regional
medical personnel by sending Gifu Prefectural medical supervisors to McGill University in Canada. The MEDC and McGill
University Institute of Health Sciences Education, one of theleading institutions of its kind, have jointly operated ashort-term training program since 2014 and are continuing todevelop programs to embody the ‘glocalization’ of healthprofessions education. MEDC has also been working to blend
face-to-face and online learning since the pre-COVID-19
pandemic, and has developed expertise based on years ofexperience. The education of future-oriented health professions
education will have a novel need for education that is unconstrained by space and time, leveraging the advantages of online
distribution. In a borderless curriculum, reciprocal learning
together with various universities and regions even in different
countries, will become the standard. While expectations forflexible curricula to remove various restrictions are rising,students are required to have high self-regulated learning skills.
Simulation education, increasingly standardized VR/AR education, and AI are accelerating the times. Meanwhile, corresponding digital literacy, communication skills, and true cognitive skills
are needed. MEDC will continue to develop future-oriented
health professions education, by which new content outside therealm of traditional health professions education can be provided through new educational approaches.

Offering programs to develop PhD skills
In addition to specialized knowledge and skills, the wide
range of skills that graduate students should acquire in order
to be active in various fields in the future is referred to as PhD
skills at Nagoya University. In order to cultivate PhD skills, theDoctoral Education Consortium, in cooperation with otherorganizations on campus, provides venues for learning thatdiffer from specialized courses, such as professional literacy
lectures, 5min Research Communication Lunches, and Top
Leader Talks.

Make graduate students intellectual professionals
The WISE Program (Doctoral Program for World-leading
Innovative & Smart Education) is an integrated five-year
program introduced by the Ministry of Education, Culture,
Sports, Science and Technology in 2018. Nagoya University
offers four WISE programs supported by the Doctoral
Education Consortium.
The program allows postgraduate students to become
involved in interdisciplinary research in fields such as chemistry and life sciences, electronics and mechanical engineering,or medicine and information science, through joint researchwith overseas research teams and the industrial world.
Students who complete the program can expect to become
highly-skilled intellectual professionals capable of playing
leading roles in a wide range of sectors.
The four WISE programs offered by Nagoya University( 1 ) DII (Deployer-Innovator-Investigator) Collaborative
Graduate Program for Accelerating Innovation in
Future Electronics
Training doctoral graduates with an understanding ofbusiness, able to achieve in 10 years what would take 30
years of innovation(2) Graduate Program of Transformative Chem-Bio
Research
Fostering researchers who can pioneer interdisciplinary
frontiers and create future knowledge(3) Convolution of Informatics and Biomedical Scienceson Glocal Alliances WISE Program
From individualized treatment to individualized preventive medicine. Aiming to build new medicine offeringhigh quality social lives for large numbers of people(4) Graduate Program for Lifestyle Revolution based on
Transdisciplinary Mobility Innovation
Development of human resources that contribute torealizing lifestyle innovation through mobility innovation

Value Creation Activities

Tokai National Higher Education and Research System

HealthProfessions
Education(Master's
Program),
Graduate Schoolof Medicine
Medical
Education(Doctoral
Program),
Graduate School
Fellowshipof Medicine

Making advanced educational programs broadly
available to graduate students
Doctoral students are human resources who can lead theway in solving social issues on a global scale. As such, theireducation is increasingly attracting attention. In 2011, Nagoya
University launched the Program for Leading Graduate
Schools to bolster the development of global leaders who
have the capacity to take a broad perspective and the powerof creativity, and are active in industry, academia, and government. Then, in 2017, we established the Doctoral Education
Consortium in order to broadly disseminate the various
educational programs and teaching methods practiced in the
Leading Programs to general graduate students.

2

WISE Program for joint researchwith overseas research teams andthe industrial world

Value Creation Stories

45

Practical skills

1

The Doctoral Education
Consortium: Developing globally
active leaders

DII (Deployer-InnovatorInvestigator) collaboration
leads to the shortening of
the innovation cycle.

Innovation
within 10 years

Acce
lethrou rating innogh DII
collab vation
orationBlue LEDs took

30 yearsfrom the start of
GaN research until
Commercialization
they spread
Product

Social value

A mecca of development for faculty and staff who train
medical personnel
The MEDC has programs designed to improve the leadershipskills of medical personnel and instructors working in medical
universities and training hospitals. Looking back, the Center was
initially approved by MEXT as a national Joint Usage/ResearchCenter in 2001. Since 2001, the Center has been holding “Seminars and Workshops in Medical Education” 3-4 times a year toactivate the health professions education throughout thecountry. More than 13,000 people have attended these over the
past 20 years, making them a must-attend event on thecalendars of persons involved in health professions education
across the country. In 2010, in accordance with the Education-Related Joint Usage Center accreditation system, theCenter received the only accreditation in the field of medical
education and developed into a Joint Usage Center. In the firstphase (2010), the Center modeled Interprofessional Educationin health professions education and disseminated it nationwide.
In the second phase (2015), the “Health Professions Education
Fellowship Program and Associate Membership Program” were
established as a gateway to health professions education. These
have developed as a model for the systematic study of healthprofessions education. In the third phase (2020), an e-learning
system was developed as “Health Professions Education Starter
Kit” aimed at new university faculty members and others whowill be involved in health professions education in the future. In
this way, we are developing programs to expand the scope of
health professions education throughout the country.
Japan's first Master's Program in Health Professions
Education
In 2020, Gifu University Graduate School of Medicine
established Japan's first Master's Course of Health Professions Education. The mission of the School is to develop
leaders of opinion who can collaborate with people invarious professions and be active around the world, in order

MEDC learning forum is tailored to the skills of providers ofhealth professions education.

Nagoya University

Messages from Leaders

Overview
The Medical Education Development Center (MEDC), Gifu
University, comprises two departments, the Virtual Department
and the Tutorial Department, and is the only center in Japanaccredited by the Ministry of Education, Culture, Sports, Scienceand Technology (MEXT) as a joint usage center for medical
education. It is a leading center for health professions education
with a mission to develop, research, and disseminate excellent
health professions education for the benefit of Japan’s citizens
and patients, the medical students, and newcomers we train, andtheir instructors. MEDC’s motto is to create new trends in healthprofessions education. Based on knowledge from Japan and therest of the world, our vision is to predict the next generation ofhealth professions education and design a system that candevelop excellent leaders who will be active in medical universities and healthcare institutions nationwide. We hold multidisciplinary and collaboration as important values, and are always
seeking improvement and reformation through our activities.

to develop and lead health professions education that
contributes to improving the quality of medical care from a
glocal perspective. This master's degree program combines
on-demand online learning with scheduled face-to-faceclasses to provide flexibility for busy faculty members andleaders of healthcare institutions. The teaching team isinternational, with experts from Gifu University and all overJapan, as well as lecturers from our overseas partner universities in North America and Europe.

CreateProduct
DevelopTechnology

MarketCompany

University
Time it takes to innovate

Integrated Report 2021

46

Value Creation Activities

International

Regarding the constituent members of the university, Tokai National Higher Education and Research System(THERS) creates the foundation for sustainable value creation and development as a hub of knowledge by increasing diversity, including young, female, and non-Japanese researchers. In terms of gender equality, we are improving
environmental considerations and work-life balance, increasing the ratio of female students, and raising awarenessin the faculties who are in charge of decision-making in the university.

Tokai National Higher Education and Research System

Tokai National Higher Education and Research System

Aiming to realize a 21st-century gender-equal society
Nagoya University established the Center for Gender
Equality in 2017 by reorganizing the Office for Gender Equality,
which was created in 2003 ahead of other national universities
in Japan. Since then, we have been promoting various initiatives to further expand the gender equality promotion system
within the university and strengthen our activities as a centerfor the promotion of gender equality in Japan and overseas.
Gifu University established the Gender Equality Promotion
Office in 2010, and is working to promote gender and otherforms of equality on a regional basis through projects and thelike in collaboration with municipal governments and elementaryand junior high schools in the prefecture.
Initiatives, achievements, results, and evaluation
THERS implements various programs and support projects,
such as Positive Action (positive improvement measures to increase the ratio of female researchers), skill improvement supportand mentoring programs for female researchers, development of
support systems to promote work-life balance, the establishment
of daycare centers on-campus, and support for female students.
Nagoya University is also tasked with the correction of genderdisparity, promotion of understanding of LGBT and other issues,
the establishment of childcare centers, efforts to promote genderequality through industry-academia-government collaboration,planning and support for basic research/policy research projects
into gender combining the humanities and sciences, and othermatters related to the promotion of gender equality.
In recognition of these gender equality efforts, the achievements of the university, and strong commitment of the President,
in May 2015, Nagoya University was the only university in Japan
to be selected by the UN Women's HeForShe project IMPACT
10x10x10 (10 Heads of State, 10 global CEOs and 10 University
Presidents) as one of the world's 10 leading universities in the

Increased international competitiveness and contribution to regional revitalization
Nagoya University:
European Center(Germany)

Nagoya University: China Center
for International Exchange
Gifu University: Shanghai Office
Office at Guangxi University

Nagoya University:
Uzbekistan Office

Gifu University: Office atUniversity of Dhaka(Bangladesh)

Nagoya University: Technology
Partnership of Nagoya
University, Inc. (NU Tech)(USA)

Nagoya University: Bangkok
Office (Thailand)
Gifu University: Office at
Sebelas Maret University(Indonesia)

Overseas offices
Joint Degree Program (JDP)
Asian Satellite Campus programs (Nagoya University)

Global Multi-Campuses

Local Multi-Campuses

A center for co-creation and development of global education
and research

A center for community vitalization

Creation of new value in the post-COVID-19 pandemic and DX era
and development of glocal human resources to carry it forward● Implementation of priority research for the realization of the SDGs
● Collaboration with major partner universities●●●

Nagoya University
Gifu University
Academic research and testing
institutions, companies, and municipal
governments in the Tokai region

Status of joint degree programs (as of April 2021)
Partnercountry

Gifu University
Nagoya University

Tokai National Higher Education and Research System●

Partner
university

GraduateschoolField

CourseStart
date

Graduate School of Natural Applied
Biological Master’s
Science and Technology
Sciences
India

Malaysia

Indian Institute United Graduate Schoolof Technology of Agricultural Science Agriculture Doctorate 4/2019
Guwahati
Graduate School ofEngineering Doctorate
Engineering
National University Graduate School ofEngineering Doctorate 4/2019
of Malaysia
Engineering

University ofAustralia Adelaide

Graduate School of
Medicine
Medicine

Doctorate 10/2015

UK

University of
Edinburgh

Graduate School of
Science
Science

Doctorate 10/2016

SwedenGraduate School ofLund University Medicine
Medicine

Doctorate 4/2017

ThailandKasetsart
University

University ofGermany Freiburg

Graduate School of
Bioagricultural Sciences Agriculture Doctorate 4/2018
Graduate School of
Medicine
Medicine

Po
st
-D
oc

Assistant
Professor

Associate
Professor

Professor

M
a
Po na
si ge
tio rin alFinancial Strategy &Financial Statements

Glocal Education
Tokai National Higher Education and Research System(THERS) has both global andlocal multi-campuses, which
act as a center for co-creationand development of global
education and research, and acenter for vitalizing the regional community, respectively. Collaboration between thetwo improves international
competitiveness and contributes to regional revitalization.

promotion of gender equality. In 2017, the university was adopted
by the Ministry of Education, Culture, Sports, Science andTechnology (MEXT) Initiative for Realizing Diversity in the
Research Environment (Distinctive Features Type). In addition toincreasing the visibility of excellent female researchers throughthe Female Researcher Top Leader Award and improving the research capabilities of female researchers through the Female
Researcher Leadership Program, the university has implemented
measures to increase the ratio of female faculty members andhas achieved significant results in promoting women's activities.
In 2015, Gifu University was selected for the MEXT Initiative forRealizing Diversity in the Research Environment (CollaborationType). The university has developed initiatives to improve the research capabilities of female researchers in collaboration withother universities and private companies in Gifu City, and produced numerous results that contribute to regional revitalization.
In FY2020, the inaugural year of THERS, Nagoya University, Gifu
University, and the National Women's Education Center began collaboration on a project entitled International Comparison of Efforts
to Eliminate the Female Researcher ‘Leaky Pipeline’, which was selected for the MEXT Initiative for Realizing Diversity in the
Research Environment (Survey Analysis). THERS will continue todevelop gender research in a diverse and interdisciplinary mannerand contribute to the vitalization of the university and society as afrontrunner in the promotion of gender equality.

Value Creation Base

Further expanding the gender equality promotion
system with the gender equality organizations

Value Creation Activities

Developing glocal leaders through glocal strategies and joint degrees

Value Creation Stories

Basic Stance on Initiatives

By strategically developing a wide range of partnerships with Japanese and overseas universities and research
institutions, we cooperate in developing education and research that flexibly responds to changes in the international
scientific, technological, and academic environment as well as trends in higher education. We achieve glocalization
through a joint degree program (JDP) and other educational and research activities conducted by sharing results
and know-how with partner universities, and with internationalization rooted in the regional community in mind.

Messages from Leaders

Basic Stance on Initiatives

Promotion of joint degree programs
A joint degree program (JDP) is a system of jointly
awarding a single degree with an overseas university.
Universities can combine their resources to offer
advanced programs that may not be offered by a single
university. These transnational initiatives are ideally suited
to the highly globalized environment in which modern
universities operate, working together across national
borders to jointly award degrees.
The JDP was first implemented in 2015 by Nagoya
University's Graduate School of Medicine and the Universityof Adelaide in Australia. Currently, 10 majors, approximately
40% of the 25 majors and 1 department establishedthroughout Japan are offered by THERS (4 majors at Gifu
University and 6 majors at Nagoya University).
THERS will continue to deliver quality and value-added
study opportunities to students beyond prefectural andnational borders, and provide the region, country, and theworld, with highly motivated and talented humanresources.

47

Diversity

The International
Comparison of Efforts
to Eliminate theFemale Researcher‘Leaky Pipeline’ studies
the problem whereby
female researchers
tend to drop out of
their career path in theprocess of building
their research careers.

Doctorate 10/2018

University ofGraduate School ofAustralia Western Australia Bioagricultural Sciences Agriculture Doctorate 4/2019
Thailand

Chulalongkorn
University

4/2022
Graduate School ofEngineering Doctorate (scheduled)Engineering

An exchange meeting put on byacalingo, a community of female
science students at Nagoya University

Gifu University female students giving
a workshop for junior-high and highschool students

Integrated Report 2021

48

Value Creation Activities

MedicalCare
2

Nagoya University Hospital
The first JCI-accredited national
university hospital and its initiatives
Nagoya University Hospital was accredited by the Joint
Commission International (JCI), an international healthcare
accreditation organization, on February 23, 2019. JCI is a
non-profit organization established as the international armof the US Joint Commission, and is known as one of thestrictest accreditation bodies in the world. Currently, theorganization accredits 928 facilities worldwide. Nagoya
University Hospital is the fourth university hospital and thefirst national university hospital to be accredited in Japan.
This verifies that the quality of medical care and patient
safety at Nagoya University Hospital are of a world-classlevel. After accreditation, we continue to pursue theprovision of medical care with a fundamental awareness ofpatient safety by implementing thePlan-Do-Check-Act cycle.
This routine practice of medical
treatment in line with JCI standards isalso being applied in the fight against the
COVID-19.
JCI Gold Seal of Approval

Gifu University Hospital
We established the Gifu Medical Regional Consortium in
2019, in which four acute care hospitals together as a unitof approximately 2,500 hospital beds in the Gifu area (i.e.,
Gifu University Hospital, Gifu Prefectural General Medical
Center, Gifu Municipal Hospital, and Matsunami General
Hospital) are promoting advanced medical care, clinical
trials and clinical research, thereby creating new standardsof care. Furthermore, in collaboration with Nagoya
University Hospital, we established the Center for healthcare information technology (C-HIT), which facilitates
medical research to develop innovative diagnostics andtherapeutics through healthcare data analysis. Throughsuch collaborations, Gifu University Hospital reported the

Financial Strategy &Financial Statements

In August 2018, Nagoya University Graduate School of
Medicine and Shinshiro City, Aichi Prefecture, signed acomprehensive partnership agreement to promote various
studies aimed at maximizing healthy and working life expectancy, and launched the Okumikawa Medical Valley Project.
The project aims to uncover the ‘future already occurring’ in
the Okumikawa region of Aichi Prefecture, where a deficiency of medical personnel and the aging of society are rapidly
progressing, and to create a future medical and health industry through close collaboration among industry, academia,
government, and the private sector to address these issues.
Specifically, in order to promote research aimed atcreating a ‘happy 100-year life era’, we are collecting big dataand quality data using administrative systems, collecting
data derived from the daily activities of the elderly and otherlocal residents, developing devices for this data collection,and building a social system for aging and depopulatedareas in the 5G era, which combines disease prevention andhealth management. In this way, we are actively promoting
the development of health and medical devices originatingfrom a clarification of needs, utilizing technology for thecreation of new administrative services for a super-aging
society, and the application of business seeds to the healthand medicine field.
We also envision a Tokai Bio Innovation Belt to foster thedevelopment of a bio- and medical-related industrial base in
the Tokai region, centered on the Okumikawa Medical Valley
Project and linking the Nagoya Future Life Workshop andthe Mino Bio-Agri Initiative.

Medical data scientists create thefuture of medicine

Value Creation Base

1

Okumikawa Medical Valley Project
for a ‘Happy 100-year Life Era’

Academia-Industry Collaboration Platform for Cultivating Medical AI Leaders

Value Creation Activities

Tokai National Higher Education and Research System

Strategic Fund for the Promotion of University Education Revitalization, Industry-Academic Collaborative
Project for Human Resource Development to Accelerate AI R&D in the Health and Medical Fields

Value Creation Stories

Leading the world in medical science and medical research and utilizing the latest findings to provide safe and stablehigh-quality medical care, we contribute to building a sustainable regional medical system and train personnel who can leadand play a central role in the arena of medical care.
Through the integration of healthcare information from the University Hospital within THERS, we advance clinical researchin collaboration with the two universities to create seeds in drug discovery and medical devices, and further develop pre-clinical research by promoting collaboration with pharmaceutical, veterinary, and engineering departments within THERS andwith domestic and overseas research institutions to establish a regionally integrated clinical research system aimed at formulating standard treatment.
We promote cutting-edge medical care by combining the resources of both Nagoya University Hospital, which has international standards of medical quality and patient safety and advanced functions backed by Joint Commission International(JCI) certification, and Gifu University Hospital, which boasts an excellent track record in regional medical cooperation.

In the summer of 2020, the Ministry of Education, Culture,
Sports, Science and Technology (MEXT) called for applications
for the Industry-Academic Collaborative Project for Human
Resource Development to Accelerate AI R&D in the Health andMedical Fields, as part of Strategic Funds for the Promotion of
University Education Revitalization. Together with Gifu University, Nagoya Institute of Technology, Meijo University, and the
National Institute of Advanced Industrial Science and Technology, Nagoya University Graduate School of Medicine proposed
the Academia-Industry Collaboration Platform for Cultivating
Medical AI Leaders (AI-MAILs) program, which was adopted.
The use of AI in healthcare is becoming a reality in recent
years. The significance of medical AI lies in its actual use inclinical practice and its contribution to improving the quality
and productivity of medical care as assistive technology. For

this reason, medical personnel who are familiar with healthcare must have sufficient knowledge and skills to be
involved in AI development. At the same time, information
technology engineers involved in medical AI development
are required to be familiar with the actual conditions ofhealthcare and to have healthcare-oriented design thinking.
Through the AI-MAILs program, we aim to develop
human resources who can lead the way, from medical AI
development to practical implementation and exit strategies.

Messages from Leaders

Basic Stance on Initiatives

Academia-Industry Collaboration
Platform for cultivating Medical AI
Leaders (AI-MAILs)

development of novel adjuvant chemotherapy for stage 3
gastric cancer and updated the guidelines for gastriccancer treatment in 2020.

From Okumikawa Medical Valley to the Bio Innovation Belt

49

Tokai National Higher Education and Research System

Integrated Report 2021

50

Value Creation Activities

SocialIssuesTokai National Higher Education and Research System (THERS) will combine the wisdom of the two universities
to drive productivity improvement, job creation, and cultural development in agriculture, forestry, fisheries, manutries in solving regional issues through the establishment of TOKAI-PRACTISS.
To achieve this, we will collaborate with municipal governments and industries to develop human resources capable of creating regional innovation and also to sustain and develop the human resource development ecosystem.
Taking advantage of our location in the Tokai region, one of the leading manufacturing clusters in the world, we
will lead the municipal governments and industries in practical implementation research to solve regional mobility,
environment, energy, medical care, education, and other community issues.

TOKAI PRACTISS and efforts to achieve carbon neutrality

・Stimulate structural changes in the region while making
use of world-class knowledge and close cooperative
support relationships with regional sectors as a central
site for regional revitalization in the Tokai region.

Tokai region virtuous cycle model(TOKAI-PRACTISS)
and carbon neutrality
Tokai Project to Renovate Area Chubu
into Tech Innovation Smart Society

Support for
decarbonization ofmunicipal governments

Creation of
new industries
and businessIndustrial
world
Reform ofindustrial
structure

Tokai National Higher Education and Research System

Municipal

Problem-solving
recommendations

Tokai National Higher
Education and Research System

Venturesspun out of
universities

Practical implementation
through industry-academia
collaboration

51

Contribution to theinternational community,
including SDGs

Attracting
population

Decarbonization governments
supportReturn of humanand financial
resources
Improvingcompetitiveness of
the regional industry

Improvementof regional
attractiveness

Development ofenvironmental
human resources

International
dissemination

Improvementof social
reputation

National / regionalorganizations

Production of
excellent humanresources

Zero emissions at
the University

Return of humanand financial
resources

Nagoya University

Collaboration and efforts toward zero carbon with
regional and municipal governments
Tokai National Higher Education and Research System(THERS) aims to tackle the climate crisis through cutting-edge
science and technology and regional collaboration, and to createa path to zero carbon together with the regional community.
The Covenant of mayors for Climate and Energy is aninternational mechanism under which the leaders of municipal
governments working to contribute to achieving the goals of
the Paris Agreement make a pledge to this effect, formulate an
action plan, and then actively implement concrete initiatives.
The Covenant of mayors for Climate and Energy (Japan) was
launched as a regional offshoot under this umbrella, and Nagoya
University has served as its administration services since 2017. The
administration services provide multifaceted support to municipal
governments that are considering pledging or have already doneso, with the help of coordinators and supporters (29 municipal
governments nationwide have pledged as of December 2020).
Gifu Prefecture and a group of Gifu University researchers arejointly participating as a model municipality in the Ministry of
Education, Culture, Sports, Science and Technology (MEXT)
Social Implementation Program on Climate Change Adaptation
Technology (SI-CAT) (2015-2019). Building on the partnershipResearch Topics• Extreme weather event forecasting • CO2 concentration• Carbon fixation observation • Storage batteries basedon new principles • Solar cells based on new principles• GaN next-generation semiconductor technology• Direct capture of atmospheric CO2 • Small-scale plasmahydrogen production • Ultra-smart society systemconstruction • Zero waste + energy creation activities• Urban wood utilization • Campus 100% renewableenergy scenario proposal • Environmental humanresource development
Research case study
Research and Development of Direct Atmospheric Carbon
Dioxide Capture Using Cold Energy (New Energy andIndustrial Technology Development Organization [NEDO]
Moonshot Research & Development Project)
A new technology to radically increase the atmospheric
CO2 direct capture efficiency by employing unused coldenergy from liquefied natural gas (LNG) and other sources isunder development. The goal is to establish a series ofprocesses to recover CO2 as dry ice from the CO2-captured
absorbent
solutionbymeans of the cold energythat takes the heat fromthe surroundings as LNG
vaporizes.

Financial Strategy &Financial Statements

・Create a virtuous circle model of universities, industries,
and regional revitalization in the Tokai region to achievecarbon neutrality by actively contributing to the development of environmental human resources, zero emissions atuniversities, support for decarbonization of municipal
governments, practical implementation through industry-academia collaboration, and dissemination and international deployment of these activities.

The THERS vision for achieving carbon neutrality
Tokai National Higher Education and Research System(THERS) has set forth the following vision for achievingcarbon neutrality.

Gifu University

Challenge to Zero-Carbon and Beyond CO2 Zero
Tokai National Higher Education and Research Systemaims to create new value for the next generation and a bright
future society by mobilizing the knowledge of Gifu andNagoya Universities to address the global crisis, and solving
problems through the highest level of cutting-edge research
and a trans-disciplinary fusion of humanities and sciences.

Value Creation Base

Tokai National Higher Education and Research System

Initiators (from left): Koichi
Ina, Chairman of the Central
Japan Industries Association;
Seiichi Matsuo, President of
Nagoya University; Hideaki
Omura, Governor of Aichi
Prefecture; and Yasuyuki
Goto, President of Aichi
Institute of Technology

Value Creation Activities

facturing, service and other industries in Tokai and neighboring regions, and lead municipal governments and indus-

Value Creation Stories

Basic Stance on Initiatives

Support for decarbonization of municipal governments
Gifu Climate Change Adaptation Center
Gifu Prefecture Global Warming Prevention Action Plan Roundtable Meeting
Covenant of mayors for Climate and Energy (Japan)
Aichi Zero Carbon Organization
Practical implementation through industry-academia collaboration
Self-sustaining micro/nanogrids
Carbon recycling elemental technology
Consortium for the Creation of Next-Generation Energy Industries
Next-Generation Semiconductor GaN Consortium
Direct atmospheric CO2 capture technology: Moonshot
Ammonia and hydrogen production technology
Development of environmental human resources
Regional environmental learning
Gifu University Rearing Program for Basin Water Environment Leaders
Next Generations Community Leaders Training Program
Nagoya University Education for Sustainable Development Program
Integrated Environmental Studies Course
Global Environmental Leaders Program
Zero emissions at the University
29th Grand Prize for the Global Environment Award, MEXT (2020, Geo-Energy Center)
6th Sustainable Campus Award (2020, Gifu University Campus)
5th Sustainable Campus Award (2019, Nagoya University Campus)
Only platinum-certified Japanese university in the Assessment System
for Sustainable Campus (2019)

formed with the prefecture through SI-CAT, the Gifu Climate
Change Adaptation Center was established jointly with Gifu
Prefecture in April 2020. Established in February 2020, the Gifu
Prefecture Regional Adaptation Research Center serves as thecounterpart on the Gifu University side.
Aichi Prefecture and the Chubu region are home to a concentration of manufacturing industries and have both the potential
and responsibility to lead the way in efforts to achieve zerocarbon emissions. The Aichi Zero Carbon Organization wasestablished in April 2021 with the aim of realizing a zero-carbon
society by stimulating industry-academia-government collaboration and innovation. As one of the originators of the organization, Nagoya University has endorsed the promotion of zerocarbon in academia.

Messages from LeadersThis particular virtuous circle model is called Tokai Projectto Renovate Area Chubu into Tech Innovation Smart Society(TOKAI-PRACTISS), and we are implementing it making fulluse of various modes of cooperation. We are also participating in the Coalition of Universities and Other Institutes asContributors to Achievement of Carbon Neutrality, which
was inaugurated on July 29, 2021.

Absorption tower

Regeneration tower

Sublimation tank
Alternative
operation

Joint research by Nagoya
University, Toho Gas, and Tokyo
University of Science

Air
Absorbent

Integrated Report 2021

52

Value Creation Activities

Gifu University

g

in

Co

st

n

cl

cy

io

Re

re

du

M

at

ia
er

ls

e
w

Materials
Data science

(4)

ct

Prod
uct
ion
Chang
sy
st
es in
em
con
(8) Sm
sci
art m
ou
sn
anu
fac
tur
i
ity
Mobil

bilityh reliaHig
tworks
e
N
(7)

w
Lo e
( 6) p ow-cr e ons
le c u mt ro p t i oni c n ( 5 )ig hs
E n e rg y- s a v i n g &rrel
w e i g h t re d u c ti o n
el
ia b
ec
ili t y
tro
Re cy
n ic
clin g relia bilitys(10) Social policy
research

MI, exergy, LCA, AI
Economics, Environmental
Studies & Sociology

Blood collection
at a farmAnalysis of personal healthrecords collected by longitudinal
investigation
Health promotion, and preventativeand optimal interventions

0

10

20

30

40

50

60

70

80

90

Age
100

Systems for preventing care, frailty, and dementia
Minimally invasive therapy, nano-robotics, and regenerative
medicine
In-vitro diagnostics
Health status sensing
Health promotion, disease prevention, and aggravation prevention systems based on healthand medical information and behavioral economics
Well-being and healthy lifestyle

Fluclair™, an ultra-low toxicity quantum dot for stem celllabeling developed by joint research with companies toaddress issues in the field of regenerative medicine, enables
fluorescence imaging and accurate diagnosis of the in vivo
dynamics of transplanted cells, their accumulation in tissues
and organs, and the efficiency of their engraftment. This has
progressed from research and development to commercialization and is expected to play an active role in the field of
regenerative medicine.
Creation of richly connected activity spaces
While utilizing remote technology, we are exploring methods of mobility that can demonstrate the importance ofactivity through real-space mobility, and conducting
research and development for the creation of activity spaces
with fewer constraints.
The three research themes are (1) research on human-centric evaluation methods for lifestyle and the town, (2)research on the value and methods of mobility, and (3)empirical research on the town and mobility that enable ahigh quality of life and sustainability.
Specific examples of these include the practical implementation of Mobility Blend® at the Nagoya University COI,
and the WISE Graduate Program for Lifestyle Revolution
based on Transdisciplinary Mobility Innovation.

Integrated Report 2021

Financial Strategy &Financial Statements

NH3

Health index

Value Creation Base

CO2 ZeroLively centenarian society

Value Creation Activities

Beyond,h

MaLively centenarians: Tackling the SDGs in the social
medicine and biotechnology domains
The 100-year life era has come, and the Institute conducts
research and development of integration of health and medical
information over people's life with advanced inspection methods
such as quantum dot or IoT technology. The institute aims to thedevelopment of health promotion, the prevention method, or
the optimal interventional method custom-made for the person.

Value Creation Storiessotechnology &
ms Bi
cata
yste
lyst
er s
s
ow
Cost reduc
tion
&p
ncy
ls
e
i
c
ria
nt (3) Carbon-free f
te
effi
curre
uel
gh
free
Hi
onarb
)C

l
ura
ult
ratio
ric
tion
Ag
fixa
gh
on
i
i
t
a
H
Fix
s
(9)
es
ng

Mate
rial
s
Low-cost
high
cap
aci
(1) Pow
er s
ty
tor
ag
e
(2

st

Tokai National Higher Education and Research System

LectureField: Practical implementation issues

sciences& lifePo

53

Beyond CO2 Zero
Tokai Alliance proposalcoCollaboration with Gifu Prefectural Agricultural Technology Center
In April 2021, the Graduate School of Natural Science andTechnology concluded an agreement with the Gifu Prefectural
Agricultural Technology Center regarding educational andresearch cooperation through the collaborative graduate school
system. The purpose of this is for the two parties to cooperate
to promote research activities, disseminate research results, andenhance education and research activities through a collabora-

Collaboration with Gifu Prefectural Chuo Livestock
Hygiene Service CenterWe are undertaking various initiatives under the collaborative
agreement between Gifu Prefecture and Gifu University signed in
2014.
On June 3 and 17, 2021, as part of a collaborative project, a
special lecture on public veterinary medicine was held by Gifu
Prefecture, and was attended by sixth-year students from Gifu
and Tottori Universities. The lecture was given by an officialfrom the Prefectural Chuo Livestock Hygiene Service Center on
the scope of veterinarian work in various prefectures and specific examples of maintaining animal health and productivity, andwas followed by a question-and-answer session.
On June 8, 2021, two first-year students from Gifu University
accompanied a routine inspection for Johne's disease (an infectious disease that affects cattle) and a survey for enzootic
bovineleukosisconducted by theLivestock Hygiene
Service
Center,and joined bloodcollection from 111
dairy cows.

The Nagoya University Institutes of Innovation for Future
Society focuses on various activities to realize a sustainable
future, primarily through joint research with companies andgovernments.
Beyond CO2 Zero Tokai AllianceWith the aim of achieving zero CO2 emissions by 2050, theInstitute is conducting R&D focused on solving issues forpractical implementation of zero CO2 technologies broadly
linked with each technological field. This is an open innovation type of research and development in which Nagoya
University can participate as a member of the allianceutilizing the humanities, social sciences and other disciplinesthat underpin the importance of the SDGs.
Specific research topics include the linkage of nine technological areas, including power storage and carbon-free powersources, and the use of data science, as well as social policy
research through research and analysis of global trends andthe latest technological trends concerning the SDGs, ESGs,
and other social issues.
One example of collaborative research is the creation of a
new energy virtuous cycle system. The Institute conducts
research and development aimed at practical implementation while utilizing the research results of the Materials/Energy Renovation Co-Creation Consortium (JST Open Innovation Platform with Enterprises, Research Institute andAcademia (OPERA)) and other research programs.

w

Fuyu persimmon sales point in a department store in Hong Kong

The signing ceremony: Director Miyata (left)and Dean Mitsunaga

New initiatives for a sustainable future

Lo

Coordination with Gifu Prefectural Research Institute for Food Sciences
In April 2019, the Gifu Prefectural Research Institute for Food
Sciences was established on campus. Gifu Prefecture has
positioned the food sector as a growth industry and is promoting industrial development in the food and brewing industries.
As a prefectural agency playing a central role, the Instituteserves as a hub not only for industrial support, but also forresearch and development utilizing regional food ingredientsand for the development of professional human resources
through practical education and personnel exchanges.
The Institute is the first public testing and research laboratory
in Japan to be established on the premises of a national university corporation, and is expected to contribute to the developmentof the food industry by establishing a system to provide technicalconsultations, joint research, and advanced analysis to food-related companies in the prefecture through collaboration between
Gifu University and prefectural testing and research laboratory.
Specific activity example: Long-term quality retention andfreshness assurance technology
Fuyu persimmons and ayu (sweetfish), popular specialty productsof Gifu Prefecture, deteriorate quickly in quality, making the development of long-term storage and export technologies a challenge. The
United Graduate School of Agricultural Science, Gifu University, has
succeeded in storing Fuyu persimmons for four months while
maintaining their quality by optimizing the Modified Atmosphere
Packaging (MAP) technology that preserves the quality of fresh
foods. This research has made it possible to export Fuyu persimmons harvested in early December to China during the Chinese New
Year (late January to early February). In addition, research on ayu
produced in Gifu Prefecture has made it possible to estimate changes in freshness of frozen ayu for export after thawing.
These
are
collaborative
research with the Gifu Prefectural
Agricultural
Technology
Center and the Gifu Prefectural
Research Institute for Fisheries
and Aquatic Environments, andform the basis for the researchand development of smart foodchain under the Cross-ministerial
Strategic Innovation Promotion
Program of the Cabinet Office.

tive graduate school system that provides research guidance tograduate students, thereby contributing to the promotion ofagriculture in Gifu Prefecture and the development of humanresources who will lead in this area.
The Center anticipates that deepening collaboration withthe university, will stimulate research using the university's
knowledge and expertise in advanced technology, leading to
the development of research personnel who will support
Gifu Prefecture's agriculture in the future.
The School sees collaboration with the Center as extremely important in the context of demand for applied practical education.
Moving forward, graduate students will be directly involved in prefectural agricultural research, and researchers from the Prefectural
Agricultural Technology
Center will serve as advisors to guide graduate
students in enhancing
their studies at the Graduate School of Natural
Science and Technology.

Messages from Leaders

Coordinating with various administrative agencies
as a research institute within Gifu Prefecture topromote learning and regional contribution

Nagoya University

54

Value Creation BaseManagement Base
Basic Stance on Initiatives

In addition, THERS has established an Administrative Council

Compliance and Risk Management

Respect for Diversity

and Auditors, and the majority of members of the Administrative
Council are outside members to reflect outside opinions on the
management of THERS and perform the role of checking theoperation of THERS. It is important that outside members of the
Administrative Council have a deep understanding of THERS
management and university operation, and THERS also believes it
is important to proceed with the creation of such an environment.
In each university, the Steering Committee has authority andresponsibility for university operations, and the Education andResearch Council submits opinions to the President (Steering
Committee). Department Directors participate in the Education
and Research Council as members, and very active discussion iscarried out. Furthermore, they have the authority to select insidemembers of the Chancellor Selection Committee, and aredispatched as members of this.
To ensure unified strengthening of management and education in THERS management and university operation, theChancellor and the Executive Trustee (President) maintain astrong presence on the THERS Board of Trustees, theAdministrative Council and the Steering Committee and
Education and Research Councils of each university, enabling
communication between the THERS Board of Trustees and each
university, and smooth implementation of strategic education
and research activities in each university.

Thorough Dialogue by Specific Area and by Department
Tokai National Higher Education and Research System was
immediately faced with the COVID-19 pandemic upon its
establishment, and this became the greatest issue in thecommunication and sharing of awareness between the two
universities. For this reason, in order to proceed with coordination and integration within THERS and between the universities
with the aim of fully leveraging the benefits of the integration of

corporations and achieving the vision of the corporation, thethorough dialogue was conducted in two layers of “between
the executive committee and departments (warp) and “byspecific area of responsibility within the executive committee(woof).” This combination of warp and woof of dialogue wasused to create the basic course and basic policies of Tokai
National Higher Education and Research System for the 4th
medium-term objectives (FY2022-FY2027).

Value Creation Activities

About the Governance Structure
Tokai National Higher Education and Research System is thefirst initiative of its kind in Japan to integrate national university
corporations across prefectural borders, and a governancestructure is being built to leverage the benefits of a system of one
corporation and multiple universities. Decisions on the management of the corporation are made by the THERS Board ofTrustees chaired by the Chancellor, and matters related primarily
to education in each university are decided by Steering
Committee and Education and Research Councils chaired by the
President of each university. Furthermore, the Chancellor participates in the Steering Committee and Education and ResearchCouncils of both universities as a member to create an executive
structure with attention to factors such as the unity of management and education, the balance of the two universities andstreamlining.

Environmental Management

Value Creation Stories

Governance Structure

Governance Structure

Messages from Leaders

Tokai National Higher Education and Research System was immediately faced with COVID-19 pandemic uponits establishment, and this became the greatest issue in the communication and sharing of awareness of thetwo universities. For this reason, the THERS executive committee and the departments of both universities
engaging in dialogue on the medium- to long-term vision, and at the same time engaging in ongoing dialogue
in the executive committee on cross-sectional areas such as education, research, industry-academia collaboration and regional contribution as initiatives for actively leveraging the effect of the integration of the corporations are seen to be essential for building the future management base, and consideration will be given tovarious measures.

Governance Structure of Tokai National Higher Education and Research System(Same number)

Inside members
Selection ofcandidates

THERS Central
Administration

Dispatch of
inside members

Appointed by
the MEXT Minister

Chancellor THERS Boardof Trustees

Vice Presidents ofboth universities

Steering Committee

Deliberation onacademic matters

Opinions

Participationas council
memberNagoya University

55

Education, international,
entrance examinations, research,
industry-academia collaboration
and regional contribution,
governance, finance, facilities, IR,
information, libraries, PR,
student support, diversity,
gender

Appointed by the
Chancellor(with the consent of theSelection Council andthe approval of the
MEXT Minister)

President
Vice
President(GeneralManager)

Coordinationand control

Department
Directors

Department
Directors

Execution

Execution

Tokai National Higher Education and Research System

Education andResearch Council

Steering Committee

ProvostCoordinationand control

President,
Provost,Executive
Director of
Administration, Vice
Presidents

Consultation
and reporting

Decisions andexecution ofoperatingpolicyApproval anddelegation of
execution

Chancellor(President)
ProvostVice Presidents
Department
Directors
Hospital Director
Heads ofcross-sectionalorganizations, etc.

President

Dialogue by
specific area

Dispatch of
inside members

Deliberation onacademic matters
Decisions andexecution ofoperatingpolicyPresident, Vice
Presidents,
Executive
Director of
Administration, Hospital
Director

Chancellor
Executive Trustee(Vice Chancellor)
Vice Presidents
Opinions Department
Directors
Hospital Director
Heads ofcross-sectionalorganizations, etc.

Conduct dialogue in each area (education,
research, social contribution, etc.)
Implement dialogue by area (education, research, social contribution, etc.) and aim to establish basic policy for Nagoya University andfor each area (goal setting and action plans) towards the 4th medium-term objective period

Dialogues on “vision” between Executive
Committee and Schools
Conducting dialogue with Executive Committee and each school, based on the strengths
and weaknesses of each school and theirmedium- to long-term vision, we aim to develop
synergy between Gifu and Nagoya University<6 groups x 2 times: Total of 20 hours><25 schools x 2 times: Total of 50 hours>

Financial Strategy &Financial Statements

Chancellor's Advisers

Education andResearch Council

External Trustees

ia
l
13 og
U N uen ag wi
sc ve o itDh rs ya h
ia
o it
lo
o y
ls
g
1
u
U 2 e
n G w
i
sc ve ifu it
h
h rs
o it
o y
ls

External members* Departments = Schools, Graduate
schools, University Hospitals, etc.

D

Chancellor Selection
Committee

B
C et
o w
m e
G m enro it Eo u te x
f p e esp ia c
e n c n uti
c h d v
ifi a T ec rg ha e ereaAuditorValue Creation Base

Administrative Council(external members > inside members)

Participationas council
memberGifu University

Integrated Report 2021

56

Value Creation BaseCompliance and Risk Management

57

Tokai National Higher Education and Research System

Environmental Management
When Tokai National Higher Education and Research
System was launched in FY2020, Environment, Health &Safety and Facilities Management were established asadministration support organizations overseeing the entire
organization in relation to environmental management, etc.
Environment, Health & Safety shares information, plans andOfficers, etc.

Respect for Diversity
Tokai National Higher Education and Research Systemaims to realize campuses enabling all people to display theirindividuality and capabilities regardless of gender, disability,
nationality, or age. Efforts are being made to promote theutilization of personnel with respect for diversity throughinitiatives such as the promotion of gender equality, theestablishment of guidelines on LGBT, etc., the elimination of
discrimination based on disability and the improvement ofinternational diversity.

* Outside part time. ** Outside.

Chancellor

Seiichi Matsuo

Executive Trustee, Vice Chancellor (THERS
Project Management, Medium-Term Objectives,
Medium-Term Planning, Industry-Academia
Collaboration and Regional Contribution)

Hisataka Moriwaki

Trustee (Research and International Affairs)

Naoshi Sugiyama

Trustee (Education, Student Support, Diversity
and Human Rights)

Makoto Sugiyama

Trustee (General Affairs, Finance, Facilities andInformation) and Executive Director of Administration

Koji Takahashi

Trustee (THERS Management)

Takeshi Suzuki*

Trustee (THERS Management)

Satoko Kato*

AuditorYojiro Kakuma**

Auditor

Satoko Nakatani*

Vice Trustee (Executive Director of Administrationof Gifu University)

Noriaki Matsuda

Vice Trustee (Director of Gifu University Hospital)

Kazuhiro Yoshida

Vice Trustee (Director of Nagoya University Hospital)

Yasuhiro Kodera

Chancellor's Adviser(Vice President of Gifu University)
Chancellor's Adviser(Vice President of Gifu University)
Chancellor's Adviser(Vice President of Gifu University)
Chancellor's Adviser(Vice President of Gifu University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)
Chancellor's Adviser(Vice President of Nagoya University)

Financial Strategy &Financial Statements

In light of this situation, Tokai National Higher Education
and Research System does its best to ensure fair research iscarried out in a way that serves as a model for others, andboth universities have established basic policies and codesof conduct. Furthermore, to increase the quality andstrengthen the functions of research ethics and bioethics,
various rules, etc., have been established, and a system has
been established for deliberation in committees and ethicaleducation of members.

Protection and Management of Confidential Information
In the event it is found that the state of management ofresearch information is inappropriate in a university, it isexpected that this will have a significant impact on the social
evaluation of the university as a whole.
For this reason, it is necessary to protect faculty, staff andstudents from legal violations and violations of employment
regulations, regardless of whether by intentional or random
acts, by managing the confidential information that is
important knowledge, etc., of companies obtained byuniversities in industry-academia collaboration activities.
Based on these, a confidential information management
policy on industry-academia collaboration has been established to indicate the basic approach on management ofconfidential information to systematically manage confidential information and ensure industry-academia collaboration
activities better contribute to society in order to enable
companies, etc., provide important knowledge with a senseof security and enable to researchers produce the best
results in joint research, etc., based on the public utility of theuniversities and the effect on education and research.

Export of research equipment, chemical substances,microorganisms, etc. (including when carried while
traveling from Japan)■ Contract research and joint research related to overseas
governments and companies■ Technical guidance for overseas companies■ (Provision of technology in relation to) Acceptance of
researchers and students from overseas■ Exchange of data and materials, with overseas researchers
in the course of research■

Value Creation BaseIn recent years, researchers are facing more intense competition than in the past, and the occurrence of research misconduct such as data fabrication and falsification in research
institutes inside and outside Japan has become a social issue.
In addition, although not going as far as misconduct, there areconstant temptations to compromise intellectual integrity andprioritize immediate results. However, such misconduct andlack of intellectual integrity breaches the trust of society inresearchers and research institutions, and significantly
impedes the advancement of academic research.

Management of Conflicts of Interest
When a university conducts social contribution activities,
there is a possibility that so-called conflicts of interest will arise
for the university or its officers, faculty and staff due todifferences in the objectives and roles of the university and thecompanies, etc. Therefore, for the university to actively makesocial contributions while appropriately fulfilling its responsibilities concerning education and research, there is a strong
need to maintain public utility and neutrality in such activities,
ensure transparency, and fulfill external accountability. Tokai
National Higher Education and Research System requires
understanding and cooperation of society including industry
about the management of conflicts of interest, and will seek tocontrol damage caused by conflicts of interest and promoteindustry-academia-government collaboration activities.

Universities are subject to security trade controls based on
the Foreign Exchange and Foreign Trade Act and applications for permits must be obtained from the Ministry of
Economy, Trade and Industry in the following cases. For thisreason, Tokai National Higher Education and Research
System has established Security Export Control Rules, andsupports education and research activities.

Furthermore, Tokai National Higher Education and Research
System tracks the environmental load generated in the education, research and medical activities of Gifu University andNagoya University, and endeavors to reduce the environmental load by collecting and analyzing data. The environmental
performance or THERS as a whole is reported by indicating
the environmental performance of each university aimed at
reducing environmental load and changes therein, while also
representing aggregate data for Tokai National Higher Education and Research System. Environmental management of
Tokai National Higher Education and Research System isaimed at the realization of a sustainable society througheducation, research and medical activities through synergies
leveraging the strengths of both universities.

Value Creation Activities

Research Risk Management

In recent years, in Japan as well, complex risks involving
deemed exports, economic security and conflicts of interest
have emerged due to the provision of technology to international students and foreign researchers, and there is an increasing need for total management to manage cases involving
multiple risks from different angles from an all-encompassing
view. Ensuring research integrity centered on the managementof conflicts of interest is extremely important to fulfill contributions to society through the promotion of industry-academia
collaboration activities, which are being actively engaged in.

Major powers including Japan have internationally created aframework for security export control to prevent weapons andgoods and technologies with military applications from falling
into the hands of nation states and terrorists presenting security concerns, and international society works together toimplement stringent controls. In Japan, trade controls in linewith the framework for security export control are implemented based on the Foreign Exchange and Foreign Trade Act.

drafts basic policy and management matters on the environment, health and safety. An Energy Management Supervisor
and an assisting Energy Management Planning Promoter
have been assigned to Facilities Management, which strategically conducts operations for appropriately securing andutilizing facilities according to the education and research
activities of Tokai National Higher Education and Research
System as a whole.

Value Creation Stories

Audit Office
The Audit Office is positioned as an organization directly
under the Chancellor of Tokai National Higher Education andResearch System, and is an organization that conducts
internal audits. Tokai National Higher Education andResearch System conducts internal audits in Gifu University
and Nagoya University, and works to improve self-management systems, in addition to providing a unified response tovarious audits and inspections. Furthermore, the purpose ofinternal audits is not only to prevent illegal and wrongfulexecution of operations, but also contribute to the rationaland efficient governance of THERS and university operations. In 2020, audit operations were conducted withenhancement of effectiveness and efficiency of controls andprocesses, monitoring and verification of compliance, etc.,
the status of cost reduction initiatives, legality and appropriateness of execution of duties, and following up corrections
and improvements in past audits as priority audit matters.
Furthermore, in order to maintain social trust in Tokai
National Higher Education and Research System andcontribute to fairness of operations, a whistle-blowing
response contact and a response contact for unauthorized
use of research funds, etc., have been established.

Industry-Academia Collaboration Risk Management

Security Export Control

Messages from Leaders

Tokai National Higher Education and Research System
recognizes compliance and risk management to be important management issues, and makes improvements withawareness of the PDCA cycle. It establishes and operates
various rules, policies and guidelines to be followed by theofficers, faculty and staff, and students of each university.
The content is revised as needed according to changes inthe education and research environment, and efforts are
made to ensure members are aware of them.

(e.g.) ■ Rules on the handling of research misconduct inTokai National Higher Education and Research
System central administration and organizations
promoting education and research in THERS■ Committee for Fair Research■ Rules on life science and medical research involving
human subjects■ Rules on recombinant DNA experimentation■ Regulations on animal care and use in research, etc.

Hirokazu Fukui
Zhigang Wang
Chiho Oyabu
Toru Iwama
Akira Fujimaki
Shogo Kimura
Kazuhito Kawakita
Akihiro Sasoh
Junichi Sakuma
Masafumi Nakahigashi
Hiroko Tsukamura
Kinji Ohno
Kazuya Takeda

Integrated Report 2021

58

Financial Strategy & Financial Statements

Tokai National Higher Education and Research System
Financial Strategy

Koji TAKAHASHI

situations.
To address this, THERS will endeavor to obtain more
external funding such as joint research expenses thanin the past, and also aims to increase revenue fromdonations through the establishment of a fund-raisingsystem. Furthermore, due to the issuance of university bonds by national universities becoming possible
since last year, this will also be considered as option.

Messages from Leaders

rooted in the regional community, its dependence onmanagement expenses grants is high. However, efforts
were made to increase its non-subsidy income and to
reduce expenses in order to maintain a stable financialbase. In this way, the creation and steady executionof a financial strategy with an emphasis on overallbalance are essential for maintaining the sound operations of both universities facing different financial

Allocation of Budget Based on the Concept of Social Impact

Trustee(General Affairs, Finance,

59

Tokai National Higher Education and Research Systemly maintained using subsidies from the national government and municipal governments.
Meanwhile, with regard to expenses, costs related totravel and events decreased dramatically, such as travel expenses decreasing by almost 90% compared tothe previous fiscal year due to difficulties in attending
academic conferences. By contrast, new costs related
to COVID-19 also arose, such as the establishment ofcommunication environments for remote classes andthe establishment of hygienic environments for theprevention of infection.
Looking at the finances of Nagoya University and
Gifu University within THERS under such conditions,the former actively conducts industry-academia collaboration backed by its global research capabilities,
and its dependence on management expenses grants
could be considered to be comparatively low. Meanwhile, as the latter conducts university operations

Seeking to Contribute to Society as a Presence Leading National Universities
In the future, THERS will also adopt the ESG investment perspective that is being emphasized by private
enterprises. Needless to say, national universities areengaged in education and research that contributes
to the advancement of humankind including the environment and society. In this context, THERS willconduct investment focusing on climate change andsocial conditions in an effort to improve social value.
Meanwhile, with regard to governance, we will
strengthen the operation of the organization throughthe unification of the two universities. In addition, we
intend to make the content of communication of financial information easier to understand for outsiders.
In order to ensure the objectivity of budget allocation in the future, we intend to enhance the functionsof the Administrative Council. In the past, this mainly
involved budgets determined by the executive committee being approved in the Council, but we haverevised this approach and created a system in which

the executive committee and members of the Administrative Council exchange opinions as needed, andconstant advice on THERS operations including budget allocation can be obtained from outside experts.
Tokai National Higher Education and Research System has achieved the first integration of national university corporations in Japan, and aims to enhance international competitiveness and contribute to regional
revitalization as a new university model. Going forward,
we will seek to become a university organization that issustainable in the long term by promoting university reforms ahead of the times. In this process, we intend toactively embrace the challenges presented by themesthat have been difficult to realize in conventional organizations. We also strongly wish to reform university
culture in Japan, and grow into a presence in which we
can take pride on the global stage. We sincerely ask
that you follow the efforts of THERS and continue toprovide your generous support.

Integrated Report 2021

Financial Strategy &Financial Statements

As the environment surrounding the operation ofnational universities becomes increasingly difficult,financial strategy is becoming more and more important. Due to the trend of decreasing management expenses grants, which are the central part of funding, it
is essential to make self-reliant efforts aimed at securing funds in order to maintain and strengthen financial
soundness.
In particular, the activities of both universities under
THERS were significantly restricted in FY2020 due tothe impact of COVID-19 pandemic, making it a year ofdifficult fiscal administration.
Revenues were significantly affected, especially in
the University Hospitals. A decrease in the number ofpatients due to people refraining from receiving examinations, and a decline in the number of surgeries
due to securing beds for COVID-19 led to a significant
drop in hospital revenue, and operations were narrow-

Value Creation BaseCreation of a Financial Strategy Emphasizing Overall Balance

Value Creation Activities

We will seek financial soundness while strengthening initiatives
to respond to society’s needs.

tions of research areas and allocate budget by using
the concept of social impact in portfolio management.
Within this, we will evaluate each area of researchbased on both social value and economic value, andconsider well-balanced budget allocation.
Meanwhile the creation of a highly efficient organization through reviews of the research system is also
believed to be important. National universities have
conventionally tended to have vertically integrated organizations with inadequate horizontal coordination.
We intend to revise this point and create a system atthe discretion of the executive committee of THERS
based on the portfolio. For example, existing researchorganizations are conducting activities aimed at the
global requirement of decarbonization, and we will
strengthen this research system with sense of speed
using the “build & scrap” concept of determining newsteps to take before reviewing existing operations
rather than “scrap & build” in which existing operations are cut before establishing alternative operations.

Value Creation Stories

Facilities and Information)

The main focus of the financial strategy of THERS isthat strengthening the financial base is an important issue amid the trend of decreasing management expenses grants. While focusing on securing external funding,strategic budget allocation will be implemented fromthe perspective of the total budget. Furthermore, wewill actively proceed with initiatives such as strengthening profit-making activities centered on the Financing
Strategic Office and obtaining external funding withthe aim of diversifying sources of funding.
However, a point that must be noted here is that
universities differ from private enterprises in that they
do not succeed solely through the pursuit of marketability and growth potential. Although some researchareas of universities provide significant economic
value, others have great social significance but havedifficulty generating economic value. Focusing on themarketability and growth potential of research content when allocating the budget could lead to questioning the reason for existence as a university.
To address this THERS intends to perform evalua-60

Financial Strategy & Financial Statements

Five-Year Financial and Non-Financial Summary

Financial Statements (Summary)(Unit: Millions of Yen)FY2016FY2017FY2018FY2019FY2020

Balance SheetThis represents and clarifies the condition of the assets, liabilities and net assets (financial condition) of the national
university corporations as of the closing date (March 31).
(Unit: Millions of Yen)

Financial Statement Data
Balance Sheet
315,904

316,757

306,730

303,289

288,851

Current assets

42,69744,82046,60852,12561,099Total assets

358,601

361,577

353,339

355,415

349,950

Noncurrent liabilities

121,016

121,442

111,584

110,798

107,947

Current liabilities

46,396

48,10649,97052,16560,691

Total liabilities

167,413

169,548

161,554

162,964

168,638

Land

Capital stock

125,274

125,274

125,257

124,787

111,280

Buildings and structures

Capital surplus

39,74838,27537,40835,15532,600Tools, furniture and fixtures

Retained earnings, etc.

26,16528,47829,11832,50737,430Books

Total net assets

191,188

192,029

191,784

192,450

181,311

FY2018FY2019Gifu
NagoyaUniversity University

Gifu
NagoyaUniversity University

Gifu
NagoyaUniversity University

FY202040,49534,001
5,346
4,934
409

40,49533,639
5,526
4,921
1,326

22,31736,377
5,596
4,939
1,668

69,36686,02916,28622,226
1,195

ChangeCommon (2019 - 2020)

AssetsNoncurrent assets
Property, plant and equipment

Construction in progress
Other property, plant andequipment
Intangible assets

111,066
126,437
21,57927,038652

70,571 110,127
92,436 123,352
16,233 21,633
22,104 27,095
242
2,187

69,632 91,684
89,713 122,981
16,106 22,132
22,173 27,166
861
2,864

ー
574
250
ー
ー

(18,443)
(371)
499
71
676

1,938

61

1,876

1,920

100

1,820

1,833

87

1,745

ー

(87)

793

108

684

1,080

95

984

1,086

158

847

80

5

142,394

144,317150,426

152,041

149,865

Investments and other assets

Ordinary revenue

Investment securities
Other Investments and otherassetsCurrent assets

17,1962,324

14,872

15,868

1,983

13,88419,081ーー

19,081

3,213

28

12

16

22

7

15

20

5

14

ー

(2)

Cash and deposits
Accounts receivable university hospital
Accounts receivable

30,5996,566

24,03334,403

8,843

25,55939,811ーー

39,811

5,407

10,603

4,092

6,510

11,012

4,399

6,613

12,675

4,466

8,208

ー

1,663

3,172
1,199

938
800

2,234
399

3,784
1,600

987
300

2,796
1,300

5,660
401

1,110
ー

3,720
ー

829
401

1,876
(1,199)

589

402

187

574

407

166

806

627

179

ー

231

70
321
77,426 210,141

1,352
62,382993(5,464)

145,730

147,169

152,208

155,706

155,033

Extraordinary profit or loss

166

(98)

(724)

(167)

(95)

Amount withdrawn from reserve fund

432

17

59

48

218

3,934

2,770

1,117

3,880

5,291

Current-term gross profit
Cash Flow Statement

16,304

17,388

16,273

16,342

21,737

Cash flows from investing activities(723)(18,349)(5,971)(6,227)(11,419)

Cash flows from financing activities(5,418)98(7,926)(5,110)(4,913)

Cash and cash equivalents at end of term

27,88727,02329,39934,40339,811

Cash flows from operating activities

Securities
Medicines and medical
examination materials
Other current assets
Total assets

444
108
335
750
112
637
1,744
353,339 100,600 252,738 355,415 103,148 252,267 349,950

Statement of Operating Costs of National University Corporation(Unit: Millions of Yen)

Expenses on income statement

142,507

144,632

151,276

152,819

150,494(Deduction) Non-subsidy income(91,900)(94,852)(99,650)(103,955)(101,773)

5,981

4,386

5,293

3,770

4,984

Operating costs of national university corporation

56,58854,16656,91852,63453,705Long-term donation liabilities

43,334

43,19542,53443,651

41,672

Non-subsidy income

71,61073,476

76,666

81,231

76,671

Research income from industry-academia
collaboration, and proceeds from donations, etc.

22,71525,47327,48828,86931,899Other noncurrent liabilities
Current liabilities

18,812

10,42012,367

17,948151,195

160,957

157,110

166,119

168,191

Expenditure

145,039

153,236

149,555

156,675

153,863

6,156

7,721

7,555

9,444

14,327

Inherited debts and long-term loans payable
Long-term lease and PFI liabilities

Liabilities for management expenses grants
Donations liabilities
Advanced fund for contract research, etc.
Deposited Grants-in-Aid for Scientific Research
Current portion of inherited debts and loans payable

Other Financial Data (Status of Receipt of External Funding)NagoyaUniversity

FY2020Change(2019- 2020)

57,556
7,359
39,742
3,483
2,656

10,279ー
12,4141,275
1,199

47,276
7,359
27,3282,207
1,456

58,7007,359
36,066
2,843
2,977

1,144
ー
(3,676)
(640)
321

432
14,347
5,655
1,509
3,195
12,069559
1,186
123,327494
18,631
6,213
1,807
5,015
17,216879
1,906
162,964

ー
3,279
844
126
2,190
5,547
618
469
38,245494
15,352
5,369
1,681
2,824
11,668261
1,437
124,719

1,818
22,035
7,246
3,069
5,025
18,312852
2,330
168,638

1,323
3,403
1,032
1,262
10
1,096
(26)
423
5,673

72,34637,588

124,787
35,15552,911
210

71,87634,945111,280
32,600(13,507)(2,554)57,025
7,359
42,8482,305
2,045

10,136
ー
14,6051,791
678

46,888
7,359
28,243
513
1,366

575
17,497
6,177
1,646
5,428
15,733
1,154
1,756
161,554

143
3,149
522
137
2,233
3,664
594
569
38,227

Accounts payable, etc.

Donations received (excluding donations in kind)

3,591

4,599

5,288

5,323

6,397

Donations received (donations in kind)

9,793

2,468

1,994

1,962

2,316

Contract research expenses received

9,890

10,717

11,57910,512

11,878

Total liabilities

Joint research expenses received

3,526

3,998

3,790

5,089

4,981

Net assets

Contract project expenses received

1,148

1,181

1,046

1,289

937

Capital stock

Grants-in-Aid for Scientific Research received

9,085

8,778

8,496

9,141

9,225

Capital surplus

Lease and PFI liabilities
Other current liabilities

125,257
37,40852,911(180)

Financial Strategy &Financial Statements

13,535

Revenue

Gifu
University

NagoyaUniversity

Noncurrent liabilities

Proceeds from management expenses grants

Other revenue

FY2019Gifu
University

Liabilities
Contra-accounts for assets

Statement of Account

FY2018(Liabilities and Net assets)

Value Creation Base

Other adjustments

Revenue - expenditure

Value Creation Activities

Ordinary expenses

Value Creation Stories

Income Statement(Assets)

Messages from Leaders

Noncurrent assets

Retained earnings

Number of undergraduate students

15,551

15,495

15,36615,301

15,247

Number of graduate students

7,597

7,647

7,765

7,836

7,782

Reserve fundReserve fund (including reserve fund carried forwardfrom previous mid-term objectives period)
Current-term unappropriated retained earnings

Number of faculty members (full-time)

3,176

3,246

3,235

3,207

3,191

Valuation difference on available-for-sale securities

9,647,867

9,616,737

9,616,653

9,611,383

10,424,926

1,107,476

1,099,653

1,133,079

1,132,711

1,140,199

Non-financial Data

Land area (m2)2

Building area (m )* The figures shown are as of May 1 each fiscal year (the average number of faculty members who are paid each fiscal year). Land area and building
area exclude leases.

61

Tokai National Higher Education and Research System

Total net assets
Total liabilities and net assets

955

156

799

1,106

620

486

1,659

552

27,045

8,689

18,35627,5208,887

18,63330,480

2,960

1,117
ー
191,784
353,339

796
ー
62,373
100,600321ー
129,411
252,738

3,880
ー
192,450
355,4152,273
ー
64,902
103,148

1,606
ー
127,548
252,267

5,291
ー
181,311
349,950

1,410
ー(11,138)(5,464)* Aggregate amounts may not match due to rounding down to the nearest million yen.

Integrated Report 2021

62

Financial Strategy & Financial Statements

Income Statement (Recomposed)This represents and clarifies the profit and loss (operating conditions) by aligning the expenses and revenue of national
university corporations in a single fiscal year (from April 1 to March 31 the following year).

A profit (black ink) eventually arose in the “Income Statement” above, but taxes such as management expenses grants andsubsidies account for the source of much of the revenue.
In order to clarify the state of the shortage of funding in national universities, revenue from non-subsidy income such as student tuition fees is reclassified as “operating revenue” and revenue not from non-subsidy income is reclassified as “non-operating
revenue.” This reveals the current condition in which there is an operating loss, meaning that expenses cannot be covered by
non-subsidy income alone. (When the amount equivalent to depreciation costs not included in income statement* is taken into
account, income is decreased further.)As management expenses grants continue to be reduced, we will endeavor to increase the non-subsidy income of universities
to increase the quality of education and research, but we sincerely request further support in the form of donations, etc.

(Unit: Millions of Yen)FY2018FY2019FY2020

Gifu
NagoyaUniversity University

Gifu
NagoyaUniversity University

Gifu
NagoyaUniversity University

Common(2019 - 2020)

40,470 105,430 147,444

42,153 105,291 145,601

40,573 101,833

3,194(1,843)

ChangeOrdinary expenses
Operating expenses

145,901

Educational expenses

6,107

1,870

4,237

6,200

1,907

4,292

6,020

1,842

4,081

96

(179)

Research expenses

11,908

1,813

10,094

11,151

2,118

9,032

10,546

1,861

8,481

203

(604)

Medical expenses

38,274

14,811

23,46239,437

15,19824,23839,605

14,76824,837ー

168

Education and researchsupport expenses

3,526

622

2,904

2,834

646

2,188

2,500

433

2,018

48

(334)

Contract researchexpenses, etc.

15,9501,387

14,563

16,491

1,453

15,037

16,533

1,575

14,596

361

41

363

114

248

504

271

233

133

ー

3

130

(371)

Personnel expenses forfaculty members

37,8489,546

28,301

38,485

9,695

28,78936,096

9,522

26,53439(2,388)(Unit: Millions of Yen)FY2018

Revenue from student tuition fees
Revenue of university hospital

Personnel expenses forstaff members

31,921

10,302

21,61932,33910,861

21,47834,164

10,56821,280

2,314

1,824

General administrative
expenses

3,978

989

2,989

4,154

1,113

3,040

3,924

977

2,108

838

(229)

Financing expenses, etc.

546

284

261

442

268

173

340

200

136

2

(102)

Revenue from contract
research, etc.
Miscellaneous revenue(property rental, livestock
treatment, etc.)

41,751 104,078

4,035(2,175)

Total operating revenue (1)Total ordinary expenses

150,426

41,744 108,682 152,041

43,535 108,505 149,865

Revenue from management
expenses grants

41,334

10,195

31,13842,79911,11531,68339,53910,05627,356

2,126(3,259)

Revenue from student
tuition fees

13,725

4,406

9,319

13,480

4,309

9,171

13,411

4,252

9,158

ー

(69)

60,77823,29037,487

63,731

24,894

38,83762,091

23,38338,707ー(1,639)

Revenue from contract
research, etc.

16,296

1,389

14,907

16,855

1,454

15,401

16,764

1,567

15,136

60(91)

Revenue from donations

3,516

904

2,611

3,560

897

2,662

3,469

848

2,611

9

(91)

Revenue from subsidies

4,623

573

4,049

4,200

830

3,370

8,532

1,768

6,437

326

4,332

Revenue of university hospital

4,810

897

3,913

5,180

1,027

4,153

5,272

1,119

4,144

8

91

Reversal of contraaccounts for assets

6,510

786

5,723

5,521

795

4,726

5,283

814

4,442

26

(238)

611

88

522

375

284

90

668

238

429

ー

293

44,050 108,424

Other revenue

42,533 109,675 155,706

45,609 110,096 155,033

NagoyaUniversity

Gifu
University

NagoyaUniversity

13,72560,778

4,406
23,2909,319
37,487

13,48063,731

4,309
24,8949,171
38,837

16,296

1,389

14,907

16,855

1,454

4,810

897

3,913

5,180

95,612
6,107
11,90838,27429,983
1,870
1,813
14,811

65,628
4,237
10,094
23,462

99,248
6,200
11,151
39,437

Change

Gifu
University

NagoyaUniversity

13,41162,091

4,252
23,383

9,158
38,707ーー(69)(1,639)15,401

16,764

1,567

15,136

60

(91)

1,027

4,153

5,272

1,119

4,144

8

91

31,685
1,907
2,118
15,19867,563
4,292
9,032
24,23897,5396,020
10,546
39,60530,323
1,842
1,861
14,76867,147
4,081
8,481
24,837

68
96
203
ー

(1,709)
(179)
(604)
168

Common (2019 - 2020)

Education and researchsupport expenses

3,526

622

2,904

2,834

646

2,188

2,500

433

2,018

48

(334)

Contract research expenses, etc.

15,950
363

1,387
114

14,563248

16,491
504

1,453
271

15,037233

16,533
133

1,575
ー

14,596
3

361
130

41
(371)

37,8489,546

28,301

38,485

9,695

28,78936,096

9,522

26,53439(2,388)31,921

10,302

21,61932,33910,861

21,47834,164

10,568Personnel expenses for executives
Personnel expenses forfaculty members
Personnel expenses for staff
members

21,280

2,314

1,824

3,978
989
2,989
4,154
1,113
3,040
3,924
977
2,108
Total operating expenses (2)149,879
41,459 108,420 151,598
43,266 108,331 149,525
41,550 103,942
Operating profit or loss (3): (1) - (2) (54,267) (11,475) (42,791) (52,349) (11,581) (40,768) (51,985) (11,226) (36,794)

838
4,033
(3,964)(229)(2,073)363

Revenue from management
expenses grants (4)Operating profit or loss
(after management expenses
grants) (5): (3) + (4)General administrative expenses

41,334

10,195

31,13842,79911,115(12,932)(1,279) (11,652)(9,550)31,68339,53910,05627,356

2,126(3,259)(466)(9,084) (12,446)(1,170)(9,438)(1,837)(2,895)

(673)

850

0

850

778

0

777

629

118

510

ー

(149)

Extraordinary profit

125

0

125

945

156

789

533

84

449

ー

(411)

Revenue from subsidies

3,516
4,623

904
573

2,611
4,049

3,560
4,200

897
830

2,662
3,370

3,469
8,532

848
1,768

2,611
6,437

9
326

(91)
4,332

Amount withdrawn fromreserve fund

59

6

52

48

44

3

218

202

16

ー

170

Reversal of contra-accounts
for assets

6,510

786

5,723

5,521

795

4,726

5,283

814

4,442

26

(238)

Current-term gross profit

1,117

796

321

3,880

2,273

1,606

5,291

2,468

4,300

(1,477)

1,410

Other revenue

Total non-operating expenses (7)611
15,261
546
546

88
2,353
284
284

522
12,907261
261

375
13,658
442
442

284
2,808
268
268

90
10,849173
173

668
17,953
340
340

238
3,670
200
200

429
13,920
136
136

ー
362
2
2

293
4,295
(102)
(102)

Operating profit or loss (8): (5)+ (6) - (7)

1,782

789

992

3,664

2,073

1,591

5,167

2,299

4,345

(1,477)

1,502

125

0

125

945

156

789

533

84

449

ー

(411)

Amount withdrawn fromreserve fund

59

6

52

48

44

3

218

202

16

ー

170

Extraordinary loss

850

0

850

778

0

777

629

118

510

ー

(149)

Total extraordinary profit orloss (9)Current-term gross profit (10):(8) + (9)Amount equivalent todepreciation costs not included
in income statement (11)Current-term gross profit taking
into amount equivalent todepreciation costs not included
in income statement (12): (10) (11)

(664)

7

(671)

215

200

15

123

168

(44)

ー

(92)

1,117

796

321

3,880

2,273

1,606

5,291

2,468

4,300

(1,477)

1,410

5,078

1,315

3,763

4,627

1,154

3,472

4,783

1,421

3,361

ー

155

(3,960)(518)(3,442)

(746)

1,119

(1,865)

508

1,046

938

(1,477)

1,254* Aggregate amounts may not match due to rounding down to the nearest million yen.

Factors Causing Changes, etc.
●E
 ducational expenses: 6.02 billion yen (down 170 million yen year on year) / Research expenses: 10.54 billion yen (down 600
million yen year on year)
... Decrease in travel expenses due to the impact of COVID-19●P ersonnel expenses for faculty members: 36.09 billion yen (down 2.38 billion yen year on year)
... Decrease in retirement benefits (2.07 billion yen → 1.33 billion yen), decrease due to change in classification of medical
personnel (1.52 billion yen, personnel expenses for faculty members → personnel expenses for staff members)●P ersonnel expenses for staff members: 34.16 billion yen (up 1.82 billion yen year on year)
... Increase in University Hospital personnel expenses due to COVID-19-related allowances, etc., increase due to change in classificationof medical personnel (1.52 billion yen, personnel expenses for faculty members → personnel expenses for staff members)●R evenue from management expenses grants: 39.53 billion yen (down 3.25 billion yen year on year)
... Decrease of grant amount (43.07 billion yen → 41.17 billion yen), decrease associated with an increase in the unused amount(amount carried over to the following year without revenue recognition)●R evenue of university hospital: 62.09 billion yen (down 1.63 billion yen year on year)
... Decrease due to people refraining from receiving examinations and restriction on the use of general beds●R
 evenue from subsidies: 8.53 billion yen (up 4.33 billion yen year on year)
... Increase due to support for University Hospitals affected by COVID-19

Tokai National Higher Education and Research System

Revenue from donations

Total non-operating revenue (6)Financing expenses, etc.

Extraordinary profit

Financial Strategy &Financial Statements

2,558

Extraordinary loss

Total ordinary revenue

152,208

Medical expenses

Gifu
University

FY2020

Value Creation Base

Miscellaneous revenue(property rental, livestock
treatment, etc.)

Research expenses

FY2019

Value Creation Activities

Educational expenses

Ordinary revenue

63* Amount equivalent to depreciation costs not included in income statement: The depreciation costs of noncurrent assets provided in kind by thenational government at the time of incorporation, and of noncurrent assets obtained through facility expense subsidies and facility expense grants,
which are excluded from expenses on income statement. The reason for using this system is that “it is anticipated that the necessary steps will betaken by the national government, which is the investor” when renewing the relevant noncurrent assets, but the portion actually borne by each national
university corporation, such as repair expenses until renewal, is by no means small.

Value Creation Stories

Personnel expenses for
executives

Messages from Leaders

Income Statement* Aggregate amounts may not match due to rounding down to the nearest million yen.

Integrated Report 2021

64

Financial Strategy & Financial Statements

Efforts to Diversify Financial Resources
Growth in Acquisition of External Funding
THERS is engaged in a variety of initiatives as measures to increase non-subsidy income as described above.

Examples of Initiatives by Gifu University● Improvement of efficiency of treatment by renewing 3D radiotherapy planning equipment, etc., and hiring pharmacists in therecording of amount equivalent to personnel expenses for faculty members in direct expenses, and (4) determination andimplementation of measures to verify effects

Examples of Initiatives by Nagoya University● Utilization of the URA of Academic Research & Industry-Academia-Government Collaboration to implement support such as

public tender briefings, application form checks, and mock hearings when making applications for large external funding
programs〈Growth with FY2010 as 100%〉
Growth in joint research expenses received (cash basis)

Growth in contract research expenses received (cash basis)

Tokai National Higher Education and Research System

Tokai National Higher Education and Research System

Average of national universities nationwide

Average of national universities nationwide

Average of Group A

Average of Group A

（%）

（%）

300

150
200
150

1.7 billion yen

100

100
50
50
0

Changes in Revenue (Based on Statement of Account)02010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

180,000

Growth in donations received (cash basis)

160,000
8,727

100,000
80,00060,00033,247

14,965
11,263

12,67913,86534,74536,19038,567

13,654

13,59628,885
12,267

13,843

15,24044,262 47,502

49,927

13,647

13,25014,58951,66540,340

7,912

16,11915,027

13,077

13,072
13,481

20,006 21,430

22,71525,47327,48828,86931,899Tokai National Higher Education and Research System

Average of national universities nationwide

Average of Group A

Average of Group A

55,441

55,974

63,209 60,369
58,245 60,282

12,85012,842

2.2 billion yen

13,024

12,93812,804

12,60012,717150

150
3.4 billion yen

50,560 50,330

51,18350,01850,83450,61747,75750,02947,137

46,18847,53944,892 43,334

43,19542,53443,651

2004 2005 2006 2007 2008 2009 2010

2011

2012

2013

2014

2015

2017

2018

2019 2020(Fiscal year)

Management expenses grants

Facility expense subsidies and facility
expense grants
Proceeds of university hospital

Proceeds from tuition fees, enrollment
fees and entrance examination fees
Research income from industry-academia
collaboration, etc., and proceeds fromdonations, etc.
Management
expensesgrants46%

Industry-academia,
donations
7%

Reversal of allowances, reversal ofreserve funds

Proceeds
of university
hospital
26%

2016

Proceeds from subsidies
Proceeds from disposal of property,
miscellaneous revenue
Proceeds from long-term loans payable

100

100

50

50

0

Management
expensesgrants34%

Industry-academia,
donations
11%

Proceeds
of university
hospital
35%

Tokai National Higher Education and Research System

Management
expensesgrants25%

Industry-academia,
donations19%

2020
Tuitionfees, etc.
9%

Proceeds
of university
hospital
36%

Tuitionfees, etc.
7%

1.7 billion yen

02010 2011 2012 2013 2014 2015 2016 2017 2018 2019 20202012
Tuitionfees, etc.
11%41,672(Fiscal year)

2004

65

200

6.3 billion yen

Financial Strategy &Financial Statements

0

（%）

200

40,00020,000Growth in research-related proceeds (revenue basis)

Tokai National Higher Education and Research System（%）
52,611(Fiscal year)

Value Creation Base

18,794

120,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

(Fiscal year)(Millions of yen)

140,000

6.4 billion yen

Value Creation Activities* Actual results for the 3rd medium-term objective period and earlier (ordinary revenue basis): 1st period (FY2004-2009): Approx. 700 billion yen
2nd period (FY2010-2015): Approx. 800 billion yen
3rd period (FY2016-2021): Approx. 900 billion yen (projected)

Value Creation Stories

250

In addition, the percentage of non-subsidy income such as proceeds of the university hospital and research income from industry-academia collaboration, etc., increased, while the percentage of revenue from taxes such as management expenses grants
and subsidies, etc., decreased as a result.
The scale of operations will be increased by securing diverse sources of funding with the aim of a total scale of operations
exceeding 1 trillion yen during the 4th medium-term objective period (FY2022-2027).

12 billion yen

200
5.1 billion yen● Implementation of planning of profit-making activities by the Financing Strategic Office inviting members from private enter-

prises for the purpose of establishing a financial base

Messages from Leaders

Animal Medical Center● (1) Review of indirect expenses, (2) utilization of increase of revenue associated with revision of indirect expense rate, (3)Although the increasing non-subsidy income and particularly external funding such as joint research expenses is a critical issue
for all national universities, the growth rate of THERS outstrips that of other universities by far.
This is the greatest strength of THERS with its vision of “strengthening the financial base through the funding cycle based on
coordination with society and industry” and we will continue to endeavor to increase further acquisitions and optimize resources
allocation.

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

(Fiscal year)* 1 Group A: National universities with a capacity of 10,000 or more students and with around 10 or more faculties (13 corporations: Hokkaido University, Tohoku
University, Tsukuba University, Chiba University, University of Tokyo, Niigata University, Tokai National Higher Education and Research System, Kyoto
University, Osaka University, Kobe University, Okayama University, Hiroshima University and Kyushu University)*2 Cash basis: Calculated using the Cash Flow Statements of each national university corporation. Due to the breakdown of joint research expenses andcontract research expenses being unknown for FY2010-2015, these are allocated at a ratio of joint research expenses : contract research expenses = 1:3.7
based on the amount received shown on the supplementary schedules and the status in FY2016.
*3 Revenue basis: Calculated using the Income Statements of each national university corporation. “Research-related proceeds” refers to indirect expenses ofsubsidies (such as Grants-in-Aid for Scientific Research projects). Only compared with Group A because these are aggregated in items such as“miscellaneous revenue” in some universities other than Group A, and the breakdown is unknown.

Integrated Report 2021

66

Financial Strategy & Financial Statements

Efforts to Diversify Financial Resources“University Foundation”
Gifu University
Foundation

Explanation of National University Corporation
Accounting Standards

Nagoya University
Foundation
Nagoya University Foundation (Supporting the Entire University)

The Fund operates projects centered on student support such as

The generosity provided to the main part of the Nagoya University

international exchange support, support for education and research

Foundation is accumulated as a stable fund for the future without eating

activities and support for activities contributing to the regional

into the principal, and the proceeds from the investment are used carefullycommunities.

and permanently to conduct a variety of scholarship programs, interna-

Specified Projects (Projects Specified by Donors)
In addition to learning support projects subject to tax deductions,tional exchange projects and programs supporting young researchers.

Special Funds (Supporting Specific Schools, Graduate Schools and Projects)
We have many projects that have received donations specifying the

project-funded scholarship donations, projects supporting academic

objective of support in detail.

archives and projects commemorating the founding of the university.

These specified funds directly support each project using
donations instead of spending the investment proceeds of funds.

Sponsored Projects
A sponsored project can be established if a donation of a certain

Eco Gift for Nagoya University (Supporting With Items That Are No Longer Used)amount or more is made, and the following sponsored projects areThis is a project enabling people to donate items that they nocurrently being implemented.

longer use to Nagoya University. The items are appraised by acompany partnered with Nagoya University, and the appraisal value
is donated to Nagoya University.

Shozo Takefuji Commemorative Scholarship Fund
Gifu University 70th Anniversary API Scholarship Grant Program

Tokai National Higher Education and Research System Start-up+ 150th Anniversary of the Foundation of Nagoya University
Nagoya University Foundation, Fund-raising Campaign

Target of

20 billion yen* Revenue recognition is performed using threemethods based on progress of the period,
progress of expenses or achievement of operations, which are used according to the sourceof funds, etc.

The sources of funding recorded
in liabilities include management
expenses grants, in addition totuition fees, donations andsubsidies, etc.

Transferred from liabilities torevenue based on certain rules.
(Revenue recognition)*

Value Creation Activities

Valor and V Drug Overseas Training Scholarship Grant Program

Value Creation Stories

the Fund operates projects to support international students,

Like the accounts of an ordinary company, the revenue and expenses of a national university corporation are recognized on arealization basis, but the standard for recognition of revenue is treated specially.
For example, when management expenses grants are received, they are recorded as liabilities (liabilities for management
expenses grants, etc.) rather than revenue in the accounts of a national university corporation, and transferred to revenue according to the progress of management of operations. This is based on the approach that by accepting grants, the university receives
the necessary funding for management of operations and also a public mandate to manage operations, and recognition ofrevenue progresses as its obligations as the management of operations progresses and its obligations are fulfilled.
For this reason, revenue in a national university corporation represents the source of revenue corresponding to the expenses
required for operations implemented, and the accounting standard is designed to balance income and expenditure when normal
operations are conducted as planned. This
Accounting in a National University Corporation
is based on the approach that the purposeof a national university corporation is to
Balance Sheet (BS)
Income Statement (PL)implement the education and research[Assets][Liabilities][Expenses][Revenue]
operations mandated by the national
Recording ofRecording ofliabilities based onrevenue based on
government rather than making a profit,
Cash and deposits
thedeliveryoftheexecution of(current assets)
and accounting in a national university
management
management
expenses grants, etc.
expenses grants, etc.
corporation is for appropriately indicating[Net assets]
the state of operations.

Messages from Leaders

General Fund Projects (Projects Not Specified by Donors)

Revenue Recognition Assuming Balance of Income and Expenses

Fukutomi International Student Support FundCampaign period
April 2019 - March 2022

Inquiries

Inquiries

Gifu University Development Office
TEL: 81-58-293-3276 FAX: 81-58-293-3279
E-mail: kikin@gifu-u.ac.jp

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We are aiming for the promotion of global-standard education
and world-leading research, the realization of an appealing campus
chosen by the world, and further expansion in Asia. In addition, as auniversity located in one of Japan’s leading areas of industry
contribution to innovation through industry- academia-government
collaboration is also positioned as an important goal for the future.
The education and research activities conducted by Nagoya
University as a Designated National university present thecourageous challenge aiming to resolve the issues faced in suchtimes. Although there are great obstacles in our way, we would liketo work toward them with courage.
In order to achieve these goals, it is necessary to greatly improvethe “Nagoya University Foundation” serving as the university’s own
funding, and your understanding and support are essential for this.
The donations that have been received to date are used mainly forstudent scholarship support, and are steadily producing results.
2021 is a special year for the university as it marks the 150th
anniversary of its foundation. Taking this opportunity, faculty andstaff are currently working as one toward the goal of realizing theworld’s top level of education and research. I sincerely ask for yourongoing support for the Nagoya University Foundation.

Hisataka MORIWAKI

Seiichi MATSUO

President, Gifu University

President, Nagoya University

Tokai National Higher Education and Research System

Depreciation in national university corporations is also treated specially based on the above approach of balancing revenue andexpenses.
When a depreciable asset is purchased, there is not generally a balance of revenue and expenses corresponding to the acquisition of the asset because the cost of the purchase is recorded as depreciation is normally recorded over the depreciation period.
However, depreciation in a national university corporation balances revenue and expenses by performing special “accounting by
source of funds.”
Time of acquisition
Time of depreciation
When depreciable assets are purchased using manage(1) Assets acquired using management expenses grants, etc.
[different treatment than company accounts]
ment expenses grants, the depreciable assets are recorded
Balance Sheet (BS)Balance Sheet (BS)as assets, and the liabilities for management expenses
Depreciation results[Assets][Liabilities][Assets][Liabilities]
in a loss because agrants are transferred to contra-accounts for assets
Cash andLiabilities fornational university
Noncurrent
Contra-accounts
deposits
management
corporation cannot
assetsforassetsfunded by management expenses grants. Then, contra-ac(current assets)
expenses
operate equipment,[Net assets]
grants, etc.
etc., to obtain acounts for assets funded by management expenses grant
profit. For thisreason, revenue isequivalent to the depreciation costs are reversed andrecorded in the
Noncurrent
Contra-accounts
Income Statement (PL)assetsfor assets
form of a reversal
recognized as revenue to balance expenses and revenue.
[Expenses][Revenue]of contra-accounts
for assets to[Netassets]
ReversalofFurthermore, assets contributed in kind by the national
Depreciation
contra-accounts
balance revenue
costs
for assets
and expenses.
government and facility expenses granted by the national
government are excluded from the scope of depreciation(2) Assets acquired using contribution in kind, etc.
{assets without profit (income)} [different treatment than company accounts]
costs and the responsibility of the national university
Balance Sheet (BS)Balance Sheet (BS)
corporation because there are no plans to obtain revenue[Assets][Liabilities][Assets][Liabilities]
from use and the national government is thought to be
Cash and
Depositeddeposits
facility
responsible for implementing basic education, etc., as a(current assets)
expenses
Noncurrent[Net assets]national project. For this reason, depreciation costs are notassets and net
Noncurrent
Capital surplus[Net assets]
assets areassetsrecorded, and the capital surplus is directly reduced while
reduced throughAccumulated
depreciation
Accumulated
depreciation cost
accumulated depreciation cost not included in the income
without
depreciation
not included in theimpacting the(negative
income statement
statement is represented to account for this in a way that
Noncurrent
Capitalassets)income(negative net assets)
assetssurplusstatement.
does not impact the income statement.

Integrated Report 2021

Financial Strategy &Financial Statements

Last fiscal year was a year racked by COVID-19. It was difficult tohold classes in the same way they have been held in the past, and asudden change was made to hold classes remotely, but we werethankfully able to respond appropriately. It seems that the inability
to hold classes in person continued in areas such as Greater Tokyo,
but Gifu University was fortunately able to implement measures toprevent infection, resulting in 60% of classes being held in person
especially for new students, and we are confident that we havebeen able to ensure a certain level of educational effectiveness.
Although steady progress is being made in steps to address
COVID-19 such as the development of new vaccines, implementation of vaccinations and also the development of new drugs fortreatment, caution is still required, and there is a lack of thenecessary funding in conditions where it is necessary to continue
providing economic support for enrolled students and new support
for new students.
We would like to express our gratitude to those who have alreadyprovided donations, and humbly ask again for further cooperationand for additional donations to the Fund to support students facing
difficulties learning due to economic hardship caused by the
COVID-19 pandemic.

Treatment of Depreciation

Value Creation Base

1-1 Yanagido, Gifu-shi, Gifu 501-1193, Japan

Furo-cho, Chikusa-ku, Nagoya-shi,
Aichi 464-8601, Japan
Nagoya University Development Office
TEL: 81-52-789-4993 FAX: 81-52-747-6383
E-mail: kikin@adm.nagoya-u.ac.jp
https://kikin.nagoya-u.ac.jp/en

20 1 9 80th anniversary of
establishment (1939
Nagoya Imperial University)
2020 Tokai National Higher
Education and Research
System established
202 1 150th anniversary offoundation (1871 Temporary
Medical School/Public
Hospital)

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