東京財団政策研究所国際ワークショップ「トランスフォーマティブな科学技術イノベーション政策の運用と今後の課題－日本と海外の経験から」
The Tokyo Foundation for Policy ResearchInternational Workshop on Operationalization and Future Challenges of Transformative Innovation STI Policy

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科学技術・イノベーション政策自体のトランスフォーメーションに向けた日本の取組みと課題

Japan’s Efforts and Challenges for Transformative STI Policy

2023年9月20日（水）Wed., Sep. 20, 2023
科学技術振興機構 研究開発戦略センター(CRDS)
小山田 和仁Kazuhito Oyamada,Center for Research and Development Strategy (CRDS)
Japan Science and Technology Agency (JST)目次/ Items
1．OECDによる次世代の科学技術・イノベーション政策に関する検討
Studies on the Next Generation/Framework of STI policy by the OECD

2．新興技術のガバナンスと日本の課題
Emerging Technology Governance and Challenges to Japan

3．ミッション志向型イノベーション政策（MOIP）：日本の取組みと今後の展望
Mission-oriented Innovation Policy: Japan’s Current Approach and Future Prospects©2023 CRDS

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OECDにおける次世代の科学技術・イノベーション政策の議論
Studies on the Next Generation/Framework of STI policy by the OECD

『OECD S&T Outlook 2023:混乱の時代における移行の実現』OECD STI Outlook 2023
新興技術の影響力の拡大、国際関係の変化などの混乱の中で、いかに持続可能かつ強靭な社会に向けたSTI政策を実現するか
第1章：世界的な危機の時代における科学技術・イノベーション政策
新型コロナ危機、ロシアのウクライナ侵略、ＳＴＩ政策の「安全保障化」

第2章：戦略的競争の時代における科学技術・イノベーション政策
グローバル化から戦略的競争の時代に、戦略的自立性、同志国連携

第3章：持続可能な移行のための科学技術・イノベーション政策
加速と方向性、資金、研究基盤、パートナーシップとコーディネーション

第4章：危機の時代における科学の動員：Covid-19からの教訓★
オープンサイエンス、研究インフラ、産学連携、研究資金、科学的助言、コミュニケーションなどの総動員

第5章：ネットゼロへの到達。ミッション志向はその約束を果たせるか★
ネットゼロに向けたミッション志向型イノベーション政策（MOIP)

第6章：新興技術ガバナンス：予見的な枠組みに向けて★
新興技術の責任あるガバナンス、予見可能性©2023 CRDS

★コメンテーター（小山田）が参加した/しているプロジェクト

3OECD S&T Policy 2025 イニシアティブ（2024年末公表にむけて検討中）

新たな社会の要請に応える次世代のSTI政策（Transformative STI policy）の要件

画像出典：OECD S&T Policy 2025 https://www.oecd.org/sti/inno/stpolicy2025/ (2023年9月15日アクセス）©2023 CRDS

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新興技術ガバナンスと日本の取組み(1)Emerging Technology Governance and Challenges to Japan

新興技術ガバナンス Emerging Technology Governance 技術の研究・イノベーションのサイクルの早期から、
 実際の社会における活用状況やそれがもたらす未来社会のあり方自体を描きつつ,
 研究開発だけでなく、規範（価値）、規制やルール作り、ステークホルダーの参画や議論など様々な政策手段を連携・活用して、
 責任ある形で研究・イノベーション活動を進めて行く From the early stages (upstream) of the research and innovation cycle of technology,
 Envisioning the actual social application of the technology and the future society that it
will bring about, In addition to research and development, various policy measures such as norms (values),
regulations and rule-making, stakeholder participation and discussion, etc., should becoordinated and utilized,
 Promote research and innovation activities in a responsible manner.
©2023 CRDS5

新興技術ガバナンスと日本の取組み(2)Emerging Technology Governance and Challenges to Japan

日本の文脈においては以下が重要 Issues and Challenges in Japan’s context

 問題が顕在化する前に予見的に取組む必要性

 規範・価値の重要性（予め厳密な制度設計は困難、マルチな取組みが必要） 政府においては、研究開発担当省庁だけでなく、規制やルール作り、社会実装に関わる分野担当省庁との一体的連携が必要（ミッション志向政策も同様）
 学術界だけでなく、産業界、市民との連携・参画
 国際的な規範・ルール作り、標準化とも密接に関係し、産業の国際競争力にも直結 Necessity to tackle problems proactively before they become apparent
 Importance of norms and values (it is difficult to design a strict system in advance; multiple efforts areneeded) In the government, it is necessary to have integrated collaboration not only with ministries in charge ofR&D, but also with sectoral ministries in charge of regulations, rule making, and social implementation(the same applies to mission-oriented innovation policy).
 Collaboration and participation not only with academia but also with industry, citizens and consumers
 Closely related to international norms, rule-making, and standardization, and directly linked to theinternational competitiveness of the industry©2023 CRDS

6新興技術に関する日本の取組みの例 Cases in Japan
国内での重点戦略と一致した取組みでは政策的な推進体制が取りやすいが、そうでない場合も
 ＡＩ
 OECDとも連携し、ＡＩ原則、ＡＩに関するグローバル・パートナーシップ（GPAI）を立ち上げ。
 広島プロセスなどのルール形成も主体的に推進 国内でもＡＩ戦略会議を立ち上げ、各省連携体制ができている。
 合成生物学/エンジニアリング・バイオロジー
 「バイオものづくり」「バイオエコノミー」の文脈でコミュニティ及び内閣府・各省担当部署のラインも存在 ニューロテクノロジー
 学協会組織、民間企業のコンソーシアムが存在。一方で行政組織内対応ラインは現時点では不明瞭
取組み例：ムーンショット研究開発事業目標1：Internet of Brain プロジェクト「ブレインテック・ガイドブック」、「ブレインテック・エビデンスブック」を作成公開
 量子技術 これからという段階。大阪大学ELSIセンターの先行的取組み。ムーンショット目標6における取組みも今後予定。
 海外では世界経済フォーラムなどが報告書を公表
例：World Economic Forum, Quantum Computing Governance Principles, 19 Jan. 2022
©2023 CRDS7

新興技術に関する日本の取組みの例 Cases in Japan

While it is possible to establish a policy framework for promoting initiatives that areconsistent with key strategies in Japan, there are also cases where this is not the case
 AI

 In collaboration with the OECD, launched the AI Principles and the Global Partnership on AI (GPAI).Also
proactively promoting rule making, such as the Hiroshima Process.
 In Japan, the AI Strategy Council has been established and a framework for collaboration among
ministries is in place.

 Synthetic Biology/Engineering Biology

 Coordination structure and policy community among Cabinet Office and ministry departments also exist
in the context of "bio-manufacturing" and "bio-economy".

 Neurotechnology

 There are academic association organizations and consortiums of private companies. On the other hand,coordination structure within government organizations are unclear at this time.
 Example: Moonshot R&D Goal 1: Internet of Brain Project “NeuroTech Guidebook" and “NeuroTechEvidence Book" were created and published.

 Quantum technology

 The stage is just beginning. Leading initiative of ELSI Center, Osaka University. Future plans include
efforts under Moonshot Goal 6.
 Overseas, the World Economic Forum and other organizations have published reports.
Example: World Economic Forum, Quantum Computing Governance Principles, 19 Jan. 2022
©2023 CRDS8国内におけるミッション志向型イノベーション政策（MOIP）(1)Japan’s approach for MOIP(1)

これまでの「社会課題解決」の取組みとその課題

Past efforts to address societal issues

 2000年代より、多くの社会課題解決型の研究開発プログラムが実施
 ただ、多くは研究開発側からのプッシュ型のアプローチであり多くの課題がある
 研究開発段階までの支援
 社会実装の担い手探しは成果が出てから始める
 テーマ設定段階からの社会課題側の主体的参画が少ない
 3～5年の研究開発実施期間後の継続性がない（スクラップアンドビルドの問題）、など
 根幹にはリニアモデル的発想や、それに基づく組織体制（役割分担）の問題も
 Since the 2000s, many R&D programs have been implemented to solve social issues.
 However, many of them are technology-push-type approaches from the R&D side, and there aremany issues to be addressed.
 Support up to the R&D stage
 Search for social implementers starts only after the results are obtained.
 Little proactive participation from the social issue side from the stage of theme setting Lack of continuity after 3-5 years of R&D (scrap-and-build problem), etc.
 There are also problems with the linear model concept and the organizational structure (division ofroles) based on it at the core of the project.
©2023 CRDS

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国内におけるミッション志向型イノベーション政策（MOIPs）(2)Japan’s approach for MOIP(2)「社会課題解決」から「社会変革」へ

From “addressing societal issues” to “social transformation”

 長期的な社会変革の認識の拡がりとそれに向けた長期戦略やビジョン
 カーボンニュートラル、グリーン・トランスフォーメーション（GX）
 Society 5.0、
 分野政策担当省庁におけるイノベーションの活用の取組み
 デジタル田園都市国家構想、SDGs未来都市などの地方自治体・地域コミュニティの変革にむけた主体的取組みの推進
 STI政策自体の変化
 内閣府・CSTIの司令塔機能の強化
 ＳＩＰにおける府省間連携機能の強化
 長期的な（10年以上）プログラムの増加：
センター・オブ・イノベーション（ＣＯＩ）、ムーンショット型研究開発
 単純な競争重視一辺倒から変化
 一方で、日本の研究力の基盤の低下の影響への懸念©2023 CRDS

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国内におけるミッション志向型イノベーション政策（MOIPs） (2)Japan’s approach for MOIP(2)「社会課題解決」から「社会変革」へ
From “addressing societal issues” to “social transformation”

 Expanding awareness of long-term social transformation and long-term strategies
and visions for it Carbon neutrality, Green Transformation (GX)Society 5.0,
 Efforts to leverage innovation in ministries in charge of sectoral policies
 Promotion of proactive efforts toward the transformation of local governments andcommunities, such as the Digital Rural City National Concept and SDGs Future Cities
 Changes of STI policy itself
 Strengthening the headquarters function of the Cabinet Office and CSTI Strengthen inter-ministerial collaboration in SIP
 Increase of long-term (more than 10 years) programs: Center of Innovation(COI), moonshot R&D
 Change from a single-minded focus on simple competition
 On the other hand, concerns about the impact of the decline in the foundation ofJapan's research capabilities©2023 CRDS

11ミッション志向型イノベーション政策（ＭＯＩＰ）の進展の方向性
Future Prospects for MOIP in Japan

ミッションの視点から様々な施策や取組みを棚卸し創造的に再構成する

Stocktaking and Creative Integration of Various Means from the Mission Perspectives

 ＥＵのミッション志向政策の個々の要素を比較すると日-EU間で同種の取組みが見られる ＥＵ：気候適応ミッションやスマートシティミッションの実施プラットフォーム
 日本：環境省気候変動適応情報プラットフォーム（A-PLAT）など
 全く新規の制度を創設するのではなく、様々な施策や取組みをミッション達成に向けて束ね、創造的に連携させていくことが必要ではないか。
 そのためには、以下のような取組みが必要と思われる。
 社会課題側（あるいは国全体）の長期戦略実現のための具体的な共通目標としてのミッションの設定
 それに基づく各省・各者の取組みの一体的な調整・連携体制（と責任分担あるいは共同責任）
 取組み全体のモニタリングや進捗管理体制（例：官民ITS構想・ロードマップ）
 地域を軸としたエコシステム形成とその中での各種手段の統合・連携（地域レベルでの統合のための組織的能力が必要）©2023 CRDS

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ミッション志向型イノベーション政策（ＭＯＩＰ）の進展の方向性
Future Prospects for MOIP in Japan

ミッションの視点から様々な施策や取組みを棚卸し創造的に再構成する
Stocktaking and Creative Integration from the Mission perspectives

 Comparison of individual elements of EU mission-oriented policies shows similar
initiatives in the EU and Japan EU: Implementation platform of climate adaptation missions and smart city missions
 Japan: Ministry of the Environment Climate Change Adaptation Information Platform (A-PLAT), etc.

 Rather than creating a completely new system, it may be necessary to stock take andbundle policy measures and efforts and link them together to achieve the mission in thecreative manner.
 To this end, the following efforts may be necessary.

 Establishment of a mission as a specific common goal for the realization of a long-term
strategy on the side of social issues (or the country as a whole) Establishment of an integrated coordination and collaboration system (and proper division ofresponsibilities/shared responsibilities) among ministries and parties based on the mission
 Monitoring and progress management system for overall efforts (e.g., Public-Private ITS
Initiatives and Roadmaps)
 Ecosystem formation based on regions, and integration and coordination of various means
within the ecosystem (organizational capacity for integration at the regional level is necessary) 13©2023 CRDS

Appendixes©2023 CRDS14

Image of the implementation of the EU Missions
European Commission (Executive body of the EU)

Europe-wide long-term strategic goals(~2050)

Review and advice on
mission proposals(e.g. European Green Deal)appointment

Steps Toward Achievement

reportMission (~2030)• 100 Climate Neutral and Smart Cities• 150 climate-resilient neighborhoods andcommunities• Healthy soil (100 living labs), etc.

Mission Board(Review of mission drafts)

settings andResponsibility forAchievement

Mission Assemblies(Supported by national
research institutes)

Mission Manager (Deputy Director General of the Sectoral Directorate)
Deputy Manager (Directors of Research and Innovation Directorate)
Mission Owners Group(InterdepartmentalCooperation andCoordination)

Joint Research Center (JRC)(Supported as a think tank)

Mission Team/Secretariat(Various coordination and manager
support)*Monitoring Task Force to be established

Strategies to achieve the mission(contract)•••••

Stakeholder Collaboration
Investment strategy, innovation utilization strategy
Implementation system (commitment of local
governments, etc.)
Social experiments (living labs, etc.), newcooperative relationships
Synergies with other missions (synergies)

EuropeanCommissioner

Progress Monitoring andfeedback(including indicatordevelopment)*Diverse approaches based on site and situation*Diverse stakeholder consultation

Support basedon date/analysis

Support Platform•••

data baseAnalysis, monitoring
Support based on expertise, etc.

*Utilize platforms, consortiums, etc. established to date
*Accumulation and utilization of expertise, information, knowledge,
and know-how

Research & Innovation

Regulations, Rules, Standards
and Procurement (DGs)

Communities by region, city, basin, etc.
(diversity, inclusiveness, traditions/culture, values)
Source: Prepared by CRDS based on the mission action plan andinterviews with mission managers, mission board members, etc.

Program Committee(Coordination with Member States)

Development financing, investment and loans
European Investment Bank (EIB), theCohesion funds (regional development
budgets), national budgets, etc.
©2023 CRDS

implementation plan

 A portfolio of various systems,
measures, and projects oriented
and coordinated to achieve themission
 Each implementing agency
shares the long-term strategy
for the EU as a whole(agreements, etc., areconcluded as necessary) Synergy creation (measures andprojects, member countries) Mutual recognition of related
projects, etc.

15Selected Cities for Carbon Neutral and Smart City Mission
100 cities from EU Member States and 12 cities from Associate Countries were selected
Cities from EU Member States

Cities from Associate Countries

Source: European Commission, Directorate-General for Research and Innovation,
EU missions : 100 climate-neutral and smart cities, Publications Office of the theEuropean Union, 2022, https://data.europa.eu/doi/10.2777/191876©2023 CRDS16

[Case]Inter-ministerial and publicprivate partnerships and governance inthe public-private ITS concept androadmap and SIP automated driving
systems (SIP-adus).
It is assumed that the following factors have contributed
to the cooperation of the ministries in charge of thesector and the collaboration between the variousstakeholders.
• Changes in the international competitiveenvironment and the sense of crisis among carcompanies and related industries.
• Need for change in regional transport systems due
to depopulation, ageing population, etc., etc.
→ Can it generate similar movements?
• in the way it was intended.
• In other areas/issues.

SIP implementation projects<Cooperation area>

Joint research and developmentDemonstration test.

Public-Private ITS Initiatives/Roadmaps• Coordination of government-wide activities (including SIP-adus)• Setting Targets and Milestones• Monitoring of activities and revise the Initiatives/Roadmaps Information sharing ofwider activities (including in industry and local governments)
Reporting

Ministries and Agencies

SIP-adus••••

ReportingGoals and milestones

Identify the collaborative fields andsetting R&D targets
Funding for R&D projects in the“cooperative fields”
Implementing field operational tests(FOTs)
Policy coordination for R&D projects andFOTs

CSTI(CabinetOffice)

NEDO

R&D Funding andCoordination for FOTs

METI

Fostering Automobileindustry

MIC

R&D on ICT and reg. onradio waves.
Local Government Policy

MLITReg. on use of roads
Local FOTs

NPAReg. on road traffic

Various Policy Measures(regulation and laws)
Projects otherthan SIP-adus

ThemesDynamic map
Human Machine Interface
information security
Pedestrian accident reduction
Next generation urban transport
Safety assessment technologies invirtual spaces.
 Architecture construction forgeographical data social demand fosteringPM Office

Automobile
Manufactures
SMEs/Startups

Local
Governments

Universities

Local communities

NPOs

ICT Companies

NEDO=New Energy and Industrial
Technology DevelopmentOrganization
METI=Ministry of Economy, Tradeand Industry
MIC=Ministry of Internal Affairs
and Communications
MLIT=Ministry of Land,
Infrastructure, Transport andTourism
NPA=National Police Agency
MEXT=Ministry of Education,Culture, Sports, Science andTechnology

MEXT
Supportto R&Ds
andeducation

Insurance companies,Finance, etc..

Multi-stakeholders©2023 CRDS
Source:prepared by CRDS based on public-private ITS initiatives and roadmaps and other documents.

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