Create the Future,
Collaborate Together

AIST Report
2 021
Social and Environmental ReportAI ST VIS ION
Create the Future,
Collaborate Together
Designing and co-creating the future with society.
Encouraging mutual respect and endeavors.

Our values

We respect creating diverse values through individual
strengths and organizational power.

Our mission

We promote diverse activities beyond the conventional
AIST roles through achieving excellence in research,
discovering social issues and implementing solutions,
underpinning intellectual infrastructure. and assisting with
policy advocacy.

Our culture

We foster a culture that attracts diverse people withhigh aspirations and encourages mutual respect andendeavors.

Adopted in June 2021

Editorial Policy
The National Institute of Advanced Industrial
Science and Technology (AIST) first published anenvironmental report in fiscal year (FY) 2004. Since
FY 2010, AIST has published the AIST Report,
which is an environmental report combined with arepor t on its activitie s on corporate social
responsibility (CSR).
AIST Report 2021 Social and Environmental
Report presents at the start the content and thesignificance of the wide-ranging reform of ourorganizational governance systems and the many
policies taken to raise the values of AIST along with
the President’s message. Moreover, in order tocommunicate the future image of AIST, it offers theOpening Dialogue in which the future of science,te chnology and industr y is discus se d, andpresents technologies that contribute to achieving“zero emission,” a social issue that the entire world
needs to tackle.
Additionally, the Report presents AIST’s activities
that cover a wide range categorized into contents
for different readers such as those related toindustry–academia–government collaborations,workers, and those of regional society. AIST aims
for its activities to be understood by various
stakeholder s, and for building a deeper
relationship of trust with society.
AIST’s official website : www.aist.go.jp/●Activities covered by the report
Research activities at all AIST research bases

Contents
02 Top Message
04 Aiming to Fulfill the AIST Mission
08 Opening Dialogue
Professor Emeritus, University of Tokyo, KISHI Teruo
President, AIST, ISHIMURA Kazuhiko

14 Research Report
AIST and Environmental

20 Problems

Industry–Academia–

26 Government Collaboration
36 AIST and Its Staff●Period covered by the report
April 2020 to March 2021

42 Community Involvement●Areas covered by the report
Key areas covered include organizational governance,
human rights, labor practice, fair operating practice,community involvement, environmental report,
occupational health and safety and open innovation
activities.

44 Basic Information●Rounding of numbers
Numbers are rounded off to the specified whole number.
●Referenced guidelines and other sources- 2 018 Environmental Report Guidelines, Ministry of
the Environment- Law Concerning the Promotion of Business
Activities with Environmental Consideration bySpecified Corporations, etc., by Facilitating Accessto Environmental Information, and Other Measures- G uidance on Information to be Provided in theEnvironmental Report (3rd Edition), Ministry of theEnvironment- ISO 26000: 2010 Guidance on Social Responsibility,
Japanese Version, Japanese Standards Association- Global Reporting Initiative

52 Reference Data
62 Third Party Opinion
63 Research Bases
The interviews were conducted in accordance with government
guidelines and with adequate infection control measures in place.

●Scheduled date of the next edition
September 2022 (Japanese edition)

01

For Increasing
the Value of AIST
Taking the AIST Vision to heart: Create the Future,
Collaborate Together.

The National Institute of Advanced Industrial
Science and Technology (AIST) was launchedin 2001 and this year reached its landmark 20th
anniversary. Through R&D in a wide range of fields ofindustrial technology, we have helped raise Japan's
strength in science and technology, develop new
industries, and build intellectual infrastructure.

02

Looking back, society has changed greatly
in these 20 years. The rapid advance of digitaltechnology has transformed our daily lives andbrought productivit y improvements in manyindustries. In the past, environmental measures
were a factor in increasing costs for business,
however, now the United Nations SustainableDevelopment Goals (SDGs) are a major consideration inbusiness management strategies. In Japan, the decline
in international competitiveness of a number of majorindustries over these 20 years has been striking. The
population has started to fall, the birthrate continues
to decrease, and the retired population continues togrow. A succession of natural disasters has brought
the importance of national resilience into sharp relief.
Measures to address climate change are an urgent
matter for the whole world, and now we are facing thedifficulties of COVID-19. As we face these various social
problems, producing innovation through science andtechnology and seeking out solutions are increasingly
important.
In FY 2020, AIST embarked on its Fifth Medium- to
Long-term Plan with the mission of addressing social
problems and strengthening industrial competitiveness.
Multiple issues are entangled in each of the social
problems I have mentioned; solutions cannot befound in individual specialist fields. AIST is unleashingits collective strength through collaborations andsynergies among the diverse researchers and researchdomains in the Institute, and is working hard on R&D
into solutions to social problems. To solve social
problems, technologies that are developed must be
incorporated into products and services and brought
to social implementation. Promoting open innovation
through collaboration with business and other alliancesof industry, academia and government is crucial.
Accordingly, AIST is setting up Open Innovation
Laboratories (OIL) at universities to complement
basic research, is setting up Cooperative ResearchLaboratories in the Institute as bases for collaboration
with business, and is moving ahead with social
implementation. To encourage even more of this open
innovation, we must make AIST more attractive as apartner. This will be a key to increasing the value ofAIST.
To maximize the value of AIST as an organization,
we started last year by setting out our Management
Policy for Research, which is the heart of AIST. The
aim of the policy is to enhance our R&D strengthand accelerate social implementation of researchoutcomes around three pillars: raising the quality of
research topics identifying research topics by backcasting from social problems; promoting synergies
throughout the whole Institute covering a wide-rangeof research areas; and strengthening international
standardization. To support activities in line with thispolicy, in April 2021 we conducted a massive reformof our organizational governance systems, drawing
from corporate governance. The main reforms are as
follows: separating executive functions from the Board;
obtaining objective opinions from outside by increasing
the number of external Vice-Presidents; rationalizing
decision-making and performance monitoring in theInstitute; appointing a chief technology officer anda chief management officer to improve executivefunctions; for the various departments concerned withresearch and the various departments concernedwith administration and management, to cooperate
under these two officers; and to create systems that
help unleash our collective strength. Very soon, we
will set out our management policy for AIST as awhole, including activities beyond research such as
collaborative activities and organizational management,enhancing our efforts to achieve our mission.
At the same time, AIST's goals and what kind oforganization AIST wants to be have been discussed atmany levels within the Institute and we have adopted
an "AIST Vision" that all employees should be able toprofoundly agree with. Its title is "Create the Future,
Collaborate Together." and it features a strong sensethat all the people brought together in AIST should strive
towards a new future. For individual intentions to lead to
improved value of the Institute as a whole, it is important
to raise engagement between the organization and thestaff working in it. We intend to incorporate perspectives
on improving engagement in the aforementioned
management policy for AIST.
This report outlines AIST's new efforts and ouractivities in FY 2020. It is organized around four themes:
AIST and environmental problems; AIST and industry–
academia–government collaborations; AIST and the
AIST staff; and AIST and regional communities. AIST is
improving its research activities, presenting its activities
to society, and enhancing the transparency of its
activities. In this way, AIST is raising the understandingof stakeholders and winning trust from society.
For 20 years, AIST has actively supported bridging
from research outcomes to business, and has
pursued social implementation of technology throughcollaborations with industry. However, for AIST to be an
institute with real value for Japanese society, we cannot
stop at bridging but must be at the heart of a nationalinnovation ecosystem and we must consistently workon solutions to the many social problems facing Japanand the world. Over the next 20 or 30 years, we will
strive to create innovation as a unified institute with the
newly adopted AIST Vision in our hearts.
We look forward to your continued understanding andsupport.
National Institute of Advanced Industrial Science and Technology
President and Chief Executive Officer

ISHIMURA Kazuhiko

03

Aiming to Fulfill the AIST Mission
Everyone at AIST is working to fulfill the AIST mission of "producing world-beating
innovation that solves social problems and contributes to stronger economic growth andindustrial competitiveness."

Ⅰ.Management Policies for Research (adopted September 2020)
We have established Management Policies for Research at AIST aimed at achieving the mission of the Fifth
Medium- to Long-term Plan. Promoting further open innovation involving businesses and universities is critical tothe mission. Three policies have been adopted to improve AIST's attractiveness as a collaboration partner and to
maximize AIST's value.

1

2

3

Improving the quality of research topics
We will perform backcasting from society's needs to identify research topics and conduct research that
contributes to finding solutions to social problems. We will produce outcomes that stand out at the world's
top level, at the same time developing our research activities with a perspective on social implementation.
Promoting synergies throughout the Institute
We will pull down walls within the organization and encourage synergistic research. We will generatesynergies through our collective strength as a general research institute with a wide range of researchdomains.
International standardization
From R&D onward, we will strategically promote the international standardization that is important for
improving international industrial competitiveness.

Ⅱ.Review of organizational governance systems (conducted April 2021)
In line with trends for corporate governance reformin business, we conducted a wide-ranging review
of our organizational governance systems, withthe goal of further increasing the value of AIST by
going beyond simply continuing previous efforts andestablishing more effective governance.
●Working to assure appropriate decision-making
The AIST Board is set up to assist decision-making
by the President; it puts the emphasis on discussionsof important matters relating to management of theInstitute as a whole. In order to better incorporate
objective opinions from outside the Institute, Yanagi
Hiroyuki (Chairman of Yamaha Motor Co., Ltd.) was
invited to be a new vice-president (part-time). Dr.
Kojima Keiji (President and COO of Hitachi, Ltd.)and Mr. Yanagi comprise a group of two external
vice-presidents (part-time). As a result, functionsof the Board as a venue for making decisions while
04

exchanging opinions with vice-presidents fromoutside have been strengthened and the Board canmore objectively determine how AIST's R&D canwork for society.
In order to improve the Board's function of
objectively monitoring performance, we decided toseparate the roles of vice-presidents and heads ofoperating units (for example, the research domains)
and to slim down the number of vice-presidents fromten (nine internal and one external (part-time)) to five
(three internal and two external (part-time)). Hence,
the Board will monitor executive systems while theheads of research domains and other operating units
will be executive officers dedicated to executivefunctions. With this complete separation between
administration and performance, we anticipate
improvements in governance.

●I mproving executive functions to unleash ourcollective strength
We have appointed a chief technology officer
with responsibility for all research, with the aim of
overall optimization of R&D, and set up systems tounleash our collective strength. In particular, for themost important part of our mission, "world-beating
solutions to social problems," we are leveraging
the strengths of the whole Institute with its sevenresearch domains and driving research forward
Before review

After review
Minister of Economy, Trade and Industry

Appointment,
Direction of Mid-term Target

Appointment

Auditor

Minister of Economy, Trade and Industry

Audit

Vice-President Vice-President
SeniorVice-President(internal)(external)

Appointment,
Direction of Mid-term Target

President

Appointment

Executive Structure

Executive Structure

Organization of the sevenresearch departments, etc.

Organization for general affairs,
safety management, etc.

Audit

Audit Office

Chief Management Officer

Planning
Headquarters

Audit Office

Chief Research Officer

Execution function

Board of Directors

Audit

Audit

SeniorVice-President Vice-President
Vice-President(internal)(external)

Board of Directors

Each division

Auditor

Decision-making onimportant matters

President

Concurrently
serves as headof the research
departments

through synergies between the domains under thechief technology officer. Similarly, we have appointed
a chief management officer with responsibility
for organizational governance, including generaladministration and safety management. Throughc olla b o r ation b et we e n the chief te chnolo g y
officer and the chief management officer, weintend to unleash our collective strength includingorganizational governance functions.

Ⅲ.AIST Vision (adopted in June 2021)
Since AIST was launched as an independentadministrative agency in 2001, it has continuously
conducted research activities to deliver technologies
for realizing a sustainable society, solving social
problems, and generating economic development.
Over this period, social problems have progressively
become more complex and multifaceted; humanity
is now facing challenges that have never been
experienced before. As we pass the landmark 20th
anniversary of the launch of the organization in these

1

2

3

circumstances, we have re-examined the role AIST
should play in society and what kind of organization
it should be, and we have adopted the "AIST Vision."
We will share with all the people collected at AIST our
mission in society, the values that are important to us
and the culture we are nurturing for the future, underthe banner "Create the Future, Collaborate Together."
AIST aims to be a more unified organization to realize
a sustainable society.

 ur mission
O
We promote diverse activities beyond the conventional AIST roles through achieving excellence in research,
discovering social issues and implementing solutions, underpinning intellectual infrastructure and assistingwith policy advocacy.
Our values
We respect creating diverse values through individual strengths and organizational power.
Our culture
We foster a culture that attracts diverse people with high aspirations and encourages mutual respect andendeavors.

05

Prospects for Initiatives toAchieve AIST's Mission
AIST is in the process of reviewing its organizational governance systems (see page 4 fordetails). In order to get a greater number of objective views from outside the managementof the Institute, in April 2021 AIST invited Yanagi Hiroyuki (Chairman of Yamaha MotorCo., Ltd.) to become a new vice-president (part-time). We asked him for his views andexpectations of setting out management policies for research, the review of organizational
governance systems, and about the adoption of the AIST Vision.

"Management Policies for Research at AIST in
the Fifth Period," which was adopted in September
2020, incorporated the issue of advancing reform ofbusiness management. In these policies, working
06

on synergistic research topics is important for going
beyond individual strengths to produce synergistic
effects as an organization. It is difficult for a single
research domain to generate new value from innovativeAiming to Fulfill the AIST Mission

outcomes; specialists from different fields must talkto each other and weave together their research.
Synergizing research topics is a suitable and effective
way to maximize the fruits of research. While improving
the expertise and competitiveness of the individual
research domains, management must also strike abalance between domain research and synergistic
research and seek to create new value. I anticipate that
we will soon see magnificent results from synergistic
research topics.
In business activities too, customer needs rapidly
become complicated and many different combinations
are required to create new value. When we change
combinations of technologies, change combinations ofpeople, and change combinations of information, valuethat is different from before may emerge and innovation
may occur. Because AIST has seven wide-ranging
research domains, many different combinations can be
imagined.
I n A p r i l 20 21, A I ST c o n d u c te d a r e v i e w oforganizational management systems to improvegovernance. I understand this as reflecting thebasic goals of corporate governance in business
management into the management of AIST: (1)supporting all executives to be able to make fast andfirm decisions with appropriate levels of risk-taking;and (2) monitoring organizational management fromthe perspective of stakeholders. I see the review as agood opportunity to conduct management in a waythat skillfully implements these two goals.
As a leading public research institution in Japan,
I think that while proceeding with our work to solve
social issues and achieve the SDGs, we should also
be having deeper conversations on diversity andinclusivity, and we should be actively promoting greater
information disclosure and transparency.
AIST Vision was adopted in June 2021. In settingout this vision, I heard that more staff than ever before
were asked to join the discussions. It is a wonderful
initiative. I work for Yamaha Motor Company, whichin 2012 created the brand slogan "Revs your Heart,"
which invoked a strong sense of wanting to achieve
the company goals extolled in our brand statement.
After experiences of previous slogans that had failed

badly, we devised a process for setting and embeddinga slogan. More recently, workplace-driven initiatives
invoking the slogan have emerged organically; it has
become ingrained in the staff and at the same time has
spread to customers.
In AIST too, I would like to see all staff sharing thespirit of the AIST Vision, "Create the Future, Collaborate
Together." and for it to become familiar to people in thebusinesses and universities we work with.
Finally, I want the AIST brand to shine out aswe pursue day-to-day research activities andcollaborations with companies and universities.
What I mean by "brand" here is the power to give theorganization character, developing personnel whoare brimming with passion to express that character,and passing on that power to others. By thoughtfully
working on what research themes to address,
how to develop our personnel, and what kind ofcharacteristics the organization should have, we caninspire many stakeholders to take greater interest in
AIST. I am looking forward to a research institution thatcan make even greater contributions to society in manydifferent forms.
From an online interview, August 4, 2021
(conducted by AIST Public Relations Department)

PROFILEAIST Vice-President (Part-time)
Chairman of Yamaha Motor Co., Ltd.

YANAGI Hiroyuki
Graduated from University of Tokyo Faculty of Engineering andjoined Yamaha Motor Co., Ltd. in 1978. Appointed President andCEO of Yamaha Motor Co., Ltd. in March 2010. Appointed
Chairman and Representative Director of Yamaha Motor Co.,
Ltd. in January 2018. Chairman and Director of Yamaha MotorCo., Ltd. (current position) since March 2021. A ppointed
Vice-President (part-time) at AIST in April 2021.

07

Vice-President, AIST,
Director, Public Relations Department, and Director,
Innovative Human Resources Department

Meeting chair: KATO Kazumi
Professor Emeritus, the University of Tokyo
President, Innovative Structural Materials Association
President Emeritus, National Institute for Materials Science

KISHI Teruo

Future of Science, Technology and Industry
The creation of innovation leading to industrial competitivenessJapanese industry has great strength in the field of materials, but how can it raise its
profile in global markets? University of Tokyo Professor Emeritus Kishi Teruo, who has
led research into materials development at universities and national research institutions,and President Ishimura Kazuhiko, who has a wealth of experience as a manager in thematerials industry, discussed Japan's strengths and problems and looked ahead to the
future of science, technology, and industry in Japan.
08

President and Chief Executive Officer, AISTISHIMURA Kazuhiko

Why has Japan's industrial
competitiveness declined?
Kato: Today, I would like to discuss a wide range of
topics from the perspective of materials technology,
covering not only the materials industry but also
the current state of Japanese industry in general,challenges to improving competitiveness, and also
the contributions that materials technology makes tosociety. First, I would like to hear about the current
state of manufacturing industry and the materials
industry in Japan.

Kishi: Japanese manufacturing industry is seen asa global leader in competitiveness in the fields ofcars, machinery, and materials. However, there isgreat concern that competitiveness in fields such as
semiconductors and electronics has declined. The
cause is a situation in which we lead in innovation ina broad sense of the word, but struggle to produce
technological innovations that feed into business. It isalso said that the slow pace of digital transformationin Japanese industry is at the root of the problem. I
would really like to hear President Ishimura's opinion
on how we should understand that point. Given thissituation, my hope for the future lies in environmental
and energy fields. The importance of these fields isgoing to increase dramatically and Japan's materials
industry will play a major role. Japan's manufacturingindustry currently seems smaller than it actually is
because of the rise of China and other Asian countries.
Rather than being pointlessly pessimistic, we must
carefully examine which fields Japanese industry iscompetitive in and what are the causes of competitive
decline. Focusing on materials technology, the world
still expects plenty of competition from us.
Ishimura: Indeed, it is important to examine Japan's
strengths and weaknesses. For example, Japanesecompanies once dominated the global market inliquid crystal display panels. Japanese businesshad continued to steadily research liquid crystal
technologies and kept stepping up investment.
However, South Korea and Taiwan quickly caught up
in the technology and, at a stage when the technology
was almost perfected, China made overwhelmingly
huge investments and all at once had taken a 40%
share of the global market. It seems to me thatcompetitiveness in liquid cr ystal display panels
was determined by differences in capital more thantechnological leadership. Still, in the field of liquid
crystal display panels, Japan is strong in the areas ofparts and materials, as Professor Kishi said, and I'mtold that we still hold at least 50% of the global market
share for key components such as polarizers andglass substrates.
T he slow pace of digital transfor mation has
been mentioned as a cause for the decline inindustrial competitive ne ss. It doe s se em that
digital transformation is necessary for improving
competitiveness and should be pursued, but it is only
part of the story. We cannot succeed in competition
without digital transformation, but pursuing digitaltransformation is no guarantee of success. Digitaltransformation can only be one of our tools.
I think a more fundamental cause of Japan's industrial
competitiveness declining is that, since the periodof high economic growth, we have not succeededin building the ecosystem of cooperation between
industry, academia and government that is necessary
to produce innovation. Japanese manufacturing
09

Opening Dialogue

KISHI Teruo

ISHIMURA Kazuhiko

KATO Kazumi

problem" research, designing materials from required
properties. From conversations I have had at researchsites, material manufacturing processes can becompletely modeled by computational science. I
just felt amazed that everything down to the material
production processes that have been the basis fordifferentiation in the materials industry in Japan canbe analyzed. Japan must take the lead with thistechnology. If it does not, it will lose in international
competition.

Japan's materials technology
contributing to the SDGs

industry has grown stronger by improving existing
technologies, but has not managed to give birth totechnologies and industries that can change the world,such as the Internet; this is where Japan's industry
is lacking. and is to which the issues that AIST must
address from now on are deeply related.

Deploying data science in the materials
field and propelling innovation
Kato: Although Japan's manufacturing industry islosing competitiveness, particularly in fields suchas semiconductors and electronics, the materials
industry has much potential. What kinds of initiatives
will be necessary to produce innovation originatingfrom Japan in the materials field?
Kishi: As an example, Japan currently boasts worldbest capabilities in technologies for making materials
such as carbon fiber reinforced plastics (CFRP)
and ultrahigh tensile strength steels. However, what
constitutes competitiveness has changed in thelast ten years. The greater diversity of composite
materials and the arrival of failsafe materials—skillfully
introducing defects to make materials that turn out
to be even safer—have increased the number of new
factors to be considered. Data science concepts arevery important for integrating and mastering thesefactors. In the context of materials development, I also
think it is vital to create venues for open innovationthat bring together technologies and people withdiverse backgrounds.
Ishimura: That means we should leverage data
science with our diversity of people and technologies,
provide venues to bring everyone together, and propel
open innovation. AIST is running a project to blend
materials informatics with computational science. We
have also started a project on process informatics to
employ and improve data science in processes formaking materials. We are collaborating with Tohoku
University to use mathematics to work on "inverse
10

Kato: The 17 sustainable development goals (SDGs)
for building sustainable societies were defined by
the United Nations in 2015. Do you think materials
development can make a great contribution to theSDGs, and if so, then how?
Kishi: The SDGs are regarded as goals we shouldmeet but, given that they cover the whole world, I
see them as an ideal indicating how things should
be. When I was working as a science and technology
adviser to the Minister for Foreign Affairs from 2015,
we pledged to create international roadmaps andplatforms for the SDGs and we incorporated them into
G20 declarations. I also took part in a United Nations
STI for SDGs* symposium, talking about the great
contribution of materials developed in Japan—suchas semiconductors and organic thin films for solarpower generation and lithium batteries for electricvehicles—could make to reducing CO2 emissions andaddressing climate change.
*: Science, Technology, and Innovation for Sustainable
Development Goals
Ishimura: I agree that the contribution of materials
technology makes to the SDGs will be significant.
When the SDGs were set, I was working as presidentof AGC (AGC Inc.). If the SDGs are treated as anotherobligation unrelated to business, then they will just bea cost for companies. However, as Professor Kishi
says, the SDGs are a new conceptual framework and,if the world operates in accordance with this concept,
the trends of goals that companies set themselves
will be determined by the SDGs. Business itself willchange. The SDGs concern 17 goals, not all of which
our companies can help with, but some of the goals
relate directly to business activities. When companies
reconsider the SDGs with the understanding thatproblems regarding SDGs may be solved by businessactivities, backcasting from solutions for social
problems will probably enable them to draw up new
business models. This thinking can also be applied in
AIST. The mission of solving social problems declaredin the Fifth Medium- to Long-term Plan overlaps withsome of the means to achieve SDGs. We can performbackcasting to identify research topics and proceedwith research activities. Many of the problems may be
addressed with materials science. For example, if weachieve technological innovations for materials in fields

such as batteries and power semiconductors, we cansolve energy problems sooner.

Challenges in training researchpersonnel
Kato: I would now like to broaden the conversation
beyond the field of materials and ask for yourthoughts on policies to strengthen Japan's industrial
competitiveness. First, I want to ask about securing
excellent personnel.
Kishi: Looking at Japan as a whole, there are two
major problems with human resources. One is the
low number of women in the sciences. While I wasscience and technology advisor to the Minister for
Foreign Affairs, I visited about 30 countries. Wherever I
went and took part in meetings, half of the participants
were women. The proportion of women enteringscience-focused universities in Japan is stuck at 20
to 30%, and the proportion of female researchers
seems to be very small. The other problem is failure
to invest in personnel. As far as I know, Japan isthe only developed country where salaries are notpaid to graduate school students. If universities
are not developing good quality personnel to start
with, the consequence is that national research anddevelopment agencies such as AIST cannot expect toflourish.
Soon, the retirement age will be ex tended by
five years. We must train personnel who can beaccomplished researchers until the age of 65. To thisend, we should prepare an environment in which, forexample, researchers can devote themselves to theirpreferred research and go abroad to form international
networks through the decade of their 30s. Working
with people around the world in their personal
networks, they can grow into genuine experts whowill generate open innovation themselves. The abilities
and the international networks they cultivate during
the decade will also lay the foundations for them to be
dynamic researchers up to 65.
11Opening Dialogue

KISHI Teruo

ISHIMURA Kazuhiko

KATO Kazumi

it may be the question that management should put
most effort into. Another big problem is that researchpersonnel in Japan have surprisingly little mobility.
This has been commented on continuously for 50
years and is still the biggest issue in the Basic Plan for
Science and Technology.
Ishimura: We must provide incentives for personnel
to move. For example, people can come into AIST
and improve their earnings, or AIST researchers canmove to companies taking their research themes withthem from AIST, succeeding in business by using the
research results, and then rising to executives in thecompanies. Personnel moving in these ways is likely
to lead to improvements in Japanese R&D in generaland to invigoration of industry.
Ishimura: The truth is that Japan has not invested
sufficiently in human resources. I think that if Japan
is to survive in science and technology, the country
must vigorously invest in education starting from thekindergarten and elementary school stages. Failingto do that will make things difficult regardless ofthe efforts of universities. Unfortunately, there is anattitude that the motive for businesses to cooperate
on research with universities and national institutes
is that research costs can be borne by government
bodies. I think switching to an attitude of paying
appropriate amounts to make use of the excellent
technologies and knowledge of universities andnational institutes will greatly improve the working
conditions of researchers.
What Professor Kishi says about training personnel
in national institutes is correct. For example, when
AIST proceeds with social implementation of researchoutcomes, there are many jobs to be done in project
management. Currently, these jobs are almost always
conducted by the researchers themselves. To createa system in which researchers can concentrate on
research, we must separate out the management
aspects and entrust them to specialist personnel. To
this end, I want to make all staff, both in research andin general administration, to be able to plan out clear
career paths in which they can demonstrate theirabilities as the right people in the right places until theyreach the age of 65. For AIST to become a researchorganization that society puts more trust in, as I
mentioned before, we must perform backcasting fromsocial problems to select research topics. However,research based on social problems does not needto take 100% of our efforts. Researchers should be
able to spend some of their time pursuing researchinterests. The results from such research interests
may grow and transform the world; these shoots mustnot be trampled underfoot. All this is being discussed
internally.
Kishi: How much researchers can follow their own
preferences in research is a difficult question. I think
12

The importance and challenges ofopen innovation
Kato: The topic of open innovation has cropped up
throughout this conversation. What do you think islacking in open innovation in Japan.
Kishi: It could be taking an international perspective,assuring diversity, and thinking about obtaining
appropriate funding and distribution of funds, including
private capital. If we are slow to implement open
innovation, Japan's research strength will undoubtedly
decline. However, while pursuing open innovation, we
should take care over questions of research integrity,
assuring reliability and fairness in research. Particularly
in recent times, importance has been placed on
this question in the matter of technology leakage.
Advancing open innovation while assuring fairness inresearch and preventing technology leakage is not
simple. We are facing a huge challenge.
Ishimura: AIST also recognizes the matter of research
integrity as a serious issue and is paying close
attention to government discussions. Regarding open
innovation, for example, data from 2018 shows thatprivate business in Japan spent 14 trillion yen on R&D.
In Germany, which is often compared with Japan,
R&D spending from private business was 9 trillion
yen, less than Japan. However, of this R&D spending
from business in Japan, the amount invested in open
innovation with universities and public organizations
was a mere 0.7%, 100 billion yen, which was far below
Germany's 5.6%, 500 billion yen. In addition, private
sector investments in national research organizationsin Japan were a mere 0.3%, 38 billion yen. This is also
a huge issue for AIST. We at AIST must continue ourefforts to perform backcasting from social problems toidentify research topics, raise the quality of research,and help companies understand the importance ofour research and recognize that collaborating withAIST will produce results for business.

AIST as the Sun at the heart of theJapanese research system
Kato: Finally, I want to bring this conversation to aconclusion by asking what form AIST should take inthe future.
Kishi: I have five thoughts to share. The first is toraise standards as an institute. The organization
should be divided into groups and should raise thestandards of young groups without compromising
the capabilities of already existing excellent groups.
This is the scheme I have implemented at the National
Institute for Materials Science and it got results. The
second is to make researcher assessments easier tounderstand. How to assess the mission of the national
institute and the independent research of individuals
is an important question. The third is technology
bridging. Bridging is an important role for the Institutein linking basic research with applied research andindustrial research. If, for example, basic research is
not supported, the seeds for bridging will disappear. I

want AIST to cover a broad scope, including researchthat sprouts new buds over a wide range, and tobe like the Sun at the center of the whole Japanese
research system. The fourth is an increase in scale.
As a research institute responsible for industrial
technology, AIST is still small and I suspect thatit needs to increase its number of employees. In
particular, scale is important for the data sciencefield and for the regeneration of regional economies.
The fifth is to strengthen international networks ofindividual researchers and to develop international
industry–academia–government collaborations at theorganizational level. I have given you quite a rangeof thoughts here, but they are what I feel as an AIST
alumnus. I hope this helps.
Ishimura: Thank you for that. Last autumn I put
fo r wa rd th re e m a n ag e m e nt p o li c i e s fo r R& D:
improving the quality of research topics; producing
synergistic results in the seven research domains;and deploying standardization as a strength of AIST.
We are now conducting discussions on management
policies for AIST as a whole to play its part as thecore participant of a national innovation ecosystem.
The five matters raised by Professor Kishi are very
important and should be discussed in more depth.
Kishi: I have high hopes. I am confident that AIST canbecome a world-class research institution.
Ishimura: Thank you for this ver y stimulating
conversation.
Kato: Thank you both for your time today.
(AIST Tokyo Headquarters, July 15, 2021)

PROFILE
Professor Emeritus, the University of Tokyo
President, Innovative Structural Materials Association
President Emeritus, National Institute for Materials
Science

President and Chief Executive Officer,
AIST

Vice-President, Director, Public
Relations Department, and Director,
Innovative Human Resources
Department, AISTKISHI Teruo

ISHIMURA Kazuhiko

KATO Kazumi

Ph.D., the University of Tokyo Graduate School ofEngineering, 1969. Professor and Director at the
Research Center for Advanced Science andTechnology, the University of Tokyo from 1988.
Appointments as Head of the National Institute forAdvanced Interdisciplinary Research, Ministry ofInternational Trade and Industry, and Director of the
National Institute for Materials Science. Scienceand Technology Adviser for the Minister for Foreign
Affairs (Special Assistant), September 2015 toMarch 2020.

M.Eng, the University of Tokyo Schoolof Engineering, 1979, and joined Asahi
Glass Co., Ltd. (now AGC, Inc.). Served
as Chairman and Director of AGC Inc.
before being appointed President of
AIST in April 2020.

Ph.D., Nagoya University Graduate
School of Engineering, 1989. Posts at
AIST include Chief Researcher andD e p u t y D i re c t o r o f t h e I n o r g a n i cFunctional Materials Research Institute,
Materials and Chemistry domain.
Appointed Vice-President of AIST in
April 2017.

13

Research for Zero Emission

01

Photovoltaics from space toyour town
Ultrahigh-efficiency solar cells thatare crucial for CO2 reduction targets
An electric vehicle that can drive 50 km eachday just from the power generated by onvehicle solar cells is no mere dream or taleof the distant future but a target for 2030.
R&D into using ultrahigh-efficiency solar
cells for space applications here on Earth has
already reached the stage of development ofequipment for mass production.

III–V compound solar cells with world’s
highest efficiency
Solar cells installed on-site are a prominent form of
renewable energy. It is no longer unusual to see mega
solar farms in various parts of Japan. However, there
are limits on the locations where solar farms can be
set up. Achieving both higher conversion efficiencies
and lower costs of solar cells is an important factor ofJapan's energy policy.
Currently, the world's most efficient solar cells forconverting sunlight to electric energy are multijunction
solar cells using III–V compound semiconductormaterials. III–V compound semiconductors are formedof group III elements such as gallium (Ga), indium(In) or aluminum (Al) with group V elements such as
phosphorus (P) or arsenic (As). In a multijunction
solar cell, materials (cells) with different absorption
wavelengths are connected in series. A multijunction
solar cell can utilize sunlight efficiently over a wide
range of wavelengths. However, although these cells
have ultrahigh efficiency, they are very expensive.
Previously, they have been limited to space applications
such as satellites, where areas for solar cells are
small, loading weights must be as light as possible,
and energy must be provided efficiently. They were
too expensive to use in our ordinary life. AIST is now
working on technological development so that highefficiency solar cells like those used in space can beused at low cost on Earth, facilitating widespread use.

14

World-first growth of a high-quality
aluminum material for solar cellapplications by HVPE
We asked Sugaya Takeyoshi of the multijunction PV
team what needs to be done to use these cells on
Earth.
"The current cost of solar cells used in space isaround 7000 yen per Watt. Our goal is to bring thisdown to around 200 yen per Watt. We have to achieve
improved conversion efficiency while lowering costs.
There are two major factors in the high cost: no
method has been established for high-speed growthof crystals, which is one of the steps in producing
solar cells; and the gallium arsenide (GaAs) plates
that are used as substrates for growing the crystals
cannot be reused. We have been working on theepitaxial growth technology known as HVPE (hydride
vapor phase epitaxy), which can grow materials witha high speed at a cost of around a tenth of previous
methods. However, there was a major problem withthis technology.”
The major technological problem that Sugaya
refers to is that crystal growth by HVPE of aluminum
mate r ia ls, w hic h a re c r ucia l to improv ing theperformance of solar cells, was not possible. Nobody
had previously attempted to
employ solar cells of highquality aluminum-basedmaterials produced by HVPE.
Shoji Yasushi, a researcher
in the team, worked on the
problem: " When I used
a m e t a l c h l o r i d e o f a n A flexible solar cell

The Global Zero Emission ResearchCenter Multijunction PV Team
Team leader

Researcher

SUGAYA
Takeyoshi

SHOJI
Yasushialuminum material in the HVPE equipment, aluminum
monochloride (AlCl) was produced and reacted withquartz used in the equipment, which damaged theequipment and introduced impurities into the film.
Theoretically, if the reaction temperature was lowered,aluminum trichloride (AlCl3) would be produced instead,which has lower reactivity with quartz, preventing
this problem. Moreover, if high speed growth of analuminum material was possible, we could hope fora technology that enables reuse of gallium arsenide
substrates, which was one of the factors in the highcost. Even so, I embarked on these experimentswith doubts as to whether this would really work andwhether damage to the equipment really could be
prevented. Whether we could fabricate high quality
solar cells with HVPE equipment depended on the
results of this experiment, and I was determined tomake a breakthrough."
The result was success, the first in the world, ingrowing a film of a high-quality aluminum material by
HVPE and employing this film in a solar cell. This makes
high performance at low cost possible; the team hasachieved world-leading high efficiency in solar cells byusing HVPE. Now that the possibility of producing highperformance, compact, lightweight solar cells at low
cost has been demonstrated, the goal is to develop
vehicle-mounted solar cells that are capable of longrange transport.

Creating ideal multijunction solar cellswith Smart StackIn addition to eliminating costs, it is important toachieve further improvements in efficiency. Sugaya andhis colleagues have been working to improve AIST's
own multijunction technology, "Smart Stack.""Smart Stack is a bonding technology for arraying
palladium nanoparticles at junction boundaries ofmultijunction solar cells with minimal electrical andoptical losses. Increasing the number of different kindsof solar cell facilitates improvements in conversion
efficiency. For practical purposes, however, triplejunction is a realistic limit. “While the use of InGaP for
the top cell and GaAs for the middle cell has almost
been determined, there are various candidates for thebottom cell. We think the most promising candidate
is a thin, high-performance CIGS solar cell, whose
elements are copper (Cu), indium (In), gallium (Ga) andselenium (Se). The surface of CIGS material has large
surface irregularities and is difficult to bond, but canbe bonded with Smart Stack. We have produced a
triple-junction solar cell with a CIGS bottom cell, andrecorded a world’s highest conversion efficiency of
28.1%. The goal of exceeding 30% has come into view."

Hydride vapor phase epitaxy (HVPE) equipment

A dream electric vehicle that 80% ofusers can drive without charging
Research is now moving on to the development of
HVPE equipment for mass production. What kind of
future will arrive when we achieve large-scale productionof lightweight, ultrahigh-efficiency solar cells?
"First, we will mount these solar cells on unmanned
aerial vehicles (UAVs) used for communication that fly
in the stratosphere. These are known as 'flying basestations.' We expect the solar cells to supply energy
to the UAVs, which will contribute to providing reliablecommunications without interruption even during
disasters.
"Our final goal is to mount the solar cells on cars.
Our preliminary calculations are that if we achieve a
conversion efficiency of 35% and mount solar cells
over an area as small as 3 m2, 80% of users in Japan
can drive daily without external charging. We aim tobring these to market in 2030 and to have solar cells
mounted on all electric vehicles by 2050."
As solar cells become more widely used on UAVs andcars, the market will grow and we anticipate that prices
will fall. When prices come down, there will be greater
scope for other applications such as, for example,
applying solar cells to the walls of commercial buildings
and installing them on lightweight roofs of factories."
Low-cost, ultrahigh-efficiency solar cells will help
us achieve a zero-emission society. Now that we canconfidently see a road to practical use, we are moving
ahead with research into social implementation.

15

Research for Zero Emission

02

From artificial photosynthesis tosolar chemical manufacturing;taking a short cut to practicalapplication with technologies toamaze the world
Artificial photosynthesis has long been a dreamof not just scientists but the whole of humanity.
Technologies from AIST, whose work has beenleading the world, have been moving towards
practical application. Of particular interest are
original technologies for producing a range ofuseful chemicals. We listened to the stories ofresearchers who have worked for many years in thisfield, turning artificial photosynthesis technology
from a dream to a technology that can actually be
used.

16

Revolutionary new technologies fromAIST that are impressing the world

photoelectrodes to produce useful chemicals. So, justwhat kind of technology is that?

A m o n g t h e u s e s o f s o l a r e n e r g y, a r t i f i c i a lphotosynthesis is "the fourth technology" after solar
photovoltaic cells, solar thermal power generation andbiomass. The characteristics of artificial photosynthesis
are that it uses non-degrading inorganic materials andcan convert solar energy directly to chemical energythat can be stored. Many scientists are working on
R&D into artificial photosynthesis as a next-generation
technology that will lead to solutions to energy
problems.
AIST has developed world-leading new technologies
in the field. In 2001, we were the first in the world to
use a powdered photocatalyst to completely split waterwith visible light. In 2003, we developed photoelectrodemembranes coated with a powdered photocatalyst of
bismuth vanadate (BiVO4), which subsequently caused
great excitement worldwide. We have achieved worldbeating conversion efficiencies with both photocatalyst
systems and photoelectrode systems.
Sayama Kazuhiro of the Artificial Photosynthesis
Research Team says "This field is not long established;
there was a time when just conducting research would
result in top-level articles. However, to solve humanity'senergy problems, solar energy conversion systems
must be used in daily life. We still have a long road topractical application and there are many hurdles toovercome."
AIST is wor k ing on t wo ways to ove rcome
these hurdles. One is AIST's own photocatalysis–electrolysis hybrid system. The goal of this system
is to mimic the workings of natural photosynthesis
to produce hydrogen at low cost. The other is using

Production of useful chemicals
bringing a series of successes"Using photoele ctrode s to produce usefulchemicals" refers to technologies that use sunlightto simultaneously produce chemical products andhydrogen. Before the concept was announced in 2015,
almost no research was focused on the oxidation
reaction side, the opposite of hydrogen production; thefield was a blank page.
"In artificial photosynthesis, as in plants, a fuel suchas hydrogen is produced on the reduction side while
oxygen is produced on the oxidation side, and only theenergy of the fuel is used. At one time, this concept
was taken for granted. However, humans are different
from plants and do not have to stick to producing
oxygen. We started from the idea that it would be goodto produce chemicals with significantly higher added
value than oxygen at the oxidation side."A p h o to e l e c t r o d e m e m b r a n e c o a te d w i t h aphotocatalyst is used in a pair with a counter electrode.
An ion exchange membrane is provided between thephotoelectrode and the counter electrode to preventa reverse reaction. The team has succeeded in using
photoelectrodes to alter feedstock solutions andefficiently produce various useful chemical productsthat can lead to bleaching agents, disinfectants, rawmaterial for pharmaceutical discoveries and so forth.
Meanwhile, hydrogen is simultaneously produced fromwater at the counter electrode. The two electrodes areboth put to use and neither is redundant.
In 2018, the team developed a technology toGlobal Zero Emission ResearchCenter Artificial Photosynthesis
Research Team
Team leader

SAYAMA Kazuhiro

synthesize nylon feedstock from cyclohexane at room
temperature and pressure. In 2021, in cooperative
research with America's Brookhaven National laboratory(BNL), they succeeded in producing hydrogen peroxide
at two electrodes from just carbonated water, sunlight,
and oxygen. They achieved world-beating efficiency
with a simple arrangement that consumes no electric
power at all. This is quite a series of successes.
"Using sunlight to quickly produce large amountsof hydrogen peroxide, hypochlorous acid or the likehas an economic disadvantage in that sunlight varies
with the weather. Even so, we can, for example, makesmall amounts of hypochlorous acid on remote islands
and in deserts and use it for purifying water. We arelooking at a path of development and practical use
for high-sustainability niche applications like this local
production and consumption of a chemical substance,
and then moving on to progressively grow the scale ofapplications."

Producing hydrogen from seawater;a new concept arising from crossdisciplinary synergy
Seawater and sunlight are plentiful on the Earth.
The team has developed artificial photosynthesis
technology that combines the two to selectively
produce only hydrogen and oxygen. "When seawater
is used for oxidation, a competitive reaction between
hypochlorous acid and oxygen arises. However,
if manganese is applied to a small portion of thesurface of a photoelectrode, only oxygen is produced
at that photoelectrode, and if cobalt is applied, only
hypochlorous acid is produced. We are now able tocontrol reactions in seawater."

In actual large-scale seawater–hydrogen electrolytic
production systems, hypochlorous acid is a damaging
substance that causes corrosion and degradation of
the system. Therefore, this technology for selectively
producing oxygen or hypochlorous acid is giving
impetus to efforts to produce hydrogen from seawaterat low cost.
Sayama says that there is another, even more
important research result. "The only substance thatgenerates oxygen alone from seawater while notproducing any hypochlorous acid at all is manganese.
In photosynthesis in plants, manganese is employed
as a catalyst for ox ygen production. From long
discussions with experts on natural photosynthesis,
I have learned that it is not clear why in the evolutionof pla nts ma nga ne se was se le cte d for natura lphotosynthesis. Our current results may provide a clue
to solving this mystery. Pursuing research throughsynergies with the research communities of other fields
and finding triggers for new scientific developments
and innovations is one of the interesting things about
research."
We are eagerly anticipating academic contributions
as well as practical applications.

As practical application accelerates,
the concepts of artificial photosynthesis
are changing
To d e v e l o p e x c e l l e n t p h o t o c a t a l y s t s a n dphotoelectrodes, huge amounts of work are neededfrom mate rial se arche s, to producing sample sand evaluating the samples. Therefore, Sayama
has independently developed and is incrementally
improving a "rapid automatic search machine." Last
spring, he star ted up machine No. 3 (upper lef t
photo), which creates desired materials in short times
by utilizing rapid automatic screening and machinelearning.
Sayama says "Under the Paris Climate Accord,
Japan has set a greenhouse gas emissions reduction
goal for 2030 and is committed to carbon neutrality
in 2050. Now a deadline has been set, we are keenly
aware that what we need to research has changed andwe must try to raise our pace." The prospect is that
artificial photosynthesis will soon change our language
and ideas towards goals such as solar hydrogenproduction, solar fuel production, and solar chemical
production. The day of artificial photosynthesis is
steadily approaching.

Photocatalyic activity evaluation apparatus

17Research for Zero Emission

03

Achieving carbon neutrality
by 2050Developing multiple scenarios tomake technology work
for society
Innovative energy and environmental technologies
are needed to tackle climate change. An expert
team for assessing studies develops not technology
but scenarios of technology implementation. It
scientifically assesses how new technologies
will affect the global environment, society, andeconomy, and shows multiple pathways forcreating sustainable systems by implementing thetechnologies.

18

Assessment studies connecting
cutting-edge technology to our society

Scenario analysis for finding multiple
pathways

The Global Zero Emission Research Center (GZR)
has ten research teams. The Environmental and Social
Impact Assessment Team plays a slightly different rolefrom the others. We asked about the role to Morimoto
Shinichiro who leads the team.
"The research teams at GZR are working on R&D
relating to energy and resources for achieving a zeroemission economy. The impact of technologies need
to be assessed appropriately and 'scenarios' for
introducing the technologies are highly required. Ourrole is to create these scenarios by our assessment
methods which is applicable for different technologies.
We conduct our research with various approaches: forexample, process simulations to assess the impacts ofintroducing technologies at factory scale; environmental
economics techniques to assess social acceptance;
and AI to analyze correlation between lifestyle andenergy consumption in households."
The results of our research is useful for making
government and business strategies to achievezero-emission economy. We play an important rolein providing information that is useful for assessing
impacts of a wide range of research fields in the energy
and environmental domains, including research by
GZR.

As an example of the team’s research, Ozawa Akito,
a team member, introduced us his study on long-term
scenarios using energy models. He has employed theenergy models "MARKAL" and "TIMES," developedby the International Energy Agency (IEA). The models
have been used in many countries as a tool to support
decision-making in energy and environmental policies,
technology development strategies and so forth.
In a study published in 2018, Ozawa and hiscolleagues used these energy models and found that
the CO2 emissions from the electricity sector should
be reduced to zero by 2050 if Japan is to reduce CO2
emissions from energy use by 80% from the 2013 levelby 2050. Four types of low-carbon power generation,i.e. renewables, nuclear, fossil power with CCS (carbon
capture and storage), and hydrogen, should play a vitalrole in the future energy system in Japan. The analysis
also indicated that the contribution of these four power
generation technologies will vary depending on future
efficiencies and potentials.
He said "The important thing for us is not to focus
on a single scenario. Scenarios are like maps; there is
not just one route from your current location to yourdestination. When we plan several possible routes
before starting off, things can go smoothely andachieve the goal even when one of the routes hits adead end. Therefore, when we develop scenarios, weshould consider the possibilities and uncertainties ofOzawa explained that the choice of the name"GAMA" was inspired by a gama toad, for which
Mt. Tsukuba is famous. GAMA may well come tosymbolize the GZR research base at Tsukuba.

Targets to be achieved for carbon
neutrality
GZR Environmental and Social
Impact Assessment Team
Senior Researcher

OZAWA Akito

the future, and seek multiple pathways."
Since results of assessment studies could varydepending on various assumptions even when thesame energy model is used, researchers have to makeaccurate decisions for making better assumptions.
Ozawa said that the research environment in AIST is
excellent for such decisions.
"AIST possesses massive amounts of knowledge
about energy technologies. Moreover, when we wantto learn about the latest trends and prospects ofany technology, we can always find an expert of thetechnology somewhere in the Institute. Assessment
studies cannot be accomplished with publishedliterature alone. We have a huge advantage that we canlearn directly from experts on technology development."

Since the COP21 Paris Agreement of 2015 and the
IPCC "Special Report on Global Warming of 1.5°C"
of 2018, the number of nations and regions thatcommit themselves to carbon neutrality by 2050 has
expanded, and reached 126 including Japan (as ofApril 2021).
Ozawa's current research interest is formulating
scenarios for achieving carbon neutrality by 2050. In
particular, he focuses on examining carbon dioxide
removal (CDR) technologies. "Carbon neutrality
requires technologies that artificially remove emitted
CO 2 as well as te chnologie s that reduce CO 2
emissions. It is extremely important to formulate
scenarios about what kinds of CDR technologies
will be developed in the future and how they will be
introduced into society."
At present, we are witnessing a tide of actions
aiming at carbon neutrality around the world. Let us
ask him whether the carbon neutrality goal can beachieved by 2050.
"It is undoubtedly a tough challenge. But I reallythink these targets must be achieved. In my opinion,
we must tackle climate change for future generations
to live safely and happily, no matter how strenuous ourefforts may be. I believe our work contributes to therealization of carbon neutrality."
The Environmental and Social Impact Assessment
Team assesses AIST's innovative world-leading
te c h n o l o g i e s by va r i o u s m etr i c s fo r p ro p e r l y
implementing these technologies.

Big data analysis with asupercomputer
In March 2021, GZR introduced a supercomputer
called GAMA (Gigantic Analysis platform using
Modelling and AI). GAMA handles large-scale timeseries data gathered from society, including smart
meter data, and data obtained from experiments
by the researchers at GZR, and gains collective
intelligence from the data.
"GAMA has a great advantage in handling big data
and analyzing data with deep learning and AI using
dedicated computers. GAMA performs an analysis
in hours or days which might have taken weeks ormonths previously. This is delightfully convenient."

The GAMA supercomputer
R: Team leader MORIMOTO Shinichiro

19

AIST and Environmental Problems
To build a sustainable society, AIST brings the results of research and development to society. To incorporate
environmental considerations into the research and development process, AIST has set an Environment and
Safety Policy and complies with laws and regulations in its business activities.
See pages 58-61 for more details▶︎Charter of Environment and Safety●We strive to promote research activities that contribute to the global environmental protection and the
security of mankind and pursue our work to realize a safe and reliable society of high quality of life
harmonious with the environment.
●In compliance with the applicable laws and regulations related to environmental protection, we establish
the autonomous standards of the institute such as Safety Guidelines, etc. and with this in mind, we shallendeavor to conserve environment and promote health and safety at all times.
●We promote the dissemination of information related to the environmental protection and make every effort
to be in harmony with and coexist with the local community. Naturally, in case of disasters or emergencies,
we take prompt and proper measures to deal with the situation. Furthermore, in conformity with the‘principles of disclosure,’ we shall endeavor to return the knowledge acquired and accumulated to society.

Environmental Policy
To build a sustainable society, AIST has a Charterof Environment and Safety in place. Its aim is to bring
the results of research and development to society, as
well as to incorporate environmental considerations
into the research and development process. Under
the Charter of Environment and Safety, we have set an
Environment and Safety Policy to proactively work witha keen awareness of the importance of ensuring global
and local environmental conservation, and the healthand safety of everyone working at AIST. This is done
keeping in mind AIST’s characteristic as a research
institute that handles a wide variety of chemicals andpoisonous substances.

Environment and Safety Policy1 e proactively conduct research that contributes to conservation of the environment and theWdevelopment of a healthy and safe society.

2 e comply with laws, regulations, ordinances, and agreements on the environment, health and safety,W
set our own management standards, and seek to further improve environmental conservation, healthand safety.

3

4

5

6

We seek to reduce the consumption of energy and resources and the generation of waste, and thus
aim to reduce loads on the environment.
We seek to prevent pollution and work-related accidents, to take prompt and appropriate actions in
the event of an emergency, and to prevent the spread of damage.
We are developing a management system for effectively and efficiently conducting activities to ensure
environmental conservation, health and safety with the participation of all members of AIST; we seek
continuous improvement.
We actively disclose environmental, health and safety information by publishing environmental reports
and disclosing information to promote communication with society.

We also set a policy for promoting the procurement of eco-friendly goods and services in accordance with the Act on
Promotion of Procurement of Eco-friendly Goods and Services by the State and Other Entities, Green Purchasing Act, and
the Act on Green Procurement.
20

Implementation Structure of Policies Related to Environment and Safety
AIST's headquarters organizations and operating units work together closely to implement our environmental
initiatives covering the whole of AIST.

President

Environment and Safety Headquarters

General Affairs Headquarters

Environment and Safety Division

Accounting Division

Environment and Safety Policy

Green procurement policy

Environmental and Safety Management System
At each AIST site and research base, PDCA (PlanDo-Check-Act) cycle is implemented, and knowhow for workplace safety and health is carried on
as we strive to reduce potential danger and prevent
accidents

A IST ha s its own e nvironme nt al a nd s afet y
management system (ESMS) in place which is ecofriendly and appropriate for a research institute.
It combines two subsystems: an environmental
management system and an occupational health andsafety management system.

Overview of Environmental Burdens( ): FY 2020 results

INPUT

OUTPUT

Energy 2,090TJ (2,171TJ)

Atmospheric emissions
Greenhouse gases
98 thousand t-CO₂

199,878 MkWh

Electricity(207,285 MkWh)

Renewable energy

2,129 MkWh

(generated at AIST)(2,054 MkWh)

City gas(105 thousand t-CO₂)

3,073 thousand m³
850 kg (1,256 kg)

Liquid fuel30kL (94kL)

Purchased energy

18TJ (19TJ)

Groundwater

361 t (418 t)
1,639 t (2,429 t)

Non-industrial waste

733 t (612 t)

Aquatic emissions

913 thousand m³

Sewerage discharges(974 thousand m³)

8 thousand m³(14 thousand m³)

0.01 t (0.01 t)

Industrial waste

Water Resources
Clean water

1.80 t (2.29 t)

SOx

Waste
Specially controlled industrial waste(3,189 thousand m³)

Propane gas

NOx

REUSE / RECYCLE
Recycled water
879 thousand m³(913 thousand m³)

Equipment, materials,
etc.
1003 cases（reused at AIST） (956 cases)

907 thousand m³ (988 thousand m³)
Public waters
12 thousand m³ (19 thousand m³)

Water quality
BOD 524 kg (663 kg)

Nitrogen 265 kg (365 kg)

COD 437 kg (430 kg)

Phosphorus 28 kg (34 kg)

Suspended substances 181 kg (180 kg)

21

Appropriate Management of Chemical Substances
AIST has introduced the Chemical and Gas
Management System that enables management of
possessed and used quantities of chemicals so that
researchers can appropriately self-manage the wide
range of chemicals used in research activities. Throughthis system, the Environment and Safety Headquarters
enforces proper management by understanding
the kinds and quantity of chemicals possessed byresearchers and appropriately calling for attention to
the laws and regulations and the amounts possessed.

●Response to PRTR system
Based on the PRTR system and ordinances andguidelines of the Tokyo Metropolitan Government,
the Osaka Prefectural Government, the Fukushima
Prefecture, AIST grasps the amounts of chemicals
discharged to the atmosphere and moved as sewage
water or waste material. For FY 2020, chloroform,
n-hexane, hydrogen fluoride and its water-soluble
salts, ferric chloride, N,N-dimethylacetamide aresubjected to the PRTR system, acetone, chloroform,
ethyl acetate, methanol are subjected to the ordinanceof Tokyo, volatile organic compounds are subjectedto the ordinance of Osaka, and ammonia, hydrogen
peroxide, sulfuric acid are subjected to the guidelines ofFukushima.

Consideration for Biological Diversity
To c o m p l y w i t h t h e C a r t a g e n a A c t * f o r t h econservation of biological diversity, AIST requires theresearchers and the research support staff involved
with recombinant DNA experiments to undergo
education and training, and reviews the experiments
based on the opinions of the committee of external
exper ts. We conduct on-site inspections of alllaboratories conducting recombinant DNA experiments
to verify all is managed correctly according to the law.

When experiments on animals are conducted at
AIST, the experimental design is reviewed for the 3R
principles (Replacement, Reduction and Refinement)
outlined in the Act on Welfare and Management of
Animals. and the results of self-assessments areposted on our public website. We have been subject toexternal inspections and certification by the Center for
Accreditation of Laboratory Animal Care and Use of theJapan Pharmaceutical Information Center.
* T he Cartagena Act: In Japan, the Act on the Conservation andSustainable Use of Biological Diversity through Regulations on the Useof Living Modified Organisms came into effect in 2004. It aims toensure safe handling of living modified organisms that could haveadverse effects on the conservation and sustainable use of biodiversity.

Consideration for Water Resources●Prevention of water pollution
Wastewater from laboratories are sent to wastewater
treatment plants and processed to abide by theWater Pollution Prevention Act and to meet municipal
effluent standards. It is then discharged into the
public sewerage system. To prevent water containing
hazardous substances from leaking into groundwater,
AIST builds dikes and conducts periodic inspectionsof buried research wastewater pipes and groundwater
quality to check for abnormalities.

Wastewater treatment plant at AIST Tsukuba●Use of reclaimed water
For the efficient use of water resources at Tsukuba
C e n t r a l a n d A I S T To k yo Wa te r f r o n t , r e s e a r c hwastewater is neutralized, treated with reducing agents,
and reused as recycled water. It is used for coolinglaboratory equipment and flushing toilets. In FY 2020,
49% of the total water use was recycled water.
Water reuse plant at AIST Tsukuba

22

Consideration for Atmospheric Emission●Reduction of fluorocarbon emissions

In accordance with the Act on Rational Useand Proper Management of Fluorocarbons, AIST
requires periodic inspections and spot checks ofrefrigeration and air conditioning equipment that uses
fluorocarbons as refrigerants, to restrict emissions offluorocarbons into the atmosphere. In FY 2020, a totalof about 273t-CO2 was released, and it was less than
the amount (over 1,000t-CO2) required to report underthe Act.

●Prevention of air pollution
Regarding boilers for air conditioning that are major
sources of NOx and SOx, we measure the effluent
gases twice a year so that they do not exceed theemission standards under the Air Pollution Control
Act. Regarding NOx, in FY 2020, the measurement
results were all within the limits. Of SOx, there has
been little emission since 2017, and the results fall
far below the emission standard. In addition, whenreplacing equipment, we choose chiller units with highenergy-saving effects and downsized units to reduce
emissions.

Energy-saving Efforts
We work to reduce energy consumption per unit
to an annual average of over 1% in the medium tolong term, an amount required under the Act on the
Rational Use of Energy. To achieve the target, we
actively install devices with high energy-saving effectwhen renovating facilities, in addition to taking energy
conservation measures by appropriate temperature
settings of air-conditioners. Our existing solar powersystems are being used effectively, and renewableenergy systems have been installed in our newbuildings. Presently solar power systems are installed
at AIST Tsukuba, AIST Tohoku, Fukushima Renewable
Energy Institute (FREA), AIST Tokyo Waterfront, AIST
Kashiwa, AIST Chubu, and AIST Kansai. Wind power
generation is installed at FREA.

Energy consumption per unit average of FY 2016–2020: 98.7% (96.7% compared to the previous year)
Amount of renewable energy generation: 129,024 kWh (about 1% of total electricity consumption of AIST)

Green Procurement Efforts
Each year AIST discloses its policy for promotingt h e p r o c u r e m e n t o f e c o -f r i e n d l y g o o d s a n dservices, in accordance with the Act on Promotionof Procurement of Eco-friendly Goods and Services
by the State and Other Entities (Green Purchasing
Act), and the Act on Green Procurement. Moreover,in accordance with the Green Purchasing Act,
automobiles were leased in a comprehensive
evaluation bidding system from the best company

after prices and environmental performance (fuelconsumption) were evaluated, and the environmental
threshold system was adopted for power supply andwaste contracts with companies that cleared thestandard after evaluating their reduction efforts for
global warming gas emission and compatibility to thecertification system for excellence and that placed thelowest bid.

FY 2020 procurement rate of designated procurement items defined in the Green Purchasing Act: 100% (excluding media cases, automobiles (general
official vehicles), electric refrigerators, air conditioners, LED lighting devices.)23

Applying the 3R principles
AIST seeks to reduce waste by applying the 3R(Reduce, Reuse and Recycle) principles and thusr e d u c e e nv i r o n m e n t a l l o a d s . We a r e fo c u s i n g
particularly on the reuse of research equipment,
because this reuse can also contribute to cost savings.
An AIST intranet-based article recycling system has

been in place for items no longer necessary, including
research equipment, office electrical equipment,
furniture and consumables, to promote reuse within
AIST.
Cases of reuse for FY 2020: 1,003

Response to Environmental Accidents
A IST c onduc ts c ont ac t, c ommunic ation, a ndan emergency action drill once a year to minimize
damage in the event of an environmental accident
such as a leakage of oil or a chemical. We have acommunication system that once the Environment
and Safety Headquarters and operation rooms ofresearch sites are contacted can immediately deal withan accident if it occurs. After expeditious measures,
related organizations are notified. The Environment
and Safety Headquarters analyzes the cause of theaccident and takes measures to prevent a recurrence ofsuch an incident.

Environmental accident drills of FY 2020: 19 accident drills across all research bases and others (supposing damage of research wastewater pipes,
leakage of research wastewater while transporting)Emergency accident drill supposing research wastewater leakage after polyethylene tank with wastewater overturned (bath agent water was used).

Environmental Education
We provide training ever y year on issues withsignificant environmental impacts such as how to treat
liquid wastes and vent gases from research and how tosort and remove waste.

24Equipping the Global Zero Emission Research CenterIn accordance with the Environment Innovation
Strategy, a basic policy document produced by thegovernment in 2020, AIST established the Global
Zero Emission Research Center (GZR) at the endof January 2020, an organization whose purpose isto establish innovative technologies that will enableglobal carbon neutrality.
To equip a base for research activities, the mainbuilding and some of the other buildings at AIST
Tsukuba West were renovated in FY 2020.
As a result of careful design and construction
with various energy efficiency features to provide asuitable base for an organization conducting R&D
for achieving a zero emission society, one of therenovated buildings, Tsukuba West 4A, was certified"5* ZEB," which is the highest level of the Building–

Tsukuba West building group 4 equipped for energy efficiency including
building West 4A, which attained 5* ZEB, with 179 kW capacity of solar
panels on the roofs (equivalent to that of 35 ordinary houses)

Housing Energy-efficiency Labelling System (BELS).
BELS is a system for labelling the energy efficiency
per formance of buildings that is specified toenable easy comparisons of energy ef ficiency
performance between different buildings. ZEB (whichis short for "Net Zero Energy Building") identifies abuilding that, while providing a comfortable indoor
environment, brings the primary energy balance ofenergy consumption in the building below net zero.
According to levels of energy efficiency performance,stars are assigned in five levels, and the highest
level (5*) is divided into three ranks: in descendingorder, "5* ZEB," "5* Nearly ZEB" and "5* ZEB Ready."
AIST achieved "5* ZEB" (awarded April 1, 2021) byrenovation of an existing building.

Entryway approaching the foyer of the renovated main building25

Industry–Academia–Government
Collaboration and AIST
Data of Research Activities (FY 2020)
Research presentations(in journals)

4,523

Research presentations(oral)

4,348

Number of joint research

Joint research revenue
Number ofcommissioned research
projects

Fund received forcommissioned research
Acceptance number ofexternal researchers forjoint research

1,086
72.6
94
9.8

See pages 52-53 for more details▶︎

cases

Innovation coordinators

cases

Technology consulting

casesTechnical advice

million yen

Number of AIST staff
contributing in international
standardization activities

cases

Number of proposed
standards

million yen

Number of overseasorganizations with whom
AIST has concluded MOUs

1,990 people

Number of foreign
researchers

65
687
2,193
491
34
25
439

people

cases

cases

peoplecases

institutes

peopleData of Personnel Training and Use (FY 2020)
Number of users of thecross-appointment
programNumber of users of the
AIST Research AssistantProgramNumber of technicaltrainees

26

56
465
1,351

peopleNumber of students who
finished courses at AIST
Innovation School

peopleNumber of students who
finished courses at AIST
Design School

cases

38
46

peoplepeopleTechnology bridging
AIST conducts cooperative research, contract research, technology consulting, technical advising,
contract testing, provision of research samples and so forth, and contributes to R&D and productdevelopment by businesses. At hubs such as the Cooperative Research Laboratories and Open Innovation
Laboratories, AIST collaborates with companies, universities and others to investigate possible
applications of technology and promotes open innovation.

Provide a Platform for Industry–Academia–Government
Collaboration and Promote Acceptance of Researchers●Active invitation of external researchers
Number of external researchers for joint research
accepted in FY 2020: 1,990
AIST provides researchers from our joint research
partner institutions with an access to AIST’s state-ofthe-art facilities to conduct effective joint research.
●A platform for industry–academia–government
collaboration
AIST recruits members from, and collaborates with,various companies and organizations to organize
thematic research association (AIST Consortiums).
We explore potential application of cutting-edge
technologies and aim at promoting R&D and creating
new markets.

See pages 52–53 for more details. ▶︎●Joint and commissioned research projects
conducted in past years
Our joint research is R&D projects between AIST and
our cooperative partners—companies, universities, or
public research institutions with common objectives
and goals—with the aim of creating innovative resultsthat cannot be achieved by individual research.
Commissioned research is a type of R&D project
conducted solely by AIST under contract with acompany or other organization. Through this research,companies can use AIST’s research potential to offset
their lack of necessary technology to proceed with
their own R&D project. Technology consulting is asystem by which AIST—a multidisciplinary group of
professionals—provides solutions based on its cuttingedge research capability and abundant knowledge toovercome challenges that companies cannot solve by
themselves. In FY 2020, 687 cases were implemented.

Marketing Activities toward Creation of Innovation
At AIST, the Research and Innovation Promotion
Headquarters, research domains, and research units
are working together to promote collaboration withpartners by improving the flamework of cross-sector
marketing activities spanning different domains
and regional research bases in order to quickly andaccurately understand diverse needs according to thecharacteristics of different industries.
Innovation coordinators (IC) are responsible forliaising with external bodies such as companies
and universities. As of March 2021, 65 ICs focus ontransferring technology to society. AIST supports
setting up new business and creating new products
and services in companies starting from coordinatedmenus made with various companies using its
technology consulting system. Through technology
consulting based on analysis of company needs,
we propose research themes that span across anumber of research domains based on companywide business plans of partners. We also conduct“co-creation consulting” with companies to consider
search of new business seeds and set ting of
coordinated themes from the concept stage.
These comprehensive, cross-sector marketing
activities are contributing to the creation of innovation
through new business and connections between
different fields.

Cooperative Research Laboratories
In order to conduct R&D that more closely relates
to the strategies of companies, we are collaboratingwith partner companies and have set up Cooperative
Research Laboratories in AIST bearing the namesof these partner companies. The partner companies
provide researchers and research funding, and AIST
provides research resources including researchers,
research facilities and intellectual property. The
researchers loaned from the companies and AIST's
researchers work on R&D in cooperation. As of March

2021, we were operating 17 Cooperative ResearchLaboratories. We hope they continue to make an
impression as platforms for collaboration and synergy
involving companies, universities and other research
institutes. In FY 2020, we established the Komatsu–
AIST Human Augmentation Cooperative ResearchLaboratory, Sumitomoriko–AIST Advanced Devices ofPolymer Materials Cooperative Research Laboratory,
HORIBA Institute for Par ticle Analysis in AISTTSUKUBA.
27

Open Innovation Laboratories
AIST has set up Open Innovation Laboratories(“OILs”), which are industry–academia–government
collaborative research bases sited on university
campuses. As of July 2021, 9 OILs were in operation.
By sharing research bases, they seamlessly conduct
basic research, application research, development
and testing. They focus on faster research andactive mobility of human resources using the crossappointment program, and also on practical trainingof doctoral students and postdoctoral researchers
through the Research Assistant Program. This initiativesynergizes the basic research of universities and otherorganizations with AIST's goal-oriented basic research
and application technology development, facilitatingtransfers of technology to industry toward solvingsocial issues. In FY 2020, we strengthened the bridging
function through cooperation with universities as seenin the increase of collaborative research contract
cases with private companies, and acquisition of
public funds for the establishment of a place for cocreation with universities. Using OIL as hubs, we willcontinue to promote integration of different fields andput our efforts into strengthening the platforms forcollaboration and synergy.

Participation in Technology Research Associations
A I S T h a s b e c o m e a m e m b e r o f Te c h n o l o g y
Research Associations, the member of which jointly
carry out research and development of technologies
used in industry by sharing their resources such as
researchers, funds, and equipment. AIST participatesin the associations’ projects from planning andperforming research to utilizing research outcomes.
Pa r t i c u l a r l y by s h a r i n g o u r “ p e r s o n n e l ” a n d“premises” with the associations, we aim to serve as afield where various people from different organizations
can share their knowledge toward co-creation. We thus
aim to help promote open innovation.
Specifically, AIST staff members participate in theassociations’ projects as researchers, project leaders
or board members. We also give access to ourfacilities to researchers from industries and universities
participating in the associations for carrying out
intensive research.

●Technology Research Associations in which AIST participated (FY 2020)
Name

28

Appointment of board members (as of July 2020)

1

Photovoltaic Power Generation Technology Research Association (PVTEC)◯

2

Consortium for Lithium Ion Battery Technology and Evaluation Center (LIBTEC)◯

3

Fuel Cell Cutting-Edge Research Center Technology Research Association (FC-Cubic)◯

4

Photonics Electronics Technology Research Association (PETRA)◯

5

Technology Research Association for Next Generation Natural Products Chemistry◯

6

NMEMS Technology Research Organization (NMEMS)◯

7

Control System Security Center (CSSC)◯

8

Technology Research Association of Magnetic Materials for High- Efficiency Motors (MagHEM)◯

9International Research Institute for Nuclear Decommissioning (IRID)◯

10

Manufacturing Technology Association of Biologics (MAB)‑

11

Thermal Management Materials and Technology Research Association (TherMAT)◯

12

Innovative Structural Materials Association (ISMA)‑13

The Research Association of Automotive Internal Combustion Engines (AICE)‑

14

Technology Research Association for Future Additive Manufacturing (TRAFAM)◯

15

Geological Carbon dioxide Storage Technology Research Association (CCS)◯

16

Technology Research Association of Secure IoT Edge application based on RISC-V Open architecture (TRASIO)‑

TIA Collaborative Research Program (“Kakehashi”)“Kakehashi” (a Japanese word for a “linking bridge”)
is a program that promotes collaboration among
the six organizations of TIA (AIST, National Institutefor Materials Science, University of Tsukuba, HighEnergy Accelerator Research Organization, theUniversity of Tokyo, and Tohoku University). Since it
started in FY 2016, “Kakehashi” has been supporting
feasibility studies with the aims of finding “seeds”
and “sprouts” of research and technology at various
stages, nurturing “buds” through collaboration andtransferring “fruits” to industry. It has helped advancedevelopment of a remote work support system thatenables a non-expert to perform high-level work
under the instruction of an expert in a remote locationby using an optical see-through head-mounted
display.

●Activities in FY 2020
The 52 “Kakehashi” feasibility studies in FY 2020
covered 6 areas such as healthcare, biotechnology,
and electronic devices, of which 19 were from AIST.
We provided not only financial support but also held
on-line events and provided referrals to websites
on issues related to various stages in researchdevelopment.

●Company-proposed themes
We started implementation of “Kakehashi” themes
proposed by companies with TIA mediating toorganize “Kakehashi” teams in FY 2018. In FY 2020,
there were a total of 6 cases (of which 2 were from
AIST), including 2 cases of electronic devices, 2cases of green, 1 case of material processing, and 1
case of basic research.

●Image of “Kakehashi”

TIA 6 organizations
Companies andexternalorganizations
Processing

Public researchfunding
Material Processing

Idea

Commercialization
TheoryMeasurement“Kakehashi”
Exchange of informationsuch as study groups and seminars
Feasibility studies

TheoryFunds Measurement

External researchers
Large R&D project

Promoting International Standardization
Standardization themes that crossover a numberof industries are increasing such as for various
connected products with the advancement ofdigital technology. Under such circumstances,
AIST established the Standardization Promotion
Center on July 1, 2020, in order to further strengthencross sectoral standardization activities that spanover industry and research based on political andindustrial needs. Moreover, we newly establisheda position, “Standardization Officer (SO),” as anexpert who consistently leads the standardization
activities. SO considers dissemination measuresand coordinates between stakeholders using expert
knowledge on standardization.

See page 52 for more details ▶︎At international organizations such as International
Organization for Standardization(ISO) andInternational Electrotechnical Commission (IEC),
64 AIST researchers are actively serving as chairs,
committee managers, or convenors while 427 intotal are participating as experts with specialized
knowledge contributing to the development ofstandards.
In FY 2020, we proposed a total of 34 domestic
and international standards, including the JapaneseIndustrial Standards (JIS) for the testing methodfor decolorization of bone china dishes due todishwasher use, and IEC standard for the evaluation
method of bare silicon and epitaxial wafers.

29

Technology Transfer Activities
It is AIST’s mission to contribute to the developmentof the economy and industry by disseminating its
research achievements in society. To achieve thismission, AIST develops a strategic approach to obtain
intellectual property (IP) rights, and appropriately
maintain and manage such IP rights so that the
research achievements lead to technology transfer.

Specifically, based on the needs of the partner incooperation for AIST’s intellectual property, we performthe necessary procedures (signing of a non-disclosureagreement, a material transfer agreement, a technicalinformation disclosure agreement, a license agreement
and such), and promote wide dissemination of AIST’s
research outcomes in society.

●Technology transfer process
IP information

Research presentation by AIST etc.

Non-disclosure agreement
and seeds

Matching needs

Material transfer agreement
Evaluation of function and performance

Collaborative
research

AIST original sample

Technical information disclosure
Evaluation of technology

Know-how, unpublishedpatents, etc.

License agreement
License, license fee

Joint intellectual property
Ownership decided by contribution

License agreement of joint patent

Deploying and developing human resources
AIST promotes staff exchanges to facilitate the development and utilization of personnel who will produce
innovation. AIST's efforts to develop training activities include AIST Innovation School and AIST Design
School.

Cross-appointment Program
To create a cross-institutional research system, in
November 2014 AIST established a cross-appointment
program. This program allows a researcher to enter into
employment contracts with multiple institutions and he/she can work in research, development, and educationaccording to one's role in each institution.
Interchange of researchers between AIST andthe other institutions increases mobility of humanresources among academic, industrial, andgovernmental sectors. As a core institution for transfer

See page 52 for more details ▶︎of technology, AIST is expected to adopt superior
technology seeds produced by fundamental researchby universities and to promote transfer of technology
for practical application of research outcomes andcreation of new industries.
We accept 37 researchers from 16 universities,
1 private company, and 2 institutions, and send 6
researchers to 5 universities and 1 private company.
(As of April 1, 2021).

AIST Research Assistant Program
To develop human resources with world-class, highlevel expertise and practical research ability that
produce results leading to innovation, AIST provides
the AIST Research Assistant Program to hire graduate
students with high levels of ability. This program allows
talented graduate students to focus on research30

for their degrees without financial difficulties. By
participating in AIST’s R&D activities which meet social
needs, students can develop the ability to plan andconduct the advanced research, which is crucial for
R&D activities. In FY 2020, 465 students in graduate
programs engaged in R&D at AIST.

●Employment requirements for AIST Research Assistants（as of May 2021）

Candidate

Graduate students in master’s programs

Graduate students in PhD programs

Requirements

R&D and paper-writing abilities that help promote of AIST’s R&D
projects, and independent execution of duties with staff guidance.

Superb R&D and paper-writing abilities that contribute highly to thepromotion of AIST R&D projects, and independent execution ofduties with staff guidance.

Days of employment

Avg. 4-14 days/month

Avg. 10-14 days/month

Salary1,500 yen/hour (approx. 80,000 yen/month for 7 working days)

1,900 yen/hour (approx. 200,000 yen/month for 14 working days)

Number of graduate
students employed in
FY 2019

Voices of research
assistants

465•I think the biggest appeal of the AIST Research Assistant Program is that it gives you the chance tolearn the significance of your research and also how it is connected to society. (Second-year studentof doctoral program)•It is a perfect environment for a person who wants to demonstrate his ability in high-level research.
(First-year master’s program)Technical Training
The technical training is a program in which
AIST accepts researchers, engineers, andstudents from companies, universities, andpublic research organizations for defined
periods and provides them with an opportunity
to study technologies under the instruction of
AIST researchers. The program may also be
used for the purposes of short-term technicaltraining (internships) and educational programs
for academic credits, which are both designed
mainly for university students.

●Partner Graduate School Program

See page 53 for more details ▶︎●74 Universities with partner graduate school agreements(as of July 1, 2020)
・Osaka University ・Osaka Prefecture University
・Kansai University ・Osaka Electro-Communication University
・Kindai University ・University of Hyogo ・Kobe University
・Kwansei Gakuin University ・Ritsumeikan University
・Kyoto Institute of Technology ・Doshisha University
・University of Fukui ・Wakayama University
・Nara Institute of Science and Technology
・Hiroshima University
・Yamaguchi University

・Kagawa University
・Tokushima University

・Kyushu University
・Kyushu Institute of Technology
・Saga University
・The University of Kitakyushu
・Kumamoto University
・Kagoshima University

Using the knowledge and experience gained at
AIST, AIST researchers teach as guest professors
at graduate schools that have cooperationagreements with AIST. Within this program, AIST
also provides technical training to the graduate
students on the site of AIST. This program isdeemed to be part of the students' academic
degree programs.

・Kanazawa University
・Japan Advanced Institute of Science and Technology
・Kanazawa Institute of Technology
・Nagoya University
・Nagoya Institute of Technology
・Meijo University
・Daido University
・Aichi Institute of Technology
・Chubu University
・Gifu University

・Hokkaido University
・Tohoku University
・Tohoku Gakuin University
・Yamagata University
・Fukushima University
・University of Tsukuba ・Ibaraki University
・Utsunomiya University ・Gunma University
・Saitama University ・Chiba University
・Chiba Institute of Technology ・Nihon University
・The University of Tokyo ・Toho University
・Tokyo University of Science
・Tokyo Metropolitan University
・Tokyo Institute of Technology ・Sophia University
・Tokyo University of Agriculture and Technology
・Rikkyo University ・Aoyama Gakuin University
・Meiji University ・Waseda University
・Ochanomizu University
・Shibaura Institute of Technology
・The University of Electro-Communications
・Tokyo Denki University ・Tokyo City University
・Chuo University
・Nagaoka University of Technology
・Shinshu University ・Shizuoka University
・University of Yamanashi
・Yokohama National University
・Yokohama City University
・Kanagawa Institute of Technology
・Tokai University ・Kanto Gakuin University
・Niigata University of Pharmacy and Applied Life
Sciences

Innovation School
AIST Innovation School aims to train humanresources able to contribute to innovation.
To address increasingly complicated social issues,
we need to develop innovative technologies bycombining the ideas and technologies of AIST andexternal organizations. For this we need personnel
who can play a central role in collaboration. AIST
actively accepts postdoctoral researchers andgraduate students, and provides lectures and training
to learn and develop 3 skills: “research skills” thatare learned through scientific and technologicalknowledge in specific areas of exper tise,“cooperation skills” acquired through working withexperts in different fields, and “resourcefulness”
nurtured through communication, the ability todevelop one’s own career.
In FY 2020, we conducted lectures, seminars, andlong-term business training as part of the training
course of “human resources for innovation,” and 15
postdoctoral researchers completed the course. We
ran a half-year course on “basic research skills” asan education program for graduate students, and23 students completed the program of lectures,
seminars, and technical training.

Social gathering with seniors

31

●Curriculum of the Innovation School
1 Lectures and exercise at AIST

•Lectures on philosophy and research management
and on postdoctoral human resources expected bycompanies•Lectures on intellectual property, research ethics,
companies and industries•Lectures on research cases (of AIST), how to create
an innovative project, how to write papers•Exercise on skills in presenting research in ways thatcan be understood by people from different fields•Acquisition of business manners, communication
skills, how to develop one’s career2

Research at AIST•Working on research topics in laboratories•Experiencing research at AIST
3 On-the-job training with companies(2 months or more, part of the training course of“human resources for innovation”)•Research development activities, productization,
speed of technology development, importance of
cost awareness at companies•Experiencing teamwork, importance of collaboration
with other departments●Expanding the vision of young researchers
Through the lectures and training with companies,

students of the school commented that it broadened
their perspectives: “It was meaningful because I wasa b l e to h e a r v i ew p o i n t s th a t c ove r e d a ll f r o m
c o m p a n i e s , n a t i o n a l r e s e a r c h i n s t i t u te s , a n dresearchers,” “I was able to experience corporate
research firsthand.” New experience and broadened
per spectives brought the following comments:“Experience in an industry that deviates a little from my
own career may be needed to make innovation
happen,” ”I was specifically able to image work incompanies and can proactively continue my activities
with employment in mind.
Companies that have accepted trainees say that “Thestudents have excellent ability and they inspired our
employees,” or “We saw how they made an effort toachieve their goal.” The companies rate the trainees’
research capabilities and work attitudes highly.
Since the school star ted, 335 postdocs havecompleted the training course of “human resources forinnovation.” They have discovered their new potential
and are working in a variety of areas at companies,
universities, and public research institutions.

AIST Design School
This is said to be the age of VUCA (volatilit y,uncertainty, complexity and ambiguity), an age of rapidchange in which it is unclear what issues should be
addressed. In particular, there has been a huge change
in lifestyles since the beginning of 2020 because of the
COVID-19 pandemic, there are great expectations ofscience and technology, and technologies such as AI
and robotics have the potential to progress at speeds
beyond the capacity of humans to adapt to change.
Business too is moving from "what things should we
make?" to "why do we make things?" so that those
things can be considered worthwhile innovations. It has
become more difficult to launch new ventures.
I n t h e s e t i m e s , p r o c e s s e s l e a d i n g to s o c i a l
implementation of new technologies require speed
through agile development (smart development), which
is different from a traditional linear process fromo r i g i n a l i d e a t o R & D, f i e l d t e s t i n g , a n d t h e ncommercialization. Society, including AIST, must be
flexible in thought and not shackled by previous
successes, must have the space and time to improveits capacity to adapt to rapid change, and must seek
innovation while having the imagination to create newsocial systems. To respond to the requirements ofsociety described above, we opened the AIST Design
School in 2018 as a forum for AIST researchers andparticipants from business to cultivate the capabilities(competencies) mentioned above. In FY 2020, 46
students completed courses at the school (13 students
and 4 teaching assistants on Masters courses, 14 on
32

short courses, and 15 on single-session courses).
In FY 2020, with a view to preventing COVID-19
infections, the school quickly switched to 100% remoteteaching, and designed and employed a curriculumthat compares well with the offline teaching of previous
years. It has continued to receive requests for advice
and consultancy from companies, universities, andlocal governments in Japan.

A scene in online teaching (FY 2020)

●Competencies being cultivated•Insight skill: Identifying what you really want to doso you can envision the future by reference toyourself•Foresight skill: Looking beyond your own discipline
to envision an ideal future•C o - c r e a t i o n : C r e a t i n g n e w v a l u e t h r o u g h
discussions with others on visions of the future•P hronesis: Linking these thoughts and ideas tosocial implementations●Curriculum•C reative leadership training in a collaboration(concluded in December 2019) with KAOSPILOT in
Denmark, which is considered the most radical
business school•Future insight with a professor from Hitotsubashi
University•Design thinking with a professor from the Universityof Tokyo who taught for years at Britain's Royal
College of Art (RCA)•System thinking, art thinking, etc.
•Providing a venue for next-generation leadershipdevelopment to apply these kinds of thinking while
giving thought to social problems that af fect
residents, high school students and other people in
the neighborhood of AIST Kashiwa

Strengthening international collaboration
AIST is building a global network with prominent research institutes around the world, and is promoting
efficient and effective research cooperation through international collaborative research, workshops andseminars, and personnel exchanges which include dispatching and inviting researchers.

Increasing Global Presence
AIST has been raising its international profile not
only by conducting world-leading research but also
by strengthening collaboration with over seas
research institutes and through inter-organization
personnel exchanges. As an effor t to enhancecollaborative relations with overseas institutes, AIST,
together with RIKEN, organized the Ninth Global
Summit of Research Institute Leaders in October
2020. The purpose of this summit was to bring
together the heads of the world's leading research
institutes to discuss the future of science andt e c h n o l o g y, t h e r o l e o f e a c h i n s t i t u t e , a n dcollaboration among research institutes. The ninth
summit was attended by leaders representing 26
research institutes from 17 countries, who engaged invigorous discussion on the theme "MultilateralCollaboration during the COVID-19 Pandemic." AIST
was represented by President Ishimura, who in his
opening remarks spoke of the need for publicresearch institutes to cooperate with one another andtake the initiative to create new innovation for
effective measures to overcome the crises caused by
COVID-19.
In addition to sharing the effects COVID-19 has hadon their respective institutes, the representatives
recognized that, in order to move forward in these
unprecedented times, we must demonstrate tosociety the transparency of our research activities
and earn the trust of society through these research
activities.

A view of the summit

33

Strengthening International Collaboration to Address Global Issues
spread. AIST was represented by Kanayama Toshihiko,
Emeritus Advisor, who repor te d that in Japan,
environmental improvement for developing
technologies to tackle COVID-19 has been undertaken
as a government subsidized project.

AIST has concluded Memoranda of Understanding(MOUs) on comprehensive research collaboration with25 leading institutes representing various countries/
regions worldwide and is engaged in the developmentof international research networks. In accordance withthese MOUs, we aim to tackle global issues throughjoint research and personnel exchanges with overseas
research institutes.
At the same time, through international collaborative
research, workshops and seminars, and international
conferences, AIST is forming a global network with
influential research institutes in countries around theworld and is promoting efficient and effective researchcooperation. In light of the global spread of COVID-19
in 2020, we mostly conducted exchanges online. At"High Level Forum 2020 Edition," which was held online
in December 2020, we exchanged information on
examples of innovation and strategic approaches
adopted by the main science cities, R&D bases and soforth in different countries as the effects of COVID-19

Speaking at High Level Forum●LIST of MOUs●：Comprehensive MOUs ★：Specific MOUs (excerpts)
NorwayEU●Norwegian University of Science and Technology (NTNU)●The Foundation for Scientiﬁc and Industrial Research (SINTEF)●Institute for Energy Technology (IFE)●Joint Research Centre (JRC)

F in la n dGermany●Technical ResearchCentre of Finland (VTT)●Fraunhofer-Gesellschaft (FhG)●German Aerospace Center (DLR)★German Research Center for Artiﬁcial
Intelligence (DFKI)

Tu r k ey

Ne t he r l an ds★GeneralDirectorateof Mineral●High Tech Campus
Eindhoven (HTCE)UK

Mo n g o l i a●Ministry of Mineral
Resourcesand Energy(MMRE)

Research
and Exploration(MTA)★The University ofSheﬃeld

US A

RussiaSwi t z e r l and★Swiss Federal Laboratories forMaterials Science and Technology(Empa)

Ko re aTa i w a n

Computer Engineering,Technology and Science(INESC TEC)

Fr anc e●Industrial Technology Research Institute (ITRI)★Department of Natural
Resources Canada (NRCan)

Me x i c o★National Center for Metrology (CENAM)

Vietnam●Vietnam Academy of Science and Technology (VAST)

A u str ia★Geological
Survey ofAustria (GBA)

Geophysics
and Volcanology (INGV)●Centre National de laRecherche Scientiﬁque (CNRS)●Commissariat a lʼenergie atomiqueet aux énergies alternatives (CEA)★International Bureau of
Weights and Measures (BIPM)

Canada●National Research Council Canada(NRC)and Mineral Resources (KIGAM)★Korea Research Institute of Standards
and Science (KRISS)

Por t ugal

★National
Institute of

China●Chinese Academy of
Sciences (CAS)●Shanghai Jiao Tong
University (SJTU)★National Institute ofMetrology (NIM)★Korea Institute of Geoscience★Institute for Systems andI t al y●Sandia National Laboratories (SNL)●National Renewable Energy Laboratory(NREL)●National Institute of Standards andTechnology (NIST)●Paciﬁc Northwest National Laboratory(PNNL)★United States Geological Survey (USGS)★Russian Scientiﬁc Research Institutefor Metrological Service (VNIMS)

S i n g a po reTh a ila n d●Thailand Institute of★Agency for Science, Technology
and Research (A*STAR)

Scientiﬁc and TechnologicalResearch (TISTR)★National Institute of

B ra z i lMetrology (NIMT)

M ya n m a r

I n dia★Department of Geological
Survey and Mineral Exploration,
Ministry of Mines (DGSE)●Council of Scientiﬁc and Industrial

Research (CSIR)●Department of Biotechnology (DBT),
Ministry of Science and Technology

New Zealand★National Institute of Metrology,
Standardization and Industrial Quality (INMETRO)●The University of Auckland★GNS Science (GNS)

A u s t ra l i a●Commonwealth Scientiﬁc andIndustrial Research Organization (CSIRO)

as of March 2021

34

Accepting Foreign Researchers
To enhance cooperation with overseas research
institutes and to develop an international network of
researchers, AIST welcomes foreign researchers
from universities and research institutes around theworld. In FY 2020, a total of 439 foreign researchers
engaged in research at AIST.
By region, researchers from Asia accounted formore than 70% of the total, followed by Europe.

See page 53 for more details ▶︎Because of the global spread of COVID-19 in FY
2020, the numbers of technical trainees and foreign
researchers accepted were smaller than in typical
years. Through efforts such as conducting training
online, we worked to overcome the constraints of
distance and cooperate with research institutions inother countries.

A New Style of Cooperative Research (Online Visit)
A new kind of overseas visit: the launch of
Online Visit
In light of the COVID -19 pande mic, AIST is
promoting R&D to prevent infection and stop the
spread of COVID-19. At the same time, AIST is
pursuing a number of work reform initiatives tosmoothly continue work under the constraintsof counter-infection measures. With regard tointernational collaboration, travel to and fromother countries has become difficult. As aresult, oppor tunities for people to learn about
AIST have been greatly reduced. Under thesecircumstances, as a trial, we launched an online
visiting service (Online Visit) in March 2021. Thiss e r v i c e p r ov i d e s ove r v i ew s of A I ST a n d o u r
research achievements to staff members of publicorganizations (research institutions, governments,
public benefit corporations, etc. ) and university
students. Currently, research achievements thatare of interest to the visitors can be selected from15 topics relating to AI and information technology,
life science and biotechnology, materials, robotics,
electronics, manufacturing, energy and environment,
and standardization. These are not one-way video
transmissions but interactive programs including
presentations and question-and-answer sessions
with staff of the Global Collaboration Office.
Along with accepting applications for the service
on the AIST website, we have sent information
regarding the said service to research institutions invarious countries with strong ties to AIST, as well as
to universities with records of previous visits to AIST,
and received many queries in response .
Recently, staff of an embassy in Japan who took
part in an Online Visit showed great interest andasked enthusiastic questions about the achievementsof AIST in developing technologies to counter
COVID-19 and in printed electronics (i.e., creating
electronic circuits with printing technologies).
We will continue to periodically update and expand
the content of the program.

https://unit.aist.go.jp/colpla/go2020/en/online_visit.html

35

AIST and It’s Staff
Human rights
A wide variety of people work at AIST in addition to executives, permanent employees and contract
employees, including temporary employees, visiting researchers, technical trainees, contractors, visitors
participating in industry–academia–government programs, and visitors participating in international
programs. Everyone performs their duties with the awareness that it is important to have an attitude ofrespect and support for each other, regardless of title or position.

Protecting Human Rights in Research
AIST conduc ts e rgonomic re search involving
human subjects, and medical research carried out incompliance with our Ethical Guidelines for Medical and
Health Research Involving Human Subjects. Medical
research at AIST consists of applied biomedical
engineering experiments and experiments with humanderivative samples.
In FY 2020, we implemented 190 research projects
involving ergonomic experiments, 114 research
projects involving experiments with human derivative
samples, and two research projects involving appliedbiomedical engineering experiments.
Regarding an ergonomic experiment, theexperimental protocol is reviewed by the Committee
on Ergonomic Experiments, which consists of external
members, in accordance with the Declaration of
Helsinki* to ensure the safety and scientific validityof the experiment. Likewise, a medical researchexperiment is reviewed in accordance with ethicalguidelines by the Committee for the Ethics on the
Applied Biomedical Engineering and Technology andthe Committee for the Ethics on the Experimentswith Human Derivative Samples. In addition, we have
the Conflict-of-Interest Management Committee
for Medical and Health Research Involving Human
Subjects in place, which examines solely conflicts ofinterest in medical research. This committee reviewed
five cases in FY 2020.
When an experiment is performed, its participants
are given thorough oral and written explanations of thedetails of the experiment and of their right to revokeconsent. In this way, we ensure that their human rights
and dignity are protected.

* Subtitled “Ethical Principles for Medical Research Involving Human Subjects,” this is a code of conduct regarding human subjects adopted by the 18th World
Medical Association General Assembly in Helsinki. Medical researchers have established this rule to regulate themselves with regard to medical research
involving human subjects.

Harassment Prevention
Harassment stains a person’s personality and hurts
the dignity of the person being harassed and causes
emotional distress and disadvantage. Not only the
person harassed but also those who learn of thepresence of harassment may suffer from reduced
motivation to work, and it may lead to adverse effects
on the results of research. AIST has internal rules inplace and provides training to make the workplace freeof harassment.

●Harassment prevention measures•A IST has in place rules for handling workplaceharassment and sexual harassment and has definedprocedures for the prevention of harassment.
•AIST provides counselors placed at AIST work sites
with training on how to prevent harassment andprovide counseling for harassment victims. We also
held a seminar targeting all employees to re-recognize
the need to prevent harassment.
36●Counseling system
Each site has workplace harassment counselors.
The counselors work to counsel, investigate, andmediate so that harassment victims are not distressedand suffer alone as a result of their experience. If theline of management or a counselor cannot address aharassment issue, it is possible to file for the recovery
from the disadvantages suffered. In this case, theCompliance Promotion Committee reviews the issue
and recommends the appropriate actions, which arethen taken.
In addition, we create an environment that helps
harassment victims to seek counseling. We also
provide email and telephone counseling by industrial
physicians or external organizations to protect people’s
privacy.

●Training programs provided on harassment in FY 2020
Training program

Trainees

Objectives

Number of trainees
in FY 2020

New Employee Training

New AIST employees

A s p a r t of t r a i n i n g i n t h e a t t i tu d e s , b a s i cknowledge, and skills required to perform theirwork, par ticipants learn the basics ofharassment issues and harassment prevention.

98

e-learning training for
employees

Permanent employees, contract
employees

As part of their learning of the basico r g a n i z a t i o n a l e t h i c s a n d r u l e s o f A I S T,
participants learn the basics of harassment
issues and harassment prevention.

7,030

Harassment Counselor andSexual Harassment
Counselor Training

Harassment counselors

Participants learn the harassment prevention knowledge
and skills required by counselor s. These include
face-to-face counseling techniques based on lectures.

119(viewing number)

Harassment Prevention
Seminar

AIST employees who wish toattend the seminar

Participants learn the basics of harassment
issues and harassment prevention.

459(viewing number)*including e-learning training forforeign researchers in English●Flow of the counseling process
Person who seeks
counselingCounseling

Third person

Interviewas needed

Interview and adviceCounselors (more than one)
ReportingExternal specializedorganizationCounseling

ReportingIf a consulter wishesInterviewas needed

Instruction
Decision

Office manager (director-generalof a regional research base)Lawyer / Specialist physician /External expert

Counseling

Office oflabor

Employee who is deemed
to be the offendercollaboration

Supervisor(superior)

Guidance
and advice

Offender*Those who seek counseling can include people other than the employees involved (i.e. they can be the employee who is deemed to be the offender,
the employee who is deemed to be the victim, or someone else, such as a colleague or supervisor).
*Counseling can be sought by means of a face-to-face meeting, telephone call, email, letter, or fax. (contact by email or telephone with external
specialized organizations)*Seeking counseling causes no disadvantage.
*Adequate consideration is given to the protection of privacy, and any information acquired in the course of counseling is kept strictly confidential.

Hiring Fixed-term Employees through Open Recruitment at AISTThe work conducted by AIST’s headquar tersorganizations and operating units includes routine
work such as purchasing, asset management, andemployee benefit management which can be done
more efficiently by engaging highly experienced
employees.
A skilled contract employee and a temporar y
employee who have been working at AIST fora cer tain period of time can be candidates for
employment by AIST under the fixed-term regional
employment system (i.e. employing administrative
staff who are not transferred from one region toanother). AIST has hired 53 people in total, and these
employees have been working at the headquartersorganizations and operating units. We receive dozens
of applications each year, and in FY 2021, we hired 8
people.
The employees can work for up to 2 years, yet they
have a chance to be hired as permanent employees
based on evaluations of their work performance.
8 employees have been rehired as permanent
employees in FY 2021. AIST will continue to hire fixedterm regional employees to support research anddevelopment, innovation, and other activities.
37

Diversity
AIST aims to provide a working environment that embraces the values and ideas of employees with diverse
attributes, including gender, age and nationality.

Activities of Intellectually or Developmentally Challenged Teams
AIST has set up Challenged Teams, made up of people with intellectual challenges and developmental challenges,
at AIST Tsukuba, AIST Chubu and AIST Kansai. Each year, with reference to regional minimum wages, these people
are employed on contracts at wages above the minimum wage for the region. They perform clerical support work,
environment improvement work and the like with the support of instructors.

●AIST Tsukuba
The AIST Tsukuba Challenged Team, made up of 13
members and four instructors, assists with clerical work
and improves the working environment. Upon requestfrom departments of AIST Tsukuba, the members
carry documents between offices, shred discarded
printouts, clean and recycle binders, and clean lecturerooms and sidewalks. They make eco-friendly bags
from old newspapers and small eco-friendly bags
from geological maps, and distribute them at training
sessions for new employees and at the AIST Tsukuba
Open House event. At the end of the year, they hold areview meeting to reflect on their activities and set new
goals. The team hopes to spread its activities and will
try new tasks.

●AIST Chubu

Sidewalk cleaning

At the end-of-the-year review meeting

The AIST Chubu Challenged Team currently has fivemembers and one instructor. After taking preventive
measures against Covid 19, the team assists clerical
work and engages in beautifying the environment. It
regularly conducts cleaning and weeding the premises
outdoors, activities indoors such as cleaning meetingrooms, collecting, sorting, and recycling used paperand cardboard and transporting copy paper. The team,upon request from departments, also do unscheduled
work such as sorting stockpiles in the emergency
supplies storehouse and setting up the examination
room for medical examination.
Sorting stockpiles for emergency●AIST Kansai
T he A IST Ka ns a i Cha lle nge d Te a m p re se ntly
comprises one member and one instructor, assistingclerical work and working to beautify the premises. It
contributes to maintaining trees and vegetation thereby clearing weeds with a weeder, cutting high deadbranches with a tree trimmer, and doing other tasks
using various machinery and tools. When it rains, themember chiefly cleans the windows, mops the floors,and shreds discarded documents, in the buildings.
In addition, upon request from departments of AIST
Kansai, the member helps out with various other tasks.
Weeding the premises

38

Collecting old magazines

Measures to Promote Diversity in the Fifth Medium- to Long-Term Plan See pages 54–55 for more details ▶
Measures to promote diversity in the Fifth Medium- to Long-Term Plan (April 2020 to March 2025) were stipulated
in March 2020. Activities in FY 2020 are shown in the table below.

MeasureAchievingWork–life
Balance

Actively
promotingfemaleemployees andexpanding theemployment offemaleresearch staff

Recruiting andsupport for
onboarding
and work offoreign
researchers

Careerdevelopment

Comprehensive
promotion ofdiversity

Goal

Main outcomes in FY 2020

To promote measures to support
work–life balance and create a work
environment so that everyone
working in AIST can work in a waythat balances work with life and thatmoderates career interruptions
resulting from life events.

• We are continuing to provide a teleworking system for working at home to support
childcare, which was used by 22 employees (9 men and 13 women).
• We expanded those eligible for teleworking as an emergency measure to prevent the
spread of COVID-19.
• We investigated the extension of the teleworking system as a new way of working.

To embed attitudes unconstrained byestablished ideas of gender roles, topromote the provision of workplaceenvironments that enable both men andwomen to conduct their childcare, andto widely adopt measures that support
work–life balance.

• We held online work–life balance (WLB) lunch meetings (4 on childcare, 1 on nursing care,
1 on the support system for hiring supplemental staff).
• We worked on providing information and spreading awareness in the Institute of systemsof childcare leave, etc.
• We were accredited under new standards for the Next Generation certification "Kurumin."To spread awareness in the Institute andimprove the childcare and nursing care
support systems as required to meet theneeds of employees during maternity
leave, during childcare leave, during
nursing care leave, and after returning towork.

• We held online WLB seminars (148 participants) and subsequently streamed theseminars (538 views).
• Seven people were supported by the support system for hiring supplemental staff (5supported for childcare, 1 supported for nursing care, and 1 supported for childcare
additionally).
• We conducted a diversity promotion survey and learned that many staff want to know
more about support systems and want easy access to advice.

To support the promotion of female
managers, to step up measures toimprove staff motivation, spread
acceptance, and improve theworkplace environment• The proportion of female managers was 5.8% (22/380) at the end of March 2021.
• We held a cross-industry social event (with two presentations from a researcher and atechnology administrator) as part of MEXT's development support program for science
personnel, "Initiative for realizing diverse research environments (collaboration type)."

To proactively advertise to employ
female research staff and to step up
measures in accordance with thesituation in each research domain• We arranged informal meetings and lab tours with female researchers at AIST for female
graduate students and postdocs (27 participants from universities around Japan) andheld online events for female middle and high school students.
• We participated in nine events at the invitation of universities and academic societies,
giving introductions to research jobs and AIST.
• 106 women applied for research posts in response to advertisements in FY 2020.

To maintain the proportion of
women in research posts at or
above 18% over the five-year period

The proportion of women appointed to research posts (new entrants) in FY 2020 was
22.2% (18/81).

To raise foreign researchers'
awareness of AIST by providing
information to foreign researchers
on a public English website tosupport the recruitment andintegration of excellent foreign
researchers• Information provided on the public English website was updated and the generalemployer action plan was translated to English and publicized.
• The proportion of foreign employees (foreign nationalities) recruited to research posts in
FY 2020 was 22.2% (18/81).

With AIST International Center (AIC)
focusing on residence and living
support services for foreign
researchers, to understand theneeds of regional research bases
and, in cooperation with theappropriate departments, holdseminars in English on work in theInstitute, etc.

• We launched an internal portal site explaining the Institute's administrative procedures in both Japanese andEnglish.
• We developed an app (starter kit) within the Institute to give guidance on various procedures to new appointees.
• We trialed the introduction of machine translation to English for internal announcements from the systemadministration department.
• AIC collaborated with relevant departments to give foreign researchers seminars in English (two, courses on
Japanese, and information announcements for foreign staff (12 monthly newsletters).
• 170 consultations on various subjects and 12 inquiries about the Ministry of Justice's points-based preferential
immigration system for highly skilled foreign professionals.

To provide career counseling andlectures by experts, a mentor
system, and consistent support
from career path design to careerdevelopment so that eachresearcher can take a positive
approach to their career• Lectures on diversity were included in internal training at different levels (new employee
training and unit manager training).
• One person took mentor training overseen by Ibaraki Prefecture.
• Career development support training was given online (two sessions). Staff at regional
research bases and staff in circumstances that make personal attendance difficult wereable to participate.
• Career counseling (92 sessions); due to the effects of COVID-19, face-to-face counselingwas difficult and was suspended for some periods.

To prepare suitable workplace environmentsfor people with disabilities, to promote thehiring of people with disabilities and comply
with statutory employment rates, and tosupport people with disabilities to be active
members of society• The number of employees with disabilities was 133.4 out of 5337, achieving the statutory rate of
2.5%.
• A study session on improving understanding of visual disabilities in office environments was held.
• We installed collision prevention mirrors (in corridors) and chairs with armrests for people withdisabilities (in break rooms).
• Security tokens for smartphones and tablets were adapted for people with visual disabilities.

To nurture awareness of diversity
throughout the Institute to promote
acceptance and understanding ofpeople with diverse genders, ages,
nationalities, etc.

We surveyed measures concerning sexual diversity (LGBT) in companies and universities,
held a study session in the Institute, and prepared the ground for consideration of future
measures.

Guided by the Diversity Promotion
Committee, to apply the PDCA cycle
to promotion measures, consider
necessary policies, and build
awareness of diversity• Online explanations of the helper employment support system were given in Japaneseand English(18 people were identified for support in FY 2021).
• A survey on diversity promotion was conducted (adding three items on career support).
Awareness of appointments of female managers and familiarity and satisfaction withwork–life balance support systems were compared with the previous year to ascertain thecurrent situation.

To contribute to the Diversity
Support Office (DSO) as a key
member organization and sustain
cooperation with otherorganizations• Together with the University of Tsukuba and IBM Japan, we continued activities in linewith MEXT's "initiative for realizing diverse research environments (collaboration type)."• We continued to coordinate the activities of a diversity support network (DSO) of 20
research and education institutions in Japan, exchanging information such as casestudies and improving internal systems.

39

"Kurumin" Accreditation: Certification for Companies Supporting Childcare
In January 2021, AIST received the "Kurumin" (newstandard) certification for companies supporting childcare.
This certification recognizes that we have met certain
requirements such as drawing up and implementing anaction plan to balance the work of staff with childcare inaccordance with the Act on Advancement of Measures
to Support Raising Next-generation Children (the Next
Generation Act). This is the second time we have received
the Kurumin certification since we attained it in October
2014 with a second edition of the action plan. Since
then, AIST has worked to provide workplace conditions
that enable a balance between work and childcare andhas produced initiatives such as improving systems forchildcare and spreading information on how to use thesystems. The new standard also calls for the promotion ofwork–life balance, by reducing work hours, encouraging
childcare participation by male staff, and so forth.
The current fifth edition of the action plan includes
initiatives to make it easier for both men and women to takechildcare leave, encourage the provision of conditions thatmake return to the workplace easier,and make long vacations possible inthe summer and winter. In particular,
to achieve work–life balance, we areproactively spreading information tostaff to enable initial steps in changing
ways of working and taking leave.

Safety and health
As would be expected in laboratories, AIST uses substances and equipment that may affect the human healthand the environment, such as various chemical substances, high-pressure gases, radioisotopes, geneticallymodified organisms, nano-materials, laser equipment, and various experimental equipment. Accordingly,
AIST creates a work environment in which all people working there can do so in a safe and healthy manner.

Occupational Health and Safety●S afety and Health Committee meetings andsite meetings of AISTThe Safety and Health Committee meetings attended
by labor and management representatives are held
monthly at each AIST site and research base to discuss
health and safety issues. Representatives from each
AIST department at the base discuss safety and healthissues at other monthly site meetings. The results of themeetings are communicated to all employees throughdepartmental safety and health meetings and the like.

●Establishment of Safety and Health Guidelines

Safety and Health Guidelines set out a code ofsafety conduct, including precautions when handlinghazardous chemicals and high-pressure gas cylinders
and performing experiments, in accordance with ourCharter of Environment and Safety.
Serving as the basis for employee safety educationand for laboratory work, these guidelines are reviewed
and revised annually, in addition to amendments whenneeded. In FY 2020, the following revisions were made:1 W
 e made an industrial waste discharge manualand made mandatory to place designated labels on
separated waste containers for proper discharge ofindustrial waste.
2 T
 o prevent harmful incidences by poisonous anddeleterious substances, the record retention period
and checking method of specialized key management
were reviewed and the roles of directors of units
and managers of chemicals were clarified. Thus, themanagement system was strengthened.

40

See page 56 for more details ▶︎●Emergency preparedness

AIST conducts disaster, fire, and other security drills
so that we can promptly respond to emergencies
such as disasters and accidents, thereby minimizing
damage.
To ensure a means of communication with our
regional research bases nationwide in the event of adisaster, we also conduct emergency communication
drills using emergency radiotelephones installed atthose bases. In addition, our research bases take partin the Japan Meteorological Agency’s earthquake early
warning drills that use its Earthquake Early Warning
system. When participating therein, we simultaneously
perform safety confirmation drills in preparation
for a major disaster, using our safety confirmation
system.* As part of preparedness for disasters such as
earthquakes, we stockpile food, rescue equipment, andother emergency supplies, which are inspected andrefreshed on a regular basis.

* In the event of a disaster, the safety confirmation system sends
bulk safety confirmation emails to executives and employees. It
automatically collects the results and displays them on the web.

●Preventing occupational accidents
In the event of a work-related accident, aninvestigation and analyses are conducted to determine
the cause. The relevant work is put on hold until
recurrence-prevention measures are implemented,
and information on the accident is communicated to all
employees to prevent similar accidents.
AIST holds a Safety Management Report Meeting
every morning connecting Environment and SafetyHeadquarters, AIST Tokyo Headquarters, regional
research bases, and 19 sites at AIST Tsukuba by
a web conference system to share information on
accidents and near-miss incidents. The aim is toshare details of recurrence prevention measures andthus improve safety and health.
FY 2020 saw a decrease in the number of total
cases including accidental falls compared to FY
2019. However, there were 3 cases of exposure
to chemicals and gas. To address this situation,
we provide safety education to make sure thatproper protective equipment is worn, prepare work
procedure manuals and risk assessment for highrisk tasks, and enhance sensibility by conducting risk
prediction activities to foster safety culture.

●Safety education and support for license acquisition

AIST accepts many researchers, engineers andstudents from businesses, universities and the likefor cooperative research, technical training and soforth. With a view to preventing accidents, AIST
runs a number of safety training programs andclasses, both for employees and for visitors fromother organizations. Safety education provided
when employees are hired and when there is achange in work details is managed by an internalsafety education management system, which allows
participation history and program contents to bechecked as needed. To enhance awareness of safety,
a summary of information on incidents and safety andhealth management rules is streamed online every

month, and all employees are required to watch. To
broaden learning opportunities, an e-learning system
is used in parts of the safety training for life science
experiments.
T h o s e e n g a g e d i n a n i m a l ex p e r i m e n t s a n drecombinant DNA experiments take e-learningc o u r s e s , a n d th o s e e n g a g e d in ex p e r im e n t s
wi th hu m a n d e r ivative s a mp le s, a n d a p p lie dbiomedical engineering experiments, and ergonomic
experiments take eAPRIN or ICRweb, educational
programs of fered by public institutions. AIST
requires all those engaging in experiments to receive
educational training before planning of the experimentand during execution of experiment each fiscal year,
and thus they acquire necessary knowledge and wayof thinking for drawing appropriate experiment plans
and for conducting experiments.
AIST has made it compulsory for those responsible
for hazardous chemicals in quantities exceedinga given amount to obtain a Hazardous Materials
Engineer’s License, and for those handling highpressure gas recommends them to take highpressure gas safety courses or to obtain a License forManager for High-pressure Gas Safety. In this way,
we are committed to improving safety management in
our laboratories. Also, we actively support employees
in acquiring licenses. For example, we host a courseon the skills required for a Health Officer’s License
and a course on the skills required for a Chief
Technician's License for Using Organic Solvents.

Health Management and Mental HealthGeneral and special medical examinations are
performed in spring and autumn every year. We
strive to increase the percentage of employees who
undergo medical examinations by raising awarenessthat they are required to take these examinations,
including health screening. As follow-up care after
medical examinations, an industrial physician
and industrial health staff provide health advice.
We provide support to improve the performanceof individual employees and AIST as a whole bydetecting and preventing employees’ health disorders
and illnesses in their early stages.
To a d d r e s s m e n t a l h e a l t h i s s u e s , we h ave
developed a unified Mental Fitness Program inaccordance with the directives and guidelines ofthe Ministry of Health, Labor, and Welfare. Four
programs based on the Mental Fitness Program
are implemented in a continuous and planned way.

See pages 56–57 for more details ▶

They focus on (1) self-care; (2) line care throughimplementation of education and training andseminars; (3) care by in-house industrial health staff
and others through face-to-face counseling with anindustrial physician and industrial health staff andsupport in returning to work; and (4) care by external
resources through the use of external mental healthorganizations.
We use a stress check system (once a year) to
encourage awareness of stress situations of staff
and to promote workplace improvement to create
a comfortable workplace. By doing this, we aremaking efforts to strengthen measures to prevent
staff from suffering mental health disorder. For theentire AIST, the average stress score has been lower
than the national average since the stress check was
introduced.

●Outline of return to work program
Submission of
medicalcertificate forabsence fromwork

Start of leave ofabsence fromwork

Care during absence andfollow-up during preparation for
return to work
●Monthly meeting with an industrial
physician●Implementing return-to-work plan *Return to work

Follow-up after return to work
●Meeting with an industrial physician
twice a month (for 6 months)*Depending on the length etc. of absence from work

41

Community Involvement
FREA and the Local Community: Supporting Reconstruction with Clusters of New Industries
Prompt, large-scale deployment of renewableenergies such as solar and wind power is required as
one of the keys to solving worldwide problems suchas global warming. However, there are still numerous
problems to be addressed with many forms ofrenewable energy, such as fluctuations over time andregional variations, and resulting difficulty of use andhigh costs. The Fukushima Renewable Energy Institute,
AIST (FREA) is conducting activities with the missionsof becoming a global innovation hub that solves these
problems, hastens the large-scale deployment of
renewable energy, produces original renewable energy
technologies, and contributes to the regeneration of theregion hardest hit by the 2011 Tohoku earthquake andtsunami disaster.
Accordingly, FREA is conducting activities to create
new industries both by making use of researchoutcomes and by supporting industrialization andcommercialization of technological seeds for renewableenergy from businesses in the disaster region. For
example, the research equipment and knowhow of
FREA are being utilized to evaluate the capabilities
of technologies and products being developed bybusinesses, and new products based on technology
seeds from businesses are being cooperatively
developed. So far, we have conducted support projects
with more than 200 businesses. Industrializationand commercialization have resulted from over 60of these projects, such as field testing of protective
circuit equipment for preventing abnormal heating ofsolar cells, and geothermal energy storage evaluation
technologies for properly evaluating resources andreducing development risks of hard-to-develop
geothermal energy sources such as supercritical
geothermal energy and sources in mountainous
regions. Through these projects, we have created new
employment for around 100 people and made great
contributions to supporting regeneration.
Each year since opening in 2014, FREA has heldan open house event with a strong awareness of
its links with the region, to promote knowledge andunderstanding of FREA's activities among a broad
spectrum of the region's people. We have conductedactivities to embed the event in the regional community
by, for example, inviting local high schools, universities,
and organizations set up exhibits, and with thecooperation of education committees, distributing
publicity leaflets to elementary schools in the region.
In 2020, as a measure against COVID-19, the open
house event was only held online for the first time. We
gave virtual tours and streamed videos of experiments,
which were enjoyed by many people, particularly familygroups.
As well as propagating the results of its research,in the future FREA will strive to distribute accessible
information so that technologies and knowledge
relating to renewable energy will reach more people.

●Permanent exhibit, the "FREA 360º virtual tour," opening up facilities that cannot be opened for normal visits
https://www.fukushima.aist.go.jp/v_tour/360/

Screenshot of the 360º virtual tour

42

An elementary school student taking the 360º virtual tour

Introducing "Association for PErsons concerning Technology": Open Innovation with Regional Industries●Introduction
At AIST Kyushu, the "Environmental measurementa n d s e n s i n g s y s t e m s c o n s o r t i u m ," a n A I S T
consor tium mainly aimed at companies in the
Kyushu region, was launched in 2005 with thegoal of providing solutions to various problems
affecting the sites of companies through cuttingedge measurement and diagnostic technologies.
The consortium's efforts included various teachingactivities and cooperative research proje cts.
After two reorganizations of the consortium, the"Association for PErsons concerning Technology"(APET) was founded in September 2020 (with 38
corporate members and 75 individual members asof August 2021). The association aims to promote
more multilateral collaboration with a range oforganizations—including companies, public testing
and research institutions, support agencies andregional universities—to manage solutions to diverseand complicated industrial and social problems, andaims to develop open innovation originating from sites
in the region.
It will p rovi de a ve nu e fo r va r iou s k in d s of
networking through information exchanges andtours of universities, support agencies and the likein Kyushu and Okinawa, sharing information on AIST
technology seeds with the corporate members andon other topics provided by corporate members.
Through activities at this venue for discussion, theassociation seeks to clarify the issues affecting
corporate members, provide hints of ideas forcompanies to develop new products, inspire newinter-company collaborations, and suppor t thediscovery of clues to solutions.

●Hosting the kick-off lecture meeting
The association held a kick-off lecture meeting
online on November 26, 2020. The many attendees
were given an introduction to APET, an overview ofprojects at the AIST Sensing System Research Centerin Kyushu, examples of projects at companies, andexamples of collaboration from a laboratory at Saga
University. The attendees provided suggestions
for themed events and lectures, engaging online

activities and such, and specific requests for future
topics.

●Specific activities•Distributing information on technology seeds fromAIST
The association plans to introduce technology
seeds and collaboration examples from AIST
throughout Japan at "delivery symposiums" (to beheld online for now) about three times a year, to help
corporate members learn about and make use ofwhat AIST does to solve their problems (current plans
are for symposiums in Kumamoto and Kagoshima).
• Agile webinars on topical issues
The association plans to hold several lecture
meetings appropriate to the moment and the wishesof members. We are planning to introduce topics inagile webinars that focus on particular topics and to
hold online discussion meetings.
• Introducing case studies of corporate members andintroducing university laboratories
The association will provide a venue for exchanges
of information and discussions between corporate
members. Corporate members will provide casestudies of company projects, descriptions ofissues such as technology seeds and needs, andcompany introductions. University labs will provide
introductions to technology seeds, tours, and casestudies of collaboration with business.

●Joining APET
For now, APE T is mainly planning activities
online as a measure against COVID-19. Even inthese circumstances, we are providing a venue
for all members to exchange their latest ideas andconcerns, and we are conducting activities that may
help solve problems and promote open innovation.
We recommend anyone to join APET, we will beglad to meet new businesses and university labs,
and we will enthusiastically use opportunities tospread our research outcomes and inspire social
implementations.
APET: https://unit.aist.go.jp/kyushu/apet/index.html●Venues to support business collaborations with various organizations

University lab introductions

Public institutes

Universities

Company C

Company introductions and tours
Explaining needs and issues

New ideas, insights, clues to solutions

Developing new products

Projects and commercialization

Collaborative lecture meetings

Company A Company B

Activities

AIST

Generalcoordination

Introducing seeds from AIST
Lecture meetings(collaborating with industrial support agencies etc.)

Venues inspiring new ideas and collaborations

Collaboration

KICC (Kyushu Innovation Creative Conference)

43Basic Information about AIST
Future Outlook
Under the banner "Create the Future, Collaborate Together," AIST is pursuing research activities to give theworld technologies that can enable a sustainable society, address social problems, and generate economic
development.

Policies of the Fifth Medium- to Long-term Plan
Introduction
Looking at the world today, we see a major changewith the digital transformation spreading throughall a sp e c ts of so ciet y tha nks to te chnolo gic aldevelopments and social implementations of theInternet of Things (IoT), big data, AI, and so forth. It is
becoming possible to produce previously unseen newvalues and services that can link all people and thingsand share many kinds of knowledge and information;d i ve r s e n e w b u s i n e s s m o d e l s a r e a p p e a r i n g .
Meanwhile, Japan is facing various social problems
such as energy and environmental constraints, an aging
and shrinking population, disaster prevention, and now
COVID-19. Solutions to these problems are strongly
needed. AIST commenced the Fifth Medium- to Longterm Plan (FY 2020­– FY 2024) in April 2020 with a view
to addressing social problems. In FY 2020, AIST further
promoted strategic research and development andstrategic research management to contribute to solvingsocial problems as “solutions to social problems using
the comprehensive strength of AIST.
In FY 2020, to "make use of the collective strength of
AIST to solve social problems," we made progress inpromoting strategic R&D to help solve social problems
and promoting strategic research management.
To "improve bridging to contribute to stronger
economic growth and industrial competitiveness,"
we made progress in promoting focused R&D tostrengthen industrial competitiveness, using the
Cooperative Research Laboratories and OIL as hubs forcollaboration and synergy between multiple research
institutions and businesses, promoting innovation in the

See pages 04-07 for more details. ▶︎regions, strengthening the creation and support of AIST
technology transfer ventures, improving our marketing
ability, enhancing strategic intellectual proper ty
management, and publicity activities.
To "develop infrastructure to support the innovation
ecosystem," we made progress in creating even more
technology seeds with a long-term perspective, further
strengthening standardization activities, providing andencouraging more use of intellectual infrastructure, andnurturing personnel who can contribute to improved
technology management.
Fo r "c o r e, p i o n e e r i n g i n s t i t u te m a n a g e m e n t
maximizing the outcomes of R&D," we have madeprogre s s in our role a s a D e signate d National
Research and Development Institute in improving andaccumulating technological intelligence, contributing tonational strategies, driving national R&D projects, andpromoting international cooperative research.
Issues that have come to the fore in pursuing these
activities include, for example, the following.
In order to produce research outcomes at a worldleading level, unleashing the collective strength of AIST
under the leadership of the president is important.
Organizational governance must be made more
efficient. Management must strike a balance withlimited resources to drive solutions to social problems
and bridging research while not leaving basic researchunderstaffed to ensure that basic research strengthis not weakened over the long term. The review oforganizational governance structures conducted in
April 2021 is one measure to tackle these issues.

Basic policy for the Fifth Medium- to Long-term Plan
In the Fifth Plan, AIST has taken up the mission of producing world-beating innovation that solves social problems andcontributes to stronger economic growth and industrial competitiveness. We will make particular efforts focused on thefollowing three themes.

Ⅰ. R&D that spearheads innovation for solutions to social problems
Ⅱ. Strengthening the innovation ecosystem through improved bridging
Ⅲ. Developing infrastructure to support the innovation ecosystem
To maximize the outcomes of these efforts, we are working on pioneering laboratory management as a DesignatedNational Research and Development Institute, enhancing and accumulating technological intelligence, and contributing
to national strategies.

44

Ⅰ.R&D that spearheads innovation for solutions to social problems●Promoting strategic R&D that contributes tosolving social problems
A IST i s ex p e c te d to p ro du c e b re a k th rou g hinnovations that address social problems such asenergy and environmental constraints, declining
birthrate and aging population, and natural disasterprevention and to contribute to sustainable economic
growth and stronger industrial competitiveness. In
response to these expectations, AIST aims to build
a sustainable society—featuring zero emissions,a resource circulation economy, and health andlongevity—and to meet the sustainable development
goals (SDGs) through our R&D initiatives andactivities.
Particularly to achieve the SDGs, we have specified
three social problems that should be addressed:
response to energy and environmental constraints;
measures for declining birthrate and aging population;and contribution to resilient country and preventionof disaster. The whole institute will work on strategic
research projects to contribute to solutions to thesesocial problems. Furthermore, we will continue to takemeasures to combat COVID 19. Synergistic initiatives
beyond the scope of existing research departments
will be needed for these solutions. As a system forall parts of the institute to work on research, we aresetting up integrated research centers and integrated
research laboratories.
1 eveloping fundamental technology forD
sharp reduction of greenhouse gas

Setting the Global Zero Emission Research Centeras a hub, we promote fundamental research on
innovative environmental technologies to achievegreenhouse gas reduction targets. By implementing
demonstration research such as massive introductionof renewable energy, we are working to achieve azero-emission society.
2D eveloping advanced resource ut ilizat ion
technologies and system evaluation technologies
for resource circulation economy

With Resource Circulation Technology ResearchLaboratory as a core laboratory, we aim to movebeyond a resource consumption society and builda resource circulation society. We develop recycling
technology of functional materials, resource recovery
technology of carbon dioxide and nitrogen oxides
originating from functional materials production, andtheir evaluation technology.
3

D eveloping the technologies to evaluate,
restore and manage the environment tobalance utilization of natural resources andenvironmental conservation

With the Research Laboratory on Environmentallyconscious Developments and Technologies (E-code)
as a core hub, we develop and combine relevant
technologies to evaluate and monitor environmental
impacts as well as to repair and manage theenvironment. We aim to improve the quality of humanS p e c i f i c a l l y, a s r e s p o n s e t o e n e r g y a n de nvironme ntal constraints, we develop ba sic
technology for sharp reduction of greenhousegas, advanced utilization technology of resources
and system evaluation technology for a resource
circulating societ y, environmental evaluation,
re storation, and manage me nt te chnology fore nv i r o n m e n t a l c o n s e r va ti o n a n d h a r m o ny ofdevelopment and utilization.
As measures for declining birthrate and aging
population, we develop technology that contributes
to improvement of labor productivity and skill
development and transfer in all industries, nextgeneration healthcare services that use advanced
technology that fits into daily life, and develop highquality, highly functional, high-precision medical careand diagnostic technology that improves the qualityof life.
As contribution to resilient country and preventionof disaster, we develop technology for innovative
inte gr it y inspe c tion a nd prolonging of life of
infrastructure for a sustainable safe and securesociety. As measures against COVID 19, we will doresearch and development that links to measuresagainst infectious diseases and formulation of action
guidelines.

life bringing human activities such as development
and utilization of natural resources that support
society and industry into harmony with environmental
conservation.
4D eveloping technologies for improving laborproductivity and facilitating skill development
and transfer in all industrial fields

A decrease in labor population due to decreasing
birthrate and aging population is one of the key
challenges in Japan. Industrial Cyber-Physical
Systems Research Center and collaborating research
units in AIST aim to provide solutions to this issue
by integrating AI, robot, and sensor technologies sothat machines can coordinate with humans. These
technologies will improve quality of work, create newcustomer values foreseen along with the industrial
trend, and facilitate skill development and transfer.
5

D eveloping technologies to contribute tonext-generation healthcare that blends
cutting-edge technologies into daily life

With the Advanced Healthcare Service ResearchLaboratory as a hub, we will develop technologies
that contribute to the creation of innovative andnew healthcare services. These technologies will
enable early detection of diseases by utilizing
data on monitoring the physical and mental stateof individuals and big data on health care. The
technologies will also promote behavioral changes
that lead to good health, thereby extending healthy life
expectancy.
45

6

Medical treatment and diagnosis technology
with high quality, high performance and highprecision to improve QoL.

New-generation Medical Treatment and Diagnosis
Research Laboratory develops a diagnostic technology
to realize an active-aging society, medical-device
treatment technology with biomedical materials, and a
new technology to enhance and maintain active mental
and physical condition from medical intervention toconvalescent rehabilitation.
7

D eveloping novel infrastructure integrit ydiagnostics technologies and operating lifeextending technologies for a sustainable,
secure, and safe societyWith the Sustainable Infrastructure ResearchLaborator y as a hub, we will develop innovativetechnologies for infrastructure integrity diagnostics andtechnologies for extending infrastructure operating
lifespans. Through demonstration testing in
c o l l a b o r a t i o n w i t h i n d u s t r y, a c a d e m i a , a n dgovernment, we will quickly bring the developed
technologies to practical applications.
8R esearch and development that leads topreventive measures and formation of action
guidelines against infectious diseases

Regarding measures against COVID 19 which is anurgent social issue, we develop technology for virus
detection with high speed and high accuracy. We also
contribute to evaluation of preventive measures andformation of guidelines in collaboration with variousorganizations using various measurement technologies
which contribute to risk assessment of infection atlarge-scale events.

Ⅱ.Strengthening the innovation ecosystem through improved bridging●Promoting focused development that leads tostronger industrial competitivenessTo further enhance the bridging function that was
improved during the Fourth Plan, AIST will conduct
research that is likely to form more connections withbusiness in cooperative research and that accurately
meets industrial needs at advanced levels.

●S t r o n g e r f u n c t i o n i n g a s a p l a t f o r m f o r
collaboration and synergies
Using the Cooperative Research Laboratories andOILs as enhanced hubs for the bridging function linking
AIST's technological seeds to commercialization, we
will strengthen and expand our function as a platform

between organizations to encourage collaborations
and synergies between many organizations, including
collaborations with ministries and government
agencies.

●Promoting innovation in the regions

AIST will work to understand the needs of major local
businesses and small and medium enterprises, and topromote innovation that invigorates regional economic
activity by closely collaborating with local bureausof economy, trade and industry, public testing andresearch institutions, and universities.

Ⅲ.Developing infrastructure to support the innovation ecosystem●Creating even more technology seeds with along term perspective●N urturing personnel who can contribute toimproved technology management

To c r e a t e m o r e k e y t e c h n o l o g y s e e d s a n dbreakthrough technology seeds, AIST will strive tofocus even more on long-term, challenging researchthat is unlikely to produce results in the short term.

To create innovation in private companies, it isimportant to nurture innovation personnel—staff who
will contribute to improved technology managementin those companies—and to enhance their talents andencourage their activities. Therefore, AIST intends
to continuously improve and expand personnel
development projects, such as the AIST Innovation
School and AIST Design School, and deliver theirgraduates to society.

●F ur t her improvement of standardizat ion
activities
Through the Standardization Promotion Center, AIST
will actively work on cross-disciplinary standardization
activities that go beyond the conventional scopesof industrial fields, and will improve standardization
activities as a whole across AIST.

46

Appropriate and trustworthy organizational governance
AIST ensures appropriate management of all operations to make full use of AIST's capabilities and achieve
AIST's missions.

Promotion of Compliance
To raise employee awareness of compliance and take our organizational culture to the next level, AIST
undertakes the following measures to strengthen compliance:

1E very week, a Compliance Promotion Committee meeting is held to gather risk information anddetermine how to address it. Risk information is also shared at regular in-house meetings toprevent recurrence.

Compliance initiatives

2

A IST has set a Compliance Promotion Week from 2018 and has extended it to a month setting
December as the Compliance Promotion Month to strongly raise awareness of compliance of each
executive and staff and reliability of AIST. In particular, the President’s message was issued,
special training for executives and management officials as well as stratified training were
provided, a slogan was set, posters and notices were displayed, and we proactively engaged in
activities based on action plans drawn by each research domain.

3In addition to e-learning courses for all staff, we provide compliance education as part of training for
newly hired employees and management training for unit directors and research group leaders,with content adjusted to each group of participants.

4In an effort to instill compliance, we post monthly compliance posters titled “Compladayori,” createdunder a different theme for each month. This is aimed at increasing employee awareness ofcompliance and urging them to be vigilant at work, in particular.

●Addressing research misconduct
1 In the event that research misconduct is alleged tohave occurred, AIST handles the allegations
rigorously in accordance with the Research
Misconduct Rules and other guidelines.

2

3In order to become a research and development
organization trusted by society, a Handbook on
the Code of Conduct for Researchers was madeand distributed to all the staff that succinctly
summarizes into “5 minds” the ethics and points
of attention needed in conducting research.
W e encourage employees to use the online
plagiarism detection tool, which was introduced tohelp prevent inadvertent self-plagiarism and otherforms of research misconduct. The number oftimes used was 483 in FY 2015, the first year it
was introduced, and in FY 2020, the number
increased 3.4 times to1,621.

●Compliance partnerships with other entities
1 T he Exper t Commit tee on Compliance wasestablished in December 2017 in the Association
for National Research and Development Agencies
with the primar y aim of enhancing the risk
management of agencies and now there are 27
member agencies. AIST played a central role as its
chair and secretariat.

2

In FY 2020, AIST, as the secretariat, held Expert
Committee on Compliance meetings in July andMarch, where the member agencies sharedcompliance information and discussed
challenges and other matters. Furthermore, aCompliance Promotion Month was set by all
members of the expert committee, a slogan
was decided, identical posters were posted,a n d exe c u t i ve a n d o f f i c i a l t r a i n i n g wa s
conducted.

● Response to research misconduct at AIST
President
Supervisor of Ethics for Researchers (Vice-President)(concurrently serves as Chief Administrator of Research Records)

Preventative measures

Develop a code of conduct for
researchers
Improve research ethics training
Manage research notebooks andrecords
Use plagiarism detection
software for the writing ofresearch papers

Response to research
misconduct allegations

Conduct preliminary and maininvestigations

Confirmation of research misconduct

Action by the Director-General ofCompliance Headquarters (President)

47

●Research information management
As an institution conducting scientific andtechnological R&D financed by public research funds,
AIST has been strongly called upon to take steps toprevent research misconduct—such as fabrication,
falsification, and plagiarism—by the guidelines issued
by the Ministry of Education, Culture, Sports, Scienceand Technology and the Ministry of Economy, Tradeand Industry.
AIST has considered concrete measures to prevent
research misconduct and ensure the integrity andtransparency in research. As a result, we haveintroduced a variety of measures, which include
obligating researchers to record research activities,
set ting rule s of re cords management and of asuper visor confirmation process, and building asystem that centrally manages these data (researchnotebook recording system).
In FY 2020, for the thorough execution of appropriate
maintenance and management of research information,
we revised, in part, rules concerning research record
manage me nt and prohibit re se a rch notebooks
and copies to be taken out, and realized a way foroutside agencies to request for disclosure of researchnotebooks. We also issued a guideline and showed
ways to manage and preserve research informationthat was the base of research outcomes. This wasdone so that researchers are able to under takeresearch in a secure environment.
AIST will continue doing its utmost to ensure theintegrity and transparency in research and will makeeffort to prevent research misconduct.

Disclosure of Information and Protection of Personal Information●Disclosure of information

To increase the transparency of AIST’s activities
and fulfil its accountabilit y requirements, AIST
proactively discloses information on its website andby other means in accordance with the Act on Accessto Information Held by Incorporated Administrative
Agencies (implemented October 1, 2002).

●Protection of personal information

In accordance with the Act on the Protectionof Pe r s o n a l Info r m a ti o n H e l d by In c o r p o r a te dAdministrative Agencies, etc. (implemented April 1,
2005), AIST has established a privacy policy and Ruleson the Protection of Personal Information at AIST,
to protect the individual’s rights and interests while
ensuring that activities at AIST are conducted properly
and smoothly.
Ever y year, self-inspections by e -learning for

personal information protection and information
security are conducted, to raise awareness of theproper management of personal information relating
to executives and staff and of information security
compliance.

●I nformation disclosure desk and personal
information protection desk
Requests for information disclosure in accordancewith the Act on Access to Information Held byAdministrative Organs and the Act on the Protectionof Personal Information Held by Administrative Organs
can be made through these desks and the website
of AIST Tsukuba and other regional research bases.
Each desk also provides help on the procedures fordisclosure and personal information protection. Only
requests for information disclosure can be madethrough the website.

Internal Audits
A t A I S T, t h e A u d i t O f f i c e i s d e e m e d a n
independent organ that repor ts dire ctly to thepresident. In collaboration with the auditor and theaccounting auditor, the office endeavors to achieve(1) effective and efficient work, (2) observance oflaws and ordinances governing AIST operations, (3)preservation of assets, and (4) reliable financial andother reports. Toward these ends, the office monitors
whether individual operations function properly andefficiently and, based on the findings, recommends
improvements and other corrective actions. These
internal audits are performed to support the auditees,
not only by detecting and pointing out problems inwork processes (i.e., problem finding), but also bysuggesting effective improvements based on mutual
understanding that is built through thorough discussion
on the problems (i.e., problem solving).

48●In FY 2020, audits were performed concerning
the following topics:・A s specific themes that urgently need auditing aswell as cross-sectional themes, for administrative
headquarters, and research units, comprehensive
audits of re se a rch ope rations in ge ne ral wa s
conducted. While the audits confirmed that these
operations were generally being carried out properly,
issues in terms of compliance, effectiveness, andefficiency of some of the operations were identified.
The auditees concerned were advised to swiftly makesuggested improvements and the improvements wereconfirmed.
・As information security audit and personal information
management audit, audits were conducted on
implementation status of various rules, and the audits
confirmed that these matters were generally being
handled properly.

●Collaboration in audits
Internal audit

Collaboration

Auditor audit

Collaboration

Accounting auditor audit●Operational audit●Accounting audit●Compliance audit●Operational audit●Accounting audit●Accounting audit

Scope of audit

Points of audit●Activities as a whole●Appropriateness of risk managementand development and operation of internal
control systems●Improvement of work process efficiency●Activities as a whole●Decision-making by the President●Creation and operation of internal control
systems●Appropriateness of financial statements●Appropriateness of financial
statements(effectiveness of internal control
systems)

Fair Operating Practices
We conduct appropriate work management based on the law.

Item

PurposeManagement of conflict-of-interest is
conducted based on the rules forconflict-of-interest management.

In order not to give the impression to society that individual profits from other parties inindustry–academia–government collaborations are put before duty by executives or
research responsibility, a conflict-of-interest management system is in place.
•3,402 executives and employees who needed to declare their own status ofconflict-of-interest all submitted their self-assessments.
•6 employees who had particular concern for conflict-of-interest were interviewed byo u t s i d e c o u n s e l o r s t o l o o k i n t o t h e i r a c t i v i t i e s . A d d i t i o n a l l y, a f t e r t h e
C o nf li c t- of- Inte re s t M a nage m e nt C o m mit te e c o n sis ting of ou tsi de ex p e r ts
deliberated, they were notified of points of at tention regarding promotion ofindustry–academia–government collaborations.
•In order not to give the impression that we are put ting profits before public
responsibility, from FY 2020, we operate a management system for conflict-of-interest
on a full scale. 39 corporate bodies with which we have close collaborative relations
were targeted, and the Committee deliberated on our collaborative activities andprocurement records. No problem was found.

When conducting medical research
involving human subjects, conflicts ofinterest must be managed in compliancewith Ethical Guidelines for Medical and
Health Research Involving Human
Subjects, in particular to protect subjects
and enhance research transparency.

Concerning 5 cases in which executives and employees who intended to conduct
medical research declared having conflict-of-interest, examination was conducted by
the Conflict-of-Interest Management Committee for Clinical Research, whose
members include outside experts. Based on this, the leaders of experiments were
notified of how to correspond to persons to be studied, and precautions to be taken
in presenting results.

In order to ensure high-level information
security, AIST is strengthening theinformation network and the information
security management system.

●Information security measures•Segmentation of internal network by organizational units•Response to information security incidents by the Computer Security Incident
Response Team (CSIRT)●Information security training•Improving information security awareness by information security training●Information security audit•Information security audits for all units and departments are primarily conducted by
the information security department

Managementof Conflict-ofInterest

Information
Security

Implementation of
Security
ExportControl

PromotingRational
Procurement

Implementing
MarketTesting

Action in FY2020

To maintain peace and security within theinternational community, AIST has tightsecurity export controls in place inaccordance with AIST’s Rules on Security
Export Control (internal rules andregulations), formulated based on theForeign Exchange and Foreign Trade Act,
thereby preventing AIST’s technology
from being used for the development of
weapons of mass destruction.

Through (1) dissemination of the latest information on legislative amendments within
AIST; ( 2) export control training for AIST staff; ( 3 ) export control instruction toindividual staff members; (4) classification and transaction screening; and (5) internal
audits, efforts are being made to raise awareness of security export control at staff
level, and by maintenance of departmental systems, we are implementing appropriate
export controls.

Under the AIST Rational Procurement
Policy (in compliance with the May 25,2015 decision of the Minister for Internal
Affairs and Communications), we
streamline procurement operations
autonomously on an ongoing basis while
ensuring fairness and transparency, usinga plan-do-check-act cycle in light of thecharacteristics of our duties andoperations.

Each year, we formulate an AIST Rational Procurement Policy, and conduct ex-post facto
inspections of individual contracts by a Contract Oversight Committee, whose members include
outside experts. We answered to questions from members and obtained their agreement. Once a
fiscal year ends, we conduct a self-assessment of how our rational procurement policy for the
fiscal year has been implemented using the set indicators, and the results are publicized. As partof the CSR procurement and pursuant to the Act on Promotion of Government’s Procurement ofGoods Supplied by Facilities for Persons with Disabilities to Work, every year AIST also discloses
its policy for promoting the procurement of goods from those facilities and its procurement
results. As outcome of efforts in line with the policy, we were able to achieve a goal thatexceeded the results of the previous year. Furthermore, AIST has introduced a procurement
method that evaluates suppliers based on how they promote work–life balance, with the aim ofrealizing public procurement contributing to women’ s active participation in the workforce.

In accordance with the Basic Policies on
Public Service Reform, AIST Tsukuba
conducts facility management underprocurement contracts.

Continued from FY 2019, the following 7 services were conducted ((1) to (6) up to FY
2020, (7) planned up to FY 2022):(1) maintenance and management of AIST Tsukuba facilities, (2) management of trees
and vegetation on AIST Tsukuba premises, (3) safeguarding of AIST Tsukuba, (4)cleaning of AIST Tsukuba buildings, (5) operation and management of the Research
Collaboration Center, the Science Square Tsukuba, and the Geological Museum, (6)driving, maintenance, and management of AIST Tsukuba vehicles, and (7) operationand management and user assistance of the information network system.
According to questionnaires on facility management of AIST Tsukuba, the satisfactionlevel of users was over 98 %.

49

Basic Information about AIST
Organization Profile

President

Senior Vice-President
Vice-President
Vice-President (part-time)

Auditor

Chief Executive Officer

Compliance Promotion Committee
Human Resource Committee

Chief Research Officer
Research Strategy Planning
Department

Chief Management Officer

Department of Life Science andBiotechnology
Department of Information Technology
and Human Factors.

Public Relations Department

Department of Materials and Chemistry
Department of Electronics andManufacturing
Geological Survey of Japan

Audit
OfficeInnovative Human Resources
Department

National Metrology Institute of Japan

Environment and Safety
Headquarters

TIA Central Office

Security and Information
Promotion Department

Research and Innovation Promotion
Headquarters (A part of the headquarters(Collaboration Contract Division) is
responsible for Chief Management Officer.)

Planning Headquarters(AIST Tokyo Headquarters)

General Affairs Headquarters
Research and Innovation
Promotion Headquarters(Collaboration Contract
Division)

Department of Energy and Environment

Security and Information Promotion Committee

AIST Tsukuba
AIST Tsukuba Tsukuba Central 1
AIST Tsukuba Tsukuba Central 2

Fukushima Renewable Energy Institute, AIST
AIST Kashiwa
AIST Tokyo Waterfront
AIST Hokkaido
AIST Tohoku
AIST Chubu
AIST Kansai
AIST Chugoku
AIST Shikoku
AIST Kyushu

AIST Tsukuba Tsukuba Central 3
AIST Tsukuba Tsukuba Central 5
AIST Tsukuba Tsukuba Central 6
AIST Tsukuba Tsukuba Central 7
AIST Tsukuba Tsukuba WestAIST Tsukuba Tsukuba East

As of September 2021

50

Revenue and Expenditure●Financial results for FY 2020 (unit: million yen)Intellectual
property revenue

Technical consulting revenue

380

956

Miscellaneous

8,571

6,859

4,529

Joint researchrevenue

Department ofLife Science andBiotechnology

Indirect
costs

7,262
Facility
management
costs(from privatecompanies 982 )

15,543

13,051

Commisioned
research
funds

22,593

Department ofEnergy andEnvironment

Revenue

111,383

Other
management
costs 7,493

Subsidy

62,387

Expenditure

National Metrology
Institute of JapanofInformation
103,042 Department
Technology and
Human Factors

13,571

8,275
Facility
maintenancegrants13,275

Departmentof Materials
and Chemistry

11,598Geological
Survey of
Japan

6,994

Notes1 : Total may not become 100% due to rounding off.
Notes2 : The amounts of revenue and expenditure are adapted from the “Financial Statement” prescribedin Article 38 of the Act on General Rules for Incorporated Administrative Agencies.

Department ofElectronics andManufacturing

11,087

Staff
Administrative employees

710
6.3%

▶Male and female ratio of administrative employees

MaleAdministrative contract employees

831
7.1%

0

451
64%

20

40

Female 259

36%

60

80

100
（％）

Administrative temporary employees

42
0.4%

Industry–academia–government
collaboration
11,219Total
related people
Executives
14

3,901
34.8%

Foreignnationals

Researchers

2,474
22.1%

439

▶Male and female ratio of researchers

20

283
11%

2,191
89%

Male

0

Female

40

60

80

100
（％）

Contract researchers

2,439
21.7%
Emeritus
Advisors andEmeritus
Councilors

22
0.2%

Temporary researchers
Contract SEs
and maintenance
staff

405
3.6%

395
3.5%

Administrative employees include executives
Contract SEs and maintenance staff
Industry–academia–government collaboration related people: related tojoint research and technical training, and visiting researchers
as of March 2021

51

Reference Data
Data about promotion of research and development
Acceptance of external researchers for joint research

Joint and commissioned research with companies

From other domestic institutions

Fund received for joint research

From private companies in Japan(100 million
yen)(Persons)
3,000
2,500
2,000

355

364

361

405

322

350

410

430

1,500
1,000

Fund received for commissioned research

Number of funded joint research projects
Number of commissioned research projects

From universities in Japan

327

1,652

1,575

1,474

1,800

80

1,600

70

1,400

60

1,200
1,000

50

405
1,689

(Cases)

90

40

1,258

500

59.2

65.3

71.7

76.7

72.6

800

30

600

20

400
200

10
0

2016

2017

2018

2019

2020

FY

Number of technical consulting

0

7.2

6.3

6.6

2016

2017

2018

8.6
2019

9.8
2020

0
FY

Number of proposed standards
Domestic standards
International standards(Cases)(Cases)

800

60

700

50

600

400

690

300
200
100
0

12

40

500

275
2016

411

30

687

20

515

10

2017

2018

2019

2020

13

FY

Contribution of AIST staﬀ to international standardization activities

0

16

38

37

27

25

2016

2017

2018

2019

2020

Temporary transfers
Acceptances(Persons)(Persons)

600

80
70

500

54

400

56

57

64

60

18

50

48

40

16
12

14
11

30

200

0

FY

Number of cross-appointment program users

Experts

100

9

7

Chairs, committee managers, convenors

300

7

317

385

422

436

20

427

10
2016

2017

2018

2019

2020

FY

0

33

42

50

51

44

2016

2017

2018

2019

2020

FY

*This figure is not the number of projects as of April 1, 2021, but includes
projects that were completed in the middle of FY 2020.

52

Number of trainees on technical training

Number of foreign researchers

From overseas institutions

From other domestic institutions

Technical trainees

Visiting researchers

From universities in Japan (from partner graduate schools)

From private companies in Japan

Contract employees

Employees(Cases)(Persons)

1,800

1,000

1,600

104

1,400

83
76

1,200

107

60

65

135

900

48

800

40
46

700
600

1,000

500

800

1,179

1,322

(190)

600

1,306

1,343

(208)

(196)

(213)

400

1,143

200

200

68
2016

100

98
2017

108

118

122

2018

2019

2020

163
200

FY

0

177

231

220

196
17
20

187

300

(198)

400

0

180

172

244

282

288

249

149

153

116

132

141

2016

2017

2018

2019

2020

FY

Number of foreign researchers by country and region in FY 2020
Australia, Middle East, Africa

17(12)
France25

Europe etc.

48(20)

Americas etc.

10(4)

Total

439

China

190(51)US

Asia, Oceania etc.
10(4)73(28)

India

31(4)

Korea
35(20)*Numbers in parentheses are those with employee status.

53

Data relating to human resources
Number of people who used the various leave programs(Persons)
FY2016FY2017FY2018FY2019FY2020Male

FemaleMale

FemaleMale

FemaleMale

FemaleMale

FemaleLeave to care for sick children

110

192

124

224

139

217

122

219

89

147

Special childcare leave

32

11

27

14

42

22

39

21

30

13

Extended childcare leave*

4

27

2

38

9

48

17

67

13

56

Nursing care leave

51

37

69

45

72

57

75

59

48

40

Extended nursing care leave*

1

0

2

4

0

8

1

9

1

0

*Number of employees starting the leave within the fiscal year

Number of employees who used child daycare services(Persons)
FY2016FY2017FY2018FY2019FY2020

Permanent
employees

Contract
employees

Permanent
employees

Contract
employees

Permanent
employees

Contract
employees

Permanent
employees

Contract
employees

Permanent
employees

Contract
employees

AIST Tsukuba

1,135

1,016

1,872

1,069

1,681

897

834

1,047

473

73

AIST Chubu

7

33

5

112

15

87

93

59

18

11

AIST Kansai

190

10

229

5

136

21

134

45

4

1

Private child daycare
facilities and babysitters

7

1

32

26

41

12

43

4

24

0

*total number

Change in employment rates for people with disabilities% of June 1 of each year
（%）
2.80

2.71%

2.70

2.61%※2

2.60

2.49%

2.50

2.40

Statutory employment
rate: 2.6％（2020.3.1〜）

2.49%

Statutory employment rate: 2.5％
（2018.4.1〜）

2.35%

2.30

Statutory employment
rate: 2.3％
（2013.4.1〜）

2.38% ※1
2.31%

2.20

2.10

2016

2017

2018

2019
6.1

2019
12.4

2020

2021

*1 Corrections were made after reinvestigation.
*2 As of December 4, 2019, the actual employment rate was 2.49%, but the number of legally employed persons (136 persons) calculated from the legally
mandated employment rate of 2.50% has been met.
Therefore, the statutory employment rate has been achieved.

54Percentage of people with disabilities remaining at work

Number of people at the
beginning of the fiscal year
Number of people who left
AIST within the fiscal year
Employee turnover rate
Employee retention rate

FY2016FY2017FY2018FY2019FY2020

87

88

105

111

110

10

11

8

9

4

8.11%

3.64%

91.89%

96.36%

1 1 .4 9 %
8 8 .5 1 %2018年度
2019年度

1 2 .5 0%

7.62%

8 7 .5 0%92.38%2020年度

Employment rate by disability type

Mentally challenged(developmental
disorder: 2%)

32%

Physically challenged

52%Intellectuallychallenged

16%

as of June 1, 2021

55

Health and safety data ＋Health management data
Frequency rate of accidents resulting in absences from work

Trends in the number of occupational accidents

All industries

Other

Falling over

From chemicals and gases

External wounds(Cases)
50

2.00

1.83

1.95
1.80

45
1.50

40

AIST

1.66

1.63

1
35

1

23

25

19
19

13
4

20
15

1.00

1

30

0.50

9

1

4

0.30

3

11

18

17

17

11

2016

2017

2018

2019

2020

0.20

2017

2018

0.30
0.10

0
2016

10
5

0.20

0
FY

2019

2020

Calculation method
AIST: (number of applications for compensation for absence from work due toindustrial accidents/total number of working hours) x 10⁶
All industries: (number of deaths and injuries due to occupational accidents/total
number of working hours) x 10⁶*The occupational injury rate for all industries is calculated by limiting the numberof casualties to those who lost at least one day of work or lost part of their bodyor its function due to industrial accidents.

n
Main education and training programs and workshops held in FY 2020
No. of sessions

No. of participants

Course on skills required for a Health Oﬃcer's License

Program2

43

Course on skills required for a Chief Technician's License for Using Organic Solvents

1

22

Course on skills required for a Chief Technicianʼs License for Using Specified Chemical Substances

1

21

High-pressure gas safety course (for those handling high-pressure gases for the first time)4351

High-pressure gas safety course (for those handling high-pressure gases on an ongoing basis)

4

1,419

General safety workshop (for all those responsible for hazardous chemicals, etc.)

4

2,427

Education and training for recombinant DNA experiments (e-learning participants)

1

1,058

Education and training for animal experiments (e-learning participants)

1

394

Education and training on human ethics in life science experiments (e-learning participants) Lecture on Clinical Trials Act

1

230

Specific safety training course (radiation)

10

384

Specific safety training course (X-ray) (for new X-ray researchers)

77

198

Course on compliance with laws and regulations on radioactive materials (for managers)1

18

Number and percentage of permanent and contract employees who underwent periodic medical examinations (including health screening), 2016‒2020
Top: percentage of examinees(1) Employees (excluding (2)) *1(2) Contract employees *2

Bottom: no. of examinees/ total no. of eligible employees

2016

2017

2018

2019

2020

9 9 .7 %

99.8%

99.9%

99.8%

99.7%

3 ,0 2 2／ 3 ,0 3 1

3 ,061／3,067

3,065 ／3,068

2,986 ／ 2,992

3,021 ／ 3,030

9 9 .9 %

99.8%

99.9%

99.7%

99.9%

2 ,3 1 9／ 2 ,3 2 2

2 ,436 ／2,440

2,455 ／2,456

2,569 ／2,577

2,399 ／2,401*1 Excluding those on extended childcare leave and sick leave and those on long leave due to overseas relocation *2 Social insurance policy holders only56

Number of permanent and contract employees (including temporary employees) who underwent special medical examinations in FY 2020
SpringAutumnPermanent employees Contract employees

Special medical examination

Medical examination for organic
solvent poisoning prevention
Medical examination for
specified-chemical poisoning
Medical examination for ionizing
radiation exposure
Medical examination for leadpoisoning
Medical examination for laser
injuryMedical examination forpneumoconiosis
Medical examination forasbestos exposure723／723700／700

434／434

Total

Permanent employees Contract employees

Total

1,423／1,423

758／758765／765

1,523／1,523

367／367

801／801457／457

403／403860／860

340／340

102／102442／442356／356

103／103459／459

9／9

10／10

19／19

10／10

10／10

20／20

326／326

132／132

458／458

25／25

17／17

42／42

10／10

27／27

37／37

0／0

1／1

1／1

4／4

3／3

7／7

4／4

3／3

7／7

*no. of examinees/ total no. of applicable employees
Number of employees with significant findings from AIST’s medical examinations, and number of employees who received face-to-face counseling(1) Number of employees with significant findings, and theirpercentages of the total(2) Number of employees who received counseling, and theirpercentages to employees with significant findings

FY

2016

2017

2018

2019

2020

FY

2016

2017

2018

2019

With significant
findings(D-diagnosis)
With significant
findings(E-diagnosis)

117

134

152

140

159

98

110

123

121

130

2.5%

2.2%

3.5%

3.1%

3.7%

With significant
findings(D-diagnosis)
With significant
findings(E-diagnosis)

83.8%

82.0%

80.9%

86.4%

81.8%

970

907

822

817

872

20.5%

14.6%

19.1%

18.3%

20.6%

2020

862

791

718

726

779

88.9%

87.2%

87.3%

88.9%

89.3%

Definition of criteria: A: no anomalies; B: mild abnormalities but no interference with daily life; C: follow-up examination required; D: health advice required;
E: treatment required; F: counseling required (applicable only to special medical examinations)

numberNumber of face-to-face health consultations in FY 2016-2020(Cases)Industrial
physician

2016

2017

2018

2019

2020

Physical

1,651

1,451

1,573

1,439

921

Mental

594

540

551

573

525

3,345

3,356

3,850

5,496*

5,599

5,590

5,347

5,974

7,508

7,045

Industrial health staff

Total

From FY 2019, the number includes consultations for employees who received health screening at outside medical facilities and overworked employees*(basedon reform of working practices).

Flu shots (at AIST)(Persons)
FY

AIST Tsukuba/Tokyo
Regional research bases

Grand total

2016

2017

2018

2019

2020

1,927

1,876

1,201

2,000

1,962

538

664

566

578

640

2,465

2,540

1,767

2,578

2,602

Other activities of health management(Persons)
FY

Exercises to refresh
Walking lessons
Emergency first-aid workshops

2016

2017

2018

2019

2020

219

246

192

198

-

377

175

82

154

80

138

145

*
*
*

2016

2017

2018

2019

2020

Mental health seminars

133

79

115

55

146

Workshops (training)

407

187

227

183

239

-

-

-

119

43

Anger management workshops*Due to Covid-19, the event was not held. (Exercises to refresh were conducted via video streaming.)

57

Environmental Reporting Data
Energy●Changes in amounts of energy used

●Progress in renewable energy generation
and CO₂ emissions reduction

city gas, purchased energy, etc.
Electricity
（TJ）
2,500

162

153

1,979

1,998

2,049

2,009

1,937

500
0

2016

2018

2017

2019

2020

FY

2,000

（t）
2,500

204

177

147

229

174

2,000

1,500

1,500

1,000

1,000
500

500
0

1,890

1,936

1,843

1,907

1,955

2016

2017

2018

2019

2020

CO2 emissions reduction effect

166

225

230

1,500
1,000

Solar power-generated electricity (MWh)CO₂ emissions reduction effect (t)（MkWh）
2,500

Wind power-generated electricity/
Solar power-generated electricity (MWh)Amounts of energy used

2,000Wind power-generated electricity (MWh)0
FYWater resources●Breakdown of water received●Changes in amounts of water received and reused
Received water

Unit: 1000㎥
FY

2016

2017

2018

2019

2020

Potable water

881

968

937

974

913

1,172

1,032

1,000

Groundwater

19

16

14

14

8

Industrial water

0

0

0

0

0

900

984

951

988

921

Total

Reused water(1000㎥)
1,500

500

0

920

913

879

900

984

951

988

921

2016

2017

2018

2019

2020

Atmospheric emissions●Changes in CO₂ emissions by year

●Estimated leakage of CFCs (FY 2020)(1000t-CO₂)
150

Total greenhouse gas emissions

100

50

110

105

R22

43.44

43.44

R32

3.3075R134a

41.7088

R407C

109.917R410A

74.404Mixed refrigerant

0

HCFC

99
Mixed

0

58

109

Estimated t -CO₂
released by typeR-number

HFC
112

Estimated t-CO₂e
released by R-number

Type

Total
2016

2017

2018

2019

2020

FY

229.33730272.7773

FY

●Changes in atmospheric environmental loads
SOx

NOx

（t）
5.00

0.75

4.00

0.02

3.00

0.01

0.02

2.00
1.00

0.01

3.70

2.69

2.02

2.29

1.80

2016

2017

2018

2019

2020

0.00

FY

Waste
●Breakdown of generated waste (FY 2020)
Amount disposed of (t)Amount landfilled (t)Percentage of waste landfilled (%)

Non-industrial waste

Waste type732.70118.16

16.1

Industrial waste

1,639.44

338.24

20.6

Plastic waste

507.14

31.98

6.3

Metal scrap

198.40

6.01

3.0

Sludge319.31226.03

70.8

Glass/concrete/ceramic waste

69.40

16.61

23.9

Slag

30.48

0.00

0.0

Other

514.71

57.62

11.2

Specially controlled industrial waste

361.2218.19

5.0

Flammable waste oil

19.86

1.71

8.6

Strong acids

264.10

8.14

3.1

Infectious waste

17.87

7.28

40.8

Waste oil (hazardous)

3.37

0.02

0.6

Sludge (hazardous)

9.27

0.02

0.3

Acid waste (hazardous)

4.38

0.06

1.3

Other

42.36

0.96

2.3

2,733

475

17.4

Total

●Changes in amounts of disposed waste●Changes in amounts of landfill waste

Specially controlled industrial waste（t）Industrial waste

600

Non-industrial waste

400

3,500

351

418

3,000

362

2,500

478
399

2,000
1,500

475

500

（t）
4,000

1,803

1,000
500
0

1,305

1,689

300

361
2,429

271

247

207
200

1,639

100

515

567

602

612

733

2016

2017

2018

2019

2020

FY

0
2016

2018

2017

2019

2020

FY

●Storage and disposal of PCB-containing items and PCB waste
Waste type

Quantity stored at
the end of FY 2019

Quantity added
in FY 2020

Capacitors

1,715

339

466

1,588

Electrical ballasts

1,225

2

542

685

Transformers

20

Quantity disposed
Quantity stored
of in FY 2020
at the end of FY 2020

02

Waste type

Quantity stored at
the end of FY 2019

Quantity added
in FY 2020

Oils/paints (L)

106ℓ

0ℓ

Other
Stored as
Use of waste
contaminated research
cloth used formaterials
chemicals, etc. analysis

Quantity disposed
Quantity stored
of in FY 2020
at the end of FY 2020

106ℓ

0ℓ

ー

Stored as
researchchemicals, etc.

59

Water quality●Monitoring of groundwater at AIST Kansai
Sampling month

Measurement of arsenic and arsenic compounds(standard: ≤ 0.01 mg/L)

Sampling month

Measurement of arsenic and arsenic compounds(standard: ≤ 0.01 mg/L)

April 2020

0.004

October 2020

0.017

May 2020

0.006

November 2020

0.021

June 2020

0.019

December 2020

0.013

July 2020

0.010

January 2021

0.013

August 2020

0.006

February 2021

0.007

September 2020

0.025

March 2021

0.009

Appropriate Management of Chemical Substances (FY 2020)

Reuse of equipment etc.

●Amount of chemicals reported under the Chemical Control Program
Research site

Fukushima
Renewable
EnergyInstitute,
AIST

Substance

Ammonia (kg)

190

0

0

11

Hydrogen peroxide (kg)

350

0

0

350

0

0

0

320

270

0

0

270

Chloroform (kg)

1,100

110

0

1,000

n-hexane (kg)

2,100

460

0

1,700

Sulfuric acid (kg)
Hydrogen fluoride and its water-soluble salts (kg)

AIST Tsukuba
Central 5

AIST TsukubaWest

Ferric chloride (kg)71,000000N,N-dimethyl acetamide (kg)

1,600

0

0

1.4

Hydrogrn fluoride and aqueous salts thereof (kg)

AIST Tokyo
Waterfront(Bio-IT
integrated
technology
facility)

AIST Kansai

AmountAmountAmount released transferredused
Air Sewer Waste

3,300

0

330

410

Acetone (kg)

140

14

0

126

Chloroform (kg)

153

7

0

146

Ethyl acetate (kg)

200

16

0

184

Methanol (kg)

320

13

0

307

1,500

430

0

1,000

VOC (kg)

AIST Tsukuba Central 5, AIST Tsukuba West：PRTR Act
AIST Tokyo Waterfront (Bio-IT integrated technology facility): Ordinances
relating to the health and safety of citizens and the environment
AIST Kansai: Ordinances relating to preserving the living environment of
Osaka Prefecture

60●Reuse within AIST
Other

Physical and chemical equipment
Office furniture

Measuring instruments
Office electrical equipment(Number of
exchanges)
1,000

88

171

800

127
489

600

400

200

0

321

228

90

83

237

213

146

88

72

114

156

170

135

2018

2019

122

51
110

81

96

123

2016

2017

148

241

2020

Environmental accident drills●Environmental accident drills in FY 2016‒2020
FY

2016

2017

2018

2019

2020

Number of drills

18

17

18

19

19

Green Procurement, Etc.
●Purchase Results of Eco-friendly Goods and Services
Area

Item

TargetPhotocopier paper
Paper

Stationery

Office furniture,
etc.

100%

100%
100%

100%

5.6kg

Coated paper for inkjet color printers100%

92.5kg92.5kg100%

Toilet rolls

100%

2,430.7kg

2,430.66kg

100%

Tissue paper

100%

11,668.2kg

11,668.2kg

100%

271

271

100%

Mechanical pencils

100%

Mechanical pencil leads

100%

173

173

100%

Ballpoint pens

100%

7,456

7,456

100%

Marker pens

100%

9,434

9,434

100%

Media cases

100%

915

522

57%

Glue (including glue sticks and glue pouches)

100%

1,684

1,684

100%

Adhesive tape

100%

597

597

100%

Files

100%

64,06164,061100%

Chairs

100%

487

487

100%

100%

365

365

100%

Purchased

100%

23

23

100%

Leased/rented (new)

100%

90

90

100%

-

153

153

-

Purchased

100%

118

118

100%

Leased/rented (new)

100%

0

0

100%

-

0

0

100%

4,776

4,776

100%

100%

2,278

2,278

100%

100%

45

45

100%

Leased/rented (new)

-

0

0

-

Leased/rented (extension)

-

0

0

-

Purchased

100%

0

0

100%

Leased/rented (new)

100%

4

4

100%

-

0

0

-

Leased/rented (extension)

Scanners

Leased/rented (extension)
Toner cartridges
Ink cartridges
Purchased

Vehicles, etc.

14,472.6kg

Forms

Photocopiers, etc. *Office equipment

14,472.6kg

5.6kg

Desks

Copying devices

Total quantity purchased Purchase of specified purchase items Target attainment

Paper shredders

Non-general official vehicles

Leased/rented (extension)-

Fire extinguishers

Fire extinguishers

100%

31

31

100%

Services

Passenger transportation

100%

701件

701件

100%

*: Photocopiers, combination units, digital photocopiers with expandable functions●Number of green contracts (FY 2020)
Type of green contract

Number of cases

Automobile purchase５

Contract for power supply

13

Industrial waste

17

61

Third party opinion

Third Party Opinion
This third party opinion is not simply produced from the final
version of the report; exchanges of views in the process ofcreating the report are crucial. For this year's report, I identified
two points on which I submitted requests and asked for improvements, and I offered comments on the first draft. The comments
were fed back to the relevant offices and considered earnestly,and I received responses. The responses included examples
where the content was changed, reasons where the content was
not changed, and policies for the future. I believe this contributed
significantly to continuing improvement of the report.
Changes such as the UN adopting the SDGs in 2015, stock
exchange-listed companies in Japan becoming subject to the
Corporate Governance Code, and the GPIF (Government Pension
Investment Fund) committing to PRI (Principles for Responsible
Investment) have driven a transformation of ESG (environmental,social and corporate governance) management in Japanesecompanies. In the report, we read how this wave of change has
broken over AIST and set off reforms of organizational governanceaimed at fulfilling the AIST mission.
The first of these reforms is the adoption of Management
Policies for Research. I think this is the first time the term"management policies" has appeared in this report and I recognize that these policies are vital for maximizing the value of theInstitute. The second reform is the review of organizational
governance systems. The main pillars of this review are fewer
internal vice presidents, more external vice presidents, and theseparation of oversight from execution. All of these are inaccordance with the principles of the Corporate Governance
Code and bring hopes of improvements in governance. In the
future, I hope that board effectiveness will be assessed, as it is inmany companies, and that summaries of the results will bepresented along with the assessment process and what is
assessed.
The third aspect is the adoption of the "AIST Vision." Manycompanies facing economic crisis, the pandemic, climate change
and so forth have rewritten their visions or statements of purpose.
At the landmark of 20 years since the launch of the organization, I
understand that this vision has been adopted with the aim ofsolving social problems. With the establishment of AIST Vision, as"more staff than ever before ... join the conversation," we cananticipate that the vision will become deeply ingrained. However,the President says in his message "For individual intentions to leadto improved value of the organization as a whole, it is important toraise engagement between the organization and the staff working
in it." Staff engagement represents agreement with the direction of
the Institute and staff voluntarily wanting to support it; enhancing
engagement does seem to be very important. In the future, I
would like the extent to which individual employees can contributeto achieving the vision through their work to be measured byengagement surveys and for scores to be published.
The keyword that leaves a particular impression in this report is"social implementation." In the two years of the COVID-19
pandemic, with inadequate online administrative services, theslow appearance of Japan-made vaccines and so forth, thecurrent weakness of social application in quickly bringing thebenefits of new technology to all citizens has been remarkable toobserve. Social implementation has been mentioned in the reportpreviously, but this year, it is clearly stated as part of "our mission,"and is mentioned more often than before in the section on
Management Policies for Research and in the Opening Dialogue
and the Research Reports. We can only hope that cutting-edge
technologies and innovation leading to social implementation will
renew Japan's competitiveness.
Finally, I would like to talk about the presentation of environmental and social information. Until now, this information has typically
been limited to describing states of environmental burden reductions and environmental impact initiatives. These days, however,sustainability is the big challenge. Information on future intentions
should be added to previous presentations, such as how these
efforts will contribute to the value of the Institute and to its environmental value and social value in the infrastructure of society. With
this in mind, I would like to see new consideration of how the
information is arranged. In addition, I would suggest amending thesubtitle of the report from "Social and Environmental Report" to"Sustainability Report" or "Comprehensive Report."
Workers Club for Eco-harmonic Renewable Society (NPO)
Director

YAMAGUCHI Tamio

Workers Club for Eco-harmonic Renewable Society (Junkan Workers Club): A citizens groupthat investigates, with a global perspective, the form of a society in harmony with the natural
ecosystems that will be passed on to the next generation. The goal of the club is to study,
support and put into practice measures leading to a sustainable mode of society for regional
citizens, businesses, and governments. At CSR workshops within the club, the groupstudies and proposes appropriate forms of CSR.
URL：https://junkanken.com/

ColumnOn the publication of the AIST Report 2021
AIST has been publishing environmental reports since 2004, as
the AIST Report: Social and Environmental Report in accordancewith ISO 26000 since 2010. The scope of the report has widened
from AIST Tsukuba to cover research bases across the country,
and reports on initiatives relating to the environment, workplace
health and safety, and corporate social responsibility have been
added.
In this year's AIST report, in the Top Message delivered byPresident and Chief Executive Officer ISHIMURA Kazuhiko, he
presents efforts on the 20th anniversary of AIST's founding to give
AIST real value as the heart of a national innovation ecosystemand to solve social problems. He also introduces Management
Policies for Research, the review of organizational governancesystems and the AIST Vision as initiatives to achieve the AIST
Mission of "producing world-beating innovation, solving social
problems, and contributing to stronger economic growth andindustrial competitiveness." In the interview given by External

62

Vice-President YANAGI Hiroyuki, Chairman of Yamaha Motor Co.,he tells us about his hopes for AIST's efforts as a public research
institute. In the Opening Dialogue, University of Tokyo Professor
Emeritus KISHI Teruo and President Ishimura exchange theirthoughts on a range of issues including the future of science,technology and industry and the development of personnel. In the
Research Reports, results and projects at the Global Zero
Emissions Research Center founded in January 2020 are
introduced. In Third Party Opinion, YAMAGUCHI Tamio of the
NPO Junkan Workers Club provides invaluable thoughts andguidance.
As AIST's staff work in unity to solve social problems with
"Create the Future, Collaborate Together." (AIST Vision, adopted
June 2021) in their hearts, it is our duty and our mission to present
AIST's activities to the many stakeholders who want to hear about
them in a form that is easy to understand. With this report, we are
striving to build relationships of deeper trust with society.

Vice-President and Director, Public Relations Department

KATO Kazumi

Research Bases
as of Sept., 2021

AIST Hokkaido●AIST Sapporo Odori Site

Sites

AIST Tohoku●AIST-TohokuU Mathematics
for Advanced Materirals
Open Innovation Laboratory(MathAM-OIL)

Sites

Fukushima Renewable
Energy Institute, AIST
AIST Tsukuba Headquarters
AIST Tsukuba

AIST Tokyo Waterfront
Sites

Offices●AIST-WasedaU Comptational Bio Big-Data
Open Innovation Laboratory (CBBD-OIL)●AIST-Tokyo Tech Real World Big-Data
Computation Open Innovation Laboratory(RWBC-OIL)●Tsukuba Central 1●Tsukuba Central 2●Tsukuba Central 3●Tsukuba Central 5●Tsukuba Central 6

Tokyo Headquarters●Tsukuba Central 7●Tsukuba West
●Tsukuba East

AIST Chugoku

Sites●Tsukuba North●Funabashi Site

●AIST-UTokyo AI Chip Design Open
Innovation Laboratory (AIDL)●AIST-University of Tsukuba Open
Innovation Laboratory for Foodand Medicinal Resource
Engineering (FoodMed-OIL)

AIST Kashiwa
Sites

AIST Shikoku●AIST-UTokyo Advanced Operando-Measurement
Technology Open Innovation Laboratory(OPERANDO-OIL)

AIST Chubu
Sites●Ishikawa Site

AIST Kyushu
Sites●Fukuoka Site

●Nagoya Ekimae Site
●AIST-NU GaN Advanced Device Open Innovation Laboratory (GaN-OIL)

AIST Kansai
Sites●Fukui Site

●AIST-Osaka University Advanced Photonics and Biosensing
Open Innovation Laboratory (PhotoBIO-OIL)●AIST-Kyoto University Chemical Energy Materirals Open
Innovation Laboratory (ChEM-OIL)

63

Public Relations Department
AIST Tsukuba Central1, 1-1-1 Umezono,
Tsukuba, Ibaraki 305-8560, Japan
TEL +81-29-862-6217
E-mail prpub-ml@aist.go.jp○Reproduction in whole or in part without written permission is prohibited.
Published in March, 2022