National Institutes of Natural Sciences
National Institute for Fusion Science

NIFS Peer Review Reports in FY2023

March, 2024

National Institute for Fusion Science
Advisory Committee External Peer Review Committee

Contents

Chapter 1: Summary of the External Review Report ······································· 1

Chapter 2: Main Body of the External Review Report····································· 5

Annex:
1. List of Members of External Peer Review Committee ······························· 1
2. Backgrounds ····································································································· 4

Summaryof the External Review Report in FY2023

The FY2023 NIFS External Peer Review Committee (hereafter referred to as “the committee”) held its
meetings and hearings from Oct.27, 2023 to Feb.7, 2024 and communicated intensively via E-mail toevaluate “Unit System (US)” and “Fusion Science Interdisciplinary Research Center, IndustryAcademia-Government Coordination Section (IAGCS)”. Since these innovative organizations were justlaunched at the beginning of this fiscal year, the charge to the committee is to review the important
issues in this initial phase including strategy, readiness, and action agenda along with the perspectives
defined by the Advisory Committee. It is also an important aspect to check how their activities
contemplate "Recommendations on for the Future of NIFS" and "Recommendations for the Future
Collaborative Research of NIFS" compiled by the appointed Working Group and endorsed by theAdvisory Committee in FY 2021 and FY 2022, respectively.
Two sub-committees were organized. One sub-committee was charged in US, and another subcommittee was charged in IAGCS. They have compiled their reports for each subject, and then thecommittee worked out the review report from their reports.

1. Unit System (US)The committee is pleased to note that the Unit System (US) was meticulously constructed after two years ofintensive discussions with the broad scientific community, including fusion science experts inside and outside
the National Institute for Fusion Science (NIFS) as well as researchers in related disciplines. The 10 units
have been established by integrating 46 originally proposed research themes with approximately 250 external
members together with approximately 120 members from NIFS. It is notable that many researchers are
participating from new fields other than conventional fusion science, such as space and astronomical physics,
mathematical physics, computational science, laser science, atomic physics, accelerator physics, and materialscience which foster interdisciplinary research. The committee notes that the US is a unique innovative
scheme to organize a fusion science institute and covers a wide range of research themes which show great
promise for future development.
While it is not yet the time to assess each unit's scientific achievements and its impact on world-leading
research, the committee notes that the successful outcomes from NIFS, in particular, its academic research

1platforms like LHD, plasma simulator, and engineering facilities, are effectively used for collaborative andinterdisciplinary approaches under the US.
The committee notes that the Unit Evaluation Committee has successfully accommodated the diversity of
proposals to the 10 Units and elaborated their academic plans through intensive communications withproponents. It should be noted at the same time that the relationships between researchers inside and outside
NIFS and various managerial processes are complex and it is easy to imagine that the they would run aboutin confusion to some extent for a while. By nature, the Units are expected to develop autonomously alongwith their own initiative and ownership. The committee expects Unit Evaluation Committee to play animportant role to resolve any confusions and conflicts when they arise during the implementation process
through the support and assessment of the Units.
The committee notes that collaboration among Units has seen in evident success with 33 proposed projects,
including 10 from young researchers. While 10 of these projects have secured funds at this moment, thecommittee is concerned about their progress due to lack of a fund. Therefore, the committee recommends
that NIFS considers providing dedicated research funds to support, in particular, young researchers tofacilitate their challenge of interdisciplinary projects.
The committee notes favorable substantial commitment of young researchers to the construction of the US
and building future research. And around 50% of Unit leaders are appointed from young researchers with
relevant promotion. The committee finds that it is challenging for young researchers to balance primaryresearch work and stretching out to interdisciplinary research while they are expected to propose
interdisciplinary projects. Therefore, the committee recommends that the senior NIFS management pays
attention to potential managerial issues in Units for appropriate action.
The committee commends that seminars at various levels are organized in order to promote interdisciplinary
research and their efforts. The committee recommends that the Units continue these seminars and establish alinkage mechanism between them.
Even before NIFS organized the US, it has a strong history of engagement in international activities. The
committee finds that there has been a significant increase in personnel exchanges and that the remotecollaboration system has been effective in enhancement of internationalization since the inception of the US
in 2023. While it's premature to judge the ideal environment for the US for internationalization, the committee
expects its diverse scientific scope to attract international collaboration. To promote internationalization
further, the committee recommends NIFS to expand the number of foreign members within the Units. The
committee also recommends NIFS to pay attention to that sustainment of international efforts for organizationof international conferences and editing works for journals should be carefully considered for the continued
success of internationalization.
The committee notes NIFS together with the Advisory Committee and the Unit Evaluation Committee shouldhave a lot of further discussions on how to effectively utilize and deploy the US. The committee points outthat sincere self-assessment of activities in Units is critical. The content of the discussions, including any

2

concerns, needs to be fully shared among the parties involved. The committee reminds that monitoring ofactivities in the Units by the standing Unit Evaluation Committee and external review of each Unit in a timely
manner are indispensable.

2. Fusion

Science

Interdisciplinary

ResearchCenter,Industry-Academia-Government

Coordination Section (IAGCS)NIFS has established the Fusion Science Interdisciplinary Coordination Center, fostering interdisciplinary
fusion science across scientific fields, fusion development research, and social implementation. The
committee notes that the Industry-Academia-Government Cooperation Section (IAGCS) plays a central rolein implementing a well-formulated strategy, involving protocol development, creating opportunities, andadopting research seeds. The committee recommends that the collaborative framework involving the
National Institutes of Natural Sciences (NINS) signifies an essential structure for industry-academiagovernment collaboration, promotion of transparency and continuous improvement.
The committee finds that NIFS has seen a notable rise in external funds due to improved staff awareness anda focused approach on fusion research, supported by inter-organizational activities involving IAGCS,
URA(University Research Administrator), and other entities. Collaborative research has increased to 30
projects annually. NIFS effectively utilizes 30 platforms for industry-academia-government collaborations
and contributes to practical research applications. Exhibitions and meetings organized by IAGCS foster
private sector interactions and advance industry-academia-government collaboration. The committee notesthat IAGCS has also demonstrated stability in ongoing research and intellectual property preservation, withconsistent patent registrations since 2019.
The committee finds that NIFS employs conflict-of-interest measures, requiring staff to record time andlocation with card keys. The committee recommends that the Fusion Energy Industry-Academia
Collaboration Laboratory and the Fusion Energy Cooperative Research Group strengthen collaboration,although clearer role delineation is needed. The committee also notes that NIFS effectively manages conflicts
through NINS and the Conflict of Interest Committee at NIFS and supports collaborative research withindustry including startups.
Recommendations include evaluating successful examples of the other institutes for interdisciplinary
development, targeting the management and investment sectors for social implementation, and enhancing
communication within IAGCS and NIFS researchers. Establishment of an educational system for NIFS
researchers and clear decision-making strategies within the cross-organizational structure are deemed crucial.
The committee points out that operating rules for IAGCS, along with a comprehensive document outlining
its background, purpose, and goals, are essential for staff awareness.
To adapt research seeds effectively, the committee suggests the establishment of a review committee todiscuss priorities for collaborative research and oversee Full-Time Equivalents (FTEs) management. Given3the recent launch of IAGCS, a periodic review and refinement of its strategy in response to evolving
environmental changes are recommended.
Recommendations also include identifying NIFS researchers for strategic support, improving communication
between IAGCS and URA, and increasing dedicated staff in anticipation of rising facility utilization andcollaborative research. Developing a strategy for social implementation of patents through collaboration with
URA, and streamlining the patent application process are also recommended.
Finally, recommendations for IAGCS include emphasizing access management and proper management ofresearch notes to prevent intellectual property contamination. The committee encourages continuing
discussions with the Conflict-of-Interest Committee to eliminate impediments to sound development withindustry.

3. Additional Suggestions from the External Peer Review Committee
The committee, in constructive spirits, suggests that the following issues should be considered forreview in the future.
1) Assessment of scientific achievements and future prospects in each unit.
2) Assessment of availability and effectiveness of research platforms.
3) The low level of competitive funding has always been a problem in the past years. Although there
is no silver bullet, each member in NIFS should learn from each other and come up with ways forexternal funding with taking opportunity of the on-going revolution for interdisciplinary
development of fusion science. Strategic approaches are requisite depending on the dimension andthe framework of fundings. Institutional efforts to secure the budget for large-scale platforms sharedwith communities are also indispensable.

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Main Bodyof the External Review Report in FY2023
1. Unit System (US)Perspective 1
Is US building up a broader interdisciplinary collaborative research system and researchorganization to address unresolved issues in fusion science?
Findings/Evaluation
・ The construction of the US has been completed after a meticulous two-year process. Original 46
proposals were selected to form 10 Units. The selection process was comprehensive, involving
input from hundreds of researchers, numerous meetings, and drawing on the knowledge andperspectives of researchers both within and outside of the National Institute for Fusion Science(NIFS). It's worth noting that while there were around 120 participants from within NIFS, there
were approximately 250 participants from outside NIFS.
・ Notably, the participation of researchers from fields different from conventional fusion research,such as space and astronomy, mathematical physics, computational science, laser science, atomic
physics, and accelerator physics, was essential to promote interdisciplinary research. This system
can be evaluated as something unprecedented, not undertaken by any other major research
institution worldwide. The research items currently listed cover a wide range of scales and researchmethods, from fundamental physical phenomena to elemental technologies, from astronomical
objects to nuclear fusion. These items show great promise for future development.

Recommendations
・ In order to address unresolved issues in fusion science, the committee notes that it is necessary toleverage the strengths of each Unit and promote 10 research themes in collaboration with newmembers. To this end, the Science Council of Japan's advisory opinion “Plasma Science” should
be referred.
・ System administrators should be aware that Unit coverage will need to be reviewed and adjusted
in the coming years. In addition, the operation requires the cooperation of researchers within NIFS
and researchers from outside organizations, and the committee notes that this will need to beconsidered as a future evaluation standard.
・ Additionally, since this is a new system, personnel exchanges may not be possible in order to
respond to unexpected difficult situations that may occur during operation, requests and requests
due to special power relationships within and outside of NIFS, and rapidly emerging needs. Flexible
management is required. The committee recommends that NIFS should do them.
・ The low level of competitive funding has always been a general problem in the past years. With
regard to the US, this improvement will be necessary not only to increase research funding, butalso to foster an interdisciplinary perspective and gain support from a wider academic community
than fusion science. Although there is no silver bullet, each member in the Units should learn fromeach other and come up with ways for external funding in line with the interdisciplinary
development of the Units.
・ In 10 years, present young scientists and students should be able to independently clarify their Unit

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research plans and construct a concrete roadmap based on the level of achievement of their Unit
research themes.
・ NIFS together with the Advisory Committee and the Unit Evaluation Committee need to have a lotof further discussions on how to effectively utilize and deploy the US. Also sincere self-assessmentof activities in Units is critical. The content of the discussions, including any concerns, needs to be
fully shared among the parties involved. The committee reminds that monitoring of activities in the
Units by the standing Unit Evaluation Committee and external review of each Unit in a timely
manner are indispensable.

Perspective 2
Is US promoting world-leading research through the rational and multilateral use of theresearch accomplishments and academic research platform which NIFS has established?

Findings/Evaluation
・ Without sufficient details, it is challenging to assess whether each Unit is driving world-leading
research. However, considering the successful results from NIFS, the academic research platforms- LHD, Plasma simulator, and engineering equipment - have been utilized for joint research andinterdisciplinary projects under the US, commencing this year. This should be evaluated. The
committee does not provide detailed comments on individual facilities and equipment, but thegeneral evaluation is summarized below.
・ LHD: The LHD can stably generate ultra-high-temperature plasma and is equipped with various
diagnostic equipment and manipulators. It is expected to conduct international joint research as aninterdisciplinary research platform, not only for nuclear fusion but also for understanding theprinciples of various complex phenomena common to space and astronomical plasmas. The plan isto promote experimental research combined with theoretical and simulation research and to expand
the use of data to a vast community of researchers, including those in other fields. It has received
high praise for these efforts.
・ Plasma simulator: The plasma simulator is not limited to internal research or within thefusion/plasma community; it operates as a collaborative research system open to related fields. The
number of joint research projects and users remains at a high level, contributing significantly toresearch in nuclear fusion, plasma, and related fields. As a new initiative, a demonstration
experiment will link plasma simulators and LHD experimental data to improve the efficiency ofhigh-speed, large-scale data analysis and machine learning, with high expectations for its success.
・ Engineering facilities: Compared to LHD and the plasma simulator, the deployment ofexperimental physics facilities and engineering platforms is less clear. Concerns exist regarding theutilization rate of engineering facilities due to budget cuts. In response, the 4th mid-term plan aims
to "widely develop energy science research and contribute to the realization of a hydrogen energy
society and a decarbonized society." NIFS has established an experimental environment for plasma
and fusion energy research in line with external demands, and it may necessitate a system forlaunching new research collaborations among industry, academia, and government.

Recommendations
・The use of these platforms to conduct research in different Units should be accounted for, as wellas the need for improvements to existing platforms and the need for new platforms of moderate
size.

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・

It is recommended that each Unit should provide a written document detailing rationale,organization, personnel within and outside of NIFS, and research strategy including funding
sources and yearly plans. It is highly desirable for each Unit to identify a list of “low hanging fruits”
that can demonstrate the value of the US in its beginning years, that are otherwise difficult toaccomplish.

・To promote world-leading research in a rapidly evolving environment, it is recommended that
midpoint inspections be conducted during each Unit's 10-year lifespan, ideally at around the 5-year
mark the results should be communicated to his NIFS leadership. They may reward top-performing
companies with additional support and restructure or terminate early companies that areunderperforming.

・To promote research effectiveness, it is recommended that objective and rational evaluation criteria
be developed and published for the US that include researchers both within and outside of NIFS.
Depending on the specific situation, the criteria may need to be different for each Unit.

・

In addition to NIFS resources and expertise, the use of external resources and platforms should be
encouraged to foster world-leading research in each Unit.

・

Research facilities are very important for Unit to advance research towards its goals. To this end,
each Unit should (i) utilize facilities other than those at NIFS, such as JT-60SA and university
facilities, and (ii) improve existing facilities at NIFS. At present, it seems that these activities are
expected to be carried out by individual Units, but it would be better to establish an organizationconsisting of Unit leaders and stakeholders to formulate strategies, and discuss it there.

Perspective 3
Is the Unit Evaluation Committee's assessment and advice on the Units’ activities
functioning effectively for the Units’ activities?

Findings/Evaluation
・ It is commendable that the 46 proposal were eventually consolidated into 10 Units after receiving
proposals and evaluations from the Unit Evaluation Committee. The Unit Evaluation Committee
has successfully accommodated the diversity of proposals and elaborated their academic plans
through intensive communications with proponents.

・ It should be noted at the same time that the relationships between researchers inside and outside

NIFS and various managerial processes are complex and it is easy to imagine that the they would
run about in confusion to some extent for a while.

Recommendations
・ By nature, the Units are expected to develop autonomously along with their own initiative andownership. The Unit Evaluation Committee is expected to play an important role to resolve any
confusions and conflicts when they arise during the implementation process through the support
and assessment of the Units.
・ The new US is quite different in scientific emphasis and philosophy than many, or most, of thelarge fusion labs. Most other labs are aiming for research using large facilities that provide newphysics or engineering regimes for study. The US approach offers potential for new discoveries notnecessarily accessible to other labs. This potential payoff also carries risks. It will be important toperform rigorous self-assessment or external review of results with sufficient frequency to allow

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for modification and optimization of the research plans as the research proceeds.
・ Because the US is itself an experiment, data should be taken fairly continuously and readjustments
made as needed.
・ It could be useful to continue such evaluation committee meeting for the US, to re-assess how
efficiently the US works and to figure out if any adjustment of the organization needs to beaddressed. As this would be the challenging point once the US was constructed.
・ It is recommended to publish an organization structure of the US, including Unit Evaluation
Committee and other important elements, with functions and reporting chains clearly defined.

Perspective 4
Is US effectively promoting collaboration and cooperation among Units in order toenhance the level of research?

Findings/Evaluation
・ As for collaboration and cooperation among Units, 33 projects have already been proposed, which
can be evaluated as excellent. Additionally, the fact that 10 projects have been proposed by young
researchers is highly commendable, as it demonstrates that the institute's policies are well-received,
even by young researchers. However, it's worth noting that only 10 of these proposed projects havereceived funding and are currently being implemented. This raises concerns about the smooth
progression of all projects.
・ Since the promotion of interdisciplinary research is grounded in fostering exchanges among
researchers from diverse fields, the recent initiative to organize seminars at various levels tofacilitate interdisciplinary research collaboration is commendable. Notably, the Research Division
seminars, held frequently with dozens of participants each time, incorporate interdisciplinary
research themes. It is highly recommended that these seminars continue in the future. Moreover, it
is important not only to conduct each seminar independently but also to establish a mechanism fororganic linkage between them.
・ Young researchers are expected to propose interdisciplinary collaborative projects. However, foryoung researchers, it is often challenging to simultaneously apply for both their primary research
projects and interdisciplinary collaborative research. Therefore, it is essential for the institute toprovide dedicated research funds that enable young researchers, in particular, to initiate theirinterdisciplinary research endeavors.

Recommendations
・ It will be critical to rigorously self-assess the success of the cross-unit collaboration or cooperation
and, if needed, adjust the Units or the Unit collaboration early enough to optimize results in five or
ten years.
・ Before applying for competitive funds, the applicants are recommended to ask for a critical review
within NIFS.
・ It may be necessary to somehow assess the outcome of the launched projects, to see how effectively
promote the collaboration among Units.
・ Since the success of fusion energy requires collaboration and cooperation of all Units (possibly
beyond), it is recommended to build and maintain robust inter-unit interaction to form a network8

of strong ties.
・ In addition to promote collaborations among Units, it is necessary to make specific research topics
and plans of each Unit more visible to distinguish the inter-unit collaborations and the researchoverlaps.

Perspective 5
Is the operation of US suited to young researcher’s activity and success?

Finding・ Presented data from NIFS reveals a strong focus and active involvement of young researchers inboth the construction of the US and future research initiatives. Impressively, approximately 60%of the proposed research topics stem from young researchers, reflecting a high degree ofinclusiveness in the process. This inclusivity is further demonstrated by the fact that around 50%
of Unit leaders are young researchers.
・ It's worth noting that the majority of early career researchers, including some newly hired
employees, are actively proposing and leading new Units. This marks a positive trend. However,there are concerns about whether these young leaders will be able to take the lead in research
initiatives within their Units while working under the supervision of senior experts responsible foradministrative and budget management.

Recommendations
・ It will be important for the NIFS leadership team to convince university and national lab fusion
researchers, and the relevant funding agencies, of the exciting opportunities offered by the US. Of
course, such outreach has likely been carried out. It should be continued aggressively, particularly
as research results are obtained.
・ Young people go into fusion science for differing reasons. Reasons include energy development tosave the planet, interest in technological advance, and more fundamental questions in nonlinear
science and mathematics. Creating a nurturing environment for young people in this last group,
which are often quite talented, is important for the future of fusion science.
・ For these young researchers, it is strongly recommended to create methods to assess theirperformance and how to provide further room for their promotion. It may be important for thesustainable development.
・ Since early-career researchers need to develop a path of success with a sense of belonging rather
fast at the beginning years when joining NIFS, it is recommended to assign a mentor who canadvise and advocate for the case of early-career researchers.
・ Some Unit leaders are young. Since the Units are administrative organizations of the institute,business of Unit leaders include administrative management as well as research management. It isneeded to make a system to support young Unit leaders so that they can concentrate research
management without taking much time on administrative management.
・ The "Support for the start of a developmental research program" should be continued upon afollow-up of the effectiveness.
・ The publication of summaries of newly published papers on the Web should be carried out surely.

9Perspective 6
Is the operation of US suited to promote internationalization?

Findings/Evaluation
・ Even before NIFS organized the US, it had a rich history of engaging in various international
activities, with many NIFS members actively participating in program committees for international
conferences, serving as editors for international journals, and being involved in fusion and plasmarelated international organizations. Additionally, several international collaborative research
projects spanning atomic and molecular physics to material science were ongoing. These endeavors
laid the groundwork for future internationalization efforts within the US and were highly
commended in the previous year's evaluation.
・ Notably, since the inception of the US in 2023, there has been a remarkable increase in personnel
exchanges. In the early half of 2023 alone, the number of exchanges has doubled compared to thetotal number in 2022. Furthermore, the effective use of the Remote collaboration system, which
received high praise in the previous evaluation, is expected to further enhance NIFS's
internationalization efforts under the new US.
・ Given the current situation, it may be premature to determine whether the US provides an ideal
environment for internationalization. However, the diverse scientific scope covered by the Units is
expected to attract significant international interest in collaboration. Moreover, the Unit System's
advantages lie in its ability to propose international collaboration themes based on extensive
discussions within the Units, rather than relying solely on individual efforts. As a result, several
international and interdisciplinary proposals are already in the planning stages, representing apromising development.
・ On the other hand, there are a few areas for improvement to further promote internationalization
through the Unit System. Firstly, while there are currently 15 foreign members within the Unit
representing 9% of all Unit members, there is room for expansion in this regard. Secondly,
sustaining internationalization efforts, such as participation in conference organization and journal
editing, may become challenging without continued evaluation and support from the NIFS
organizational system. These aspects should be carefully considered for the ongoing success ofinternationalization efforts.

Recommendations
・ Given the inclusion of interdisciplinary and fundamental science in the US, it seems natural topromote collaborations with academic institutions, e.g., theoretical physics, computational, andmathematics departments in the United States and Europe. Several of the Units already have large
potential for such collaborations.
・ It is encouraged to keep open the US for international researchers, by inviting abroad experts joint
the research Unit and also the evaluation committee. As a non-conventional system, NIFS would
be required to advertise the US to attract more researchers home and abroad.
・ In response to the changes of the circumstances, NIFS should search the best way to maximize theinternational academic activities as the core institute of Japanese University. Given the inclusionof interdisciplinary and fundamental science in the US, it seems natural to promote collaborations
with academic institutions, e.g., theoretical physics, computational, and mathematics departmentsin the United States and Europe. Although it looks that several of the Units should have easy
potential for such collaborations, the NIFS leadership team should work hard to explain the10research opportunities to fusion and plasma labs internationally, as the approach of the NIFS Unit
System is non-standard or non-conventional. This will take a concentrated international outreacheffort to advertise the system to attract more researchers home and abroad.
・ It is recommended that NIFS should open various experimental platforms abroad for Japanese
researchers in the field through the international collaborations. Each Unit in NIFS should be thecore to integrate research requests, along its specialized themes, from members of universities
including NIFS stuffs and foreign distinguished collaborators, and should make efforts to obtain
the budgets to support the domestic and international collaborations. For this purpose, each Unit
should include tight collaboration with foreign active researchers using the manner of crossappointment and some other tight manners. The important role of Fusion Science Interdisciplinary
Coordination Center should be emphasized in creating the channels and winning the supporting
budges.
・ It is highly desirable for each Unit to make good progress in early years on “low hanging fruits”
goals that can demonstrate to the international community the value of the US and are otherwise
difficult to accomplish.
・ It is recommended to take advantage of the existing international relationships that NIFS has
already (MOU between institutions, countries, IAEA committees, etc) to promoteinternationalization of the US. For example, a mirroring Unit can be proposed in the collaborating
institution and jointly apply for collaboration funding.
・ It is also expected to enhance the existing international research collaborations, such as US-Japanand Japan-Korea research collaborations, to promote internationalization of the Unit activities
further.
・ NIFS should try to get a position in Research Center for Science Systems in JSPS from NIFS.

2. Fusion Science Interdisciplinary Research Center, Industry-AcademiaGovernment Coordination Section (IAGCS)
Perspective 1
Is the Section's strategy taking advantage of and promoting NIFS's basic policy of"Interdisciplinary development of Fusion Science" from the perspective of industrial
applications?

Finding/Evaluations
・ NIFS has organized the Fusion Science Interdisciplinary Coordination Center with three sections,
including the Industry-Academia-Government Cooperation Section (IAGCS). The coordination
among these sections and Units aims to broaden the interdisciplinary nature of fusion science andcontribute to various scientific fields, fusion development research, and social implementation.
・ Four essential issues have been identified to promote NIFS's policy of "Interdisciplinary
development of Fusion Science" from the perspective of industrial applications. The present
strategy, involving protocol development, creating opportunities, and adopting research seeds, iswell-formulated.
・ IAGCS is praised for its central role in implementing the strategy and building a cooperative system

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with different organizations. The cross-organizational approach is expected to facilitate effective
collaboration among experts from different fields.
・ The collaborative framework, with the National Institutes of Natural Sciences (NINS) as thecontracting entity for joint research agreements and patent applications, signifies an essential andappropriate structure for industry-academia-government collaboration. Cooperation between NINS
and NIFS promotes transparency, effective information sharing, and continuous improvement.
・ From abovementioned findings, IAGCS’ strategy is evaluated as excellent to commendable.

Recommendations
・ The effectiveness of industrial collaboration in achieving interdisciplinary development goals is
not self-evident. Evaluation based on successful examples is suggested to predict the feasibility ofinterdisciplinary development.
・ Initiatives connecting research outcomes with industrial applications should consider the
management and investment sectors as targets to accelerate societal implementation.
・ To promote NIFS's basic policy effectively, IAGCS needs to stimulate communication between
IAGCS staff and all NIFS researchers, and routinely search for seeds for industrial applications.
・ To ensure the implementation of strategies, IAGCS needs to establish an educational system forbetter understanding and adherence to the content.
・ Effective collaboration within a cross-organizational structure is crucial for fostering collaborative
activities among industry, academia, and government. Decision-making strategies should be clearly
defined, with IAGCS playing a leading role based on the NIFS policy for interdisciplinary
development.
・ The operating rules of the Fusion Science Interdisciplinary Coordination Center govern IAGCS
functions. A comprehensive document outlining the background, purpose, mission, strategies, andgoals of IAGCS is essential for a deeper understanding of its activities and staff awareness ofindustry-academia-government collaboration.
・ In the adaptation of research seeds, it is recommended to establish a review committee to discuss
priorities for collaborative research contributing to fusion technology development. The committee
could also oversee the management of Full-Time Equivalents (FTEs) for staff members.
・ The current strategy of IAGCS need to be reviewed and refined in response to future changes inthe surrounding environment since IAGCS is recently launched. It is expected that the strategy willlead to the development of an industrial network for fusion science in the future.

Perspective 2
Is IAGCS putting survey, support, and obtaining external funding for industry-academiagovernment collaboration in place?

Finding/Evaluations
・ The increase in the number and amount of external funds is attributed to improved staff awareness,a strengthened focus on fusion research, and enhancements in protocols with IAGCS, contributing
to the overall sustainable development of NIFS. Collaborative research has gradually increased,12

reaching 30 projects per year, with four new collaborative technology developments established.
・ NIFS possesses 30 publicly available platforms effectively utilized for industry-academiagovernment collaboration activities. The active utilization of platforms contributes to practicalapplications of research outcomes.
・ NIFS organizes exhibitions and meetings to facilitate interactions with the private sector, promoting
collaboration and contributing to the advancement of industry-academia-government collaboration.
・ Activities to assess needs and support the acquisition of external funding for industry-academiagovernment collaborations are carried out in the inter-organizational structure of IAGCS, URA, theDepartment of Administration, the Research Enhancement Strategy Office of NIFS, and NINS.
This structure provides integrated support to promote collaborative activities.
・ From abovementioned findings, it is evaluated as excellent to commendable overall. It is noted thatthe rapid increase in the amount of external funds is highly evaluated (outstanding).

Recommendations
・ There is a need to identify NIFS researchers conducting industry-academia collaboration andestablish a strategic support system for them.
・ Facilitating communication between IAGCS and URA is essential for effectively acquiring externalfunding for collaborative industry-academia-government activities. Adequate manpower should beallocated for sincere networking efforts to assess technology needs developed at NIFS.
・ It is desirable to secure additional special resources for URA and outreach efforts.
・ NIFS platforms, featuring state-of-the-art instrumentation and research opportunities in otherwise
unavailable experimental conditions (use of neutrons, ultrahigh voltage, etc.), are attractive toindustry.
・ With an expected increase in facility utilization and collaborative research in the future, it isrecommended that the number of dedicated staff should be increased.

Perspective 3
Is IAGCS promoting the development of fusion technology for social implementation?

Finding/Evaluations
・ The organization, IAGCS, demonstrates stability in ongoing research and intellectual property
preservation, evident from consistent patent registrations since 2019. The initiative to utilize unusedbiomass activated carbon for sustainable development goals (SDGs) is positively acknowledged.
However, a future challenge is identified as the almost non-existent number of license agreements
for registered patents.
・ IAGCS collaborates with the Committee for Intellectual Property, the Department of
Administration, and NINS to manage intellectual property for patent licensing. Whilecommendable progress is noted in establishing a mechanism for social implementation of fusion
technology, the current small number of patent applications necessitates future collaboration withprivate companies.

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・ The limited budget prompts strategic patent application discussions, but the difficulty in licensing
to industry despite the importance of patents for generating industry interest is acknowledged. From
abovementioned findings, it is evaluated as commendable overall. But it is noted that no licensing
is critical and IAGCS should take appropriate actions.

Recommendations
・ There is a need to increase license agreements for patents by enhancing collaboration with theprivate sector and promoting commercial utilization based on industrial needs.
・ IAGCS should lead efforts with URA to secure intellectual property funding within NIFS, reduce
costs through joint applications with research companies, and reexamine its intellectual property
from multiple angles.
・ IAGCS needs to collaborate with URA to identify researchers conducting industry-academia
collaboration, establish a support system, engage in proactive dialogue with companies, anduncover research needs.
・ IAGCS needs to develop a strategy, in line with NIFS policy for interdisciplinary fusion science,
to promote the social implementation of patents and assist inventors in streamlining the patentapplication process to reduce the burden of the process.
・ IAGCS is encouraged to continue its activities.

Perspective 4
Is IAGCS putting sound development collaboration and cooperation with industry
including start-ups in place?

Finding/Evaluations
・ NIFS implements measures for conflict-of-interest management, requiring staff to record time andlocation using a card key. The introduction of category D for detailed records of activities with theprivate sector is praised for avoiding resource confusion.
・ The Fusion Energy Industry-Academia Collaboration Laboratory and Fusion Energy Cooperative
Research Group strengthen the organizational structure for effective collaboration, although there
is a need for clearer delineation of roles and hierarchy. The establishment of these divisions
supports collaborative research with industries, including fusion startups, contributing to theadvancement of fusion energy innovation in Japan.
・ For effective collaboration and cooperation with industry, mutual understanding of objectives andclear separation of mission, place, time, information, and budget are crucial. NIFS manages
conflicts of interest through NINS and the Conflict of Interest Committee at NIFS. The Fusion
Energy Cooperative Research Group collaborates with various entities to create new social values,
contributing to sound development and cooperation with industry, including startups. Overall, there
is an expectation for continued positive developments in these areas.
・ From abovementioned findings, it is evaluated as excellent to commendable.

Recommendations
・ IAGCS should emphasize access management of individuals and proper management of research14notes to prevent intellectual property contamination.
・ Education and guidelines are needed for effective research note management practices, ensuring
detailed and accurate information, and implementing appropriate storage and access controls.
・ Managing conflict of interest is challenging but crucial for collaboration and cooperation between
NIFS researchers and industry, including start-ups. New card key entry systems can manage theseparation of place, time, and budget for collaborative activities, but mission and information
separation depend on researcher trust. Awareness of the commercial value of the NIFS name is
crucial when collaborating with industry, especially start-ups.
・ Reassigning collaborating NIFS researchers to the Fusion Energy Cooperative Research Group can
simplify conflict of interest management.
・ It is recommended to establish strict rules for the separation of mission, place, time, information,and budget in collaborative activities with industry, preventing deactivation of collaborations.
・ IAGCS should continue discussions with the Conflict-of-Interest Committee to eliminate any
impediments to sound development with industry, addressing conflicts in advance.

General Recommendations
・ Effective cooperation within the inter-organizational structure, with the IAGCS playing a leadingrole, is necessary to develop the protocols of a system for industry-academia-government
collaborative activities.
・ A strong collaboration with the URA in NIFS is a prerequisite for the IAGCS to create more
opportunities for such activities and to adapt the research seed in NIFS to the needs of industry.

15

Annex

1. List of Members of External Peer Review Committee ･････････・・・・・・・・・・ 1

2. Backgrounds ･････････・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 4

List of FY2023 NIFS External Peer Review Committee members[External Peer Review Committee members]
Ishida ShinichiManaging Director, Fusion Energy Directorate, National Institutes for Quantum Science andTechnology (QST)

Ueda Yoshio

Professor, Graduate School of Engineering, Osaka University

Ozawa Tohru

Professor, Faculty of Science and Engineering, School of Advanced Science and Engineering,
Waseda University

Kaneko Toshiro

Professor, Graduate School of Engineering, Tohoku University

Fujisawa Akihide

Professor, Research Institute for Applied Mechanics, Kyushu University

Fujita Takaaki

Professor, Graduate School of Engineering, Nagoya University

Matsuoka Ayako

Professor, Graduate School of Science, Kyoto University

Morii Takashi

Professor, Institute of Advanced Energy, Kyoto University◎

Yamada Hiroshi

Professor, Graduate School of Frontier Sciences, The University of Tokyo○●

Yoneda Hitoki

Professor, Institute for Laser Science, University of Electro-Communications

Watanabe Tomohiko

Professor, Graduate School of Science, Nagoya University

Stewart Prager

Professor, Astrophysical Sciences, Princeton University, USA

Philip J Morrison

Professor, Department of Physics, The University of Texas at Austin, USA

Yuntao Song

Director-General, Institute of Plasma Physics, Chinese Academy of Sciences, Hefei, China●[Specialist Committee members]
Yokomine Takehiko
Uzawa Yoshinori
Hayashi Takumi
Hantao Ji

Professor, Graduate School of Engineering, Kyoto University
Professor, Industry Liaison Office, National Astronomical Observatory of Japan (NAOJ),
National Institutes of Natural Sciences (NINS)
Deputy Director General, Rokkasho Fusion Institute, National Institutes for Quantum Scienceand Technology (QST)
Professor, Astrophysical Sciences, Princeton University, USA◎: Chairperson, ○: Vice Chairperson, ●: Expert Subcommittee’s Chairperson

1List of FY2023 NIFS External Peer Review Committee members
Expert Subcommittee on Unit System[External Peer Review Committee members]●

Ozawa Tohru

Professor, Faculty of Science and Engineering, School of Advanced Science and Engineering,
Waseda University

Matsuoka Ayako

Professor, Graduate School of Science, Kyoto University

Yoneda Hitoki

Professor, Institute for Laser Science, University of Electro-Communications

Stewart Prager

Professor, Astrophysical Sciences, Princeton University, USA

Philip J Morrison

Professor, Department of Physics, The University of Texas at Austin, USA

Yuntao Song

Director-General, Institute of Plasma Physics, Chinese Academy of Sciences, Hefei, China[Specialist Committee members]
Yokomine Takehiko

Professor, Graduate School of Engineering, Kyoto University

Hantao Ji

Professor, Astrophysical Sciences, Princeton University, USA[Observers]
Fujisawa Akihide

Professor, Research Institute for Applied Mechanics, Kyushu University

Fujita Takaaki

Professor, Graduate School of Engineering, Nagoya University

Watanabe Tomohiko

Professor, Graduate School of Science, Nagoya University●: Expert Subcommittee’s Chairperson

2

List of FY2023 NIFS External Peer Review Committee members
Expert Subcommittee on Fusion Science Interdisciplinary Coordination CenterIndustry-Academia-Government Coordination Section[External Peer Review Committee members]●

Ishida ShinichiManaging Director, Fusion Energy Directorate, National Institutes for Quantum Science andTechnology (QST)

Ueda Yoshio

Professor, Graduate School of Engineering, Osaka University

Kaneko Toshiro

Professor, Graduate School of Engineering, Tohoku University

Morii Takashi

Professor, Institute of Advanced Energy, Kyoto University[Specialist Committee members]
Uzawa Yoshinori
Hayashi Takumi

Professor, Industry Liaison Office, National Astronomical Observatory of Japan (NAOJ),
National Institutes of Natural Sciences (NINS)
Deputy Director General, Rokkasho Fusion Institute, National Institutes for Quantum Scienceand Technology (QST)●: Expert Subcommittee’s Chairperson3Annex 2: Backgrounds
The National Institute for Fusion Science (below as NIFS) was established in 1989 as aninter-university research institute to advance fusion research in universities in Japan.
Since 2004, NIFS has been a research institute under the Inter-University Research InstituteCorporation National Institutes of Natural Sciences. Upon becoming an inter-university researchcorporation, a system for mid-term goals and mid-term planning spanning six years was introduced,
and a system of annual evaluations regarding the progress, too, was introduced. This annual evaluation
focuses primarily upon administrative management. In addition, at NIFS it has been determined thatreceiving external evaluations of research results is important. Under the NIFS Advisory Committee,
each year an External Peer Review Committee is organized, and the members evaluate the research.
The topics of evaluation and its perspectives are determined by the Advisory Committee. The
evaluation is undertaken by the members of the External Peer Review Committee, which is composedof experts who are external members of the Advisory Committee and external experts who areappropriate for evaluating the topics. The External Evaluation Committee submits its evaluation
results to the Advisory Committee. Then, NIFS, together with making the results public by uploadingthat information to the NIFS homepage, utilizes this information to improve research activities in thefollowing years.
The topics for evaluation for the External Peer Review Committee are discussed and decided
upon by the Advisory Committee, and those topics for evaluation differ each year. Most recently, in
2021 the “LHD Project”, the “Numerical Simulation Reactor Research Project”, and the “Fusion
Engineering Research Project” ,and in 2022 “Human Resource Development” ,”International
Collaboration”, and the “Department of Engineering and Technical Services” were topics evaluatedby external reviewers. This year, 2023 “ Unit System” and “Fusion Science Interdisciplinary ResearchCenter, Industry-Academia-Government Coordination Section” were selected and reviewed by theexternal examiners.
As external members of the External Peer Review Committee this year there are elevenexternal members from the Advisory Committee and three members from abroad. Further, four(including a member from abroad) experts are invited from outside NIFS. Thus is the External Peer
Review Committee composed, and thereby the evaluation was undertaken.
The first meeting of the External Peer Review Committee including the Experts’
Subcommittee was convened on October 27, 2023. The Committee discussed the process for moving
forward with this fiscal year’s external peer review. The second meeting of Experts’ Subcommittee
on the “Unit System” was held on November 6, 2023. The second meeting of Experts’ Subcommittee
on the “Fusion Science Interdisciplinary Research Center, Industry-Academia-Government
Coordination Section” was held on November 22, 2023. NIFS provided a detailed explanation thatutilized documents from the material of viewgraphs and reports based on the perspectives. A questionand-answer session also was arranged. Extra-meetings primarily for international members were4

organized for “Unit System” on November 10, 2023, and December 11, 2023, with participation ofmajor members in Japan. Subsequently, the second meeting of the External Peer Review Committee
and the third meeting of the Experts’ Subcommittee was held on February 7, 2024. The Committee
discussed the coordination of the evaluation work and confirmed the configuration of the external peer
review report based on the drafts from two sub-committees. Then, the committee elaborated the reportthrough communications by electronic mail. Upon confirmation and examination by the External Peer
Review Committee and the Experts’ Subcommittee, the external review report was finalized on
February 27, 2024.
In the external evaluation regarding “Unit System”, and the “Fusion Science
Interdisciplinary Research Center, Industry-Academia-Government Coordination Section” whichwere implemented this fiscal year, the perspectives for the evaluation were determined as follows.

Evaluation items in FY2023 External Peer Review
The external peer review of “Unit System (US)” and “Fusion Science Interdisciplinary
Research Center, Industry-Academia-Government Coordination Section (IAGCS)” will be conductedin FY2023 with the evaluation perspectives set as follows. Each evaluation perspective is essentiallybased on the evaluation of the appropriateness and achievement of research and other activities
conducted by the National Institute for Fusion Science (NIFS) as an Inter-University Research Institute,as well as the future direction and strategy in referring to the “Recommendations on for the Future of
NIFS” and the “Recommendations for the Future Collaborative Research of NIFS” compiled by theappointed working group and endorsed by the advisory committee in FY 2021 and FY 2022,
respectively.
In addition, the following points presented as “recommendations” in the previous peer
review report of “Human Resource Development,” “International Cooperation,” and “Department ofEngineering and Technical Services” in FY2022 are also taken into consideration in this evaluation.
Recommendations from the FY2022 external evaluation(1) The new organization of UNITs starts from 2023 in NIFS aiming at interdisciplinary developmentof fusion science. A new platform succeeding to LHD, i.e., a post-LHD project should be planned
as early as possible through intensive discussion in domestic and international communities, where
the UNIT system should play an essential key role.
(2) NIFS is driving the paradigm shift to extend the horizon of fusion science. The new researchorganization employing the units starts in FY2023. These units are formed involving researchers
outside NIFS through thorough discussions in the community and challenge unresolved criticalscientific subjects related to realization of fusion energy as well as energy circulation in nature
through interdisciplinary approach. The progress on this reform and the activity of the units should5be reviewed at the right time.
Perspectives on “US”
(1) Is US building up a broader interdisciplinary collaborative research system and researchorganization to address unresolved issues in fusion science?
(2) Is US promoting world-leading research through the rational and multilateral use of the researchaccomplishments and academic research platform which NIFS has established?

(3) Is the Unit Evaluation Committee's assessment and advice on the Units’ activities functioning
effectively for the Units’ activities?
(4) Is US effectively promoting collaboration and cooperation among Units in order to enhance thelevel of research?

(5) Is the operation of US suited to young researcher’s activity and success?
(6) Is the operation of US suited to promote internationalization?

Perspectives on “IAGCS”(1) Is the Section's strategy taking advantage of and promoting NIFS's basic policy of“Interdisciplinary development of Fusion Science” from the perspective of industrial
applications?
(2) Is IAGCS putting survey, support, and obtaining external funding for industry-academiagovernment collaboration in place?
(3) Is IAGCS promoting the development of fusion technology for social implementation?
(4) Is IAGCS putting sound development collaboration and cooperation with industry including
start-ups in place?

6

Inter-University Research Institute Corporation
National Institutes of Natural Sciences

National Institute for Fusion Science322-6 Oroshi-cho, Toki, Gifu, 509-5292, Japan

http://www.nifs.ac.jp/