Analysis of opportunities
for EU SMEs
in Japan‘s Data Economy
and Artificial Intelligencein connection with
Robotics

Tokyo 2019
AGNIESZKA KUCZYŃSKA

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ABOUT THE EU-JAPAN CENTRE FOR INDUSTRIAL COOPERATIONThe EU-Japan Centre for Industrial Cooperation (http://www.eu-japan.eu/) is a unique venture
between the European Commission and the Japanese Government. It is a non-profit organisation
established as an affiliate of the Institute of International Studies and Training. It aims at promoting
all forms of industrial, trade and investment cooperation between the EU and Japan and at
improving EU and Japanese companies’ competitiveness and cooperation by facilitatingexchanges of experience and know-how between EU and Japanese businesses.

ABOUT THE AUTHOR
Agnieszka Kuczyńska is a researcher with Master in Sociology, specialising in communicationand multimedia, from AGH University of Science and Technology in Poland and PhD in
Management from Jagiellonian University in Poland, specialising in technology-oriented policies.
The author conducted extensive research on ICT policies in Japan end EU and currently works at
the AGH UST Centre for Technology Transfer.
The author can be reached at: japan.project.box@wp.pl

Disclaimer
The information contained in this publication reflects the views of the author and not necessarily
the views of the EU-Japan Centre for Industrial Cooperation, the European Commission orJapanese Authorities. While utmost care was taken to check and translate all information used inthis study, the author and the EU-Japan Centre may not be held responsible for any errors thatmight appear. This report does not constitute legal advice in terms of business development cases.

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Objective and Scope
This report intends to provide an overview of current AI, robotics and data related policies in Japan.
Its scope covers the government regulations, strategies and actions regarding R&D, as requestedby the EU-Japan Centre for Industrial Cooperation. Market analysis and business landscape are
therefore not covered in this publication.
The objective of this report is to provide a useful source of information on opportunities for
European SMEs in AI and related fields against the background of policy landscape. Apart fromstrategy and regulation’s analysis the report contains also a section with recommendations for
European SMEs wishing to collaborate with or conduct business in Japan.

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Table of Contents
Objective and Scope ................................................................................................................................. 3
List of Figures ............................................................................................................................................ 6
List of Tables ............................................................................................................................................. 8
List of Abbreviations ................................................................................................................................ 9
Executive Summary .................................................................................................................................... 11
1.

Introduction ........................................................................................................................................ 14

2.

Society 5.0........................................................................................................................................... 16
2.1 Practical examples of new benefits brought by Society 5.0 ........................................................... 22
2.1.1 Transportation........................................................................................................................... 22
2.1.2 Healthcare and caregiving ........................................................................................................ 24
2.1.3 Manufacturing ............................................................................................................................... 24
2.1.4 Food ............................................................................................................................................... 25
2.1.5 Agriculture ..................................................................................................................................... 25
2.1.6 Disaster prevention ....................................................................................................................... 26
2.1.7 Energy ............................................................................................................................................ 27

3. AI Strategy .............................................................................................................................................. 29
3.1 AI strategy: overview and main targets .......................................................................................... 29
3.2 Human resources.............................................................................................................................. 33
3.3 R&D organisation ............................................................................................................................. 36
3.4 Data Infrastructure ........................................................................................................................... 44
3.5 SMEs support .................................................................................................................................... 46
3.6 Industrialisation Roadmap ............................................................................................................... 47
4. Robot Strategy ........................................................................................................................................ 50
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4.1 Manufacturing .................................................................................................................................. 55
4.2 Construction, infrastructure and disaster response ....................................................................... 57
4.3 Standardisation and modularisation ............................................................................................... 60
4.4 Robot Test Sites ................................................................................................................................ 61
4.4 Review of existing regulations ......................................................................................................... 66
4.5 World Robot Summit ....................................................................................................................... 67
5. R&D Programs ........................................................................................................................................ 71
5.1 Strategic Innovation Creation Program (SIP) .................................................................................. 71
5.2 Public-Private Investment Expansion Program (PRISM) ................................................................. 74
5.3 Impulsive Paradigm Change through Disruptive Technologies Program (ImPACT)....................... 75
5.4 Moonshot Research and Development Program ............................................................................ 77
6. Efforts in patenting and standardisation............................................................................................... 82
7. Ethical aspects ........................................................................................................................................ 92
8. Conclusions ............................................................................................................................................. 96
8.1 Recommendations for European SMEs: ........................................................................................ 102
9. References ............................................................................................................................................ 105
ANNEX....................................................................................................................................................... 109
List of field-related events: .................................................................................................................. 109

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List of Figures

Figure 1. Stages of society development. ................................................................................................... 17
Figure 2. Changed expected to occur after transformation to Society 5.0. ............................................... 18
Figure 3. Society 5.0 as a cyber-physical system. ....................................................................................... 19
Figure 4. Society 5.0: balancing the economic development and resolving societal challenges. .............. 20
Figure 5. Resolving societal problems and realising SDGs in Society 5.0. .................................................. 22
Figure 6. Expected benefits for transportation in Society 5.0. ................................................................... 23
Figure 7. Expected benefits for Manufacturing in Society 5.0. ................................................................... 24
Figure 8. Expected benefits for Agriculture in Society 5.0. ......................................................................... 26
Figure 9. Expected benefits for Energy in Society 5.0................................................................................. 27
Figure 10. Main initiatives for human resource development in the AI era............................................... 34
Figure 11. AI R&D model. ............................................................................................................................ 43
Figure 12. Data linkage infrastructure: data linkage to realize Society 5.0. ............................................... 45
Figure 13. New type of service: AI Quest - Problem-based learning experiment ...................................... 47
Figure 14. Industrialisation Roadmap: AI development phases. ................................................................ 48
Figure 15. Annual number of industrial robots 1997 – 2014...................................................................... 50
Figure 16 Transfer assistance robot (wearable type) ................................................................................. 51
Figure 17 Double-armed multi-functional robot (image courtesy of Glory - nextgen industrial robot
NEXTAGE) .................................................................................................................................................... 51
Figure 18 Transfer assistance robot (non-wearable type) .......................................................................... 52
Figure 19 Mobility support robot................................................................................................................ 52
Figure 20 Infrastructure inspection robots ................................................................................................. 52
Figure 21 Disaster response robot .............................................................................................................. 52
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Figure 22 Unmanned construction robots .................................................................................................. 52
Figure 23 Japan's Robot Strategy at a glance ............................................................................................. 54
Figure 24 Schedule of planned developments in manufacturing (New Robot Strategy). .......................... 56
Figure 25 Schedule of planned developments in construction, infrastructure and disaster response (NewRobot Strategy). .......................................................................................................................................... 58
Figure 26 Next generation infrastructure robots test site, operated by MLIT ........................................... 61
Figure 27. Sagami Robotics Industry Special Zone in Kanagawa ................................................................ 62
Figure 28. Hyogo Prefectural Emergency Management and Training Center. ........................................... 63
Figure 29. Safety Testing Center for Life Supporting Robots in Tsukuba. .................................................. 64
Figure 30. Fukushima Robot Test Field and its facilities. ............................................................................ 65
Figure 31 World Robot Challenge - main categories of competition. ........................................................ 68
Figure 32. Events planned for the World Robot Summit: 2018 and 2020.................................................. 69
Figure 33. Announcement for World Robot Summit 2020. ........................................................................ 70
Figure 34. The implementation structure of SIP projects. .......................................................................... 72
Figure 35. ImPACT model of managing research and development process. ............................................ 76
Figure 36. Structural and organisational framework for Moonshot R&D. ................................................. 78
Figure 37. Moonshot R&D: area, visions and goals: "Pioneering new frontiers with science andtechnology" ................................................................................................................................................. 80
Figure 38. WIPO Tech Trends 2019 AI: Top 30 applicants by number of patent families. ......................... 83
Figure 39. Japan Patent Organisation report: The number of domestic applications for ai-related
inventions.................................................................................................................................................... 85
Figure 40. Japan Patent Organisation report: The grant rate for AI-related inventions. ........................... 86
Figure 41. Japan Patent Organisation report: The number of applications of ai-related invention referring
to deep learning .......................................................................................................................................... 87

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Figure 42. Japan Patent Organisation report: Composition of main classification of ai-related invention(2010 - 2017) ............................................................................................................................................... 88
Figure 43. Japan Patent Organisation report: Composition ratio of main classifications for AI-related
inventions by applicants. ............................................................................................................................ 89
Figure 44. Japan Patent Organisation report: The number of applications to each patent office and PCT(classified into IPC: G06N). .......................................................................................................................... 91
Figure 45. Draft AI Utilisation Principles. .................................................................................................... 94

List of Tables

Table 1. Summary of research activities. .................................................................................................... 36
Table 2. Establishment of R&D structure.................................................................................................... 38
Table 3. Areas and project topics for the second phase of SIP Program. ................................................... 73

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List of Abbreviations

Abbreviation

Meaning

RRI

Robot Revolution Initiative

APPI

Japan Act on the Protection of Personal Information

METI

Ministry of Economy, Trade and Industry

MIC

Ministry of Internal Affairs and Communications

MEXT

Ministry of Education, Culture, Sports, Science and Technology

NEDO

New Energy and Industrial Technology Development Organization

GDPR

General Data Protection Regulation

CSTI

Council for Science, Technology and Innovation

AIP

Center for Advanced Intelligence Project

AIRC

Artificial Intelligence Research Center

UCRI

Universal Communication Research Institute

NICT

National Institute of Information and Communications Technology

CINET

Center for Information and Neural Networks

GHG

Greenhouse Gases

SDGs

Sustainable Development Goals

SMEs

Small and Medium Enterprises

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ISO

International Organization for Standardization

IEC

International Electrotechnical Commission

RTF

Robot Test Field

JSCE

Japan Society for Civil Engineers

WIPO

World Intellectual Property Organisation

CNN

Convolutional Neural Network

RNN

Recurrent Neural Network

LSTM

Long Short Term Memory

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Executive Summary
In recent years Japan has been intensifying efforts to update its technology-oriented policy. The
common denominator of all reviewed and new regulations and strategies is realising the vision ofSociety 5.0.
Society 5.0 marks the next level of development after information society and is built using thepotential of AI. It is diversified, inclusive and capable of meeting the specific needs of eachindividual in a precise and timely manner, thus allowing for comfortable and fulfilled lives.
Society 5.0 is saturated with AI and related technologies, which help balancing economic
advancement with solving main societal issues (aging society, labour shortage, reduction of GHG
emissions, optimizing and automating agricultural industry, sustainable industrialization).
Japanese policymakers aiming to realise Society 5.0 began adjusting and updating existing
regulations and creating dedicated strategies. There are three important aspects around which theregulations are centred: AI, data and robotics. However, AI dominates the technology-oriented
policy landscape and both robotics and data issues are often considered from the perspective of AI.
Japan’s true strength lies in industrial and functional robots rather than humanoids that are more
often publicised. The Robot Strategy aims to capitalise on that strength making Japan the mostadvanced robotics society and innovation hub. Practical applications of (AI equipped) robots aredetailed for selected priority areas.
In nursing and medical care robots will assist or even replace care workers. In
manufacturing/services plans are made to increase sophistication of robots’ brain (AI), eyes
(sensors) and fingers (control). Infrastructure/disaster response/construction targets increasing
robot introduction to inspections and repairs of critical infrastructure and levelling unmanned
construction efficiency with manned construction in hazardous environments. Introductions ofrobots are also planned in agriculture with special focus on self-driving tractors.
In order to develop effectively functioning robots an appropriate testing environment is needed.
The government facilitates creating robot test sites offering specialised environments for
simulating: disaster response, life support, industrial functions, etc.
11Robot strategy recommends intensifying efforts in shaping industry standards as a way ofstrengthening Japan’s international position. Another way to Japan’s domination in robotics is therecommended attempt at modularisation of robotic hardware and software, to make production
easier and less expensive.
AI Strategy is based on dignity, diversity and inclusion as well as sustainability. It has four main
targets: continuous development and acquiring of human resources with AI oriented skillset;
raising Japan’s industrial competitiveness by leading in practical application of AI for real world
industries; implementing a technology and management system for realising and further
functioning of diverse and sustainable society; leading the development of an AI related
international network comprising research, education and social infrastructure, contributing
simultaneously to fulfilling the SDGs and nurturing AI-educated human resources.
Japan struggles with drastic shortage of human resources with AI oriented skillset. Short termsolution is encouraging women’s participation in job market and attracting professionals fromoverseas. Long term resolution is a fundamental reform of education system, introducing morescience and technology subjects into curricula and creating appropriate learning environment(infrastructure, access to devices for students) and opening technology-focused lifelong education
opportunities for current workforce.
R&D in Japan requires efforts in creating collaboration network of specialised research centres
that contribute their expertise in different areas and on different levels of R&D process. Aiming toharness the potential of disruptive innovation, the government initiates various research projects(SIP, PRISM, ImPACT, Moonshot). Moonshot R&D project is somewhat similar to Horizon
Europe and offers potential opportunities for collaboration.
Bearing in mind crucial role of data in AI development, Japanese government aims to introduce
an integrated platform, which collects data from various sources (industries, devices, users). Whileregulations are being implemented to facilitate use of both public and private sector data, building
the actual data platform is still far away.
With regards to IP protection Japan is lagging behind USA and China. Most active group of
applicants so far are Japanese companies specialising in consumer electronics, which occupy 12
positions in ranking of 30 applicants with biggest number of patent families in AI field.
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In 2019 Japan has published a set of Social Principles of Human-centric AI, which wasinternationally recognised and is close to EU’s own guidelines. Further principles regarding R&D
and AI utilisation are under preparation.
Japan’s cooperation and business exchange with Europe has strong potential, partly due to sharedvalues and similar ethical approach to technology. Moreover, opening to international research andcollaboration opportunities is important part of majority of policies, therefore the will is certainly
there.
An excellent opportunity for EU’s SMEs is the digital transformation. Japanese businesses
adopting AI are looking to expand and go digital. However, European SMEs should increase theirvisibility and presence in public awareness through more frequent participation in field-related
events.

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1. Introduction
The current wave of regulations and strategies oriented around the developing technology (AI,robotics) and data-related issues began with Japan Revitalisation Strategy published in 2014 andits introduction of robot-driven industrial revolution as a possible target. Japan’s position in
robotics began gaining strength in 1980s and maintained that advantage until now, especially inindustrial robotics. It does help, that Japan “…holds great share of over 90% worldwide in the fieldof key robot elements such as precision reduction gear for robots, servo motor and force sensor”[1, p.2]. In order to fully utilise Japan’s robotics potential, the government introduced the New
Robot Strategy in 2015 and initiated the Robot Revolution. Supervision over activities leading toJapan’s transformation into “robotics superpower” was given to a newly formed body – the Robot
Revolution Initiative. Year 2016 has marked the beginning of intensification of activities withpublication of 5th Science and Technology Basic Plan which introduced the concept of Society 5.0
and advocated widespread transformation of the country by means of AI utilisation. Following
that, the Artificial Intelligence Technology Strategy Council has been created and work on theinitial version of AI strategy began. Simultaneously, in anticipation of the ever-growing need fordata stemming from the AI development, Japanese policymakers introduced a set of laws
regulating the circulation and use of data across public and private domains - The Basic Act on the
Advancement of Utilising Public and Private Sector Data and The Act on the Protection of
Personal Information (which has a similar function to that of European GDPR). In order to fully
utilise the potential of AI and robotics an Industrialisation Roadmap has been devised and next,
the policy discourse veered towards ethical concerns related to technology development. In a
multistakeholder environment discussions commenced on AI Research and Development
Guidelines and AI Utilisation Principles both developed with intention of regaining at least somedegree of control over development of AI, especially with regards to possible biases and risks that
AI might pose in various areas of application. The final element of ethical considerations came to
Japanese and international public attention in 2019 with publishing The Social Principles of
Human-Centric AI. Finally, in June 2019 the New AI Strategy was finalised [3], [4], [5], [6].
Among the governmental agencies, three ministries are leading the policymaking in this area:
METI, MIC and MEXT. Coordination of efforts and information exchange is the responsibility of
14

Council for Science, Technology and Innovation, with specific focus on AI related issues entrusted
to AI Technology Strategy Council and developments in robotics overseen by Robot Revolution
Initiative.

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2. Society 5.0

The concept of Society 5.0 was first introduced in 2016, in the 5th Science and Technology Basic
Plan. Since then it serves as a common denominator for various policies and regulations, that all
should ultimately lead to the same outcome – for Japan to become the most advanced, smartest
nation in the world, the nation that has reached the 5th stage of society evolution.
While Germany introduced Industrie 4.0, and Singapore initiated “Smart Nation” plan, China
followed with Made in China 2025 and finally Japan too developed its own concept. The“information society” term, widely used at the beginning of the century became too narrow tocontain the potential of what the developing technologies offer nowadays and thus Japan decided
to mark yet another step in social evolution [Fig. 1].
The short definition included in 5th Science and Technology Basic Plan describes this new stageas:“… a society that is capable of providing the necessary goods and services to thepeople who need them at the required time and in just the right amount; a societythat is able to respond precisely to a wide variety of social needs; a society in which
all kinds of people can readily obtain high-quality services, overcome differences ofage, gender, region, and language, and live vigorous and comfortable lives” [2, p.13].

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Figure 1. Stages of society development.
Source: Keidanren 2016: Policy & Action – Toward realization of the new economy and society: Reform of theeconomy and society by the deepening of “Society 5.0”

While the initial transitions from hunting (1.0) society through agrarian (2.0), industrial (3.0) to
information society (4.0) seem rather obvious it’s the last step that seems most interesting,especially, since it is happening right now. According to the authors of the Society 5.0 concept,
while information society has been built around unrestrained, faster and more convenientcirculation of information that crosses the boundaries of time and space, the introduction of IoT
and AI radically changed this situation. While the claim made in the official introduction to theconcept of Society 5.0, that knowledge and information were not shared in information society,does seem rather extreme, other comparisons between the two stages of society development
appear accurate. The authors of the introduction point to growing collaboration between various
so far often even unrelated fields and indeed, the new tools of gathering and analysing data seem17

to both require and facilitate cross-sectoral collaboration be it industry, research or evenpolicymaking. Also, so far, the data analysis was mostly performed by human resources, which –according to the authors – introduced various restrictions such as limited ability to obtain, organise
and analyse huge amounts of specific information. Additional factors obstructing work
performance such as age and disability were also named, along with general long-term societal
challenges such as low birth rate, aging population or depopulation of rural areas. Certainly, in asociety that employs IoT to gather vast amounts of data and AI – to coordinate, organise andanalyse, the whole process seems not only faster and more efficient, but also new connections arebeing formed and new ways of sharing data as well as information and thus new values are being
created [Fig. 2], [7], [8].

SOCIETY 5.0 – WHAT WILL CHANGE?

Figure 2. Changed expected to occur after transformation to Society 5.0.
Source: https://www8.cao.go.jp/cstp/english/society5_0/index.html

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Further utilization of IoT, AI, robotics and related technologies is expected to help create a society
where each and every person, regardless of age, abilities or personal constraints will have a chance
to lead an active and fulfilling life [8], [9].
The basis for functioning of this new type of society is the integration of cyber space and physicalspace, that creates new social reality and offers previously unattainable potential [Fig. 3].

SOCIETY 5.0 AS A CYBER-PHYSICAL SYSTEM

Figure 3. Society 5.0 as a cyber-physical system.
Source: https://www8.cao.go.jp/cstp/english/society5_0/index.html

So far there has been a clear division between the cyber space, where data has been stored andaccessed by human resources performing analytical tasks. Consequently, the authors of Society
5.0 emphasize the human control of all the actions, even those carried out by robots, as a defining
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feature of society 4.0. However, at the next level of development, majority of tasks seems to be
carried out behind the scenes – controlled and coordinated by AI based systems extending tosensors, robots, autonomic vehicles, etc. In the ideal version of Society 5.0 humans as the end
beneficiaries of technology would not even differentiate between cyber and physical space,
employing seamless technology, functioning in a fusion of both worlds [7], [8], [10].
Still, all the technology readily available for members of Society 5.0 is only one part of the picture.
The new model of society not only integrates technology seamlessly, but also utilizes it to bringnew, balanced economy at the same time providing solutions to some of the most vital (for Japanbut also on a global scale) societal challenges [Fig. 4].

SOCIETY 5.0: ECONOMIC DEVELOPMENT AND SOCIAL CHALLANGES

Figure 4. Society 5.0: balancing the economic development and resolving societal challenges.
Source: https://www8.cao.go.jp/cstp/english/society5_0/index.html

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According to Keidanren1 one of the characteristics of new society and economy is greater focus
on each person – reform of individuals. That emphasis on each personal circumstances (abilities
or limitations) would – by means of technology – empower groups in danger of exclusion such as
women or the elderly, but also theoretically enable all the members of society, to lead a desired
lifestyle: fulfilling, comfortable, safe and secure. Another feature is the reform of companies,
which would result in transformation of the so far way of doing business, emergence of newmodels, improved productivity and greater employment of technology (also in terms of workforce).
Finally, the last of the reforms indicated by Keidanren is resolving the social problems which posea challenge for Japan, but are equally applicable and vital to global society [7].
The approach outlined by Keidanren comprises three main steps:
1. Identifying main problem areas for Japan (decreasing population and aging, natural
disasters, terrorism, environment protection)
2. Utilising the existing or near future strengths of Japan’s industry (strong manufacturingpotential, incremental and technology-based innovations)
3. Obtaining new potential by linking the existing strengths with possibilities offered by thedevelopment of technology (disruptive innovation, software manufacturing) [7, p.11]

Furthermore, it is worth mentioning, that quite a few goals outlined in the plan for achieving new,smart society are aligned with Sustainable Development Goals (SDGs), set by the United Nationsin 2015. From diversifying the energy sources, through reduction of GHG emissions, optimizing
and automating agricultural industry to sustainable industrialization and more efficient waste
management to name a few [Fig. 5].

1

Keidanren [日本経済団体連合会] – Japan Business Federation.

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RESOLVING SOCIETAL PROBLEMS IN SOCIETY 5.0

Figure 5. Resolving societal problems and realising SDGs in Society 5.0.
Source: https://www8.cao.go.jp/cstp/english/society5_0/index.html

2.1 Practical examples of new benefits brought by Society 5.0

2.1.1 Transportation
With the proper utilisation of data regarding weather, traffic, vehicle position, so far routes as wellas accommodation and dining choices, planning an optimal route for a chosen destination would
become very easy [Fig. 6].

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BENEFITS FOR TRANSPORTATION

Figure 6. Expected benefits for transportation in Society 5.0.
Source: https://www8.cao.go.jp/cstp/english/society5_0/transportation_e.html

Moreover, with an option of autonomous driving for all sorts of vehicles (wheelchairs included)transportation in Society 5.0 would become less stressful and dangerous, allowing for a smooth
movement from one location to another, avoiding congestion and accidents. Transportation system
controlled and supervised in real time, apart from the obvious benefits for its users and participants,
offers also various advantages for business logistics or regional promotion as well as environment
protection (e.g. reduction of CO2 emissions) [11].

232.1.2 Healthcare and caregiving
Access to various real time medical data (psychological evaluation, possible illnesses, infections,environmental and hereditary factors) would provide much needed flow of information which inturn would facilitate a well informed and smooth diagnosis and treatment anytime, anywhere.
What is more, an option of automatic, real-time health checks might contribute to early detectionand even elimination of many health problems as well as better and safer life regardless of age orfamily circumstances. Finally, introduction of robots (especially with the support of AI) would
provide a much-needed change of the whole caregiving landscape, offering seemingly instantsolution for labour shortages, cost and personal burden reductions [12].

2.1.3 Manufacturing
In manufacturing the timely access to accurate information concerning demand, inventory anddelivery can make a difference between failing and succeeding [Fig. 7].

BENEFITS FOR MANUFACTURING

Figure 7. Expected benefits for Manufacturing in Society 5.0.
Source: https://www8.cao.go.jp/cstp/english/society5_0/manufacturing_e.html

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Automatization of control and supervision as well as more precise management of particular
production tasks due to usage of AI controlled robots is a significant improvement for
manufacturers, which allows not only to optimize existing manufacturing models, but also for
more flexibility and variety than was profitable so far. Vast amount of manufacturing related data
combined with appropriate analysis power offers new opportunities for cross-industry and factorycollaboration, even delivery pooling, proper timing and quantity of delivery of even the smallest
most specialised orders. Again, the expected benefits will far exceed monetary gains, allowing for
positive changes in areas such as disaster preparedness and response or environmental protection[13].

2.1.4 FoodWith ever-growing demand for food products and thus constantly increasing production efficientmanagement of food supplies on all levels (individuals, retailers and manufacturers) has becomea challenge. Easy access to data gathered on every level could positively influence decisions madeby consumers as well as suppliers. Another important factor is access to allergy, dietary, quality,
storage conditions and expiry date information, which translate to direct health improvement andgenerally a wholesome lifestyle [14].

2.1.5 Agriculture
One of the crucial factors determining success in agriculture is water supply. Availability of precise
data regarding rivers, water reservoirs, weather conditions and especially being able to automate
water management is already a strong advantage. However, with variety of data available within
and around the agriculture sector, there are many more opportunities to be seized [Fig. 8].

25

BENEFITS FOR AGRICULTURE

Figure 8. Expected benefits for Agriculture in Society 5.0.
Source: https://www8.cao.go.jp/cstp/english/society5_0/agriculture_e.html

Equipped with information regarding market situation and recent demand, food trends as well ascrop growth farmers would be able to optimize their productivity and plans for expected harvests.
Additionally, with the use of AI, robots and autonomous vehicles even the smallest and most
specific demand for food products could be met in a timely way and required quantity [16].

2.1.6 Disaster prevention
In the event of disaster on of the most vital elements is a fast flow of data and its analysis. Using
drones for monitoring areas of disaster and collecting data from sensors in cars, buildings, etc.
along with data from satellites, which would be analysed by AI to supply accurate information26

required for effective disaster relief distribution and management. It would also make possible fornecessary information to be delivered to every individual within the disaster zone via smartphone.
Additionally, utilising drones and robots during search and rescue operations would support humanteams work, allowing for rescuing and helping more victims even in areas too dangerous or simply
unreachable for human rescuers [16].

2.1.7 Energy
Society 5.0 uses AI to analyse big data that includes various information such as weather
information, power plant operating conditions, EV charging / discharging, and usage conditions ineach home, based on accurate demand forecasts and weather forecasts [Fig. 9].

BENEFITS FOR ENERGY

Figure 9. Expected benefits for Energy in Society 5.0.
Source: https://www8.cao.go.jp/cstp/english/society5_0/energy_e.html

27

Diversifying the sources of energy, utilising hydrogen production and electronic vehicle would
facilitate higher savings for individual households and reduce the environmental costs on a societal
scale [17].

283. AI Strategy
3.1 AI strategy: overview and main targets

The AI strategy published in June 2019 is a revision of so far policy, developed in response tochanging environment both in terms of technology and social issues. The new strategy is a resultof multilateral cooperation not only between various ministries and governmental bodies but also
business and research/academic stakeholders, brought together to form optimal plan for further
development and utilisation of AI as well as sufficient preparedness of its users and beneficiaries.
While strategy itself focuses on reorganisation of education and reforming of R&D system, theproposed modifications are introduced within a wider perspective allowing for presentation ofchanges and possible results in related areas such as industry and society, government
administration, business support or ethics.
The overview of Japan’s status quo as the basis for future development of AI related technology
does not present an advantageous picture. While the larger goals set for Japan include solving
major social issues and making example of a sustainable and diverse society for other countries,
achieving that seems rather difficult when Japan lags behind in terms of innovation. It is especiallyvisible with regards to the data aspect of AI, where the top global competitors comprise of mainly
American and Chinese companies. While the technology itself has certainly not matured to thesaturation point yet and many new fields of application and utilisation haven not been fully
exploited, as stated previously Japan still has some catching up to do to reach the leaders, not tomention outrunning them.
The subject of the strategy is defined as “a system that realises intelligent functions” [18, p. 2] andits main purposes are realisation of Society 5.0 as a way of overcoming Japan’s social issues andpossibly contributing gained experience to resolving global problems and challenges. From theconceptual perspective, the strategy is based on 3 basic principles:
1. Dignity – aiming at creating a society where human dignity is respected29

2. Diversity and inclusion – aiming at a society where people with diverse backgrounds canpursue diverse forms of happiness
3. Sustainability – aiming at a sustainable society [18, p. 2,3]
The success of the AI strategy depends not only on developing technology and transforming thesociety. An important factor influencing the final results would also be promotion of the strategy
and dissemination of information regarding targets and required actions. In that regard three main
points of interest have been identified by the authors:
1. The industry development is influenced by private sector companies. In order to fully use
their potential, it is necessary to establish an effective workflow for introducing newtechnologies and ensure a well-developed infrastructure for training human resources,
R&D promotion and commercialisation support.
2. There are many elements crucial for successful implementation of AI systems, such as:
platforms for processing large amounts of data, sufficiently capacious networks, sensors,robots and others.
3. In order for society to accept and properly utilise AI technology it is necessary to ensure
its safety both in terms of cybersecurity and ethics as well as appropriate level of skills for
its users and beneficiaries [18, p. 3]
The strategy identifies also four main targets that relate to human resources, industrial
competitiveness, sustainability and R&D.

Strategic target I.
Continuous development and acquiring of human resources with AI oriented skillset.
Specifically, human resources for pioneering research, practical use of AI in various industries,
introduction of AI to SMEs and business transformation by means of AI were indicated. In order
to raise the numbers of appropriately skilled resources, two groups of potential workers will beespecially important: women and foreigners. Also, to ensure continuity extensive educational
reforms are deemed necessary.
30

Strategic target II
Raising Japan’s industrial competitiveness by leading in practical application of AI for realworld industries2.
In order to achieve that goal though, the first requirement would be creation of infrastructure
suitable for AI development support, system design and finally also social implementation, which
would facilitate the shift of focus to high value added, platform-based industries model.

Strategic target III
Implementing a technology and management system for realising and further functioning ofdiverse and sustainable society.
In order to ensure inclusion of all groups in the society and allow for a diversity of lifestyles, sothat each member of the society could realise his/her own aspirations, a set of social mechanisms
and supporting AI related technology is to be developed and introduced into society. Special
attention would be given to groups in danger of exclusion: the elderly, women and foreigners.
Expanding that goal on a global scale is expected to help other societies and also make a major
contribution to achieving SDGs.

Strategic target IV
Leading the development of an AI related international network comprising research,education and social infrastructure, contributing simultaneously to fulfilling the SDGs andnurturing AI educated human resources.
The basic condition underlying this part of the strategy is open cooperation with other countries
and communities. Japan alone does not have sufficient means to develop targeted human resources

2

Real world industry [実世界産業] is defined as type of industry that brings in material value in reality (as opposed

to virtual world). Examples of such industries are: agriculture, manufacturing, logistics, healthcare.

31

(with regards to both quality and quantity). Only through coordinated effort, exchange ofknowledge and experience it will be possible to ensure proper environment for researchers andengineers to strive in this field. The strategy identifies main directions of cooperation as: North
America, Europe, ASEAN, India, Middle East and finally Africa [18].

Cooperation between public and private stakeholders
The strategy necessitates a coordinated effort of both public and private sectors in order to fulfil
all the set targets. Areas assigned to the public side comprise of actions designed to prepare thebasis for effective functioning of the new Society 5.0 model:-

Continuous work on the strategy and related roadmap-

Obliterating institutional or policy related obstacles-

Creating a support network for generating solutions through multilateral cooperation-

Internationally oriented nurturing of human resources-

Cultivation of basic R&D as well as next generation basic research-

Facilitating practical use of AI-

Introducing ethical guidelines-

Establishing a vital node of global network [18, p. 6]

Tasks assigned to private sector cover abiding the rules set for AI development, creating attractive
benefits for highly skilled human resources and actively creating opportunities for multilateral
cooperation [18].

323.2 Human resources

Development of AI reaches far into the structure of society, transforming not only technology,
business but also values and people themselves. Consequently, the new era requires resources
capable of using and understanding AI and the newly updated AI Strategy includes a plan todevelop such personnel. It is undisputedly a long-term effort which requires coordinated actions
on many levels of education – from primary, through secondary and higher up to recurring – theJapanese government is planning dedicated activities on all of them [Fig. 10]. Until 2025 thegovernment, through various initiatives plans to educate almost 1,5 million students on afundamental literacy level. Among high school, university and college graduates it is expected thatsome 250000 people per year would acquire basic skills. Finally, as a result of intended reform thenumber of educated experts is expected to grow by 2000 individuals per year. The grouppossessing the highest, most sought after skills is estimated to reach 100 people per year [19].
The basis for literacy-oriented reforms targeted at students from primary to high school levelcomprise not only introduction of basic science and information knowledge, but also problemoriented analysing and solving skills along with knowledge regarding society. For that purpose,
there is planned training for teachers, preparation of appropriate learning environment – including
sufficient equipment, network and cloud access, software and communication devices. Also, across-disciplinary approach is suggested (STEAM) and creating records of both school and outside
projects and activities [18].
The changes for universities, colleges and employment start with introduction of “Information I”
subject at schools and later at entrance exams and continue with development of mathematical,
data science and AI related skills due to reformed curricula. Emphasis is also placed ontransboundary education, inclusion of liberal arts as well as developing analytical and problemsolving skills [18].

33MAIN INITIATIVES FOR HUMAN RESOURCE DEVELOPMENT IN THE AI ERA

Training target [2025]

Major Initiatives

Top class development

Applied basics

Experts

About 100 people / year

Improving the environment for finding and expanding cutting-edge humanresources
Expanding research oportunities for young researchers and overseas collaborations

2,000 people / year

AI problem solving oriented human resources development

Acquisition of AI application skills
Promotion of double major in AI x specialized fields

250,000 people / year

Human resource development that can solve regional issues with AI (industryacademia collaboration)(Part of high school,
50% of technical colleges anduniversities)

Utilization of certification systems and qualifications
Review and promotion in shools of certification programs such as IT passport

Literacy

500,000 people / year
(graduates from universities

Enhancing learning content
University standard curriculum development and deployment (MOOC utilization)
Improvement of training classes that are the foundation of AI in high school

1 million people / year
Educational environment in elementary, middle and high schools(high school graduates, elementary

Appointment of diverse ICT human resources
Improving the ICT environment in which each student has a terminal

Figure 10. Main initiatives for human resource development in the AI era.
Source: AI 戦略（人材育成関連）, [ AI Strategy, (human resource development)]

34

For the applied basic education, it was determined that certain supporting actions are needed tohelp students able to reach that level. Specifically, a set curriculum needs to be developed on anational level, introducing accredited courses within the mathematics, data science and AI area.
For that purpose, also appropriate teaching materials and sufficiently equipped learning
environment need to be readily available. Furthermore, courses in the priority fields should be alsoavailable through e-learning and related certification systems made more accessible.
Finally, for fostering the experts in this field various initiatives have been planned: graduate
specialised programs, reinforcing and expanding collaboration with overseas (including but notlimited to EU, USA, Asia, Australia, Middle East and Africa), facilitating learning at various stagesof education and career, providing specialised internship opportunities and actively involving
universities, research institutes, business representatives and AI related societies both national andforeign in the whole process.
A significant part of the reform is also the certification system for both educational institutions andindividuals. As for the accreditation system, a framework needs to be developed based on so far
experience, running programs, good practices from overseas and contributions from multiple
stakeholders. In order to provide certifiable qualifications for the individuals, a greater emphasis
on AI, problem-based learning, data science courses and related examinations (IT passport) isdeemed necessary [18].

35

3.3 R&D organisation
Nowadays fierce competition can be observed not only with regards to securing or educating
human resources, but also in R&D area. Notable examples of leading innovations in R&D can beobserved mainly among American and Chinese companies. The authors of AI strategy
acknowledge Japan’s delay which is clearly visible especially in areas such as big data orcomputing resources utilisation. One of the more important consequences of that delay are
obstacles in effective deployment of AI to vital sectors such as manufacturing or healthcare. While
there exist many high-level research centres such as AIP, AIRC, UCRI, NICT or CiNet to name afew, historically, basic, general-purpose and applied types of research were conducted separately,
which led to current slowdown. The remedy for this is collaboration between research centres
within a network organised around AI-related core centres. Each centre would focus on its own
strengths, contributing excellence in particular area to the whole network [18].

Table 1. Summary of research activities.

RESEARCH CENTRE

CURRENT AREA

FUTURE FOCUS

AIP

innovative basic technology, innovative basic technology social implementation

NICT

theoretical research on AI

natural language processing, interactive technology - natural
multilingualtranslation, language processing using large-

multilingual speech processing, scale data
brain

cognitivemodel

construction, development ofusage environment including
accumulated data, and social
implementation

36

AIRC

socialimplementation

application of AI in business– construction

andapplication

speech processing technologies

Source: own elaboration based on [18], [20].

After analysing Japan’s advantages and strengths two main pillars supporting the process ofrevitalisation were selected: utilisation of AI in the real world and utilisation of AI for inclusion.
I.

utilisation of AI in the real world – the biggest obstacle is the quality, volume andsuitability of data for use. Overcoming this problem requires a solid base in theory,
technology as well as development and utilisation models with sufficient infrastructure(sensors, robots, etc.)II.

utilisation of AI for inclusion – indicates a separate technology genre “inclusion
technology” which in turn is directly linked to issues such as institutional reform,
egovernment and R&D promotion [18].

These two objectives supported by Trusted Quality AI – a technology that holds competitive
advantage and at the same time adheres to the model of human-centric AI will shape the next
developments in this field [18], [20].
The strategy further supports cultivation of diversity in R&D through setting four main programs:
1. AI basic research (AI Core)
2. R&D for AI application in real world industries
3. AI R&D focused on realising inclusion
4. Wide scope emergent research for generating new values
While the first three programs are designed based on current trends and forecasting with regards
to possible direction of technology development, future needs and challenges to be addressed, thefourth program poses a rare chance for a completely free, unlimited by specific requirements orotherwise restrained research conducting. This option is included in hopes of facilitating
innovative disruption and possibly honing its potential for creating new, unexpected values [18].
37Further actions included in AI strategy 2019 are summarised in six general objectives:
I.

creating a complete model for R&D from basic research to the social utilisation of its
results

II.

achieving top position through developing competitive AI technology and thus shaping
international standards

III.

consolidation of AI core research and thus AI R&D network in order to create aninternationally appealing research environmentIV.

achieving diverse and sustainable development through reinforcement of emergent,basic and integrated R&D

V.

facilitating freedom and creativity in research as well as utilising highly skilled
specialists in order to achieve top position globallyVI.

facilitating accumulation of knowledge on a global level by actively promoting
research [18]In line with the above, the strategy indicates specific milestones to be achieved. With regards toresearch environment there are two points of focus: core research network and emergent research.

Table 2. Establishment of R&D structure.

Timeframe Bodies
responsible
I.

Core research network

1. Reinforcement and restructuring of AI core centres
Integration of content and operations of AIP, 2019

CSTI,

MIC,

AIRC and NICT in order to carry out the tasks

MEXT, METI

38

set out in the strategy, supervised by AI strategy
Execution Council.
Reinforcement of management system at AIP, 2020

CSTI,

MIC,

AIRC and NICT (research teams, recruitment

MEXT, METI

promotion)
2. Creation of AI R&D network through combined efforts and knowledge of highly
skilled Japanese experts (AI researchers, implementation engineers, basic
mathematics and information science researchers)
Organising AI core centres, universities and 2019

CSTI,

other research centres into the AI R&D Network

MHLW,

MIC,

MAFF,
MEXT, METI,
MLIT
Defining the role of AI core centres within the 2019

CSTI,

network

MEXT, METI

Initialising cooperation with industry at AIST2019

Launching the following initiatives:•

Incorporation

of

major

MAFF,
MEXT, METI,
MLIT

NEDO)
Facilitation of free flow of information
researchers

MIC,

MHLW,

research

into the AI R&D Network (e.g. JST,

and

METI
CSTI,

institutes, organisations and universities

•

MIC,

between2019

variousparticipating institutions
2019
39

•

Showcasing case studies of AI R&D
implementation

2020

•

Acquisition of members from abroad

2020

•

Stimulation

of

human

resources’

mobility and cooperation

2020

3. Establishing R&D environment that attracts researchers around the world
Introduction of research, work and life related 2019

MEXT, METI

benefits for attracting overseas professionals,
e.g.:sabbatical,

rewards,

communication

facilitation, etc.
Encouraging private investments in AI R&D

2019

MIC, MEXT,
METI

Determining

obstacles(IP

protection, 2019

CSTI,

administrative

procedures)

and

ways

MIC, MEXT,

of

resolving them

METI

Reinforcement of R&D bordering on social 2019

CSTI,

implementation

MHLW,

CAO,

MIC,

MAFF,
MEXT, METI,
MLIT
Employing testbeds to simulate real world 2019

METI

environment
Supporting collaboration with other countries 2020

MIC, MEXT,

both in terms of research and funding

MAFF, METI

40

Providing research related information in 2020

MEXT, CAS,

English

MAFF, METI

Facilitation of free, creative research (emergent 2020

MIC, MEXT,

research)

METI

Boosting computational resources (like ABCI), 2020

MIC, MEXT,

formulation of data related strategies designed

METI

to elevate Japan’s competitivenessWorking out rules for utilising private sector 2020

MIC, MEXT,

resources and networks

METI

Encouraging international dissemination and 2020

MIC, MEXT,

standardisation of AI R&D

MAFF, METI

Making high speed research networks (like 2022

MIC, MEXTSINET) available for multiple AI R&D related
stakeholders
II.

Emerging research

1. Acquisition of highly skilled professionals
2. Facilitating ground-breaking research
3. Diversification of human resources
Supporting researchers’ mobility and exchange, 2019

MIC, MEXT,

attracting overseas specialists to Japan,

METI

Prioritisingground-breaking

conducted by young professionals

research 2019

MIC, MEXT,
METI

41

Supporting research related collaboration with 2019

MIC, MOFA,

America, Europe, Australia, Asia and Africa

MEXT,
MAFF, METI

Establishing research environment supportive of 2020

MIC, MEXT,

continuous innovative research that challenges

METI

so far boundaries
Adjustresearchrequirements

programsoftoresearchmeetthe 2020

personnel

MIC, MEXT,
METI

diversification
Inclusion of JST and other national agencies in 2021

MIC, MEXT,

global expansion of AI R&D

MAFF, METI

Source: own elaboration based on [18], [20], own translation.

With regards to the second part of research related actions included in the AI strategy 2019, it isfocused around core research program. The AI Core research itself is divided into four main
aspects [Fig. 11]:
1. “Basic Theories and Technologies of AI
2. Device and Architecture for AI
3. Trusted Quality AI
4. System Components of AI” [18, p. 27]
So far the main task for carrying out the AI core research objective successfully is working out adevelopment schedule, to be updated each year starting from 2019. The bodies responsible include
MIC, MEXT and METI.

42

AI R&D MODEL

Figure 11. AI R&D model.
Source: ＡＩ戦略 2019: 人・産業・地域・政府全てにＡＩ [AI strategy 2019: AI for all people, industry, region
and government]

43

3.4 Data Infrastructure

Data is undoubtedly the most crucial part of AI development and as such has been a target ofvarious government actions following the recommendations included in the AI Strategy 2019. The
main challenges related to data involve its usability and quality as well as security. Not all typesof data can be used for AI development, therefore it is especially important to secure appropriatequality (along with quantity). Also, as data becomes more and more valuable in the AI era, it issusceptible to various risks that on the one hand could threaten its privacy and on the other could
result in damage or rendering it unusable. Quite another type of challenge is establishment of trustwith regards to data and a sufficient degree of verification. In this particular area Japanesepolicymakers are following closely solutions being introduced in US and EU. Finally, to makebetter use of various sources of data, the authors of the strategy are also recommending a closer
cooperation between public and private sector in order to facilitate integration and even some levelof standardisation, while simultaneously avoiding the danger of possible bias in source material
and thus in AI solutions as well [18].
The overarching goal in this area would be the next-generation AI data infrastructure developedwith the support of international collaboration. With regards to data gathering a collaboration
framework in five priority areas (health, medicine and nursing; agriculture; regional strengthening;transportation and logistics) is to be deployed, complete with safety and quality check mechanisms.
Prior tasks comprise reviewing the data systems in various ministerial projects with the goal ofinteroperability, establishing system necessary for handling big data (especially with regards tosources like agriculture, medicine, energy, disaster prevention, environment and manufacturing),
ensuring sufficient network operability for big data and risk and bias detection mechanisms [Fig
12].

44

DATA LINKAGE INFRASTRUCTURE

Figure 12. Data linkage infrastructure: data linkage to realize Society 5.0.
Source: [21], own translation

Trust and security targets are constructed around international cooperation and circulation of datawith partners such as USA or EU. With that goal in mind, under the Cyber Physical Security
Framework a set of security guidelines for specific industries as well as connections reliability andsafety inspection tools are to be developed. With the objective to actively contribute to setting theinternational standards a proposal regarding data quality and AI lifecycle and quality is to be
formulated. The other part of trust and security measures is focused around countering and possibly
even preventing inevitable cyber-attacks. In order to develop defence technology utilising AI
certain areas of R&D are suggested as preferential: “AI for prevention, AI for detection and AI for
coping” [18, p.46-47]. Also, in the long-term perspective it is deemed necessary to come up with
AI self-defence solutions.
45

Finally, with regards to infrastructure, further efforts on deployment of 5G and optical fibre are
required, including dedicated 5G base stations guidelines. Moreover, in an effort to ensure equallevel of safety and reliability of network in the whole country, flexible network control planningand AI network integration platform research is to be promoted [18].
Japan’s efforts regarding free circulation of data are not limited to domestic market only, as fromJanuary 2019 a free data flow between Japan and EU has been launched. Beyond EU, Japan has
been actively promoting creating such free data flows on a wider scale, however, while theinitiative has been endorsed in the statement from Ministers Meeting on Trade and Digital
Economy in Tsukuba, there still seems to be no agreement on the specific arrangements [22], [23].

3.5 SMEs support

The main goal in this area is focused around improving productivity and growth throughdeveloping data infrastructure and utilising AI. Specific support with dedicated funding is also to
be given to AI related start-ups.
The authors of the strategy identify low productivity as one of the biggest problems for SMEs toovercome, indicating AI as a possible solution in the wider perspective of Digital Transformation.
However, in order to fully utilise AI potential a certain level of skills is required. Therefore, thefirst general recommendation is for the SMEs to boost the AI related competences. Secondly, since
AI offers plethora of various possibilities and uses, there should be conducted an analysis of needs
that would allow to tailor the AI technology solution to specific circumstances of each company.
The approach outlined in the strategy relies on creating a new type of service – a problem-solving
AI human resource development business. First developed as a ministerial project (AI Quest – see
Fig. 13) could in the future become a whole new type of service offered by private companies oruniversities, helping to identify and solve management problems through various uses of AI [18],[24]. [25].

46

AI Quest is a program run under the auspices of NEDO and METI and
operated by Boston Consulting Group, SIGNATE and zero one.
It is described as a Problem-based Learning experiment conducted within
the NEDO project “Collaborative area data sharing / AI system development
promotion business for Connected Industries / AI Quest”
The experiment aims to provide trained human resources capable of solving
corporate problems by means of AI and data. The learning programemphasises practical application aspects of targeted skills, opting for usingcase studies and real-life company problems.
Figure 13. New type of service: AI Quest - Problem-based learning experiment
Source: own elaboration based on: https://lp.signate.jp/ai-quest/; https://www.bcg.com/jajp/d/press/25september2019-BCG-AI-Quest-PBL-Program-230394

3.6 Industrialisation Roadmap

The approach to AI in Japan from the very beginning has been focused on its practical application.
The potential to generate new value by AI technology does not come solely from the technicalpossibilities it offers, but also from its versatility. AI can be applied to any part of industry or
economy and the solutions and tools it offers could be found useful in almost any aspect of ourlives. Well aware of that fact, Japanese policymakers began to include that perspective in prepared47

strategies and recommendations and made efforts to plan its entry into various aspects of society.
With focus on resolving social problems and utilising the potential of AI and related technologies
to generate more and new kinds of value and thus strengthening Japan’s position among global
competitors – an Industrialisation Roadmap has been created [Fig. 14].

AI DEVELOPMENT PHASES

Figure 14. Industrialisation Roadmap: AI development phases.
Source: Artificial Intelligence Technology Strategy (Report of Strategic Council for AI Technology) 2017

Taking into consideration the urgency of existing problems and possible benefits througheconomic ripple effect four areas have been selected as priority fields: productivity, health andwelfare, mobility and information security [26].
48The Industrialisation Roadmap has been created from the perspective of AIaaS (AI as a Service),forecasting the entry of AI service into various domains as long as appropriate data would beavailable. According to the devised scheme, the industrialisation would unfold across three phases:“Phase 1: Utilization and application of data-driven AI developed in various domains
Phase 2: Public use of AI and data developed across various domains
Phase 3: Ecosystem built by connecting multiplying domains” [26, p.4].
When the roadmap was created in 2017 it was forecasted, that new opportunities for development
created in phase 1 would start to transform or open ways for new industries and services around2020 – which certainly seems to be taking place, though perhaps not at a scale that is waspreviously hoped for. The common use of data and new developments in business would further
facilitate transition to phase 3 around 2030, with an emerging ecosystem of interconnecteddomains and established virtuous circle of data circulation. Still, it is worth mentioning, that theroadmap has been planned out based on predictions regarding technology development andincluding other factors (social, industrial, policy-related, etc.) might lengthen the projected
timeframe [26].

494. Robot Strategy

The historical first meeting of Robot Revolution Realisation Council was held By Prime Minister
Abe in September 2014. While Japan has been long considered a robot powerhouse, a number ofissues has emerged to threaten its top position, with China surpassing Japan in the number of robots
introduced to industry in 2013 as a tipping point [Fig. 15].

ANNUAL NUMBER OF INDUSTRIAL ROBOTS 1997 – 2014

Figure 15. Annual number of industrial robots 1997 – 2014.
Source: https://www.kansai.meti.go.jp/E_Kansai/page/201603/img/01_02.pdf

50China’s Manufacturing Equipment Industry Development Plan launched in 2012 seemed to be
bringing positive results and as other countries began introducing their own robot development
agendas, Japanese government began working on a new strategy in this field as well. The final
shape of Robot Strategy was announced in February 2015, presenting a plan for Robot Revolution
mapped out for the next five years [27], [28].
While in media most publicised cases of robot development in Japan still are the ones involving
humanoid robots, the strategy has in fact a very wide scope for the term. METI, following a Robot
Policy Study Group Report from May 2006, considers a robot an intelligent machine system
containing the following three technologies:-

Sensors-

Intelligent/control system-

Drive system [30]

Therefore, robots covered by the New Robot Strategy comprise a variety of machines fromwelding and assembly robots, through disaster response and rescue robots, surgical and nursing
support robots, unmanned tractors and rice transplanters as well as assist suits.

EXAMPLES OF ROBOTS TARGETED BY JAPAN’S NEW ROBOT STRATEGY:

Figure 17 Double-armed multi-functional robot (image
courtesy of Glory - nextgen industrial robot NEXTAGE)

51
Figure 16 Transfer assistance robot (wearable type)Figure 18 Transfer assistance robot (non-wearable type)Figure 19 Mobility support robot

Figure 20 Infrastructure inspection robots

Figure 21 Disaster response robot

Figure 22 Unmanned construction robots
Source: https://www.kansai.meti.go.jp/E_Kansai/page/201603/01.html

52

The main points forming the foundation of the Robot Revolution include the changing
circumstances due to technology development in which many elements of everyday use such ascars or home equipment have been converted to robots by incorporating technology such as sensors
or AI. Another important point is the transition of utilisation of robots from manufacturing into
everyday life. The final point is the new form of emerging society that simultaneously solves
challenges that await Japan (e.g. aging society, labour shortage) and generates new value
strengthening Japan’s international competitiveness. On that basis three pillars have been
identified for the New Robot strategy:
1. Japan as the future world innovation hub
In order to achieve that target it will be necessary to build an innovation-inducive environment,
strengthened by frequent exchanges between users and manufacturers, public-private partnerships
as well as actions in the field of normalisation and standardisation.
2. Japan as the future world’s most advanced robotic society
Determined actions are required to fully utilise robots in a variety of sectors (manufacturing,
nursing, services, infrastructure, agriculture etc.) both by major players and SMEs, while
maintaining sustainability and environmental orientation [Fig. 23].
3. Japan as the strategy leader in new robot era
With the advancement of IoT and big data the accumulation and utilisation of the latter will be asource of added value. Thus, it will be vital to harness the potential of data as an additional
advantage in international competition while maintaining the security and safety as well as
advances in standardisation [29], [30], [31].

53JAPAN’S ROBOT STRATEGY AT A GLANCE
Manufacturing/Service

Nursing and Medical Care

• Select best 100 practices related touse of robots in the service field• Reduce and eliminate any risks ofcare workers to cause backaches andthe like due to heavy workload such astransferring elderly with arms. Support
to allieviate care worker’s heavy
workload• Develop and increase sophisticationof brain (AI), eyes (sensors) andfingers (control) of robots• Improve labor productivity by 2% or
more, andstrengthen
competitiveness of domestic locations• Expand market scale of system
integrator (SIer) projects• System reform for nursing careinsurance. More flexile nursing careinsurance system to reflect needs ofintroducing new types of devices androbotics to eldery care,

Infrastructure/Disaster
response/Construction• Expand the number of cases to 100
or more where robot support medicalcare• Utilize intelligent construction
technology for 30% which contributes
to improvement of productivity andsaving labor

Agriculture• Introduce robots to 20% of
inspection and repair of critical/aging
infrastructure• Achieve for unmanned construction
efficiency comparable with manned
construction in harsh environment
such as all sorts of disaster sites,
landslides, and volcanic hazardous
sites.

• Achieve implementation of
automatic driving tractors to actual
cultivation by 2020
• Introduce 20 or more types of new
robots of which contribute to laborsavings

Regulation Reform

Towards realization of a “robot barrier-free society”: revise 10 relevant
regulations in cooperation with Regulatory Reform Council (Prepare and set rules
on radio waves which are used for robots, robotization of visual inspections(infrastructure safety and security), provide rules related to airborne robots, andso forth)

Infrastructure Improvement
Enhance development of human resources for system integrators(Implementation of on-the-job training (OJT) through demonstration projects,
and so forth)Figure 23 Japan's Robot Strategy at a glance
Source: [29]54In line with abovementioned pillars and objectives, government created initiatives to stimulate
financial, technological and creative aspects of Robot Revolution. From the financial perspective
it was deemed benefitable to increase investment in robot development projects by bothgovernment and private sector, with targeted value of 100 billion yen, which in turn could
contribute to increasing the robot market from 650 billion yen up to 2,4 trillion yen p.a. Additional
value could be obtained by finding a way to reduce robot introduction costs by 20%. To facilitatecreativity and technology development the government will make available a test site withproposed location in Fukushima. Also, to promote Japan’s achievements and facilitate circulationof knowledge and ideas Japan would organise a World Robot Summit – part contest, part
exhibition and part conference [28].

4.1 Manufacturing
Japanese manufacturing is one of the sectors most populated by robots in the industry. However,while robots have been successfully introduced in many instances, the high percentage is mainly
due to the contribution of major players, especially in automobile, electrical and electronic
industries. The other fields, especially the food, cosmetic and pharmaceutical industries are notmaking much progress in robot utilisation and as such garnered special attention in the Robot
Strategy. The first step is to make use of robots’ better suitability in terms of strict hygiene
requirements in these three specific industries. Also, in food industry robots could substitute aplethora of temporary jobs in simple processes such as boxed lunches production. According to
the Strategy, in cosmetics and pharmaceutical industries the initial application of robots would aswell be mainly connected to raising the labour productivity, while maintaining the costeffectiveness. Moreover, special incentives are also needed to increase the participation of robots
in manufacturing among the SMEs [28].
The desired outcome for manufacturing sector would be increasing the labour productivity by atleast 2% mentioned above, along with raising the participation of robots in the assembly processes55(25% for large companies and 10% for SMEs), better distribution and circulation of knowledge
regarding unique uses of robots in manufacturing (gathering at least 30 cases to publicise).
Examples of actions to be undertaken [Fig.24]:-

technical development project for commercial application utilizing robots – led by METI
and targeted at both manufacturing and service sectors, focusing on development ofspecific functions that answer most popular needs of users as well as training ofappropriately skilled human resources

Figure 24 Schedule of planned developments in manufacturing (New Robot Strategy).
Source: New Robot Strategy 2015, p. 88-

project for the verification of the effectiveness of the introduction of robots – led by METI,
oriented at identifying and measuring the impact of robot introduction in productivity andcost aspects

56

-

Robot Revolution Initiative – a multi-stakeholder platform, connecting industry,
government and academia in order to cooperate, exchange ideas, information and bestpractices, overseeing security issues and coordinating education of human resources andfinally strengthening international cooperation and promotion [29].

4.2 Construction, infrastructure and disaster response
One of the main challenges which the construction field is facing is shortage of labour – both interms of general employment, but also with regards to highly skilled engineers, who are necessary
to continue delivery of quality outcomes. One of the possible incentives attracting workers into
construction field would be improving the working environment, especially its safety and possibly
limiting the most difficult tasks carried out by human workers [28], [29].
Japan’s infrastructure is also facing problems, with progressing deterioration raising maintenancecosts and outflow of qualified workers that could perform the much-needed inspections,diagnostics and renovation.
Also, on the disaster response and recovery front it is essential to try and decrease the time needed
for appropriate reaction both for avoiding further damage and restoring the previous functionality.
The solutions proposed in The New Robot Strategy to the issues described above include wide
introduction and utilisation of robots in construction, especially in the form of computer-aided
construction technology, which could not only make working conditions less dangerous but also
aid training and gaining high level of skills by entry-level workers, thus attracting the missing
labour [Fig. 25].

57

Figure 25 Schedule of planned developments in construction, infrastructure and disaster response (NewRobot Strategy).
Source: [28]The target set in the strategy indicates 30% introduction rate of computer-aided construction
technology. As for the infrastructure, the plan is to use robots, sensors and related technology forthe inspection and maintenance of up to 20% of the domestic infrastructure. With regards todisaster response, the use of robots would mainly focus around inspection and conditionassessment as well as initial recovery, in the environment that would still be too dangerous forregular human resources. In order to successfully implement the above solutions, the strategy
authors propose threefold action. First, in order to effectively support the development oftechnology targeted specifically for areas with greatest needs there would be established a support
framework, along with revised and more attractive incentives for the developers. Second,facilitation of robot introduction requires opportunity to assess its functioning on actual site byusers, but also by the developers. In order to advance the process, MLIT will actively participate,showcasing technology adoption in its selected construction projects. Additional assistance is also58

planned for SMEs, in order to raise the robot introduction in this group. Final action is targeted atensuring the ease of communication between adopted devices and their interoperability. For that,
there is planned encouragement for standardisation as well as a certification system for robot
operations with specific emphasis on safety [29].
The New Robot Strategy, apart from specific measures tailored for selected industries contains
also general guidelines for the next five years. Besides the usual emphasis on human resources
development and the Robot Revolution Initiative mentioned above, the set covers also technology
development, standardisation, field-testing, possible Robot Regulatory Reform and robot related
contests and awards.
The technology development guidelines were prepared with outlook far into the future, whenrobots would truly surpass human beings. However, even if some elements of technology would
develop faster than others, for Japan to actually maintain the leading position in the world it would
be necessary to master all aspects of robotics, so that Japanese robots would truly excel and fully
use their potential. Therefore, special emphasis should be applied to development of AI, sensors,
control elements, appropriate software and security related elements:•

with regards to AI there are indicated certain challenges, e.g.: natural flow of conversation,
deduction from hidden meanings and even reacting to unexpected, free and flexible
movements adjusting naturally to surroundings and situation, finally mirroring humanthinking and reflex processes.

•

For sensors and recognition related technology the main problems are related to extracting
necessary information in difficult environment, such as recognising voice and emotion innoisy surroundings, recognising unclear, partially hidden objects and improving
recognition by touch or smell.

•Control and drive elements field struggles with free, flexible movement and manipulationof complicated objects without prior preparation•

Software interoperability and a certain degree of standardisation would ensure easy
communication and cooperation between different robots in various situations

59

•

Safety and security measures need more research and testing as well as risk and accident
prediction mechanisms and also acceptance from the society [28].

As an example of effective use of innovative technology, a DARPA operating model has beensuggested.

4.3 Standardisation and modularisation
Plans set out for standardisation of robotics are designed for both long term and global scope.
Fulfilling them would allow Japan not only the develop a dynamic internal market, but also provide
it with a significant advantage in the global competition.
•

Modularisation of hardware and software – is a way to both make robots more widely used
and thus popular and also decrease the costs of their production. While currently robots aremostly still specialised devices with specific range of functionality and objectives, the costsof production are quite high and applicability limited to initial purpose. However, building
robots that share certain parts both in terms of hardware and software would significantly
lower the costs and make it easier to either produce/acquire new units or simply
assemble/rearrange used ones. Not to mention greater capacity for cooperation between
different robots and new ways of utilising their potential.

•

In order for modularisation to be effective globally, a strategic approach to standardisationis required from the earliest stages of R&D. On the example of Europe, the authors of thestrategy indicate, that incorporating efforts at contributing to international standards fromthe concept stage provides a strong position among global players in terms of business but
also R&D.

•

Use of platforms (e.g. cloud services) is also recommended as a means to gain access toand analyse big data, which in turn provides valuable information necessary for improving
business strategy or offered services/products.

Moreover, a close cooperation with EU is advised in order dispose of obstacles to cooperation in
the field of robotics between these entities, specifically: to clarify rules for obtaining CE marking
60for devices produced in Japan, as well as for working out clear guidelines on differentiating
between machine and medical device.

4.4 Robot Test Sites
The importance of field testing is also included in the guidelines collected in the strategy. In orderto create truly world leading robots field testing is deemed necessary not only to detect possible
malfunctions, but to test, improve and possibly accelerate achieving the end goal - the robot’s
practical application. In Japan a number of test sites has already been made available:

1. Next generation infrastructure robots test site
Test field is supervised by MLIT and facilitates testing in five designated priority areas: bridges,
tunnels, dams/rivers for maintenance related testing, disaster inspection and disaster recovery[Fig. 26].

NEXT GENERATION INFRASTRUCTURE ROBOTS TEST SITE

Figure 26 Next generation infrastructure robots test site, operated by MLIT
Source: https://www.c-robotech.info/61

2. Sagami Robotics Industry Special Zone
Sagami test site offers product verification by actual users from automated driving, throughrobot lead exercises at nursing facility to utilising remote-operated robot’s controlling
construction machines. The site also conducts extensive promotional activities, which helps
gain exposure for products that are being tested there as well [Fig. 27].

SAGAMI ROBOTICS INDUSTRY SPECIAL ZONE

Figure 27. Sagami Robotics Industry Special Zone in Kanagawa
Source: https://sagamirobot.pref.kanagawa.jp/pdf/Our_Initiative_for_Sagami_Robotics_Industry_Special_Zone.pdf

3. Hyogo Prefectural Emergency Management and Training Centre
The Centre provides disaster related training for professional personnel and citizen education. It isalso a disaster centre when necessary. Additionally, the facility conducts also robots testing in thefield of disaster response and recovery [Fig. 28].

62

HYOGO PREFECTURAL EMERGENCY MANAGEMENT AND TRAINING CENTRE

Figure 28. Hyogo Prefectural Emergency Management and Training Center.
Source: https://www.fire-ac-hyogo.jp/

4. Safety Testing Centre for Life Supporting Robots
The test site is located in Tsukuba city. Its special feature is providing testing in accordance with
ISO norms in areas such as interacting with humans, EMC, resilience, etc. At the time the Robot
Strategy was published already several robots have been granted ISO13482 after being tested atthat facility [Fig. 29].

63

SAFETY TESTING CENTER FOR LIFE SUPPORTING ROBOTS

Figure 29. Safety Testing Center for Life Supporting Robots in Tsukuba.
Source: https://www.aist.go.jp/aist_j/news/pr20140205.html

5. Fukushima Robot Test Field
Fukushima RTF is a new addition to robot testing and demonstration areas. While still underdevelopment, part of the facility has been opened in August 2018. In its final shape, the RTF will
be offering delivery, disaster response and infrastructure inspection testing in onshore, aerial andundersea settings [Fig. 30]. Important part of the facility is the Development Base with state of theart equipment for in depth testing, research, performance assessments, development and even pilot
training [29], [32].

64

FUKUSHIMA ROBOT TEST FIELD FACILITIESFigure 30. Fukushima Robot Test Field and its facilities.
Source: [29]The first part of the RTF to be opened was a communications tower allowing for flight control, inflight monitoring and communication: long-range and inter-drone as well as weather observation.
The Fukushima RTF is also scheduled to host Infrastructure and Disaster Response part of theWorld Robot Summit Challenge [32] [33].
The plans for further development of robot test sites described in the Robot Strategy emphasize
the necessity of opening to and collaborating with overseas test sites. Also, additional efforts arerecommended to utilise the status of special zones for unrestrained testing options of new robot
technology. Finally, the test sites should actively encourage interactions with local public but also
allow private sector and possibly international access.

65

4.4 Review of existing regulations
The new Robot Strategy includes also plans for updating laws and regulations allowing for more
open but at the same time safer and more secure environment for robots. In the period up to year
2020 the following changes are indicated:
1. “Deregulation and establishment of new legal system and utilization environment toeffectively utilize robots
a. Establishment of new radio wave utilization system that supports robot utilizationb. The Act on Securing Quality, Efficacy and Safety of Pharmaceuticals, Medical
Devices, Regenerative and Cellular Therapy Products, Gene Therapy Products, 43
and Cosmetics
c. Long-term care insurance system
d. Road Traffic Act and Road Transport Vehicle Act
e. Laws and regulations related to uninhabited airborne type robots (Aviation Law
and the like)f. Laws and regulations related to public infrastructure maintenance and repair
g. High Pressure Gas Safety Act
2. Establishment of framework required from the viewpoint of consumer protection
a. Consumer Product Safety Act, Electric Appliance and Material Safety Act” [28, p.
42-45].

66

4.5 World Robot Summit

Part of the New Robot strategy is also devoted to initiatives facilitating and appreciating thecreativity and innovations, namely the Robot Award and Robot Olympics. Initially planned as
separate initiatives in later years the two merged into World Robot Summit. The Summit’s tagline
is “Robotics for Happiness”, since the organisers – METI and NEDO - ultimately, through thisevent and all related efforts aim for the ideal state which has “humans co-existing with robots andexperiencing unprecedented prosperity” [34, p.10]. That idea translated into smaller goals covers:➢ Intensification and stimulation of robot related R&D➢ Realising robot utilisation in real world, in everyday life both in societal and industrial
aspects➢ Achieving functioning of humans and robots side by side
In order to achieve those targets, the WRS organisers mapped out a dedicated approach, namely
to combine both a competition (World Robot Challenge) and showcase (World Robot Exhibition).
This would facilitate valuable exchange between robot innovators from around the world,
circulation of ideas between professionals, dissemination of latest achievements in the field among
general public and an opportunity for non-professional visitors to interact and learn directly fromscientists and engineers. Undeniably it would also be a great opportunity for business
representatives to investigate latest trends and needs as well as find potential business partners oreven seek out human resources. To additionally reinforce that approach, the most valued qualities
in competing or exhibited robots would be approachability by ordinary users and practical use ineveryday life [34].
The World Robot Challenge is a competition based on real life situations in line with the generalidea of WRS – to accelerate robot utilisation into everyday life. The entries are divided into fourmain categories: Industrial Robotics, Service Robotics, Disaster Robotics and Junior [Fig. 31].

67

World Robot Challenge: competition categories
Industrial•Assembly Challenge
Robotics Category
Service Robotics
Category•Partner Robot Challenge•Future Convenience Store Challenge

Disaster Robotics
Category•Plant Disaster Prevention Challenge•Tunnel Disaster Response and Recovery Challenge•Standard Disaster Robotics Challenge

Junior Category•School Robot Challenge•Home Robot Challenge

Figure 31 World Robot Challenge - main categories of competition.
Source: [34]The task in the Industrial Category is related to a production system, so that participants not only
have to create a robot that is capable of putting together a product, but is also flexible enough toaccommodate changes in production. The Service Robot category has two tasks assigned to Robot
Partner subcategory, and both cover activities related to housekeeping. A unique feature of thiscategory is the Future Convenience Store Challenge since it takes place in a simulation of a real
store surrounding and involves basic tasks of a convenience store clerk: lining up products, contact
with customers or cleaning. A separate category is designated for disaster response and recovery,
which have robots performing tasks related to inspection and maintenance, diagnosis of situationand coping in an enclosed environments like tunnels. Again, placing the competition in tunnel
surrounding is a novelty on a global scale. Finally, the Junior category is more of a long-term
initiative geared towards facilitating the development of future highly skilled human resources.
68

The tasks sought after in two subcategories are related either to school or to the home environment[35], [36].
The World Robot Exhibition would be an opportunity to showcase latest achievements in the fieldfrom around the world. The special emphasis is placed on the robots’ actual applicability in reallife.
The final part of the WRS is a symposium including lectures, presentations and even workshops
by acknowledged experts or successful business representatives. It offers yet another opportunity
for general public to learn more and get closer to robot inventions and for professionals to connect
with each other.
So far two events in the World Robot Summit scheme have been planned [Fig. 32].

World Robot Summit events

Figure 32. Events planned for the World Robot Summit: 2018 and 2020.
Source: [34]

The first one, considered a preparatory stage, already took place in 2018 and the next one isscheduled for 2020 in two rounds: August and October [Fig. 33].
69

WORLD ROBOT SUMMIT 2020

Figure 33. Announcement for World Robot Summit 2020.
Source: [35].

705. R&D Programs

R&D is a crucial part of developing AI and Robotics for the realisation of Society 5.0 andstrengthening Japan’s position in the world. The technology is not yet at the level of developmentthat would allow for immediate transition to the desired model of society and more research aswell as more practical exercises are needed to proceed in that direction. For that reason, the needfor more efforts in the R&D area is heavily emphasised in numerous plans and strategies alongwith more open collaboration on both national and international level, smooth informationexchange and knowledge transfer between researchers and institutions, engagement of various
stakeholders and finally more efficient management of priority research fields.
Since AI and robotics seem to be the very fundament of Japan’s future, and therefore are treatedas priority areas, there is a plethora of R&D programs and initiatives linked to those fields.
Especially worth mentioning are the programs affiliated with Science, Technology and Innovation
Council which is a parent authority towards the AI Technology Strategy Council.
Within this wider domain there are four main R&D initiatives:•

Strategic Innovation Creation Program (SIP)•

Public-Private Investment Expansion Program (PRISM)•

Impulsive Paradigm Change through Disruptive Technologies Program (ImPACT)•

Moonshot R&D Program

5.1 Strategic Innovation Creation Program (SIP)
The distinguishing feature of the program is its interdisciplinary character and placement beyond
the usual boundaries of institutional division. The specific organisational structure allows the
Science, Technology and Innovation Council to be the governing agent over involvement fromvarious ministries. The effort of innovative approach can be seen not only with regards to structure,
but also in approach to disciplines, as the initiative allows for wide, interdisciplinary topics of71interest, as long as they align with Japan’s pressing social challenges and economic resurgence.
Another requirement is developing the complete R&D process, starting from basic researchthrough further stages. However, the projects are not considered finished with only practicalimplementation of the results but a commercialisation and even exit strategy are fully required ineach case. This type of project realisation places a considerable pressure on the position of Program
Director, who in fact is a main person responsible for the whole process end-to-end and also
coordinating between various stakeholders (public, private and academia) [Fig. 34]. Aiding theProgram Directors are the Governing Board consisting specifically of CSTI members and possibly
external experts and Promoting Committee – including ministry and funding agencies
representatives as well as other invited experts [37], [38], [39].

SIP IMPLEMENTATION STRUCTURE

Figure 34. The implementation structure of SIP projects.
Source: https://www.jst.go.jp/sip/k03/sm4i/en/outline/about.html

72

SIP has been initiated in May 2014 and covered 11 projects in its first phase and 12 in recently
initiated second phase. The topics outlined in the first phase leaned towards energy (Energy carrier,
Next generation power electronics) and infrastructure related issues (Infrastructure maintenance /update / management technology, Ensuring cybersecurity in critical infrastructure). The othertopics included: Next-generation agriculture, forestry and fisheries creation technology, Nextgeneration marine resource survey technology and Automated driving system among others. The
second phase, beginning in 2018 however, is visibly more influenced by AI and Robotics [Tab. 3],[40].

Table 3. Areas and project topics for the second phase of SIP Program.

STRATEGIC INNOVATION CREATION PROGRAM PROJECTS: PHASE 2

1

Challenge area

Project nameCyberspace infrastructure technology

Big-data

andAI-enabled

Cyberspace

Technologies
2

Physical space infrastructureIntelligent Knowledge Processing Infrastructuretechnology

Integrating Physical and Virtual Domains

3

Security (Cyber / Physical Security)

Cyber Physical Security for IoT Society

4

Automated driving

SIP Automated Driving for Universal Services(SIP-adus)

5

Material development platform“Materials Integration” for revolutionary design
system of structural materials

6

Photonics / Quantum Technology Photonics and Quantum Technology for Society
Platform

5.0

73

7

Bio / Agriculture

Technologies

for

smart

bio-industry

andagriculture
8

Energy / Environment

Energy systems toward a decarbonized society

9

Disaster prevention

Enhancement of National Resilience against
Natural Disasters

10

Health / Medical

Innovative AI Hospital System

11

Logistics

Smart Logistics Service

12

Ocean resources

Innovative Technology for Exploration of Deep
Sea Resources

Source: https://www8.cao.go.jp/cstp/gaiyo/sip/kenkyugaiyo2.pdf

The SIP Program with its dedicated management system and target areas seems to be positively
viewed by many environments, especially the industry. Part of the success is deemed to come fromits emphasis on practical application and answering real needs of the industry.

5.2 Public-Private Investment Expansion Program (PRISM)
In order to make full use of the potential created by the SIP program, and increase the private
investment in priority R&D areas the new initiative has been established at the end of year 2016.
Stemming from SIP, the PRISM Program aims to expand the predecessor’s specific management
system to more actively involve other agencies and institutions. Moreover, the program would also
be one of the means to promote the idea of Society 5.0. Final, and most important goal of the
program is increasing the private investment in R&D [41].
74The Program officially began in 2018 with initial budget set for 10 billion yen and the first priority
areas set to:•

AI technology•

Construction and infrastructure maintenance, disaster prevention and mitigation
technology•

Biotechnology

In order to align the Program with existing strategies and other R&D initiatives, budget wise there
would be a link with SIP Program. With regards to themes – the Program would follow the AI
Strategy 2019, with heavy emphasis on human resources development, practical application in
specific areas (Health, National resilience, Regional revitalisation, Agriculture, Transport). Again,
the management structure resembles the SIP Program, with Science, Technology and Innovation
Council at the top, followed by Decision Board down to the specific Project Directors responsible
for the three areas described above [42], [43], [44].
There are however concerns that targeting industry investment in R&D PRISM would mainly
provide opportunities for major players, while SMEs would only be partially involved. Anotherquestion mark, as with many other new R&D initiatives, seems to be related to actual results andconclusions – that is proper evaluation of projects. There seem to be cases of big budget initiatives
that did not succeed in advancing Japan’s global position or innovation indicators [45].

5.3 Impulsive Paradigm Change through Disruptive Technologies Program (ImPACT)
Stemming from continued search of innovation, the ImPACT program is yet another governmental
R&D initiative. What distinguishes it from the others though is a different and rather bold approachto the issue of innovation. The aim with which ImPACT was created was to bring about thedisruptive innovation – in other words initiate radical change. The challenge connected with
disruptive innovation comes from the fact that it inevitably changes the status quo, which is exactly
75why the ImPACT program is described as “high-risk, high-impact” [46]. As one of the global
contestants in innovation race, Japan by introducing ImPACT and thus taking down many
constraints traditionally imposed in governmental R&D projects hoped for results that would
revolutionise both the industry and society.
The enforcement and carrying out of set targets are the responsibility of each Project Manager
which seems to be more a business-like managerial position rather than research oriented one. It
is the PM’s task to attract highly skilled human resources and not only successfully create
disruptive innovation, but also create a new innovation development model that could be later
adopted by Japanese businesses [Fig. 35] [47], [48].

ImPACT MANAGEMENT MODEL

Figure 35. ImPACT model of managing research and development process.
Source: [49]In an effort to break away from repetitive R&D schemes the idea behind the ImPACT Program ischaracterised by visible openness not only in terms of topics and challenges but also organisations
and researchers. The inspiration can be found anywhere, and realised across many fields and topics
as long as it results in desired innovation [49], [50].
The themes are presented in broad strokes:•“Japan-style value creation for the new century
76•Living in harmony with the world•

Smart community that links people with society•

Realize healthy and comfortable lives for everybody•

Realize a resilience that is keenly felt by every individual Japanese” [46].

Again, the emphasis is on the practical solutions such as stepping away from the limitations ofresources in manufacturing, creation of harmonious and sustainable lifestyles in energy sector or
tackling effectively the natural disasters for a safe and comfortable lifestyle [50], [51].
The ImPACT Program has officially finished its run in 2018, though the evaluation is still inprogress and some of the projects are still ongoing.

5.4 Moonshot Research and Development Program

Based on experience (both positive and negative) gained through previous R&D Programs
Japanese government is preparing the newest initiative in R&D. The preparations started in 2018
and still many parts of the program are being discussed and decided. The motivation for thisinitiative seems to come from lack of spectacular success with previous endeavours on one handand doubled efforts of competitors on the other. The authors of the project indicate bold initiatives
from the US, such as Brain Initative or genom editing technology, quantum cryptography
technology developed by China or artificial photosynthesis technology and neuro computer
projects developed in Europe. Japan so far lacks such projects, and even if the ideas are there andbasic research is concluded, the following steps either do not seem to bring in the desired successin practical application or are used by others. The latter situation is illustrated with two interesting
examples:•1987 - discovery of CRISPR DNA sequence (Professor Ishino, Osaka University) ➔ 2012
genome editing technology developed at University of California
77•

1998 – quantum annealing theory (Tokyo Institute of Technology, Professor Nishimori etal.) ➔ 2011 Quantum Computer (Canada D-wave), [52, p.1].

In order to avoid losing opportunities in the future, the construction of the program progresses
among considerations and analyses of previous experiences in Japan and abroad.
The broad spectrum of Project Managers’ competences and powers is a feature brought into
Moonshot Program from previous R&D initiatives. It was positively viewed in previous instances
both by participants, government and wider audience (e.g. industry) and is deemed crucial in orderto properly lead high-risk initiatives this time as well [Fig. 36], [52].

Figure 36. Structural and organisational framework for Moonshot R&D.
Source: [52]78The Ministries primarily responsible for the project are METI and MEXT and also JST and NEDO
are involved in direct hiring Project Managers, setting up teams and budgets. The current budget
for 2019FY is set to 2 billion yen and the funds are being transferred in two parallel flows. The
firs one originates from MEXT (the larger contribution of 1.6 billion yen) goes to JST and fromthere is entrusted to universities, research institutes and private companies. The second originatesfrom METI (400 million yen) and is directed to NEDO which further distributes the resources touniversities, research institutes and private companies in a similar way. As with previous projects
CSTI comprises its supervising role, being the point of contact for all the involved agencies andteams, setting out targets, supplying knowledge and experts’ advice and coordinating promotionof results. A new addition in this structure is the Visionary Council, which employs acclaimed
researchers, specialists but also artists and writers - all in the spirit of opening the scope of researchas widely as possible and aiming as far as the moon. The Visionary council is currently in theprocess of determining targets for the program and it welcomes ideas not only from the experts
and specialists, but also from the general public. The areas targeted by Moonshot Program arecharacterised by three aspects: inspiring, imaginative and credible. The first aspect relates to theanswering real needs of the society and creating a positive influence on it as well as strengthening
cooperation with the global research environment. The second refers to inducing transformation
on a societal level and the last aspect grounds the far-reaching goals to comply with existing
regulations and maintain scientific expediency [53], [54], [55].
So far three areas of focus have been determined:
1. Tackling declining birth-rate and aging society with radical innovation
2. Recovering our civilization and healthy global environment
3. Pioneering new frontiers with science and technology
While all three target areas seek to solve important societal challenges while maintaining thehuman-centric approach and carry the potential of shaping the future of Japan in next decades inline with development of technology, especially the third target is heavily focused on AI androbotics [Fig. 37], [55].

79MOONSHOT: AREA, VISIONS AND GOALS

Figure 37. Moonshot R&D: area, visions and goals: "Pioneering new frontiers with science and technology"
Source: [55]The visions to be explored in this area include “Autonomous scientific discovery”, “Fullunderstanding of neural mechanism” or “Ordinary space life”. While the actual goals are still under
examination by the Council, judging by the examples given, the research could result inachievements such as an AI system capable of making significant scientific (Nobel level)
discoveries, functioning digital brain model, space robots and satellite network or solar systemsurveillance [55].
The Moonshot Program sets ambitious goals to be realised in the long-term perspective, bearing
some resemblance to the Horizon Europe. The similarity is certainly not accidental, as the EU
program is indicated as one of the model examples. Moreover, the openness for cooperation with
EU is being mentioned on many occasions with regards to the Moonshot Program and declarations

80

from both sides as well as commitments to funding of joint projects and new collaborations
between ERC and JSTA are clear evidence of strengthening ties in R&D area [56], [57].
The next opportunity to discuss further endeavours for Moonshot Program will take place at the
MS International Symposium, in Tokyo, mid-December 2019 (the exact date is to be agreed still).
The organisers intend to attract distinguished researchers and specialists from all over the world
to discuss the visions of the future and directions of further progress in R&D [55].

816. Efforts in patenting and standardisation

The strategies for AI and Robotics with related plans and regulations place a lot of importance on
R&D endeavours – as a guaranteed means of advancing on the global stage and strengthening
Japanese position among competitors, however, there is also another way to achieve indisputably
strong position in this area, namely through shaping the industry standards and accumulating
patents. These two ways are actually complementary and while focusing on one or the other could
bring considerable benefits, when combined they can create a significant advantage. Japanesepolicymakers are certainly aware of that possibility and include recommendations on increasing
participation in developing standards and securing patent rights in related strategies. While there
is still no detailed action plan pertaining to those areas, they are gradually gaining attention.
In January 2019 WIPO published its first Technology Trends report focusing on AI. While thefindings brought a lot attention to China and US – the expected leaders, Japan also entered the
spotlight as a close contestant. According to Tech Trends 2019 the first AI related patentapplications were filed in Japan almost 40 years ago. Unfortunately, according to the data
presented in the report after the initial interest in later years the number of AI patent applications
decreased and from 1990s stagnated at under 2000 per year, while China and US recorded constant
growth [58].
Currently China and US still maintain the leading positions, however, looking at top 30 applicantswith highest number of patent families Japan’s presence is clearly strong, as 40% of them are basedin Japan [Fig. 38].

82

Figure 38. WIPO Tech Trends 2019 AI: Top 30 applicants by number of patent families.
Source: [58]The majority of positions in the top 30 is occupied by companies, with only 4 of them being
universities and research institutions (still mostly Chinese). Remaining 26 entities are companies
83and 12 of them is affiliated with Japan: Sharp, Ricoh, Mitsubishi, NTT, Toyota, Sony, Canon,
Panasonic, Hitachi, Fujitsu, NEC and Toshiba and focusing heavily around consumer electronics
field [58].
However, it should be stated that in patent classification there is no dedicated category for AI. The
patent classes chosen for the conducted survey were designated by a group of selected experts, tothe best of their knowledge. Therefore, while the research was conducted according to widely
recognised rules, there always remains the element of experts’ choice.
Another report - “Recent Trends in AI-related Inventions” – prepared by Japanese Patent Office,appeared in July 2019. The target definition used by JPO differs somewhat from the approach
adopted by WIPO in distinguishing only two areas of interest: AI core invention and AI-appliedinvention forming the research domain – AI-related inventions. The first one corresponds to“mathematical or statistical information processing technology”, while the second covers theiractual utilisation in e.g. image or voice processing, device control, robotics, detection or
optimisation [59, p.2]
The data for domestic applications in the target group defined by JPO as AI-related inventions
indicates the beginning of third AI boom from year 2014 [Fig. 39].
Year 2017 was especially fruitful in this aspect, with 3065 applications submitted. This third wave
of applications is mostly induced by the developments in machine learning and especially deeplearning. The development in that particular area, previously abandoned eventually became
possible with advancement of computer performance and abundance of data for testing andtraining the AI.

84

THE NUMBER OF DOMESTIC APPLICATIONS FOR AI-RELATED INVENTIONS

Figure 39. Japan Patent Organisation report: The number of domestic applications for ai-related inventions.
Source: [59]

According to JPO’s data the grant rate for AI-related patent applications has been growing very
slowly, but steadily reaching a high level of 80% [Fig. 40].
Another positive indicator is the decreasing rate of patent refusals, which has been steadilydecreasing from year 2004. The withdrawn applications, while included in calculation for grantrate, are not separately represented in the data distribution.

85

THE GRANT RATE FOR AI-RELATED INVENTIONS

Figure 40. Japan Patent Organisation report: The grant rate for AI-related inventions.
Source: [59]The heavy influence of deep learning on the whole AI field with regards to patented inventions isfurther confirmed by comparing the number of AI – related Inventions referring to deep learning
to the overall patent applications [Fig. 41].
Starting from year 2013 the share of deep learning related applications grew to reach almost halfof all submitted AI-related patent applications. For this particular data set, the connection to deeplearning was determined by specific keywords appearing in the applications documents (full list
included in Annex 3 of the JPO report). AI-related inventions referring to deep learning whenbroken down by companies, reveal that NTT, Fujitsu, FANUC and Yahoo! Japan are most activein this patenting area [59].

86THE NUMBER OF APPLICATIONs OF AI-RELATED INVENTIONSREFERRING TO DEEP LEARNING

Figure 41. Japan Patent Organisation report: The number of applications of ai-related invention referring todeep learning
Source: [59]Further investigation reveals that within the deep learning area, the most dynamically exploredmethod (based on growth in patent applications) is Convolutional Neural Network (CNN) – which
in practice translates to image and video recognition, while Deep Reinforcement Learning applied
mainly in system control and optimisation appears in significantly smaller number of submissions.
Recurrent Neural Network (RNN) grouped together with Long Short Term Memory (LSTM) andutilised for speech and text processing, oscillates around the middle. Nevertheless, since year 2016
all three categories noted a significant increase in line with the third boom [59].

87Investigation of overall composition of AI-related applications as of 2017 reveals general trends
for Japan in AI development [Fig. 42].

COMPOSITION OF MAIN CLASSIFICATION OF AI-RELATED INVENTIONS

Figure 42. Japan Patent Organisation report: Composition of main classification of ai-related invention(2010 - 2017)
Source: [59]The most recent data indicates clearly that image processing, information retrieval, businessmethod and medical diagnosis have gained a lot of interest among patent applicants in 2017. Thoseare however all areas connected with AI application, while the AI-core field itself covers largest
portion of patent applications as well. It is also worth mentioning that in the period between 2010
and 2017 the fastest growing field was control and robotics related areas, recording over 400%88

500% growth. Generally, however, according to the JPO data all the fields registered significant
growth of 290% in the period between 2010 – 2017. Further analysis of the data in breakdown by
applicants, specifically companies, reveals areas of interest for global major players [Fig. 43] [59].

COMPOSITION RATIO OF MAIN CLASSIFICATIONSFOR AI-RELATED INVENTIONS BY APPLICANTS

Figure 43. Japan Patent Organisation report: Composition ratio of main classifications
for AI-related inventions by applicants.
Source: [59]89While almost all the applicants included in the comparison submit applications within AI-core,
Information in General and Video and Image processing (with Qualcomm, IBM in the lead for AIcore, Yahoo! Japan, Microsoft, Fuji Xerox leading Information in General and Canon, Ricoh andNHK heading the video and image processing) not many seem to be making developments inControl/Robotics – where FANUC is the undisputed leader with Omron in second position, but
still far behind. Efforts in traffic/combustion control are being made by mostly by Toyota withsignificantly smaller amount of by DENSO. Some interest in this area can also be observed in
Baidu, Toshiba, Panasonic and Omron. A significant and comparable interest in medical diagnosis
is demonstrated by Philips and Fujifilm and to a decidedly lesser degree by Panasonic and Hitachi,
though a lot of other applicants also possesses small number of inventions in this area. As observedby the JPO – most of the efforts concentrate in the areas most closely related to applicants’ basic
business fields [59].
Finally, a comparison between five major Patent Offices (Japan, US, EPO, China, Korea, WO –referring to PCT type of application) in terms of AI-core applications confirms on a wider scale
the significant growth observed in earlier, Japan focused, data sets for 2017 [Fig. 44].
However, application to specific patent office does not indicate the affiliation of applicant, butrather the intention to protect a specific invention on potentially profitable market. From this pointof view, as the most competitive are indicated American and Chinese markets, while Japan isconsidered slightly less favourably than Korea and PCT application path (giving potentially accessto 150 countries/markets). The least attractive in terms of AI-core inventions protection seems tobe the European market.

90

THE NUMBER OF APPLICATIONS TO EACH PATENT OFFICE AND PCT

Figure 44. Japan Patent Organisation report: The number of applications to each patent office and PCT(classified into IPC: G06N).
Source:[59]Standardisation has been indicated in various recommendations and strategies, as a field
necessary to influence in order or Japan to gain dominance on the global market. While thechanges in international standards are carefully observed, so far there were few reports onactions being undertaken by the Japanese side. One such instance was leading a joint working
group, comprising experts from ISO and IEC, tasked with developing safety and performance
criteria for medical robots resulting in newly published standard IEC 80601-2-78: 2019 Medical
Electrical Equipment — Part 2-78: Specific requirements for basic safety and essential
performance of medical robots for rehabilitation, assessment, compensation or alleviation [60],
[61].

91

7. Ethical aspects

Ethics has always been an important aspect of technology development, however with growth in
AI and Robotics as well as data utilization it has been gaining a lot of attention and gradually
becoming one of the most vital elements of all field-related discussions. Japanese policymakers
have been making efforts in establishing a set of ethical guidelines with regards to various aspectsof AI and its applications in order to create a consensus of ethical standards for all stakeholders.
The basis of the approach is formed by the three principles mentioned above in connection with
the AI Strategy 2019: Dignity, Diversity & Inclusion and Sustainability. Further guidelines arecompiled in a set of Social Principles of Human-Centric AI. Those principles were developed bya newformed body dedicated specifically to that area – the Council for Social Principles of Humancentric AI in cooperation with experts and acclaimed professionals from various backgrounds.
Perhaps the most distinguishing feature of Japanese approach to setting a code of conduct for all
AI related issues is placing humanity at the centre of the problem and starting from there. Thisview has been further expressed in seven principles:
1. The Human-Centric Principle,
2. The Principle of Education/Literacy,
3. The Principle of Privacy Protection,
4. The Principle of Ensuring Security,
5. The Principle of Fair Competition,
6. The Principle of Fairness, Accountability and Transparency,
7. The Principle of Innovation [63].

First and foremost, the application of AI cannot result in violation of basic human rights. The true
goal of employing AI – as suggested by the Council for Social Principles of Human-centric AI
should be in improving natural human abilities either by substitution or assistance, while92

simultaneously avoiding any threats to equal access and inclusion. Also, such improvement must
be voluntary and responsibility for possible problems should be accepted by developers orproviders. However, possible mistakes or risks connected with use of AI could also be minimised
with raising the level of AI literacy among society. It is one thing to provide services and products
as user friendly and transparent as possible, but quite another – to actually use them in a conscious
and informed manner. The society (not only in Japan) needs a better understanding of new
developments in technology and for that the basics of mathematics and data science are necessary.
Therefore, creating an inclusive learning environment for all members of society is one of the mostvital points among the Social Principles of AI. Privacy is another point of concern, especially withever growing demand for data for AI development. Thus, it is necessary to preserve the privacy,
freedom and dignity of data owners, who should be able to influence how their data is handled anddecide what part of their data they want to make available. Separate activities are required for
ensuring security, though with rapid developing technology such as AI the main course of action
is to perform more research – to be able to identify possible threats and risks. Another interesting
point is being raised in connection with security, namely the sustainability in the AI utilisation. It
is recommended to diversify the types of AI utilised rather than rely on a single one in order not
to create a dependency. Moreover, according to principle of fair competition, AI technology hassuch a vast potential of influencing businesses, economies, countries and even social balance, thatpreventive measures need to be implemented to avoid potential abuse of dominance exercised bya single entity – be it a country, a company or a group of people. Furthermore, in order to ensuretransparency, fairness and accountability in AI it is necessary to open a window for dialogue
between the developers/providers and users or data owners. The Council for Social Principles of
Human-centric AI argues that in certain situations explanations should be made with regards towhen and how the AI is applied, from where and what kind of data is being used in the process
and what protective measures are implemented in the process. This technology is certainly too
advanced for even a literate user to fully understand, which is why efforts should be made for
maximum transparency and to avoid the trap of black box situation. Finally, in the spirit ofinnovation cooperation among various environments, groups, countries, and stakeholders should
flourish across boundaries and differences. Not only human resources, but also knowledge,
experience and data should be able to move freely among various fields, industries and territories.
93

The above principles are directed mainly at the society at large, as well as policymakers andadministrative bodies. There is also being prepared a separate set of guidelines directed towards
developers, operators and business representatives focused on AI utilisation [Fig. 45], [63], [64].

AI UTILISATION PRINCIPLES

Figure 45. Draft AI Utilisation Principles.
Source: [64]The instructions included in the utilisation-oriented set can be assigned to three categories. The
first and most popular category is guidelines designed for diminishing risks which covers all
principles. The second category contains the principles related to promoting benefits: Proper
utilisation, Data quality and Collaboration. The third category is characterised by building trustand encompasses: Human dignity and individual autonomy, Fairness, Transparency andAccountability. The proposed AI utilisation principles are consistent with the Social Principles ofAI and with AI R&D Guidelines which are also currently being discussed [65].
The Japanese proposal on ethical aspects of AI has been recognised internationally and found a lotof common points with other similar initiatives. Special recognition of Japan’s Social Principles
94

of AI has also been given by the EU as its own requirements for trustworthy AI cover almost
identical set of issues. The common ground with regards to future AI development and its influenceon society builds a solid fundament for wider EU-Japan cooperation. That proximity has beenfurther recognised during the meeting between Carlos Moedas, Commissioner for Research,
Science and Innovation and Takuya Hirai, the Japanese Minister of State for Science andTechnology Policy in May 2019. The G20 Osaka Leader’s Declaration also mentions Japaneseapproach, albeit in wider sense of human-centred Society 5.0 [57], [64], [65], [66], [67].

958. Conclusions

The current developments in AI are centred around deep learning, which turned out to be a gamechanger technology. It is not a new concept though, but a recycled one, Neural networks and deeplearning first surfaced over 15 years ago, but were quickly cast aside in favour of other pursuits.
These days they are back in the spotlight and their influence on development of AI results in rapid
progress in this field. However, the experts are in agreement, that despite the advancement, there
are still some fundamental differences between the natural and artificial intelligence. To put it
simply – AI is nowhere near humans. Yet.
This sudden boost dynamic occurring due to deep learning was also mirrored in intellectual
property protection endeavours. The first AI related patent application was submitted in Japan but
after initial interest the number of new applications decreased, then stagnated and only recently –with deep learning taking the spotlight – started growing noticeably. It is worth mentioning, thatwhile the patent domain is dominated by the US and China, Japan is not yet left behind. EspeciallyJapanese companies active in consumer electronics have a strong presence among applicants withbiggest number of patent families in AI field. Internally, Japanese patent domain is dominated byimage processing, information retrieval and medical diagnosis related technologies, but the mostdramatic growth in recent years can be observed in robotics field. Robotics will probably continue
to progress rapidly, partly because of its proximity and links to AI and partly because it has long
been one of Japan’s strong points and now, that Japan is determined to join the technology leaders– China and US, capitalising the potential it holds in robotics seems to be the best option.
While the most publicised stories about Japanese robots usually depict AI equipped humanoids
interacting with people and even performing various social functions, the true strength of the fieldin Japan lies in industrial robots. Japan has dominated this segment for years, and only recently
yielded its position to China. An interesting point of Robot Strategy, which ultimately aims forJapan to be the world innovation hub and most advanced robotic society, is a recommendation on
possibility of modularisation of robotic hardware and software. Since currently created robots arehighly specialised and therefore expensive, introducing changeable elements that could be shared96

between different robots regardless of their intended functionality could indeed significantly
strengthen Japanese position in international competition. Even better, if Japan could shape theindustry standards with regards to robot modules it would inevitably become a global leader.
The recent wave of technology-oriented policies in Japan has a common denominator – the Society
5.0. It is an ambitious vision of a society, that is saturated with various forms of AI-related
technology, which improves the functioning of some of its elements, but also serves as atransforming force creating completely new aspects. It should be noted that AI dominates thetechnology-oriented policy landscape and both robotics and data issues are often considered fromthe perspective of AI. Japanese policymakers correctly recognise that one of the most important
benefits that AI offers is its ability to penetrate and influence any part of social life, making various
processes faster, cheaper or perform tasks that could not be carried out by humans or simply give
better insight into various problems.
For that reason, Japanese policy has a strong emphasis on the practical application of AI. It is
expected to perform a utilitarian function to solve problems and bring values. While many plans
have ambitious targets and timeframes, it is the insistence on practical aspect of AI and robotics
that if enforced in that right way, might decide about Japan’s success in the world. As stated above,
the potential to generate new value by AI technology does not come solely from the technicalpossibilities it offers, but also from its versatility. AI can be applied to any part of industry or
economy and the solutions and tools it offers could be found useful in almost any aspect of ourlives. In recently published strategies and recommendations Japanese policymakers plan out
carefully possible practical applications of AI from the most general areas down to very specificones. On general level the AI-related technologies would help solve societal issues such as aging
society, labour shortage, need for energy diversification, reduction of GHG or even better waste
management. It is worth pointing out, that the targeted societal challenges are aligned with SDGs,
and according to the action plan Japan plans to work out solutions on a national level and sharethem with the world, which would not only contribute enormously to realising SDGs, but also
immeasurably strengthen Japan’s international position.
On a more detailed level though, both the robot strategy and AI strategy include plans for selectedpriority areas (manufacturing, transportation and logistics, health and medical care, agriculture and97

disaster response). The majority of plans are designed to work in a two-way manner: one direction
depicts the deployment of technology and data into the specific field, resulting in creation of robots
supporting disaster recovery and inspection works, AI systems for smart crop cultivation, robotic
healthcare workers or autonomous vehicles. The other way is the direction of data flow. The
policymakers from the beginning took into consideration, that data is the basis for development of
AI-related technologies and without it there is simply no way forward. Keeping that in mind, theproject of future Society 5.0 is encapsulated within a virtuous cycle of data flows. Technology
built and developed on data feed is utilised by society in various forms and the users themselves
are feeding the data back to the system.
Various issues and challenges related to data are also targeted by both strategies, especially withregards to its usability and security, since not all data can be used effectively for development of
AI. Further concerns addressed by policymakers are the risks to privacy of data and establishmentof trust and methods of verifying data. Based on these issues, a general discussion and planningon construction of data linkage platform is in progress. Such an endeavour, if realised, would
without a doubt dramatically accelerate the development of AI, however, the sheer scale of the
project and work required to balance the issues of privacy, security, quality and finally willingness
to share data points toward a rather distant time.
Interestingly enough, while the government is willing to make data available and is taking active
steps to facilitate circulation and utilisation of various types of data (The Basic Act on the
Advancement of Utilising Public and Private Sector Data; The Act on the Protection of Personal
Information) some of the Japanese companies opt to tread carefully on the matter, guarding theprivacy and security beyond the official requirements. The explanation for this choice of action isthat when dealing with data and information – trust is everything. Once lost, customers’ trust is
not easy to regain. This is also a valid point to consider for European companies willing toparticipate in Japanese market, since as “outsiders” they would be at even bigger disadvantage.
However, building the trust is not the only pressing issue for both the public and private sector.
One of the biggest challenges for Japan to overcome with regards to technology development is
the lack of competent human resources. It certainly doesn’t help that the problem is shared withthe rest of the world, since attracting skilled professionals is becoming more and more difficult.
98

Short term solutions offer only partial relief through hiring overseas resources, and opening job
market to women domestically. While this could certainly help fill the gap to some degree andsimultaneously contribute to introducing diversity and inclusiveness, there still would be required
actions to open Japanese work environment, ease the language barrier or offer solutions to maintainthe work-life balance.
In the long-term perspective solving this problem requires fundamental reforms in education
system, including the lifelong learning for current workforce. In the analysed strategies, thegovernment makes an attempt at adapting the education system to ensure growth in AI-skilled
professionals. There is planned introduction of new curricula elements form as early as primaryschool, making AI related subjects obligatory not only in the course of studies but also on entrance
exams. Providing up-to-date knowledge for students means also ensuring sufficient level of skills
and knowledge among educators as well as securing a learning inducive environment(infrastructure, access to necessary devices for each student).
While the strategies emphasise, actions required to facilitate the transition to new type of society
and full utilisation of AI, the technology itself is not yet at the level of development that would
allow for immediate transition to the desired model of society. Certainly, more research as well as
more practical exercises (including failures and errors) are needed to proceed in that direction,
which makes R&D a crucial part of all the strategies. Japan’s R&D is not without problems
however, and tackling old ones while simultaneously meeting the new is not an easy task.
Divisions in R&D domain are an old obstacle, since historically, basic, general-purpose andapplied types of research were conducted separately, which significantly hindered any progress.
Therefore, a coordination of research is the first point to be addressed. While each centre
specialises in its own topic, a collaboration network allowing for exchange of knowledge and data
as well as contributing expertise in specific areas would considerably accelerate the whole process.
Disruptive innovation is another issue of concern, one that Japan cannot afford to ignore. So far
Japan doesn’t seem to have much luck in that area, since even though innovations are created it
happens that the benefits a reaped by other countries. The ImPACT Program was an attempt atcreating disruptive innovation, though it has just finished its run, so perhaps it is too early to makea judgement. There are definitely some good points, however, especially with regards to R&D
99

organisation. The tested structure of managing the research projects in a seemingly business-likemanner by Project Managers equipped with a wide range of competences seems to have gained
approval from many involved environments (public, private and academia). Moreover, after
analysing so far R&D projects the government doubled efforts to actively involve the private sector
both in terms of participation and investments. PRISM Program was one of the early attempts tobring closer the private and public stakeholders and certainly not the last one.
From policymakers’ point of view disruptive innovation is impossible to plan or predict. While
radical innovations can still be forecasted and arranged to some degree, the disruptive innovationis unpredictable. Yet, it should still be taken into account while designing technology related
policies. While there is no perfect method, backcasting might provide some solutions. Recently
launched Moonshot R&D Project seems to take steps in that direction. Its unique feature is theengagement of Visionary Council, comprising highly distinguished professionals from various
backgrounds: academic, business, research but also artistic – for maximising the scope andperspective range of intended research. The Moonshot Project shares some similarities with
Horizon Europe and there seem to be some openings for collaboration in that domain. Especially,
since both sides on various occasions this year made numerous declarations regarding willingness
to strengthen cooperation and made commitments to funding of various joint endeavours.
Certainly, cooperation between Japan and Europe should be fairly easy, as a lot of values andperspectives are similar. In general, Japanese approach to AI and related technologies seems muchcloser to Europe’s point of view then that of the current leaders – US and China. In line with thenotion of making available Japan’s developments to the world, Japan has recently published a setof Social Principles of Human-Centric AI, which has been warmly welcomed by the EU, all themore so because it mirrors its own Guidelines for Trustworthy AI. Japan currently conducts further
work on AI Utilisation Principles and AI R&D Guidelines.
Ethical aspects and R&D are not the only areas where Japan and EU meet and collaborate, sinceas of January 2019 both share the world’s largest free data flow. Japan continues efforts to create
free flows of data with other countries as well.
With dedicated strategies and regulations Japan actively enters the technology race, which
unfortunately has already begun. While not exactly last, Japan is not in the lead either. Japan’s100

declaration of opening to the overseas in terms of business, collaboration and human resources
mobility seem to be a step in the right direction, and at the same time a great opportunity for EU
businesses and resources alike. Japan itself has some significant strengths and since technology
has certainly not matured to the saturation point yet, and many new fields of application andutilisation haven not been fully exploited, the game is still on.
To sum up:
1. With resurfacing of deep learning AI gained new speed of development, though there is
still a significant gap between natural and artificial intelligence.
2. Japan needs to intensify efforts in IP protection. Currently only Japanese companies active
in consumer electronics have a strong presence among patent applicants with biggest
number of patent families in AI field.
3. While Japan is recognised for its attempts at humanoid robots its true strength lies withindustrial robots.
4. Modularisation of robotic hardware and software recommended in Robot Strategy could
be a winning tactic for Japan to dominate global robotics market.
5. Japanese policymakers recognise AI’s influence on all aspects of social life and make it afocal point of all technology-related policies and basis of Japan’s further growth.
6.

Policies emphasise the practical application of technology, planning to balance economy
and solve major societal issues (ageing society, labour shortage, sustainableindustrialisation) by means of AI.

7. Bearing in mind the key role of data in AI development, the government plans to facilitate

data use and circulation, while private sector seems inclined towards more cautious
approach.
8. Japan struggles with lack of human resources capable of developing and using AI. Shortterm solution of this problem is facilitating entry of women and foreigners to the job market.
Long term actions involve fundamental reform of education through all levels, including
lifelong learning101

9. Japan aims to intensify R&D efforts and integrate cooperation between specialised research

centres into research collaboration network. Various efforts are made to involve private
participation in R&D, especially in terms of funding.
10. Japan hopes to harness the potential of disruptive innovation. Government initiates R&D

programs aiming to facilitate disruptive innovation.
11. Japan shares a lot of common ground with EU, especially in its approach to ethics, privacy
and security, which should make any collaboration and exchange relatively easy. This year
Japan published Social Principles of Human-Centric AI which have been welcomed by the
EU. Currently work continues on AI Utilisation Principles and AI R&D Guidelines.

8.1 Recommendations for European SMEs:
Japanese market has a reputation of being difficult to enter. The language barrier and culturaldifferences both in everyday life and in specific business situations are real obstacles and should
not be disregarded by hopeful entrants.
The general direction in which Japan’s policy seems to be going is opening the country towards
overseas opportunities. While in terms of research, collaboration and human resources this movecould generate interesting opportunities, with regards to technology and its application it seems tobe turning in the opposite direction – making Japan’s solutions and services available to the world.
This is however a very simplified picture and there exist openings and ways for European SMEs
to conduct their businesses in Japan. For one, Japan certainly does not have sufficient technology
specialists to successfully realise its policy vision, so while the hiring and education is continuing,
European businesses have perfect opportunity to offer their own solutions and products to fill thegaps.
There is especially one recurring issue in the general AI related discourse that could pose a great
opportunity for many European SMEs – the digital transformation (DX). While it is not named in
the AI Strategy (and due to the size of the issue also not covered in this report), there are clear
recommendations on possible improvements to Japanese businesses by means of AI. The
recommendations are twofold:102

-

Boosting AI related competences-

Conduct analysis of what exactly needs to be improved and tailor AI technology to specificrequirements of each company.

The move to become AI-ready is beginning among Japanese companies and that need oftransformation might just be the opening some of the European SMEs need.
Points to consider:-

Learning the basics of Japanese culture, and the specifics for related situations (businessetiquette, research/laboratory related etiquette)-

Find ways to overcome language barrier. Hiring an interpreter is always a good idea.

-

Make your presence known – participate in field related events. With regards to various
fairs and exhibitions which make an excellent point of contact it cannot be stressed enoughthat while most of them advertise being open to international business, the dominating
language is still Japanese. Therefore, it is crucial to either be able to communicate inJapanese or be accompanied by someone who can.

-When introducing products/services highlight quality and safety, as these are the featuresoften sought after-

Be prepared to offer extensive customer service – this is important part of Japanesebusiness and while there is a tendency to choose local services, making additional effort
certainly shows the commitment and might just be the advantage needed to win over local
competition-

Be prepared to customise – Japanese users and customers will be expecting tailoring to
specific needs, especially if the products/services would be offered in the context of DX

As stated above, Europe and Japan share many similarities in approach to technology
development and related aspects such as trust, values, security, privacy. Main competitors forboth entities are also the same. Furthermore, there is a clearly visible movement towards
collaboration in research and joint projects are being initiated with funding on both sides. Whatis still lacking though is EU’s presence in terms of general public awareness. Looking at the
sheer number of seminars (especially AI-related) and also workshops and lectures conductedduring conferences, fairs and exhibitions EU while not exactly absent, is easily outshined by103the US and recently India to some degree. An effective solution to this would be intensifying
EU’s presence on field-related events. While raising awareness undoubtedly takes a certain
amount of time, the benefits could well be worth the wait.
The visibility needs to be increased on both sides: public and private. So far, most of the
discussions seem to be focused around policy related issues (and even those are not highly
advertised). Even more effort is needed with regards to presenting European businesses. Whileon most major events there are at least a few presentations from US companies, from Europe
there are almost none. Creating awareness of business opportunities with EU is recommended
as an action accompanying other efforts, but still equally necessary.

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[45] https://www.natureindex.com/news-blog/japans-strategy-for-growth-highlightsinnovation[46] https://www.jst.go.jp/impact/en/intro.html[47] CSTI Impulsing PAradigm Change through disruptive Technologies Program(ImPACT) https://www8.cao.go.jp/cstp/english/panhu/5_p10-12.pdf[48] Cabinet Office: ImPACT https://www8.cao.go.jp/cstp/sentan/about-kakushin.html[49] ImPACT Publication https://www.jst.go.jp/impact/download/data/ImPACT_p_en.pdf[50] Cabinet Office 2014: Impulsing Paradigm Change through Disruptive Technologies(ImPACT) Program Manager Application Guideline[51] Cabinet Office: ImPACT Overview
https://www8.cao.go.jp/cstp/sentan/kakushintekikenkyu/gaiyo.pdf[52] Cabinet Office 2019: Moonshot Research and Development Program[53] CSTI 2018: Basic Principles of Moonshot R&D Program[54] Cabinet Office 2019 Press release: Visionary Meeting of the Moonshot R&D Program[55] Visionary Council 2019: Moonshot Research and Development Program – Future
Visions & Ambitious Goals[56] Open Access Government 2019: Strengthening EU-Japan cooperation in AI, researchand innovation[57] European Commission News 2019: Joint statements by Vice-President Andrus Ansip
and Commissioner Carlos Moedas with Takuya Hirai, Japan’s Minister of State for
Science and Technology Policy[58] WIPO 2019: Technology Trends 2019 – Artificial Intelligence, Geneva[59] Japan Patent Office 2019: Recent Trends in AI-related Inventions – Report, Tokyo[60] METI Press Release 2019: New International Standard for Safety Requirements ofMedical Robots for Rehabilitation Issued[61] ISO IEC 80601-2-78:2019 https://www.iso.org/standard/68474.html[62] Council for Social Principles of Human-centric AI 2019: Social Principles of HumanCentric AI[63] CSTI 2019: Social Principles of Human-centric AI[64] The Conference toward AI Network Society 2019: Draft 2019 Report[65] The Conference toward AI Network Society 2018: Draft AI Utilisation Principles
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[66] The Conference toward AI Network Society 2017: Draft AI R&D GUIDELINES for
International Discussions[67] G20 2019: G20 Osaka Leaders’ Declaration
https://www.g20.org/pdf/documents/FINAL_G20_Osaka_Leaders_Declaration.pdf

108ANNEX
List of field-related events:
Event name/website
AI EXPO Tokyo
https://www.ai-expo.jp/en-gb/conference.html
Japan IT Week – Osaka, Spring (Tokyo) and Autumn Tokyo) editions
https://www.japan-it.jp/en-gb.html
Nikkei Applied AI Summit - Where AI, Industries and Humanity Evolve Together (Tokyo)
https://aisum.jp/
CEATEC Japan (Tokyo)
https://www.ceatec.com/en/
Fujitsu Forum Tokyo
https://www.fujitsu.com/global/about/resources/events/fujitsu-forum-tokyo/
Informatica World Tour Tokyo
https://event.entryweb.jp/
World Robot Summit
https://worldrobotsummit.org/en/

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