Fifth Science and Technology Basic Plan (Japan)
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| Fifth Science and Technology Basic Plan (Japan) | |
|---|---|
| Name | Fifth Science and Technology Basic Plan |
| Country | Japan |
| Period | 2016–2020 |
| Adopted | 2016 |
| Agency | Cabinet Office |
| Preceded by | Fourth Science and Technology Basic Plan |
| Succeeded by | Sixth Science and Technology Basic Plan |
Fifth Science and Technology Basic Plan (Japan)
The Fifth Science and Technology Basic Plan was Japan's national strategic framework for science and technology policy adopted in 2016 and covering the 2016–2020 period. It aimed to align institutions such as the Cabinet Office (Japan), Ministry of Education, Culture, Sports, Science and Technology (Japan), and the Japan Science and Technology Agency with priorities in innovation, industry, and disaster resilience while interfacing with actors including the National Diet, Prime Minister of Japan, Keidanren, and academic centers like the University of Tokyo, Kyoto University, and the Riken research institute.
Background and Legislative Framework
The plan built on legal instruments such as the Basic Act on Science and Technology (Japan) and followed prior frameworks like the Fourth Science and Technology Basic Plan and historical policy statements from the Prime Minister's Office (Japan). It responded to demographic and structural challenges highlighted by institutions including the Ministry of Health, Labour and Welfare (Japan), the Bank of Japan, and reports from the Organisation for Economic Co-operation and Development and the World Economic Forum. Legislative context involved debates in the House of Representatives (Japan) and the House of Councillors (Japan), and coordination with ministries including the Ministry of Economy, Trade and Industry (Japan) and the Ministry of Internal Affairs and Communications (Japan).
Objectives and Priority Areas
The plan set objectives addressing innovation capacity for sectors represented by Toyota Motor Corporation, Sony, Panasonic Corporation, and startups associated with Japan External Trade Organization. Priority areas included advanced manufacturing with links to Industrial Revolution-era technologies and contemporary platforms such as Internet of Things, robotics exemplified by Honda and SoftBank Robotics, life sciences involving Riken and Osaka University, disaster resilience linked to lessons from the Great East Japan Earthquake, and energy transitions referencing TEPCO and renewable deployments studied by New Energy and Industrial Technology Development Organization (NEDO).
Key Policies and Programs
Major policy instruments referenced agencies such as Japan Science and Technology Agency, National Institute of Advanced Industrial Science and Technology, and funding bodies like the Japan Society for the Promotion of Science. Programs emphasized translational research connecting University of Tokyo spin-offs, collaboration with conglomerates such as Mitsubishi Heavy Industries and Hitachi, and promotion of entrepreneurship through incubators modeled after initiatives in Shibuya and Osaka. Science-human resource strategies referenced partnerships with universities including Keio University, Waseda University, and vocational pathways tied to Japan Agency for Medical Research and Development. Technology platforms included support for quantum initiatives relevant to RIKEN Center for Emergent Matter Science and collaborative ICT projects with NTT and Fujitsu.
Budget, Funding and Implementation Mechanisms
The financial envelope coordinated allocations across the Cabinet Office (Japan), Ministry of Education, Culture, Sports, Science and Technology (Japan), Ministry of Economy, Trade and Industry (Japan), and multilateral funding instruments such as grants administered by the Japan Society for the Promotion of Science and competitive calls from the Japan Science and Technology Agency. Public–private financing drew on corporate R&D budgets from Toyota, Sony, and Mitsubishi Heavy Industries and leveraged frameworks used by New Energy and Industrial Technology Development Organization (NEDO). Implementation used project management approaches inspired by programs at Riken and procurement mechanisms interacting with local authorities like the Tokyo Metropolitan Government and prefectural governments including Osaka Prefecture.
Governance, Coordination and Stakeholder Roles
Governance structures assigned oversight to the Council for Science, Technology and Innovation under the Cabinet Office (Japan) with advisory inputs from academic leaders at University of Tokyo, Kyoto University, Tohoku University, and industrial representatives such as Keidanren and chambers like the Japan Chamber of Commerce and Industry. Local government actors including the Hokkaido Government and Kanagawa Prefecture participated through regional innovation hubs. Civil society and professional societies such as the Japan Medical Association and scholarly bodies like the Japan Society for the Promotion of Science contributed through consultations and expert panels.
Monitoring, Evaluation and Outcomes
Monitoring frameworks used indicators comparable to metrics tracked by the OECD, World Intellectual Property Organization, and analyses by think tanks such as the Japan Research Institute and Nomura Research Institute. Evaluations considered outputs like patent filings at the Japan Patent Office and technology transfer statistics from university technology licensing offices including those at Osaka University and Hokkaido University. Outcomes included strengthened links between research institutes like Riken and firms including Hitachi and Fujitsu, and initiatives that informed subsequent policy cycles culminating in the Sixth Science and Technology Basic Plan.
International Collaboration and Technology Transfer
The plan foregrounded international engagement with partners such as the United States Department of Energy, the European Commission, and bilateral science dialogues with Australia, India, and South Korea. Cooperation included mobility programs tied to institutions like Max Planck Society, CNRS, MIT, and Stanford University, and technology transfer arrangements interfacing with multinational corporations such as Siemens and General Electric. Export control coordination referenced frameworks at the Ministry of Economy, Trade and Industry (Japan) and international regimes including the Wassenaar Arrangement.