AI and self-driving cars – how should we implement these cutting-edge technologies in our society? This is the question that is fundamental to the concept of “social implementation” in the context of technology. During the era of the Fourth Industrial Revolution, in which advanced technologies are used in tandem as part of one highly sophisticated system, implementing these technologies may require us to significantly modify our daily behaviour and social structure. There is no way we can avoid controversy and disputes when implementing these beneficial technologies that may completely change our society. The Social Implementation of Technology Project conducted research to create a better framework to carry out social implementation within Japanese society. Our research will be published in “Mirai wo Jisso Suru [Implementing the future]” (Eiji Press, 2021) written by the chairperson of our project, Takaaki Umada.
Asia Pacific Initiative Forum （APIF）
APIF is an invite-only forum which aims to look forward 30 years into Asia’s future and create a new innovative ecosystem together with business leaders from Japan, India, and the ASEAN countries. We seek to become a platform for exchange and develop synergies through innovative ideas and the work of participating companies. These missions have continued to guide our work ever since we began preparing for the inaugural forum in 2017.
Over the course of the event, next-generation innovators from Asia exchange thoughts on the Fourth Industrial Revolution, as well as the factors that spawn new ideas and synergies aimed at solving shared socio-economic challenges in the region. Importantly, the forum also provides Asian innovators with unique opportunities to voice their opinions to a global audience.
API established “The Independent Investigation Commission on the Japanese Government’s Response to COVID-19” in July 2020 to examine how Japan responded to the COVID-19 crisis, and published a report titled “The Independent Investigation Commission on the Japanese Government’s Response to COVID-19: Report on Best Practices and Lessons Learned” in Japan on 18 October (electronic version) and 23 October (printed version). Under the guidance of the Commission, which consisted of four leading experts, the Working Group (WG) composed of 19 experts in medical, law, public policy, crisis response, health security, and international relations, conducted 101 interviews with 83 government officials and experts, including the former Prime Minister Shinzo Abe, the former Chief Cabinet Secretary Yoshihide Suga, the former Minister of Health, Labour and Welfare Katsunobu Kato, and the Minister of State for Economic and Fiscal Policy Yasutoshi Nishimura, as well as numerous other senior government officials who provided insight on the background of the events.
The Independent Investigation Commission on the Fukushima Nuclear Accident has been delving into the causes of the nuclear accident at TEPCO’s Fukushima Daiichi Nuclear Power Station and the failure to contain its damage from an independent, private-sector perspective. The Commission announced its 420-page Report after six months of thoroughgoing research and analysis on February 28th, 2012. A detailed testimony by one of the workers at Fukushima Daiichi nuclear plant is the prologue of the Report. It describes what the worker saw and experienced during the first hours after the plant had been stricken by the earthquakes and tsunami. The main text consists of four parts:
|Part 1:||The damage and accident responses at the Fukushima Dai-ichi nuclear plants|
|Part 2:||The emergency responses taken by the government ministries, local governments and first responders; crisis management by Prime Minister’s Office; and the reality of chaotic evacuation|
|Part 3:||The historical context and structural factors that led to the negligence of safety improvement|
|Part 4:||Global contexts: International nuclear safety regime, nuclear security and US-Japan relations|
The English version of the report was published in Asia, Europe and the United States through Routledge (UK) on March 6th, 2014.
For the past 70 years, Japan has been one of the most significant beneficiary of the U.S.-led liberal international order (LIO). Today the foundations of the post-war international order are in crisis. China has begun challenging the U.S.-led institutions and ideology with its system of state-led capitalism. The traditional leader of the LIO, the United States, has increasingly lacked the commitment and capacity to maintain, lead, and evolve the LIO, particularly in Asia-Pacific.
This project aims to propose what Japan must do to uphold and evolve the LIO in the region, as well as what challenges and restrictions it faces. It will focus upon both domestic governance issues, such as populist politics, constitutional revision and the role of media, as well as contributions to the international system, ranging from progressing multilateral trade to managing the North Korean nuclear threat and the rise of China.
There has been no direct channel for strategic dialogue between the U.S. military and the Japan Self Defense Forces (JSDF). In the age of strategic rebalancing with the East Asia being critically volatile, the need for such channel is increasing.
In today’s globalized world, continuous and extensive strategic dialogue between the two governments is crucial in dealing of rising issues promptly and appropriately. Notably, the value of the military-to-military strategic dialogues between the U.S. and Japan is increasing more than ever before. The strategic insights, shared values and wisdom drawn from the dialogues will certainly indispensable for the security policy debates.
This forum is an assembly of former Chairmen of Joint Chiefs of Staff of the U.S. and former Chiefs of Staff of the Joint Staff of Japan, aiming at strengthening policy dialogues between the U.S. and Japan leading to stronger “bonds” (“kizuna”) between the security policy communities of both countries.
PEP (Policy Entrepreneur’s Platform) is a platform that focuses on building an environment for policy entrepreneurs to make influential policies through training, partnerships, and recognition of policy entrepreneurs.
API believes that only having open policy-making,governance, and innovation is no longer sufficient to solve the complex problems of modern societies. Instead, politics, bureaucracy, private sectors, academia, and NPO/NGOs need to cooperate with each other to gather ideas and people together, to meet the new policy demands. Additionally, API regards policy entrepreneurs as key actors of problem-solving. PEP – administered by core members – has 3 missions which are: (1) to show what a policy entrepreneur is; (2) to expand the influence of policy entrepreneurs; and (3) to create an environment where policy entrepreneurs can shine. PEP thus carries out activities and events based on these three project missions.
Website of PEP：https://peplatform.org/