Skip to main content

This page has been translated using TexTra by NICT. Please note that the translation may not be completely accurate.If you find any mistranslations, we appreciate your feedback on the "Request form for improving the automatic translation ".

The 11th Digital Society Initiative Conference

Last Updated:

Overview

  • Date and time: Thursday, December 4, 2025, from 8:00 a.m. to 9:30 a.m.
  • Location: Online
  • Agenda:
    1. Opening
    2. Agenda
      1. Toward the Formulation of the Next "Priority Plan for the Realization of a Digital Society"
    3. Adjournment

Meeting Video

The conference can be viewed on YouTube (Digital Agency official channel).

Material

Minutes

Office: The It's time to begin the 11th Digital Society Initiative Conference.

Today's meeting will be open to the general public and members of the press after consultation with Chairman Murai in accordance with the operating guidelines, and will be broadcast live through a Teams live event.

We have eight members in attendance today.

We have been told that Mr. Ikeda, Mr. Uenoyama, Mr. Koshizuka, Mr. Mikitani and Mr. Muraoka will not be attending.

Digital Agency will be represented by Minister Matsumoto, Parliamentary Senior Vice-Minister Imaeda, and Parliamentary Vice-Minister Kawasaki.

The materials will be posted on the Digital Agency website after the meeting. Some of the materials will only be projected.

Well, Mr. Murai, please start.

Chairman Murai: . I am Murai, and I have been appointed to be your chairman. I look forward to working with you.

Thank you all for taking time out of your busy schedules to attend today's meeting. Today, under the theme of the next "Priority Plan for the Realization of a Digital Society," I would like to ask all the members to discuss the next five years of Digital Agency's activities, looking ahead to the next five years, as a basis for the discussion. I would like you to talk about various broad perspectives, your thoughts, and your proposals. Thank you very much.

Before we start the proceedings, Mr. Minister for Digital Transformation Matumoto will give an address. Thank you very much.

Minister Matsumoto: Mr. .

My name is Matumoto. I was appointed to the position of Minister for Digital Transformation in October.

Thank you very much for taking the time out of your busy schedule to attend the 11th Digital Society Initiative Conference today. I would also like to thank Chairman Murai for his efforts.

As the Chairman has just stated, Digital Agency is now in its fifth year, and we have been working to promote My Number Card, significantly check and review the Government's analog regulations, standardize gBizID and electronic medical records, establish Digital Assistance Team for Disaster Response, implement the DFFT, and utilize generative AI.

Over the next five years, looking ahead to the year 2030, I would like to further advance the digitalization of society. However, although I have heard a lot about the contents of this work since I assumed office, I honestly feel that little progress has been made. On that premise, I would like all of you to discuss your ideas for the future.

I would like to confirm just one point. I have a request. We are revising the theme of Priority Plan every year. I would like to ask you to advance discussions while clarifying once again what has been done and what has been delayed. I would also like to ask you to discuss specific plans for moving forward on the areas that have been delayed.

I think it is not good to do something that only the theme changes every year. I have attended various meetings so far and I have sometimes felt that tendency. Therefore, I hope that this revision will be an inflection point for DX.

That's all from me. Thank you very much.

Chairman Murai: .

Next, in November of this year, Mr. Ikuo Misumi became the new Vice-Minister for Digital Transformation, Chief Officer of Digital Agency. May I ask you to say a few words?

Vice-Minister for Digital Transformation, Chief Officer of Digital Agency Misumi: My name is Misumi, and I arrived in Vice-Minister for Digital Transformation, Chief Officer of Digital Agency last month. Nice to meet you.

When I have spoken with my acquaintances in various regions since I was appointed, I have been asked about what Digital Agency is doing and what digital policies are, and I feel that they have not been communicated well. Therefore, while considering these priorities, I would like to create a solid plan by firmly adopting philosophy, narratives, and strengthening the pillars of the policy, so I would like to ask for your cooperation in various areas. Thank you very much.

Chairman Murai: .

Now, let's get down to business.

As I said earlier, with regard to today's discussion on the opinions and proposals from the committee members for the formulation of the next "Priority Plan Towards the Realization of a Digital Society," as you just mentioned, you asked us to discuss not only specific issues but also specific actions and solutions. I would like you to keep these points in mind during the discussion.

First of all, I would like to ask you to introduce the materials from the secretariat and the written opinions from the members who were absent.

Office: The : Thank you very much.

The secretariat will explain the materials in order.

Exhibit 1 is the material prepared by the Secretariat for discussion at today's meeting.

On the left-hand side, the major issues facing Japan, which were also mentioned in Priority Plan in 2025, are shown. Next to them are examples of social issues that should be solved digitally or by using digital technology.

For example, in response to population decline and labor shortages, it is important to strengthen government functions using AI and maintain services that support community life, such as medical care.

It is also necessary to improve digital competitiveness, respond to disasters, secure cybersecurity, develop digital human resources, and improve digital literacy.

Today, I would like to hear your frank opinions on what solutions can be considered for the social issues listed here, and what social issues, if any, should be solved that are not listed here, and how the Government should address them.

Next, of the members who could not attend today, three of them have submitted their opinions as materials in advance, so I would like to introduce the main points.

First, in Document 2, we received five opinions from Mayor Ikeda of Miyakonojo City, Miyazaki.

The first is the introduction of a flexible recruitment and development system in light of the current shortage of digital human resources.

Second, with regard to the operating costs of the Government Cloud, the government should take the initiative in reducing fees, addressing exchange rate risks, and taking sufficient financial measures.

The third point is to improve efficiency by utilizing a public service mesh to respond to inquiries to basic local governments and an increase in statistical work.

The fourth point is the design of a centralized national benefits scheme, including the use of public money receiving account when providing uniform benefits nationwide and eliminating the need for confirmation of intention to receive benefits.

The fifth point is the need for Digital Agency to design the entire service, including prior coordination with related ministries and agencies, based on examples of confusion at local government counters when implementing "the app for reading the IC chip in My Number Card."

These are my five opinions.

Next, please take a look at Handout 3.

This is a document submitted by a member of the Mikitani Group. We received two major opinions.

The first is about creating innovation in smartphones.

With regard to the Act on Promotion of Competition in Smartphone Software, which will come into full effect on December 18, the content calls for operation aimed at resolving specific issues, such as the flexible establishment of off-app payments and the opening of OS functions to voice / messaging apps provided by third parties.

The second point is about strengthening the use of AI.

You pointed out that Japanese AI use currently lags far behind that of the United States, which is around 20 if the United States is 100, and that it is necessary to develop policies with a sense of speed as it rapidly evolves from a generative AI to a AI agent.

In concrete terms, the Prime Minister called for institutional design premised on AI agents, support toward the establishment of sovereign AI, and the opening of government-owned Japanese language databases to the private sector.

Please take a look at Handout 4.

Governor MURAOKA of Yamaguchi Prefecture gave us two major points in his opinion.

The first point is that while local governments are making progress in the utilization of generative AI for relatively low-risk tasks, they are also facing a shortage of specialized human resources and concerns about information leaks, and it is necessary to accelerate investment in infrastructure such as human resource development by the national government, financial support, and domestic LLM development.

In addition, it has been pointed out that there is a need to take measures against risks such as encouraging discrimination and crime risks, and to strengthen the cybersecurity.

Second, regarding the standardization of local government systems, there are concerns about the remaining systems that will not be completed by the transition deadline and the significant increase in operating expenses. Since it is an important initiative for administrative reform through DX, it is an opinion calling for the implementation of short -, medium -, and long-term measures and sufficient financial measures especially for operating expenses.

This is the explanation of the document from the secretariat. I will return it to Dr. Murai.

Chairman Murai: .

Then, I would like to hear opinions from the members, so for the time being, I will make a Japanese alphabetical order.

Is everyone there? Thank you very much. Then, could Mr. Ito, a member of the committee, give us his remarks?

Ito: , I don't have any particular point, but in the largest layer, especially in terms of human resource development, as Professor Murai and I did yesterday, the wave of AI is coming, and I don't know how much or what kind of impact it will have. It feels like it will change a lot, but surprisingly, everyone is using it and it hasn't been useful yet. I think it is quite different.

At our university, we teach a variety of programs. The way we teach, the content we teach, and what kind of human resources we develop in line with changes in the workplace are probably very important issues. This is true not only in the field of education but also in the field of work. In particular, I think it will contribute greatly to the low accessibility that Mr. Wakamiya often mentions. However, there is a wide range of scenarios that can happen, so we cannot decide right now, but we have to do something. We have to be aware that we are in a very difficult situation.

The United States has been investing too much, and some say it was a bubble, so it's not just a matter of spending money, so we may have to change the plan we have decided on quickly while we discuss actively and play out various scenarios, so I think it will be difficult with the usual slow pattern. Thank you very much.

Chairman Murai: : Thank you very much.

AI has spread at a tremendous pace in the past two to three years, and a considerable amount of AI has already entered the background of business systems. Although we are using it without noticing it, there are various risks and issues of improving accuracy. I think we must think about what to do about this problem.

Mr. Iwasaki, please go ahead.

Member Iwasaki: I'm Iwasaki.

Thank you very much for your explanation.

First of all, taking into account the achievements of Digital Agency, which celebrated its fifth anniversary in 2025, I can surmise that this achievement is extremely significant.

Looking at the trends in the ranking of the world's digital governments, which Waseda University's e-Government and Local Government Research Institute has been analyzing for the past 20 years, this year Japanese government moved up from 11th last year to 9th among 66 digitally advanced countries in the world. In addition, there is a possibility that the world's digital governments will shift to AI and data-oriented governments, and AI development competition is in full swing. Although it will contribute to improving the quality of service and work efficiency, the results to drive social change are still insufficient. I think that it is important to maintain and strengthen government functions using AI in the future as well, so first of all, I would like to proceed firmly so as not to fall behind overseas.

I do not have a major objection to the draft formulated by Priority Plan for the realization of the next digital society, but I would like to see a plan that strengthens the linkage with the priority areas promoted by the government and promotes the digital, green, and innovation areas of growth-oriented investments.

With regard to future issues and Priority Plan's approach, I believe that private companies have taken a step forward in areas such as the utilization of AI, quantum technology development, which is one of the Japanese strengths, and the development of other relevant human resources. Therefore, I believe it is important for Japan to engage in comprehensive efforts in Public-Private Partnership with private companies.

I believe that it is necessary to narrow the gap between the central government and local governments and between local governments in a wide area, and that there are still issues to be addressed, such as standardization of implementation. In particular, I believe that local governments have achieved results, albeit not many, in areas where successful cases have been introduced and spread horizontally. I hope that local governments will use DX to create a system that can build an independent economy for sustainability in the future.

I believe that the greatest mission of digital government is administrative and fiscal reform, and I think that we can contribute by establishing digital government, although I think that fiscal improvement through the Japanese version of DOGE will also progress.

Specifically, there are challenges such as the vertical structure between ministries and agencies, the difficulty of integrating data due to analog and paper-based distributed processing, ensuring transparency and administrative reliability, and whether it can be connected to sustainability transformation (SX), which is continuity, rather than being a temporary thing like subsidies.

Overseas, there are countries such as Estonia, Denmark, and Singapore that have been able to respond quickly to administrative and fiscal reforms by promoting technology and laws and regulations. I hope that they will aim to become the world's most advanced digital government by 2030, and that they will build a digital government so that they can experience well-being from the perspective of the people.

That's all.

Chairman Murai: : Thank you very much.

Kawabe-san, please go ahead.

Prof. Kawabe: KAWABE. Good morning.

First of all, as Professor Iwasaki mentioned earlier, I appreciate that Digital Agency's efforts over the past few years have been steadily producing results. In fact, the spread of My Number Card and the enhancement of Mynaportal, the number of people using it and the services that are prerequisite for it, as well as the services that are supported by it, have increased. As I live as a resident, I feel that I have been able to do more things without going to the government office. I would like to express my sincere gratitude to everyone for this.

That being said, in terms of what we will do going forward, I believe we will calmly work on the "Social Issues to be Solved by Digital Technology in the Future (Examples)," which is well organized in one document. In particular, I would like to emphasize the "need to improve digital competitiveness" today.

What I am going to say now is a challenge for Digital Agency, or rather, a challenge for the entire government, but the so-called digital deficit is rapidly expanding and will continue to expand in the future. According to an estimate by the Ministry of Economy, Trade and Industry, it is said that if the so-called hidden digital deficit is included, Japan will fall into a digital deficit of about 45 trillion yen in 2030 and 2040. Therefore, I believe that it is very important to develop the foundation for digital that can be done domestically and prevent funds from flowing overseas, and I have recently become more aware of the issue. I have become more aware of the issue, including the reflection that we, as a domestic platformer, are doing this because we do not have overseas export capabilities.

If I were to say anything, it would be the government cloud. Even now, we are moving quite a lot to the government cloud, and I have more opportunities to talk with people from local governments, but we should promote it even more strongly, and because we have the government cloud infrastructure, it has the effect of allowing talented engineers to stay in Japanese companies instead of going to foreign companies, so I think we need to promote it properly.

The other item is strengthening the development capacity of generative AI platform models in Japan.

This is about GENIAC, which is a so-called sovereign AI. To be honest, at the beginning, I was not sure about it. The world's most advanced generative AI infrastructure is being developed by American companies with huge investments. So, to be honest, at first, I thought, what is the meaning of creating a so-called Japanese one? However, now that the uses of AI have become largely understood, it is happening a lot that routine work that can be done without using the world's most advanced generative AI infrastructure is being replaced by AI.

For example, customer support is a very routine task, and it is not necessarily necessary to do it using OpenAI, Gemini, or the world's most advanced AI. There was a debate in the past about whether we should be second or not. No matter who is second or third, it is very important from the perspective of eliminating the digital deficit to create something with that capability in Japan and recycle the usage fee by strengthening the development capability of the generative AI infrastructure model. I recently updated my problem consciousness, and I hope Digital Agency will take the lead in this area.

By doing so, excellent human resources will be used to strengthen the domestic infrastructure and skills will be further increased. This is what Mr. Tanaka, President of Sakura Internet, has often said. I think this will happen. By doing this, eventually, the administrative services for Japanese people in digitalization will be further improved. This is my overall feeling. Today, I would like to emphasize this.

That's all from me.

Chairman Murai: .

Although this is a meeting in Digital Agency, I believe that as you said at the beginning, I think it would be better for all of you to speak without worrying too much about the digitalization as we consider the Priority Plan as a whole. What to do about this country is an important theme. Thank you very much.

Taniguchi-san, please go ahead.

Good morning.

As I mentioned at the beginning of today's meeting, I have the impression that Digital Agency's initiatives to date have been making steady progress. I also believe that all the social issues raised are important, and that we must further promote our initiatives. First of all, I have the impression that Digital Agency should continue to take the lead in advancing these initiatives.

The three points that I felt were, first of all, related to the discussions of the Committee on Decentralization of Cabinet Office, which I am participating in. As I said today, as administrative costs in local governments are increasing, there is a desire to promote labor-saving and efficiency in local governments, not to mention decentralization. What the national government can do, I want the national government to do directly, and I expect digitalization and systemization. Instead of residents going to the counter of local governments to complete the procedures, I think it would be good if the procedures could be completed directly through a unified system created by the national government. I think there are such requests.

In that discussion, I suggested what kind of system would be needed to save labor in rural areas and whether specific system requirements should be submitted. It would be good if the government could proceed with what it could build on top of that.

In the future, it is expected that local governments will continue to be severe, so I thought that digitalization could provide administrative support. This is the first point.

The second point is that, as Mr. Wakamiya said at the last meeting, I realized that in order to advance digitalization in society, it is extremely important not only to solve problems, but also to have fun and entertainment.

I believe that Japan is internationally competitive in all areas of entertainment. As you pointed out earlier, the use of overseas systems and applications tends to result in the payment of usage fees to other countries. It is difficult to say whether Japan is spreading standard or general-purpose systems and applications comparable to those of other countries. However, entertainment content is strong even without such things. In order to benefit from other countries, it would be good to promote support that promotes the development of the field of digital entertainment.

On this point, when I think about what is meant by "digitalization that is uniquely Japanese," I think that the best part of Japanese culture is analog. In other countries, there is probably a diversity of people, a diversity of abilities, and a diversity of demands, so there are times when you have to deal with systems in order to get by. In contrast, in Japan, because the people are high-quality, the people can realize the demands of the people. In other words, because they can do it with a "human wave strategy," I think there is an aspect in which they have rather delayed systemization. In other words, because those analog advantages remain, I think it would be good to pursue digitalization that is uniquely Japanese in a way that fuses digital and analog.

In this regard, my last question is, I think it is a good thing that people's lives and society are becoming more convenient through platforms centered on My Number Card and other cities. On the other hand, when we consider that the aging of society is inevitable, my mother, as well as the recent issue of health insurance cards, has become demented, and I think that there will be an extremely large number of people who will become demented, and anyone who lives alone without a family will be left alone in the end. If this happens, to be honest, people with dementia will not be able to remember their PIN numbers or manage various numbers and IDs.

So if we do not pursue a way in which only people who are used to digital procedures can do them, rather than a way in which only people who are used to digital procedures can do them, such as biometrics, or in other words, designing a form in which digital devices can be used if the person themselves are present, or numbers, mechanisms, and updates, to be honest, I do not think I myself will be able to master them, so I would like you to think about this for the future.

That's all.

Chairman Murai: Thank you very much. You have also given us very important information, and I think Professor Taniguchi will visit you later on regional matters. Thank you very much.

Then, Mr. Murakami, please go ahead.

MURAKAMI: Murakami. Nice to meet you.

Firstly, as stated by you and other members of the panel, I believe that Digital Agency has made significant progress over the past five years. In particular, I believe that the spread of the My Number system and the enhancement of the app are truly felt by each and every Japanese citizen, and as some of you have mentioned, I myself.

As you are well aware, the Government of Japan has included it in the digital Priority Plan centered on AI, and as the world moves toward digitalization triggered by AI, what you have built over the past five years will become the foundation for further evolution, and I believe that Digital Agency will play an increasingly important role as a horizontal function in the Government of Japan.

I have four announcements.

First of all, when I think about further DXs by the Government of Japan, I believe that a considerable number of people have been working on DXs in terms of points of contact with the public and parts. However, from my experience of managing DXs in the private sector, I believe that the original effects of DXs will not lead to true efficiency unless we rethink the process itself, for example, what to do with business processes in the private sector, using cutting-edge technology that has been introduced by AI.

For example, if we include each part, we can improve efficiency by 5% or 10%, but if we want to increase it to 30% or 40%, the entire business process will have to be changed by the arrival of the AI. This is what I have learned from my own experience. To further accelerate digital transformation within the Government of Japan, including reviewing the conventional processes within the Government of Japan, I believe it will be difficult for Digital Agency alone, so I would like to ask you, the Government of Japan, and bureaucrats to work together to advance it.

The second question is how to respond to the increasingly rapid evolution of innovation, including in terms of human resources.

There are two points in particular: how to increase the literacy of the people; and what kind of literacy is needed among the people and how to spread it if we are to aim for a world without missing out, including the users I mentioned earlier and the elderly.

In addition, how to increase the number of AI and digital human resources in Japan as a whole, as well as human resources in Digital Agency, is also an issue that I would like people in Digital Agency to work on.

As for digital human resources, the population is declining even before digital human resources, and as the young population continues to decline, we will not be able to secure enough human resources who can contribute to technology with the same proportion as in the past. I have been saying this in various places, but recently, we have been seeing more men in digital and social terms. Today, all the people in the venue are men, but I hope that the era in which there are more men than women will be diversified, and that not only Japanese but also foreign people, not only men but also women will be encouraged to participate as digital human resources.

The third point is about data.

This is referred to as "garbage-in" or "garbage-out," which means that good AI does not work without good AI. For this purpose, data governance is now being called for, but as AI evolves into a AI agent, there are concerns about unexpected deficiencies in data and information leakage due to inadequate access control. Therefore, solid data governance will first be carried out within the Government of Japan. Data governance is not a negative aspect, but it can be firmly capitalized.

I have heard that there are plans to assign CDOs to each ministry and agency, and I would like to see the establishment of CDOs by all means. I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means, and I would like to see the establishment of CDOs by all means AI

Next is the private sector.

In the private sector, Japanese companies are not very good at cross-company data utilization and consortiums. As a company, I am not good at data. The reason why Japanese companies are not good at data is that they are afraid to let out things that are not well governed even within their own companies. I would like the Government of Japan to show examples and spread them.

Finally, the fourth point is the story of the AI sovereign, which has been talked about several times today.

I would like you to firmly promote this with the Government Cloud. When it comes to sovereign or sovereign AI, I think we can think of making everything Japan-made, but I think we should calmly consider who should be at the core and under our control and to what extent we should incorporate advanced technologies from overseas.

Many people get a little emotional when they hear the words "sovereign AI" or "AI sovereignty." Many people think that everything is made in Japan and that Japanese products are the best. However, I would like you to think about achieving results in this regard. I believe this also leads to the security of the Government of Japan, so I hope you will recognize these as the solid roles of Digital Agency.

Lastly, I would like to make a few points. As a member of a private insurance company, I am very grateful for the spread of the My Number system. Mr. Digital Agency has been promoting the idea that the My Number system can be used during disasters. Companies expect that the spread of the My Number system will be further accelerated so that it can be used by private companies, which will lead to further private services and benefits for the people of Japan. I would like to ask you once again to do so.

That's all from me.

Chairman Murai: .

Computers, networks, and digital data in addition are important digital infrastructure, and I have heard from many people that governance, especially for data, is not clearly decided. I would like to discuss this later as well.

Mr. Wakamiya, please go ahead.

Wakamiya: . Pleased to meet you.

The thing that surprised me the most was the recent census. Only about 45% of the people had completed it online. I think it would be quite difficult to do it on paper, but I feel that the fact that it is such a large number is a bit of a problem from the perspective of the people.

It seems that not only the elderly but also the young and the elderly think that this has nothing to do with me, and I want them to know more and more that this is not the case.

Please let me share the screen.

So, as I thought, public relations should be more important. And if we don't do it to people who don't know anything about digital, this percentage won't go up.

When I visited Singapore, as I said at that time, I think public relations are very important. Look. Elderly people seem to be taken very happily. I thought this was amazing.

In addition, as Japan is a multiracial country, there are many different types of elderly people, and I would like to point out that the Government of Japan is carrying out cheerful and enjoyable public relations activities for such people.

In Japan, grandmothers are fine, but grandfathers do not often come to such events, but I thought it was amazing that men also came.

In addition, I think it is necessary to somehow attract more people who do not think they have anything to do with digital or who do not feel motivated to come here, because there is a quiz on security that anyone can solve, and if you can do it all, the government will give you a reward.

To that end, more and more public relations. However, among government public relations, I would like everyone to see what kind of public relations digital is doing. It is not suitable for the elderly to see something like a rabbit and squeak, but I would like people to see it from the perspective of public relations.

As for the AI, I believe that in the future it will always be on the side of the novice. Therefore, if it is easy for anyone to approach, I would like to have more help from the AI, but in any case, I think that the figure of 45% is quite strict.

I did it in October, and I was told that I would not be able to use the results until next year. However, in today's rapidly changing world, it takes at least three months. It should not take that long if I were to go online, but it takes time to read all the paper. In that sense, I would like to see the raising of the IT literacy of the entire population become one of the priority measures.

That's all. Thank you very much.

Chairman Murai: .

Mr. Wakamiya, you always speak from the perspective of the people, and it is only when you are checked from there that we can understand how the digital society is progressing. It is very important to look not only from the supply side but also from the perspective of the people. Thank you very much.

Then, Watanabe-san, please.

Member Watanabe: Good morning. Nice to meet you.

I would like to talk specifically about AI, and in terms of categories, I think it would be "the need to improve digital competitiveness."

What I thought after looking at this material was that there are many post-therapy approaches to what has already happened, and what we will be able to do with AI in the future, and where the future will change, how to take a preventive approach, how to prototype the future, and how to get actively involved in it proactively, such a government approach will be important.

If I were to give you a more specific answer, I would say that the most important question is not whether we will catch up with the AI era or fall behind other countries, but how we will take the lead in the world.

For example, in Japan, as other members have mentioned, I think that a general-purpose model would be quite difficult, and the U.S. is too strong. However, in Japan, for example, there is a large amount of real data that can be obtained in the manufacturing industry, actual factories, and medical settings, and I would like to know how to absorb and use this real data.

And the other is content IP.

Recently, for example, various models have emerged. Disney's IP is an opt-in model, while Japanese IP is an opt-out model, and it is a situation in which people can create things like "Dragon Ball" vs. "One Piece" without permission. I think we are being ridiculed. However, as we are talking now, I think that various companies also want to protect their intellectual property, but they have no way of doing it. If they crawl on the Internet, some people will use it without permission. So, for example, generative AI I think it is important to take a firm stance, such as creating a cross-sectional IP registration platform that allows companies to use IP legally with peace of mind, or setting a direction for it. I think it is already technically possible and important to develop technology for that.

I think it is very important to conduct SF-like prototyping, and I think I am probably good at discussing at such an expert forum with data based on past facts, but I think we cannot reach a consensus in the first place about the uncertain future, so I think we should hold more discussions.

According to him, for example, in the case of AI agents, many AI agents will appear and AI agents will communicate with each other across countries and companies. Then, with the introduction of blockchains, for example, an AI will be able to have a wallet, so different AI agents, such as a cross-country stablecoin, will be able to be used among AI agents. Now, everything will be tokenized, and gold, stocks, and other things will be programmable, so AI agents will be able to make a lot of money using stablecoins in the future. In that situation, who will tax those AI agents? How will AI agents be given IDs? Or their scoring. How will they score like good agents or bad AI agents? I thought it would be better to talk about this in a more proactive manner.

That's all for now.

Chairman Murai: : Thank you very much.

The issue of AI agent IDs and the issue of evaluation are very difficult and new issues, so I thought it was a big challenge to figure out how to develop in the private sector and how the government should work on it and how to cooperate. Thank you very much.

In that case, I would like to move on to a slight discussion. First of all, I think that the term "digital human resources" has come up in your opinions. It is true that the number of people is decreasing, and although I talked about how to use AI in the field at universities in advance, I think that all new university departments are moving to create new departments that are all hybrid and largely premised on data science and AI. digitalization.

My question is, as it were, originally there was a shortage of IT human resources, and then it was about gradually developing digital human resources, which Mr. Kawabe also worked on. Now, in addition to being data scientists, we are developing AI human resources. In other words, we must develop human resources who can use AI. The content of each education will change, and I think the methodology will be a little different if we increase human resources or if we want them to acquire that ability. Several committee members touched on human resources, but first of all, Mr. Kawabe, who said domestic human resources, what do you think? What kind of human resources are appropriate for now, and how should they be developed?

Prof. Kawabe: , of course, it is important to develop human resources who can use the latest AI, but if I were to say where Digital Agency can, I think it is very important to create various foundations, pool such human resources, and if possible, provide opportunities for them to study technology.

In fact, LINE Yahoo and the former Yahoo Japan used to provide cloud computing, and the system is still on-prem, but there are still barely enough engineers who can create such a foundation by doing what they are doing, but when we stopped selling the cloud, a considerable number of those engineers moved to AWS or overseas companies. So, if we stop the on-prem and switch the infrastructure to the US cloud, there will probably be at least no engineers in our company who can create such a foundation.

Unless somewhere in Japan we are doing something like the government cloud or infrastructure AI that I mentioned earlier, I think those engineers will not be able to take root in the country. Therefore, if a place like Digital Agency can do it, it will be necessary to create a pool of engineers who can build a base, and train them. Of course, this is not limited to Japanese people. I hope that more and more engineers from overseas will come to Japan. AI

As far as I am concerned, I understand that unless we develop more human resources for basic engineers, we will be a country that can't really make anything and the digital deficit will continue to grow.

Chairman Murai: : Thank you very much.

Ito-san, what do you think? According to what Mr. Kawabe has just said, there are not enough human resources in Japan who can properly create a Architecture. In the future, decentralization of the AI infrastructure will progress, and I think that is certainly a developing area. Ito-san, the previous question was, what kind of human resource development pattern will be necessary, considering the flow of IT human resources, digital human resources, and AI human resources.

Ito: First of all, I think that Architecture is always necessary and always insufficient. This is not just about AI, but about the Internet as a whole. It is difficult for people from Architecture to grow up in this country. In particular, I think that Architecture will probably change considerably with AI.

I'm going to have to go into the details, but there are two things that I'm worried about: In the U.S., all of the investors are focused on developing a Architecture that's a centralized, AI foundation model that's very good for U.S. tech companies, with a large language model; a more distributed model; probabilistic programming or structured AI; the other Architecture and the other AI aren't as aggressive right now.

What I am a little worried about is, although I think that this American Architecture also needs to study properly, the US is going all the way to a priority model that costs a lot of money, and Japanese investment in a slightly different Architecture, as Professor Murai often says, investment in AI that is unique to a frontrunner who is one lap behind, so I think there is one thing to do so as not to get caught up in the current American Architecture.

Depending on the AI, the Architecture itself can change, such as development. In the US, the switching cost is high because there is a considerable sunk cost, but in Japan, the switching cost is a little lower, so we have to investigate a different Architecture, and I think we are doing it through GENIAC.

Also, another important point, which I think is also the best example of Professor Murai's WIDE project, is that rather than a government-led, centralized system to train and develop engineers, I think it is also important to have an open source, bottom-up, a little decentralized human resource development that includes ventures.

Therefore, it is important to create various diversity and develop various new development, so I think that the government and start-ups are doing their best. I think that it is easy to understand the image of creating a big project in the middle with the money of large companies and the government. However, as Professor Murai knows, the development of the Internet comes from various sources, so I think that it is necessary to properly support large central companies, but if we do it, on the other hand, innovation coming from outside or from universities does not receive proper attention, I think that it is a risk.

Chairman Murai: : Thank you very much.

Current AI processing will be decentralized, and high-quality data will be related to sovereign AI. As technology becomes more sophisticated, we will be able to work with highly efficient models in areas with good data. AI based on data accumulated in specific areas, such as government, medical, and transportation infrastructure, will be quite effective. As it becomes easier to use, it will be decentralized. Infrastructure for such a processing system is also necessary.

If this is the trend, as you just said, it may be a lap behind the front runner, but we may be able to see a unique Japanese AI style. I think this is the case, so that is also one way of thinking.

This is all about Mr. Murakami, so thank you for raising your hand. I have a lot of questions to ask Mr. Murakami, but first you tell me what you want to talk about, and then I'll ask you what you want to ask. Mr. Murakami, please go ahead.

MURAKAMI: : Thank you very much.

I wanted to talk about human resources, which was mentioned before Ito-san. I think what Mr. Kawabe-san said about the importance of infrastructure human resources is very important. At the same time, I think it would be better to consider human resources from various places in a balanced manner. However, I am also worried. If it is decentralized, each part will be weakened, so one way is to bet all on what is right here in Japan. However, digital human resources and IT human resources are too broad. From the perspective of people other than IT, all of them are collectively called digital human resources or IT human resources. I thought it would be good to calmly investigate where and how much human resources are lacking, and then plan in order how to increase them.

In particular, you are absolutely right about infrastructure. IT develops people who are working, and the same is true for AI. Although I originally came from a foreign-affiliated company, I think there is no need to be pessimistic about young Japanese students and people going to foreign-affiliated companies. I think it may be good to have them train us, and in the future, increase the number of people who return to Japanese companies like me.

On the other hand, it is also true that there are some outstanding Japanese people who have gone overseas and never come back. They all speak of a sense of despair about the rigidity of Japanese society, and I think it is a very serious problem that the visibility of Japan is steadily declining overseas.

The reason for this is that countries that are advancing with power in other countries, such as China and India, get along very well with people from the same country. In my previous job, there was a phenomenon in which, for some reason, when one executive somehow managed to get in, the person from the same country was pulled out. But this is not the case for Japanese people living overseas, so I think we need a Japan where Japanese people living overseas want to contribute to Japan.

In order for them to bring their experiences from overseas to Japan, it cannot be expected that they will despair of Japan as a country, so I hope they will firmly move forward with that.

Excuse me. By the way, that's what I wanted to say about human resources.

Chairman Murai: : Thank you very much.

Now that we are in a society premised on AI, do you feel that the expectations of such human resources, the way they are trained, and what kind of human resources should be trained in society and in companies are changing, or do you think they should do so?

MURAKAMI: If anything, I think we should do it. When we think about career paths in Japanese society, I think that the emphasis on generalist human resources who can look over the whole is incompatible with the career path of nurturing engineers who are sharp.

We need both. Those who can see the big picture and those who can think beyond the big picture. Therefore, those who go a little too far and focus too much on generalists will be replaced by specialized human resources. I think this will probably be in areas other than AI and digital, so I thought it would be better to think about how to develop human resources in such areas.

Chairman Murai: : Thank you very much.

I would like to ask you about data governance later.

Mr. Watanabe, please.

Member Watanabe: : Thank you very much.

To put it another way, I would like to clarify our stance on where we aim to be in the fields of AI and digital technologies, and how we will lead this field in the world.

I think Japanese people are very lucky. In the U.S., people go to Terminators when they play AI, but in Japan, people go to the world of Doraemon and Astro Boy. I think it is the mission of Japanese people to bring out such a world view.

Also, if you look at the big tech companies in the Valley now, for example, there are a lot of Chinese or Indians or people from the same country gathering. Chinese is flying around at the site, but I think there are a lot of cases where the management is an American. So, not only is it necessary for Japanese to develop human resources who can use AI, but I also think it is necessary to develop people who can properly manage that layer.

That's all.

Chairman Murai: .

Now, Wakamiya-san and Kawabe-san.

Mr. Wakamiya, please come in.

Wakamiya: For us, AI is quite useful for the elderly and beginners. In particular, when you ask an AI about something, they don't look tired no matter how many times you ask them. They teach you politely, don't hurt others, are really kind, and encourage you when you are sad. They are like important friends.

So, in that sense, as we move into an aging society, I think that AI will surely comfort people even if they have a certain degree of dementia, so we have high expectations for AI in that aspect as well.

That's all.

Chairman Murai: : Thank you very much.

Well, Mr. Kawabe.

Prof. Kawabe: I would like to talk about how to attract and develop such digital human resources and human resources who can build the foundation for my company from Japan and other countries. Lastly, I would like to add a little bit to what Mr. Watanabe said at the end, about the view of the world. Also, as Mr. Taniguchi probably said at the beginning, making use of Japan's unique analog strengths and entertainment have a lot to do with it. In fact, when I talk with our engineers from overseas and Mr. Tanaka, the chairman of Sakura Internet, there are many people who like Japanese entertainment content, especially anime and its works, or who like the view of the world and came to see Japanese society.

So, among the many countries in the world, the reason why people want to go all the way to Japan to work is actually due to such entertainment, or the worldview, or the social atmosphere. So, this is a matter that goes beyond Digital Agency as well, but securing good human resources by making these things competitive is actually a very connected matter, and I would like to ask for your understanding in this regard.

Chairman Murai: : Thank you very much.

Then, about that entertainment, Taniguchi-san who was mentioned earlier, please go ahead.

: Thank you very much.

Broadly speaking, I think there are three stages or phases, the field of the economy, the field of political administration, and the field of society in general. My area of interest is political administration, and as you mentioned earlier, I think discussions on the inclusion of AI agents will probably progress.

Well, one of the good things about Japan is that entertainment is attractive, but on the other hand, people can't make decisions quickly, and they don't like to have heated discussions. Recently, I've been conducting an experiment using avatars, and even things that are hard to say to someone face-to-face can be turned into avatars, and by using a voice changer, you can say what you really think. This is both good and bad.

In addition, there was a time when simulations of the future of local governments were actively carried out. For each purpose, whether you want to maintain the population, revitalize it, or enrich it, or even if it is less, you want to emphasize the happiness of the people living at the present time, you can use the macro data to calculate the optimal budget allocation. Currently, local assemblies and administrations are facing difficulties due to labor shortages, but it is also possible to make predictions and plans by calculation.

If it goes too far, it may lead to a crisis of democracy. If it becomes a trend that saves labor in the place where various opinions are held and discussed, this is not good. It is partly because it is difficult to express opinions that reforms do not progress, but it is also dangerous to carry out reforms without discussing.

In particular, as the budget is getting tighter, no one wants to say which budget to cut. Neither the local government nor the national government can say, so the debt will increase more and more. Companies are more severe in this area, and they are doing what they should do to avoid bankruptcy.

For this reason, I think that AI agents are included in the management scene, but it may become a trend to include public ones as well.

The simulation results will be used as a kind of reference information. I think Digital Agency can support in that regard.

However, it is dangerous to become a computational engineering omniscience. Even if we discuss based on democracy, it will only intensify conflict, and it is neither realistic nor efficient, so if we become a value that the calculation result is the justice, I think it is extreme. This is something that we must pay attention to in education, and if we do not promote digital education while also fostering something like sound citizenship, I think there is a risk that it will be abused.

On a related note, it will take a long time for the educational community to become active in the development of digital human resources. It is necessary for the government and society to work together to promote digital education.

Chairman Murai: .

Mr. Iwasaki, thank you for waiting.

Member Iwasaki: I'm Iwasaki. Thank you.

Human resource development has been said to be in a very serious situation. We established the International CIO Society in 2006, converted it to a non-profit organization, and have promoted human resource development. However, there are many overseas trends in which CiOS are responsible for human resources for AI response.

As IT personnel, digital transformation personnel, and AI personnel evolve over the past 20 years, I would like to sort out the differences in their core competencies. For example, looking ahead to 2030 and beyond, when I think about what is needed for backcasting in the future, Japanese schools and adult education are currently developing AI education. How will modules be updated in the future, and how will AI education for individual optimisation be promoted? Also, I think that it is necessary to develop human resources who will promote activities to create AI that will promote innovation.

As for the development of AI human resources, which is advancing in the world's digital advanced countries, there are countries that have created education models that are linked to national strategies. For example, in Singapore, there is a tendency for it to be promoted under government leadership. I think that what needs to be strengthened most in the future is the development of human resources in the administrative field.

If AI agents and a co-creation society appear in the future, the required core competencies will change. I think it is necessary to consider future models and modules while considering what kind of human resources, including AI human resources, will be needed in the future we aim for.

That's all.

Chairman Murai: .

Well, Mr. Wakamiya, once again.

Wakamiya: Thank you very much for letting me know that I asked you the other day about what to do in case of an emergency.

Even so, when I give lectures, I always ask them, "Do you know if the location information of your smartphone or GPS is enabled?" Many people do not know. In the worst case, about half of the people do not know, "Do you know how to check if it is enabled or turned on?" They do not know that, either. However, in the case of evacuation, which is very important in the snowstorm from now on, they have been very helpful in focusing on life-threatening matters, and I would like to ask them to do more.

I believe that the most important thing in national politics is to ensure that those who do not need to die do not die, and I would like to ask for your cooperation on this point.

That's all.

Chairman Murai: .

Although time is running out, there is one more thing I would like to talk about. Mr. Murakami just talked about data governance, and I really wanted to talk about it.

Today, when we talk about digital infrastructure, we talk about computers, CPUs, data centers, and networks. Recently, we have been discussing how to think about this infrastructure in the context of the integration with power called Watt bits. Digital data is a very important resource, and there are discussions on what is and is not privacy, and in what space it can be shared. That is data governance. I think this is being discussed here and there and is being done effectively. In addition, I think there is a possibility that the Act on the Protection of Personal Information will be reviewed next year.

What I wanted to ask Mr. Murakami is that Mr. Mikitani, who was absent from the meeting, mentioned in his written opinion earlier that the government's data should be made accessible. This is also important. On the other hand, a lot of infrastructure and important public information is on the private side. I think insurance companies also have a lot of it. I think it is very important to think about the structure of how it can be shared and used safely. What are your thoughts on this?

MURAKAMI: : Thank you very much.

I agree with Commissioner Mikitani's opinion, and I believe that the data held by the government is the assets of the people, so I think it is better to consider making it more accessible. However, I think it is very difficult for the current government to disclose data as it is. The reason is that the data held by the Government of Japan is not organized in such a way as to who should access the data, who can view the data, or whether it is anonymized so that anyone can view it. In that sense, what kind of data each ministry and agency should use. I think the reality is that it is probably difficult to use even among ministries and agencies.

So, first of all, if we take a step-by-step approach, we may not be able to catch up with the speed. Probably, the ministries and agencies will share the data first, and then the private sector will share it. I was thinking it would be too late to take a step-by-step approach. There will be a step in which data will be shared, that is, data will be inventoried, capitalized, and then shared. However, if it is too late, data will have to be developed based on effective use cases. If so, I think we can consider combining the data of each ministry and agency. This is the disclosure of the national data.

The same goes for private data. For example, as you pointed out, insurance companies have a huge amount of accident data. They have data on accident payments and which areas are vulnerable on a national level. However, if we release this data blindly, for example, it will affect land prices, which will have a social impact, so it is very dangerous to make it public, so-called open data.

If that is the case, who can use the data when it is made public and for what reason, and what is important as an insurance company is to make sure that the data is not invasive to people's privacy, it is necessary to make it public. However, as a private company, there is no motivation to spend money on preparing data for others to use. Therefore, from the private sector's point of view, even if people in the private sector say that they want the data to be made public, it is important to give the company the motivation to make the data public. This also depends on how use cases are created.

So, both of them probably need to think based on use cases. In the private sector, for example, citizen groups and open data people often get ideas at hackathons, and based on the use cases, the national government and local governments can work together. In the private sector, I think it would be good to think about discussing use cases in consortiums that start with non-competitive areas among other companies in the same industry.

As far as I know, for example, many working groups on data utilization have been established within economic organizations and government ministries and agencies, and I think it would be good to have such working groups as subjects. First of all, in order to establish such working groups, each company and each ministry and agency should appoint a chief data officer. Then, I thought it would be good to discuss what role the chief data officer should play and what data the chief data officer should be responsible for.

Chairman Murai: .

Historically, when the Act on the Protection of Personal Information was being formulated, for example, there were discussions about how much private data held by mobile phone companies would be useful in the event of a disaster, and how privacy should be defined. If the field of medical data is clear, the structure, purpose and usage of the data will also be clear, and I think it will be easier to create the system I mentioned earlier that can be used safely and with peace of mind.

"Although there is a view that it is a prerequisite for the government to share information within the data structure, from the perspective of the private sector's responsibility, if we do not consider the somewhat complex data structure, we must thoroughly discuss the data structure and its ideal form in order to create a AI prerequisite society, which I believe will be used by AI, rather than the conventional question of whether to make it public."

I believe that the private sector has a very important role to play in this regard. If the public and private sectors are able to engage in discussions and move forward from such specific areas, Japan may be able to achieve something like shared quality. The market is very competitive for such services, so I wondered if Japan could do something that other countries could not do.

As time draws to a close, human resources, data-related issues, AI relations, and security issues will also greatly develop toward 2026 or five years from now. You mentioned human resources. Is there anything else you would like to discuss?

H. E. Mr. Seiji Kawasaki, Parliamentary Vice-Minister: Mr. , I would like to ask for your understanding in allowing me to speak on behalf of the Minister and the State Minister.

Thank you very much everyone.

My predecessor was a Parliamentary Secretary for Internal Affairs and Communications in Ministry of Internal Affairs and Communications, so listening to your talk, to be honest, my impression is that I would like Ministry of Internal Affairs and Communications to be present.

Why do I think this is so? First of all, in terms of human resources, I think some teachers talked about literacy improvement at the same time. I was listening to this story and I heard that Miyakonojo City, who was once a member of this committee, was very fast in spreading My Number Card. I asked them what the reason was, and they said that analog measures (to improve literacy) were necessary to promote DX. They said that we had to do it in a so-called human-centered tactical manner.

From this perspective, I believe that the Government of Japan, under the initiative of Digital Agency, has increased the number of digital support staff. However, I have serious doubts about the fact that the digital support staff has been increased in various places such as the local Japan Junior Chamber International and the Youth Division of the Chamber of Commerce and Industry, but they are working.

On the other hand, the postal service managed by Ministry of Internal Affairs and Communications, for example, which has 24000 post offices across the country, said that they could not provide digital support on the grounds that they could not do so-called volunteer activities. They said that they could do so when they had a contract with Rakuten in the past, but they could not do so because they are not affiliated with Rakuten now. This is very wasteful, and I think once again that we should make use of the analog part of the network across the country.

And the second point.

On the other hand, the National Institute of Information and Communications Technology (hereinafter referred to as the "NICT") is the one that generates the database, but the question of whether the database generated by the NICT is really needed by private AI businesses is being ignored.

Teachers often ask us to use NHK's statistics, but we have never received any requests to use more NICT's statistics. I have my doubts about what NICT is doing, and I think we need to show them to each other.

As for digital human resources, as I once did with Professor Murai, the Information-Technology Promotion Agency (hereinafter referred to as "IPAs") is leading the creation of digital skill standards (hereinafter referred to as "DSS"), and I mentioned in 2023 that the contents of DSS may be outdated. However, if DSS is still the standard and the item of design has already become a AI, even now I wonder if it is okay to make it one of the five pillars. Since Digital Agency has finally obtained the right to be the supervisor of the item of digital human resources and IPAs this time, I think that Digital Agency should also review this.

Lastly, in terms of promoting digital human resources and AI human resources in the private sector, I go to AI Expo every time, and there are many consultants who say they want to increase AI human resources, but to be honest, even I don't know which company has what kind of advantage and which one to choose, so I think private companies don't know much more. Therefore, I think it would be good if the government could make a good connection here. In other words, if we can call ourselves a government-endorsed digital human resource development consultant, I think we can place orders with them with more confidence.

Regarding the national census that Mr. Wakamiya mentioned, the statistics division in Ministry of Internal Affairs and Communications is doing its best. The bottleneck is that we do not know the heads of households in My Number Card. This is a problem that many people think can be done in My Number Card. However, we are currently stumbling because we cannot get information from the heads of households. There are five years to go, so I think it would be good if they can do it well.

As Minister Matsumoto stated at the beginning of the meeting, I believe that the opinions you have expressed so far are in a good phase in which we can realize what you have built up so far, and I once again felt that it should be done in that way.

That's all.

Chairman Murai: .

Vice-Minister, please.

State Minister Imaeda: My name is Imaeda .

Thank you very much for the lively discussion today.

We received various opinions, and I strongly felt that we must firmly create a society and policies premised on advanced technology, such as AI agents, which was also Mr. Mikitani's opinion.

In addition, Committee Member Kawabe first expressed his awareness of the issue of the digital deficit. I believe that domestic procurement will reduce the digital deficit, even if the domestic production of public and private sector procurement is not uniform. Therefore, I would like to implement procurement reform so that we can firmly advance it.

AI human resources have been the subject of considerable discussion, and I have been thinking about it in various ways. In the short term, it is a great opportunity, and various so-called digital human resources in the U.S., including Silicon Valley, have been laid off considerably during the Donald Trump administration. What will be the destination of these people? For example, talented Indian people who return to India earn about seven times as much as those in Japan, so Japan is also currently drawing attention. In addition, as you mentioned earlier, animation, sushi, and Japanese cuisine are very attractive to Indian people, so doing some kind of project to attract digital human resources by utilizing these things will attract AI and digital human resources at present. Of course, work is necessary for that, but I also think it is a very good promotion.

After listening to today's Concept Meeting, I have received a variety of opinions from experts, which is very impressive. What kind of digital society would you like to see in Digital Agency? As you mentioned in your opening remarks, you mentioned that if we do not have AI, we will not be able to process a large number of opinions like public comments. However, due to the current AI, we have also heard from Gennai. By utilizing something like a suggestion box in the AI, we will be able to address how to build the digital society that Digital Agency is aiming for, what opinions there are, where the panes are, and what solutions we have.

When we were in Minister Kono, Kouno-san worked on "X" in a human-centered and human-centered manner. As an organization, we will utilize AI. At the preliminary stage of the Concept Meeting, we will receive various opinions. We will deliver them to you in an organized form and have experts discuss them. The vision of Digital Agency in 2.0 or five years from now, the vision of the government, and the vision of the digital society may be interesting, albeit from a Dorien Rookmaker's point of view. I would like to consider them together with you as future issues. Thank you very much.

Chairman Murai: .

Now, Minister Matsumoto.

Minister Matsumoto: Mr. , thank you very much to all the committee members today.

Based on what I have heard from you, I think we need to sort out what needs to be done or can be done immediately and what needs a little more time. However, with regard to what can be done immediately, Mr. Wakamiya is absolutely right in saying that there is a lack of publicity. I believe that the Digital TV Agency needs to allocate a sufficient budget for the next fiscal year or the next fiscal year in order to increase the digital literacy of the people.

There was also a question on sovereignty. Whether it is necessarily the most advanced technology in the world, or how far it can be produced domestically, these are major policies that we must decide on as soon as possible. No progress will be made no matter how long we continue our discussions. Therefore, I would like to proceed with this question by receiving your deeper opinions as well as your separate opinions. Commissioner Murakami and Commissioner Kawabe mentioned this, but I would like to hear more specific details.

In addition, Dr. Taniguchi's idea of a DX that is uniquely Japanese strikes a chord with me, and I would like to hear your opinion on what a DX that is uniquely Japanese would be.

In terms of human resource development, I believe that it is absolutely correct to develop human resources using data in each field, and I felt that we would like to be involved in human resource development in that direction.

As I listened to what you said today, I got the impression that it would be good for us to firmly decide on what to do first and work on it. Thank you very much.

Chairman Murai: Thank you very much.

Then, please tell me what the office will tell us.

Office: The Office will contact you with two matters.

First, today's meeting materials and other materials will be available on the Digital Agency website. Only some materials are available.
Second, regarding the holding of the Digital Society Initiative Meeting after the next meeting, we will make an announcement after consulting with Chairman Murai.

Chairman Murai: .

With that, I would like to conclude today's 11th Digital Society Concept Conference. Thank you very much for taking the time out of your busy schedule to have a lively discussion.