Enhancement of Leadership– JANSI’s approach –Akihide Kugo
久郷明秀

Japan Nuclear Safety Institute
September, 2015
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Current status of nuclear power in Japan○ Nuclear power reactors in Japan decreased from 54 to 43 units
after the Fukushima Daiichi NPS accident.
Tomari➊➋➌
Kashiwazaki-Kariwa ①②③④⑤➏➐
Shika ①➋
Higashidori ➊Tsuruga ➊②

Legend:● Plant applying for approval of restart of operation● Plant under decommissioning○ Plant whose future policy has not been decidedMihama ➊➋➌Ohi ①②➌➍

Onagawa ①➋③

Takahama➊➋➌➍
Shimane ➊➋FukushimaDaiichi➊➋➌➍➎➏
Fukushima Daini①②③④
Tokai Daini ●Hamaoka ➌➍⑤

Ikata ①②➌

Breakdown of 54 units:
Plant applying for approval ofrestart of operation: 24 units
Plant under decommissioning: 11units
Plant whose future policy has notbeen decided: 19 units(As of the end of August 2015)

Sendai ➊➋Genkai ➊②➌➍
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Number of units in operation

40

No. of units in operation

35

Fukushima Dai-ichi Accident

3025
New Standards enacted
2013.7.8

2015
10Sendai-1 restarted
Ohi-3&4 operated

502011

2012

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20132014

2015

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Change in Composition of Power Sources○Currently, all nuclear power plants are shut down except Sendai-1.
About 90% of the generated energy relies on thermal power generation.

Composition of electric power generationoil, etc.

Coal

Nuclear

Hydro

Renewables(except hydro)

Pre-earthquake(FY2010)
Increasing reliance onfossil fuels

Post-earthquake(FY2013)

Increase in costs forfossil fuel¥3.6trillion/year↓¥7.7trillion/year

Rate rise（Electric light）¥20.4/kWh↓¥24.3/kWhincrease in CO2emissions
374million t-CO2/year↓
484million t-CO2/year

NB: Red figures in brackets show a comparison between FY2010 and FY2013
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Status of Restart Operation at Nuclear Power Plants
Sendai 1

Sendai 2

Takahama 3

Takahama 4

Ikata 3Ohi 3, 4
Genkai 3,4Takahama 1,2

Mihama 3

Tomari 1,2,3

BWR plant

Ohi 1, 2

Restart ofoperation

Permission

Preoperational
inspection
Permission(End ofreviews ③)

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(End ofreviews ②)③ Review of application for
approval of technical specifications

Preparation for start-up)② Review of construction plan
approval application

Local consent procedure①
Permission (End of review

Deliberations onplant facilities

Public comments

Deliberation onearthquakes &tsunamis[Design-basis
earthquake groundmotion]

Creation of draft review
reportLicensing application from the operatorPreparing the licensing application① Examination of application
for permission for change in reactor
installation license

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Energy Policy after the Great East Japan Earthquake
Outline of the Strategic Energy Plan (related to nuclear power) 【April 2014】○Nuclear power is important base load power source-Minimize dependency on nuclear power generation○Promote the restart of operation of the nuclear power plants which satisfy the new regulatory
standards○Continue to promote the nuclear fuel cycle including reprocessing and use of MOX fuel

Cost estimation (2014 model plant）【April 2015】（Yen/kWh）

30.6～43.4

40.0
35.0

Policy related cost

30.0
25.0

21.9

20.0
15.0

CO2

13.7

12.3

10.1～

Accidental risk cost

24.3

FuelOperation & maintenance

10.0
5.0

Additional safety measures cost

0.0

CapitalNuclear

Oil

Coal

LNG

Wind(onshore) Solar(mega)

Decision on Energy Best Mix 【July 2015】○Power supply composition in 2030 (approximate)
Nuclear

Oil

Coal

LNG

Renewable

20～22%

3%

26%

27%

22～24%

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Japan Nuclear Safety Institute6What is Japan Nuclear Safety Institute Birth of JANSIJapan Nuclear Safety Institute (JANSI) wascreated by the initiative of Nuclear Industry,
after the Fukushima Daiichi accident, as a selfregulated entity to reinforce nuclear safety ofJapanese nuclear power plants.
 JANSI’s Mission
Pursue the highest-level of safety for thenuclear power industry in Japan

JANSI

JANSI
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JANSI’s Seven Principles of Safety Culture
１．Recognized safety as first priority
２．Leadership with strong commitment
３．Framework to ensure safety
４．Effective communication
５．Continuous learning (organizational learning)
６．Recognition of potential risks (questioning attitude)
７．Vital and blame tolerant work environment

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Concept of Responsibility Sharing for Human Resource Development
 Nuclear Operators
for Nuclear Power Plant Management and Operational Technical skills andManagement capabilities
 Normal management
 Plant staff: Operation, maintenance, radiation control
 Specialized skills: inspection of welding, fuel fabrication, construction
 Official Qualifications: Chief reactor engineers, radiation control engineers, fuelhandling engineers Emergency responses
 Emergency Drill and exercises on site

 JANSI
for Non-Technical/Mental Capabilities such as stress control, team building
and Coaching as well as Technical Guidelines/Qualifications
 Leadership Training (from CEOs to Frontline Managers)
 Crisis Management Training in collaboration with outside
 Shift supervisor certification
 Maintenance ability qualification
 Plant Staff Education Guidelines
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Initiatives of HRD Placing the Highest Priority on Nuclear Safety< Capability >Non-technicalEmergency

Technical- Leadership- Accident management procedures- Assessment/Comprehensionof the situation- Knowledge/reactor operation- Management of organizations- Repairing/restoring of facilities- Risk management- Sense of mission, etc.

- Knowledge about Facilities(Connecting of cables, etc. )- Sampling/analysis, etc.

- Operation management
Normalcondition- JANSI’s 7 principles of safety
culture, etc.

- Maintenance management- Radiation/Chemical Management- Fuel management, etc.

Leadership training program
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Education Guideline
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Basic Concept of Leadership Training Courses

Crisis management to organize information and establish strategic responsein extremely chaotic conditions
Strong leadership To make other individuals and organization to think proactively and to
take action in accordance with safety culture Strongly willed and encourage people to raise organization to a higher
level of safety culture

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Objective of Leadership Training at Each Level
Leadership training is to make participants:
 Clearly aware significance of nuclear risks
 Encourage organizations to work to reduce risks
 Develop human resources to change organizational culture
Management Levels

Objectives

CEOs

Share the value of nuclear safety

Plant Directors

Confirm determination as a chief commander
at front line

Chief Reactor Engineers

Enhance capability to make technical advice at
accidents

Crisis Management(Managers)

Enhance capability of strategic command andcommunication as a team leader at Emergency
Response CenterManagersEnhance leadership under high stress

Assistant Managers

Enhance capability of team building andfollowership

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Japan Nuclear Safety Institute12Top Management Training CEOs
To share the value “ We are in the same boat”

2013/6/5 1st time: Panel Discussion

2013/7/18 2nd time: Panel Discussion“Direct causes of the Fukushima Daiichi“The organizational culture at TEPCO”

accident”■2015/3/19

2013/9/12 3rd time: Breakdown Session“Response of each individual nuclearoperators”

Value Sharing Meeting“Lessons from Fukushima accident■2014/6/12

Value Sharing Meeting“How to Voluntarily and Continuously
Improve Nuclear Safety”

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such as Emergency Response,Leadership, Risk Communication, NewRegulations”

Japan Nuclear Safety Institute13Top Management Training Plant Directors
2015/2/19-20
Objective: Uplift Determination of Plant Director as Top Frontline Commander
Program:■ Lecture by the shift supervisor at Fukushima Daiichi unit 1&2■ Discussion of 3 key challenges in groups Decision making and delegation

 Assessment of the situation and share information Requirements of Plant Director

Group discussion■ Lectures by experts in crisis management
 Experts from Airlines, Fire Department, and the USA
Lecture by outside experts

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Crisis Management Training Staff of ERC (1/2)
Training at Institute of Fire Safety & Disaster preparedness
Program Emergency response Organizational management for emergency
 Leadership Psychological affect (PTSD)
Explanation about crisis management and teambuilding, on the basis of differences and similarities
between firefighting and nuclear power. The possibilityof people dealing with crisis management sufferingfrom PTSD.

 Situation Awareness Training

Communication skills and Strategy

 Difficulty of communication and informationsharing

 Emergency command training Fire at department store
 Terrorism at Nuclear Power Plant
Training targeting acquisition of key points andexecution capability of integrated command andaccomplishing the mission under high stress and harshconditions.
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Crisis Management Training Staff of ERC (2/2)
 Integrated Training Training for dealing with harsh conditions
simulating Terrorism and Radiation
contamination.
Field training for experiencing the problems bycarrying out the role play for each job function(From plant director to subcontract workers) by
simulating the high stress and harsh conditions ofnuclear plant lifesaving mission.
 Summary of training From the view point of crisis management

Pursue the Reality (Extreme Stress)

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Manager Training Shift Supervisors (1/2)
Training for shift supervisors to enhance leadership under the extreme
stress in the event of severe accident
Program: Review of Fukushima Daiichi Accident
Lecture by the shift supervisor of Fukushima Daiichi unit 1&2 at the time of theaccident
Bring back Memories
 Lessons learned from the accident Difficulties of decision making and activities under the situation of no electricity, very
limited resources and little information

 Soft skills necessary for operators
 Leadership Thinking
 Communication
 Solution of conflict Confidence Decision, etc.

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Manager Training Shift Supervisor (2/2)
Program (continued)
 Leadership under stress during emergency response

Lecture by former Officer of Maritime Self Defense Force
Learn to prepare for life-or-death situations
from the survival training expert

 Soft skills necessary for operators

Coaching skill

 Role-playing exercises on communication skill & stress control, simulating plant
trouble response, participants acquire the following soft skills in the exercise
through role play

Simulated experience Coaching Leadership (independent performance)
 Communication
 Emphasis on safety ( inquiry, proposal, assertion)
 Confidence (Maintenance of team structure,stress management) Solution for disagreements
 Review of decision and action, commentsCopyright © 2015 by Japan Nuclear Safety Institute. All Rights Reserved.

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Follow-up Cycle of Leadership Training
Leadership
Training at JANSIJANSI will continue toprovide an “opportunity" foroperators to keep improving
their leadership skills.

Repeat training

Practice topursue
further
excellence

Practice on site

Report results (examples of good practices, etc.) at theinternational workshop (July 15, 16, 2014 @ JANSI)

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Follow-up of Leadership Training Program
International Workshop on Leadership for Emergency Response[Participants]

Overseas : 8 countries & region, 11 members
Japan: 17 members

Provide the opportunities
for benchmarking.

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Japan Nuclear Safety Institute20Unknown by Ohers ➡ Known by Others

Joseph. Luft & Harry. Ingham: Johari Window

Open/ Free Area
Leadership
Culture(Public)Blind Area

Hidden Area(Private)

Unknown Area

Known by Self ➡ Unkown by self

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Analyses and Assessment of leadership profilingSelf-evaluation and evaluation byother members before and after
the training courses

Example of the Shift Supervisor
CourseImproved

15.00

Evaluation byother members

Behavior

Ask questions toparticipants and theirsubordinates about
these skills one month
before and threemonths after thecourse and makes
mapping on the chart.

20.00

10.00

(1)

313

Loweredselfevaluation
Improvedothers’evaluation

152
413

211

611

712
231

411

131

612

312
721

221
213

512

511

811
412

(2)

151

Improved evaluation byboth self and others
741
742

121
5.00

141
153

311

731
421

0.00

(3)
(Examples)

313: Handling of different opinions
411: Reliable relationship
511: Recognition of necessity
721: Decision making
811: Coaching skill

LoweredEach dot shows required skill

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(4)
212

(5.00)(5.00)

0.00

Loweredevaluation byboth

5.00

10.00

Lowered

Improved self-evaluation
Lowered others’ evaluation
15.00

20.00

25.00

Self Evaluation

30.00

ImprovedConsciousness

Japan Nuclear Safety Institute22Total Shift Supervisor’s deviation value (After - Before)➡ Known by Others

25

Public Area20

y = 0.6132x
R² = -569.9
15Mediation
10

Coaching

Pursue Safety
Leadership
Communication

5Credibility
Strategy

Self check00510➡ Knownby 15Self

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2025Japan Nuclear Safety Institute23

Some Shift Supervisor’s deviation value (After - Before)
25.00

20.00

PublicBlind

15.00

10.00

Leadership
Strategy
Pursue Safety

Credibility-15.00-10.00

-5.00

0.00

Self check

5.00

10.00

5.00

15.00

20.00

Communication

0.00
25.00
-5.00

-10.00Mediation-15.00Coaching
Unknown

Private-20.00-25.00

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Japan Nuclear Safety Institute24Summary of Present Status
 JANSI was established after the Fukushima accident to enhance nuclear
power safety and pursue highest level of excellency in Japan’s nuclearindustry.
 Based on the lessons from Fukushima accident, JANSI’s leadership training
program is designed to enhance leadership of each level from CEOs tofrontline managers especially in the event of emergency.
 The training courses are mainly focusing on leadership and nontechnical skills. (Improvement of technical skills are responsibility of eachnuclear operator)
 One training course itself is not sufficient to improve leadership. Follow-up of
the courses are essential. We hold international seminars as the follow-up as
well as benchmarking.
 Assessment of effectiveness of leadership courses is challenging issue. We
are continuously trying to improve leadership courses based on constantreviews, analyses and assessment. Assessment method also needs
improvement.
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Japan Nuclear Safety Institute25Reference

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Comparison table of training systems at INPO and JANSIJANSIINPO Conducted for around 250 days with around 1150
participants

JANSI scheduleNo.

Seminar name

Target participants

Duration

5 days
14 times

1Training for Managers II(Operators)

Main operators(responsible classes,operators at the centralcontrol room)

3 days2 times

First level managers (with3 to 24 months ofexperience)

5 days9 times2

Training for Managers* II(Non-operators)

First level managers(chief clerks andexecutives)

3 days4 times

Leadership for mid-level managers(NLLS)

Min-level managers with atleast 3 months ofexperience

5 days
10 times

3

Training for Managers I(Operators)

Shift supervisors,executives
class

3 days4 times

4New leadership ofatomic power generation(ENLS)New or to-be head ofdivision

3 days8 times4

Training for Managers* I(Non-operators)

Intermediate managers(manager, head ofdivision)

3 days4 times5

Risk control withatomic power generation(NORM)

Top-level managers
who take decisions
with the help of PRA

3.5 days(at MIT)
Once

5

Training for atomic reactor
chief

Top-level managers suchas main engineers ofnuclear reactor

3 daysOnce

6

Power station managers
management course(SNPM)(Current or to-be plantmanager

5 weeks
4 times

6

Risk control training

Manager class that uses
PRA

3 daysOnce

7

New power station
managers seminar(NPMS)

New
plant manager

2.5 days
Once

7

Power station managers
Management training

Plant directors
To-be directors

Plant manager class(Site vice president)

2 days2 times

8

Emergency support facility
Training for commanders

Plant directors

8Top-level power station
managers
seminar(SNES)
Top-level administrators
leadership(SELS)

In-charge of atomic power
generation administration(New and to-be)

5 daysOnce/2years

9

Training for administrators
III

Plant managers
In-charge of power
generation

10

Training for administrators
II10

Nuclear reactor technicalcourse(RTC)

CEO commanders(Other than those related
to atomic powergeneration)

Main in-charge of powergeneration(CNO)

3 weeks(at MIT)
Once

11

Training for administrators
II'

Board members otherthan those related toatomic power generation

11

Goizueta
Business School

Board of directors andexecutive officers

2 daysOnce

12

Training for administrators
ICEOs

No.

Seminar name

Target participants

Duration1

For operation managers(OSPDS)

Staff who have theoperator qualification
and are appointed as firstlevel manager

2

Leadership for firstlevel managers(FLLS)

39Copyright © 2015 by Japan Nuclear Safety Institute. All Rights Reserved.

Remark* Crisis
ManagementTraining* Crisis
ManagementTraining

2 daysOnce

2 hours
5 timesStart course thisyear

2 hours
2 times

Japan Nuclear Safety Institute27

Interactions between Nuclear Operators and JANSI

Globalperspectives

JANSI

Nuclear Operators

Leadership Training Courses

Education of Leadershipand Management Skills

Leadership
Stress Management
Team Building
Coaching
Followership Each Management Level

Education & Training
Accreditation
Certification of Sift Supervisors
Qualifications of Maintenance Skills

Guidelines/StandardsCopyright © 2015 by Japan Nuclear Safety Institute. All Rights Reserved.

 Operators
 Maintenance Staff
 Radiation Control Staff
 Specialized skills

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Manager Training Shift Supervisors2014 / 2 / 12 - 14, 3 / 24 - 26
2014 / 6 / 9 - 11, 9 / 29 - 10 / 1, 12 / 2 - 4, 2015 / 1 / 27 - 29

Objective: Enhancing leadership under the extreme stress in the event ofsevere accident
Required Competence: Leadership, Communication, Safety Insistence, Reliability, Reconcile deferent
opinions, Review of Action, Thinking Skill and Coaching

Program:■ Lecture by the shift supervisor at Fukushima Daiichi unit 1&2■ Learn to prepare for life-or-death situations from the survival training expert(Former plane captain of Japan Maritime Self-Defense Force, etc.)■ Role-playing exercises on communication skill & stress control

Lecture by the shift supervisor
at Fukushima Daiichi unit1/2

Lecture by the former Maritime
Self Defense Force captain

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Role-playing exercise under extreme stress

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Crisis Management Training

Staff of ERC・2015/1/13-15

Objective： Enhance Non-Technical Skills of Team Leaders as
Plant Director’s Staff at Emergency Response CenterProgram：■Lectures and exercise
 PTSD Team building in emergency
 Communication exercise■Command training

Tabletop command training

 carry out missions under high-stress situation
simulating a terror attack■Integrated Exercise
 under high-stress situation simulating largescale radiation contamination by terror attack
Exercise

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Review of Yoshida Interview Reports
We have carefully reviewed the Yoshida interview reports, the detailed
recollection of the Fukushima Daiichi accident by Yoshida the plant directorof the time of the accident and identified 5 major lessons.
(1) Difficulties of instructions which affect human safety(2) Necessity of a field-first attitude Yoshida had heavy pressures from Headquarters and Government(3) Importance of routinely analyzing information from overseas and past accident
 Fukushima Daiichi has not make operation test of isolation condenser
essential cooling system in case of power loss since plant started operation.
 Fukushima Daiichi experienced a similar accident of emergency dieselgenerators in 1991.
 Generators submerged in sea water but counter measures wereinadequate.
(4) Setting priorities in cases of concurrent accidents
 Yoshida had to supervise 4 troubled reactors at the same time.
(5) Issues in establishing systems
 Fukushima Daiichi experienced difficulties to organize many organizations forsupport missions at the site such as Fire department, Self defense force,
Local offices and etc.

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For further Improvement
More needs-oriented and innovative program More appropriate programs meet the needs of participants
and Nuclear Operators
 Inspire motivation of participantsMore effective program More active discussion (not superficial discussion)
 Improvement of program through analysis and assessment ofleadership capability Improve expertise to develop program (internal expertiseand/or outsourcing) Secure superior instructors and facilitators

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