FY2022 Business Report Summary11-1. FY2022 Activity Status (Main Actions：1/11)
Ten-Year Strategy
Main Actions(1) Effective andefficient
implementation ofpeer reviews (PR)FY2022 Activity Status(Items with ● are related to Highly Focused Activity)●Materialize station Peer Review (Mihama, Shimane, Tomari, Sendai, Higashidori)●Effective/efficient implementation of PR
・Reviewer trainings, skill improvement, workshops by former INPO-TL coaches etc.)●Collaboration with WANO (Equivalency was granted in October, planning equivalency
exercised PR with WANO-TC at Shika NPP)

 2022.10
JANSI-PR was granted equivalency with WANO-PR (WANO World Governing Board Meeting).
<The Role of JANSI Peer Reviews>•Evaluate all activities that affect safety of theoperators•Communicate to the JNO leaders about
performance status such as AFI, good practices, etc.
<Requirements for Effective Peer Reviews>•Relationship of trust with the station is aprerequisite (interview content, reports, and otherinformation will not be disclosed)•Conduct objective and critical review that will leadto improvements•Direct JNO to self-improvement through peerpressure•Improvement by continuous involvement throughevaluation and support

Peer Review Track Record of the Past 3 Years
FY2019FY2020

FY2021

Kashiwazaki
Kariwa
(1-4)
Shika
Ohi
Hamaoka

Ikata
Tokai Daini

Onagawa
Ohi
Takahama
Genkai(Onagawa andTomari were
postponed
due to COVID19 pandemic)

FY2022
MihamaShimaneTomariSendai
HIgashidori2

1-1. FY2022 Activity Status (Main Actions：2/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(2) Strengthen
constant monitoringof plant
performance●Feasibility Study Phase II for PM&Cont.M construction
・Partial trial was conducted in Mihama from October to March.
○Utilization of Performance Indicator (PI) (Provided WANO-PI four times a year,
collected/evaluated voluntarily-set common PIs)

Currently conducting a feasibility study of PM&Cont.M (Performance Monitoring &Continuous Monitoring) as a mechanism for constant monitoring of plant performance. Trial
operation has been conducted in FY2022.
Aim・Collect plant performance indicators and factor indicators
at each station on a regular basis
・Provide JANSI with data from each station
・Check performance through trends of indicator, etc. anddialogues with station. Early detection of deterioration
trends and support for improvement activities at stations
・Utilities promote improvements on their own
・JANSI provides comprehensive evaluation and timely
support based on expertise and experience in each field
・Collaborate with WANO and support stations
effectively/efficiently, including international perspectives

Station A

Station B

Station C

JANSI
WANO

Power plants
all over the world3

1-1. FY2022 Activity Status (Main Actions：3/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(3) Continuously○Operation of plant integrated assessment
improve and conduct ・Held/discussed at the plant integrated assessment committee
Integrated
・The operators were notified of plant integrated assessment result, and shared at CEO Session
Assessment for○Operation of power plant commendation (Power Plant Awards: Mihama NPP was awarded thenuclear stations
Special Award)
・Award given to: “Shortening of mid-loop operation by oxidation operation at full water level
at 80℃"
 Conduct a comprehensive evaluation based on plant performance information, share it with all CEOs, and prompt
peer pressure (started operation of operation record PI, etc. from FY2016, and incorporated peer review
evaluation results from FY2017)
 Recognize stations with Power Plant Special Awards (8 stations have been awarded since FY2018)
Share information among all CEOsand recognize stations with Power Plant Awards(*) Commend excellent stations in front of all utility CEOs(**) JANSI membership fees are at a premium or discount according to thecomprehensive evaluation results41-1. FY2022 Activity Status (Main Actions：4/11)
Ten-Year
Strategy
Main Actions(4) Upgrade
OE tasks andactivelyprovideinformation

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)○Collect/analyze OE information internally/externally and release documents to operators according to the significance・The Document of Warning “Information sharing related to ‘Analysis of events caused by operations’” was issued inAugust○Study for improvement/upgrade of OE tasks
・Strengthening of OE information sharing (Started the expansion of NICS function requested by the operators;
development of Specialized Safety Facility NICS was put on hold as a consideration is being given to the use of physicalprotection (PP) system under development across the FEPC)・Strengthening the utilization of OE information (we have set up OE Upgrade Review Meeting and considered a reviewof the system, etc.)
・Enhancement of OE information processing (revised the method for managing the progress of PI index roll out, etc.)

 Analyze domestic/overseas OE information, propose countermeasures as necessary and monitor JNO actions
 Register Japanese OE information in the public database (NUCIA), and require all stations to take action uniformly as needed.
Overseas Information
INPO

NRC

IAEA

Domestic Information
WANO

Collect OE Information
Screening (Extracting important info)
Examine the concept of roll out andcountermeasures
Issue documents such as proposals to JNOs
Confirm if it is dealt with (follow-up)

NUCIA

Press
Releases

Overseas: Approx. 60,000 cases
Japan: Approx. 5,000 cases

NRC: Nuclear Regulatory Commission
IAEA: International Atomic Energy Agency
NUCIA: Nuclear Information Archives
WANO: World Association of Nuclear Operators

Since the founding of JANSI:
20 Documents of Significance13 Documents of Warning5

1-1. FY2022 Activity Status (Main Actions：5/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(5) Strengthen the
support for theoperators to resolve
shared important
issues○Support for resolving important issues identified in PR (Shift to regular support from FY2022)
・Regular contact and visit by Senior Representatives (SR), support by Technical Contact Points (TCP)○Other items on strengthening support for the operators (Support through Team Performance Improvement
Training, FP Review Meeting, Mid-loop Operation Information Liaison Meeting, FME Follow-up Meeting, Nuclear
Emergency Preparedness Drill, etc.)○Developed Ex-GL and encouraged its use in practice (Operations (OP), Maintenance (MA), Engineering Support(ES), Emergency Preparedness (EP), Fire Protection (FP), Radiation Protection (RP), Chemistry (CY), TR, OA, OE)

AFIs pointed out in peer reviews are analyzed and common issues of high importance are identified. In response to this, on the JANSI platform,
JANSI leads/supports improvement of the operators through conducting intensive initiatives including sharing good domestic/foreign practices,establishing necessary guidelines, conducting training through seminars, etc. with the participation of the operators.

Field

Review Meeting, etc.

Activity Overview

Maintenance

MA Review Meeting, etc.

Conduct benchmarking, etc. on good practices related to basic maintenance work such as slinging andlifting work, share information with the entire industry, and consider improvement measures to lead theoperators. Also, share information on the initiatives in Europe and the US for avoiding mid-loop operation.

Operations(OP)

TCP Liaison Meeting

Propose the introduction of team performance improvement training (TPT) with stricter settings than
before based on lessons learned from Fukushima Daiichi accident, and provide guidelines for implementing
TPT. At each utility, TPT is conducted in cooperation between the station's operations division/training
division and external training institutions (Nuclear Power Training Center, etc.), and JANSI cooperates as anevaluator and observer of TPT.

Fire Protection(FP)

FP Review Meeting, etc.

From the perspectives of reducing the risks of the impact of fire, including "combustible materials control"and "initial-stage firefighting," implement activities such as development of "Fire Protection Excellence
Guidelines," benchmarking, and fire protection seminars to lead improvement of the operators.

Training and
Qualification(TQ)

Training Promotion WG

To improve the effectiveness of education and training, support the introduction of Systematic Approach toTraining (SAT) through the use of guidelines, SAT workshops, power plant caravans, etc.

Performance
Improvement(PI)

Peer Review related
meeting, etc.

(MA)

(Utilize constant liaison
meetings)(Utilize training & caravans)

In addition to leadership training, discuss performance improvement initiatives and leadership issues ofeach station at JANSI meetings and lead the operators, in order to promote understanding and widespreaduse of performance improvement tools and to strengthen leadership involvement.

6

1-1. FY2022 Activity Status (Main Actions：6/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(6) Provide support
for autonomous
safety activity
programs○CAP system (included in Technology Basis (c))
・Opinion exchange, sharing issues and providing support leveraging SMS (former QMS) task review meeting and
CAP working-level working group○Configuration Management (CM) (including Environmental Qualification; EQ)
・Opinion exchange among utilities and support leveraging CM-WG and EQ management committee○Voluntary-set Common PIs shared by all utilities (The Voluntary-set Common PI Review Working Group washeld and information was shared with the operators with regard to the operation and system usage after full-scale
operation)○Risk sensitivity (Conducted risk sensitivity training on a regular basis (Total: 7 times)) Formulated guidelines pertaining to corrective action program (CAP) system with the operators.
 Support for continuous improvement of the operators is being implemented through setting up
meeting to exchange information with each other and sharing of issues in actual operation.
 The improvement status of each utility in CAP activity is reported at the NRA "Opinion Exchange
Meeting on the Inspection System." Each company has made steady progress in CAP activity as aprogram to voluntarily promote safety improvement, and it is functioning as a mechanism,
while improvements are continuously being made*◆ Process in the CAP System＊CR: Condition Report
Source: NRA "Opinion exchange meeting on inspection system"
The 6th ATENA report material＊CAQ：Condition Adverse to Quality＊Non-CAQ：Non Condition Adverse to Quality7

1-1. FY2022 Activity Status (Main Actions：7/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(7) Provide support
for restarting plants○Support for plants preparing for restart・Provide opportunities to communicate with plants that have already restarted with continuing to cooperatewith WANO●Support from individual task teams●Manage various meetings (Progress Meeting in JANSI, Steering Committee, sharing information with utilities in
JANSI-involved meetings, and preparation for the final report)(8) Provide support
for reprocessing andother facilitiesIn order to safely restart power plants without any trouble after the long shut down, industry-wide initiatives have taken root,
such as the site confirmation by experts from other plants including preceding plants and the sharing of experiences, etc.
Operating plants are accepting operators, providing opportunities for operator experience, and cooperating in safe restarts.
While providing assistance for the development of operation management system for the completion of JNFL reprocessing
facility, will provide support for the release of treated water of Fukushima Daiichi.
Will focus on providing support for a series of restarts of BWR plants scheduled for the near future.

 The restarted plant accepted secondees (operators) from long shut down plants (13 people).
(Ikata, Takahama, Ohi)

Implementation of operator experience training in operating plants, in which the restarted plant accepts operating staff(about 70 people).

(Sendai, Takahama, Ikata)“Site confirmation by experts” from preceding plants and each electric utility company
Held “opinion exchange meeting with preceding plants,” including information provision related to field training andexplanation of the restart track record.
 Sharing of information on aging among operators (Roll out of good practices)・Identified aging events from domestic and overseas operating experience information, organized the occurrence frequency,
impact on plants, similar events, etc., and shared with the industry as a "viewpoint of inspection/confirmation."

8

1-1. FY2022 Activity Status (Main Actions：8/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)○Safety culture diagnosis both for station and corporate office (Please refer to Main Action (10))(9) Strengthen
oversight function ○Support for utilities to establish Risk Management system, survey and confirmation of RM system, study andimplementation of Organizational Effectiveness evaluation
including・Continued RM support through Risk Management Working-level Meeting
corporate offices
・As preparation for the organizational effectiveness evaluation, formed a task force (TF) for considering the(10) Upgrade
safety culture
diagnosis method
and conduct of it

expected end state and started activities○Participate in WANO-TC's corporate PR (No track record for this fiscal year)○Implementation of safety culture diagnosis: 6 locations (Mihama, Shimane, Oma, MHI, Fukushima Daini, & Genkai)○Support for safety culture fostering and improvement
・Seminar using self-assessment material, training for self-assessment
・The basic course and follow-up course of the Safety Culture workshop (Professor Emeritus Yoshida, Kumamoto
University) were implemented
・Held the questionnaire result briefing session at the request of members○Review of diagnosis method and improvement (Introduction of systemic approach and improvement)○Safety culture assessment based on Peer Review results (SC diagnosis and sharing questionnaire information priorto PR, participation in the discussion on safety culture in PR, etc.)

On-site diagnosis is designed to observe and analyze the target company from multiple
perspectives in terms of organizational culture, and to provide a diagnosis from an
independent and objective standpoint as to how this relates to the maintenance andimprovement of performance, including safety.
The purpose is to provide an opportunity for the company itself to better recognize its
own state in relation to safety, and to enhance its learning ability as an organization
striving for safety excellence.
Safety Culture questionnaire, through analysis of survey responses, makes it possible tograsp trends, make relative comparisons between departments within member site, andcompare between management levels within site. As a result, it will be possible to clarify
focus areas that need to be addressed in the future by the operator organizations, andutilize for the voluntary improvement of safety culture of the utilities.
・About 80 questions were answered by each management level of utilities. (The 7thquestionnaire involved 32 members, 81 sites, about 25,000 people)

On-Site Diagnosis Track Recordof the Past 3 Years

FY2022FY2019FY2020

FY2021

Nuclear Power
PlantsJNFL

Tokai/Tokai
Daini,
Hamaoka,
Tomari,
Kashiwazaki
Kariwa, JNFL

Tsuruga,
Ikata, Sendai

Higashidori,Ohi, Shka,
Onagawa,
Fukushima
DaiichiMihama,Shimane,Oma,
Fukushima
Daini,
GenkaiPlant
manufacturers
Fuelmanufacturers

Mitsubishi
Heavy
Industries

Hitachi-GE
Nuclear
EnergyToshiba

Mitsubishi
Heavy
Industries91-1. FY2022 Activity Status (Main Actions：9/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(11) Summarize
safety improvementtasks and provide
support○Evaluation methods for enhanced safety measures (preparation for the overall summary of SRS-46 evaluation,
creation of the plant-common report for Defense in Depth Levels 1 to 3 and external events measures review,
sharing of the FY2021 proposal follow-up result)○Development of safety measures evaluation basis (investigation and analysis of the latest overseas trends related
to the 7 global issues in the SA area, continued investigation of the latest information on safety improvement
measures for overseas power plants with regard to the issues identified by JANSI, etc.)(12) Implement
Leadership
Trainings○Effective and well-planned implementation of Leadership Trainings (combining online & face-to-face trainings)○Continuous improvement of training content
・Recognition of & alignment to utilities’ needs through feedback from participants, Training Promotion Working
Group, etc.
○Planning ability improvement of the secretariat, trainer’s skill improvement

A total of 1,927 people have attended
since FY201310

1-1. FY2022 Activity Status (Main Actions：10/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(13) Promotion andadoption of SAT
method○Implementation of practical training and power plant caravan
・Integrated hands-on training and station caravan, support was provided to 9 utilities that requested it○Promotion of e-learning attendance and utilization of guidelines (continued)○Workshop support
・Held workshop, and each utility introduced the progress of SAT introduction and exchanged opinions.
Also, discussion was held on the theme of OJT, which is a common issue.
[Prevention of Fukushima Daiichi accident from fading]・Inspection and opinion exchange of Fukushima Daiichi (11 people including 6 station managers
participated)
・Utilizing opportunities such as leadership training, introduced examples of the use of “Fukushima
Daiichi Accident Lessons Learned” and promoted the use of the lessons learned[Confirm status of incorporation of lessons learned from the Fukushima Daiichi Accident]
・10+ years have passed since the accident and incorporation of the lessons learned will be confirmed
through checking documentation instead of in-field review○Develop leadership as owner of self-regulation
・President&CEO visiting new CEOs/CNOs (Total: 5 persons), holding CEO trainings, etc.
○Direct dialogue with stations by JANSI executives
・Conducted interview between SVP and the newly appointed Station Managers (Total: 8 persons), in
conjunction with the Joint Assessment, conducted visits or web interviews (17 places)○Communication to the front-line workers via various contents
・Published JANSI ACTIVITIES (6 times)○Help utilities in emergency by issuing significance notice・Participated in the training in cooperation with the utility (Kyushu Electric Genkai NPP) and WANO-TC(There was no dispatch of the liaison staff this time)(14) Incorporate
Fukushima Daiichi
Accident lessons
learned(15) Foster
ownership of selfregulation among
utility leaders
through dialogues(16) Support theutilities by providing
documents ofsignificance in thetime of emergency

11

1-1. FY2022 Activity Status (Main Actions：11/11)
Ten-Year Strategy
Main Actions

FY2022 Activity Status(Items with ● are related to Highly Focused Activity)(17) Secure medium
and long-term
human resourcesand develop training
program○Securement of mid- to long-term human resources
・Held Staffing Planning Meeting (3 times) and requested the dispatch of personnel to operators○Adequate allocation of staff
・Systematized the reflection of competence evaluation results in the treatment○Employees capability development (Implemented various training: 5th Year Training, trainings for newly
assigned employees, GL Training, Manager Training, maintaining conscience of Fukushima Daiichi accident training,e-learning communication training)○Knowledge sharing within JANSI using knowledge management
・Updated the KM-BOX system, KM newsletters (five posts), conducted KM seminar, etc.
○Dialogue with a small number of staffs (11 times, 47 people), sent message from the President&CEO (for every
dialogue)○Survey on employees awareness (preparation for the next round of survey in FY2023)(18) Raise awarenessas self-regulatoryorganization by the
executives(19) Strengthen
cooperation withstakeholders to
exercise synergy
effect of nuclear
safety(20) Build
cooperative
relationships with
WANO, INPO andother externalorganizations○Increasing collaboration with NRA to demonstrate synergy effect in pursuing nuclear safety (Top-level dialogue,
NRA Regular Information Exchange Meeting, Opinion Exchange Meeting on Inspection System)○Continued promotional activities for ANRE (METI) and other important stakeholders (Response to the nuclear
energy subcommittee organized by METI, Domestic Advisory Committee, information dissemination, etc.)○Enhanced collaboration with AENA and NRRC (ATENA: Collaborative Coordination Meeting, NRRC: TechnicalCooperation Meeting)○Shared activities with utilities (Activity Plan Review Meeting, etc.)○Public Acceptance (Dissemination through Annual Conference, enhanced content of the website)○WANO-related (World Governing Board Meeting, TC Board Meeting, WIO Conference, WANO Biennial General
Meeting participation, etc.)○INPO-related (Held US-Japan CNO Leadership Meeting, support for training when the US newly-appointed CNO
visited Japan)○Electricity of France (EDF) related (extended cooperation agreement, held information exchange meeting)○International organizations related such as IAEA, OECD/NEA, etc. (activity status of JANSI was introduced tovisitors)
12○International Advisory Committee related (annual meeting and follow-up afterwards)

1-2. FY2022 Activity Status (Technology Basis: 1/2)
Technology Basis

FY2022 Activity Status(A) Support withmaking the most offoundational
technical
information○Core internals inspection and evaluation guidelines
・Core internal inspection and evaluation guideline Review Meeting was held to consider thedevelopment of core internal guidelines○Maintaining academies’ codes and standards
・Support for maintaining codes and standards, participation in formulation meetings, continuous
research and analysis of new knowledge○Smooth transition of work to FEPC・Implemented a smooth transition of work to the FEPC and provided advice to the responsible utility○Development of industry-common maintenance technical basis and dissemination of it
・Held Technology Basis Meetings, and supported recognizing issues/improvement activities○Support for the revision of Maintenance Management Regulations (JEAC4209 rules)(B) Development ofmaintenancetechnology basis〇Codes and standards, maintenance skill certification tasks (transferred to external organization from April 2022)


Codes and standards activity①Promptly incorporate domestic and foreign technical findings and research outcomes in the codes/standards and guidelines ofacademic societies.
②Target areas are: plant design/construction, plant operation/maintenance, reactor decommissioning, radioactive wastes, etc.
③Cumulative results up to FY2016 are 673 cases of involvement/participation in standards and 381 cases of draft proposal on standards.

 Maintenance skill certification tasks①In the maintenance skill certification system (built voluntarily by electric utility companies) that certifies qualifications for workers
engaged in maintenance work at NPPs according to nation-wide common standards, carry out certification tasks as a neutral institution
at the request of electric utility companies.
②The cumulative number of certifications up to FY2021 is 6,595.
All tasks are to be taken into consideration for transfer to other organizations in the 10-Year Strategy, and as a result of discussions andcoordination with the FEPC, from April 2022, standards related tasks were transferred to the FEPC and certification related tasks weretransferred to the JAPEIC.

13

1-2. FY2022 Activity Status (Technology Basis: 2/2)
Technology Basis

FY2022 Activity Status(C) Support for
Nuclear Safety
Management System(SMS)○SMS (ex-QMS) issues study meeting (including CAP activity improvement)○Support through Internal Audit Review Meeting, Human Factor (HF) Review Meeting(Including HF Experts Meeting)○Training for Human Performance Improvement (HPI), Quality Assurance ability improvement (HPI
Basic/Applied/Specialized Training (including RCA method), QA New Manager Training)○Industry-wide education of HPI (creation of enlightenment posters on safety: 3 cases)○Reliable implementation of manufacturer PR(Japan Atomic Energy Agency Oarai Research and Development Institute (JAEA), Mitsubishi Nuclear Fuel (MNF),
and Japan Nuclear Fuel Development (NFD))○Implementation of examinations (4 times a year)○Hands-on training in operating plants (Long-term dispatch: continued. Short-term dispatch: restarted for 5 BWR
plants from January)○Enhanced service for accreditation (realized the method for developing and maintaining BWR standard
Knowledge Skills Attitudes (KSA) catalog, examples of comprehension check questions linked to the standard KSA
catalog were provided to BWR utilities)(D) Manufacturers
support(E) Operation
Supervisors
Certification tasks

141-3. FY2022 Activity Status (Other)
1. Status of FY2022 activities pertaining to the foundation oforganizational management(1) Promotion of business continuity activities corresponding to COVID-19(2) Implementation of self-assessment(3) Implementation of internal audit

2. Meeting status related to the Articles of Incorporation(1) General Meeting of Members
1 time(2) Board Meeting
5 times(3) Associate Special Member Representative Meeting
1 time(4) Domestic Advisory Committee Meeting
2 times(5) International Advisory Committee Meeting
1 time15

2. Corporate Overview(1) Change of members
Number ofmembers

March 31, 2022

Increase/Decrease

March 31, 2023

129 companies

No increase or
decrease due toadmission andwithdrawal frommembership

129 companies

March 31, 2022

Increase/Decrease

March 31, 2023

178

Increase of 4

182(2) Staff
Number of staff (*)(*) : including Directors (full-time), Executive Officers

16

(Ref.1) Holding of JANSI Annual Conference
JANSI holds the “JANSI Annual Conference” to report on the results of its activities, and to receive opinions fromdomestic/overseas nuclear community in order to make future activities more effective.
(Special feature article (second page spread) was published in Denki Shimbun)
Track Record of the Past 3 Years
Event Date

2021.3.17

2022.3.23

2023.3.15

Number ofParticipants

Approx. 600 (Held Online)

Approx. 600 (Held Online)

Approx. 500 (Held at the Venue and Online)

Panel
Discussion

Establishment and Progress of
Voluntary Continuous Safety
Improvement Initiative(Chairman) Professor Akira YAMAGUCHI,
Nuclear Professional School, School ofEngineering, The University of Tokyo
Fumihito OGATA: Executive Vice President,West Japan Railway Company
Jeffrey B. Archie: Former CNO, South
Carolina Electric & Gas Company (SCE&G)
Yutaka FUJII: President & Director,
Hokkaido Electric Power Company
Kazuhiro IKEBE, President & CEO, Kyushu
Electric Power Company
Hiromi YAMAZAKI: President & CEO, JANSI

Enhancement of Resilience in Nuclear
Safety - New Perspective for Plant
Operation

Chairperson: Ms. Kyoko Oba (Deputy Chief Engineer,
Japan Atomic Energy Agency (JAEA) / Associate Professor,
Nagaoka University of Technology)
Dr. Erik Hollnagel (Professor Emeritus, Linköping
University / Ecole des Mines de Paris / the University ofSouthern Denmark)Mr. Jacques Regaldo (Senior Vice President, EDF / Former
Chairman of the WANO)
Dr. Kazue Nakajima (Executive Director, Japan
Organization of Occupational Health and Safety /Professor, Osaka University Faculty of Medicine)
Mr. Keisuke Nagai (Director and President, Shikoku
Electric Power Company)
Hiromi Yamazaki (President & CEO, JANSI)

Expectations, Prospects, etc. of Future
Activities
Chairperson: Ms. Yukari Yamashita (Managing Director of
the Institute of Energy Economics, Japan)
Mr. Robert E. Schuetz (CEO, Energy Northwest)
Dr. Akira Yamaguchi (Director, Nuclear Safety Research
Association / Professor emeritus, University of Tokyo)
Mr. Victor M. McCree (Owner & Principal Operating
Officer, NucLeader Consulting, LLC /Former Executive Director for Operations for the NRC)
Mr. Nozomu Mori (Representative Executive Officer &President, Kansai Electric Power Company)
William Edward Webster Jr. (Chairman, JANSI)
Hiromi Yamazaki (President & CEO, JANSI)(Posted on public website) Annual Conference overview, answers to opinions and questions (Japanese, English)(Posted on member website) In addition to the above, handouts and video of the conference, special feature article in the Denki Shimbun

17

(Ref.2) Examples of dissemination to each managementlevel of utilities using various types of content
Issuance of “JANSI ACTIVITIES” (6 times/year)"JANSI ACTIVITIES" is issued for the purpose of assisting special
members in understanding the status of JANSI activities as a whole.
(Posted on member website)

Issuance of “JANSI Annual Report”(Posted on public website) Japanese ver., English ver.
(Posted on member website)18