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FY2021 Business Plan

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety InstituteFundamental Measure of JANSI Activities

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1. JANSI’s Mission
Pursue the World's Highest Level of Safety in Japan's Nuclear Power Industry(~Untiring Pursuit of Highest Standards of Excellence~)
2. Initiative to accomplish JANSI’s mission(1) JANSI cooperates with internal/external institutions as self-regulatory organization that is independent from theutilities. JANSI objectively evaluates the utilities’ safety improvement activities and recommends/proposes
improvement measures.
(2) JANSI enhances individual’s competencies to provide guidance to the utilities and drive them forward.
(3) JANSI established “Ideal of JANSI and the industry to accomplish self-regulation,” and has been implementing joint
self-assessment with the utilities.
(4) JANSI establishes the cycle of Excellence Setup, Assessment and Support and drives nuclear safety improvement
comprehensively.
(5) In order to embody the idea that "the industry and JANSI will share the path that JANSI should take throughout theindustry, and all parties will work together to realize it," the "JANSI-10-Year Strategy" was established.
3. System that ensures to proceed Business Activity(1) Follow-up of Ten-Year Strategy(2) Joint self-assessment and reflect the result to the next fiscal year plan(3) Oversight by CEO and CNO (the Board of Directors Meeting, CNO Meeting)(4) Recommendation by Associate Special Members (Associate Special Members Representative Meeting)(5) Audit by Auditors (External Audit)
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety InstituteFY2021 Activity Policy

3[Understanding of Business Plan Establishment]○JANSI will have a bird's-eye view of the industry, work as an entire industry with the cooperation of utility that are
advancing on common issues, and individually support utilities that are not working on it.
○Promote activities based on the 10-Year Strategy established together with the utility.
○Improve the effectiveness of activities at the Board Meeting and CNO Meeting while receiving oversight.
○It will be continued to consider improving the efficiency of individual activities under JANSI's governance.
○When considering, utilize the “Activity Plan Review Meeting,” etc., and proceed while communicating sufficientlywith the utility. (Consider changes in the environment surrounding the industry.)[Highly Focused Activities]○Based on the environmental changes in FY2020, the effectiveness and progress of activities, etc., the Highly FocusedActivities in the FY2021 Business Plan will be set as follows.
FY2021 Highly Focused Activities

Theme

Effective/efficient implementation of PR,
cooperation with WANO(Continued)

・Ensure to conduct PR
・Reviewer training/skill improvement
・Task activities for WANO equivalency

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Monitoring power plant performance on aregular basis (continued)

・Steady implementation of PM-FS (overall system, system design study)
Phase II
-Domestic power plant investigation, integrated system requirement review,
cost/personnel examination, etc.
-Consideration of cooperation with WANO E-PM

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Provide the support for reprocessing
facility (continued)

・Support for preparatory activities for the completion of reprocessing facility,
based on the concrete examination of support activities

4Utility support to improve power plantperformance・Full-scale implementation of risk sensitivity improvement training
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～(selectactivities to implement in FY2021)
一般社団法人 原子力安全推進協会

1Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

Japan Nuclear Safety InstituteFY2021 Business Plan pertaining to Main Action （１）4

10-Year Strategy
Main Action

FY2021 Business Plan(“●” in the table indicates FY2021 Highly Focused Activities)

Note(1) Continuously
improve andconduct effective
and efficient peer
reviews● Reliable implementation of power plant peer reviews (Ohi, Genkai, Takahama, Mihama,Higashidori (pre-observation), Tomari (pre- observation))● Effective and efficient implementation of peer reviews (reviewer training/capacityimprovement)● Cooperation with WANO (equivalency examination support, task activities)● Implementation of FS for the construction of continuous monitoring

Corresponding
based on
"WITH Corona
PR
Implementation Policy"(2) Strengthen thesupport for theutilities to solvecommon important
issues〇 Support for solving important issues extracted by peer reviews, etc.
〇 Hold a plant performance review meeting (PPRM) and report the results to the Board
Meeting, etc.
○ JANSI as a whole will provide necessary support through SR and TCP as a contact point for
improvement measures to improve safety implemented by power plants in response toitems requiring improvement.
○ Update and dissemination activities of Excellence Guidelines (Ex-GL)(3) Provide supportfor autonomous
safety activityprograms○ Support for the construction and operation of basic programs (CAP, CM, common
voluntary PI) of utilities (update of GL based on benchmarking, development of GL throughseminars, support for establishment of each program)● Support for improving risk sensitivity of power plant staff (plan on-site training at thedesired power plant once every two months)(4) Provide support
for restarting plants○ Implement support such as exchanging opinions with preceding plants in cooperation
with WANO(5)Support for thereprocessing plant● Support for preparatory activities for reprocessing plant completion(6) Strengthen● FS for PM, Cont. M construction
continuous
・ Steady implementation of PM-FS Phase II
monitoringof plant
・ Domestic power plant survey, integrated system requirement
examination, cost/personnel
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
一般社団法人 原子力安全推進協会
performance
examination, etc.
Japan Nuclear Safety InstituteCopyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

Reflect
improvementsfrom trialresults

FY2021 Business Plan pertaining to Main Action （2）10-Year Strategy
Main Action

FY2021 Business PlanNote(7) Upgrade OE analysis workand actively provide
information〇 Collect and analyze domestic/foreign OE information and send documents according toimportance to utilities〇 Strengthening OE information sharing (expansion of NICS registration function and its"continuation“)〇 Strengthening the utilization of OE information (deepening analysis methods)〇 Enhancement of OE information processing (examination of expansion of OE-PI index)(8) Upgrade and conduct ofsafety culture diagnosis method〇 Implementation of safety culture diagnosis (6 locations: utility 5, manufacturer 1)〇 Support for safety culture fostering and improvement activities in utilities〇 Implementation of safety culture evaluation based on PR results(9) Summarize safety
improvement tasks and enrich
RM support〇 RM system maintenance support (individual support of each company, RM review trial)〇Development of evaluation method for safety improvement measures (Defense in depth
level 1-3, interim summary of external event review)〇Development of evaluation infrastructure for safety improvement measures(collection/sharing of new knowledge, consideration of DB reconstruction)(10) Strengthen oversightfeature such as corporate head
offices〇 Support for improving the effectiveness of oversight of utilities(Consideration of implementation of risk management review and safety culture diagnosis
including corporate office, dispatching reviewers (as appropriate) to WANO-TC corporate
office PR)(11) Enhance the awareness ofself-regulatory by having
discussion among executives of
the utilities〇Understanding activities for corporate office management and power plant executives
・ Training of leadership as a subject of self-regulation(President & CEO’s visit to the new CEO/CNO, CEO training, etc.)
・ Direct dialogue with the power plant by JANSI executives
・ Dissemination to the power plant workers using various contents, etc.

(12)Continuously improve and〇 Implementation and enhancement of power plant comprehensive evaluation (Operationconduct Integrated Assessment of power plant comprehensive evaluation, operation of power plant awards, preparation of
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
一般社団法人 原子力安全推進協会
for nuclear stations
past PI data)
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

5Japan Nuclear Safety Institute

Addedinterview
atcorporate
officeFY2021 Business Plan pertaining to Main Action （3）10-Year Strategy
Main Action

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FY2021 Business PlanNote(13) Implement
leadership training for
emergency response
improvement andemergency training〇Leadership training(CEO, CNO, senior manager, power plant manager, map exercise, chief engineer of reactor, shiftmanager/deputy manager, implementation of crisis management training, continuous improvementof training program, extraction of new needs, etc.)〇Support for nuclear disaster drills(Enhancement of training guidelines, development of activities based on the Nuclear Emergency
Preparedness Drill Review Committee)

Effective
trainingthat
combines
onlinetraining
and group
training(14) Educate operators
about systematic
approach to training (SAT)〇 Practical training, implementation of power plant caravan(Implemented on a power plant basis at the request of the power plant)〇Promotion of e-learning attendance(15) Incorporate
Fukushima Daiichi lessons
learned〇 Utilization of maintaining conscience video teaching materials, provision of teaching materials toutilities〇 Confirmation of reflection of lessons learned from the Fukushima accident(16) Support the utilities
by providing significant
event notice in the timeof emergency〇Utilities support during an emergency
・Participate in training of utility and WANO (including dispatch of liaison)・Prepare documents for constant equipment at JANSI in order to send alert documents andimportance documents in a timely manner.

(17)Secure medium/longterm human resourcesand development
program〇Long-term human resources securing program(Steady human resource request through Staffing Planning Meeting, introduction of competency
evaluation utilizing skill sets, recruitment (new graduates, mid-career))〇 Human resources development program(Implementation of competency management, implementation of staff education, promotion ofknowledge management (KM))(18)Establish the〇Dialogue with a small number of people
awareness as self(Dialogue activities with the top (President & CEO), sending of the President & CEO's message)
regulatory organization by 〇 Awareness survey of employees
the executives(Followed-up on the execution status that will lead to improvement of awareness based on the
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
results of the survey conducted in FY2020. The next awareness一般社団法人
survey will be原子力安全推進協会
conducted in FY2023,
Japan Nuclear Safety InstituteCopyright © 2020 by Japan Nuclear
SafetyInstitute.
threeyearslater)All Rights Reserved.

Takemeasures
to secure
mid-career
employees

FY2021 Business Plan pertaining to Main Action （4）10-Year StrategyMain Action

FY2021 Business PlanNote(19) Strengthen
the cooperation
with NRA toexercise synergy
effect of nuclear
safety〇 Continued communication with NRA(20)Buildcooperative
relationships withWANO, INPO andother externalorganizations〇 Develop a framework for international cooperation, support the efforts of utilities
and each department, evaluate the effectiveness, and lead to improvement.
(Corresponding to international organizations such as WANO, INPO, EDF, IAEA andOECD/NEA, and International Advisory Committee)

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

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一般社団法人 原子力安全推進協会
Japan Nuclear Safety InstituteFY2021 Business Plan pertaining to technology basis
Technology basis

FY2021 Business Plan(A) Autonomous
guideline
development support〇Core internals inspection and evaluation Guideline (GL) 〇EQ management GL〇Analysis capacity improvement GL 〇Sharing information on international trendof electrical instrumentation(B)Development ofmaintenancetechnology basis〇Develop and share industry-common maintenance technology database(maintenance information library, database expansion, enhancement of on-siteengineer network, deterioration mechanism table, etc.)〇Identify station issues and support 〇Support maintenance rules revision(C)Organizational
effectiveness support(QMS)〇 QMS issues review group 〇 Internal audit review group〇 Training for QA activity improvement 〇 Support revision of JEAC4111〇 Support on demand through TCP or other channels(D)Organizationaleffectiveness support(Human performance)〇 HPI training (incl. RCA training) 〇 Feasibility of training to nurture experts〇 Safety awareness posters 〇 Provide HF analysis results to PR〇 Support on demand through TCP or other channels(E) Manufacturers〇 Manufacturer peer reviews (2 locations)(F) Operators
accreditation〇 Execution of examinations 〇 “Hot reactor” experiencing training〇 Accreditation work improvement(G) Maintenance Skill
Certification tasks〇Certification paper as requested by utilities 〇Transfer to other organization(In FY2021 the same tasks as in FY2020 will be implemented.)(H) Codes andstandards〇Contribution to selected academic committees of codes and standards〇Transfer to operators by FY20228Note

To beintegrated withOR support –RCA

(Reference 1/2) Organizational Reform
1. Objectives(1) Build a structure in line with the 10-year strategy and further promote collaboration
among departments under the clear executive responsibility of the General Manager tosteadily, effectively, and efficiently realize the future vision.
(2) Cascade top management policies down to the working level employees, enhance alignmentof activities, and demonstrate the overall strength of JANSI(3) Support the purpose of work-style reform and create a motivating and open work
environment
2. Concepts of Organizational Reform(1) Reorganize to align to the five categories of the10-Year Strategy and consolidate activities asappropriate(2) Flatten organization to encourage autonomy as well as ensure MEOs* support the President
regarding their area of responsibility, while participating in the Executive Management Meetingand being involved in the planning and decision-making of business strategies*MEO: Managing Executive Officers
3. Effective Date

July 1st, 2021
NB: This organizational reform was approved by the JANSI Board in May 2021.

910(Reference 2/2) New Organizational Structure*1: In charge of Planning, General Affairs, and Training & Accreditation Departments*2: In charge of Organizational Effectiveness and Safety Culture, Performance
Monitoring and Continuous Improvement, and Technical Support Departments

Chairman

New Organizational Structure

President &CEOSenior Vice President (Business Operation) *1
Senior Vice President (Evaluation & Assistance) *2

GM, Activities Evaluation Office

GM, Planning
Department

GM, General
Affairs
Department

Current Organizational Structure

GM, Training &Accreditation
Department

GM, Organizational
Effectiveness andSafety Culture
Department

GM, Performance
Monitoring andContinuous
Improvement
Department

GM, Peer Review
Planning
Department

GM, TechnicalSupportDepartment

ChairmanPresident & CEO
GM, Activities Evaluation Office

VP, Planning & Administration

VP, Safety System

VP, Evaluation & Assistance

GM, Planning
Department

GM, Safety Improvement
Department

GM, Plant Evaluation
Department

GM, General Affairs
Department

GM, Education &Accreditation Department

GM, Assistance Coordination
Department

GM, Plant Operation
Analysis Department

GM, TechnicalSupport Department