JANSIAnnual Report
2020
Japan Nuclear Safety Institute1

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Table of Contents

2

1～１３

Overview of JANSI

Ａ1～Ａ１１

Status of Main Activities

Ｂ1～Ｂ７

FY2020 Activity Status

Ｃ1～Ｃ５

References

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Overview of JANSI

3

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Current Status

１（１）Name： Japan Nuclear Safety Institute （JANSI）（２）Number of members： 129 （as of end of March 2021）（３）Number of personnel： 204 （as of end of March 2021）（４）Organization
Chairman(Reformed on 2021.7.1)

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

Activities Evaluation Office GM

Planning
Department GM

4

General Affairs
Department GM*1 In charge of Planning Dept., General Affairs Dept., and Education & Accreditation Dept.
*2 In charge of Organizational Effectiveness and Safety Culture Dept., Performance Monitoring
and Continuous Improvement Dept., Peer Review Planning Dept., and Engineering Support Dept.

Training &Accreditation
Department GM

Organizational
Effectiveness andSafety Culture
Department GM

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Performance
Monitoring andContinuous
Improvement
Department GM

Peer Review
Planning
Department GM

Technical Support
Department GM

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人History of JANSI Activities

２〇Established as a self-regulatory organization under the consensus of the industry “to prevent any events
similar to the TEPCO Fukushima Daiichi Nuclear Power Station accident" (2012.11)
・Modeled on INPO (Institute of Nuclear Power Operations) in the US nuclear industry
・Concluded "Coordination Principle" with the operators. Shared basic ideas such as information sharing
and ensuring independence
・Developed evaluation and support activities such as peer reviews with the mission: "Pursue the World's
Highest Level of Safety in the Japan’s Nuclear Power Industry (Untiring Pursuit of Highest Standards of
Excellence)“〇Formulated “Ideal which JANSI and Operators Strive for to Achieve Self-regulation,” and the operators and
JANSI deepened discussions, making continuous improvements toward its realization (June 2017)〇The Board of Directors is composed of the CEOs of the operators and the JNFL (June 2018)〇Developed a Ten-Year Strategy, and defined main actions to realize the visions (March 2019)5

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人３

Ideal State of Self-Regulation in the Nuclear Industry - Roles and Responsibilities【JANSI members （operators）】

Self-Regulation
UtilityD

UtilityA

UtilityB Individual and collective responsibility for safety of nuclear facilities
UtilityE

JANSI

UtilityC As a main actor of self-regulation, operators fulfill their responsibilities asa member of community and continue to make united efforts to improvesafetyUtility・・

Nuclear Industry(“Community” of JANSI member companies)

A member of the Industry, butmaintains independence6 Give authority and support to a self-regulatory organization to implement
the mission【JANSI(self-regulatory organization)】 Roles and responsibilities to assist self-regulation activities
effectively and efficiently
・Evaluate and monitor self-regulatory activities (Watchdog)
・Stimulate activities (Catalyst)
・Promote activities by showing the path forward (Facilitator)
・Be firm anchorage (Accountable Agent) Technical capacity that underpins the authority of self-regulation
 Appropriate relationship with the regulator

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人４

Establishment of "Ideal which JANSI and Operators Strive for to Achieve Self-regulation"〇In order to realize self-regulation, clarified requirements such as responsibilities
expected of the operators and JANSI, and set them as action targets whenplanning, implementing, and evaluating each activity.
〇Studied and established with the collaboration of the operators and JANSI
III. GovernanceI. Fundamental principles
III-1 Organization management
I-1 Nuclear Safety Focus
III-2 OversightI-2 Involvement of CEO, CNO
５つの原則III-3 Audit
I-3 Accountability of Operator
I-4 Accountability of JANSI
IV. Communication
I-5 Independence of JANSI
V. Securing and developing
II. Leadership
JANSI human resources
CEO: Chief Executive Officer
CNO: Chief Nuclear Officer

7

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人５

Structural Change of the Board of Directors〇At the time of establishment, from the viewpoint of ensuring independence, the Boardof Directors consisted of vice presidents of the electric power companies other than
the nuclear sector, vice presidents of manufacturers, and domestic experts.
The leadership of the CEOs of electric power companies and theircommitment to JANSI are essential to achieving self-regulation[Clarification of responsibilities as electric power companies, andenhancement of referral to JANSI]〇The Board of Directors is composed of the CEOs of electric power companies and JNFL, and invited Mr.
Webster, former INPO leader, as the Chairman.
✔Vice Presidents of manufacturers were reorganized as the Associate Special Member Representative
Meeting to discuss business operations and make recommendations to the Board of Directors and thePresident & CEO as necessary.
✔Domestic experts were reorganized as the Domestic Advisory Committee to exchange opinions with the
top management.
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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人JANSI’s Role in the Nuclear Industry

６

Common Goal: Improving Nuclear Safety

NRA

Aim to build a relationship in which
self-regulatory activities and regulatory
activities generate synergistic effects

Regulation

NuclearOperators

JANSI

Dialogue as therepresentatives ofindustry

ATENA

Request theAtomic Energy Association
adoption ofsafety measures

Evaluation/Support/Training

Interactive communication

Pursue the World’s Highest Level of Safety

General Public
Mutual cooperation including the NRRC, etc.
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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人７

Relationship with the NRA and Industrial Organizations
Relationship with the NRA
 Although self-regulatory activities and national regulatory activities are independent fromeach other, they aim to build a relationship that generates synergistic effects.
・Information sharing on operating experience information (OE information) is underway
・Careful discussions are being held on the mechanism for sharing information with the NRA including
the peer review reports, while considering the business environment.

Relationship with Industrial Organizations
 Mutual cooperation with ATENA, NRRC, etc.
・Concluded technical cooperation agreements with ATENA and NRRC, and have implemented:
attendance at each other’s conferences, information sharing, mutual business support, collaboration
to solve important issues in the industry, etc.
・Information has been shared with other organizations such as Japan Atomic Industrial Forum andJapan Electrical Manufacturers’ Association as appropriate.
10

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人８

Relationship with INPO and WANO

Relationship with INPO (Institute of Nuclear Power Operations) As self-regulatory organizations with the same vision of "pursuing the highest level of
performance," INPO and JANSI mutually cooperates on behalf of the operators of the US and Japanon the issues of improving safety of nuclear power plants.
・Benchmarking visit to US power plants
・Exchange of opinions between the US and Japanese nuclear industries
regarding the reflection of Fukushima Daiichi lessons learned

Reprinted from the INPO website.
The word "EXCELLENCE" remains unfinished.
It is a symbol of "The road to improvement never ends."

Relationship with WANO (World Association of Nuclear Operators)
 Although WANO and JANSI are independent organizations, they cooperate with each other to improve
the safety of nuclear power plants by taking advantage of their respective characteristics. JANSI closelycooperates with WANO Tokyo Center.
 JANSI strives to grasp and pursue international standards for world’s excellence and evaluation/support
methods.
・From JANSI: Dispatch reviewers to WANO peer reviews, provide PI information of domestic operators, etc.
11

Pursue the world’s highest level of safety
・From WANO: Dispatch
overseas
reviewers,etc.
～ Untiring Pursuit ofpeer
the Highest
Standardsof Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Cycle of JANSI Activities

９
Define the latest standards of
excellence apply it in the cycle ofsetting up excellence standards,
evaluating to these standards andsupporting the operators in an
effective and timely manner

Clarification of Excellence (Guidelines)

Excellence Setup

Set excellenceand promote
understanding

No end to improvement (excellence)
Identify
areas forimprovement

Station performance (→high level)

Goal (objective)
Area forimprovement

Area forimprovement

Compliance withprocedures

Nonconformance
management Design management

NuclearOperators

ProposalsRequestEvaluation

Peer Pressure
through
Integrated Plant Assessment

Support forresolving issues,
emergency drills andhuman development

Reviews

Activities (work) of power station

12

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Support

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人１０“Behavior” of JANSI Top Leaders that drives the operators

Based on the reflection on the Fukushima Daiichi accident, JANSI drives the operator activities and pursue
world’s excellence beyond the regulatory framework.
For this reason, JANSI top executives directly informs the CEOs of the operators about the areas for
improvement and encourages improvement.

【Peer Reviews】
 Directly present peer review results (areas for improvement, etc.) to the operator CEOs

(Regarding common issues, the content will be shared at the CEO session (a place for exchanging opinions exclusively forthe operator CEOs, hosted by JANSI))【Safety Culture】
 Directly present the safety culture diagnosis results to the operator CEOs
【Power Plant Integrated Assessment】
 Present the integrated assessment results (5-grade evaluation) at the CEO session (Peer pressure)【Recommendation for safety improvement measures】
 Directly present the consideration of safety improvement measures to the operator CEOs
【CEO session, CEO training, Dialogue】
 Direct exchange of opinions
operator
CEOs toward the realizationof原子力安全推進協会
self-regulation
一般社団法人Pursue thewith
world’s thehighestlevel of safety
13～ Untiring Pursuit of the Highest Standards of Excellence ～Japan Nuclear Safety Institute１１Handling of Information on Peer Reviews, etc.

• In order for peer reviews, safety culture diagnosis, and various support
activities to be continuously effective, it is important to maintain asound environment surrounding these activities.
• Frank dialogue with the operators is indispensable forobserving/evaluating the operator performance, and its content ismaintained on the premise that it is kept private and used productively.

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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人12-1

Development of Ten-Year Strategy (1/3)

〇Purpose of Development①Study possible environmental changes in the next ten years, identify the end state theindustry and JANSI should achieve.
②Clarify how individual activities and initiatives of JANSI relate to the desired end state,
reorganize importance of each item, reach agreement in the Institute and share it.
JANSI closely collaborated with operators in the process of strategy
development by seeking advice of experts in Japan and overseas.

〇Formulation of Ten-Year Strategy (Approved by JANSI Board of Directors in March 2019)✔During the target period of FY2019-FY2028, with this strategy as a guide, JANSI will
work hard with the operators to accomplish the desired end state.
✔Since this is a long-term strategy, effectiveness of the activities and businessenvironment changes will be regularly evaluated and the strategy will be updated asnecessary.
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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人12-2

Development of Ten-Year Strategy (2/3)

〇Setting the Desired End State✔The Industry：The industry continuously improves by the initiativesof voluntary safety improvement by operators.
✔JANSI ：JANSI drives initiatives for voluntary safety improvement
as the self-regulatory organization in nuclear industry.
✔Embodies the future image of the industry and JANSI〇Main Actions to realize the Desired End State✔Critical Success Factors (CSFs) for the industry and JANSI are established to
improve plant performance over the next ten years.
✔Based on the CSFs, orientation of JANSI activities is determined (5 categories).
✔Associated actions are determined (20 actions).
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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Development of Ten-Year Strategy (3/3)

12-3Action Category

Orientation of Activities

Effective and Efficient Peer
Reviews

・Conduct peer reviews considering Japanese culture or systems in addition to international standards.
Also, with strengthening the collaborative relationship, JANSI and WANO conduct alternate peer reviews
every two years.

Continuous Monitoring andTimely Information Sharing on
Plant Performance, Enhancementof Supports

・Initiate continuous monitoring of plant performance through performance indicators (PI), and reflect itin evaluation and support activities.
・Upon collecting/analyzing operating experience (OE) information, the analysis is shared with theoperators by the timely information sharing method.
・ Find important issues common to the industry (including restart assistance and JNFL support) andindividual weaknesses, driving initiatives for improvement as a nuclear industry.
・Bring out the commitment of the top management of the operators and prompt peer pressure.

Evaluation and Support for both
corporate office and stations

・Evaluate utilities’ efforts both in corporate office and stations from organizational culture, safety
culture and risk management points of view to provide necessary support.

Maintain and improve technicalcapability of operators

・Support raising awareness and increasing knowledge and skills of operators by planning/implementing
trainings, etc.
・Support Fukushima Daiichi lessons learned to be incorporated and regularly refreshed.

Strengthen foundation of selfregulatory organization: Roles,
mindset and technical capability

・Strengthen the role, mindset and technical skills required for the self-regulatory organization.
・Build a relationship of trust and respect with the utilities, NRA and other external organizations.

17

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人１３

JANSI’s Determination• “Pursuit of excellence” is to continue the “journey.”• JANSI clarifies the “course,” and firmly takes the “helm.”

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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of
Main Activities

19

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

Ａ１〇Peer Review
 Conducted 21 times since the founding of JANSI (2012)<The Role of JANSI Peer Review>• Evaluate the safety improvement activities of the operators• Create a mechanism for the top management of theoperators to commit to improvement through peer reviews<Desired End States>

Peer Review Track Record of the Past 3 Years
FY2018FY2019

Ikata
Kashiwazaki Kariwa (5-7)
Sendai
TsurugaKashiwazaki Kariwa (1-4)
Shika
Ohi
Hamaoka•Based on the premise that there is a feeling of trust
between the power plant (interview content, reports, andother information will not be disclosed)•Conduct “quality peer reviews” that will lead to
improvements in power plants•Continuous involvement through “evaluation and support”•Ensure “independence”•Seek “highest excellence” for JANSI itself too

FY2020
Ikata
Tokai Daini(Partially postponed due
to COVID-19 pandemic)

Team Meeting

Pursue the World’s Highest Level of Safety and Reliability

20

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

Ａ２〇Support for improving power plant performance Currently conducting a Feasibility Study (FS) of a mechanism to constantly grasp power plant performance Power Plant Integrated Assessment has been conducted from FY2016
・Conduct evaluations based on the results of the previous FY, and share information in the CEO session
・Power Plant Special Awards were given (to 3 plants in 2018, to 1 plant in 2019) For the identified issues, support power plants through seminars on improvement measures, benchmarking
visits, training, Senior Representative (SR) visits, and Technical Contact Point (TCP) for each specialized field.
 Currently developing activities to present excellence to the operators by organizing the concept of programs
that are the basis of voluntary safety improvement activities such as Corrective Action Program (CAP),
Configuration Management (CM), and Risk Management (RM).

〇Restart Assistance, etc.
 Exchange opinions with the preceding restarting plants, and provide
support such as walk-downs by utility experts as appropriate.
 Pre-completion support for the JNFL reprocessing plant is ongoing【Power Plant Special Awards (All CEOs attended)】21

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

Ａ３〇Utilization of Operating Experience Information (OE) Collect and analyze domestic and overseas OE information, and present measures etc. to the operators as necessary Domestic OE information is registered in the public database (NUCIA), and if necessary, roll out will be required.
Domestic Information

Overseas Information
INPO

NRC

IAEA

WANO

Collect OE Information

NUCIA

Press
Releases
NRC: Nuclear Regulatory Commission
IAEA: International Atomic Energy Agency
NUCIA: Nuclear Information Archives

Overseas: Approx. 47,000 cases
Domestic: Approx. 4,000 cases

Screening (Extracting important info)
Examine the concept of roll out andcountermeasures
Issue recommendation documents, etc.
to the operators
Since the founding of JANSI, 20 Documents of Significance, etc. and 10 Documents of Warning have been sent.

22

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

Ａ４〇Safety Culture Diagnosis
 On-Site Diagnosis: Based on the results of a questionnaire survey every 3 years, it is conducted every 3 to 4 years for
power plants, major plant manufacturers, and fuel processing manufacturers(Able to hear opinions of the on-site staffs, and grasp the potential problems)
The interview has been expanded to the corporate offices from FY2020
 Questionnaire Survey of Safety Culture: Conducted as a fixed-point observation every 3 years for Special Members
and Associate Special Members【On-Site Diagnosis】
On-site diagnosis observes and analyzes the target
organization from multiple perspectives of organizational
culture, and gives a diagnosis on how they are involved inmaintaining and improving performance including safety, froman independent and objective standpoint.
Its purpose is to provide an opportunity for the target
organization itself to recognize its own situation in relation tosafety more correctly, and to improve its learning ability as anorganization pursuing excellence in safety.
23

On-Site Diagnosis Track Record of the Past 3 Years
FY2018FY2019FY2020

Nuclear Power Plants
JNFL

Fukushima
Daini,
Takahama,
Shimane,Genkai, Oma

Tokai/Tokai Daini,
Tsuruga,
Hamaoka, Tomari,
Ikata,
Kashiwazaki Kariwa, Sendai
JNFL

Plant manufacturers
Fuel manufacturers

Toshiba

Mitsubishi Heavy
Industries

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Hitachi-GE
Nuclear
EnergyStatus of Main Activities

Ａ５【Safety Culture Surveys】① Areas are able to beclarified that organizations
should prioritize.
② The focus of field diagnoses
can be narrowed down.
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5

4

3

2

1
1st
2nd
3rd
4th
5th
6th
1st
2nd
3rd
4th
5th
6th
1st
2nd
3rd
4th
5th
6th
1st
2nd
3rd
4th
5th
6th
1st
2nd
3rd
4th
5th
6th
1st
2nd
3rd
4th
5th
6th
1st
2nd
3rd
4th
5th
6th
1st
2nd
3rd
4th
5th
6th

RatingTrends can be ascertainedStatistical analysis allows
comparisons to be made of
the relative position of eachmember within themembership as well as
between divisions within
members’ businessestablishments
Hierarchical analyses can be
madeFactor Rating Trends
原子力発電所全体の評定トレンド(PowerStation Average)

Organization's
safety stanceDirectsupervisor's
stancePromotingawareness ofsafety inworkplace

1st survey: FY2002-2004
4th survey: FY2012

Activities
promoting safety
consideration

Morals

2nd survey: FY2006
5th survey: FY2015

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Feeling of
fellowship

Communication&
understanding

3rd survey: FY2009
6th survey: FY2018

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Mental healthStatus of Main Activities

Ａ６〇Support for establishing a risk management (RM) structure In order for the operators to practice risk management and continuously improve safety, carry out
support activities such as reviews including the corporate office.
【Risk Management Process】
Risk
Identification
Risk Analysis/
Evaluation
Risk minimization/
mitigation
Implementation of
Risk Management
Strategy
Lessons learned
and Reflections

25

・In order to reduce risks, it isnecessary to drive the processof covering and managing all
risks from corporate risk to
occupational safety risk.
・In daily operations
management, risk extraction
and risk reduction activities
centered on CAP are also
necessary to improve theeffectiveness of risk
management.

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～【JANSI’s Support Activities】
 Disseminate recommendations to all operator
CEOs regarding the establishment of a safetyassurance structure that takes into accountthe nuclear safety related risks
 Establish RM Excellence Guideline
・Investigate/reflect good overseas initiatives
 Confirm the initiatives of the operators
・Support individually for on-site penetration
 Share specific initiatives in other domestic
industries with the operators
 Implementation of risk sensitivity
improvement training

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

Ａ７〇Safety improvement measures evaluation, recommendation and support

Pursue world’s excellence by investigating/collecting the latest findings of the world, and evaluate/support safety improvement measures of each operator.
 Evaluation of safety improvement measures (applying methods different from those of the operators and NRA)
 Recommendation concerning Safety Improvement Measures (6 SA (Severe Accident) measures, 1 Defense in Depth level 1-3 recommendation havebeen issued)
 Support/review related to safety improvement measures (evaluation of the latest findings/follow-up on utilities response)【Evaluation of safety improvement measures for SA (severe accident) measures】
Development of Evaluation Method◆Adoption of IAEA SRS-46 "Assessment of Defense in Depth for Nuclear Power Plants"(1) Independence, (2) Uniqueness, (3) Originality, (4) (Exclusion of) Self-righteousness
Examination of plant-common issues
Extract issues to be examined for
improving safety in light of goodpractices and new findings in Japanand overseas

Issuance of recommendations
From the agendas, issue 6 SA
measures as recommendations

26

Evaluation of domestic plants

Quantitative evaluation of the degree of safety
improvement using a deterministic methodImprovement of safety measures before and after
compliance with new regulatory requirements
Identify areas for improvement of safety measures
Standard comparable to overseas plants’
Organize differences between plants

Evaluation of all utilities■PWR: 13 units 7 power plants●BWR: 7 units 6 power plants(One more BWR unit will be evaluated in the future)

Future activities
 By FY2022, evaluate Defense in Depth level 1-3 and measuresagainst external events, and give an overall summary Operators support activities such as new findings surveys,
effectiveness evaluations, and seminar & lectures held by JANSI
will be continued in the future

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Comparison example of sufficiency evaluation between
domestic PWR plant A and foreign plant B
原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

Ａ８〇Leadership Training

CEO: Chief Executive Officer
CNO: Chief Nuclear Officer

 Conduct training for fostering awareness of making nuclear safety top priority and non-technical skills (leadership, communication, etc.)
 Provide 10 courses according to duty position for the management level employees including Shift Supervisors, Plant Directors,
CNO/CEO, etc.
Externalorganizations
Cooperation

 Conducted online in FY2020 due to the COVID-19 pandemic

Fire Dept.
Self Defense Forces
Aviation
Railway, etc.

・Lectures byexperts
・Utilization oftraining
facilities
・Know-how ofcurriculum
development

Crisis Management Training[Training Track Record (number of people) of the past 3 years]

27

FY2018FY2019FY2020266203（＊）

128（＊）* In FY2019/2020, a part of the training wascanceled due to the COVID-19 pandemic

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Online Implementation

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ａ９Status of Main Activities〇SAT Support [SAT: Systematic Approach to Training] Provide support for the operators’ efforts to secure the technical competence of the staffs through the development ofguidelines, training, caravans, etc.
 In FY2020, practical training and power plant caravan were implemented online for each power plant(6 utilities, 9 offices)〇Operation Supervisor Certification◇JANSI is designated as the qualifying institution fromthe nuclear operators, and carries out certificationconsistent with the Nuclear Power Plant Operation
Supervisor certification rules (JEAC4804) and the pass/failassessment rules of the nuclear operators (renewed every
3 years).
◇In FY2020, oral/written examinations and lectures were
held four times a year, and the certification results wereannounced.
(Conducted online in FY2020 due to the COVID-19
pandemic)
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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

Ａ１０〇Annual Conference

・JANSI holds the “JANSI Annual Conference” to report on the results of its activities, and to receive opinions from domestic/overseas
nuclear community in order to make future activities more effective.
Track Record of the Past 3 Years
Event Date

2019.3.13

2020.3.18 (Cancelled)2021.3.17

Number ofParticipants

Approx. 430-

Approx. 600 (Held Online)

Panel
Discussion

Strategy for Improving Organizational Management
Effectiveness and Promoting a Safety Culture ―Activities
and Future Outlook on Industry & JANSI―The event was cancelled in response to the
spread of COVID-19 infection and the "Basic
Policy for Countermeasures against COVID-19
Infections" announced by the government.
A tripartite talk was held on the Denki
Shimbun, related to the theme "improvementof risk sensitivity" scheduled for the day.

(Chairman) Kenichi Takano: Professor, Graduate School of System
Design and Management, Keio University
Yeonhee Hah: Head of the Division of Radiological Protection and
Human Aspects of Nuclear Safety, OECD NEA
Shinichi Inoue： President & Representative Director, Japan Aircraft
Pilot Association
Masahide Wakakura: Executive Director, NPO Japan Safety
Competency Center
Hiroya Harada: Representative Director& President, Tohoku ElectricPower Co., Inc.
Akira Ono: Managing Executive Officer, Tokyo Electric Power
Company Holdings, Inc.
Hiromi Yamazaki: President & CEO, JANSI(Tripartite Talk)
Risk Management from the perspective of
Hayabusa2 and Nuclear Power
Yuichi TSUDA: Hayabusa2 Project Leader,
Japan Aerospace Exploration Agency

Establishment and Progress of Voluntary Continuous
Safety Improvement Initiative(Chairman) Professor Akira YAMAGUCHI, Nuclear Professional
School, School of Engineering, 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

Professor Akira YAMAGUCHI: Nuclear
Professional School, School of Engineering,
The University of Tokyo
Hiromi YAMAZAKI: President & CEO, JANSI

29

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ａ１１

Status of Main Activities〇Response to the COVID-19 pandemic
・Manage both "COVID-19 infection prevention measures" and "ensuring the effectiveness of JANSI activities"
・Regarding peer reviews, while considering the importance of face-to-face communication, incorporate the advantages of theonline method, and taking into account the status of infection, promote the initiatives that make the best use of the both methods.
・For the leadership training and safety culture diagnosis, utilize the online method to achieve the same effect as conventional faceto-face training
・Promote process innovation utilizing the IT, etc. throughout the organization, and establish a foundation for switching to theremote work method

Main Operations

Overview of Initiatives

Peer Reviews

・Postponed peer reviews at two locations in the first half of FY2020
・Promoted measures such as remote interviews and small team formation by decentralization offunctions, and carried out improved peer reviews at two locations on and after October

Leadership Training

・Postponed/cancelled all trainings in the first half of FY2020
・Promoted digitalization support such as training design and review of teaching materials, andconducted training online on and after October

Safety Culture
Diagnosis

・Postponed on-site diagnosis of 2 offices in the first half of FY2020
・Promoted digitalization support such as examining the content of interviews, and conducted onsite diagnosis interviews at 4 offices remotely on and after October30

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人FY2020
Activity Status

31

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｂ1
Ten-Year Strategy
Main Actions(1) Effective and efficient
implementation of peer
reviews (PR)(2) Strengthen the
support for theoperators to resolve
shared important
issues(3) Provide support forautonomous safety
activity programs

32

FY2020 Activity Status (Main Actions:1/5)
FY2020 Activity Status(Items with ● are related to Highly Focused Activity)

Notes

WANO Equivalency Acquisition:●Implementation of power plant PR
Obtain certification that JANSI peer
review is equivalent to WANO peer
・ Ikata, Tokai Dainireview●Currently undergoing WANO equivalency assessments●Held Plant Performance Review Meeting 2 times●Support for resolving important issues identified in PR①Operations fundamental for shift-operators in accident response simulator training
・A small number of witnesses for team performance improvement training (2 times), training video
observation (2 times), for benchmarks, conducted a trial by live streaming on the Web (2 times).
FP: Fire Protection (One of areas of②Mitigation of fire risk
expertise of PR)
・Held “FP Review Meeting“ (5 times), "FP Seminar"③Support for performance improvement
MA. Maintenance (One of areas of・Support for improving on-site observation skill, Focused Self-Assessment support, etc.
expertise of PR)④Comprehensive support for SAT*：(Please refer to the Main Action (14))(*: Systematic Approach to Training)〇Support for issues related to maintenance (Established “MA Review Meeting,” held (2 times))○Continued regular contact and visit by Senior Representatives (SR)○Activity of Technical Contact Points (TCP)○ Updated Excellence Guideline (8GL)
QMS: Quality Management System●Support for constructing/operating fundamental programs of operators
CAP: Formal corrective action
・CAP：Held ”QMS Review Meeting” (3 times)
program
・CM：Held ”CM-WG” (3 times)
CM.: Configuration Management
PI: Performance Indicator・Common Voluntary PI：Full-scale operation will start in FY2020, Held a “Common Voluntary PI
RM: Risk Management
Review Working Group“ (1 time)・RM：(Please refer to the Main Action (9))●Support forPursue
improvingpower highest
plant risk
sensitivity
一般社団法人 原子力安全推進協会
the world’s
levelof safety
・Designanddevelopeducation
andtraining
toincreasetherisk
sensitivityofpower
plantNuclear
staff. Safety InstituteJapan～ Untiring Pursuit of the Highest Standards of Excellence ～Ｂ２

FY2020 Activity Status (Main Actions:2/5)

Ten-Year Strategy
Main Actions(

FY2020 Activity Status(Items with ● are related to Highly Focused Activity)(4) Provide support forrestarting plants(5) Provide support for
reprocessing and otherfacilities(6) Strengthen daily
monitoring of plant
performance○Provide support such as exchanging opinions with preceding plants, such as reviews of restartaction plans, etc., in cooperation with WANO
●Support for reprocessing facilities
・Created a support activity plan (self-check confirmation items, etc.), individual support activities
at each department● Feasibility Study for Performance Monitoring & Cont.M construction
・“Tasks” (4 times), “WG” (3 times) held
○Utilization of WANO-PI/Common Voluntary PI data・Implemented quarterly reports as planned(7) Upgrade OE tasks andactively provide
information

Notes

PM & Cont.M:
Abbreviation for Performance Monitoring &Continuous Monitoring
A mechanism for constantly grasping power
plant performance through information suchas PI and close communication, and reflecting
it in the evaluation and support activities
PI: Performance Indicator●Collect/analyze OE information internally/externally and release documents to operators
according to the significance・Issued information notices (3 cases)
・Study for improvement/upgrade of OE tasks
10Traits: 10 Characteristics (Traits) of Nuclear(8) Upgrade safety culture ○Conduct safety culture diagnosis
Safety Culture
diagnosis method
・Conducted in 4 places, follow-up in 3 places○Support for reinforcement/improvement of safety culture conducted by operators
・The creation of self-assessment teaching materials, training using the same teaching materials
was conducted (3 places)
・Lectures requested by members were conducted (4 places)
・The Safety Caravan was conducted (2 places)
・The Safety Culture seminar was conducted (2 times)○Review and improvement of safety culture diagnosis method
・Revised to 10Traits based
the world’s
highestlevel of safety○Safety culturePursue
assessment
and PR
information
sharing/cooperation strengthening 一般社団法人 原子力安全推進協会
33
Japan Nuclear Safety Institute～ Untiring
Pursuitthe Highest
Standards of Excellence ～in Ikata
PR,ofTokai
Daini PR
・ConductedＢ３
Ten-Year Strategy
Main Actions(9) Summarize safety
improvement tasks andenrich RM support(10) Strengthen oversightfunction including
corporate offices

34

FY2020 Activity Status (Main Actions:3/5)
FY2020 Activity Status

Notes○Risk Management (RM) system development support：
・“RM Practical Review Meeting” held (4 times)
・Held “Risk-informed Decision Making (RIDM)/RM Basic Education Teaching Material Briefing
Session“ (5 times)
・Preparation of review manual, etc. in preparation for implementation in FY2021○Activities pertaining to development of safety measures evaluation method：
・For the review of Severe Accident (SA) measures, Shimane No.2 was evaluated, completed
preparation of summary report
・For the review of Defense in Depth Level 1-3 (design basis event) measures, the evaluation of
Ohi No.3 and No.4, and Hamaoka No.4 was completed.
・For the review of measures against external events, Takahama No. 3 was evaluated.
○Development of foundation for evaluation of safety improvement measures：
・Investigate the latest knowledge of safety improvement measures in Japan and overseas,
evaluate the presented new issues, follow-up and Safety Expert Meetings,
provide information to the operator through seminars (8 times), register the evaluation results ofdomestic plants in the JANSI database.
・Completed the basic concept study on the basic concept of the Defense in Depth data site.
・Held an opinion exchange meeting with Czech Electric Power (2 times)○JSAR Guideline development：
・Completed the BWR version of JSAR guidelines○Support for improving the effectiveness of oversight of the operator(Please refer to Main Actions (8) and (9))
Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～NRRC:
Nuclear Risk Research Center
RIDM:
Risk-Informed Decision Making

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｂ４
Ten-Year Strategy
Main Actions(11) Foster operators’
awareness as owner ofself-regulation by having
discussion among
executives(12) Continuously
improve and conduct
Integrated Assessment
for nuclear stations(13) Leadership trainings
for emergency
preparedness anddisaster drills(14) Educate operators
about systematic
approach to training
(SAT)

35

FY2020 Activity Status (Main Actions:4/5)
FY2020 Activity Status

Notes○Training leadership for self-regulation
・Held the Board Meeting (5 times)
・Visit to new CEO/CNO by President&CEO (3 times)○Direct dialogue between JANSI executives and stations○Communication with working-level station staffs by various contents
・Issued "JANSI ACTIVITIES" (6 times)○Implementation of Power Plant Integrated Assessment
・Conduct integrated assessment of FY2019 data, and reflect in FY2020 budget
・Held plant commendation

CEO: Chief Executive Officer
CNO: Chief Nuclear Officer○Leadership training
・Held CEO training (Meeting at the venue), CNO training (Online), Senior Management training(Hybrid), Plant Superintendents training (Online), Chief Reactor Engineers training (Online), Shift
Supervisors training (Online).
○Support for nuclear emergency training
・The emergency training presentation was canceled due to the influence of COVID-19, and as
an alternative, the presentation was held through the Web
・Held “Emergency Training Review Committee” (2 times)
・Seminars and lectures related to emergency response were held
○Activities for education on SAT・The design of SAT practical training was reviewed for online training, and started for each plant
together with the power plant caravan (6 operators and 9 offices)

OL: Online Training

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～SAT: Systematic Approach to Training

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｂ５
Ten-Year Strategy
Main Actions(15) Incorporate
Fukushima Daiichi
lessons learned(16) Operator support inemergency(17) Secure
medium/long-term
human resources anddevelopment of humanresource development
program(18) Raise awareness as
self-regulatoryorganization by the
executives(19)Strengthen
collaboration with NRA(20)Build peer
relationships with WANO,INPO and otherinternational
36organizations

FY2020 Activity Status (Main Actions:5/5)
FY2020 Activity Status

Notes○Prevention of Fukushima accident from fading
・Lending the video reviewing the 1F accident, in the Plant Superintendents training used the“maintaining conscience of the 1F accident” video, exchanged of opinions○Confirmation of Incorporating the lessons from the Fukushima Accident
・New reviewer was selected and training was conducted○Participated in the nuclear emergency training of the operator together with WANO-TC○Programs for securing mid/long term personnel
・Steadily request and secure human resources by sharing personnel plans based on the 10-Year
Strategy, reconstruction of performance evaluation system, hiring of new graduates, etc.
○Human resources development programs
・Implemented competence evaluation in FY2020, Conducted basic business training 2 times
・Sharing of information held by retirees, training textbooks, etc.
○Dialogue activities with top management (Small-group dialogue 10 times, message from the
President&CEO 10 times)○Employee awareness survey (Questionnaire survey was conducted, aggregated, evaluated,
explained within JANSI.)○At the JANSI Annual Conference 2021, NRA committee members and NRA secretariat members
participated〇WANO related
・World Governing Board Meeting (3 times), Tokyo Center Board Meeting (3 times) participation○INPO related
・Exchanged opinions with INPO executives (3 times), participated in the INPO-CEO conference
Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｂ６Technology Basis

FY2020 Activity Status (Technology Basis)
FY2020 Activity Status

Notes(A) Support throughautonomous guideline
development(B) Development ofmaintenance technology
basis○Development of Vessel Internals Inspection & Evaluation Guidelines (Review Meetings held 3 times)○Development of EQ Management Guidelines (Review Meetings held 2 times)○Development of guideline for Quality Improvement of Analysis work (Review Meetings held 1 time)○Expansion of data for maintenance technology basis and promoting activity of basis meeting bodies
・Improved the maintenance information library ・Maintain and expand the database・Enhancement of on-site engineer network activities ・Maintenance of deterioration mechanism
rearranging table
QMS:(C) Organizational〇Support through QMS committee (Committee held 3 times)
Quality Management Systemeffectiveness support
JEAC4111:○Support through Internal Audit Committee (Committee held 2 times)
Management system rules for(QMS)○Training for improvement of quality assurance activities (QA new manager training, auditor training) nuclear
safety○Support for revision of JEAC4111 (Played a leading role in the work to submit to the "Nuclear
Standards Committee" )HPI: Human Performance(D) Organizational○Training for improvement of human performance (4 times)
Improvement
effectiveness support○Continuous study of training for Human Factor (HF) specialist education(Human Performance)○Create safety awareness materials (posters) (3 times)○Provide results of HF analysis to PR personnel as reference information (5 times)
RCA: Root cause analysis(E) Organizational○RCA training (2 times：held as HPI training)
effectiveness support○RCA case studies (1 time：held included in HPI training)(Root Cause Analysis)○RCA lecture (1 time：Held included in HPI training)(F) Manufacturer support ○Conduct manufacturer PR (1 place)(G) Operation○Operation Supervisors Certification (4 times)
Supervisors Certification ○Support for the operator experience training (Dispatch from FY2019 has been maintained)tasks○Enrich certifications (Prepared the list of knowledge/skills of BWR emergency response personnel)(H) Maintenance Skill○Granting certification and issuing certificates as per operators’ request
Certification tasks
一般社団法人 原子力安全推進協会
Pursue the world’s highest level of safety37～ Untiring Pursuit of the Highest Standards of Excellence ～Japan Nuclear Safety InstituteＢ７
Technology Basis(I) Development supportof codes and standardsof Academic Societies

FY2020 Activity Status (Technology Basis, other)
FY2020 Activity Status

Notes○Further speed-up of codes and standards development and promote its utilization○Continuous revision of mid/long-term plan of codes and standards

2. Status of FY2020 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

3. 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（４）Domestic Advisory Committee Meeting 2 times（５）International Advisory Committee Meeting 1 time

38

1 timePursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人References

39

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｃ1

Cooperation with domestic/overseas related organizations
Domestic operators

INPO (Institute of Nuclear Power Operations)

Plant manufacturers,
Nuclear fuel manufacturers, etc.

WANO(World Association of Nuclear Operators)

Other industries, Domestic experts

EDF, Overseas utilities of U.S., etc.

ATENA (Atomic Energy Association)

NEI (Nuclear Energy Institute)

CRIEPI/NRRC

EPRI (Electric Power Research Institute)

Agency for Natural Resources and Energy

NRC (Nuclear Regulatory Commission)

NRA (Nuclear Regulatory Authority)

Atomic Energy Commission
40

JANSI

International Advisory Committee
Domestic Advisory Committee
Technical Review Committee

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～OECD/NEA(OECD Nuclear Energy Agency)
IAEA (International Atomic Energy Agency)
原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Overview of JANSI Peer Review◇"Peer" means"colleague," "one in thesame profession," and is
an expert with abundant
work experience in the
nuclear industry.
◇Peer review is an
initiative to improvesafety and reliability byhaving experts visit thepower plants, etc., andevaluate performance
related to ensuring theirsafety (nuclear safety,
radiation safety, andoccupational safety) andreliability from theirprofessional standpoint.
41

Peer Review Process
Approx. 6 months

Ｃ２

Peer Review Team Composition

Pre-review analysis

Peer Review TeamOn-site Review

Executive Representative(Approx. 2 weeks)

JANSI Pre-exit meeting

Reviewer Composition

Team Leader
Reviewers on specific area

Exit Meeting

OA(Report results to the CEO)JANSI Reviewer

OP

EP

Domestic Utility
Reviewer(Discussion among operators)

MA

TQ

Overseas Reviewer

Confirmation of
improvement plan

CY

RP

ES

FP

CEO Meeting

OE

Etc.

Support for improvement

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｃ３

Support for operators’ autonomous safety activity programs○ CM (Configuration Management)A structure that constantly confirms and guarantees that each facility/equipment of a power plant is
manufactured, installed, operated and maintained as required by the design.
→In addition to ensuring the equilibrium state of the three elements--which are design requirements,
physical configuration, and facility configuration information--when changes occur in the threeelements, it is necessary to establish a process to evaluate and manage them.

Designrequirements

What should thecomponents, systems andequipment be?

Physicalconfiguration
Actual components,
systems and equipment

42

Equilibrium stateof the threeelements isnecessary

Facility configuration
information

Books and information showing
what components, systems andequipment are

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｃ４

Support for operators’ autonomous safety activity programs○ CAP (Corrective Action Program)

The CAP system is a process that collects and classifies concerns, awareness and performance status, andanalyzes trends, in order to grasp the organizational vulnerabilities, and to take appropriate measures according
to the degree of impact.
Has the role of promoting overall improvement including not only the nonconformity but also the performancestatus of the organization and each department.
By striving to prevent the occurrence of important issues and establishing a culture of continuous
improvement, lead to an improved performance of the power plants.
【Basic Model】
Condition
ReportingImportance rating
Cause analysis
Measures planning

Evaluation,
MonitoringandMeasurement

43

Screening
CAQ
Corrective
ActionNon-CAQManagement Action

Performance Evaluation, Monitoring and
Measurement

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～CAQ：Condition
Adverse to Quality
Non-CAQ：Non Condition
Adverse to Quality

原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Ｃ５

Support for operators’ autonomous safety activity programs○ Creation of JSAR Guideline A guideline for creating the Japanese Safety Assessment Report (JSAR) has been prepared and published.
(PWR version and BWR version have been released)

What is theissue?

There is no mechanism to show and maintain the overall picture of plant safety(including the evaluation), and there are issues from the perspective of
accurately grasping the safety status, implementing timely measures, andaccountability for safety.

What about
overseas?

Compile a comprehensive safety assessment report (SAR), conduct the safety
evaluation regularly, reflect the review results, and carry out the revision andmaintenance.

In Japan?

Establish a guideline for creating the Japanese Safety Assessment
Report (JSAR), so that the operators can voluntarily evaluate safetycomprehensively and regularly.

What effects canbe expected?

・Grasping the overall safety level, and a timely implementation of the effective measures
・Improvement of the technical level of the personnel (including JANSI)・Helping to explain safety to the public and foreign countries
・Establishing a foundation for international standardization of future regulatory documents

JSAR
Guideline

44

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人