Material for METI/ANRE Nuclear Subcommittee

JANSI Initiatives as a Self-Regulatory
Organization

October 13, 2022
Hiromi Yamazaki
President & CEO, Japan Nuclear Safety Institute (JANSI)

1

Talking topics for today
1. Characteristics of JANSI as a selfregulatory organization
2. JANSI Key Activities
3. Appraisal for achievements until today
4. Future initiatives

2Talking topics for today
1. Characteristics of JANSI as a selfregulatory organization
2. JANSI Key Activities
3. Appraisal for achievements until today
4. Future initiatives

Vision and Mission of JANSI

3

Based on the consensus of the industry that "the Fukushima Daiichi accident will
never happen again," JANSI was established in November 2012 as a self-regulatoryorganization, modeled after INPO (American Nuclear Power Operations Institute)serving the U.S. nuclear industry, as a mechanism for a private sector organization
holding an independent position to lead nuclear operators to continuously andvoluntarily pursue further excellence from an independent perspective.
MissionPursue the World's Highest Level of Safety in the Japan’s Nuclear Power Industry(Untiring Pursuit of Highest Standards of Excellence)
Future vision
JANSI Is leading JNO’s voluntary safety improvement efforts as a self-regulatoryorganization in the Japanese industry
JNOs Continuous improvement is being sought as JNO’s efforts for voluntary
improvement of safety have gained a footing.

Self-Regulation and JANSI’s activity cycle[What self-regulationdoes]- Evaluate plant
performance throughpeer review andidentify gaps from
Excellence- Analyze backgroundfactors that cause gaps
through interviews[What self-regulation does]
To define the latest domestic
and international findings thatenhance safety and reliability
as Excellence

Clarification of Excellence (Guidelines)

Excellence Setup

Identify
areas forimprovement

Set excellenceand promote
understanding

NuclearOperators

ProposalsRequestEvaluation

Peer Pressure throughIntegrated Plant Assessment

Reviews[What self-regulation does]
The five-point evaluation of power plants ispresented to all CEOs to encourage peerpressure to work toward improvement.

4

SupportSupport forresolving issues,
emergency drills andhuman development[What self-regulation does]- JNOs will formulate
their own improvingplans and promote
voluntary andcontinuous
improvement.
- In addition to
supporting this effort,
JANSI builds a strong
community to promote
improvement efforts
throughout the industry.

Self-regulatory actions in the nuclear industry

5

In order to ensure independence from JNOs and a leading role of safety improvement
activities, a strong authority was granted and an organizational structure wasenhanced, including strengthening of external oversight. In addition, the 10-Year
Strategy was formulated to achieve the future vision.
Role and responsibility

Forming the basis of JANSI[JNO][Strong authority] As a central player of self-regulation, JNO fulfills the⃝ Agreement with CEOs based on
responsibility as part of the community and continues
Collaboration Principles
joint efforts to improve safety
 Independency
 Individual and collective responsibility for the safety of Authority to stop station operation
 Access to station datanuclear facilities
 Bestow authority on the self-regulatory organization[Organizational change]
to carry out the mission and provide support⃝ Utility CEOs become the Board members⃝ External oversight (Domestic and Int’l[JANSI (Self-regulatory organization]
 Roles and responsibilities to assist self-regulation
activities effectively and efficiently• Watchdog that evaluates and monitors self-regulatory
activities• Catalyst that revitalizes activities• Facilitator that promotes activities by showing the pathforward• Accountable agent that provides a firm anchorage Technical capacity that underpins the authority of selfregulation
 Appropriate relationship with the regulator

Advisors)⃝

JANSI internal reform based on the 10Y
Strategy[Establishment of the 10-Year Strategy]⃝

The 10-year long business plan wasformulated after identifying key
activities important for the future vision,
which made clear a path forward toachieve the future vision

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Talking topics for today
1. Characteristics of JANSI as a selfregulatory organization
2. JANSI Key Activities
3. Appraisal for achievements until today
4. Future initiatives

JANSI 10-Year Strategy

7

20 Major Actions were identified to realize the future vision, and a 10-year longroadmap was developed as a guide for JANSI and JNOs to take necessary actions.
Action 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.

・Initiate continuous monitoring of plant performance through performance indicators (PI),and reflect it in evaluation and support activities.
・Upon collecting/analyzing operating experience (OE) information, the analysis is sharedwith the operators by the timely information sharing method.
・ Find important issues common to the industry (including restart assistance and JNFL
support) and individual weaknesses, driving initiatives for improvement as a nuclear industry.
・Bring out the commitment of the JNO top management and prompt peer pressure.
Evaluation and Support ・Evaluate utilities’ efforts both in corporate office and stations from organizational culture,safety culture and risk management points of view to provide necessary support.
for both corporate
office and stations
Continuous Monitoring
and Timely Information
Sharing on Plant
Performance,
Enhancement ofSupports

Maintain and improve
technical capability ofoperators

・Support fostering "non-technical skills" and "awareness" necessary for ensuring nuclear
safety of the operators and improving "knowledge and skills" necessary for station staff.
・Support Fukushima Daiichi lessons learned to be incorporated and regularly refreshed.

Strengthen foundationof self-regulatoryorganization: Roles,
mindset and technicalcapability

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

Stronger commitment of JNO CEOs

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Taking into account the Fukushima Daiichi accident, JANSI has led the JNOs andtheir activities beyond the regulatory framework to pursue excellence.
JANSI top leaders directly communicate matters requiring improvement to JNO
CEOs, and present the results of a five-grade evaluation of plant performance
where all CEOs are present, in order to encourage improvement through peerpressure driven by honor and shame.
[Peer Reviews]
 Informs directly JNO CEOs of peer review results (incl. areas for improvement)(Common issues are shared in the CEO session (a JANSI-hosted discussion session exclusively
for CEOs) as well)[Power Plant Integrated Assessment] (Peer pressure from honor and shame) Present the Assessment results (5-grade evaluation, membership incentives andaward ceremony) at the CEO session[CEO session, CEO training, One-to-one sesison] Exchange opinions with JNO CEOs for the realization of effective self-regulation[Other activities]
 Directly present the status of safety improvement proposals to CEOs Directly present the safety culture diagnosis results to CEOs

Main Activities (Peer Reviews)
 Conducted 26 times since the establishment of JANSI in 2012 (basically one
station is reviewed every four years)<The Role of JANSI Peer Reviews>• Evaluate all activities that affect safety of the operators• Communicate to the JNO leaders about the performance status<Requirements for Effective Peer Reviews>• Relationship of trust with the station is a prerequisite (interview content,
reports, and other information will not be disclosed)• Conduct objective and critical review that will lead to improvements• Direct JNO to self-improvement through peer pressure• Improvement by continuous involvement through evaluation and support

The restarted plant is operating smoothly, with fewer unplanned
shutdowns and events requiring reporting based on the laws.

910(Ref) Current Status and Evaluation of Plant Performance The restarted plant is operating smoothly, with fewer unplanned
shutdowns and events requiring reporting based on the laws.
 It is considered that evaluation by peer reviews, restart assistance,
utilization of operating experience information, etc. are functioning
effectively, and the improvement of the restarted plant is progressing.
【Comparison of Restarted Plant Performance (Note)】(Source): Nuclear Information Archives (NUCIA)(Note)：
・From FY2015 onwards, the number of events from FY2015 to
FY2021, during which time the plant conforming to new
regulatory standards was in operation, was extracted.
・On the other hand, before FY2015, the number of events from
FY2003 (when NUCIA started operation) to FY2014, wasextracted.
・Unplanned shutdowns are events that led to manual or
automatic reactor shutdowns due to failures, etc.
・Events requiring reporting are events reported to thegovernment based on Article 134 of the Regulations forCommercial Reactors and Article 3 of the Rules on ElectricityRelated Reporting pertaining to Tools and Machines for Nuclear
Power Generation.
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 © 2022 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(Ref) Example of Improvement through Peer Reviews(Foreign material exclusion)11

 At one power plant, leaked fuel caused by contamination by foreign materials havecontinuously occurred in the past, and issues related to prevention of contamination
were pointed out in the peer review.
 Taking that as an opportunity, surveys of WANO and INPO guidelines andbenchmarking of domestic and overseas power plants were conducted, information(rules, education, management system, foreign materials prevention tools (colored
covers, bags, zip ties, etc.)) obtained there was actively incorporated, and improvement
activities were implemented.
 As a result, in the subsequent peer reviews, it was evaluated as a good practice ofcontamination prevention management that could serve as a model for other power
plants.
 The initiatives of this station were shared with other stations through JANSI meetings,
and the initiatives of each company are being followed-up.
<Example of foreign material>

Wire brush

Among several cases of leaked fuel at power plants, there wasa case in which element wires that fell off from wire brush got
into the spent fuel pool and other safety systems as foreignmaterial, making an impact on fuel rods.
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 © 2022 by Japan Nuclear Safety Institute. All Rights Reserved.

Element wires

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute(Ref) Example of Improvement through Peer Reviews(OP Team Training)

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Based on lessons learned from Fukushima Daiichi accident,
observational evaluation using simulator is being conducted in peer
reviews in order to evaluate the competence of OP Team (shift team)
to deal with multiple and complex troubles over a long period of time
(2 to 3 hours).


In response to the result of this observational evaluation, each operator:・Introduced training for dealing with multiple and complex troubles for a long
period of time as a team performance improvement training in theoperation training program, and・All OP Teams are implementing this rigorous training at least once every year.

Ability to use human error prevention tools and command & control ability improved.



Opportunities to learn from each other by observing trainings at other plants are
increasing.
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 © 2022 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(Ref) Restart Assistance by the Industry

13 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 fromother 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.
 The restarted plant accepted secondees (operators) from long shut down plants (13people). (Ikata, Takahama, Ohi) Implementation of operator experience training in operating plants, in which therestarted 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 and explanation 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 sharedwiththe industry as a "viewpoint of inspection/confirmation."
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
Copyright © 2022 by Japan Nuclear Safety Institute. All Rights Reserved.

Japan Nuclear Safety Institute(Ref) Example of Main Activity(Corrective Action Program (CAP) Operation Support)

14 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* CAQ：Condition Adverse to Quality* Non-CAQ：Non Condition Adverse to Quality
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 © 2022 by Japan Nuclear Safety Institute. All Rights Reserved.

** CR: Condition Report
Source: NRA "Opinion exchange meeting on inspection system"
The 6th ATENA report material

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute15

Talking topics for today
1. Characteristics of JANSI as a selfregulatory organization
2. JANSI Key Activities
3. Appraisal for achievements until today
4. Future initiatives

Spread and deepening of self-regulatory activities (1/2)

16 Through JANSI's activities over the past 10 years since its establishment, the industry's
understanding and awareness of self-regulation has improved and its behavior haschanged, and efforts to voluntarily and continuously improve safety, such as the
positive use of peer reviews and the use of community of each specialized area as aplatform for improvement, have become widespread and are taking root as a culture.
 The spirit of “We are in the same boat”, in which the entire industry shares a common
destiny, is being fostered, with promoting discussions across the industry to solve
other companies' problems as if they were each JNO’s its own problems.
 As for peer review activities, being satisfied with meeting only regulatory standards,
there was strong resistance to AFIs (areas for improvement) to pursue excellence
initially. However, through guidance by the CEO and CNO, peer pressure, and a sense of
the effects of improvement, the company now sees peer reviews as a great opportunity
for improvement and strives for continuous pursuit of excellence.
 As for safety culture assessment, the usefulness of the results has been recognized andimprovement requests have been accepted, including the expansion of interviews to
the corporate office as well as the reporting of results directly to the CEO. JNOs areusing the results of JANSI's diagnosis in their own safety culture assessments.

Spread and deepening of self-regulatory activities (2/2) 17
 At meetings attended by CEOs/CNOs, JNOs often counteracted JANSI and only
questions and answers were going back and forth. However, nowadays, a trend is seenthat the industry shares awareness of issues, erroneous experience and good examples
and discusses aiming at resolving individual JNO’s problems as common issues.
In leadership training, CEOs are actively exchanging opinions about leadership issues.
 Initially, station engineers and JANSI were not closely connected, and neither was
between engineers of different utilities. However, a community was gradually
established where experts from JANSI and JNOs gathered to discuss common andimportant issues, learn about domestic and international good practices. Currently,
with this community at the core, JANSI's platform is also being used to promote more
effective and efficient efforts of the stations to improve.
JANSI recognizes stations that have contributed to overall JNO’s safety improvement,such as by accepting benchmark researches.
 In support of the station restart, JANSI is taking the lead in sharing findings and goodpractices from stations that successfully restarted and identifying issues through walkdowns of experts from restarted stations, and the industry is working together toensure the safe restart of subsequent stations.
Similar efforts are also being made to support the completion of the reprocessing plantin areas common to nuclear power plant operations.

Appraisal for the current status of self-regulation
 JNO’s understanding of self-regulation has improved andits awareness of continuous improvement has increased.
 Systems for voluntary continuous safety improvement are
being prepared and are gradually functioning, which
contributes to embodiment of continuous improvement.
 JANSI maintains its independence and is leading the JNOs
with providing objective and critical views.
 To more closely collaborate with WANO, JANSI has beenworking on the WANO equivalency for peer reviews. As aresult, JANSI's competence is being recognized from aninternational perspective, and its relationship of trustwith WANO has been also strengthened.

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Talking topics for today
1. Characteristics of JANSI as a selfregulatory organization
2. JANSI Key Activities
3. Appraisal for achievements until today
4. Future initiatives

Future initiatives
 Continue to lead JNOs strongly as a self-regulatoryorganization while enhancing and improving
mechanisms to ensure that JNO’s efforts forvoluntary continuous safety improvement do notslow down.
 JANSI itself strives to maintain and improve its
technical capabilities and continuously pursue
excellence.
 Further strengthen cooperation with the industry
support organizations such as ATENA, NRRC, WANO,
and INPO to promote the activities more efficiently
and effectively.

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ReferencesRef: Core identities and course of actions of JANSI
as a self-regulatory organization

22

 JANSI, as a self-regulatory organization of the nuclear industry in Japan, maintains its coreidentities including authority on excellence and, based on these identities, develops acycle of setting up excellence, evaluation, and support activities to lead the industry.
Core identities

Course of actions

Authority on Excellence

As an authority on excellence, JANSI maintains background technical skills, has
accountability, and drives the continuous improvement activities of the business bydeveloping a cycle of setting up excellence, evaluation, and support activities.

Independence ofindividual JNOs andforming a community

JANSI will makes judgments and decisions independent of individual operators, and willlead operators to form a strong community in pursuit of excellence.

Overarchingobservations andevaluations coupledwith thoughtful insights

In the evaluation and support activities, JANSI makes objective, critical, and industry-wide
observations from a third-party perspective, and issues effective, value-added
recommendations based on thoughtful insights to improve plant performance.
With providing service in Japanese with an understanding of Japanese culture andsystems, JANSI serves as a bridge for overseas excellence to Japan and a platform for the
pursuit of excellence, maintaining a close-knit community among JNOs.

Catalytic function forimprovement

JANSI encourages activities as a community involving CEOs/CNOs such as exertion of peerpressure, and promotes identification of common issues, response to problems andinitiatives for improvement. JANSI also supports the fostering of a culture of continuous
improvement through CEO/CNO training programs.

JANSI exercises collective strength jointly with JNOs and domestic organizations which
Collaboration withplay different roles, and works with international organizations to remain updated withJapanese/overseas
likeminded organizations excellence information e.g. the latest knowledge and methodologies.

Ref: Basis of operation of JANSI (Collaboration Principles)

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JANSI and JNOs mutually agree to the collaboration principles to ensure JANSI’s independence
from individual JNOs and leading role of safety improvement activities.

Independency
Improvement of technical skills byusing international knowledge andcollected findings
Human resources, staffing and budget
independence

Strong authority

JANSI Chairman &President & CEO
agree

Collaboration
Principles

Authority to recommend the
shutdown of the nuclear facilities

Information sharing
Free access to the JNO’s data andinformation

Shared awarenesswith CEOPeer pressure*1 in the CEO Session
Commitment of CEO to nuclear
safetyDirect engagement of CEO in the
JANSI activities

Support from JNO
agree

JNO CEOs

Respect for independence,cooperation in personnel matters＊１：Peer pressure is somethingthat motivates CEO to work on
improvement by knowing that thedelay in his efforts will push down thewhole industry

Ref: JANSI operational structure and organizations
Board of Directors
Directors

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Auditors

Chairman
CEO
Representative Director

President & CEO

Domestic advisorycommittee

International advisorycommittee

Chairman

JANSI

President & CEO
Activities Evaluation
OfficePlanning
Department GM

General Affairs
Department GM

Training &Accreditation
Department GM

Senior Vice President (Business Operation)
Senior Vice President (Evaluation & Assistance)

Organizational
Effectiveness &Safety Culture
Department GM

Performance
Monitoring &Continuous
Improvement
Department GM

Peer Review
Planning
Department GM

Technical Support
Department GM

Ref. The list of JANSI Board Members
Director/Auditor

Name (titles omitted)

Director,
ChairmanWilliam Edward
Webster Jr.
Hiromi Yamazaki
Kazuhiro Ikebe
Tomoaki Kobayakawa

Representative Director,
President & CEO

Director
Director

Director

Natsuhiko Takimoto
Keisuke Nagai
Kingo Hayashi
Kojiro Higuchi
Yutaka Fujii
Naohiro Masuda
Koji Matsuda
Mamoru Muramatsu
Nozomu Mori

Director

Toshifumi Watanabe

Auditor

Tadashi Kume
Hajime Yamazaki

Director
Director
Director
Director
Director
Director
Director
Director

AuditorAffiliation

President and CEO, Kyushu Electric Power Co., Inc.
Representative Executive Officer and President TEPCO Holdings
Inc.
Representative Director, President & Senior Managing Executive
Officer, Chugoku Electric Power Company
Director and President, Shikoku Electric Power Company
President and Director, Chubu Electric Power Company
Representative Director & President, Tohoku Electric Power
Company
President and Director, Hokkaido Electric Power Company
Executive President and CEO, Japan Nuclear Fuel Limited
Representative Director & President, Hokuriku Electric Power
Company
President, The Japan Atomic Power Company
Director, Representative Executive Officer, President
Kansai Electric Power Company
Representative Director President and Chief Executive Officer, JPower
Vice President and Executive Officer, CEO of Nuclear Energy
Business Unit, Hitachi, Ltd.
President & Representative Director, Global Nuclear Fuel-Japan25

Ref. External oversight organizations
Domestic Advisory Committee
Name

Shinichi Inoue
Ryoichi Oriki
Keiichi Nakagawa
Naomi Hirose
Akira Yamaguchi
Masahide Wakakura

Affiliation
President of Japan Aircraft Pilot Association
Senior Advisor, Fujitsu Limited(Former Chief of Staff of Japan Self-Defense Force)
Specially Appointed Professor, Radiation Oncology
Graduate School of Medicine, The University of Tokyo
Chair, Japan Energy Association
Chair, Japan National Committee, World Energy Council
President, Atomic Energy Society of Japan(Former Professor, Nuclear Professional School, The Graduate
School of Engineering, The University of Tokyo)
Executive Director, NPO Japan Safety Competency Center

International Advisory Committee
Name

Jacques Regaldo
Victor M. KcCree
Jose Antonio Gago Badenas

Jefferey B. Archie

Affiliation
Vice President of EDF, Former Chairman of WANO
Former Executive Operation Manager of US-NRC
Former President of ANAV (Asociacion Nuclear Asco-Vandellos)
Former Senior Vice President & CNO, SCE&E

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Ref: Main Activities (OE information utilization)
 Analyze domestic and overseas OE information, propose countermeasures asnecessary 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

NUCIA

Collect OE Information
Screening (Extracting important info)

Press
Releases

Overseas: Approx. 47,000 cases
Japan: Approx. 4,000 cases
NRC: Nuclear Regulatory Commission
IAEA: International Atomic Energy Agency
NUCIA: Nuclear Information Archives

Examine the concept of roll out and countermeasures
Issue documents such as proposals to JNOs
Confirm if it is dealt with (follow-up)

Since the founding of JANSI:
20 Documents of Significance13 Documents of Warning27

Ref: Main Activities (Safety Culture Diagnosis)
 On-site diagnosis:• Being conducted on a 3-4 year cycle for stations and plant vendors• Interview target expanded to the corporate office from FY2020
On-site diagnosis is designed to observe and analyze the target company frommultiple perspectives in terms of organizational culture, and to provide a diagnosis
from an independent and objective standpoint as to how this relates to themaintenance and improvement 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 anorganization striving for safety excellence.
 Safety Culture questionnaire:• Fixed-point observation every 3 years
Safety Culture questionnaire makes it possible comparison by trending, fromdepartment to department or company and company as well as relative position ofall. Also, analysis by management level is possible. Therefore,
1. Areas are able to be clarified that organizations should prioritize.
2. The focus of field diagnoses can be narrowed down.

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Ref: Main Activities (Leadership Trainings)
 Focus on awareness of nuclear safety as top priority and non-technical skills such as
leadership and communication
 Provide 10 training courses according to the management level such as Shift
Supervisors, Plant Directors, CNO (Chief Nuclear Officer), and CEO.

Externalorganizations

Cooperation

Fire Station
Self Defense Force
Aviation company
Railway company

・Lectures
・Training facilities
・Know-how ofcurriculum
development

Crisis Management Training

Online training

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