The text herein is not based on
the consent of the speakers.

JANSI Annual Conference 2015 Summary[Conference Outline]
Date: Thursday, April 23, 2015, 9:30-18:25
Place: Iino Hall
Number of attendees: Approx. 460 (not including speakers)[Opening Remarks]
Shojiro MATSUURA, Chairman, JANSI

 This conference is held to widely inform the JANSI members as well as people in the
nuclear community of our activities and to gather diverse opinions that would help
improve our future activities.
 I hope that participants will deepen discussion on efforts to improve safety and on otheraccomplishments through the keynote speech, panel discussions, and reports on past
activities. It will help JANSI to improve its activities.
 As JANSI’s second annual conference, today’s event is enhanced from last year’s conference,
based on findings from it. I hope to receive various opinions on JANSI’s future activities
through this conference so that we can deepen and strengthen our efforts.

[Keynote Speech] Our Expectations toward the Nuclear Industry
Syunichi TANAKA, Chairman, Nuclear Regulation Authority

 I hope to contribute to the further improvement of nuclear safety by speaking about the
Nuclear Regulation Authority’s philosophy, involvement in the decommissioning at the
Fukushima Daiichi NPS, and efforts toward organizational improvement, as well as
medium- to long-term perspectives needed for the nuclear community at large andexpectations on JANSI.
 To allow safety culture to take root in an organization, the leadership and management of
the top executives is essential. In addition, I want JANSI to take the initiative and play anactive role in fostering safety culture in the operators’ organizations.
 I greatly welcome JANSI’s becoming the Japanese version of INPO. I hope that JANSI will exercise
strong leadership over the operators and drive their efforts to improve safety.
 During my visit to the NRC and INPO, I understood both agencies play complementary roles in ensuringsafety in the nuclear industry. I hope to promote good multifaceted communication between the NRA andJANSI.
 I want to see peer review independent of operators and peer pressure between CEOs put in practice.
I ask again that JANSI establishes its sought-after capabilities securely and quickly.

Make “ensured nuclear safety” an essential part of organizational climate.
Develop the leadership of individuals.
Enhance communication with local residents. Communication from the stance of heliocentric theory
that our business is worked out by our customer not ptolemaic theory that operators are the centerof society.
 I hope that JANSI will continue to support and encourage us through activities such as peer review,provision of knowledge from overseas, and training to nurture PRA engineers.
Tomohide KARITA, President and Director, Chugoku Electric Power The speaker talked about the company’s efforts to improve safety, including those tofoster safety culture, conform to new regulation standards, implement a failure
prediction monitoring system and a risk management structure, hold explanatory
meetings on the review status, and collaborate with INPO.
 Commitment to voluntary pursuit of improved safety and fulfilling it are key. Only bycontinuing such efforts, we can regain trust of society.
 JANSI’s deepening of activities to accurately evaluate the operators’ performanceand to support and guide them are crucial to restore trust in the nuclear industry as awhole.
Akira CHIBA, President and Director, Shikoku Electric Power Our efforts to improve safety even before the Fukushima Daiichi NPS accident
include incorporating the lessons learned from the Chuetsu Earthquake, promoting
preventative maintenance programs, fostering a sense of unity with contractors,
adopting a proactive disclosure policy (known as the Ikata method), and promoting
visits for communication.
 Immediately following the Fukushima Daiichi NPS accident, we took every possible
safety measures at the time and released relevant information (e.g. through press
conferences by the president). Our nuclear headquarters was relocated from thehead office in Takamatsu to Matsuyama.
 To incorporate the lessons from the accident at the Fukushima Daiichi NPS accident, we have taken, in
addition to actions to conform to the new regulation standards, voluntary measures to further improvesafety. While continuing these safety improvement measures, we will continue to value the local people’sviews and sensibilities and move forward with the local community as a trusted nuclear operator.
Shigeyuki KOIDE, President, Japan Association of Science & Technology Journalists

 The Fukushima Daiichi NPS accident was a technical accident, but the issue goes
[Session 1: What the Nuclear Industry Needs to Do]
 Short SpeechMichiaki URIU, President, Kyushu Electric Power

What we learned from the Fukushima Daiichi NPS accident is the need to foster safety
culture and organizational climate, strengthen risk management, and honecommunication skills and technical expertise.
 The foundation of efforts to improve nuclear safety lies in very human factors, such asorganizational climate and communication. To promote these efforts, there are three
things I constantly value as a leader.

beyond that; I think that human aspects, or confusions involving humans, were thebiggest issue.
 Today, reliability of nuclear power is declining because confidence in people engaged in
the industry has largely weakened. Tokyo Electric Power Company failed to disclose
sufficient information, while the government did not adequately release data from theSPEEDI system, which was capable of projecting the dispersal of radioactive material.
 What caused the failure and what can we learn from it? Searching for the answers to these questions isessential for restoring trust, and this is what the utilities should do now.
 What matters in communication is not the skill, but the message to get across. The philosophy of profoundthinking, or thinking about what you can say based on the principles, is key to regaining trust.

 Panel Discussion
Chairperson: Shojiro MATSUURA, Chairman, JANSI
Panelists: Michiaki URIU, President, Kyushu Electric Power
Tomohide KARITA, President and Director, Chugoku Electric Power
Akira CHIBA, President and Director, Shikoku Electric Power
Shigeyuki KOIDE, President, Jap. Assoc. of Sc. And Tech. Journalists

 Having safety culture take root in an organization is a very difficult task. What we should do for this isrepeating communication with team members, showing management commitment to every employee,
gathering voices from the front-line people, including even those getting into the particulars, and being
active in disclosing information.
 We often hear that the audience trust what they have been told, even though they did not understand thecontents very well, when the speakers are very eager to explain. For utilities, communicating with the public isdifficult because although faithful communication with detailed information can earn trust, we want people tounderstand technical aspects as well, given that nuclear power is about technology to certain extent.
 Some say that when women visit for communication, people feel easier to talk. Nuclear power stations inJapan have fewer female employees than those overseas. I think it would be effective to nurture andincrease female engineers and experts.
 We have agreed that all operators will share information and cooperate with one another in preparation for therestart of reactors. JANSI is expected to work in coordination with them, for example, by acting as aconsultation office of nuclear experts and summarizing findings and knowledge across the industry.
<Summary> Although the nuclear industry has been working to foster safety culture, we must have a renewed
awareness of the possibility that society may be casting a critical eye toward the industry. We haverecognized that if there is a gap in the awareness of safety culture between society and the nuclear
industry, we should consider it again.
 We have renewed the awareness of the importance of sincerely addressing technology. We strongly
reaffirm that this perspective is of primary and fundamental importance in promoting nuclear energy.

[Session 2: Results of JANSI’s Activities in 2014]
Kiyoshi NARUSE, Strategy Planning Division, Director, JANSI JANSI’s operations consist of two pillars: (1) assessments, proposals and/or recommendations, and support
for safety improvement measures; and (2) assessments, proposals and/or recommendations, and support
for nuclear power facilities. To support both initiatives, JANSI also engages in (3) basic work.
 The speaker described (1) assessments, proposals and/or recommendations, and support for safety
improvement measures, explaining assessments in terms of defense in depth, the development of
measures to address individual challenges, systematization of safety assessment reports, andestablishment of a risk management structure.
 The speaker described (2) assessments, proposals and/or recommendations, and support for nuclear
power facilities, explaining peer reviews, enhancement of support activities, plant general evaluations,and safety culture assessments.
 With respect to (3) basic work, the speaker talked about promotion of safety culture, expansion of
information analysis activities, establishment of human resource development systems, and support forthe development of commercial standards.

 Poster Session
 Efforts within JANSI toward the Voluntary Improvement of Nuclear Safety
 Regarding JANSI’s Peer Review
 Supporting the Operators’ Safety Activities

 NUCIA Data Trend Analysis
 Development and Implementation of a Leadership Training Program Technical Support through the Establishment of a Base of Commercial Standards and MaintenanceTechnologies

 Planning of the Implementation of Plant General Evaluations
 Health Effects of Low Level Radiation Exposure[Session 3: Improvement of Emergency Response] Theme Presentation: Learning from the crisis response to the Great East Japan
Earthquake and Tsunami
Wako TOJIMA, Science Journalist

 Citing as examples the recovery activities by the gas industry and the Onagawa NPS
in response to the Great East Japan Earthquake, the speaker emphasized theimportance of a networked logistics support structure and a network that allows field
personnel to act autonomously without waiting for instructions.
 Although the safety of individual NPSs is steadily increasing, if the operators want to bebetter prepared, they must develop a local disaster prevention/mitigation network and astructure to ensure prompt assistance and logistics support from outside the affected
area. Another key factor is diversity. Resilience and socially-oriented decisions in theevent of a crisis depend on creating teams that can act independently andautonomously, and fostering diverse perspectives in normal times to prevent officers
from sticking to the logic of the company or experts.

 Short Speech
Makoto KAIWA, President, Tohoku Electric Power The speaker explained how the Onagawa NPS was affected by and responded to the2011 disaster. As to the reason that no accident occurred at Onagawa, the speaker
pointed out, based on his analysis, Onagawa’s safety margin against earthquakes
and tsunami, various anti-seismic measures in place, the ability to keep the
emergency response office in action, and routine drills.
 The lessons we learned from the Great East Japan Earthquake are drawing(learning) lessons from examples, preparing for (or predicting) future risks, andresponding (or being able to respond) flexibly to unexpected situations. We focus ourefforts on these areas as we consider them particularly important.
 Since we are operating in an area inherently requiring battles with frequent natural disasters, werecognize preparedness for disasters as fundamental to our business. Fukushima Prefecture, where the
Fukushima Daiichi NPS is located, is our service area, and thus we must make particular efforts to gain
local communities’ understanding of nuclear energy.
Yasuo HAMADA, President, The Japan Atomic Power Company

 The speaker explained how the Tokai Daini Power Station was affected by andresponded to the 2011 disaster. Initial response, safeguards against tsunami, and thedetermination of the secure core cooling method led to the successful response.
 Improvements made based on our experience from the disaster include measures toeffectively use risk information and to raise safety awareness.
 It is crucial to keep local residents informed of our nuclear safety activities. We will
make steady efforts to gain understanding by expanding our approach to external
stakeholders and providing more explanatory meetings for local residents.

* Managing Executive Officer Anegawa gave a speech on behalfof the original speaker, President Hirose, who became
unavailable.
 The speaker described the influence of the 2011 disaster and the status of post-disaster restoration of
supply capability. The earthquake and tsunami severely damaged the power generation facilities (bothnuclear and thermal) along the Pacific coast.
 Based on the major problems found with the emergency response to the Fukushima Daiichi NPS accident, wehave identified six key areas in emergency response: assumption and preparedness for accidents, operation of
the emergency organization, communication of information and information sharing, procurement andtransport of materials and equipment, capacity building and assignment, and communication of information
with society. Efforts are underway to enhance our capabilities in these areas.
 Since TEPCO was actually involved in the Fukushima Daiichi NPS accident, we will continue our efforts
with emphasis on continuous improvement of safety.

Takafumi ANEGAWA, Managing Executive
Officer, Tokyo Electric Power Company

Naotoshi YOSHIKAWA, Executive Vice President, Central Japan Railway Company

 The speaker described the situation at the time of the 2011 disaster, the company’s
preparedness for a Tokai earthquake, and key points of emergency response.
 After the Great Hanshin-Awaji Earthquake, the company reinforced its civil engineering
structures. Measures to prevent derailment and deviation have also been taken after the
Chuetsu Earthquake.
 Following the Great East Japan Earthquake, we have taken the following safeguards
against earthquakes and tsunami, among others.
 Further enhancing features of anti-seismic systems
 Establishing guidelines for evacuating passengers in the event of tsunami
 Posting maps showing evacuation sites at easily visible places in train stations
 Implementing measures to ensure smooth evacuation from trains stopped
between stations
 We believe that the key to emergency response is, for the purpose of restoring service as soon as
possible, securing heavy equipment and recovery materials, reviewing stockpiles of rails and other items,
and establishing means of transporting them.

 Based on the theme presentation and short speeches, the panel discussion focused on three topics:
What is a crisis and how should a crisis be understood?; Crisis assistance and logistics support, andcoordination among operators; Creating teams that can act independently and autonomously.
 Some panelists said that a crisis must be responded at different levels and refers to a situation that cannot be
understood, including areas beyond the scope of assumption. In response to these opinions, Chairman
Matsuura said that JANSI should engage in activities that can increase the resilience of overall operations.
 As to assistance and logistics support, the panel shared good and poor practices observed in responding
to the Great East Japan Earthquake. The panel agreed on the need for the use of the emergency
assistance center, which is to be established, and coordination among utilities in areas such as themutual supply of necessary equipment and materials.
 The panel stressed the importance of experience and training to allow teams to act independently andautonomously. JANSI and operators are facing the need to discuss feasible ways to respond to a crisis.
 A proposal for JANSI was that it should engage personnel with different duties in peer review which isbeneficial for improving safety levels (e.g., through information sharing and personnel exchange between
utilities) and giving access to knowledge obtained by other stations.
<Summary> The support structure and skills based on field experience are essential to the reliable crisis management
we pursue. The panel pointed out many aspects where JANSI is expected to play an important role,
including close information sharing among operators, the effective sharing of experiences gained at
different operators, and providing training to learn such information and experiences.
 We will see an increased need for crisis management capability in a coordinated manner. Exchange of
information with other industries will be meaningful as well. JANSI should take the initiative in such efforts.

[Closing Remarks]
Takao FUJIE, President & CEO, JANSI During the keynote speech, Chairman Tanaka expressed large expectations for the
nuclear industry and JANSI. In the panel discussions, we received valuable opinions
and advice from the panelists on JANSI’s activities. These all made the conference
successful.
 As the organizer of this event, I would like to extend my deep gratitude again to the
speakers and panelists, as well as the audience who have remained attentive forlong hours.

Shojiro MATSUURA, Chairman, JANSI Looking back to the period from the Great East Japan Earthquake to the foundation of JANSI, I reiteratethat we should never let another accident like the one at the Fukushima Daiichi NPS happen and that wemust be prepared on the assumption that a severe accident can occur.
 In particular, we must thoroughly strengthen our resilience, or the ability to recover in response to an
emergency. The resilience of nuclear operators must be built at all levels, including overall operations,business management, the head office, power station management, and field work.
 JANSI must also respond to accidents from this perspective. Resilience is an art of exercising one’s fullabilities in a crisis, and we must be trained to do so in every possible aspect. At the personal level,emphasis should be placed on enhancing self-control. As for organizations, organizational leadershipshould be firmly reinforced.

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 Panel Discussion
Chairperson: Akira YAMAGUCHI, Professor, Tokyo University
Panelists: Makoto KAIWA, President, Tohoku Electric Power
Yasuo HAMADA, President, The Japan Atomic Power Co.
Takafumi ANEGAWA, Managing Executive Officer, Tokyo ElectricPower Co.
Wako TOJIMA, Science Journalist
Naotoshi YOSHIKAWA, Exec. Vice Pres., Central Japan Railway Co.
Shojiro MATSUURA, Chairman, JANSI[Questionnaire Results] Submitted by 123 attendees

Chairperson Yamaguchi

In general, the sessions and panel discussions were well-received, with many respondents saying they
understood or were satisfied with them. However, multiple respondents pointed out that the panel had
vigorless or poor discussions.
Many praised the lecture by Mr. Koide.
Multiple respondents said that presentations by speakers from outside the nuclear community wereinteresting and proposed that more panelists should be invited from non-nuclear sectors.
Many found the manager training DVD excellent.
Some said they wanted to know the specifics of JANSI activities, noting that only a brief explanation wasprovided on the topic.