JANSIAnnual Report2023

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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Table of Contents

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1～１７

Overview of JANSI

Ａ1～Ａ１2

Status of Main Activities

Ｂ1～Ｂ8

FY2023 Activity Status

Ｃ1～Ｃ3

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

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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1

Overview〇Name ： Japan Nuclear Safety Institute (JANSI)〇Date of foundation : November 15, 2012
〇Number of members ： 128 (as of end of March 2024)〇Number of personnel： 187 (as of end of March 2024)〇Chairman : William Webster Jr.
〇President & CEO : Isao Kato
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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Operational structure and organizations

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Board of Directors

GeneralAssembly

Directors

Audi
tors

Chairman
CEO
Representative Director
President & CEO

Domestic advisory committee

International advisory committee

Chairman

JANSI

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

Activities Evaluation OfficePlanning
Department
GM

5

General Affairs
Department
GM

Training &Accreditation
Department GM

Organizational
Effectiveness & Safety
Culture Department GM

Performance Monitoring& Continuous
Improvement
Department GM

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Peer Review
Planning
Department GM

Technical
SupportDepartment GM

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

一般社団法人Mission and Vision of JANSI

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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 leads the operators from an independent standpoint as the authority of world’s excellence.
By establishing voluntary and continuous safety improvement initiatives, the operators have achieved
the world's highest level of safety and reliability, and are maintaining and continuing that state.
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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4

Self-regulatory Activity and Self-regulatory Organization in the Nuclear Industry“Self-regulation” means the operators voluntarily and continuously improving safety and pursuing excellenceby disciplining oneself and each other, not being satisfied with meeting only legal regulatory standards.
“Self-regulatory organization” is an organization that maintains independence and leads the operators so that
their self-regulation can proceed effectively and efficiently.
Roles and Responsibilities in Self-regulation[JANSI members (operators)] As a main actor of self-regulation, operators fulfill their responsibilities as amember of community and continue to make united efforts to improvesafety[Granted strong authority]〇Commitment to utility CEOs based on the “Collaboration Principles”
・Respect and maintain independence

Individual and collective responsibility for safety of nuclear facilities

・Granted authority to plant shutdownGive authority and support to a self-regulatory organization to implement
the mission

・Granted access rights to power plant information, etc.

[Self-regulatory organization (JANSI)] Roles and responsibilities to assist self-regulation activities effectively andefficiently
・Evaluate and monitor self-regulatory activities (Watchdog)
・Stimulate activities (Catalyst)
・Promote activities by showing the path forward (Facilitator)
・Be firm anchorage (Accountable Agent)

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Basis for Self-Regulatory Organization (JANSI) ActivityTechnical capacity that underpins the authority of self-regulation



Appropriate relationship with the regulator[Development of organization/framework]〇Appointment of all utility CEOs as Directors〇External oversight (Domestic and International Advisory meetings)〇 Reorganization within JANSI in line with the 10-Year Strategy[Formulation of the 10-Year Strategy]〇Identification of main activities to achieve the future vision andformulation of the 10-year activity plan. Clarification of the path toachieving the vision.

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58Core Identities & Core Values of JANSI as a Self-Regulatory Organization

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6

Initiatives for Autonomous and Continuous Improvement by Plants
Initiatives for autonomous and continuous improvement (mechanism example)

Implementation ofsolution

Facilitator

Measure9○ On a daily basis
・ CAP/Risk management○ On a regular basis
・ PI Committee

Implementation ofsolution

Development/approval ofanalysis/solution

Gap from
Excellence○ On a regular basis【Self assessment】
・ Effectiveness assessment

Development/approval ofanalysis/solution

Safety culture
Human resources

Performancemonitoring

Performance monitoring

Result○ On a daily basis【Collect excellence information, etc.】
・ Benchmarking
・ Excellence guidelines
・OE information【Catch up with the site situations】
・ CAP
・ Performance indicator
・ Management observation

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Identify risks based on various types of
information and determine responding
policy according to the importance【Third party assessment】
・ Independent oversight・ External oversight(JANSI, WANO)

Analyze the performance comprehensively
based on various types of and determine
responding policy○ Key points to solve
・ “New setting and review of expectation/new standards,” “process review,” “education
improvement,” “stronger involvement of senior management (Plant Manager, Deputy
Plant Manager)/managerial positions (Manager)”○ Key points for effective implementation
・ Involvement of managers (monitoring)・ Clarification of role division/responsibility
・ Allocation of resources

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

一般社団法人7

JANSI Activity Cycle Supporting Continuous Improvement
Clarification of excellence (guidelines, etc.)
Excellence setup
Set excellence andpromoteunderstanding

Nuclearoperator
Proposal

Identify AFI

Support request

SupportEvaluation
Peer pressure through Plant
Integrated Assessment

Utilization of OE information, safety culture
assessment, provision of leadership training,
responses to individual support requests, support
for common issues, etc.

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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～PR, constantmonitoring/evaluation of
performance, etc.
原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人8

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Pursuit of the World's Highest Level of Excellence

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 10-Year Strategy and Main Initiatives

9【Evaluation of the current 10YS status】

・10YS is progressing almost as planned
・Plant performance achieved the target
・Only 12 stations have been back in service, and no BWR
has restarted yet. Therefore, the evaluation is provisional【Main Environmental Changes】〇Increased role of nuclear power, rising expectations
・Improvement of safety/reliability of NPPs, etc.*-Response to/restart of long-term shut down plants-Achieve 20-22% of electricity generation in 2030
-Response to over 60 years plant life
-Steady operation of cycle facilities
・Steady recruitment and development of personnel
・Earn greater understanding/trust from stakeholders &society〇Advancement/utilization of information technology〇Operators’ opinions on future nuclear power business【U.S. Industry Benchmarking】

・The operators are making effective use of INPO
platforms and are making improvements autonomously
and continuously
・The value of “Staying on TOP” (sustainability) has been
instilled

Deepening and Development of Self-regulation① To ensure that the lessons learned from the Fukushima Daiichi accident are not forgotten
and that the attitude of autonomous and continuous improvement is instilled from the
top management to each and every front-line worker and is reflected in their behavior,firmly continue activities to pursue excellence in safety and reliability.
② Set a higher achievement level, and build a stronger community where the operators
autonomously promote improvement and provide mutual support.
③ Continue implementing PR while working to maintain/improve technical capabilities inorder to make PR more effective/efficient. Deepen the technical collaboration withWANO.
④ Further develop the initiative to continuously monitor and evaluate performance, detectsigns of decline at an early stage, which encourages the operators to respondautonomously and achieve/maintain/sustain high performance.
⑤ Contribute to the achievement of 20-22% by striving to further improve the safety andreliability of operating plants. Secure the necessary technical capabilities.
⑥ Safe restart of the long-term shutdown plants, continued safe and stable operation of
nuclear fuel cycle facilities⑦ Work to build even stronger trusting relationship with the stakeholders and promote
effective and efficient initiatives.
⑧ Secure JANSI personnel, maintain/improve technical capabilities, and consider how to
conduct works in response to environmental changes.

*: Station, Construction center, Cycle facility

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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 10-Year Strategy Model

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Future Vision

Future Vision
JNOs:
Have achieved the world's highest
level of safety and reliability, and aremaintaining and continuing that state.

Human resources

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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～JANSI foundation③

Framework

Safety culture②①

Current StateJANSI:
leads JNOs from an independent
standpoint as the authority ofworld’s excellence.

Current State

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

一般社団法人JANSI 10-Year Strategy Main Actions

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Critical Success Factor

Main Action

1. Fostering of healthy safety culture(1) Lead the awareness raising of operators as the main actor of self-regulation(2) Support the safety culture fostering activities(3) Determine/develop organizational effectiveness to maintain and continue high performance
2. Operation of voluntary continuous improvement (4) Pursuit of world’s excellencefoundation program(5) Effective/efficient implementation of high-quality PR(6) Maturing and effective utilization of PMCM
(7) Continuous improvement of Plant Integrated Assessment(8) Improvement of OE activities(9) Prompt and appropriate response to important issues
3. Securing/developing personnel necessary for(10) Enhance and implement leadership training, seminars, etc.
business operations
4. As a self-regulatory organization,(11) Establish foundation as self-regulatory organization
enhance/strengthen the foundation of functions, (12) Collaboration with domestic and overseas related organizations & Building trustingawareness, technical capabilities, etc., andrelationships, etc.
implement effective/efficient activities(13) Long-term shutdown plant support & restart support【Important issues to be addressed in the near(14) Support for nuclear fuel cycle facilities
future】【Oher: Tasks separated from Main Actions】

14○ Task for Operation Supervisors Certification Exam/Accreditation

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

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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(Nuclear Risk Research Center), 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13

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.
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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Relationship with INPO and WANO

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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 Japan on 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 closely cooperates 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.
・From WANO: Dispatch overseas peer reviewers, etc.
 JANSI peer reviews are recognized as equivalent to WANO, and equivalence is exercised about once a year, replacing WANO peer

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Pursue the world’s highest level of safety

reviews on behalf of～WANO.
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15“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 safety18～ Untiring Pursuit of the Highest Standards of Excellence ～Japan Nuclear Safety Institute16

Handling 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17(Ref) Reform of JANSI and Enhancement of Activities- 20152016 - 2020▼2011.3 Fukushima Daiichi accident▼2012.11 Establishment of JANSI▼2013.5 Concluded “Collaboration Principles”

2021 -【Reform of JANSI and steady execution of 10-Year Strategy】▼2014.5 Proposal for “Voluntary WG”▼2015.5 Proposal for “Technical/ HR WG”
Strengthened JANSI functions (*1)

・Early establishment of PR technique and system
・Stogner commitment of JNO top management,stronger governance, etc.
・Advanced peer pressure (enhanced operation andsystem of Plant Integrated Assessment )・More active communication, etc.

▼2017.6 Formulated “Expected end state of self-regulation”▼2018.6 Changed the BoD structure (CEO of each company)▼2019.3 Formulated “10-Year Strategy”▼FY2016 Started Plant Integrated Assessment▼FY2017 Introduced PR score▼FY2018 Introduced Power Plant Awards (Special Awards)▼2015.2 Evaluation from INPO

・Both sides had different understandings on
Independency of a self-regulatory organization and lacked
communication at first, but gradually fostered common
understanding on the expected end state of the selfregulation in the industry.

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・Strengthened the relationshipwith INPO as equal partners(2019.4)<Phase to establish selfregulation>
・Awareness of autonomous and continuous improvement,such as active acceptance of PR, has been fostered and thesystem has also been developed.
・Peer pressure worked well, and a sense of community toaddress common issues together has been fostered.

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

・Workload of the operators increased to comply withnew regulatory standards.

・Plant performance improved
compared to before the Fukushima
Daiichi accident

・Acquired WANO PR equivalency(2022.10)(*1) Works related to PRA PR implementation and works related to PRA foundation
database/updates and data collection were transferred to NRRC (2016.7)<Phase to introduce/instill self-regulation>

・The JANSI cycle of “excellence
setup/evaluation/support”
worked well and led the operators
as the industry platform.

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

一般社団法人Status of
Main Activities

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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A1Peer Reviews (1) Conducted 33 times (including Hamaoka) since the founding of JANSI (2012).
 Conduct JANSI/WANO peer reviews alternately.
 Concluded MOU with WANO-Tokyo Center (TC) on the exercise of equivalency (exercised equivalency for
Shika PR in FY2023 3Q)

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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Peer Reviews (2)A2Peer Review Track Record of the Past 3 Years
FY2023
FY2020

FY2021

Ikata
Tokai Daini(Onagawa and Tomari
were postponed due to
COVID-19 pandemic)

Onagawa
Ohi
Takahama
Genkai

FY2022
MihamaShimaneTomariSendai
Higashidori

Tsuruga
Shika
Hamaoka

Note : Recorded in the year in which the peer review was conducted at plant
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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A3

Support for improving power plant performance Based on the result of Feasibility Study of the mechanism for constantly grasping power plant
performance, the Board of Directors approved the collaborative implementation of PMCM
(Performance Monitoring & Continuous Monitoring) by JANSI and ePM (enhanced Performance
Monitoring) by WANO. (Mihama: already transferred to full-scale implementation in May 2023
from partial trial; Ikata and Sendai: started implementation by collecting PIs in October 2023.)
 Establish PMCM guidelines, revise procedure manuals, and create PMCM booklet.

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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A4

Plant Integrated Assessment

 Started Plant Integrated Assessment in FY2016
 Conducted the Assessment based on the plant performance in the previous fiscal year, and shared the information in CEO
Session Gave the Power Plant Awards (Special Awards) (2018: three plants; 2019: one plant; 2020: three plants; 2021: N/A; 2022: oneplant; 2023: the two plants mentioned below)
・Kansai Electric Mihama NPP “Advanced initiatives for performance monitoring”
・Kyushu Electric Sendai NPP “Active initiatives regarding fire preventive measures in the entire plant”

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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A5Restart Assistance, JNFL Support, etc.

【Restart Assistance】
 Continue support from restarted plants (acceptance of secondees (operating staff) fromlong-term shut down plants, operator experience training in operating plants)
 As the restart assistance for BWR plants, conduct review of the pre-restart check plan.
 Conduct joint opinion exchange meeting between preceding PWR plants and BWR plants
regarding sequence training.
【JNFL Support】
 As individual support after the completion of special support activities, RM Team (support
for RM system), CAP/Trouble Team (support for improvement of cause analysis ability),
and CM Team (introduction of initiatives to address issues and good practices in CM-WG)
have provided the support.
【Other Support (related to release of treated water by ALPSs of Fukushima Daiichi)】 JANSI is conducting review (confirmation of document, on-site observation/interview) from theperspective of eliminating factors that would hinder the accurate release of ALPS treated water
into the ocean (from January 2023).
 Based on the review result, JANSI presented the “findings” to TEPCO HD.
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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A6

OE information utilization

Domestic Information

Overseas Information

Since the founding of JANSI :20 Documents of Significance16 Documents of Warning
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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A7

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Safety Culture Diagnosis (1)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Leadership Trainings

A8

 JANSI provides trainings to foster the awarenessprioritizing nuclear safety and to acquire non-technicalskills such as leadership, communication and teamwork.
 There are 10 training courses for managers according totheir positions (CEOs, CNOs, Plant Managers, Shift
Supervisors, etc.)

Number of participants (*)

In-field Managers Training
Risk Management Training
Assistant Shift Supervisor Training
Shift Supervisor Training
Chief Reactor Engineers
Desk-top Exercise (*)
Plant Manager Training
Senior Management Training
CNO Training
CEO Training* Number of the sites

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year

Note: Some training was cancelled due to the COVID-19 pandemic in FY2019 and FY2022.

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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A9

SAT Support

 In order to improve effectiveness of the training implemented by the operators, JANSI supports
them to introduce SAT (Systematic Approach to Training) by developing guidelines, providing
training, implementing plant caravans, holding workshops, etc.

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Education/training (SAT)
Analysis
DesignDevelopment
Implementation

Evaluation

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Incorporating needsfrom management of
the plants
Management of the plants

Feedback• In FY2020, started support activities(caravans) according to the statuses of theplants
FY2020: 6 companies
FY2021: 11 companies
FY2022: 11 companies
FY2023: 8 companies• In FY2022, started the workshop where theoperators learn with each other• Held the issue study meeting themed on
OJT• Held the basic course for training design(1st session)

Performance

Internal/
external events

Equipment
backfittingSpecifications,procedures

Improvingcompetencies ofthe plant staff

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

一般社団法人Annual Conference

A10

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

2022.3.23

2023.3.15

2024.3.13

Number ofParticipants

Approx. 600 (Held Online)

Approx. 500 (Held Venue and Online)

Approx. 500 (Held Venue and Online)

Panel
Discussion

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

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Expectations, Prospects, etc. of Future Activities

ContinuousImprovement:HowtoextendinJapan

Chairperson:Ms. Yukari Yamashita (Managing Director of theInstitute of Energy Economics, Japan)
Mr. Robert E. Schuetz (CEO, Energy Northwest)
Dr. Akira Yamaguchi (Director, Nuclear Safety Research Association/ Professor emeritus, University of Tokyo)
Mr. Victor M. McCree (Owner & Principal Operating Officer,
NucLeader Consulting, LLC /Former Executive Director for Operations for the NRC)
Mr. Nozomu Mori (Representative Executive Officer & President,
Kansai Electric Power Company)
William Edward Webster Jr. (Chairman, JANSI)
Hiromi Yamazaki (President & CEO, JANSI)

Chairperson : Mr.Akio Yamamoto (Professor, Nagoya University
Graduate School of Engineering)
Mr. Jeff Lyash (CEO, TVA (Tennessee Valley Authority))
Mr. Hiroyuki Yamaguchi (Professor, Kyushu Univ. Graduate School of
Human-Environment Studies)
Mr. Kingo Hayashi (President and Director, Chubu Electric Power Co.,Inc.)
Hiromi Yamazaki (President & CEO, JANSI)

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 and Evaluation of Plant Performance (1)A11 Restarted plants are operating smoothly, with fewer unplanned shutdowns.
 It is considered that restart assistance, evaluation by peer reviews, utilization of OE information, etc. arefunctioning effectively and contribute to improvement at the restarted plants.
Plant restarted after
complying with new
regulatory standards*3*2

All plants in Japan(case/reactor, year)

Capacity Factor (%)

Operation from the last phaseof the fiscal year, shutdown
due to provisional injunction,etc. partly affected thecapacity factor

Number of Unplanned Shutdownsof Nuclear Reactors at Restarted Plants
Event Occurrence Rate

Transition of Capacity Factor*1

FY2023

FY2022

FY2021

FY2020FY2019FY2018FY2017FY2016FY2015FY2014FY2013

FY2012FY2011FY2010FY2009FY2008FY2007

FY2006

FY2005

FY2004

FY2003

Before Fukushima
Daiichi accident*1: The capacity factor for FY2015-2017 is low mainly due to operation starting in the middle of the fiscal year
(FY2015: Sendai Unit 1, 2, Takahama Unit 3; FY2016: Ikata Unit 3; FY2017: Takahama Unit 4, Ohi Unit 3,
Genkai Unit 3) and shutdown due to provisional injunction to halt operation (FY2015-2017: Takahama Unit 3).
*2: The capacity factor in FY2020 is low mainly due to specialized safety facility installation work (Sendai Unit 1,
2, Takahama Unit 3, 4) and provisional injunction to halt operation (Ikata Unit 3).
*3: The capacity factor in FY2022 is low mainly due to specialized safety facility installation work (Genkai Unit 3,4, Takahama Unit 3, Mihama Unit 3) and PR negative flux rate trip (Takahama Unit 4).

32

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～From FY2015
onward(Source): Japan Atomic Industrial Forum Website, Nuclear Information Archives (NUCIA)(Note):
・The capacity factor of plants restarted after complying with the new regulatory
standards is calculated as the average value of capacity factor since the year of restart(including the shutdown period due to specialized safety facility installation work as
well as provisional disposition decision of the court).
・ For the number of events from FY2015 onward, the number of events from FY2015 to
FY2022, during which time the plant conforming to new regulatory standards was inoperation, was extracted.
・ For the number of events before the Fukushima Daiichi accident, the number of
events from FY2003 (when NUCIA started operation) to FY2010 (when Fukushima
Daiichi accident occurred), was extracted.

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

一般社団法人Current Status and Evaluation of Plant Performance (2)A12 The number of events requiring reporting based on the laws, etc. is decreasing at all domestic plants.

FY2023

FY2022

FY2021

FY2020FY2019FY2018FY2017FY2016

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～FY2023

FY2022

FY2021

FY2020FY2019FY2018FY2017FY2015

Before 1F

FY2016

Number ofImportant Facility Failures

Event Occurrence Rate(case/unit, year)
FY2023

FY2022

FY2021

FY2020FY2019FY2018FY2017FY2016FY2015FY2015

Before 1F

FY2023

Event Occurrence Rate(case/year)

Number of Fires

FY2022

FY2021

FY2020FY2019FY2018FY2017FY2016FY2015

Before 1F

Before 1F

FY2023

FY2022

FY2021

FY2020FY2019FY2018FY2017FY2016FY2015

Before 1F

Event Occurrence Rate(case/unit, year)

Event Occurrence Rate(case/unit, year)

Number ofIndustrial Accidents

Event Occurrence Rate(case/year)

33

Number of Deviations from
Limiting Condition for Operation

Number of
Events Requiring Reporting(Source): Nuclear Information Archives (NUCIA)(Note):・ For the number of events from FY2015 onward, the number of eventsfrom FY2015 to FY2021, during which time the plant conforming to
new regulatory standards was in operation, was extracted. (Averagevalues for FY2015-2021 are indicated by the blue dashed line.)
・ For the number of events before the Fukushima Daiichi accident, thenumber of events from FY2003 (when NUCIA started operation) to
FY2010 (when Fukushima Daiichi accident occurred), was extracted.
・Limiting condition for operation are stipulated in the nuclear facility
safety regulations of each station.
・Important facilities include emergency core cooling system,
emergency diesel generator, and reactor containment vessel.

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

一般社団法人FY２０２３
Activity Status（Described in accordance withthe 10-year strategy throughFY2023）34

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FY2023 Activity Status (Main Actions：1/6)

Ｂ1
10YS
Main Actions(1) Effective andefficient
implementation ofpeer reviews (PR)35

FY2023 Activity Status（Items with ● are related to Highly Focused Activity)●Steady implementation of station PR (at 3 plants: Tsuruga, Shika, Hamaoka (ongoing))●Improve operations by exercising WANO equivalency in Shika PR.
●Participation in WANO-PR (10 personnel/PR), Joint workshops (of TC-TLs and JANSI-TLs)●Consideration of how future PR should be・Set subtasks, performed overseas benchmarking and exchanged opinions with the Plant
Managers to consider “how future PR should be” and create JANSI’s rough draft.
・The consideration results have been incorporated into the new 10YS.
(2) Strengthen●Start full-scale operations of ePM at 3 plants: Mihama (shifted from partial trial to full-scaleconstant monitoring operations in May), Ikata and Sendai (started the full-scale operations in Oct.)of plant performance ●Improve PMCM processes (created the PMCM guidelines, revised the work
procedures/information handling procedures, created/revised the PMCM handbook, etc.)●PI utilization study (develop skills and methods for data analysis: PMCM system improvement
study, etc.)●PMCM effectiveness evaluation (collected plant performance data: WANO-PI/Voluntarily-set
Common PI)●Consideration of how future PR should be (the results have been incorporated into the new
10YS)(3) Continuously○Implement/improve Plant Integrated Assessment (collected the overall evaluation results,
improve and conduct deliberated them at Power Plant Integrated Assessment Committee, informed the operators ofIntegrated
the result after President&CEO made the final scoring.)
Assessment for○Implement Power Plant Awards (Special Award to 2 plants)
nuclear stations
・Kansai Electric Mihama NPP: Advanced initiatives for performance monitoring
・Kyushu Electric Sendai NPP: Active initiatives for fire preventive measures in the entire plant○Quarterly report on performance indicator (PI) data (4 times/year: sent to the operation
一般社団法人 原子力安全推進協会
Pursue the world’s highest level of safetycommittee
members,
reportedtoCollaboration
Supervisors
Meeting)
Japan Nuclear Safety Institute～ Untiring Pursuit of the Highest Standards of Excellence ～FY2023 Activity Status (Main Actions：2/6)

Ｂ２
10YS
Main Actions

FY2023 Activity Status（Items with ● are related to Highly Focused Activity)(4) Upgrade OE
tasks and actively
provideinformation○Analyze domestic and foreign OE and provided utilities with documents according to significance(Documents of Significance: None, Documents of Warning: the following 3 Documents have been issued)
・Warning regarding Tomari NPP EDG automatic shutdown (Jul. 7)・Fire prevention regarding electrical equipment, etc. (warning) (Sep. 27)
・Warning regarding LCO deviation incident due to work schedule mismanagement (Feb. 1)○Study for improvement and sophistication of OE-related work (Active information sharing/utilization, OE
information processing capacity improvement (OE-PI system improvement))○Promote preventive activities by instilling the importance of OE activities (At OE Information Review
Meeting and Overseas Information Review Meeting, the information was shared with the operators on
domestic/overseas OE information including NICS, IER, status of initiatives for providing OE information
documents, SOER general training, JANSI-NRA regular information-sharing sessions, etc. )○Support for resolving important issues identified in PR, etc. (periodic SR visits, TCP supports)○Strengthened other support for utilities (OP, FP, MA, RPCY, ES, EP)・Support through TPT, Mid-loop Information Liaison Meeting, FP Review Meeting, Emergency Drills Review
Meeting, etc.
○Other support activities (technical support for the Fukushima Daiichi treated water release: OP,MA/WM,CY)○Excellence Guidelines update and sharing in the industry (common to each area)○CAP: Held several information-sharing meetings○CM: including EQ management
・Support through CM-WG (held 4 times), EQ Review Meeting (held twice), and EQ Working Group (held 3times ), held the EQ seminar○Voluntarily-set Common PI: included in Main Action (2)○Risk Sensitivity Training : Provided for 6 sites●Support for plants preparing for restart (held the opinion exchange session jointly with 3 plants (Shimane,
Onagawa, KK), visited plants to confirm the status of preparation for restart, made report on JANSI restart
support at FEPC Restart Acceleration Task Force, etc.)(5) Strengthen the
support for theoperators toresolve sharedimportant issues(6) Provide
support forautonomous
safety activity
programs

36(7) Provide
support forrestarting plants

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FY2023 Activity Status (Main Actions：3/6)

Ｂ３
10YS
Main Actions

FY2023 Activity Status（Items with ● are related to Highly Focused Activity)(8) Provide support
for reprocessing
and other facilities○Special support had been ended in FY2022 (support upon requests through SR/TCP)・As individual support after the special support ended, RM group (support for RM system), CAP/Trouble group (support for
improvement of cause analysis ability), and CM group (introduction of initiatives for addressing issues and good practices at
CM-WG) provided support.
〇Diagnosis of safety culture including the corporate offices: included in Main Action (10)○Support for establishing the risk management (RM) system including the corporate offices, study/establishment oforganizational effectiveness assessment
・Meeting (held 4 times)○Participated in WANO CPR (2 utilities)○Implement the safety culture diagnosis (5 sites)○Support for fostering/improving the safety culture・Support for the self-assessment (4 operators), implemented safety culture fostering seminars (basic/follow-up, hands-on)
and safety caravans (4 operators), held lectures upon requests from the members (2 operators).
○Sophistication of safety culture diagnosis related work (collaboration with domestic/overseas related organizations)・Held the JEA seminar and the lecture for overseas trainees at the Wakasa Bay EC, participated in IAEA-TM.
○Share the information on the safety culture diagnosis and PR and collaboration○Develop the evaluation methods for enhanced safety measures, etc.
・Overall summary of FY2022 proposal follow-ups was reported at Collab. Supervisors Mtg., CNO Mtg. Board Mtg. in Apr./May.
Consolidated result of FY2023 proposal follow-ups/policy for explaining at BM, etc. were explained at Nuclear Safety Experts
Meeting (Mar. 22) to hear opinions.
○Development of safety measures evaluation basis
・With regard to issues found by JANSI, the study results of the latest information on safety improvement measures taken atoverseas plants were introduced to the personnel in charge at explanatory sessions, etc. to hear opinions and promote theimprovement measures. The outline of the explanatory sessions was shared at Nuclear Safety Experts Meeting (4 times/year).
○Utility support activities (With regard to holding of seminars, etc. on the evaluation method and evaluation results, etc.
based on the overall summary of the SRS-46 evaluation, explanation was made on the activities plan for supporting theoperators, etc. at Nuclear Safety Experts Meeting (Dec. 22, Mar. 22))

(9) Strengthen
oversight function
including corporate
offices(10) Upgrade safety
culture diagnosis
method andconduct of it(11) Summarize
safetyimprovement tasks
and provide
support37

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FY2023 Activity Status (Main Actions：4/6)

Ｂ４
10YS
Main Actions(12) Implement
Leadership Trainings

38

FY2023 Activity Status（Items with ● are related to Highly Focused Activity)○Effective and well-planned implementation of Leadership Trainings (CEO Training, CNO Training, Nuclear Power
Division Manager Training, Plant Manager Training/Follow-up training, Chief Reactor Engineer Training/Follow-up
training, Crisis Management Training, Shift Supervisor Training (3 times), Assistant Shift Supervisor Training (3times), In-field Manager Training (twice)/Follow-up training, Senior Staff Training (trial for the implementation in
FY2024))○Effective use of on-demand training
・The video material recording the lecture for looking back the Fukushima Daiichi accident used at Chief Reactor
Engineer Training has been made usable as the training material.
○Enhancement of table-top exercise (creation of a new exercise scenario)
・Implement the exercise at five plants. A new training scenario was considered based on the operators’ needs.
○Development and reasonable implementation of non-technical skill training to a wide range of utilities
・The training was implemented for 9 companies in response to their requests received separately.
○Grasp utility needs through feedback from trainees, training promotion working group, etc., and make
improvements○Implementation of station caravan(13) Promotion and・Support works were provided for 8 companies in response to the requests received separately.
adoption of SAT
method○Support for autonomous improvement activities including workshops and benchmarking
・The issue review meeting was held for the themes of the SAT workshop and OJT (Dec. 11-12).
・Basic course for training design was held (Dec. 13-14). (as a part of the strategic works under the new 10YS)○Utilizationof video materials for remembering the Fukushima Daiichi accident (in leadership trainings, JANSI(14) Incorporate
staff
trainings,
etc.)
Fukushima Daiichi
・Rented the video materials the operators upon request.
lessons learned
・The accident was looked back in Leadership Training. (the lectures were provided by those who had
experienced the accident as the personnel in charge, etc.)○Deliver messages through Board Meeting, etc. (5/18 BM, 6/15 General Assembly/Extraordinary BM, 3/14 BM)(15) Foster○Develop leadership as main actor of self-regulation (dialogue between 3 new CEOs/5 new CNOs and JANSI
ownership of selfPresident&CEO,
9/14 CEO Training, 11/16 Plant Manager Training, 2/7 CNO Training)
regulation among○Direct dialogue with stations by JANSI executives (In addition to the interviews with 2 new Plant Managers,
utility leaders
directPursue
dialogues
the highestPlant Managers
一般社団法人 原子力安全推進協会
thewithworld’slevel of were
safetyheld in Joint Assessment)
through dialogues
Japan 6Nuclear
Safety○Communication
to Highest
the front-line
workers
various contents(Issue "JANSI ACTIVITIES"
times/year,etc.)Institute～ Untiring
Pursuit of theStandardsof viaExcellence～FY2023 Activity Status (Main Actions：5/6)

Ｂ５
10YS
Main Actions(16) Support theutilities by providing
documents ofsignificance in thetime of emergency

39

FY2023 Activity Status（Items with ● are related to Highly Focused Activity)○Help utilities during emergency by issuing Documents of Significance, etc.
①Cooperated with the operators and WAN-TC and participated in the training by the operators/WANO (atTsuruga on Dec. 8)②In order to issue Documents of Warning and Documents of Significance in a timely manner, JANSI has been
keeping the necessary documents (Operational Safety Program, installation permits) always in order(continued)(17) Secure medium○Securement of mid- to long-term human resources (Acceleration of current initiatives)and long-term human ・Strong request for HR based on the report on “Issues in and response to HR securement” at Board Meeting,resources and develop etc., consideration for extension of continued employment to age 70, new graduates hiring (for 2024, 2025), etc.
training program〇Capability development and adequate allocation of staff (Strengthen current initiatives)
・Development of new graduates to make them reliable workforce, implementation of step-up training,
implementation of training to remember the 1F accident for JANSI staff, etc.
〇Knowledge sharing within JANSI using knowledge management (KM) system (Strengthen current initiatives)
・Confirmation of KM utilization status (questionnaire, consideration of countermeasures, system updates)(18) Raise awareness○Small group dialogue (with JANSI top management (President&CEO) (11 times, 44 staff), issued
President&CEO message every time)
as self-regulatoryorganization by the○Employees Awareness Survey (implemented the awareness survey)
executives
・Implemented the questionnaire during May 15 and 31. (collection ratio: 96.5%)(19) Strengthen○ Increasing collaboration with NRA to demonstrate synergy effect in pursuing nuclear safety
cooperation with・Regular OE Information Exchange Meeting (4 times), greetings to NRA and Commissioners, interviews withstakeholders to
NRA
exercise synergy effect ○Continued activities to promote understanding for ANRE (METI) and other important stakeholdersof nuclear safety
・Interviews with ANRE, response to nuclear energy subcommittee organized by METI (Feb. 20) and Domestic
Advisory Committee (Sep. 13, Mar. 11), issuing JANSI On-Line 4 times (April Issue, July Issue, October Issue,
January Issue)○Enhance collaboration with ATENA and NRRC
・ATENA (collaborative coordination meeting, WG responding to OE, etc.), NRRC (engineering cooperation
meeting, information liaison meeting, etc.)
Activities
to raisepublic acceptance
一般社団法人 原子力安全推進協会
Pursuethe world’s
highest level of safety
Japan Nuclear
Safety Institute～ Untiringof the Highest
Standardsof Excellence～
・JANSIPursuit
open website,
communication
throughAnnual Conference,
appropriate dialogues
with the persons

FY2023 Activity Status (Main Actions：6/6)

Ｂ６
10YS
Main Actions(20) Build
cooperative
relationships with
WANO, INPO andother externalorganizations

40

FY2023 Activity Status（Items with ● are related to Highly Focused Activity)○WANO (participated in World Governing Board Meeting, TC Board Meeting, WIO Meeting,discussed with Chairman Mitchell who visited JANSI on JANSI-WANO cooperation (Sep. 29), etc.)○INPO (held the information-sharing session for establishing an INPO-JANSI engineering
supportive relationship (Jun. 29), Japan-US CNO Leadership Meeting (Aug. 27-30) and INPO-JANSI
executive information-sharing session (Aug. 30), INPO CEO Willard visited JANSI and participatedin CEO Training (as a lecturer), etc. (Sep. 11-14), participated in INPO CEO Conference (Nov. 7-8),
and others)
Concluded a new cooperation agreement (for Apr. 2024 –Mar. 2029) following the expiration of
the current agreement (on Mar. 19)○EDF (visited France, held the information-sharing session with EDF (on Combined PR,
acquisition of equivalency, etc.) (on Jun. 20), reported the equivalency-exercised PR result (onMar. 19))○International organizations including IAEA, OECD/NEA(introduced JANSI survey activities at the OECD/NEA GIC Workshop (on the request of NRA,
shared with ATENA/FEPC) (on Nov. 14-16), and others)○International Advisory Committee(had interview session with each committee member to discuss on JANSI 1H results, etc. (in Oct.Nov.), held the International Advisory Committee (safety culture diagnosis, leadership training,
OE initiatives) (on Mar. 14))

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FY2023 Activity Status (Technology Basis)

Ｂ７
Technology Basis

FY2023 Activity Status(A) Support withmaking the most offoundational
technical information○Development of core internals inspection and evaluation guidelines (issued new 3 guidelines)○Support related to hydrochemistry (as for the outsourced work, the interim report was made in Oct. and the final
report was made in March)○Support through lectures on basic safety principles, etc. (the lecture to deepen the understanding was held (on Nov.
14))
○Development of industry-common maintenance technical basis and dissemination of it①Improvement of maintenance information library (concluded an outsourcing agreement to outsource the work)②Maintenance/Enhancement of database (the maintenance information library has been being maintained andupdated)③Enhancement of on-site engineer network activities (an outsourcing agreement was concluded to outsource theworks to continue supporting the meeting secretariats, implemented as planned for Maintenance Base Development
Committee and the affiliated 10 meeting bodies)④Maintenance/Management of deterioration mechanism (issued the deterioration mechanism table Rev. 12)⑤Understand utility issues and support improvement activities (considered on the future holdings of the platform
utilization explanatory session)○Support for revision of JEAC4209 rules○SMS issues study meeting (see Main Action (6))○Internal audit review meeting, Human Factor (HF) study meeting○Trainings for human performance improvement (HPI) (basic training, advanced training, specialized training)○Survey on precedents in Japan and overseas○Safety awareness poster: issued 3 types of the poster (No. 40-42) on the theme of HP tool(B) Development ofmaintenancetechnology basis(C) Support for
Nuclear Safety
Management System(SMS)(D) Manufacturers
support(E) Operation
Supervisors
Certification tasks

41○Reliable implementation of manufacturer PR (at 3 locations: implemented at NFI and JAEA Nuclear Science ResearchInstitute, and as for GNJ-J, kicked off in Jan. and the actual review will be implemented in June)○Implementation of examinations (4 times a year)〇Support for building a system for mutual dispatch of BWR operating staff (practical training according to position)(BWR started development of comprehension check common questions based on NUREG-based standard KSA catalogs)○Hands-on training in operating plants (implemented by dispatching the personnel from 9 plants)
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Ｂ８

FY2023 Activity Status (Other)

1. The new 10-Year Strategy(1) JANSI made discussions on the new 10-Year Strategy in FY2023 which is the middle year of the current Strategy.
(2) Reviewed the current Future Visions  Identified critical factors to achieve the Future Visions (Critical Success
Factors)  Set JANSI Main Actions which would contribute to CSFs  Developed a 10-year plan for each Main Action(including budget/personnel)  Extracted the FY2024 plan from the 10-year plan as “FY2024 Business Plan”.

2. Status of FY2023 activities pertaining to the foundation of organizational
management(1) With the lowering of the new type 5 coronas, the company moved to routine infection prevention measuresand systematically promoted new ways of working.
(2) Implementation of self-assessment and 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

42

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

43

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The list of JANSI Board Members

C1
Director/Auditor

44

Name (titles omitted)

Affiliation

Director, Chairman

William Edward Webster Jr.

Representative Director,
President & CEO

Isao Kato

Director

Kazuhiro Ikebe

President and CEO, Kyushu Electric Power Co., Inc.

Director

Hitoshi Kanno

Representative Director President and Chief Executive Officer, J-Power

Director

Tomoaki Kobayakawa

Representative Executive Officer and President, TEPCO Holdings Inc.

Director

Susumu Saito

President and Director, Hokkaido Electric Power Company

Director

Yoshihiro Miyamoto

Director and President, Shikoku Electric Power Company

Director

Kengo Nakagawa

Representative Director, President & Senior Managing Executive Officer,
Chugoku Electric Power Company

Director

Kingo Hayashi

President and Director, Chubu Electric Power Company

Director

Kojiro Higuchi

Representative Director & President, Tohoku Electric Power Company

Director

Naohiro Masuda

Executive President and CEO, Japan Nuclear Fuel Limited

Director

Koji Matsuda

Representative Director & President, Hokuriku Electric Power Company

Director

Mamoru Muramatsu

President, The Japan Atomic Power Company

Director

Nozomu Mori

AuditorYasunori Inada

AuditorHajime Yamazaki

Director, Representative Executive Officer, President
Kansai Electric Power Company
Vice President and Executive Officer, CEO of Nuclear Energy Business
Unit, Hitachi, Ltd.
President & Representative Director, Global Nuclear Fuel-Japan

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C2

Abbreviations, Terminology (Organizations)

ATENA: Atomic Energy Association
Established in 2019 as a new organization that plans effective safety measures and promotes introduction to the sites of nuclear operators, while effectively utilizing theknowledge and resources of the entire nuclear industry and engaging in dialogues with the regulatory authority, etc., for the purpose of establishing autonomous and continuous
efforts in the nuclear industry.

CNO: Chief Nuclear Officer
INPO: Institute of Nuclear Power Operations
The operators’ self-regulatory organization established in 1979 by the U.S. nuclear operators for the purpose of promoting a high level of safety and reliability in commercial
nuclear power generation, as a lesson learned from the TMI (Three Mile Island) nuclear power plant accident that occurred in March 1979.

JANSI: Japan Nuclear Safety InstituteAn organization established in FY2012 under the consensus of the Japanese nuclear industry as an organization that untiringly pursues the world's highest level of safety inorder to prevent any events similar to the TEPCO Fukushima Daiichi Nuclear Power Station accident.

NRA: Nuclear Regulation Authority
NRRC: Nuclear Risk Research Center
Established in 2014 as a research and development center for developing the technologies and expertise necessary for initiatives by nuclear operators to tirelessly improve
the safety of the use of nuclear power generation.

SR: Senior Representative - A representative who will be JANSI’s general contact point for stations
TCP: Technical Contact Point - JANSI’s contact point for stations in 15 areas of expertise
WANO: World Association of Nuclear Operators
A global organization established in 1989 with the aim of improving the safety and reliability of nuclear power plant operations through friendly competition and exchanges
among the nuclear operators worldwide in the wake of the Chernobyl nuclear power plant accident.

45

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

Abbreviations, Terminology (Activities)

CAP: Corrective Action Program
Mechanism for picking up nonconformities in the organization and leading to recurrence prevention as well as prevention.

CM: Configuration Management
The system engineering task or process for establishing and maintaining the scope, performance, functional and physical requirements, design, and operational information
throughout its life.

OE: Operating Experiences - Information on operating experience including troubles
Peer Pressure
A mechanism for improving safety through mutual check and balance by holding discussions on safety improvement of the entire operators based on further identification
of/response to improvement items and its results through peer reviews, based on the notion that "We are in the same boat" and that the whole nuclear industry is influenced by
the performance of each other.

Peer Review
Intended to improve the safety and reliability of station office through experts’ visit to power plants and review (evaluation) of activities pertaining to ensuring the safety (nuclear
safety, radiation safety, occupational safety, etc.) and reliability of the station office from their professional standpoint. In the nuclear industry, WANO and JANSI conduct peer
review of power plants at a fixed frequency.

PI: Performance Indicator - Power plant performance indicator
PMCM: Performance Monitoring & Continuous Monitoring
Constantly grasps the status of power plant performance from performance monitoring system data and various information.

RIDM: Risk-Informed Decision-Making – Decision making utilizing risk information
A decision-making process currently being undertaken by the operators towards implementation, which aims at a more rational decision-making by integrating findings from
Probabilistic Risk Assessment (PRA) in addition to the conventional deterministic assessment.

SAT: Systematic Approach to Training
Systematically performs training program design and effectiveness evaluation by starting with business analysis and listing necessary knowledge and skills.

TPT: Team Performance Improvement
Training- Teamperformancetraining for operators
Pursuethe world’s
highestlevel ofimprovement
safety46～ 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47

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