JANSIAnnual Report
2021

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

一般社団法人Table of Contents

2

1～１３

Overview of JANSI

Ａ1～Ａ１4

Status of Main Activities

Ｂ1～Ｂ８

FY2021 Activity Status

Ｃ1～Ｃ５

References

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

一般社団法人Overview of ＪＡＮＳＩ

3

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

一般社団法人Current Status

１(1) Name： Japan Nuclear Safety Institute (JANSI)(2) Number of members： 129 (as of end of March 2022)(3) Number of personnel： 178 (as of end of March 2022)(4) Organization
Chairman(Reformed on 2021.7.1)

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

Activities Evaluation Office GM

Planning
Department GM

4

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

Training &Accreditation
Department GM

Organizational
Effectiveness andSafety Culture
Department GM

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

Peer Review
Planning
Department GM

Technical Support
Department GM

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

一般社団法人History of JANSI Activities

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

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

一般社団法人３

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

Self-Regulation
UtilityD

UtilityA

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

JANSI

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

Nuclear Industry(“Community” of JANSI member companies)

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

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

一般社団法人４

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

7

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

一般社団法人５

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

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

６

Common Goal: Improving Nuclear Safety

NRA

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

Regulation

NuclearOperators

JANSI

Dialogue as therepresentatives ofindustry

ATENA

Request theAtomic Energy Association
adoption ofsafety measures

Evaluation/Support/Training

Interactive communication

Pursue the World’s Highest Level of Safety

General Public
Mutual cooperation including the NRRC(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７

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

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

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

一般社団法人８

Relationship with INPO and WANO

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

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

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

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

一般社団法人Cycle of JANSI Activities

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

Clarification of Excellence (Guidelines)

Excellence Setup

Set excellenceand promote
understanding

No end to improvement (excellence)
Identify
areas forimprovement

Station performance (→high level)

Goal (objective)
Area forimprovement

Area forimprovement

Compliance withprocedures

Nonconformance
management Design management

NuclearOperators

ProposalsRequestEvaluation

Peer Pressure
through
Integrated Plant Assessment

Support forresolving issues,
emergency drills andhuman development

Reviews

Activities (work) of power station

12

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

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

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

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

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

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

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

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

一般社団法人12-1

Development of Ten-Year Strategy (1/3)

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

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

一般社団法人12-2

Development of Ten-Year Strategy (2/3)

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

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

12-3Action Category

Orientation of Activities

Effective and Efficient Peer
Reviews

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

Continuous Monitoring andTimely Information Sharing on
Plant Performance, Enhancementof Supports

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

Evaluation and Support for both
corporate office and stations

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

Maintain and improve technicalcapability of operators

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

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

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

17

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

一般社団法人１３

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

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

一般社団法人Status of
Main Activities

19

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

一般社団法人Status of Main Activities

Ａ１〇Peer Review
 Conducted 25 times since the founding of JANSI (2012)<The Role of JANSI Peer Review>• Evaluate the safety improvement activities of the operators• Create a mechanism for the top management of theoperators to commit to improvement through peer reviews<Desired End States>

Peer Review Track Record of the Past 3
Years
FY2018FY2019

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

FY2021

FY2020
Ikata
Tokai Daini(Onagawa andTomari were
postponed due
to COVID-19
pandemic)

Onagawa
Ohi
Takahama
GenkaiTeam Meeting

Pursue the World’s Highest Level of Safety and Reliability
 Now under assessment for WANO equivalency.

20

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

一般社団法人Status of Main Activities

Ａ２〇Support for improving power plant performance Currently conducting a Feasibility Study (FS) of PM&Cont.M as a mechanism to constantly grasp power plant
performance. Notably in FY2021, we have taken into consideration the cooperation with WANO's ePM (enhanced
Performance Monitoring), which will be the core of PM&Cont.M, and the future schedules, etc.
 Power Plant Integrated Assessment has been conducted from FY2016
・Conduct evaluations based on the results of the previous FY, and share information in the CEO session
・Power Plant Special Awards were given (to 3 plants in 2018, to 1 plant in 2019, to 3 plant in 2020, 0 plant in 2021)
 For the identified issues, support power plants through seminars on improvement measures, benchmarking visits,
training, Senior Representative (SR) visits, and Technical Contact Point (TCP) for each specialized field.
 Currently developing activities to present excellence to the operators by organizing the concept of programs that are
the basis of voluntary safety improvement activities such as Corrective Action Program (CAP), Configuration
Management (CM), and Risk Management (RM).

〇Restart Assistance, etc.
 Exchange opinions with the preceding restarting plants, and provide
support such as walk-downs by utility experts as appropriate.
Assist the restart of Mihama Unit 3 (stationed during startup), reflect
the assistance results, etc. in the guidelines for restart after long shut down,
and share with the operators
 Pre-completion support for the JNFL reprocessing plant is ongoing
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Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～【Power Plant Special Awards (All CEOs attended)】
原子力安全推進協会
Japan Nuclear Safety Institute

一般社団法人Status of Main Activities

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

Overseas Information
INPO

NRC

IAEA

WANO

Collect OE Information
Screening (Extracting important info)

NUCIA

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

Examine the concept of roll out and countermeasures
Issue recommendation documents, etc. to the operators
Follow-up activities of the operators

Press
Releases

Since the founding of JANSI,
20 Documents of Significance, etc.
and 12 Documents of Warning
have been sent.

 In FY2021, two Documents of Warning were issued:"Information sharing related to fatal accidents caused by CO2 emission from CO2 fire extinguishing equipment that occurred in the general industries“"Information sharing related to troubles of the U.S. Callaway 1 Condenser Air Off Take System Radiation Monitor Drain Piping Loop Seal Loss (PWR WH)”

22

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

一般社団法人Status of Main Activities

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

On-Site Diagnosis Track Record of the Past 3 Years
FY2021FY2018FY2019FY2020

Nuclear Power
PlantsJNFL

Fukushima
Daini,
Takahama,
Shimane,Genkai,
Oma

Tokai/Tokai
Daini,
Hamaoka,
Tomari,
Kashiwazaki
Kariwa, JNFL

Tsuruga,
Ikata, Sendai

Higashidori、
Ohi、Shka、Onagawa、Fukushima
DaiichiPlantmanufacturers
Fuelmanufacturers

Toshiba

Mitsubishi
Heavy
Industries

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

一般社団法人Status of Main Activities

Ａ５【Safety Culture Surveys】
Factor Rating Trends(Power Station Average)

Trends can be ascertainedStatistical analysis allows
comparisons to be made of
the relative position of eachmember within themembership as well as
between divisions within
members’ businessestablishments
Hierarchical analyses can be
made① Areas are able to beclarified that organizations
should prioritize.
② The focus of field diagnoses
can be narrowed down.
24

1st survey: FY2002-2004
4th survey: FY2012
7th survey: FY2021

2nd survey: FY2006
5th survey: FY2015

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～(Vertical axis: Rating)

3rd survey: FY2009
6th survey: FY2018

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

一般社団法人Status of Main Activities

Ａ６〇Support for establishing a risk management (RM) structure In order for the operators to practice risk management and continuously improve safety, carry out
support activities such as reviews including the corporate office.
 Trial RM reviews were conducted in FY2021 (Hamaoka, Sendai).
【Risk Management Process】
Risk
Identification
Risk Analysis/
Evaluation
Risk minimization/
mitigation
Implementation of
Risk Management
Strategy
Lessons learned
and Reflections

25

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

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

一般社団法人Ａ７

Status of Main Activities〇Safety improvement measures evaluation, recommendation and support

Pursue world’s excellence by investigating/collecting the latest findings of the world, and evaluate/support safety improvement measures of each operator.
A) Develop evaluation methods (IAEA’s SRS-46 is applied as methods different from those of operators and NRA. Participating in revision of SRS-46)
B) Safety Improvement Measures evaluation and recommendation (1 Defense in Depth level 1-3 recommendation was issued in May this year. Now
following up on the response status of 6 SA (Severe Accident) measures recommendations)C) Survey on Good Practices of Safety Improvement Measures (Now conducting an overseas survey of issues extracted from the gap with the
U.S./Europe. U.S. STS, mid-loop operation, etc.)
D) Future Activities (Evaluation using the SRS-46 will be completed in FY2022, overseas surveys and seminars & lectures will be continued)【Evaluation of safety improvement measures】
A) Development of
Evaluation MethodB) Safety Improvement Measures
Evaluation and RecommendationC) Survey on Good Practices
of Safety Improvement
Measures

Adoption of IAEA SRS-46"Assessment of Defense in
Depth for Nuclear Power Plants"• SA evaluation: Complete for FY2020• DB-related: Under consideration/FY2021 interim report• External events: Under consideration/FY2021 interim
report• Identify and consider issues related to safety measures

Now conducting anoverseas survey of issues
extracted from the gap
with the U.S./Europe.

(1) Independence, (2) Uniqueness,(3) Originality, (4) (Exclusion of)
Self-righteousness

Now participating in the revisionof IAEA SRS-46• Issue recommendations (1 for DB in FY2021, 6 for SAs)
• Follow up on recommendations (follow up on response
status every year)

Quantitative Evaluation of Safety Improvement
Measures (SA evaluation example)
Improvement of safety measures before and after
compliance with new regulatory requirements
Identify areas for improvement of safety measures
Standard comparable to global standard
Clarify differences from plant to plant

U.S. STS, Mid-loop operation,
Digital I&C, External event
measures, Source term
behavior during SA, etc.

D）Future Activities
 By FY2022, evaluate Defense in Depth level 1-3 and measures against external events, and give an overall summary Operators support activities such as new findings surveys, effectiveness evaluations, and seminar & lectures held
by JANSI will be continued in and after FY2023 Pursue the world’s highest level of safety
26～ Untiring Pursuit of the Highest Standards of Excellence ～Example: Comparison of sufficiency evaluation between
domestic PWR
plant A and foreign plant B
一般社団法人原子力安全推進協会
Japan Nuclear Safety Institute

Ａ８

Status of Main Activities〇Leadership Training Conduct training for fostering awareness of making nuclear safety top priority and non-technical skills (leadership, communication,etc.) Provide 10 courses according to duty position for the management level employees including Shift Supervisors, Plant Directors,
CEO: Chief Executive Officer
CNO/CEO, etc.
CNO: Chief Nuclear Officer In/after October 2020, trainings were held online due to COVID
Externalorganizations
Cooperation

 Full-scale introduction of non-technical skill training from FY2021

Fire Dept.
Self Defense Forces
Aviation
Railway, etc.

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

Contents specialized in non-technical skills, programs to experiencebasic characteristics of the skills by lecture, exercise, role play, etc.
(Recorded 389 non-technical skill training participants in FY2021)

27

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～Crisis Management Training

Online Implementation

Training Track Record (Number of people)
FY2018FY2019FY2020

FY2021266

203 (*1)

128 (*1)221*1 In FY2019/2020, a part of the training was canceled due tothe COVID-19 pandemic

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

一般社団法人Ａ９Status of Main Activities〇SAT Support [SAT: Systematic Approach to Training] Provide support for the operators’ efforts to secure the technical competence of the staffs through the development ofguidelines, training, caravans, etc.
 In FY2020, practical training and power plant caravan were implemented online for each power plant(FY2020: 9 sites in 6 utilities; FY2021: 19 sites in 11 utilities)〇Operation Supervisor Certification◇JANSI is designated as the qualifying institution fromthe nuclear operators, and carries out certificationconsistent with the Nuclear Power Plant Operation
Supervisor certification rules (JEAC4804) and the pass/failassessment rules of the nuclear operators (renewed every
3 years).
◇In FY2021, oral/written examinations and lectures were
held four times, and the certification results wereannounced.
(Conducted online since FY2020 due to the COVID-19
pandemic)
28

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一般社団法人Status of Main Activities

Ａ１０〇Annual Conference

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

Event Date

2020.3.18 (Cancelled)2021.3.17

2022.3.23

Number ofParticipants―

Approx. 600 (Held Online)

Approx. 600 (Held Online)

Panel
Discussion

The event was cancelled in response to the spread of
COVID-19 infection and the "Basic Policy forCountermeasures against COVID-19 Infections"announced by the government.
A tripartite talk was held on the Denki Shimbun, related
to the theme "improvement of risk sensitivity"scheduled for the day.
(Tripartite Talk)
Risk Management from the perspective of Hayabusa2
and Nuclear Power
Yuichi TSUDA: Hayabusa2 Project Leader, Japan
Aerospace Exploration Agency

Establishment and Progress of Voluntary Continuous Safety
Improvement Initiative(Chairman) Professor Akira YAMAGUCHI, Nuclear Professional
School, School of Engineering, The University of Tokyo
Fumihito OGATA: Executive Vice President, West Japan Railway
Company
Jeffrey B. Archie: Former CNO, South Carolina Electric & Gas
Company (SCE&G)
Yutaka FUJII: President & Director, Hokkaido Electric Power
Company
Kazuhiro IKEBE, President & CEO, Kyushu Electric Power
Company
Hiromi YAMAZAKI: President & CEO, JANSI

Professor Akira YAMAGUCHI: Nuclear Professional
School, School of Engineering, The University of Tokyo

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 ofTechnology)
Dr. Erik Hollnagel (Professor Emeritus, Linköping University / Ecole desMines de Paris / the University of Southern 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 Facultyof Medicine)
Mr. Keisuke Nagai (Director and President, Shikoku Electric Power
Company)
Hiromi Yamazaki (President & CEO, JANSI)

Hiromi YAMAZAKI: President & CEO, JANSI

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Status of Main Activities〇Response to the COVID-19 pandemic

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

Main Operations

Overview of Initiatives

COVID-19 infection
control measures

・In FY2021 1H, workplace COVID-19 vaccinations were held for JANSI staffs

Peer Reviews

・Postponed peer reviews in the first half of FY2020
・From the second half of FY2020, promoted measures such as remote interviews and decentralized dispatch ofsmall number of team members, in order to reduce contact with the front-line workers. Though under the
COVID-19 pandemic, were conducted almost as planned.

Leadership Training

・Cancelled a part of trainings in FY2020 due to the COVID-19 pandemic
・In/after October 2020, reviewed training design and teaching materials, and conducted training online
・Full-scale introduction of non-technical skill training from FY2021

Safety Culture
Diagnosis

・Performed on-site diagnosis of 6 of sites (5 stations, 1 plant manufacturer) in FY2021
・Promoted digitalization support such as examining the content of interviews, and conducted on-site diagnosis
interviews at 5 stations remotely including the corporate offices

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Status of Main Activities〇Support for industry-wide efforts following the physical protection (PP) flaw Cooperation in the mutual review of operators on the PP-related work of each other*••

Each utility has conducted its business in a closed manner because PP-related information was confidential and considered not to be disclosed
to other utilities for advice, and there has not been sufficient improvement made through learning from outside. (A point to be improved)
JANSI provided initial training to the utility PP reviewers before conducting utility-mutual reviews. Training contents are:
1. Peer Review Principles ・ ・ ・ What performance is, the Peer Review principles, etc.
2. Observation ・ ・ ・ Behavior observation method, Observation Sheet creation method
3. From observed facts to AFI ・ ・ ・ Procedures from observed facts to AFI creation, how to investigate the cause*Critically compare and check the rules and operations associated with PP of each company, identify the areas for improvement existing in each company, make improvements,and share good practices throughout the industry in order to raise the overall level of physical protection.

 Evaluation of operators’ safety culture self-assessment processes
•

•
•
•
•

31

There are fundamental problems hidden in the deep part of the organizational culture of the operators,
which are difficult to see on the surface, and it is important to extract and improve them by themselves.
In response to requests from the nuclear operators, the safety culture self-assessment activities of each company
were reviewed critically and cross-functionally based on JANSI’s written opinion on self-assessment, etc.
(May 2021)
The following items were extracted as weaknesses.
Involvement of the management, comprehensive analysis,
integrated interpretation of large amounts of materials, etc.
The operators will proactively consider and work on JANSI's advice.
JANSI will also lead and support the operators.

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Status of Main Activities〇Initiatives to promote understanding of JANSI’s activities and voluntary safety improvement
 Background
The NRA, ANRE, Domestic Advisory Committee members, etc. have commented that it is hard to see JANSI's
activities and that it is important to actively promote JANSI’s voluntary safety improvement initiatives.
 Direction of the Initiatives① Based on the fact that JANSI's activities function as a self-regulatory organization, will provide timely andappropriate information and hold dialogues by effective means based on the purpose of the appeal for eachappeal target.
② Strict information management will be carried out for matters related to the privacy of individual power
plants and for information related to INPO and WANO, ensuring confidentiality.
 Status of the Initiatives① Enhancement of the content according to target and purpose
In addition to issuing JANSI On-Line four times a year,
create public annual reports and post them on the website,
and utilize them for dialogues with related organizations, etc.
② Enhancement of the public website
For the purpose of making information with higher needs more timely, easier to understand, easier to see, andeasier to use, change the layout of the top screen, set up a site map, enhance the top screen such as banner,
newly set up smartphone compatible screen, enrich “What’s New,” post peer review results, etc.
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Status of Main Activities〇Codes and standards, maintenance skill certification tasks(transferred to external organization from April 2022)

Transition of the number of
involvement/participation in standards

Transition of the number of draft
proposal on standards

Number of cases Codes and standards activity① Promptly incorporate domestic and foreign technicalfindings and research outcomes in the codes/standards
and guidelines of academic societies.
② Target areas are: plant design/construction, plant
operation/maintenance, reactor decommissioning,radioactive wastes, etc.
➂ Cumulative results up to FY2016 are 673 cases of
involvement/participation in standards and 381 cases ofdraft proposal on standards.
Fiscal Year
Fiscal Year
 Maintenance skill certification tasks① In the maintenance skill certification system (built voluntarily by electric utility companies) that certifies
qualifications for workers engaged in maintenance work at NPPs according to nation-wide common standards,
carry out certification tasks as a neutral institution at the request of electric utility companies.
② The cumulative number of certifications up to FY2021 is 6,595.
All tasks are to be taken into consideration for transfer to other organizations in the 10-Year Strategy, and as aresult of discussions and coordination with the FEPC, from April 2022, standards related tasks were transferred to
the FEPC and certification related tasks were transferred to the JAPEIC.
33

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一般社団法人FY2021
Activity Status

34

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一般社団法人Ｂ1
Ten-Year Strategy Main
Actions

FY2021 Activity Status (Main Actions:1/5)
FY2021 Activity Status（Items with ● are related to Highly Focused Activity)(1) Effective and efficient
implementation of peer
reviews (PR)

●Ensure to implement power plant PR (4 NPPs: Onagawa, Ohi, Takahama, Genkai will continue to take measures to obtain
WANO-PR equivalency.)●Effective and efficient implementation of PR (Hold workshops for the purpose of training/capacity building of reviewers)●Collaboration with WANO-LO(TC) (Meetings are held with WANO-LO about twice a month)(2) Strengthen daily
monitoring of plant
performance●Implementation of Feasibility Study Phase 2 for performance monitoring system construction (PM&Cont.M)(Coordinate with WANO and operators on how to proceed considering the full-scale operation of WANO-ePM, and will start in
the second half of FY2022.)○Utilization of PI (Provide WANO-PI quarterly, collect/evaluate voluntarily-set common PI)(3) Continuously improveand conduct Integrated
Assessment for nuclear
stations○Operation of plant integrated assessment (sharing of integrated assessment results based on FY2020 results)○Operation of power plant commendation (no plant commendation for this time)○Maintenance of past PI data (including recommended voluntary-set PI data).

(4) Upgrade OE tasks andactively provide information○Collect/analyze OE information internally/externally and release documents to operators according to the significance (Issued
information notices (2 cases))○Study for improvement/upgrade of OE tasks
・Strengthening of OE information sharing(Enhancement of NICS registration function, continued full-scale operation of private database)・Strengthening the utilization of OE information(Deepening of analysis method (improvement of OE analytical ability and trend analysis))・Enhancement of OE information processing(Consideration of OE-PI index enhancement (strengthening index enhancement, system construction))

35

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一般社団法人Ｂ２

FY2021 Activity Status (Main Actions:2/5)

Ten-Year Strategy Main
Actions

FY2021 Activity Status（Items with ● are related to Highly Focused Activity)(5) Strengthen the support
for the operators to resolve
shared important issues○Support for resolving important issues identified in PR (Shift to regular support from FY2022)①Operations fundamental for shift-operators in accident response simulator training②Mitigation of fire risk
③Support for performance improvement④Comprehensive support for SAT：(Please refer to the Main Action (13))○Held Plant Performance Review Meeting (PPRM) (3 times) Report to the Board Meeting○Support through MA Review Meeting (Held MA Review Meeting (5 times) and mid-loop operation information liaison
meeting (1 time))○Regular contact and visit by Senior Representatives (SR) and support by the technical contact point (TCP) for inquiries frompower plants, etc. in each specialized area (Regular communication was carried out from each SR to the relevant power plantin a timely manner, and the status of JANSI's support activities, etc. was communicated).
○Updated Excellence Guideline (Ex-GL) (OP, FP, MA, RP, CY, ES, EP)(6) Provide support forautonomous safety activity
programs○Support for constructing/operating new fundamental programs of operators①CAP：Held ”CAP Working-level working group” (5 times)②CM：Held ”CM-WG” (4 times)③Common Voluntary PI：Held a “Common Voluntary PI Review Working Group“ (2 times)④RM：(Please refer to the Main Action (11))●Support for improving the risk sensitivity of station staffs (Education and training to increase risk sensitivity of station staffs:
8 sites, 3 corporate offices)○Provide support such as exchanging opinions with preceding plants in cooperation with WANO (Restarting support for
Mihama Unit 3 and conduct questionnaire survey after the support)●Support for reprocessing facilities (Support by each task team, JANSI progress meeting (8 times) and steering meeting (2times), progress report of support activities to the Board Meeting, etc.)○Other supports(7) Provide support forrestarting plants(8) Provide support for
reprocessing and otherfacilities

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一般社団法人Ｂ３

FY2021 Activity Status (Main Actions:3/5)

Ten-Year Strategy
Main Actions

FY2021 Activity Status（Items with ● are related to Highly Focused Activity)(9) Strengthen
oversight function
including corporate
offices(10) Upgrade safety
culture diagnosis
method○Support for improving the effectiveness of operators oversight (Please refer to Main Actions (10) and (11))○Participation in WANO CPR (Dispatched reviewers to CPR by Moscow Center)○Implementation of evaluation from the perspective of organizational effectiveness (Started consideration of implementation of evaluation fromthe perspective of organizational effectiveness)(11) Summarize
safety improvementtasks and enrich RM
support(12) Leadershiptraining for
emergency
preparedness

37○Conduct safety culture diagnosis: 6 places (Higashidori, Ohi, Shika, Onagawa, Toshiba, Fukushima Daiichi)○Support for operators’ safety culture fostering/improvement activities (evaluate the self-assessment process of all operators and present theevaluation results. In addition, detailed explanations and opinion exchanges have been conducted with 10 companies so far).
○Review of safety culture diagnosis method (Conducted 10Traits based on-site diagnosis, the 7th Safety Culture Questionnaire Survey)○Implementation of safety culture assessment based on PR results (in addition, provided information and evaluation advice for PR)○RM system development support (Startup of RM effectiveness evaluation/self-evaluation TF, held RM working-level meeting (3 times))○Trial of RM review (Held RM trial review at 2 stations (Hamaoka, Sendai))○Development of safety measures evaluation method (Conducted SA evaluation of Shika Unit 2 at the request of Hokuriku EPCO, FY2020 proposal
follow-up report, proposal (No.7) issuance, interim summary of defense in depth level 1-3 and external events review, etc.)○Development of foundation for evaluation of safety improvement measures (Participation in IAEA SRS-46 revision CS meeting, etc.)○JSAR Guideline development (Completed JSAR guidelines creation)[Leadership training]○Planned and rational implementation of training
・Systematic implementation of CEO training, CNO training, Senior Management training, Station Manager training, etc.
・ Held "Training Promotion Working Group" (June, November) and shared the training plan while confirming the intentions of the operators such as
the scale and timing of the training.
[Support for nuclear emergency training]○Activities based on the Nuclear Emergency Training Review Committee
・Held the emergency training presentation via the Web
・Held Nuclear Emergency Training Review Committee Meeting B (3 times) and Meeting A (1 time)・Seminars and lectures related to emergency response were held
・Implement JNFL support as an alternative to Nuclear Emergency Training Assistance Visit
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一般社団法人Ｂ４

FY2021 Activity Status (Main Actions:4/5)

Ten-Year Strategy
Main Actions

FY2021 Activity Status（Items with ● are related to Highly Focused Activity)(13) Educate operators
about systematic
approach to training(SAT)○Implementation of practical training and power plant caravan
・For SAT support, there were applications from 19 sites of 11 companies, and provided support for each power plant while confirming
the needs of each company (confirmed that the support status will be shared by the "Training Promotion Working Group").
○E-learning attendance and promotion of guideline utilization
・Promote e-learning attendance and utilization of guidelines (145 people attended the e-learning (the cumulative total: 1592 people))(14) Incorporate
Fukushima Daiichi
lessons learned[Prevention of Fukushima accident from fading]・Explain and share the utilization results and good practices of “maintaining conscience of Fukushima Daiichi accident video” in the"Training Promotion Working Group" (November).
[Confirmation of Incorporating the lessons from the Fukushima Accident]・Lessons learned from Fukushima Daiichi accident was posted on the member website, and held an online information session for theoperators.
(15) Foster operators’ 〇Activities for understanding corporate office top management and station executives
awareness as owner of ・Held Board Meeting (5 times), CEO Session and CNO Session (4 times each)self-regulation by
・Held interviews between the President&CEO and the newly appointed CEO/CNO (6 times)
having discussion
・Conducted leadership training for corporate office top management and station executives
among executives
・Conducted web interviews between the Planning Department GM and the newly appointed station managers (Oma, Ohi, Genkai, Shika)
・Conducted interviews with the station manager and other executives during the joint assessment
・Dissemination of various contents to the station working-level (issued "JANSI ACTIVITIES" (6 times), issued "JANSI Annual Report 2020,"
published articles in Denki Shimbun, etc.)(16) Operator support ○Cooperating with the operators and WANO-TC, participation in the operator-WANO training
in emergency, e.g.
・Incorporated areas of improvement for training in line with organizational reform in "JANSI Power Plant Emergency Preparedness
Guidelines" (4th revised edition)issue of significant
event notice・Based on the above guidelines, participated in the operators nuclear emergency preparedness drill together with the operators and一般社団法人 原子力安全推進協会
Pursue the world’s highest level of safety
WANO-TC.
38～ Untiring Pursuit of the Highest Standards of Excellence ～Japan Nuclear Safety InstituteＢ５
Ten-Year Strategy Main
Actions(17) Secure medium/longterm human resources anddevelopment of humanresource development
program

FY2021 Activity Status (Main Actions:5/5)
FY2021 Activity Status（Items with ● are related to Highly Focused Activity)○Securing medium- to long-term personnel (Human resources request through "Staffing Planning Meeting”)○Appropriate staffing (newly establish competence evaluation system)○Maintenance and improvement of staff competence (Maintenance of staff training system)○Sharing awareness and values within JANSI through knowledge management (KM) (Enhancement of information held bythose who left the company, training textbooks, etc.)(18) Raise awareness as self- ○Small-group dialogue
regulatory organization by・Conduct dialogue with the President&CEO (targets are transferees and all GLs: 40 people), and send a message from thethe executives
President&CEO at each dialogue
・Individual dialogue between the Chairman and GMs○Employee awareness survey
・Follow-up on the improvement status for proposals issued based on the results of FY2020 awareness survey(19) Strengthen○Gathering information on the conclusion of a memorandum of understanding with NRA at WANO, etc. (There is no progresscollaboration with NRA
in concluding MOU with NRA at WANO and JANSI)○Held "OE Regular Information Exchange Meeting" with NRA (3 times)(20) Build peer relationships ○WANO-related (World Governing Board Meeting (3 times), Tokyo Center Board Meeting (3 times), WIO Conference (2 times)
with WANO, INPO and other participation)international organizations○INPO-related (Held US-Japan CNO Leadership (LS) Meeting, participated in CEO Conference, held INPO-JANSI Meeting)○Electricity of France (EDF) related (renewal of cooperation agreement with EDF)
○International organizations related such as IAEA, OECD/NEA, etc. (participate in ISRSC, etc.)○International Advisory Committee related (conducting web conferences with committee members and holding International
Advisory Committee Meeting)39

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Japan Nuclear Safety Institute

一般社団法人Ｂ６Technology Basis(A) Support throughautonomous guideline
development(B) Development ofmaintenance technology
basis(C) Organizational
effectiveness support(QMS)(D) Organizational
effectiveness support(Human Performance)40

FY2021 Activity Status (Technology Basis)
FY2021 Activity Status○Development of Vessel Internals Inspection & Evaluation Guidelines: Held Review Meetings (3 times), Published 4
guidelines○Development of EQ Management Guidelines: Held Review Meetings (2 times), EQ Management Seminar○Development of guideline for Quality Improvement of Analysis work: Held Review Meetings (2 times), published thethird edition of revised guidelines, held information session, completed hand-off to FEPC at the end of March 2022.
○Industry-wide platform for maintenance engineering, dissemination of technical basis information (improved themaintenance information library, maintenance/enhancement of database, enhancement of on-site engineer network
activities, maintenance of deterioration mechanism, etc.)○Revision support for maintenance management rules, etc. (revision support for maintenance management rules(JEAC4209))○Support through QMS committee: Committee held (3 times)○Support through Internal Audit Committee: Committee held (3 times)○Training for improvement of quality assurance activities: QA new manager training, auditor training (once each)○Support for revision of JEAC4111: At "special lecture" (The Japan Electric Association), was in charge of the lecturer○Held Human Performance Improvement (HPI) Training: Basic, Advanced, RCA, Technical (4 times in total)○Continuous study of training for HF specialist education: Conducted study through "QMS Task Review Meeting" (3times) and held "HF Expert Meeting"○Create safety awareness materials (posters): 3 times○Provide results of HF analysis to PR personnel as reference information: 4PR (Ohi, Genkai, Takahama, Mihama)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Ｂ７Technology Basis

FY2021 Activity Status (Technology Basis, other)
FY2021 Activity Status(E) Manufacturer support ○Ensure to conduct manufacturer PR: 3 places(F) Operation Supervisors ○Operation Supervisors Certification: 4 times
Certification tasks○Support for the operator experience training: Continued long-term acceptance (No new short-time acceptance)○Enrich certifications：Explanation on knowledge and skills (KSA) catalog for emergency personnel, maintenanceof standard KSA catalog for BWR operators, explanation of revision of JEAC4804 (Operation Supervisors
Certification Regulations), etc.
(G) Maintenance Skill○Granting certification and issuing certificates as per operators’ request: Written exam: 23 people passed,
Certification tasks
Practical exam: 28 people passed, Exam certification: 28 people, Renewal: 893 people, Skills training (renewal
pending): 170 people○Consideration of transferring tasks to other organizations: Completed transfer of duties to JAPEIC(H) Support development ○Promotion of codes/standards maintenance:of codes and standards
・Participation in codes/standards formulation meetings (committee, expert committee, subcommittee, review
meeting, etc.) of the Atomic Energy Society of Japan, Japan Electric Association, and Japan Society of MechanicalEngineers using the WEB system.
・Actively plan, participate, and present in academic conferences, domestic/international seminars, lectures, andtraining sessions held on the web.
○Smooth transfer to FEPC:・Technical support for relevant utilities, cooperation in technical studies related to codes and standards, etc.
・Completed transfer of duties to FEPC

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一般社団法人Ｂ８

FY2021 Activity Status (Other)

1. Status of FY2021 activities pertaining to the foundation oforganizational management(1) Promotion of business continuity activities corresponding to COVID-19(2) Implementation of self-assessment(3) Implementation of internal audit

2. 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

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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Ｃ1

Cooperation with domestic/overseas related organizations
Domestic operators

INPO (Institute of Nuclear Power Operations)

Plant manufacturers,
Nuclear fuel manufacturers, etc.

WANO(World Association of Nuclear Operators)

Other industries, Domestic experts

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

ATENA (Atomic Energy Association)

NEI (Nuclear Energy Institute)

CRIEPI/NRRC

EPRI (Electric Power Research Institute)

Agency for Natural Resources and Energy

NRC (Nuclear Regulatory Commission)

NRA (Nuclear Regulatory Authority)

Atomic Energy Commission
44

JANSI

International Advisory Committee
Domestic Advisory Committee
Technical Review Committee

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

一般社団法人Overview of JANSI Peer Review◇"Peer" means"colleague," "one in thesame profession," and is
an expert with abundant
work experience in the
nuclear industry.
◇Peer review is an
initiative to improvesafety and reliability byhaving experts visit thepower plants, etc., andevaluate performance
related to ensuring theirsafety (nuclear safety,
radiation safety, andoccupational safety) andreliability from theirprofessional standpoint.
45

Peer Review Process
Approx. 6 months

Ｃ２

Peer Review Team Composition

Pre-review analysis

Peer Review TeamOn-site Review

Executive Representative(Approx. 2 weeks)

JANSI Pre-exit meeting

Reviewer Composition

Team Leader
Reviewers on specific area

Exit Meeting

OA(Report results to the CEO)JANSI Reviewer

OP

EP

Domestic Utility
Reviewer(Discussion among operators)

MA

TQ

Overseas Reviewer

Confirmation of
improvement plan

CY

RP

ES

FP

CEO Meeting

OE

Etc.

Support for improvement

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

Designrequirements

What should thecomponents, systems andequipment be?

Physicalconfiguration
Actual components,
systems and equipment

46

Equilibrium stateof the threeelements isnecessary

Facility configuration
information

Books and information showing
what components, systems andequipment are

Pursue the world’s highest level of safety～ Untiring Pursuit of the Highest Standards of Excellence ～原子力安全推進協会
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Support for operators’ autonomous safety activity programs○ CAP (Corrective Action Program)

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

Evaluation,
MonitoringandMeasurement

47

Screening
CAQ
Corrective
ActionNon-CAQManagement Action

Performance Evaluation, Monitoring and
Measurement

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

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

一般社団法人Ｃ５

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

What is theissue?

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

What about
overseas?

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

In Japan?

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

What effects canbe expected?

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

JSAR
Guideline

48

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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