1

Japan Nuclear Safety Institute(JANSI)

Prepared for Japan Atomic Energy Commission
July 5, 2022

JANSI Chairman
William Edward Webster Jr.
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

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

2

1.
2.
3.
4.
5.

Background of the establishment of JANSI
Mission and Vision
Structure/Organization
Desired end state of the nuclear industry self-regulation
Five Principles for successful operation of JANSI- Effective and efficient implementation of self-regulation
for the industry6. Activity cycle of JANSI
7. Initiatives for strengthening JNO leaders’ commitment
8. Key activities
9. Appraisal of JANSI activities and challenges
10. Conclusion
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute1. Background of the establishment of JANSIThe nuclear industry in Japan established JANSI as aself-regulatory organization based on thedetermination of the industry “to prevent another
TEPCO Fukushima Daiichi accident,” modeled on U.S.
Institute of Nuclear Power Operations or INPO. JANSI is
expected to support and advance efforts for voluntaryand continuous pursuit of Excellence from a civilian
third-party organization’s perspective. (Nov 2012)

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute32. Mission and Vision

4[Mission]
Pursue the World's Highest Level of Safety in theJapan’s Nuclear Power Industry～ Untiring Pursuit of Highest Standards of Excellence～[Vision]○Vision for the industry： The industry achieves thehighest levels of safety through continuous
improvement.
○Vision for JANSI：JANSI facilitates initiatives forsafety improvement serving as the self-regulatoryorganization to the nuclear industry.
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute3. Structure/Organization
Board of Directors
Part-time Directors

５

AuditorChairman
CEO
Full-time Director(Representative Director)

President & CEO

Domestic advisorycommittee

International advisorycommittee

Chairman

JANSI

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

Activities Evaluation OfficePlanning
Department GM

General Affairs
Department GM

Training &Accreditation
Department GM

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

Organizational
Effectiveness &Safety Culture
Department GM

Performance
Monitoring &Continuous
Improvement
Department GM

Peer Review
Planning
Department
GM

Technical Support
Department GM

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute3. Structure/Organization
Director/Auditor
Director, Chairman

Name (titles omitted)

６
Affiliation

William Edward Webster Jr.

Representative Director,
President & CEO

Hiromi Yamazaki

Director

Kazuhiro Ikebe

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

Director

Tomoaki Kobayakawa

Representative Executive Officer and President
Tokyo Electric Power Company Holdings, Inc.

Director

Natsuhiko Takimoto

Representative Director, President & Senior Managing Executive Officer,
The Chugoku Electric Power Co., Inc.

Director

Keisuke Nagai

Director and President, Shikoku Electric Power Co., Inc.

Director

Kingo Hayashi

President and Director, Chubu Electric Power Co., Inc.

Director

Kojiro Higuchi

Representative Director & President, Tohoku Electric Power Co., Inc.

Director

Yutaka Fujii

President and Director, Hokkaido Electric Power Co., Inc.

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

Director, Representative Executive Officer, President
The Kansai Electric Power Co., Inc.

Director

Toshifumi Watanabe

Representative Director President and Chief Executive Officer
Electric Power Development Co., Ltd.

Auditor

Tadashi Kume

Vice President and Executive Officer, CEO of Nuclear Energy Business Unit
Hitachi, Ltd.

AuditorHajime Yamazaki

President & Representative Director, Global Nuclear Fuel-Japan Co., Ltd

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute3. Structure/Organization

7【Domestic Advisory Committee】
Name (titles omitted)

Affiliation

Shinichi Inoue

President of Japan Aircraft Pilot Association

Ryoichi Oriki

Senior Advisor, Fujitsu Limited(Former Chief of Staff of Japan Self-Defense Force)
Specially Appointed Professor, Radiation Oncology
Graduate School of Medicine, The University of Tokyo
Chair, Japan Energy Association
Chair, Japan National Committee, World Energy Council
Director, Nuclear Safety Research Association(Ex-Professor, The Graduate School of Engineering,
The University of Tokyo)

Keiichi Nakagawa
Naomi Hirose
Akira Yamaguchi
Masahide Wakakura

Executive Director, NPO Japan Safety Competency Center【International Advisory Committee】
Name (titles omitted)
Jacques Regaldo
Victor M. KcCree
Jose Antonio Gago Badenas
Jefferey B. Archie

Affiliation
Vice President of EDF(Ex-Chairman of WANO)
Consultant(Ex-Executive Operation Manager of US-NRC)
President of ANAV (Asociacion Nuclear Asco-Vandellos)
Consultant(Ex-Sr.VP&CNO of SCE&E)

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute8

4. Desired end state of the nuclear industry self-regulation
Roles and responsibilities
Self-Regulation
Utility D

Utility A

 Individual and collective responsibility for safety of nuclear facilities
JANSI

Utility B

Utility C[JANSI member companies (JNOs)] As a main actor of self-regulation, operators fulfill their
responsibilities as a member of community and continue to makeunited efforts to improve safety

Utility E

Utility・・

Nuclear Industry(“Community” of JANSI member companies)

A member of the Industry, butmaintains independence

 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

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute5. Five Principles for successful operation of JANSI- Effective and efficient implementation of self-regulation for the industry -9

1. CEO engagement

Chief Executive Officers of JNO are actively engaged in the operation of JANSI, providing
governance and oversight. (all JNO CEOs have been the Board members since June 2018)

2. Nuclear safety focus

The primary focus is on nuclear safety. There is a clear mission, focused on achieving
standards of excellence in operations.

3.
4.
5.

Support from industry

The industry fully participates in JANSI activities and provides support in talent andresource.

Accountability

Member companies are accountable for the safety of their station and to JANSI for thecollective safety of the industry.

Independence

JANSI depends on the entire industry but remain independent from a specific operator
or operator’s group
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute6. Cycle of JANSI activities
JANSI defines the latest standards of
excellence and apply it in the cycleof setting up excellence standards,
evaluating to these standards andsupporting the operators in an
effective and timely manner

10

Clarification of Excellence (Guidelines)

Excellence Setup

Identify
areas forimprovement

Set excellenceand promote
understanding

NuclearOperators

ProposalsRequestEvaluation

Reviews

Peer Pressure throughIntegrated Plant Assessment

SupportSupport forresolving issues,
emergency drills andhuman development

Integrated Plant Assessment: The result shown in 5 different ratings isshared in the CEO Session for exertion of peer pressure
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute7. Initiatives for strengthening JNO leaders’ commitment○ JANSI top executives have direct communication with JNO CEOs to provide
the areas for improvement and encourage improvement.
[Peer Reviews]
 Informs directly JNO CEOs of peer review results (incl. areas for improvement)(Common issues are shared in the CEO session (a JANSI-hosted discussion session exclusively
for CEOs) as well)[Safety Culture] Informs JNO CEOs with the safety culture diagnosis results[Power Plant Integrated Assessment] Present the results (5-grade evaluation) at the CEO session(Peer pressure) “Award and penalty” (incentive driven by honor and shame)[Proposals for safety improvement measures] Present the status of safety improvement proposals to JNO CEOs

[CEO session, CEO training, One-to-one sesison] Exchange opinions among JNO CEOs for the realization of effective self-regulation
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute118. Key activities (Part 1)

12○ Peer Review
 Conducted 25 times since the founding of JANSI in 2012
<The Role of JANSI Peer Review>• Evaluate all activities that affect the safety of the operators• Communicate to the JNO leaders about the performance status<Desired End States>• 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

PRs in FY2021○○○○

Onagawa NPS
Ohi NPS
Takahama NPS
Genkai NPSTeam Meeting

Pursue the World’s Highest Level of Safety and Reliability

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute8. Key activities (Part 2)

13○ Utilization of Operating Experience Information (OE)
 Analyze domestic and overseas OE information and propose countermeasures as necessary
 Register Japanese OE information in the public database (NUCIA), and require all stations to takeaction uniformly as needed.
Domestic Information

Overseas Information
INPO

NRC

IAEA

WANO

NUCIA

Press
Releases
Overseas: Approx. 47,000 cases
Japan: Approx. 4,000 cases

Collect OE Information

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

Screening (Extracting important info)
Examine the concept of roll out and countermeasures
Issue documents such as proposals to the operators

Since the founding of JANSI:
20 Documents of Significance
12 Documents of Warning

Confirm if it is dealt with (follow-up)
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute8. Key activities (Part 3)

14○ Safety Culture Diagnosis
 On-site diagnosis:

Being conducted on a 3-4 year cycle for NPS,
manufacturers, and fuel fabricators based onquestionnaire results every 3 years (to hear real voicesfrom the field and understand potential problems)Interview target expanded to head office from FY2020

 Safety Culture questionnaire: Fixed-point observation every 3 years[On-site diagnosis]
On-site diagnostics are designed to observe andanalyze the target company from multiple perspectives
in terms of organizational culture, and to provide adiagnosis from an independent and objective standpoint
as to how this relates to the maintenance andimprovement of performance, including safety.
The purpose is to provide an opportunity for thecompany itself to better recognize its own state inrelation to safety, and to enhance its learning ability as
an organization striving for safety excellence.
世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

On-site diagnosis in
FY2021
NPS and
JNFL

Higashidori, Ohi, Shika,
Onagwa and Fukushima
DaiichiPlant vendors Toshiba
Fuel fabricators

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute8. Key activities (Part 4)

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

Cooperation

Fire Station
Self Defense Force
Aviation company
Railway company

・Lectures
・Training facilities
・Know-how ofcurriculum
development

Crisis Management Training

Trained personnel (ppl)
FY2021610

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

Online training

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute9. Appraisal of JANSI activities and challenges
9-1. Current evaluation of activities and challenges○ The quality of each activity including peer reviews, safety
culture diagnoses, and leadership training, has steadily
improved, and effective proposals have been made to
JNOs. These activities have contributed to theimprovement of the voluntary and continuous safety
improvement system of JNO and to the fostering of amindset of JNO that strives for safety improvement under
the leadership of the CEO. JANSI will continue to workwith JNOs to further spread this mindset at the front line
workers.

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute16

9. Appraisal of JANSI activities and challenges
9-2. Future direction in conduct of JANSI activities○ Further enhance the current activities and continue to support
the development of a JNO’s mindset of continuous
improvement led by the leadership of the CEO.
○ Introduce a system to monitor and evaluate plant operations
between peer reviews in order to make more effective
proposals. (Constant monitoring and evaluation between PRs
will enable us to identify deterioration in operational activities
at the symptomatic stage and make proposals.)

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

一般社団法人 原子力安全推進協会
Japan Nuclear Safety Institute1710. Conclusion

18

Chairman’s insights:○ Formal governance structure that is strongly supported by operator CEOs
○ Ten-year strategic plan guides all JANSI activities○ Effective advisory structure with both domestic and international
perspectives○ Technically competent staff○ Rapidly gaining proficiency in the essential activities of a self-regulatory
body○ Well understood and supported by senior utility leadership, less wellunderstood by personnel down in the organizations at the stations.
○ Increased industry self-awareness and self-correction capability.

世界最高水準の安全性の追求～たゆまぬエクセレンスの追求～
Copyright © 2020 by Japan Nuclear Safety Institute. All Rights Reserved.

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