The text herein is not based on

Summary of JANSI Annual Conference 2016

the consent of the speakers.

[Brief Overview of Conference]brought a significant decline in costs, but key performance indicators (KPI), followed up by INPO,

Date: 9:30-18:20, Thursday, April 7

showed that unexpected plant shutdowns dropped over 90% from 1990 to 1996. Findings also

Place: Iino Hall

showed that plants with high availabilities are exceptionally safe too.

Number of participants: Approximately 320 (excluding panelists)○ The greatest threat to nuclear power down the road is natural gas prices, and the instability in themarket could cause nuclear power to lose its competitive edge.

[Opening remarks]
Shojiro Matsuura, Chairman, President & CEO, JANSI○[Session 1: Securing nuclear safety in the competitive environment]○Short speechThis third Annual Conference is convened to raise the profile of JANSI’s undertakings both among

Makoto Yagi, President and Director, Kansai Electric PowerJANSI members as well as parties involved in nuclear power. The Conference also looks to garner awide-ranging feedback and apply them to JANSI’s undertakings.

○ The key issue is to simultaneously achieve the “S+3E” concept under the national○ The topics this year are the two major issues of late. One is “Securing nuclear safety in the competitive

government’s Basic Energy Plan. Nuclear power generation, which excels in allenvironment,” which is based on the full power retail deregulation that started this April. The other, inthree “E”s and regarded as a critical base load power, must be secured to a certain

response to the restoration of nuclear power station operations, is “Ensuring nuclear safety duringextent on the basis of having its safety ensured.

restartup.”○ Kansai Electric Power looks to restart its nuclear operations as soon as○ With today’s keynote speech and panel discussions, participants are encouraged to further their

possible, while humbly responding to the Nuclear Regulation Authority’s

discussions on the nuclear industry’s future efforts to achieve improved safety.

[Keynote speech]

review and winning understanding from the local community and society atlarge. Under a competitive environment, however, one should make sure not to be obsessed with the

Securing Nuclear Safety in the Competitive Environment

pursuit of efficiency at the expense of safety, and efforts are needed to muster innovative approaches

Preston D．Swafford, President and CEO，Candu Energy○

Power will carry forward voluntary and consistent initiatives while working with such bodies as JANSIA transformation observed in the power market along with power deregulationis that power operators are required to reduce risks without raising electricity
rates, in an effort to maintain their competitive edge. Investments previously
recovered by electricity rates now might remain uncollected, and operators arein turn trying to cut back risks by signing a Contract for Difference (CfD) withretailers.

○and ideas to both enhance safety and pursue efficiency at the same time. To this end, Kansai Electric

Looking at repercussions in the nuclear power front, the top priority is toconsistently improve the efficiency of power stations to maintaincompetitiveness with such efforts as streamlining personnel deployment and improving outage
processes. As renewable energy enters the market, nuclear power stations are increasingly likely toadopt load-following operations and would need training on operating skills.
○ Under a competitive environment, operators emphasize cost-saving and reassessments on strategy
and technology; the regulatory authority therefore must engage in monitoring, supervision, andmanagement with heightened awareness. Operators are required to put safety ahead of financial
profits, and executives must consistently demonstrate how they humbly work to achieve safety. It isextremely important for regulators to strike a balance between reasonable safety regulations andneedless safety requirements.
○ Economical competitiveness can stand together with nuclear safety. U.S. nuclear power stations saw
a remarkable leap in its performance after experiencing the market reform of the 1990s. The reformand NRRC that are designed to improve the safety of the entire industry.
○

Close ties with plant manufacturers are absolutely necessary to strengthen effectiveness. The key is
to form partnerships based on the fields and roles of each manufacturer, and thereby establish aappropriate management structure for the industry.
Satoru Katsuno, President and Director, Chubu Electric Power○ Nuclear power could have a grave impact in the wake of a major accident, buton the other hand, given that Japan is limited in its natural resources, ensuringsafety and operating in a stable fashion would undoubtedly make a significant
contribution to environmental suitability, economy, and the stable supply ofelectricity. Chubu Electric Power is working amid a competitive environment toachieve improved safety and reduce risks while giving its top priority to ensuringsafety.

○ Examinations by JANSI and other such third parties serve significant roles in preventing safety-oriented
initiatives from becoming self-complacent. Identifying one’s weaknesses through peer reviews,
monitoring one another by exerting peer pressure, and making improvements by harnessing a“shame-sensitive culture” concept, would lead to winning back confidence from the society.
○ The commitment by top management and having field personnel gain thorough understanding is critical

in Chubu Electric Power’s unremitting efforts toward achieving improved safety. Managers oforganizations serve as an intermediary to evaluate and release information from a third party’s

Hamaoka Nuclear Power Station’s 32 sections and groups discuss with Chubu Electric Power’s

perspective. Having manufacturers involved is an important factor for nuclear safety. The principle ofPresident in person on the significance of communication. Workplace communication is conducive to

the Atomic Energy Damage Compensation Law places full responsibility on the operator, which

stepping up the overall ability and competence of individuals, as well as to enhancing safety.

consequently renders it difficult to give, on the basis of this law, the incentive to manufacturers to

Shinichi Inoue, Deputy Chair, Japan Aircraft Pilot Association○

improve safety. Hence, the contribution of JANSI, in which manufacturers take part in, becomes all themore significant.
.

Initiatives to ensure safety in the aviation industry include efforts to enhance
aircraft reliability, training to address both technology- and human-related issues,○Panel discussion

and operation risk management. The aviation industry collects and analyzes
information from the frontline of aircraft operations, identifies risk elements (i.e.

Moderator: Koji Nagano, Director, Socio-economic Research Center Central

hazards), and assesses risks to devise and implement measures that are in need.

Research Institute of Electric Power Industry○ What serves a key role in operation risk management is collecting and analyzing

Panelists：Preston D．Swafford, President and CEO，Candu Energy

information. The aviation industry launched in 1999 the Aviation Safety

Makoto Yagi, President and Director, Kansai Electric Power

Information Network (ASI-NET) as a mechanism to propose, request, and share information among

Satoru Katsuno, President and Director, Chubu Electric Power

relevant parties on events that might have affected the safety of aircraft operations. This mechanism,

Shinichi Inoue , Deputy Chair, Japan Aircraft Pilot Association

however, had a shortfall: its informers were limited to pilots. The year 2014 saw the establishment of

Sumiko Takeuchi, Director and Chief Researcher, International

the Voluntary Information Contributory to Enhancement of the Safety (VOICES), a system developed

Environment and Economy Institute

Moderator Nagano

by the Ministry of Land, Infrastructure, Transport and Tourism with sights set on sharing information
beyond the boundaries of operators.
○○ Having top management commit to safety-ensuring efforts is of significant importance. In the aviation

Under the VOICES system, aviation-related individuals and organizations send reports to a third party.

industry, top management specifies the approach towards safety in their respective company’s

This information is communicated and shared after being compiled by a committee responsible forsafety report documents, and work to communicate through repeated top-and-employee dialogues.

analyses. To protect the contributors, the information is concealed and is also applied in training and

In North America, INPO points out issues in a first-hand manner to top management through CEO

corrective measures subsequent to the committee’s review. The VOICES system analyzes reports

meetings, and management in response sets an example for their subordinates.

provided in a year and issues a proposal to call for improvement.

○

In North America, having the NRC’s proposal as a regulator, and the ECP, under which operators
voluntarily collect and interpret safety-related information, complement each other. This allows for

Sumiko Takeuchi, International Environment and Economy Institute Director and Chief Researcher

winning the confidence of the society. This mechanism of gathering information and subsequently○ With the deregulation underway, the emphasis on cost reduction is increasing
among nuclear power businesses, but what these businesses need is totaking corrective steps might enable Japan to win the trust of its society at large.
○

contemplate how to carry forward safety measures. Rather than viewing safety

manufacturers, i.e. vendors, a critical issue for operators is to accurately identify reactor statuses

and the pursuit of efficiency as two different issues, nuclear power businesses

and developing human resources capable of making responses in the wake of severe accidents.

must, upon setting the deregulation as a steppingstone, draw up a system that

Operators should foster personnel in a first-hand fashion through drills and training, and secure

creates an incentive for operators to proactively work towards strengthening

human resources by publicizing nuclear power as an appealing business. One panelist stated thatsafety.

developing human resources require not only voluntary initiatives but the preparation of a

○ Possible initiatives to incorporate efforts toward achieving improved safety are to collect or set nuclear
damage compensation premiums and fees for the Nuclear Regulation Authority’s reviews. Some of○Regarding the relationship between operators, i.e. the plant owner/operating party, andmechanism as well.
○As demonstrated in North America’s case, competitiveness and efforts to ensure safety can standthe most practical initiatives are scaling back the Nuclear Regulation Authority’s review period or items,

together. One should not be afraid of competition (as Mr. Swafford put it) and carry its initiatives

and similar cases to create incentive have been observed in the U.S.

forward. The significance of nuclear power will remain consistent in Japan. While operators

However, a two-party relationship between regulators and operators make it difficult to properly

voluntarily maintain their untiring efforts to enhance safety, they also should work in solidarity in an

implement these initiatives. These undertakings require systems in which JANSI, NRRC or other suchindustry-wide fashion. Efforts are needed to gain the society’s confidence by having such thirdparties as JANSI check and evaluate these initiatives.

○ Developing and running the leadership training program≪Summary≫○ Ensuring nuclear safety during plant restartups○ Ensuring safety will serve as a shared societal benefit as observed in other industries (i.e. aviation).

○ JANSI’s Code of Conduct, Goal as a Self-Regulatory Organization, revision of the 5-Year Plan

In order to solidify this effort, it is critical for every member of an organization, spanning from its top tobottom, to share a strong-willed spirit that makes uncompromised efforts toward achieving safety.
○ Do not fear competition. See the retail deregulation as an opportunity to bring nuclear power to thenext level as a top-choice power and technology, both with regard to customers and securing[Session 3: Ensuring nuclear safety during restartup]○Theme-based presentation: Initiatives towards safe and stable operations at
Sendai Nuclear Power Station Units 1 and 2

exceptional human resources.
Michiaki Uriu, President, Kyushu Electric Power○ The process that led to Sendai Nuclear Power Station’s restartup involved[Session 2: JANSI’s activity results report for FY2015]

company-wide, full preparations to safely and reliably put the station back into

Kiyoshi Naruse, Director, Activities Management Office Manager, JANSI○

operation. Efforts include arranging station personnel-based response systems
and establishing in the Head Office a Restartup Response General Headquarters

JANSI’s business is composed of two main pillars: (i) offering support, issuing recommendations andwith the President serving as General Manager.

proposals, and assessing safety improvement measures; and (ii) offering support, issuing○ With objective checks by third parties, e.g. JANSI, experts from other utilities, andrecommendations and proposals, and assessing nuclear installations. Another effort underlying thesetwo domains is: (iii) foundational undertakings.
○

Six programs are in place to address the abovementioned initiatives (i)-(iii). Regarding undertaking (i),Mr. Naruse’s report on activity results described severe accident measure assessments and fire
protection undertakings as JANSI’s program to enhance safety systems.

○ Regarding undertaking (ii), the report described the implementation of peer reviews (which were
performed for three NPS in FY2015) as JANSI’s program to assess nuclear installations. The report
also gave safety culture and nuclear emergency preparedness support undertakings as JANSI’s
program to provide assistance.
○ Regarding undertaking (iii), the report described information analysis undertakings as a program toharness information, along with Operation Supervisor qualification and maintenance skill certification

WANO’s reviews, Kyushu Electric Power garnered positive evaluation on theadequacy of initiatives that the company planned and implemented. This allowed the company to restart
the plants with confidence.
○ Kyushu Electric Power actively transmitted information. This can be observed by how it notified inadvance to the press about possible events and its countermeasures during the restartup, as well as thecompany’s approach to the disclosure of information. After the reactors started operations, Kyushu
Electric Power made daily issuances of plant conditions while the restartup was underway. Informationon the plants, notably, were internationally communicated via JANSI.

○Short speech
Akihiko Mayumi, President and Director, Hokkaido Electric Powersystems as programs to develop human resources. It also explained about assisting the developmentof consensus standards as a program to achieve stronger foundations.
○ As a new topic, the report referred to JANSI’s effort of entirely revising the 5-Year Plan in response to○

Tomari Nuclear Power Station units have been under a full shutdown for nearlyfour years ever since Unit 3’s shutdown in 2012. After the new regulatory

the INPO gap assessment. The report also noted that JANSI set its “Goal as a Self-Regulatory

requirements came into effect in July 2013, the station went through 77 review

Organization” and “JANSI’s Code of Conduct” as new operating policies.

meetings. With the design-basis ground motion receiving general understanding＜Poster session＞○ JANSI’s initiatives to voluntarily improve nuclear safety○ JANSI’s peer review○ Building and administrating a system to comprehensively evaluate power stations○

Assisting and evaluating the safety culture of nuclear operators○

Integrating undertakings to analyze information on overseas operating experience○ Technical assistance based on the preparation of consensus standards and maintenance technicalfoundations

late last year, Hokkaido Electric Power managed to enter a new phase.
○ The restartup carries risks associated with (i) extended shutdowns; (ii) modifying
and installing new equipment; and (iii) the society.
○ For instance, extended shutdowns entail risks of reduction in skills and field
morale. To address these risks, Hokkaido Electric Power has been performing training in a flexible
manner by using its on-site maintenance and repair training facility and operation simulator.
Management members including myself are also communicating to the field the necessity of restarting
nuclear power. Regarding societal risks, the company prepared readily understandable material based

on opinions provided by the nuclear safety advisor, who was arranged by the Hokkaido government,

Junko Ogawa, 4th WiN- Global President/Lifelong Director

for the interest of activities to gain a better understanding from local communities. Hokkaido Electric○Power in turn plans to carry out over 60 briefing sessions for local areas.
○

I can relate to what JANSI’s Chairman Mr. Matsuura stated to the effect that

Hokkaido Electric Power will strive to ensure safety when restarting plants following the extended

nuclear safety is an accumulation of untiring training and a process of endless

shutdown. This will be achieved by leveraging both information compiled by JANSI and results frompursuit. One can never achieve perfection in Nihon Buyo (classical JapaneseSendai and other plants that already returned to operation.

dancing) or tea ceremony (which are artistic activities representing Japaneseculture). Culture is composed of behavioral patterns repeated in a daily fashion;
in a similar manner, I believe routine-basis practice is the only way to mold

Ei Kadokami, Executive Vice President/Senior General Manager, Nuclear Energy Systems Division“nuclear safety” into “safety culture.” As with martial arts or tea ceremony, I

of Energy & Environment Mitsubishi Heavy Industries

expect nuclear safety to be enhanced to a philosophy that accompanies action.
○ As manufacturers producing PWR plant models different from that of Fukushima,○

I hear concerns through conversations with colleagues and elementary/junior-high school students.

Mitsubishi Heavy Industries embarked upon explorations shortly after the

In terms of bringing nuclear plants back to operation, they ask why plants must be restarted when noearthquake for severe accident, tsunami, and earthquake measures. The

power shortage is experienced under the absence of nuclear power, and whether it is possible tocompany, in turn, has been communicating with utilities and further enhancing its

avoid being affected by nuclear emergencies in Japan--a quake-prone and small-sized country. The

explorations. Over 3,700 members including Mitsubishi Group company

key to addressing these worries is employing concise words that grade schoolers can comprehend

personnel are supporting utilities in the stages of new regulatory requirement

and will also convince concerned individuals. I would like engineers to handle small talk well.

compliance evaluations, safety reviews, constructions, pre-service inspections,

Masuhiro Nakano, Operations Officer/Sendai Restartup Assistant Team Leader, JANSI

and restartup preparations.
○

In coping with new regulatory requirements, Mitsubishi Heavy Industries performed per-plant safety○

Mr. Nakano described JANSI’s assistance toward the restartup of Sendai Nuclear Power Station,measure constructions, developed a database on issues that are common amongst PWRs, and in turn

along with details and processes leading up to the assistance. He also presented plans for providing

provided concepts by drawing on this database. Sharing concerns and countermeasures throughsupport to subsequently restarting plants.

regularly held liaison meetings with PWR owners allowed Mitsubishi Heavy Industries to smoothly
carry out its operations.
○ The pre-service inspection for Sendai Nuclear Power Station saw an increase in requirements and○ The CNO (Chief Nuclear Officer) meeting in April 2015 reached a decision to assist Sendai
Nuclear Power Station as an industry-wide effort under JANSI’s leadership. JANSI thereby madearrangements with Kyushu Electric Power and finalizing when and what issues the assistance would

inspection-subject equipment, but unifying Mitsubishi Heavy Industries’ communication contact withentail. In a drive to render the restartup smooth and to maintain stable operations, JANSI built a

Kyushu Electric Power allowed for preventing information mix-ups, and this resulted in swift andcommunication mechanism with experts from utilities, performed utility expert-led walkdowns,

accurate information sharing. In the pre-startup comprehensive check, Mitsubishi Heavy Industries

dispatched staff from the restartup phase, and identified postulated troubles based on information

specified concerns through Mitsubishi Group’s internal review meetings and eliminated these matterson troubles experienced in Japan.

by field walkdowns. Mitsubishi Heavy Industries sees maintaining the morale of employees as criticalwhen assisting plant restartups, and the company also made sure to raise safety awareness with

○ JANSI also provided assistance to Takahama and Ikata NPS, which are to subsequently restart
operations, by drawing on the experience from activities at Sendai NPS.

patrols and instructions provided from executives.
○

Mitsubishi Heavy Industries believes that achieving higher safety levels and boosting up plant○Panel discussion

performance serves to the recovery of trust, and as manufacturers, the company seeks to maintain

Moderator: Shojiro Matsuura, Chairman, President & CEO, JANSI

initiatives that highlight this fact.

Panelists: Michiaki Uriu, President, Kyushu Electric Power
Akihiko Mayumi, President and Director, Hokkaido Electric PowerEi Kadokami, Executive Vice President/Senior General Manager, Nuclear Energy
Systems Division of Energy & Environment Mitsubishi Heavy Industries
Junko Ogawa, 4th WiN- Global President/Lifelong Director
Masuhiro Nakano, Operations Officer/Sendai Restartup Assistant Team Leader, JANSI○One panelist stated that the culture of employing a self-regulatory organization has yet to gain afoothold in Japan. Regarding the perception on these organizations, while the general public looks○

ensuring nuclear safety amid the conditions rendered difficult by power deregulation.
○ Regarding plant restartups, which is another major subject on par with power deregulation, today’sat the organization as a body offering assistance when operators deal with regulators, operators

participants pointed out that utilities and JANSI should work together to restore the confidence of thesee the organization as a respect-worthy counterpart to collaborate and discuss with.

society. I hope that today’s discussions will be fully taken advantage of to continue plant restartups,

To what extent should safety measures be implemented against earthquakes and tsunami? Efforts

and that this would result in maintaining safe nuclear operations.

are needed to consistently engage in the pursuit of safety preservation and make untiring
endeavors upon gaining the latest knowledge from around the world. The “Untiring Pursuit of the○Highest Standards of Excellence” is the mission that JANSI embraces.

[Questionnaire results]

One panelist stated that for manufacturers, the path for nuclear power to win the trust of society

・ By and large, participants seem to have comprehended and been satisfied with the sessions and

120 responses were collectedstarts from providing highly reliable equipment. For operators, trust from the society leads topanel discussions, but on the other hand, many responses stated that the agendas were excessive

motivating their engineers, which will in turn boost up safety levels. The key issue is how to

and poorly addressed.

address engineers/individuals.
○ Regarding the roles played by such institutions as regulators, regulators requested communications
to be made in an intelligible manner. Operators, meanwhile, stressed the importance of the・ Many responses appreciated the two topics arranged this year, “Securing nuclear safety in thecompetitive environment” and “Ensuring nuclear safety during restartup,” stating that they weretimely themes.

trust-based relationship between regulators and operators, that preserving safety is a concept

・ Many responses stated that in Session 1 the initiatives in a different industry, i.e. the aviation industry,

shared by both parties, and also the importance of both parties to disclose information and to

was informative. On the other hand, many responded that they expected more in-depth discussions

discuss in frank terms.

on the initiatives of other industries and the incentive for safety-related undertakings.
・ Many responses appreciated how in Session 3 they gained an understanding on concrete and≪Summary≫practical initiatives for plant restartups.

○ Assisting the restartup of Kyushu Electric Power’s Sendai Nuclear Power Station was the first case・ Numerous responses stated that the presentation on JANSI’s undertakings was given in a readilyin which the company became united as a team and worked in solidarity with regulators and other

understandable fashion, but many others stated JANSI should place a stronger emphasis on topics

utilities. JANSI will make sure to take advantage of this experience for future initiatives.

and both internal and external opinions.

○ Plants that are subsequently restarting seek to repeat safety-oriented drills and different innovative
approaches, learn humbly from preceding cases to win the confidence of the society, and thereby
embark on restartups.
○

Boosting morale is of importance in terms of constructing equipment that is geared towards
ensuring safety.

○

By collaborating and cooperating with operators, JANSI will continue working to achieve restartups
in a safe manner.

○

In an effort to win the trust of society at large, safety culture should be enhanced from a “culture” toa “philosophy” of nuclear safety through continued practice.

[Closing remarks]
Shojiro Matsuura, Chairman, President & CEO, JANSI○ Mr. Preston D. Swafford presented in his keynote speech how nuclear safety is being ensured undera competitive environment in the U.S., a country in which progress has already been made in power
deregulation. He also made a vivid remark in the panel discussion “not to be afraid of competition.”
Presidents of utilities presented their strong resolve to continue making every effort towards