Leading Asia
For a Better Tomorrow

Management Philosophy
Japan NUS Co., Ltd. utilizes its advanced consulting capability developed in the fields of energy,
environment, and social science to contribute to the creation of a sustainable society and a prosperous,
secure future society.

1
2
3
4

A close partner to our clients at all times
We support our clients to find solutions to their challenges and problems. All
our executives and consultants tackle issues together with our clients with adesire to make improvements.

Information service from a global perspective
We effectively utilize our global and valuable technical information, knowledge, and wisdom to contribute to creating “new wisdom” and “the future” forour clients.

Business beyond the limits of consulting
We utilize our know-hows, experiences, and networks acquired in consulting
to take on a range of businesses in Japan and overseas that help to create a sustainable society.

Fair and equitable business activities
We always conduct compliance-aware business activities and sustain a highlevel of social credibility.

JANUS Trajectory of 50 years
1971− 2021
With the change of energy and environment

JANUS History of 50 years

On the occasion of the publication
JAPAN NUS Co., Ltd. (hereafter called JANUS) celebrates the 50th anniversary of its establishment
in June 2021. We would like to express our sincerest appreciation to our clients whose patronage wehave enjoyed for many years, our business partners who have cooperated in our business execution,
our shareholders who have extensively supported us, our technical advisors who have guided us forthe improvement of technical capabilities in various ways, our executives and employees who havemade efforts day and night on the front line for the development of the company business, and theirfamilies who have supported them.
Fifty years ago, when Japan was at the dawn of the peaceful use of nuclear energy, our pioneers
founded the first technical consulting company related to energy and the environment in Japan.
They wanted to improve energy situation, improve the environment in Japan, and further contributeto society. Their wishes were supported by many clients and passed down without pause to those
who followed. Because of that, JANUS has accomplished slow but steady growth continuously todate.
Including the Great East Japan Earthquake and the severe accident at the Fukushima Daiichi
Nuclear Power Station in 2011, our country has experienced major disasters many times during thelast 50 years. Our company, JANUS, also faced severe management in difficult circumstances eachtime. However, we overcame the unprecedented crises many times, driven by the strong desire of our
executives and employees to be helpful to our clients and society.
For the next period of our history, we will further strengthen the desire that has continued since
the establishment of our company, connecting it to further development. We would appreciate yourcontinued support and guidance.
Yukio KISHIMOTO, Chairman and Member of the Board

At the juncture of our 50th year, times are set to change dramatically. In addition to natural
disasters that have become more extreme, we are in the midst of the COVID-19 crisis, and theexisting sense of values and the social systems that have been built so far are also going to change
dramatically. We need to contribute to society while coping with the change, and we need to manage
our company in anticipation of the future after the change while facing the significance of ourexistence once more. People are now discussing the decentralization from Tokyo to other regions.
The world is demanding the change to a decarbonized/low-carbon society to cope with the climatechange. In a society where discrimination and division have begun to occur, we need free anddemocratic thought and decision-making with which people can cooperate and sympathize, but fora change to occur, social acceptability is very important in addition to legitimacy from the standpointof scientific technology.
The energy problems are moving in the direction of diversification where local production for
local consumption is ideal. On the other hand, environmental problems such as climate change,marine plastics, etc. are moving in the direction of globalization where the problems need to besolved across borders. I expect that in the coming 50 years, the energy, environment, and society willcomplicatedly intertwine with each other, various stakeholders will become involved, and the issues
that need to be solved will also become complicated. To contribute to society, our company will
make use of our intellectual curiosity and technical capabilities that have been cultivated for the past
50 years.
Our company is working on the eternal issues of energy and environment for humanity to live as
humans. I am sure that even if our way of being changes, we are universal existence through working
on the nature of the issues. We would appreciate your continued support.

Kazuhiko CHIKAMOTO, Representative Director and President

02

From the left, Yukio KISHIMOTO, Chairman and Member of the Board,
and Kazuhiko CHIKAMOTO, Representative Director and President03Prehistory of establishment

1951 – 1970

I

Contents -With the change of energy and environmentJANUS Trajectory of 50 years 1971–2021

Prehistory of establishment

Main part02

On the occasion of the publication

05

I Prehistory of establishment
Side stories of company history: Notable people and their footprints

08
221951 – 1970
Yasuo Sakakihara

John E. Gray, the First Chairman and Member of the Board
Yoshio Suzuki, the First Representative Director and President

10

II Creating the basis for growth

1971 – 1980

15

III Toward JANUS of investigations and analysis

1981 – 1990

24

IV Solving the issues of energy, environment, and humans 1991 – 2000

32

V Adopting a global environment perspective

38

VI Facing the world after the Great East Japan Earthquake 2011 – 2020

44

In Conclusion

Appendices04

1951 – 1970

46
47
48
50
51

Change in Sales and Number of Employees

58

Afterword

Organization Charts
List of Past Executive Officers 1971- 2020
List of Office Locations
Chronology

2001 – 2010

1. Peaceful use of nuclear energy that began in the 1950s
In 1951, right after the end of World War II, the first nuclear power generation in history was started
in the United States of America (hereafter called the “the U.S.”). Nuclear power generation using nuclear
fuels such as uranium and plutonium was added as a power generation system to the conventional types
such as thermal power generation using fossil fuels and hydraulic power generation.
In 1953, the peaceful use of nuclear energy became the global consensus through the U.S. President
Dwight D. Eisenhower’s speech “Atoms for Peace” in the United Nations General Assembly.
Also in our country, the “Atomic Energy Basic Act” was established in December 1955, stipulating:
Article 1 “The purpose of this Act is to secure energy resources in the future, achieve progress in an
academic field and promote industry by encouraging the research, development and utilization of nuclear
energy, thereby contributing to the improvement of the welfare of human society and of the national
living standards” and Article 2 “The research, development and utilization of nuclear energy shall belimited to peaceful purposes, shall aim at ensuring safety, and shall be performed independently underdemocratic administration, and the results obtained shall be made public so as to actively contribute tointernational cooperation.” These articles contain the so-called three principles in the use of nuclear
energy: “democracy,” “independence,” and “openness.”
This Act clarified the position of nuclear energy in the domestic energy policies, and the Agreement
for Co-operation Concerning Civil Use of Atomic Energy between the Government of the U.S. and theGovernment of Japan also came into effect, following the establishment of the Atomic Energy Basic Act,making it possible to import enriched uranium fuels together with research reactors themselves andrelated technical information.
In 1956, the Atomic Energy Commission was organized by the government, and the Japan Atomic
Industrial Forum and the Japan Atomic Energy Research Institute (former name; hereafter called“JAERI”) were also established, which was the start of the efforts of the industry and research institutions
on the peaceful use of nuclear energy. In 1957, the Act on the Regulation of Nuclear Source Material,
Nuclear Fuel Material and Reactors was promulgated in Japan, and the International Atomic Energy
Agency (IAEA) was set up in the world, thus becoming the frameworks to control unregulated
development and use.
In order to follow the current trend and take advantage of a business opportunity, Asano Corporation,
which was a general trading company based in Nihonbashi in Tokyo, also newly set up the “Nuclear
Industry Department” as a business division specialized in nuclear energy. Yasuo Sakakihara, who later
became the central figure in the establishment of our company, took office as the sales manager of the
Nuclear Industry Department. At that time, Sakakihara had finished his two and a half year stint at the
U.S. New York branch and had just returned home. He immediately contacted Internuclear Company(hereafter called “IN Co.”) through the New York branch, and secured a contract to become the soleagency in Japan. IN Co. was a subsidiary of a major biochemical manufacturer Monsanto Chemical
Company and provided nuclear energy-related consulting services.

05Prehistory of establishment

1951 – 1970

2. Success in nuclear power generation for the first time in JapanThe first consulting contract concluded between Asano Corp. and IN Co. was on the technology
assessment regarding the Japan Power Demonstration Reactor (JPDR), which was planned by JAERI. It
contained the comparison and examination based on the results in the U.S. and technical and economic
assessment regarding the boiling water reactor (BWR) and the pressurized water reactor (PWR) whichwere light water reactors, attracting attention from the domestic electric power industry and electric
equipment manufacturers at that time.
Several months after signing the contract, the JPDR was ordered according to the report submitted by
IN Co., and in 1958, the construction work for the first BWR in Japan was started at the JAERI site in
Tokai-mura, Ibaraki. The first nuclear power generation in Japan succeeded on October 26, 1963.
Beginning with the establishment of the Atomic Energy Basic Act, the expectation on the peaceful use
of nuclear energy heightened, and meanwhile, new subjects of study related to nuclear energy were
founded in universities and higher professional schools. Sakakihara obtained the information that Kyoto
University was planning the construction of research reactors in the Kansai area in cooperation with
Osaka University, and immediately started to make approaches to Kyoto University. While relentlessly
visiting the professors and personnel who were involved in the construction project, and gathering theinformation on the key points, progress, etc. of the project, he held many discussions with IN Co. tothoroughly prepare for the receipt of orders for the project.
The project had three policies: [1] The Research Reactor Installation Committee should play a key rolein creating a basic design; [2] Verification of the practicability of the basic design should be entrusted toproven overseas engineering companies; [3] The production of equipment and the construction work
should be ordered to domestic manufacturers and construction companies. Asano Corp. and IN Co.
participated in the bid for the entrustment of verification of the basic design discussed in [2] and wereable to accept the orders.
In September 1961, Sakakihara went to the U.S. with his assistants in charge at Kyoto University andthe manufacturer’s engineers, verified the basic design at IN Co. for more than one month, and completed
the feasible final specification.
The evaluation for this far exceeded Sakakihara’s expectations, and Asano Corp. was designated toaccept the orders collectively including construction works as the sole agency of IN Co.
The Kyoto University research reactor (KUR) was constructed under the supervision of the engineer
dispatched from IN Co., and was completed as planned in 1964, which was the target year. KUR achieved
the first criticality in June that year, arrived at the rated output of 1,000 kW in August, increased thepower to the rated output of 5,000 kW in 1968, and has continued operating without major problems up
until the present day.

3. JGC taking over nuclear energy-related business operations
With the Japan Atomic Power Company (hereafter called “JAPC”) established through the investmentof nine electric power companies in 1957, the industry started to move toward the construction ofcommercial nuclear reactors in Japan.
In 1964, JAPC introduced light water reactors from the U.S., and IN Co. accepted the order for the
preparation of the international bidding specification for the Tsuruga Power Station to be constructed in
Tsuruga Peninsula in Fukui Prefecture. For light water reactors, the manufacturers in the U.S. weredivided into two camps of BWR and PWR, developing competition for receiving orders, but since IN Co.
professed themselves to be neutral, they were expected to be able to prepare an unbiased bidding
specification. After that, JAPC concluded an extensive consulting contract with IN Co. for evaluation andselection of the bids submitted from each camp.

06

However, in the same year, Monsanto Chemical Company, the parent company of IN Co., desisted
the nuclear power development, and IN Co., a nuclear power consulting company, had no choice but todissolve. The operations of IN Co. were taken over by NUS CORPORATION in the U.S., a start-up
nuclear power consulting company, and Asano Corp. continued to be the sole agency.
In the next year, however, it was decided that Asano Corp. would go under the umbrella of a major
trading company due to the poor performance of other divisions despite the nuclear energy-related
business operations continuously expanding.
Viewing this crisis as an opportunity, Sakakihara transferred to the Nuclear Energy Department,
which was a new division of Japan Gasoline Co., Ltd. (currently JGC Holdings; hereafter called “JGC”) atthat time. As a result, in 1966, JGC became the sole agency of NUS CORPORATION in Japan because of
the trust relationship that had been established between NUS CORPORATION and Sakakihara.
JGC started active sales activities and received many orders for consulting services from Power Reactor& Nuclear Fuel Development Corporation, The Federation of Electric Power Companies of Japan(hereafter called the “FEPC”), nine domestic electric power companies, Korea Electric Power Corporation,
Taiwan Power Company, etc. Incidentally, the international bid for the light water reactors to be
introduced by JAPC in the Tsuruga Power Station was won by the General Electric Company (GE) in the
U.S., which proposed BWR, and in 1970, the construction work of the Tsuruga Power Station Unit 1, thefirst commercial nuclear power plant in Japan, was started. In the same year, JGC concluded a newcontract (contract on the provision of services and information, etc.) with NUS CORPORATION andstarted to move toward the establishment of a Japan-US joint venture company which mainly provided
consulting services.

NUS CORPORATIONNUS CORPORATION was a company
established in 1960 by the specialist group
who participated in the U.S. nuclear energy
development planning to make use of theirabundant experiences to provide consulting
and engineering services in the nuclear energy field. The company was called Nuclear
Utility Services, Inc. at the establishment andmainly provided services related to nuclear
power generation as its name suggests, but
after that, the company added engineering
services related to environmental problems to
its operations and changed its name to NUS
CORPORATION in 1962.

NUS Clearwater Laboratory in Florida, the U.S.
(in the mid-1970s, provided by Curtiss-Wright Nuclear)

In front of the NUS head office (1988)

07

Side stories of company history : Notable people and their footprints

John E. Gray, the First Chairman and Member of the Board

Yasuo Sakakihara
I met Mr. Gray through an introduction by President Widdoes of IN Co. IN Co. was anengineering company in St. Louis, the U.S., which undertook subcontract works from the design
to construction work and trial operation when Asano Corp., which I worked for then, constructed
the Kyoto University research reactor (KUR).
At that time, trading companies in Japan actively developed their sales activities in every field
to expand their trading area, and Asano Corp. was one of them. The company newly set up the
Nuclear Energy Department to develop new businesses by accepting orders of nuclear energyrelated businesses not only from KUR, but also from JAERI, other government agencies, andelectric power companies, with domestic and overseas engineering companies, equipment
manufacturers, constructors, etc. as subcontractors. Among such activities, epoch-making
achievements were collectively receiving orders from the preparation of the international
bidding specification for the JAPC Tsuruga Power Station to the examination of the bidding andthe supervision of its trial operation and completing them with IN Co. as a subcontractor, whichshowed the significance of consultants in the nuclear energy industry.
Due to the great change of the nuclear energy policies in the U.S., IN Co. was dissolved withall its pending projects taken over by NUS CORPORATION, and when President Widdoes
visited Japan with President Gray of NUS CORPORATION, I met President Gray for the firsttime at Haneda Airport and was introduced to him by President Widdoes.
I visited all our clients in Japan with both presidents to announce the succession of businessbetween the two companies, both presidents responded to the clients as rehearsed in a hotelroom, and the clients willingly accepted us.
In one case, I guided both presidents to Tokai-mura, where the window of the contract withJAERI was located. Tokai-mura in early summer was set in the midst of quiet rural scenery witha fresh breeze blowing. On the way to JAERI’s office, the three of us walked on the pathway
between the rice fields to enjoy the rural Japanese scenery.
In the rice fields where rice planting had just finished, rice seedlings rustled in the soft breeze,
and the bellies of little crucian carps glittered in the side channel. At that moment, three of us
unexpectedly sniffed the air. In the green balmy breeze, we smelled a sulfurous odor. We saw one
farmer carrying a night-soil buckets on a pole across his shoulders. The odor was coming fromthe buckets. The farmer was going to a night-soil reservoir in the corner of the field through thepathway between rice fields along which we had strolled. We shifted to one side of the pathway
to let the night-soil buckets go through and heard the faint sound of human waste slopping
around in the buckets. I broke into a sweat. I was afraid that they might laugh at the anachronism
of using human waste as fertilizer while we were on our way to adopt nuclear power generation,
a cutting-edge technology of civilization. However, Mr. Gray said, “Will you buy me one of thosehoney buckets (night-soil buckets)?” Without even thinking, I asked, “Sorry, what will you use itfor?” He answered, “It will be ideal for cooling wine bottles.” “Yes, please buy me one, too,” said
Mr. Widdoes, smiling.
08

When we finished the talk on the succession of business between both companies in the
JAERI office, I immediately visited the purchasing division, explained the details, and requested
the purchase of two night-soil buckets. The person in charge immediately asked his colleague
from Tokai-mura, who willingly accepted the request while laughing out loud. The two presidents
and I stayed overnight at a country hotel near a marsh and received two brand-new night-soil
buckets the next morning. On each of the two night-soil buckets, a piece of paper was attached
for Mr. Gray and Mr. Widdoes with the following English sentence: “This is donated from theJapan Atomic Energy Research Institute as a souvenir.” They were “honey buckets” withrefreshing green bamboo hoop on plain wood. Watching the two Americans admiring the bodyof the buckets with satisfaction, I was glad, too.
JGC, which became Japan’s sole agency of NUS CORPORATION in place of Asano Corp. in
1966, accepted the order of the extensive investigation called “Overseas Investigation on Nuclear
Fuels” from FEPC the next year, and the specification for this investigation contained theinvestigation by dispatching a delegation to North America with Vice President Naojiro Tanaka
of Tokyo Electric Power Company (hereafter called the “TEPCO” , currently TEPCO Holdings)
as its head. I acted as their guide. After the group visited uranium mine digging sites and smelting
plants in Canada and the U.S., we attended the welcome home party at the home of President
Gray and saw the wooden ice bucket with some wine bottles pushed into broken pieces of ice ona large table in the center of the room. President Gray added at the end of his speech at the
opening, “The beautiful ice bucket on this table was donated to me directly by the Japan Atomic
Energy Research Institute of Tokai-mura. I hear this bucket is used for other purposes in therural village of your country, but what a beautiful work of art it is. This is a really nostalgic andmemorable souvenir for me,” and winked at me as if to say, “I will let you do the rest.” I sweatedagain, but since no one in the place knew the real facts, I explained the background, which
entertained them and broke the ice.
Next, Mr. Naojiro Tanaka, who was the head of the delegation, gave a greeting and proposedthat “Since the word NUS resembles the Japanese word ‘NASU (do),’ we greatly expect NUS
CORPORATION to play an important role in the progress of nuclear power generation in
Japan,” which was very impressive for me. Mr. Kaoru Yosano, who is a current Diet member andworked for JAPC at that time, simultaneously interpreted the conversation between President
Gray and the party from the beginning to the end. He was still young but was an excellent
interpreter.
Presided Gray liked a Japanese banquet, especially a cozy night banquet. In Kyoto, he wascompletely charmed by the young okami of the tea house in Kitano Kamishichiken where acertain assistant professor in charge of KUR was a regular customer, and it was impressive thatwhen she visited the hotel room of President Gray with a junior geisha who had attended thebanquet, his excitement was almost child-like, and he was completely puzzled as to how heshould treat them.
In Tokyo, he really enjoyed the hospitality at the prestigious “Nakagawa” in Akasaka, which
was the favorite of President Suzuki of JGC. Since President Gray admired the shape of the pinebranch on the gold background of the folding screen put up in the room, he was given a two-foldscreen of a similar design by President Suzuki. In later years, when I visited the house in thesuburbs of Washington D.C. where retired President Gray lived alone, the folding screen washung on the wall of his living room, but since it was upside down, I immediately helped him fix
it. I heard that he was very active both in work and in friendship when he was young, but I
thought that he was quite lonely in his later years.
* The text is as written originally by Former President Sakakihara at our request around 2002 on recounting his memories
at the company establishment.

09Creating the basis for growth

1971 – 1980

Creating the basis for growth

1971 – 1980
1. Establishment of JAPAN NUS Co., Ltd.
JAPAN NUS Co., Ltd. was founded according to thecontract to form a joint venture company signed
between JGC and NUS CORPORATION on June 3,
1971. In addition to JGC and NUS CORPORATION, amajor client TEPCO participated as a shareholder, andKansai Electric Power Company (hereafter called the“KEPCO”) and Chubu Electric Power Company (hereafter called the “Chubu EPCO”) also newly participated
as a shareholder in 1974, which further strengthened the
management foundation. For the management, Yoshio
Suzuki, who was the Representative Director andAt the organizational meeting in 1971 (Chairman
President of JGC, assumed the position of Representative
Gray in the center of the front row, President Suzuki
Director and President (part-time) of our company, andon the right, and Managing Director Sakakihara at
Sakakihara with the title of Managing Director led our
second from the left of the back row)company as the substantial top executive.
The business operations of our company at its establishment were mainly nuclear energy-related
consulting and engineering services including the import of information on the U.S. nuclear energy
regulations from NUS CORPORATION, its translation and provision, etc.
At that time, however, NUS CORPORATION in the U.S. had already made great achievements in
consulting on the environmental field to the degree that it surpassed the Nuclear Energy Business
Division. In the U.S., the National Environmental Policy Act was established in 1969, and the environmental
impact statement was necessitated at the submission of the application for approval of construction of a
nuclear power station. In response to these, NUS CORPORATION organized the Environmental Business
Division faster than anywhere else.

2. Commencement of Consultation for Environmental Issues
In 1972, we commenced providing consulting and engineering services for environmental issues inthe same way as NUS CORPORATION.
Sakakihara received valuable advice from Mr. Kiyoshi Tanii, a counselor of the Japan Fisheries
Resource Conservation Association, when he was setting up our Environmental Business Division. Mr.
Tanii told him that, “You should have the best expert in Japan as a technical advisor, and the right person
is Dr. Tadao Nitta of the Fisheries Agency.” Sakakihara went straight to Dr. Nitta, who was a leading
expert in water quality science at the Fisheries Agency’s Tokai Regional Fisheries Research Laboratory (atthat time), to ask him taking up the post of technical advisor. Initially, Dr. Nitta firmly declined the offer.
However, after repeated visits by Sakakihara, he finally accepted the post, but he said, “I feel anxious on

10

Sea Surface Freshwater Flux
Discharged Water

Sea Surface

Correlation between the amount ofdischarged water and the area of diffused water

Flow Front Currents(Current Rip)

Sea Water

SeabedCorrelation between the amount of discharged water and the area ofdiffused water ( Nitta’s experimental equation )(Source: Japan Fisheries Resource Conservation Association, Guidancefor establishing water discharge standards to maintain quality standards
for fishery water. , July 1968.)

109

The area of diffused water(m2)II

my own.” Therefore, he accepted on condition that Dr.
Teiji Kariya, Associate Professor of the Faculty ofAgriculture at Tohoku University, would also become atechnical advisor.
Sakakihara agreed to this suggestion and willingly
accepted a request from Dr. Kariya asking that JANUS
take over the environmental survey related to fisherycompensation for the construction of breakwater at theentrance of Kamaishi Bay. This is how Dr. Tadao Nitta
Dr. Tadao NITTA
Dr. Teiji KARIYA
and Dr. Teiji Kariya were appointed as our technical Technical Advisor
Technical Advisor
advisors, and how our Environmental Business Division
started accompanied by the leaders with perfect achievements and leadership.
In 1972, the Cabinet of Japan approved "Concerning the Environmental Conservation Measures in
Relation to Public Works". This was in response to trends in the U.S. that the environmental assessmentsfor public works were institutionalized based on this approval, and large-scale power plants were within
this scope. In the following year, the Agency for Natural Resources and Energy was to review theenvironmental assessments for power plants.
However, power companies at the time did not have the sufficient knowledge required to carry out
environmental assessments. Therefore, we conducted a literature review on the impact assessment ofdischarged thermal effluent from power station in the U.S., where the environmental assessment system
had already been introduced. As a result, in the U.S., there were cases of impacts caused by discharge ofthermal effluent into rivers, lakes, lagoons, etc., where hydrological retention tends to happen. On theother hand, in Japan, it seemed unlikely that a significant impact on the marine ecosystem would occur
because the thermal effluent is discharged into the sea where there is little hydrological retention. In
considering the impacts of such thermal effluent, the guidance given by our technical advisor, Dr. Nitta,
who invented the simplified diffusion prediction formula for thermal effluent “Nitta’s experimental
equation”, formed the foundation for making a leap forward in our technological capabilities.

8

10

7

10

106
105
104

logA＝1.23logV＋0.086

3

10

3

10

104

105

106

107

108

The amount of discharged water (ｍ3/day)

3. The Establishment of Nuclear Energy Business Division
and Environmental Business Division

In 1974, there were two important topics holding the key to the growth of our Nuclear Energy Business
Division. First, the enactment for the Three Laws for Power Development (the Act on Tax for Promotionof Power Resources Development, the Special Budget Law for the Development of Electric Power and theLaw for the Adjustment of Areas Adjacent to Power Generating Facilities) has created an environment

11

Creating the basis for growth

1971 – 1980

where construction of nuclear power plants can proceed smoothly. This resulted in new nuclear power
plants to be built one after another until the 2000’s, and the demand for nuclear energy consulting andengineering services has increased rapidly.
Secondly, a new membership information service called LIS (Licensing Information Service) wasstarted, providing a database of the latest licensing information of nuclear power plants in the U.S., basedon the import and translation service of the U.S. nuclear regulatory information that had been continuously
implemented since our establishment. Thereafter, it has been consistently providing us stable profit as acore business of our Nuclear Energy Business Division. It also formed the basis of similar membership
information services in our business model.
Similarly, in 1974, our Environmental Business Division received an order for an environmental
radioactivity monitoring project at TEPCO Fukushima Daiichi Nuclear Power Station (Fukushima
Daiichi NPS). This monitoring project led to the advancement of our environmental assessment business.
In the same year, an environmental study started at TEPCO HD Kashiwazaki-Kariwa NPS. Unit 1 of theKashiwazaki-Kariwa NPS commenced commercial operation in 1985, and our monitoring work on theimpact of discharged thermal effluent to the surrounding sea areas has been ongoing since then.
Parameters for monitoring the impacts of thermal effluent at the Kashiwazaki-Kariwa NPS were water
quality, marine sediment, and marine organisms, but initially there was a shortage of human resources
capable of surveying and analyzing. As a result, the survey work, including water sampling, was outsorced
to partner companies, and one of our employees in charge of directing the work was onboard eachresearch vessel. For the analysis work, on the other hand, we were only in charge of fish analysis, andoutsourced everything else. After hiring employees specialized in ichthyology and chemical analysis, wewere able to conduct in-house analysis of fish eggs and larvae, and also do water quality analysis. In
particular, our analyses of fish eggs and larvae were highly evaluated for their high accuracy, which later
became our strength.
In 1975, we received a contract from TEPCO to prepare environmental assessment reports and relatedmaterials for NPSs (Unit 1 of Kashiwazaki-Kariwa NPS, Units 3 and 4 of Fukushima Daiichi NPS).
At the time of these orders, the environmental assessment of the large-scale power plant project was
subject to the "Concerning the Environmental Conservation Measures in Relation to Public Works"(1972) approved by the Cabinet, but there are no examples of implementation at the power plant yet.
Also, it was before the ministerial decision (Ministry of International Trade and Industry, 1977) and thenotification (Agency for Natural Resources and Energy, 1979) were implemented with the aim ofstrengthening the environmental impact assessment of power plants. Therefore, we carried out the firstenvironmental assessment of a power plant in Japan together with TEPCO, referring to the interim reporton the environmental assessment by the Environment Agency (1974) and the case examples in the U.S.
Furthermore, in 1976, we prepared materials related to marine ecology, which is our specialty, inorder to correspond to the governmental reviews of environmental assessment reports by the Agency for
Natural Resources and Energy. In the same year, we received an order a large-scale project of a feasibility
study for siting the Tomari NPS of the Hokkaido Electric Power Company, Incorporated (HEPCO). Our

Plankton, fish eggs and larvae
samples during the breeding test at
higher water temperatures (in 1979)

12

Checking fish eggs and larvae
samples of the environmental
surveys at surrounding sea area ofthe Kashiwazaki Kariwa NPS.
(in 1985)

Distribution survey of seaweeds
species as one of the environmental
surveys at surrounding sea area ofthe Kashiwazaki Kariwa NPS.
(in 1985)

business performance had declined due to the impact of the oil crisis in 1973, and we fell into the red in
1974, but it recovered with this contract for a large-scale project.
In the midst of unsettled business conditions at the beginning of our establishment, an unfortunate
tragedy that should not happen had happened. On January 23, 1976, one of our employees lost his life inan accident during a seawater sampling, which was regularly conducted as part of surveys on marineorganisms. To prevent such accidents from happening again, we designated January 23 as “Safety Day”
with deep remorse and condolences, and we conduct safety education for our employees every year.
In 1980, the Niigata Field Survey Office (currently the Niigata Office) opened in response to the
expansion of investigations on the impact of discharged thermal effluent into the sea area around theKashiwazaki Kariwa NPS. As a result, the local office could promptly respond to various requests fromclients other than investigations at the sea area, and could also provide appropriate advice based on thelocal situation. This enabled us to build trust with clients, which led to a further increase in orders.
Moreover, many of our employees worked to build better relationships with the local community by
responding politely and meticulously to local fishermen, and participating in local resident gatheringsand volunteer activities. This approach by the Niigata Field Survey Office has been handed down not only
to the Niigata but also to our offices in other regions.

4. 1970s: Engaged in various operations to develop creative capabilities
In our business guidebook for the Nuclear Energy Business Division in the 1970s, we find they
developed technical services for various fields such as technical assistance for the procurement andmanagement of nuclear fuels and provision of services for incore fuel management by making use of theadvanced analysis capabilities and abundant experiences, as well as safety, planning, construction,
operation, quality assurance, water chemistry, and removal of radioactive contamination, etc. of nuclear
power stations. It shows that our company had already aimed at the provision of extensive engineering
services in the nuclear energy field at that time.
In 1977, our company temporarily transferred our engineers to
the Central Research Institute of Electric Power Industry, which
was a research institution affiliated with electric power companies,
to make improvements of the core management code of nuclear
power stations. Our company also conducted very advanced
investigations, analyses, and evaluations such as collecting pineneedles in the site of a nuclear power station to analyze theenvironmental radioactivity and conduct verification according to
the result of the simulation by a mainframe computer.
The Environmental Business Division significantly improved Three Mile Island Nuclear Power Plant
its financial results in the late 1970s. One of the reasons was because in the U.S.
it received more orders for the environmental assessment
operations for nuclear and thermal power stations in accordancewith the “Enhancement of environmental impact study andenvironmental review on the siting of power stations” (ministerial
decision in 1977) described above. In the operations related to the
Kashiwazaki-Kariwa NPS in which our company had been engaged
since 1974, our company started bioassays (breeding tests at higher
water temperatures for plankton, fish eggs and larvae) in 1978 toelucidate the influence of thermal effluents. Such increase of theoperations in which our company could utilize its strength would
also be the reason for growth of our business.
Inside the control room of the plant
The accident which occurred in Three Mile Island Nuclear after the TMI accident (1979)13

Toward JANUS of investigations and analyses

1981 – 1990

Generating Station in Pennsylvania, the U.S. on March 28, 1979 (hereafter called the “TMI accident”) wasa severe accident with a larger scale damage of the core than postulated in the safety review, having a large
impact not only in the U.S., but also on the nuclear power generation business in Japan which referred tothe design and technology and safety regulations of the U.S. at that time, as well as the Nuclear Energy
Business Division of our company. To follow up the trends of the U.S. regulations that were considerably
reviewed after the TMI accident, our company summarized the enormous amount of information thatreceived from NUS CORPORATION in quarterly reports as quickly as possible, and sent nationalcaravans to visit domestic electric power companies every three months to present our reports (continued
until 1981). In 1980, since revision of the siting criteria for NPSs started to be considered, our company
conducted investigations, analyses, and examinations on its trends and influence, and promoted theresearch of new siting methods (impact assessment at the time of an accident of offshore/undergroundpower stations ~ underground water / marine pollution), starting the operations for supporting all electric
power companies with FEPC as a key player (continued as researches financed jointly by electric powercompanies [to be discussed later] until fiscal 1989).
Through the construction rush of domestic nuclear power stations that started in the early 1970s, 20
units (* 21 units including Fugen) started their operations in the 1970s. With this, our company improved
its financial results almost continuously, and its annual sales expanded to more than one billion yen.
As described above, our company was founded as the first consulting company specialized in nuclear
power generation in Japan, and using the high-level capability of gathering information on nuclear energy
and environmental issues as its basic technology through the 1970s, our company developed, furthermore,
our creative capabilities to make challenging proposals through deep understandings about suchinformation combined with effective solutions. By doing so, our company ensured the brilliant growth in
the 1980s.

III

Toward JANUS of investigations and analyses

1981 – 1990
Assumption of office of the second president
and a business development as the third pillar
Since the establishment in 1971, our company had been managed by Yoshio Suzuki, who was theRepresentative Director and President of JGC and also served as the Representative Director and Presidentof our company, and by Yasuo Sakakihara as the Managing Director. The management system waschanged in 1986 with Suzuki as the Representative Director and President and Sakakihara as the Executive
Vice President. Suzuki retired from the presidency in 1989 to become the senior executive advisor, andSakakihara took office as the Representative Director and President. Just before the 20th anniversary of
the establishment, the building of a new management system looking ahead to the next generation started
here.
One of those efforts was to further focus on the “system development” to be discussed later, which led
to the independence of the System Development Business Division in 1991. The conventional “System
Development Office” of the Nuclear Energy Business Division carried out the survey-centered operations
and analysis-centered operations. Those operations were divided into separate divisions, making it
possible to challenge more extensive fields, which developed as the third pillar of our company.

Nuclear Energy Business Division

1. Introduction of superminicomputers and transfer of head office
The TMI accident, that occurred in 1979 was a severe accident with a partial but large scale meltdownof the reactor core, and was far more severe than postulated.
The Atomic Energy Commission (AEC), the predecessor of the Nuclear Regulatory Commission(hereafter called “NRC”) in the U.S., systematized the probabilistic risk assessment (PRA) of nuclear
power plants, and published it as the draft version in 1974 and the final version in 1975 in “WASH-14001(the so-called Rasmussen report).” This report concluded that the risk of 100 nuclear reactor units was at
the same level as the risk of meteorite accidents (that is, the probability was extremely low). However, thesituation with such extremely low probability occurred in reality.
This accident can be classified into a Small Break LOCA (Small Break Loss-of-Coolant Accident: Lossof-coolant accident with a small fracture of coolant pipe, which the coolant is lost moderately), but since
the Rasmussen report already implied that the impact of the Small Break LOCA on the entire risk ofcommercial nuclear power stations was not so small, people strongly recognized the effectiveness of theprobabilistic risk assessment.
1)

14

Reactor Safety Study: An Assessment of Accident Risks in U.S. Commercial Nuclear Power Plants [NUREG-75/014 (WASH-1400)]15

Toward JANUS of investigations and analyses

1981 – 1990

After this, the U.S. sought to change its policies to apply stricter regulatory standards for nuclear
facilities. In such a situation, more people began to think that the probabilistic risk assessment was animportant tool for building appropriate and rational regulatory standards without having to tighten up
more than necessary. In addition, the radioactive exposure became an issue due to this accident, which
led to the wide recognition of the importance of the environmental impact assessment at the time of
nuclear accidents, or the safety analysis such as the assessment of the radiation exposure in peripheral
environments, etc.
After the TMI accident, the electric power industry in Japan also enhanced the efforts for the PRA of
NPSs and the environmental impact assessment at the time of accidents. The researches financed jointly
by electric power companies were actively conducted, and our company was involved in several projects
under the researches to focus especially on the development of the system making full use of mainframe
computers. At that time, our company used the mainframe computers owned by JGC, which was themain shareholder of our company, but while the projects were expanding, it was obvious that ourcompany needed to have its own high-performance computers that could be used without limitation.
Looking ahead to the business expansion, our company transferred the head office from Otemachi to
Shinjuku in 1981. The organization was also greatly changed at this time. Adopting the proposal of theemployee who played an active part as a leader at that time,the “System Development Office” was newly set up,
gathering technological employees in their early 20s and
30s there. While the employment situation was severe dueto the oil crisis, and heavy electric machinery companies
and electric power companies reduced their employment,
our company could obtain human resources with excellent
technological skills.
At the same time as the establishment of the System
Development Office, our company introduced its own
computers for the first time. The investment was extraordinary and disproportionate to the capital at that time, but
Computer room with supermini (Managing
Director Sakakihara on the left (as of 1985).
ECLIPSE MV/8000 made by the U.S. Data General, which© Toshio Hataya)
was the latest superminicomputer (hereafter called the“supermini”), enabled large computation at the same level as mainframe computers, through its 32-bit
processing. Our company set up the computer room equipped with dedicated air conditioners, andinstalled about ten terminals and large graphic displays. Starting with porting the PRA level 3 analysis
code of nuclear power plants to the supermini, the computers fully operated at the implementation ofresearch financed jointly by electric power companies such as building of the system for the assessmentof the real-time surrounding environmental impact at the time of nuclear accidents (ACAS), off-site EP(emergency planning), decommissioning, etc. At the request of the JAERI risk assessment analysis
research laboratory, the computer was also utilized for the analysis of the US-made MARCH code for

Probabilistic Risk Assessment (PRA)
PRA has three levels. Level 1 assesses the probability of occurrence of accidents. Level 2 assesses
the amount of radiation to be released outside when an accident occurs. Level 3 assesses theconsequences of the released radioactivity on the surrounding. NUPRA to be discussed later is ananalysis tool for PRA level 1, and the MARCH code and the THALES code described above are theanalysis tools for PRA level 2. The calculation code ported to the supermini is an analysis tool for PRA
level 3 as described above.

16

severe accident behavior analysis, and for the development of the THALES code under the concept of
JAERI for severe accident behavior analysis.
In this way, our company handled many analyses operations utilizing computers, which developed as
the large pillar of our company. The year 1981 was an important turning point for our company to seize
the opportunity for growth.
PRA stands for probabilistic risk assessment. In Japan, the term “probabilistic safety assessment(PSA)” was rather widely used to emphasize safety. The probability theory is a field of mathematics foranalysis by applying a mathematical model to an accidental phenomenon.

2. Change of LIS operations
Among the trends of licensing and safety regulations and the experiences of accidents and failures ofnuclear power plants in the U.S., many have a great influence on the development of nuclear power
generation in Japan. From such a perspective, the LIS service regularly provides the latest information on
the safety regulations of all commercial nuclear power plants in the U.S. and answers the questions.
NUS CORPORATION collected the information on the movement of regulatory authorities, electric
power companies and manufacturers, and related documents by contacting the staff of NRC and having
personnel stationed to collect data in the public document room of NRC, and prepared two types ofreports: the “LIS NEWSLETTER,” which was summarized as the latest information, and the “NRC
MEETING SUMMARY,” which summarized the outline of the important meetings between NRC andthe applicants. Our company translated and provided them to the members as the Japanese version of themonthly report until 1981. There wereneeds for such service when thepipeline of information between
Japan and the U.S. was thin, but thepipeline of information widened
from the late 1970s, and the service
gradually became obsolete.
With the flood of information andits processing after the TMI accident,
LIS came under pressure to change.
From 1982, our company read the
U.S. original documents based on theinformation obtained from NUS
CORPORATION and summarized
them in the monthly reports, etc. In
this way, our company was able to Hand-written LIS report(1980, No. 1)
understand the current trends of the
U.S. nuclear regulations and systematically track the issues that drewstrong interest in Japan. Our company boasts that the current LIS is a database with no equal in Japan,
which was determined by the great change in 1982.
On the other hand, the research on severe accidents became active in the U.S. after the TMI accident.
In response to this, our company started a membership information service (US SARP) in the early 1980s
that was specialized in this theme and conducted technically intense surveys. The US SARP continued
until 1996, and the results were absorbed by LIS.
In 1986, seven years after the TMI accident, the disaster that this time shook the entire European
Continent occurred at the Chernobyl Nuclear Power Plant (hereafter called the “Chernobyl Power Plant”)
in Ukraine. With this as a trigger, European countries pushed forward countermeasures against severe
accidents of nuclear power plants. Our company which had always felt the need for European information,17

Toward JANUS of investigations and analyses

1981 – 1990

focused on the countermeasures against severe accidents in major European countries, and started theservice called Nuclear Safety in European Countries (NUSEC) in 1987. It is a membership service like LIS
and is still one of the main operations of the Nuclear Energy Business Division.

3. Starting operations by the multiclient system
also in the radiation protection field

The influence of the accident of the Chernobyl Power Plant was sensationally reported by mass media
in Japan at that time. In response to the information on deformities such as cows having two heads thatwere published in a weekly magazine with photographs and the news report of the increase of thyroid
cancer and leukemia, electric power companies were urgently required to create a system for grasping thefacts earlier than mass media to prepare for the inquiries from the heads of local governments concerned.
At that time, our company worked energetically to create new operations using the business model of themulticlient system like LIS also in the radiation protection field. The supply and the demand werematched, and the radiation effect operations were started in 1989.
For the operations at that time, it was demanded only to capture and translate the information that
seemed to draw interest from mass media in Japan before it was covered by them. Therefore, every day
our company checked the overseas newspapers (British Sunday Times, British Guardian, US New YorkTimes, Associated Press, TASS, etc.) that were referenced by the Japanese mass media, immediatelytranslated the articles that might cause a sensation, read the cited references (mainly research papers) for
particularly important articles, and obtained comments from experts.
After that, in order to further improve the added values of information, our company checked thelatest research trends in the relevant academic societies, arranged the research papers with possible healtheffects by time and theme, and proposed the system that enabled clients to collect information as early as
possible. In addition to the health effects, our company also included the contents that contribute toelectric power companies lobbying the country such as the idea of radiation protection at nuclear power
plants, radiation exposure reduction, etc. Not satisfied with the approach of relying only on foreign
newspapers, our company proposed the rational approach in which information including the idea ofprotection should also be understood if there are radiation effects.
For the radiation effect operations, orders including those for related operations reached their peak in
2002, and the operations have been continued by the multiclient system by 12 companies for a long
period of time up until the present day.

Environmental Business Division
Our Environmental Business Division started with environmental issues related to nuclear power
plants, such as the impact of environmental radioactivity and discharged thermal effluent. After that, webegan environmental assessment services related to thermal and nuclear power plants and generalindustrial plants at the coastal sites, and evolved into consulting services for solving a wide range of issues
centered on sea areas such as coastal reclamation, oil pollution, and red tide.

1. The first consulting service contractfrom the Environment Agency (at that time)

In 1981, for the first time we were commissioned from the Environment Agency, entitled “Preparationof guidelines for evaluating the impacts of discharged thermal effluent from power plants”. This was

18

because our knowledge and achievements in the environmental impact assessment of thermal effluent
were highly evaluated. This contract was the first step toward expanding our business for the Environment
Agency and the Ministry of the Environment since the 1990s.
A series of jobs to investigate the impacts of thermal effluent discharged from power plants on fisheryresources, including the impacts of fish eggs and larvae in cooling water, began in earnest from the mid1980s under the guidance of our technical advisor, Dr. Doi, as described later. This made full use of ourskills in researches and analyses of fish eggs and larvae, as well as mathematical analysis of fisheryresources, that we had built up by that time, and it became a symbol that embodied “JANUS is known forresearches and analyses”.

2. Commencement of fishery resource management related services
Examination of the impact on fishery resources, which we worked on since the beginning of thermal
effluent related services, requires knowledge of biology, but it was also thought to require numericalanalysis technology called resource capability analysis for detailed understanding and prediction.
Therefore, in 1981, we welcomed Dr. Takeyuki Doi, a leading expert in this field and director of the
Population Dynamics and Statistical Division of the Fisheries Agency’s Tokai Regional Fisheries ResearchLaboratory (at that time), as a technical advisor.
Our technical advisor, Dr. Doi, provided us with excellent resource analysis tools (mathematicalresource analysis, quantitative echo sounder, etc.). This became a great strength for us, because there were
few consulting companies in Japan that could analyze marine resources. In addition, Dr. Doi's strong
guidance and education for our existing employees who majored in fisheries biology and fishery resource
analysis expanded their contribution to our new field of business for fisheries.

3. Full-scale fishery resource management related services
At that time, Japan’s pelagic fisheries were beginning to be viewed critically by international society,and there were issues such as management of walleye pollock resources in high seas of the Bering sea andthe bycatch of seabirds and marine mammals (fur seals, etc.) by drift-net fishing. Tuna resources had also
begun to show signs of decline on a global scale. With the Ocean Research Institute of the University ofTokyo (at that time) and our technical advisor, Dr. Doi, we joined an initiative to tackle these matterswith the Fisheries Agency and the Fisheries Research Laboratory. Our achievements then helped us gain
trust from the Fisheries Agency and the Fisheries Research Laboratory, and we have continuously received
orders for new projects to this day. The Fisheries Agency set a policy for fishery resource management in
1984, and started allocating budget focusing on this matter. We were entrusted with a project related tothis policy in a wide sea area along the coast of Japan.

4. More focus on fishery compensation consultation
Since 1978, we have been involved in the “monitoring survey related to fishery compensation for theconstruction of breakwater at the entrance of Kamaishi Bay”. Associate Professor Teiji Kariya, who was
appointed as a technical advisor in 1972, had previously worked on this survey. This survey led us to new
fishery compensation-related projects for various development work. As a large-scale development
project, the Kasumigaura Water Conveyance Project started in 1982 and the construction of the
Nagaragawa estuary barrage and the Trans-Tokyo Bay Highway started in 1984.
Essentially, the fishery targets fish and shellfish that are invisible in water, so it is difficult to grasp theactual situation and the impacts of natural variance in the habitat of fish and shellfish. Furthermore, since19

Toward JANUS of investigations and analyses

1981 – 1990

statistical values such as fish catches are roughly classified, applicability of statistical values for grasping
actual local conditions required in fishery compensation consultation was limited.
In order to deal with these issues, a wealth of knowledge and experience regarding the actual state offish and shellfish, the fishery industry, fishermen, as well as the fishing ground environment are required.
In that respect, we have experienced staff who were involved in the assessment of the impacts of discharged
thermal effluent from power plants, and we were able to carry out this work smoothly. In 1988, we invited
Mr. Keiji Watanabe, an expert on the theory of compensation for business and business loss, as a technicaladvisor from the Fisheries Agency (seconded to the Water Resources Development Public Corporation
at that time). As a result, we were finally organized to be able to handle a series of elements required forfishery compensation, including surveys, prediction of impacts, and calculation of compensation
amounts.

5. Growth of environmental assessment consulting services
After the Cabinet Decision on the implementation of environmental impact assessment (what is called“Assessment based on Cabinet”) was taken in 1984, we received many orders in the field of environmental
assessment from many companies, from HEPCO in the north to The Okinawa Electric Power Company
in the south, Electric Power Development Co., Ltd. (J-POWER) and companies other than electric power
generation. In addition, the scope of environmental assessment had expanded to include geothermal
power generation, type 2 projects of thermal power plants (e.g., gas turbine power generation), andnuclear fuel reprocessing facilities. In 1985, we received an order related to an overseas project to conduct
an environmental assessment for the first time (Bataan Export Processing Zone development project in
the Philippines).
With the rapid expansion of our business in the 1980s, our organization also grew. In 1990, we decided
to move our main office of the Environmental Business Division to Shin-Yokohama, where rapid
development was taking place at that time.

6. Expansion into new services by application of artificial formationof seaweed beds and seaweed biotechnology

Since 1982, our Environmental Business Division has worked on technology development for artificial
formation of seaweed beds (marine re-forestation) in the waters surrounding power plants. We
successfully developed a technology in which spores collected from natural mother algae were attached toa transplantation substrate to produce seedlings, and seedlings grown to a few centimeters wereintermediate-cultured in natural sea waters, followed by final plantation. This achievement brought us
the seaweed bed formation projects in the coastal areas of Shizuoka and Wakayama Prefectures. We havealso developed a technology to make use of sandy seabeds where large brown algae that abalones andturban shells feed on cannot grow, by installing concrete blocks on sandy seabeds and in some cases
transplanting seaweed seedlings. This technology was applied in seaweed bed formation projects in the
coastal areas of Aomori and Mie Prefectures.
In order to obtain academic and technical guidance on these technological developments, in 1990 wewelcomed Dr. Hiroshi Tokuda as a technical advisor. He was a professor at the Center for Biological
Environment Control System, Faculty of Agriculture of the University of Tokyo, and an expert inhydrophytology and studying the impacts of oil spill incidents on marine life in sea areas.
Under the technical guidance of technical advisor Dr. Tokuda, our seaweed-related business expanded
rapidly. The achievements from this business were the development of land-based cultivation technology
for marine green algae, Ulva prolifera to fix carbon dioxide, the creation of high water temperature
resistant marine red algae Porphyra species by cell fusion applying the seaweed biotechnology thatemerged at that time, the establishment of mass cultivation technology for gametophyte of brown algae,
and the development of cultivation technology for the freshwater green algae, Prasiola japonica, which
was traded at a high price but it is difficult to produce seedlings. These achievements were published inpresentations at specialized academic societies in Japan and overseas, papers were submitted tointernational specialized academic journals, and domestic patents were acquired.

Impact of intake of cooling waterand discharge of thermal effluent at power plants
Nuclear power plants and thermal power plants in Japan are located along the coast while taking
in a large amount of seawater as cooling water, and discharge the cooling water that has been heatedby about 7˚C from original temperature. The discharged seawater is called “thermal effluents”, andthere were concerns about the impact not only on the marine ecosystem in the diffusion area ofdischarged thermal effluent, but also on the weather (steam fog, snowfall on the Sea of Japan side,etc.). In addition, there is an issue with entrainment due to a large amount of water intake. Plankton,fish eggs and larvae entrained in water intake may be affected by a sudden temperature rise ormechanical shock when passing through equipments such as condensers.
There is also impingement risk of relatively large fish crashing into screens, such as waste prevention
screens for cooling water systems.
As a result, there is concern that a large number of eggs, larvae, and fish will die, causing direct
damage to fishery resources.
These factors necessitated the preparation of guidelines for thermal effluent of power plants and to
predict the impacts on fishery resources.

20

21

Side stories of company history : Notable people and their footprints

Yoshio Suzuki, the First Representative Director and President

Yasuo Sakakihara
I met Mr. Suzuki for the first time in September 1965, when I was appointed as the managerof the newly established Nuclear Sales and Development Office and was handed the letter of
appointment in the president’s office in the following year of my entrance in JGC.
For the long 30 years since then, I had worked under him, but in my heart, he was like myolder brother. However, since Mr. Suzuki looked gentle on the outside but was tough inside, I
could not rely on his kindness not even slightly.
I wonder how many times I visited that windowless office of President Suzuki in the ShinOtemachi Building from the time when I worked for JGC through the time when I managed
JANUS. Every time I visited him, I expressed my opinions and sought instructions from him.
Although he was very busy as a commander-in-chief of about 30 executive officers, managing the
up-and-coming chemical plant manufacturer that produced annual sales of tens of billions of
yen with 2000 employees, he listened to me, young and inexperienced, without showing an
unpleasant face.
As far as I know, what President Suzuki worried most about JANUS was how he could makea soft-landing of the extremely vast idea about the joint venture of President Gray of NUS
CORPORATION, who would become a new partner. President Gray put forward his ambitious
idea that his company should absorb the entire JGC to establish an enormous Japan-US joint
venture that would be able to receive direct orders for the construction work of nuclear power
plants. It was Mr. Campbell, the Manager of the Nuclear Overseas Sales Department, who wasdispatched to Japan on this mission. He was highly motivated, but since the persons in charge at
JGC treated him tactfully, the negotiation was prolonged.
At that time, President Suzuki was hospitalized at Keio University Hospital for surgery to fix
detached retinas, and was immobilized on the bed with heavy sandbags to prevent him frommoving. He called me to his bedside, dictated the countermeasures he summarized on the bed,
and reexamined the notes, thus completing the “Contract on the provision of services,
information, etc.” This draft contract was translated into English immediately, sent to President
Gray, and became effective on June 4, 1971.
JGC had already cooperated with Saint-Gobain Techniques Nouvelles (SGN), the nuclear
energy-related engineering company in France, to tender a bid for a spent nuclear fuelreprocessing plant of the Atomic Fuel Corporation, and had accepted the order for detailed
design of the plant. With this momentum, JGC signed a contract with NUS CORPORATION forentering the market of nuclear power plants, actively accepting orders for consulting services as
the sole agency of NUS CORPORATION in Japan.
In this way, JGC mainly entered the field of design and construction of radioactive waste
processing facilities of nuclear power plants, and JANUS stepped forward as the company
specialized in consulting.

22

At the establishment, JANUS held the annual shareholders’ meetingalternately in the head office of NUS CORPORATION in Washington
D.C. and in the head office of JGC in Tokyo, so I accompanied
President Suzuki when he visited the U.S. every other year. This visit to
the U.S. greatly contributed to deepening mutual understanding
between JGC and NUS CORPORATION, and it was also a very
valuable opportunity for me to get to know Mr. Suzuki’s personality.
Looking back, I had interacted with my supervisor Mr. Suzuki invarious ways for 30 years since I joined JGC, and if I remember
correctly, he reprimanded me only twice.
The first time was in 1981. Since JANUS achieved sales of morethan one billion yen and had more than 50 employees, it considered President Suzuki and Chairman Graytransferring the office to a new location, and chose Shinjuku, where its
development as a business district was being actively pushed forward on the wave of the fast
economic growth of our country. The new office was set up in Shinjuku Dai-Ichi-Life Building.
Mr. Suzuki asked me, “Did you choose such a faraway place for the office because you wanted toleave me?”The second time was in May 1989. I was visited by a journalist of a chemical industry journal
and answered his questions about JANUS, and when Mr. Suzuki discovered that my interview
had been published in the said journal, he became angry at me for having given the interview tothe journalist without permission.
In both cases, I explained the circumstances and apologized for having acted in a rough-andready manner. Mr. Suzuki calmly listened to my excuses, and after that, those happenings did
not affect our relationship at all.
Mr. Suzuki was born as the fourth son among eight brilliant siblings whose father was thesecond president of “Ajinomoto (currently Ajinomoto Co., Inc.).” He graduated from the oldFirst Higher School, and after graduating from the Faculty of Law at Tokyo University, heentered the Ministry of Commerce and Industry (current Ministry of Economy, Trade, andIndustry) and worked as the Director of Heavy Industry. After that, he moved to the ExportImport Bank of Japan, and during his tenure as its Senior Director, he entered JGC as its vicepresident at the solicitation of President Masao Saneyoshi, who was his relative by marriage andthe founder of JGC.
In this way, he was a gifted person who continued walking the elite career track, but not
bragging about it at all, he was modest and full of humanity. I often accompanied him to“Nakagawa” in Akasaka, which he frequently used to treat internal and external clients, and I wasable to get to know his humanity. I also learned about his connoisseur-favorite “Penthouse” The International Magazine for Men, for the first time when I accompanied him to the U.S.
I think I was supremely happy to have had an opportunity to interact with such an excellent
person and learn from him.

* The text is as written originally by Former President Sakakihara at our request around 2002 on recounting his memories
at the company establishment.

23

Solving the issues of energy, environment,and humans

1991 – 2000

IV

Solving the issues of energy, environment,
and humans

1991 – 2000
Great change of the management systemand transfer of the head office to Tamachi
In 1993, Eiji Watanabe, who was the president of JGC at that time, took office as the Representative
Director and President and Chairman of our company, and Sakakihara supported the management as afull-time advisor. While maintaining the features of high neutrality and independence that were built by
Sakakihara, the path to the cooperation with JGC widened little by little from here.
In 1993, the head office was transferred to the vicinity of JR Tamachi Station (Kaigan, Minato-ku,
Tokyo) to reunify the Environmental Business Division. This transfer was not only to secure a space forthe continuously increasing number of personnel, but also to set up an environment that would enabletaking on the challenge of anew field which was the cross-cutting business project between the nuclear
energy and environmental fields.
In 1996, Eiji Watanabe, who was the Representative Director and President of JGC, took office as the
Chairman and Member of the Board (additional post), and Akio Okagami, who retired as the Executive
Managing Director at JGC, took office as the Representative Director and President.
While the management system was strengthened in this way, an event
affecting the organizational operation of our company occurred in September
1997. The U.S. Halliburton NUS Environment Corporation (former the U.S.
NUS CORPORATION), which was themain shareholder of our company and wasin a cooperative relationship mainly in theenergy-related technology field, sold theenergy-related business field to the U.S.
Scientech, Inc. Our company immediately
concluded a business partnership contract
with the said company so as to be able tomaintain the environment that would enable
execution of the operations without change.
LOOP-X Building,Rainbow Bridge and Odaiba seen
where the head officefrom the head office
The U.S. Halliburton NUS Environment
had been located (1995)
Corporation, which held 40% of the sharesof our company, transferred all the shares to JGC, and as a result, JGC held 80% of the shares of ourcompany.
After that, since President Okagami had passed away suddenly in early 1998, Eiji Watanabe returnedto the office of Representative Director and President and Chairman, and in the same year, Watanabe
became the Chairman and Member of the Board again. Kosaku Ishimoto, who retired from the presidency
of JGC Europe, newly took office as the Representative Director and President, and our company enteredthe 2000s.

24

Nuclear Energy Business Division

1. Increasing social interest in maintenance managementof nuclear power plants

The operating nuclear power plants in Japan
increased by 16 units during the decade of the 1980s.
In the early 1990s, 38 units (including Fugen) operated
across the country, already establishing the position as
the main power source essential for the Japaneseindustry and citizen life. The lower accident rate innuclear power plants in Japan attracted international
attention, and the technologies were regarded as beingat the world’s top level. On the other hand, new issues
began to arise.
On February 9, 1991, one steam generator tube
Visit survey at nuclear power plant in Sweden (1993)
ruptured, automatically shutdown the nuclear reactor
in Mihama Nuclear Power Station Unit 2 of KEPCO.
At this time, the emergency core cooling system wasactuated, which was the first case in the domestic
nuclear power plants. As a result of the investigation, it
was found that the metal fatigue of the tube was thecause of the fracture.
After this, interest in the maintenance and inspection of equipments of nuclear power plants
increased rapidly not only among electric powercompanies, but also among governments and relatedorganizations, and the media. Thus, there was a
Visit survey at nuclear power plant in France (1993)
growing tendency to learn all over again from the U.S.,
which was the mature major nuclear power country, and the European countries which used their own
technologies. To respond to this, our company planned many visit surveys of European and the U.S.
nuclear power plants as part of overseas surveys, and supported the site visits of the nuclear powerindustry officials. Also there, our company exerted its strengths such as accumulation of information,
personal connection, etc. Those strengths had been cultivated through the businesses of LIS, NUSEC, etc.
handled from the establishment of our company, and were rare in other consulting companies.
In the U.S., the operating license renewal regulation was newly established in 1991 to enable theextension of the life of nuclear power plants. In response to this, our company started to conduct thesurvey and analysis for the trends of the NRC review related to this regulation, the industry’s examination
status, countermeasures against aging-related deterioration, operation experiences related to agingrelated deterioration, etc. Since 1998, this has been continued up until the present day as the membershipservice for the operating license renewal survey (LR). While the role and the responsibility of nuclear
power generation were increasing in the Japanese economy and civil society, issues and concerns about
the operation and maintenance surfaced, which forced our company to take a different direction from theone we had taken in the past.

25

Solving the issues of energy, environment,and humans

1991 – 2000

2. LIS operation corresponding to the Internet age
One event that decisively changed the subsequent world in the 1990s was the dawn of the Internet. In
the field of information systems, network technologies became more important from the late 1980s. The
Internet technologies that were born in that situation rapidly spread throughout the world by the
Windows 95 operating system for personal computers, which appeared in 1995, enabling the search of
and instant access to the information released to the public in companies, universities, research
institutions, etc. throughout the world.
This was regarded as a critical situation in a sense for consulting companies like us which offers
information provision services such as LIS, etc. as one of the main operations.
However, normally, the databases that have been accumulated and systematized by our company inthe nuclear energy field for many years have completely different qualities from the information on theInternet, and do not compete against it. Instead, it was considered that the Internet could become a useful
information tool for our company. This was because each employee of our company had extensive
knowledge as an expert in a particular area. They could push their way through the information world inwhich there was a mixing of both the positive and the negative, and choose only the most reliable of thosesources from there. Our company also launched a website for members at an early stage as the new
window for arranging and providing accumulated information, and started its operation.
It is a fact that the global spread of the Internet brought the information provision service of ourcompany to a crossroads, but we found a way to coexist with it, becoming its friend.

System Development Business Division

1. Positioning the System Development Business Division
as the third pillar of business

The system development business of our company which was greatly developed by the introduction of
the supermini in the System Development Office in 1981, steadily continued its growth after that, became
independent as the departmental organization “Electric Power Engineering Group No.2” in 1990, andchanged the name to the “System Development Business Division” in 1991 to be positioned as the third
pillar of business along with the Nuclear Energy Business Division and the Environmental Business
Division both in name and in reality.
The main projects in which the Division was engaged at that time are as follows: Reliability analysis of
nuclear power plants using NUPRA (analysis evaluation tool for PRA level 1 developed by NUS
CORPORATION); development of the THALES code series (the codes for analysis of thermal-hydraulicbehaviors at the time of severe accidents), and analysis evaluation using them; analysis evaluation using
RELAP (the code for analysis of thermal-hydraulic behaviors at the time of accidents); analysis evaluation
using MACCS (the PRA level 3 analysis evaluation tool); development and installation of the systems(ACAS, AREDES) that perform the real-time emergency radiation exposure dose calculations in case of
accidental atmospheric releases of radioactive materials; development of the normally released radiation
exposure dose assessment system; development of the simulation tool for ocean dispersion of radionuclides,
and the analysis evaluation using it, etc. These operations supported both the electric power companies
promoting nuclear energy, and the regulating organizations and the research institutions supporting
them.

26

The Division also developed the system (DRP)
to support electric power companies doing the
manufacturer design reviews and various otheroperation support systems (operation flow chart
editor to support the creation and edition of theflow chart of periodical inspections, start-up/
shut-down plant parameter chart editor to
support the setting of the plant start-up/shutdown procedures before and after periodical
inspections, etc.). In addition, the Division developed the analysis code (STAR) to simulate theamount of materials such as uranium, plutonium, Main screen of WinNUPRA31J
waste, etc. according to the new construction
schedule of nuclear power plants (including fast breeder reactors, etc.) and nuclear fuel facilities such as
reprocessing facilities and interim storage facilities, etc. as well as the analysis evaluation using the code,
the cost assessment (including the external cost) of power-generating plants, the analysis evaluation of air
pollution due to vessel operation and its effects, etc. Around this time, our company started to enter fields
other than that of nuclear energy.
Meanwhile, our company also worked in the field of disposal of radioactive waste such as the spent
fuels of nuclear power plants, and established a proven track record. Our company showed tenacity in the
nuclear energy-related survey and analysis technologies and analysis evaluation technologies, and was
expected to further strengthen the competitiveness by cooperation with JGC. Thus, in 1993, several
persons from our company started to work with the software unit of JGC engaged in the disposal ofradioactive waste. The cooperative relationship in this field has continued up to the present day.

2. Development of database system related to naturaland social environments and the normal release radiation exposure
assessment system

Here, some system developments are explained in detail.
One is the project of building and maintenance of the database system related to natural and social
environments for the Institute for Environmental Sciences, which was a juridical foundation (at thattime) located in Rokkasho-mura, Kamikita-gun, Aomori. This project started in 1993 and later led to thedevelopment project of the environmental transport model of environmental release radioactive materials
from the nuclear facility. expected to contribute to the safety and security of local residents.
Another is the development of the normally released radiation exposure dose assessment system. Our
company started to provide it to electric power companies in 1996 as a system developed from theenvironmental impact assessment system for radioactive materials that our company had worked on
until then.
Electric power companies need to prepare an installation approval application to be submitted to therelated organization to construct and operate nuclear power plants. To construct a nuclear power plant,
the attached document must show the data of the environmental radioactivity exposure in the power
plant site are lower than the standard values, and the normal release radiation exposure assessment
system supports the analysis of such data.
The analysis targets are the data of the weather around the power plant and the data of the radiationdose obtained from the measuring equipment set up in the site. Since each power plant has a specificcondition for such data, our company customized the system for delivery. Starting from the system for
the Tomari Nuclear Power Station (hereafter called the “Tomari NPS”) of Hokkaido Electric Power
Company, our company deployed the system successively to electric power companies in each region.

27

Solving the issues of energy, environment,and humans

1991 – 2000

Furthermore, our company challenged the potential of various new businesses beyond the conventionalframeworks. For example, our company made ambitious efforts for the semiconductor design support
system and the remote sensor ground system using satellites, etc., but unfortunately, these did not takeform as businesses.

Environmental Business Division

1. Increase in contracts for environmental assessment consulting

Survey of surrounding environment at the site forenvironmental assessment (visual investigation ofterrestrial organisms in winter)

Survey of surrounding
environment at thesite for environmental
assessment (noise levelmeasurement of trafficwith an integrating
sound level meter) (2002)

The clarification of the position of environmental
assessment in the Basic Environment Law enacted in
1993 helped us expand our business in this field. The
Environmental Impact Assessment Act was enacted in
1997, and environmental assessment had been established
as an important tool for society closely related to theindustry and daily life.
In terms of our business performance, the sales increasein environmental assessment and related projects in theearly 1990s was remarkable. The main factor was the rapid
increase in projects of environmental surveys and environmental assessments associated with construction plansfor coal-fired power plants. The issue of global warming
caused by greenhouse gases was attracting attention.
Therefore, it was believed that the construction of coalfired power plants would not be approved in Japan after
2000. Consequently, all electric power companies rushed
into announcing plans to build large-scale thermal power
plants one after another.

2. Growth of fishery compensation consultation
Regarding the fishery compensation consultation that we had been working on since the 1970s,
projects related to electric power companies and the Ministry of Construction (at that time) wereexpanded, such as the output enhancement of power plants
and the construction of bypass road bridges on the coastline. Since 1995, we have conducted calculations of fisherycompensation amounts and negotiations for compensationfor various projects such as the construction of long spanbridges of the Second Meishin Expressway that straddle
the Kiso, Ibi, and Nagara rivers, the Kita Chiba water
conveyance, and sea route of the entrance of Tokyo Bay.
Seaweed (Japanese Nori) farming equipment
within expected impact area (1999)

28

3. Addressing new challenges for the relationship between humans
and the environment

In the 1990s, the concept that precautionary measures should be taken even if a scientific cause-andeffect relationship is not sufficiently proven spread mainly in Europe and the U.S. This “precautionary
principal” was applied especially for the case such as chemical substances that diffuse into the environmentand genetic modification, where they could have a significant and irreversible impact on human healthand ecosystems. The Environment Agency showed strong interest in this movement, and they started
commissioning more projects to us, such as initial environmental risk assessment of chemical substances.
In addition, we started global environment consulting such as the development of methodology for
impact assessment of ocean dumping of CO2, air pollution analysis from ship operation, and basic surveys
of marine environments from the first half of 1990. Furthermore, projects related to facilities that use sea
water, such as nuclear power plants, and measures against fouling organisms adhered to ships and marine
structures, also started in the 1990s.
As mentioned above, the expansion of business in various fields centered on environmental assessment,
fishery compensation, and approaches addressing other new environmental issues greatly contributed toour business performance, and in 1994, our annual sales reached 4 billion yen.
However, in the latter half of the 1990s, environmental assessments related to power plants decreased
sharply, and then, as if replacing them, large-scale projects including marine monitoring surveys
commissioned by the Environment Agency became the main work of the Environmental Business
Division. While the commissioned work from the Environment Agency had been continued, albeit on asmall scale, since the early 1980s when the thermal effluent related projects started, we took forward thenext step. We just invited Dr. Makoto Shimizu as a technical advisor in 1996, a professor of the Faculty ofAgriculture of the University of Tokyo. And then we expanded our business fields such as global
environment (e.g., marine environments), chemical substances management, and environmental
assessment, with the guidance of Dr. Shimizu. So that the scale of our business had grown rapidly since
the latter half of the 1990s.

4. Demonstrated strengths in fishery resource surveys
We have accumulated many achievements as an environmental consulting firm with strength infishery resource analysis since the 1980s, under the guidance of our technical advisor, Dr. Doi. In 1996,
Mr. Kume was newly invited as a technical advisor. He was a researcher engaged in tuna research formany years at the National Research Institute of Far Seas Fisheries (at that time) and also active ininternational fishery management organizations. With the guidance of Mr. Kume, we were able to open
up a new business area in global tuna resource analysis.
Tuna is a large, open-ocean, and migratory fish that is known to inhabit tropical and temperate waters
worldwide. However, it was not well understood where
tuna actually swim and how the fishing grounds wereformed. The Commonwealth Scientific and Industrial
Research Organization (CSIRO) started a survey of southern bluefin tuna using a tool called “Archival Tag” that canbe attached to the body of tuna to collect various data.
A plan to grasp the population distribution of young
bluefin tuna launched in Japan, and we were commissionedby the Fisheries Agency to conduct a survey of bluefin tunastocks using Archival Tags. We could track the behavior ofBluefin tuna with an Archival Tag
bluefin tuna worldwide by analyzing data from Archival

29

Solving the issues of energy, environment,and humans

1991 – 2000

Tags. For example, it made it easy to predict the stock size for the next fiscal year because it was possible
to roughly grasp the marine environment in which overwintering ground for young bluefin tuna (0 to 1
year old) was formed.
120E
55N

130E

140E

150E

160E

170E

180

170W

160W

150W

140W

130W

120W

110W

50N

45N

40N

35N

30N

25N

Release (1996.11.29.) – 1997.5.10.
1997.5.11. – 5.15.
1997.5.16. – 7.30.

1997.7.31. – 8.18.
1997.8.19. – 11.11.
1997.11.12. – 1998.1.15.

1998.1.16. – 2.25.
1998.2.26. – 3.3.
1998.3.4. – Capture (1998.8.10.)

20N

Track of a young Pacific bluefin tuna that traversed the Pacific Ocean, estimated with an Archival Tag.(Source:
Itoh T. et al. Fish. Bull. 101:514–534, 2003)

As mentioned above, we have accumulated knowhow on fish resource surveys and analysis as part ofthe impact assessment for cooling water intake and discharge from power plants since the 1970s. We were
engaged in a wide range of fish catch surveys and resource analyses of the coastal fisheries, making use of
our knowhow even in the 1990s. Although we collected fish catch data from fishery experimental stations
and fish markets nationwide, we went directly to survey areas such as Nagasaki Prefecture where thecatch of small bluefin tuna was particularly high. Because there are many remote islands in Nagasaki
Prefecture, we set up bases in those places to visit every year and collect data. Our persistent effort on
research and analyses like these has led to our strength in the environmental consulting business.

5. Participation in conferences of international environmental treaties
In the 1990s, many global environmental issues caused by human activities became more apparent
and at another level from the pollution problems that used to occur in limited areas and industries. For
example, we conducted a survey on the distribution of plastic waste drifting offshore in the latter half ofthe 1990s, but it evolved into the investigation of the actual state of marine litter, which became a majorsocial problem in the 2000s.
Multilateral cooperation including treaties is indispensable as a measure for global environmental
issues. We have started providing support for the Japanese government delegates attending international
environmental treaties with the knowledge and information on various environmental issues that wehave acquired. The beginning was attendance at the London Convention2 (Protocol adopted in 1996),
which was entrusted by the Environment Agency in 1996. This Convention is a treaty that regulates andmanages the dumping of waste generated on land into the ocean, and deals with the entire marine
environment from the coast to the deep offshore, which is our field of expertise.

2) 1972 Convention on the Prevention of Marine Pollution by Dumping of Waste and Other Matter

30

This work can be summarized into the following threepoints.
(1) Reading the documents submitted by eachcountry and considering the content of commentsthat the Japanese delegates make at the meeting.
(2)		Considering answers to the questions theJapanese delegates received at the meeting, if
necessary.
(3) Support in reflecting on what has been decided
by the international treaty, based on the outcomesof the meeting.

Consultative Meeting of Contracting Parties tothe London Convention at the headquarters of
the International Maritime Organization (IMO) in
London (2009)

In addition to the London Convention, we were also
involved with other treaties, including the MARPOL Convention (Protocol adopted in 1978)3 to prepare
various documents (regarding antifouling paint for ships, emissions from ships [NOx, SOx, CO2] andballast water) for submission to the IMO's Marine Environment Protection Committee (MEPC), thePOPs Convention (adopted in 2001)4 in relation to hazardous chemical substances, and the Washington
Convention (adopted in 1973)5 in relation to wildlife conservation. These have become very long-termjobs and are still ongoing.

6. Earnest expansion into overseas markets
Our efforts to expand into overseas markets, which began in 1985, started to show progress in the
1990s. Participation in projects of the Japan International Cooperation Agency (JICA) was one of them.
We have continued to receive orders to conduct environmental assessments for site selection of overseas
power plant since 1991. Starting with the Oltu River Hydroelectric Power Development Project in the
Republic of Turkey, we carried out projects in the Republic of Indonesia, the Democratic Republic of São
Tomé and Príncipe, and the Republic of Cameroon. In 1998, the coastal fishery resource evaluation(dispatch of expert) expanded projects with JICA to the fisheries field, which later bore fruit in the formof projects such as fishing ground development and fishery resource surveys.
Overall, the 1990s was a major turning point for our Environmental Business Division. The sales
structure has changed significantly due to the sharp increase in chemicals and global environment related
projects and the significant decrease in electric power company related projects, which had been the main
driver until then. It set a clear path as an environmental consulting firm, although it was accompanied bya great deal of pain.

3) The Protocol of 1978 relating to the International Convention for the prevention of pollution from ships, 1973
4) The Stockholm Convention on Persistent Organic Pollutants (POPs)
5) The Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES)

31

Adopting a global environment perspective

2001 – 2010

V

Adopting a global environment perspective

2001– 2010
Great change of the management system

3. Utilization of the information network that had been establishedThe 2000s was a time of great change for the management system of our company. In 2002, Yoshizo
Fukuda took office as the Chairman and Member of the Board, and Masataka Kotake assumed the role ofRepresentative Director and President. In 2003, Yutaka Kono took office as the Representative Director
and President (Fukuda remained as the Chairman and Member of the Board.) And in 2009, Yukio
Kishimoto, who was part of the top management team of the Environmental Business Division took
office as the Representative Director and President. A dyed-in-the-wool employee became the president
for the first time since the establishment of our company.

Japanese regulatory agencies and electric power companies began to require more detailed and timely
information on the nuclear safety regulations. Our company had conducted overseas visit surveys(regulatory agencies, nuclear operators, power plants, etc.) to check the reality in more detail based on
public information surveys until then, but also started to invite experts from overseas and hold meetings.
The trigger was the synchronized terrorist attack that occurred in the U.S. on September 11, 2011.
Overseas visit surveys became difficult because the Japanese government imposed a voluntary ban on
traveling overseas, but the U.S. did not put a limitation on traveling to Japan, so our company asked theexperts who lived in the U.S. to visit Japan. After that, our company also started to invite experts from
Europe. In this way, our company was able to provide more diverse services such as inviting experts who
conducted inspections at overseas nuclear power plants to deliver lectures and reporting the mattersabout the inspections conducted in Japanese nuclear power plants identified through the eyes of thepersons with the experience as overseas inspectors. By providing the service of inviting overseas experts
to various clients, our company was able to make more effective use of the information network that had
been established by our company not only with the U.S., but also on a global scale.
As a voluntary project, our company also held the maintenance optimization seminars for power
plants (annually; continued from 2001 to 2010). Our company invited one nuclear energy consultant andtwo nuclear power plant engineers as lecturers from the U.S. to hold the seminars on maintenancetechnologies that would improve the operating performance of power plants, for the persons related tonuclear power plants in Japan.
For other topics related to the nuclear energy business, our company accepted the order for the project
related to the nuclear fuel reprocessing plant in Rokkasho-mura in 2006, and prepared the standards forclosure of the repository for low-level radioactive waste, etc. As a new business, our company started the“social science consulting-related business” and received orders from electric power companies for thesurveys on the nuclear energy trends in the electric power market deregulation environments in Europe
and the U.S.

Nuclear Energy Business Division

1. Increasing interest in reviewof the nuclear power plant inspection system

Regarding nuclear power plants in Japan, 12 units newly started the operation in the 1990s, but only
5 units were newly constructed in the 2000s. Since Tomari NPS Unit 3 started the operation in 2009, noother nuclear power plants have newly started the operation.
Looking at the existing nuclear power plants, Hamaoka Nuclear Power Station Unit 1 (the operation
started in 1976) and Unit 2 (the operation started in 1978) of Chubu EPCO ended the operation on
January 30, 2009. The company judged that there was no choice but to decommission the units, given theeconomic burdens of improving earthquake resistance and addressing aging-related deterioration, etc.
required to maintain safety for aged facilities of more than 30 years from their construction.
Meanwhile, the review of the inspection system in nuclear facilities became a large issue following theleakage of coolant (metallic sodium) of the Prototype Fast Breeder Reactor “Monju” and the subsequent
fire accident in 1995, as well as the criticality accident that occurred in the nuclear fuel fabrication facilityof Tokai-mura JCO in 1999, etc. In the U.S., the new inspection system by NRC was started in 2000, andelectric power companies and regulatory authorities became more interested in developing an optimum
inspection method.

2. Expanding the information provision for nuclear energy regulations
While the market environment was such that no nuclear power plant was newly constructed anddecommissioning was started for existing reactors in Japan, the business related to the nuclear power
generation of our company received more orders mainly for survey from organizations related to32

government offices such as the Japan Nuclear Energy Safety Organization (formerly; hereafter called“JNES”), which was established in 2003, in tandem with the regulation rationalization of nuclear power
plants.
JNES conducted operations for the “inspection related to nuclear facilities and reactor facilities,”“analysis and evaluation of safety for design of nuclear facilities and reactor facilities,” “prevention of
nuclear disasters, prevention of their expansion, and recovery,” etc. in order to develop the infrastructure
for securing nuclear safety. Our company accepted the order from JNES for the survey for the overseas
nuclear safety review information with the approval of electric power companies. Taking this opportunity,
our company received more orders to provide information to the nuclear regulatory side.

System Development Business Division

1. Version upgrade of the emergency environmental
impact evaluation system

The development of the accidental exposure assessment system related to nuclear power plants thatwas started by our company under research financed jointly by electric power companies in the early
1980s following the TMI accident evolved into the emergency environmental impact evaluation system

33

Adopting a global environment perspective

2001 – 2010

(ACAS) in the 1980s, which was introduced successively to nuclear power plants across the country.
This result led to the next challenge of the System Development Business Division of our company.
ACAS performs 2D simulations of the dispersion of radioactive materials released into the atmospherefrom a nuclear power plant, and our company started to develop AREDES, which could perform moreaccurate 3D simulations. In the 1990s, the operation of the introduction of AREDES to nuclear power
stations across the country was started, recording the surprising result that ACAS and AREDES wereintroduced to all of the NPSs.
The emergency environmental impact evaluation system for nuclear power plants is customized foreach power plant. This is because the geographical and weather conditions around each power plant are
different. In a normal time, the system performs online monitoring of the weather observation data andthe values of environmental radioactivity measured in the site, and when it detects an abnormal value ofthe environmental radioactivity, it starts the calculation immediately. To assess the effects (radiation
exposure dose) on the surrounding of the power plant, it quickly checks various weather conditions suchas the wind direction, wind speed, stability of atmosphere, rainfall, etc., analyzes those data, and simulates
how the radioactive materials released from thepower plant disperse in the atmosphere. While ACAS
performs 2D simulations, AREDES performs 3D
simulations, enabling more accurate simulations. At
that time, AREDES had the function approximately
equal to SPEEDI (system for prediction of environmental emergency dose information) developed
under the leadership of the government, but ourcompany updated the function after the Fukushima
Daiichi Accident and achieved further improvementof the performance as discussed below. This system isthe fruit of the analysis evaluation technology that
our company had improved continuously over the
System configuration of AREDES
years.

Environmental Business Division

1. Growth in the field of chemical substance management
Since its establishment, our Environmental Business Division has been engaged in the research andinvestigation of marine environmental issues, particularly the impacts of cooling water intake anddischarge from power plants. Since the latter half of the 1990s, understanding the actual state of trace
amounts of hazardous substances in the marine environment and investigating their impacts weregrowing as a major pillar of our work. In 1999, just before the 21st century, we were commissioned by theEnvironment Agency a comprehensive study on endocrine disrupting chemicals, so-called “environmental
hormones”, which had become a hot topic in around world at that time. This was the consequence of solid
achievements such as surveys on trace amounts of hazardous substances.
With this as a starting point, we rapidly expanded our services for chemical substance management,
for example, revision of environmental quality standards for air pollutants, pre-assessment ofenvironmental risks of chemical substances, epidemiological surveys on the effects of atmosphericparticulate matter (PM2.5) on human health, national study on children’s health and the environment,
and compliance with the Stockholm Convention on Persistent Organic Pollutants (POPs). In this field ofwork, the initial tasks were environmental pollution and biological impacts caused by trace amounts ofhazardous substances in the ocean, and we proceeded mainly with the guidance of our technical advisor,
Dr. Shimizu. However, since hazard assessment of chemical substances was added as a new task, wewelcomed Dr. Osami Nakasugi, a former director of the Chemical Substance Environmental Risk
Research Center of the National Institute for Environmental Studies, as a technical advisor in 2004 to
improve our technical capabilities and develop human resources in this field.

2. Efforts to address environmental issues attracted attention
from overseas

2. System development in various fields

and expansion of the analysis operation

The normally released exposure dose assessment system provided to the first electric power company
in 1996 was successfully introduced to six electric power companies by the early 2000s. The following
operations were also in place: exposure-related operation due to the extension plan of Tomari NPS Unit
3; operation related to the development of the SuperSTAR code, which is the evolutionary form of the fuelcycle-related material amount simulation code STAR; safety analysis due to the adoption of high burnup
fuels; examination of PRA level 3 for earthquakes and internal events; safety analysis processing operation
for the Fukushima Daiichi NPS; improvement and maintenance of the exposure dose assessment code ofnuclear fuel reprocessing facilities, etc.
In the late 2000s, various calculation operations and assessment operations outsourced from electric
power companies, and the operations outsourced from the government agencies including JNES also
increased gradually. The entry into the field of radioactive waste disposal in cooperation with JGC thatwas started in the 1990s also began to get on track, increasing the operations to be implemented by ourcompany.

34

Our specialty has been targeted at the atmosphere and water bodies, such as simulation of atmosphericdiffusion of radioactive substances and surveys of tuna resources. Since the 1990s, our Environmental
Business Division has been actively utilizing such knowhow not only in Japan but also overseas. In the
2000s, our efforts in the environmental field started to attract attention from overseas.
In 2003, we received an order from an overseas company for a site assessment related to soil pollution
within Japan. The problem of soil pollution began to be highlighted in Japan from around 2002. We had
been participating in investigations into soil and groundwater pollution. At that time, investment fromoverseas to domestic facilities became active and, accordingly, we started receiving orders for site
assessments as part of environmental consideration (due diligence) from overseas companies.

3. Research activities on increasing
overseas projects

In 2005, we were commissioned by the Japan Bank for International Cooperation (JBIC) to examine
environmental considerations on the nuclear fuel cycle from uranium mine development to uranium
enrichment. The number of projects commissioned by financial institutions related to overseas projects
increased thereafter. Financial institutions such as banks and insurance companies were in need ofoutsourcing for “confirmation of environmental and social considerations” to ensure that project
proponents have applied appropriate considerations to the local environment and society in the process35Adopting a global environment perspective

2001 – 2010of reviewing loan and insurance contracts for overseas projects. It
was a project that could demonstrate our full potential.
In 2006, we received an order from the Nippon Export andInvestment Insurance (NEXI) for an environmental review
project for the world's largest nickel mine (Ambatovy) in
Madagascar. Our employees visited the site and ensured
environmental and social considerations by conducting hearings
with project proponents and the government agency in
Madagascar involved in the permit process.
Surrounded by local children during
noise level measurements in Bangladesh
During this period, the number of environmental assessment(2008)
projects for site selection of JICA's overseas power plants increased
again, mainly in countries such as Bangladesh and Uzbekistan. Since we are familiar with the content ofsuch reviews, we have started to accept orders to support application processes for project proponents,
including trading companies and electric power companies as long as there is no conflict of interest.

4. Started investigation to address the issue of marine litter“The air cannot be divided.” “Earth is the Water Planet.”
Ideas like these suggest that environmental issues should be viewed from a broader perspective of the
global scale environment, transcending national and regional boundaries. One such environmental issue
that has become a global problem in recent years is marine plastics pollution. As a pioneer, we started
providing various consulting services on “marine litter” (driftingand drifted marine litter) since 2006.
The main effort was to investigate the actual state of marine
litter accumulated on coasts and seabeds. In addition, we prepareda manual for the collection and disposal of marine debris,
investigated and examined countermeasures for hazardous
substances contained in marine litter and recycling, and created acooperative scheme for local stakeholders for collection anddisposal, as support for formulation of a regional plan foraddressing marine litter to be established by local governments. In
Setting up frames for survey of objects
washed up on the beachorder to solve the issue of marine litter, it is necessary to raise(Source: Model Survey on Measures
public awareness of the issue. We created teaching materials forfor Reducing Domestic Marine Litter,
Material for the 6th Regional Study
environmental education and dissemination, implemented
Group in Ishikawa Prefecture, February
environmental education targeting a wide range of age groups,
9, 2009, Ishikawa Prefecture)
fostered human resources responsible for marine litter countermeasures, held workshops, and conducted exchange programs forthe purpose of cooperation with overseas organizations.
Furthermore, since we had a track record of marine environment surveys and ocean simulations related to ocean dumpingof waste, we were given the mission of grasping the drift routes of
PET bottles in the ocean. We made epoch-making efforts at thattime, such as grasping the actual state of drifting waste usingtagged bottles made of biodegradable plastic and acquiring
positioning data from moment to moment using a testing bottle
Example of analysis of some marine
equipped with a mobile phone. In 2010, a fixed camera waslitter on the beachinstalled on a beach to monitor changes over time in marine litter(Source: FY2014 Report ofComprehensive Study on Measuresthat drifted ashore.

5. Initiative for environmental impact assessment of methane hydrate
Throughout the 2000s, our Environmental Business Division gradually expanded its area of business.
In the field of marine environments, we expanded from coastal to offshore and deep sea. The environmental
impact assessment of methane hydrate, which we have been working on since 2010, is one of them.
Methane hydrate is a crystalline solid that consists of methane and water, and is present in large
quantities in deep-sea sediment where a low temperature and high pressure environment is maintained.
Methane hydrate is also called “burning ice” because methane burns and only water remains when it isbrought close to a fire, and it is expected to be used as a
new energy resource.
During drilling of methane hydrate, it was expectedthat a large amount of sediment on the seabed would
be suspended in the deep sea area. To understand how
sediment diffuses and settles, how it affects the surrounding environment and ecosystem when turbidity
occurs near the seabed, and how the turbid water
released during the mining process diffuses into theocean, our System Development Business Division
conducted an environmental impact assessment using
Simulation results of underground muddy watera diffusion simulation. Taking advantage of our expetemperature during drilling in the methane hydraterience in methane hydrate project, we were also
bearing zone
(Source: Kawamura K. et al. Journal of the Japanese
involved in the environmental impact assessment for
Association for Petroleum Technology. Vol. 65, Issue
the development of hydrothermal deposits, which is a5, pp.391-392, 2000.)
deep-sea mineral resource, in the 2010s.

against Marine Litter, March 2015,
JAPAN NUS Co., Ltd.)

36

37

Facing the world after the Great East Japan Earthquake2011 – 2020

VI

Facing the world
after the Great East Japan Earthquake

2011– 2020

Survey of air quality with protective
wear in Fukushima (2014)

Round-the-clock operation of the emergency environmental impact
evaluation system at the time of the Great East Japan Earthquake

Nuclear Energy Business Division

On March 11, 2011, the Great East Japan Earthquake occurred. Due to the influence of the tsunami
damage, meltdown of the nuclear reactor was triggered by the power loss at the Fukushima Daiichi NPSof TEPCO. A large quantity of highly-concentrated radioactive materials released into the atmospherefrom the power station contaminated a wide peripheral area. This accident became an opportunity forour company to unite the Nuclear Energy Business Division, the Environmental Business Division, andthe System Development Business Division to address the same issue.
In the chaos that immediately followed the earthquake disaster, the enormous amount of information
related to nuclear safety in Europe and the U.S. that had been accumulated through LIS / US SARP /NUSEC was fully exploited to deal with the accident. The emergency environmental impact evaluation
system, which performs 3D simulations of theatmospheric dispersion of radioactive materials
released into the atmosphere, had been introduced in
the Fukushima site and the Head Office of TEPCO,
but neither the radiation monitor data nor theweather observation data of the site were input into
the system due to the power loss of the site. However,the system was operated round-the-clock throughthe support of the employees of our company, using
the separately obtained weather data. The systemwith the performance upgraded by improving theweather prediction accuracy and the usability after
Example of display screen of nuclear power plant
the accident has begun to be introduced in nuclear
surrounding dose prediction assessment system
power plants across the country.

1. Action for the world’s strictest nuclear safety regulatory standards

Undertaking the one-stop operation related
to interim storage facilities
The radioactive materials dispersed into the atmosphere due to the accident descended to the groundand contaminated the soil. The contaminated soil was removed for environmental restoration and wastransported to the interim storage facilities for temporary storage. For the construction of the interim
storage facilities, there were two points that had to be considered from the environmental and safety
aspects: the environmental assessment associated with development activities, and the radiation effect38

assessment among the items of the safety assessment of the facilities.
These assessments are generally entrusted to separate experts, butwith the Environmental Business Division for the environmental
assessment and the Nuclear Energy Business Division for theradiation effect assessment, our company was able to receive orders
for the one-stop operation for impact assessments.
In this way, our company applied all its extensive humanresources, information, knowledge and experience of nuclear energy,
environment, and system to effectively perform business related to
the Fukushima Daiichi Accident.

Following the Fukushima Daiichi Accident, the nuclear regulation system of our country was pressed
for a fundamental review. The need for survey and analysis of overseas information supporting the systemincreased, and our company accurately responded to those needs to contribute to the world’s strictest
nuclear safety regulations and the action for them.
The Japanese regulatory authorities aimed at a higher level according to the nuclear safety regulationsin the U.S. and Europe. They intended to adopt all the good aspects of the nuclear safety measures in
Europe and the U.S. into the domestic regulations. The abundant overseas information held by ourcompany responded to the needs for action for these new regulatory standards.
After the Fukushima Daiichi Accident, overseas nuclear power plants started to add further safety
improvements. Therefore, Japanese electric power companies
needed to visit overseas nuclear power plants to compare thesafety measures between Japanese power plants and overseas
power plants as a so-called benchmark. This is because suchpractice (practical method) can only be obtained on site. For
this purpose, our company conducted more visit surveys at
nuclear power plants in Europe and the U.S. Our company
also held seminars inviting overseas experts more actively
than before.
Workshop inviting IAEA experts for LR (2013)

2. Activity for the restart of nuclear power plants while securing safety
Following the Fukushima Daiichi Accident, all nuclear power plants in Japan stopped operation in2011.
In such a situation, the new Strategic Energy Plan established by the government in 2014 positioned
nuclear power generation as the “important baseload power source” once more from the perspectives ofenergy security, global warming countermeasures, and appropriate electricity price, etc. assuming thatsafety was ensured, and indicated the direction for maximum introduction of renewable energy.
Meanwhile, the electric power system reform led by the government such as the company split-up of
local electric power companies, full liberalization of electricity retail business, abolition of the total cost
method, etc. also progressed. Therefore, it was predicted that the environment surrounding the electric
power market would change significantly.

39Facing the world after the Great East Japan Earthquake2011 – 2020

While focusing on such a trend, the Nuclear Energy Business Division supported the safety
improvement for the restart of nuclear power plants by responding to the needs for action against severe
accidents, PRA, and sophisticated survey, analysis, and evaluation related to the review of emergency
preparedness that had increased after the Fukushima Daiichi Accident. In 2015, Sendai Nuclear Power
Station Unit 1 was restarted for the first time since the new nuclear regulatory standards became effective,
and after that, nine units across the country were restarted by 2019.

System Development Business Division

1. Expansion from radioactive waste disposal to other fields
Through cooperation with JGC that started in the latter half of the 1990s, our company was able todeepen its knowledge about radioactive waste disposal and also to experience various analysis operations
such as the heat analysis of waste disposal containers in repositories, simulation of solidification mixing
radioactive waste and mortar, detonation analysis in disposal containers, etc., successfully expanding thetechnological area of analysis operations. This changed the consciousness of our company to consider not
only the analysis related to radioactive materials, but also the application of the technologies that had
been cultivated until then to fields other than that of nuclear energy.

2. Deployment of IT solutions
The System Development Business Division had conventionally been strong in the nuclear energyrelated analysis evaluation system, but greatly changed its focus on the fields to be managed in the 2010s.
The Division accepted excellent system engineers (SE) from the cooperating company which had been in
charge of the system building operation for many years, and took over the projects for which the systemengineers had been engaged in the development. The Division have been developing the following
systems: the ship collision avoidance system (ship operation simulator), integrated database system fornotice to mariners, navigational warnings issuance system, etc. for the Japan Coast Guard and National
Maritime Research Institute; the real-time ionospheric observation system for the National Institute ofInformation and Communications Technology; andthe fish species determination and fish size estimation
analysis system using artificial intelligence (AI) for theJapan Fisheries Research and Education Agency.
In 2018, some employees were appointed to work at
the Yokohama Office of our company, which wasestablished in JGC, and developed the plant failure
predictive diagnosis system (P-SADS) through further
cooperation with JGC. Our company is also working
on the development of the system with VR (virtual
reality) technology and MR (mixed reality) technology
incorporated in P-SADS, and is continuing to grow tocontribute to the construction of plants and various
Determination of fish species with artificial
intelligencesales and marketing scenes of JGC.

40

Ship movement prediction result

Ionospheric observation data

Environmental Business Division

1. Initial response to the Fukushima Daiichi accident
The initial response of our Environmental Business Division after the Great East Japan Earthquake
and the Fukushima Daiichi NPS accident (the Fukushima Daiichi accident) was by no means faster thanthat of other companies. We spent several months exploring how we could contribute, making businessproposals and holding study groups with clients. The first participation into the reconstruction project
was in May 2011 to draft an emergency monitoring plan for the sea area around the Fukushima Daiichi
based on the accident. It wasn't until September that the number of projects increased. Many of thecontracts were from the Ministry of the Environment, which became deeply involved in the response to
the earthquake and nuclear power plant accident, and it mainly tackled the following challenges.
– Examination of the recycling of automobiles damagedby the nuclear power plant accident

For the purpose of recycling automobiles damaged by the Fukushima Daiichi accident, we conducteda risk assessment of radioactive substances for workers and utilization of recycled materials.
– Supporting a committee of the Ministry of the Environmentthat established implementation policies for decontamination and others

The Ministry of the Environment needed to immediately consider the standards and methods fordecontamination of soil contaminated with radioactive substances. As a consulting firm specialized inboth fields of nuclear power and the environment, we supported administration of the Investigative
Committee on Remediation.

2. Full-fledged support for environmental remediationin the disaster-affected area of Fukushima Prefecture

At that time, construction and environmental consulting companies were providing manpower
mainly to tsunami-stricken areas such as Iwate and Miyagi Prefectures. However, since we are a consulting
firm specialized in the fields of nuclear power and the environment, we organized a Reconstruction
Project Team for Fukushima within the Environmental Business Division with the aim of contributing to41

Facing the world after the Great East Japan Earthquake2011 – 2020

society by responding to the Fukushima Daiichi accident. In January 2012, we opened the Fukushima
Office near JR Fukushima Station as a base for activities in Fukushima and participated in earnest in theactivities for environmental remediation. The Ministry of the Environment was promoting the restorationof Fukushima centered on the implementation of decontamination and the construction of interim
storage facilities. We took part in various large-scale projects in relation to the action of the Ministry of
the Environment and played a role in the environmental remediation of Fukushima. The environmental
surveys and environmental assessments related to the interim storage facilities mentioned above was oneof them.
In 2014, we upgraded the Reconstruction Project “Team” for Fukushima to a “Unit” that is ourorganizational unit, and opened a new Fukushima Hamadori office (Iwaki City, upgraded to larger officein 2019). A structure to pursue projects for Fukushima has been set up with a unit within the head officeand two local offices in Fukushima Prefecture. We invited Dr. Shigeo Uchida from the National Institutes
for Quantum and Radiological Science and Technology as a technical advisor to strengthen the technicalaspects of these projects in Fukushima.
It seems that Fukushima Prefecture is finally transitioning from the stage of restoration andreconstruction to the stage of revitalization of local people’s lives and industries after finishingdecontamination. Our Reconstruction Project Unit for Fukushima will continue to contribute to therecovery of the environment in Fukushima Prefecture by properly carrying out the tasks we’ve worked onsince 2011, and will further carry out activities to revitalize local people’s lives and industries in Fukushima.

3. Aiming to contribute to environmental conservation in Asian countries
Even in China and Southeast Asian countries, where environmental pollution is becoming serious,
effective legislation and its implementation finally began in earnest in the 2010s, and awareness ofenvironmental conservation is gradually spreading. Based on such background, we started gathering
information from Southeast Asian countries in 2013 for developing new business opportunities overseas.
Considering factors such as the emergence of environmental problems, potential market size, competition,
barriers to entry for foreign capital, and local business experience, Vietnam was selected as the target
country for market entry, and we started market research and networking. In 2015, we opened a
representative office in Hanoi as our first base overseas. Using this as a foothold, we are taking on thechallenge of developing new business opportunities not only in Vietnam but also in other Southeast
Asian countries, and are promoting the development of overseas markets centered on environmental
consulting and export of environment-related materials.
In 2018, we established a local subsidiary, JNK Environmental Research & Consulting Co., Ltd., in
Vietnam together with KANSO Co., Ltd. (currently KANSO Technos Co., Ltd.), a group company of

The first environmental survey commissioned
from a Vietnamese company (2015)42

KEPCO to further develop activities. We welcomed Dr. Koji Arizono, a specially appointed professor
from the Graduate School of Pharmaceutical Sciences, Kumamoto University, as a technical advisor. He
is specialized in chemical pollution in Asian countries and has been active for many years in the study
group for endocrine disruptors by the Ministry of the Environment. He provided us with support for theformation of our overseas projects, which boosted our overseas expansion.

4. Expanding our business area to protect the earth
from environmental pollution

In 2016, international efforts in the field of global environmental protection entered a new phase. The
Paris Agreement of the United Nations Framework Convention on Climate Change (UNFCCC) enteredinto force, and approaches to reduce greenhouse gas emissions have begun in earnest involving countries
that emit large amounts of CO2 as well as emerging countries. Furthermore, the UN's “Sustainable
Development Goals” (SDGs) and ESG investment (environmental, social, and corporate governanceinvestment) expanded rapidly, and the global trend toward a low carbon society and the introduction ofrenewable energy have also been accelerated. Global environmental issues are often represented by global
warming caused by greenhouse gases, but there is actually the more classic case of global pollution byplastics and persistent toxic substances in the ocean where everything is connected.
In light of these circumstances, we are putting our efforts into the examination of carbon capture,utilization and storage (CCUS) technology, adaptation to climate change, marine plastics pollution, andenvironmental assessments for development of marine mineral resources. Regarding CCUS, we havecreated content called “JANUS CCUS News” on our website, and we disseminate information related to
CCUS around the world that is in the news almost every day. In 2009, we welcomed Dr. Makoto Akai, aleading expert in the field of CCUS at the National Institute of Advanced Industrial Science andTechnology (AIST) (at that time), as a technical advisor. In 2020, we also invited Dr. Toshifumi Matsuoka,
a former chairman of the Fukada Geological Institute, as a technical advisor. He is a leading expert in thefield of geology and geological formation and familiar with CCUS. Now, we can continue to strengthen
technological capability and appropriate performance in the field of CCUS. Moreover, in 2018, wewelcomed Dr. Yoshihisa Shirayama, a former Executive Director of the Japan Agency for Marine-Earth
Science and Technology (JAMSTEC) and a leading expert in deep-sea ecosystem research, as a technicaladvisor, and we are trying to improve our technological capability in the field of marine ecosystems,
including the deep-sea environments.
We continue to take on challenges both in Japan and overseas with the aim of establishing a nonlabor-intensive business that is different from existing businesses, with a focus on the development of
renewable energy power generation within Japan. We are also working to contribute to initiatives by
manufacturers and users in the fields of climate change, and marine plastics pollution and recycling
systems for plastics, which are expected to expand in Japan as well as overseas.

Work scene at JNK office (2020)

43

In Conclusion

Toward solving a trilemma
We will further strengthen collaboration as a member of JGC Group and continue to take on boldchallenges without resting on our laurels of present accomplishments.
Our Nuclear Energy Business Division aims to expand new business fields to fulfill the advanced andincreasing needs related to decommissioning of nuclear power plants. In view of the global energy supply
and demand balance, the need for nuclear power generation is expected to increase, especially in emerging
countries, in the medium to long term perspective. Although we have participated in new construction
support business in the Middle East and Europe as a member of the JGC Group to accumulate experiencesin overseas projects, we continue to reinforce the foundation for developing the nuclear power businessoverseas in the future. We will further grow into an “Energy Business Division” for a new era focusing on
measures against global warming by going beyond the field of nuclear power, collaborating with theEnvironmental Business Division, and expanding into the renewable energy field.
Our analysis technology in the System Development Business Division has already crossed the field of
nuclear power and begun rising to the challenges of new fields. The modern society represented by terms
such as artificial intelligence (AI) and digital transformation (DX) has just entered the phase where oursystem development capability is fully utilized. Our System Development Business Division will definitely
contribute to the creation of a “new JANUS” consulting not only on nuclear power and the environment
but expanding our business domain in various directions.
The world will change drastically toward 2050 which is the target year of the Paris Agreement on
Climate Change and 2030 for the SDGs. Issues of the global environment and climate change are at thecore of this change, and in the fall of 2020, Japan announced worldwide the goal of realizing a carbonneutral and decarbonized society in 2050. Business related to global environmental issues and climatechange will be major pillars of JGC Group in the future. Our Environmental Business Division willcontinue to take on these major issues by making full use of the experience and networks we have gained
over the years.
The appropriate use of nuclear energy while ensuring high level safety and promotion of renewableenergy must go hand in hand for economic growth in Japan and the world with a view to the latter half ofthe 21st century. Contributing to clients and society while aiming to solve a “trilemma” consisting ofenergy supply, economic development, and environmental conservation is in line with our philosophy ofenergy and environmental consulting.
Our long-term strategy is “to become a consulting firm with the top technological capabilities in Asia
within the field of resources and energy centered on nuclear power and the field of the environment
centered on global environmental conservation”. Under this strategy, JANUS is determined to makeevery effort to solve the global scale “trilemma” by bringing advanced consulting capabilities together invarious fields and uniting as one with the JGC Group.

44

Appendices
JANUS Since 1971− 2021

Afterword
The issuance of this “JANUS Trajectory of 50 Years - With the change of energy andenvironment” on the 50th anniversary of the establishment of our company has been madepossible only through the cooperation of many people. Shortly after we started editing thisbooklet, the world was hit by the COVID-19 crisis, and we the Secretariat were forced to
conduct face-to-face interviews and discussions while paying close attention to infection
prevention, or to change the scheduled plans. In addition, it was very difficult to find thenecessary information from hand-written records and hardcopy photographs/materials,
which was an opportunity for us to keenly realize the importance of accumulation and storageof historical documents.
Some operations of our company have been continued since its establishment until thepresent day. As we read about the history, we saw the lively figures of the pioneers that had
been busy since the establishment of our company come to life. They were able to solve
problems through their agility and vitality to capture the trends of the time and by theirtechnological capabilities and integrity to respond to the expectation and trust of clients.
At the same time, we felt that since the “standing position” of our company founded by thepioneers was most exquisite both in the nuclear power generation field and the environmental
field, their successors only had to make efforts from that already established standing position,
and we could not help but develop a feeling of awe and gratitude to them once more.
We hope that on these limited pages you can feel the passion and dynamism of the pioneers
and the DNA of JANUS that have been inherited by the working generations that support thepresent day. We also hope the employees of our company will feel pride as an employee of ourcompany once more through this booklet and make it the source of energy to move forward
into the future.
Last but not least, we would cordially like to thank everyone including the seniors that
contributed to this booklet, the employees that actively cooperated with us during their busy
work days, and the staff at Toyo Keizai Inc. that cooperated with us on the entire production.
January 2021
Staff at the Secretariat of the Company History Editing Committee

From the left, Masahiro Toyoda,
Moeko Sakuragi, Daiki Kurita,
Chie Arimatsu, Yoshitaka Ichikawa,
Tomoko Tasaki, NorihisaWatanabe

JANUS Trajectory of 50 years 1971– 2021 - With the change of energy and environment
Issued in June 2021
Issued by JAPAN NUS Co., Ltd.

Nishi-Shinjuku Prime Square 5F, 7-5-25 Nishi-Shinjuku, Shinjuku-ku, Tokyo

Edited and produced by the Secretariat of the Company History Editing Committee
Daiki Kurita, Norihisa Watanabe, Moeko Sakuragi, Yoshitaka Ichikawa, Masahiro Toyoda,
Tomoko Tasaki, Chie Arimatsu
Editing provided with the cooperation of TOYO KEIZAI INC
Documents provided with the cooperation of Curtiss-Wright Nuclear,
Tokyo Electric Power Company Holdings, Incorporated,
Naofumi Hataya